38 15 4146 https://omeka.wilkes.edu/omeka/files/original/6cf3c76bf739ee3cf6e40e7790ca4dcf.pdf df92e25389724df5b37fb96e5a086102 PDF Text Text t MU X o C- / r- oo Ko o oo CN < <• WAGESAND SALARIES IN LUZERNE COUNTY FIRST CLASS TOWSHIPS. <' �112 WAGES AND SALARIES IN LUZERNE COUNTY FIRST CLASS TOWNSHIPS EUGENE SHE9DEU EARLEY LIBRARY 1933 WILKES COLLEGE. WIIX'S-BARRE. PA. L-. 1968 INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania �mRCHIVES 5 L (0% <■ WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compen­ sation for services rendered remains a continuing problem for municipal governments. Because specified job descriptions are not a part of this summary of the wage and salary data collected, local government officials should be care­ ful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties in the various offices, even those with the same titles. It is not the purpose of this summary to pass judgment on existing municipal practices in setting wage and salary rates in Luzerne County town­ ships, nor to establish standards for compensation payments. It is merely an attempt to give the officials in the County a picture of pay rates for both elected officials and employees. The Institute of Regional Affairs wishes to thank those township offi cials for making this third annual survey of wages and salaries possible. Hugo V. Mailey, Director Institute of Regional Affairs 96 274 �< ) WAGES AND SALARIES FIRST CLASS TOWNSHIPS LUZERNE COUNTY Administrative & Elective Board of Commission Treasurer-Tax Collection Solicitor Hanover Newport Plains 7-$l,200. 00 1 4, 000.00 2 3,840. 00 5-$900. 00 1,800.00 2,400.00 $ Clerical Secretary Auditor Health Secretary 5,200.00 10. 00 3 Custodial 1,416.00 3,600.00 300.00 800.00 1,700.00 8 2,000.00 1,100.00 400.00 300.00 1.507 1. 007 Fire Chief Assistant Chief Fireman Extra Driver 1,380.00 300.00 4,318.00 341. 64/mo. 4 4, 500. 00 1.50/hr. 3,600.00 State State Health & Inspection Health Inspection Plumbing Inspection 4,525.76 Police Chief Sergeant 5,280. 00 4, 600.00 5,000.00 4, 625.00 -2- 4,800.00 4,515.00 4, 500. 00 5, 100.00 4,815.00 Wilkes-Barre �I ) Patrolman Part-time Police Hanover Newport Plains $4,400. 00 1.80/hr. /diem.5 $4,500. 00 $4,500. 00 1,000.00 5,000.00 1.46/hr. 5,100.00 1. 60/hr. Public Works 5,000.00 Engineer 4,700.00 Road Supervisor 1.80/hr. Laborer 1.80/hr. Garbage Collector 1.80/hr. Utility Serviceman Truck Driver Flood Control Superintendent 4,500.00 4, 700.00 Sewage Inspector 4, 221.76 Sewage Laborer Wilkes-Barre 6 4, 593.00 1.46 /hr. -3- �( > HOURS Standard work week (hours) for administra­ tive and clerical employees Standard work week (hours) for firemen Standard work week (hours) for public works employees Standard work week (hours) for police Hanover 40 48 40 40 Newport 40 40 48 Plains 40 109 14 48 40 48 Wilkes-Barre MILEAGE ALLOWANCE Hanover Chief of Police $120.00 Newport None Plains None Wilkes-Barre Hanover VACATION POLICY (5-10 years) (1-5 years) ( Less than one year) 2 weeks Newport 2 weeks Plains 5 days 15 days Wilkes-Barre -4- 17 days (10-15 years) (15 and over) 19 days 21 days �OVERTIME POLICY Hanover Clerical salaried Public Works salaried Firemen salaried Police salaried Newport salaried none salaried salaried Plains salaried none salaried salaried Wilkes-Barre UNIFORM ALLOWANCE POLICY Hanover None Newport None Plains None Wilkes-Barre WORKMENS' COMPENSATION Hanover Yes Newport Yes Plains Yes Wilkes-Barre -5- �RETIREMENT PLAN Hanover Pension Police Social Security covered Newport Police covered Plains Police covered > Wilkes-Barre PAID HOLIDAYS Hanover New Years Day, Memorial Day, July 4th, Christmas, and Easter Newport New Years Day, Memorial Day, July 4th, Chri stmas, and Easter Plains New Years Day, Memorial Day, July 4th, Christmas, and Easter Wilkes-Barre SICK LEAVE I If ; Hanover no official policy Newport one week a year; cumulative to four weeks Plains fifteen days - up to forty-five days Wilkes-Barre MEDICAL BENEFITS Hanover Blue Cross and Blue Shield coverage for all full-time employees Newport Blue Cross and Blue Shield coverage for all full-time employees Plains Blue Cross and Blue Shield for police, firemen, clerk, truckdrivers & road supervisor Wilkes-Barre I I f -6- I I �FOOTNOTES 1 The 1965 First Class Township Code provides that only the newly elected township commissioners may be paid on the new compensation schedule. (Hanover Township $1200 annually; Newport Township $900 annually). The Code provides that those commissioners whose term of office has not yet expired will be compensated under the old salary (Hanover Township $800 annually; Newport Township $600 annually). 2 The Tax Collector receives $2,400 as salary and $1,600 for collecting the occupational privilege tax. 3 Auditors are paid $10. 00 per day, part time. 4Relief during vacation and are paid a monthly salary when they work. 5 This salary is for School Police who work during the school term. 8 In those instances where no compensation is indicated for the engineer, he is paid according to time spent on specific projects. 7 Part time. 8 The Tax Collector receives a commission on taxes (2% rebate and during face period; 5% during penalty period. 9 The day shift is a 10 hour shift; the night shift is 14 hours. 9 3 27 4 -7- ���� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County First Class Townships, 1968 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1968 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/2482c744981ef88e6de3171b07846096.pdf 403327738d358bc24a0a9e7dfd3ead80 PDF Text Text < t SO X o Ct CM L b- co CO GO GO CM ^5 CD GO CO 00 “Ur- WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS Institute of Regional Affairs �' V - » WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS € I c„ EUGENI GHE0DEH EflRLEH LIBRRRU WILKES-BARRE, PENNSYLVANIA ■ 1968 INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania 1 �^CHiVES WAGES AND SALARY SUMMARY This is the fourth of a continuing series of compilations of wage, salary, and fringe benefit data for boroughs in Luzerne County. Because of specific job descriptions are not a part of this Summary, local government officials in Luzerne County should be careful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, even those with the same titles. The pur­ pose of the Report is merely to present the facts rather than make a judgment on policy. The boroughs in Luzerne County are grouped according to their I960 population. Each borough is listed alphabetically in one of the five population groupings. The Institute of Regional Affairs wishes to thank those borough officials for making this fourth annual survey of wages and salaries possible. Hugo V. Mailey, Director Institute of Regional Affairs 93210 9 �ELECTED OFFICIALS 1968 Boroughs Over 10, QQQ Kingston Plymouth Mayor^ Councilman. Auditor Controller Tax Collector $2, 400 2, 180 $1,200 600 700 700 900 300 600 150 150 550 1, 285 600 3753 3% 1,000 1, 000 600 900 250 150 2% 2% 780 600 150 450 550 700 360 600 300 180 100 250 50 150 750 240 100 2% 5% 1,500 5% 2% 300 5% 3% $2,000 1, 320 + $200 expenses $1, 500 1,200 Boroughs 5, 000 to 10, QQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 5% 2% 1, 700+4% Boroughs 2, 500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 300 240 240 240 Boroughs 1, 000 to 2, 500 Conyngham Hughe stown Nescopeck Pringle Shickshinny Sugar Notch White Haven Harvey's Lake 240 240 300 300 200 400 25 150 1503 200 753 180 180 180 45 180 2% 5% 3% 300 5% 3 1/2% 500 4% Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 125 24 60 90 420 -2- 12. 50 100 7 5% 350 ”3 75 5% �GENERAL ADM1NIS TRATION 1968 Boroughs Over 10, QQQ Kingston Plymouth Secretary Treasurer $6,000 2, 900 1 Health Officer Building Inspector $1,900 $5,400 289-92 600 Janitor $3,876 1,8002Q Boroughs 5, OOOto 10, QQQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 960 1.25/hr. 1, 500 1, 376 600 1,000/yr. 300 200 State 630 2, 000 225 State 960 1, 700 2, 400 480 300 State 300 3, 000 2, 000 480 State State State State State State State State Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 3, 000 840 720 1, 500 1,000 600 1, 000 50 240 300 250 200 300 600 480 600 1, 200 I 300 3, 1007 1, 500 Boroughs 1,000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven Harvey's Lake 350 400 420 1, 200 480 980 1, 300 300 75 State State 120 State State 240 8 1,200 1.65/hr. Fee Basis Boroughs Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 200 225 100 240 150 2% -3- State 60 State �’— PROFESSIONAL SERVICES Boroughs Over 10,000 Kingston Plymouth 1968 Engineer Solicitor $7,000 Engineer 6, 000 Asst. Engineer Fee Basis $4.500 2, 510 Boroughs 5, 000 to 10.OOP Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 050 1,200 1,050 1, 200 1, 000 1,200 1, 200 2, 000 2, 100 2, 100 Boroughs 2. 500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1,200 100 900 1, 200 200 3.00/hr. 1, 200 900 500 350 1, 500 1, 000 500 1, 800 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven Harvey's Lake 100 Fee Basis 2009 9 750 600 125 420 600 480, „ 25010 300 retainers plus additional legal services Borughs Under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 -4- 100 400 I �UBLIC VORks street Commi ss ioner Boroughs Over 10. 000 Kingston Plymouth Equipment Operator Laborer $5,700 5, 200 $4,200 $5, 600 1•65/hr. 1.75/hr. Boroughs 5 ,000co 10, 000 Durysa Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West. Pittston Mechanic 3, 200 4, 500 3.00/hr. 3, 798 5, 000 4, 400 Driver $4,500 1.74/hr. 1.35/hr. 1■65/hr. 1 • 80/hr. 2, 800 5, 750 5, 300 1 • 50/hr. 3,498 2.10/hr 1. 70/hr. 1.80/hr. 1.70/hr. 1.45/hr. 1.60/hr. Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larks ville West. Wyoming Wyoming 4, ] 76 3, 200 2.20/hr. 1.75/hr. 3, 600 1.75/hr. 4, 000 1.50/hr. 1.45/hr. 3, 000 1.95/hr. 1. 50/hr. 1. 40/hr. 1.50/hr. 1.25/hr. 1.50/hr. 1.95/hr. 1.75/hr. 1.40/hr. 1.50/hr. 1.50/hr. Boroughs 1, 000 to_2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven Harvey's Lake 3, 060 4, 500*3 1.50/hr. 2.00/hr. 900 4,300-12-3,200 2.00/hr. "road master" 1.80/hr. 1.50/hr. 1.25/hr. 1.50/hr. 1.50/hr. 1.65/hr. 1.60/hr. 3, 060 1.50/hr. 1.50/hr. 1.80/hr. 1.80/hr. Roughs Under 1. 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 100 1.25/hr. 150 -5- 1.50/hr. �POLICE 1968 Boroughs Over 10,000 ------------ ■---------------------------------------------------------------------------------------------------------------" " Kingston Plymouth Police Chief Sergeant $6,200 5, 200 . I? $5,200 4, 500 Boroughs 5, 000 to 10,QQQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston Patrolman 3, 800 4, 800 5, 500 __ _19 $4,620 5, 100 5, 100 5, 500 4, 882 4, 500 4,400-4, 800 3, 660 4, 900 5.85/hr. 4, 678 4, 885 4, 618 4, 032 3, 950 4, 020 1,000/shift 4, 000 1.00/hr. 3, 900 4, 000 780 1.40/hr. Boroughs 2,500 to 5, 000 Ashley Avoca Dallas Dupont Exter Larksville West Wyoming Wyoming 4, 560 4, 350 4, 400 1.00/hr. 4, 280 4, 400 3, 450 4, 000 1.00/hr. 4, 200 3, 600 Boroughs 1, QQQ to 2, 500 Conyngham Hughe stown Nescopeck Pringle Shickshinny Sugar Notch White Haven Harvey's Lake I 5, 200 250 4, 500 540 4, 200 2, 400 3, 940 4, 800 20015 1.25/hr. 1, 350 2.00/hr. 3, 320 4, 000 12£oughs Unde r 1,000 Courtdale J sddo Laflin Laurel Run New Columbus Huangola Warrior Run Yatesville 60 225 150 250 -6- �1968 Boroughs Over 10,OOP Kingston Plymouth Fire Chief $6,200 100 Assistant Fire Chief Paid Fire Truck Driver s $ $5, 200 4, 500 900 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville We st Hazleton West Pittston 300 • 300 . 2-25/hr. 300 300 75 4,650-4, 500 4, 000 4, 55618 Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Exeter Larksville West Wyoming W yoming Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven Harvey's Lake Bo roughs^ Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Batesville 50 150 200 12019 3, 020 3, 150 3, 100 �footnotes 1 Compensation for Mayor on a Population basis Borough Code. 18 set forth in Section 1024 of the 2 Compensation for Councilme: n on a population basis is set forth in Section 201 of the Borough Code. 3 CPA. 4 Daily rate. 5 Handled through local banks. 6 The offices of Secretary and Treasurer are combined. 1 Fire Driver and Custodian. 8 Receives free living quarters. 9 In those instances where no compensation is indicated for engineer, he is paid according to time spent on specific projects. l^In almost all instances, the solicitor receives additional compensation beyond the retainer indicated in the survey. ^Street Commissioner is classified Assistant Street Engineer. 12 13 In addition to Street Commissioner, an Assistant Street Commissioner is paid $3, 120.' The offices of Street Commissioner and Chief of Police are combined. ^In addition to Police Chief, an Assistant Police Chief is paid $5, 000. 15_ bergeant is classified as Assistant Police Chief. A Patrolman is designated Lieutenant and receives $100. 17 ‘ A Patrolman is designated Juvenile Officer and receives $4,900. ’18 Forty Fort Truck Drivers: senior $5,750; 1st. yr. $4, 850; 2nd. yr. $5, 050; 3rd yr. $5, 3oo. 19t <tc 7=0- 1st yr. $4,850; 2nd yr. $5,050; Truck Drivers Forty Fort: senior $5, 750, • Y 3rd yr. $5, 300. �20 plus $1.00/hr. as Police Officer in addition to rent, heat, and light. 21 plus living quarters. 22 OccupatCrinal Tax Collector in West Pittston 10* receives 2% with a maximum of $500. lo-rv is for School Patrolman. 23This salary One half is paid by the School Board. 93210 1 ��(Rayford = * 1 PAMPHLET BINDER ' Syracuse, N. Y. —■ Stockton, Calif. ■IIIIIKB lOOOlbOlfiT HUKES COLLEGE LIBRARY ■ ■ ■ stasaSI . 7 IW - ' '■ . / 1 ■ HL .. ■■fl:" ■•''SB ■ ■ ■ 1 3 £5 • 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 Wages and Salaries in Luzerne County Boroughs, 1968 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1968 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/9eed2eac544b8d4542f59628b64c8961.pdf de90de2bb63585ffb8feb0fe2a0f9c88 PDF Text Text WAGES AND SALARIES IN LUZERNE COUNTY CITIES j ARCHIVES J S 1 56 5o g LR7;682 1768 1968 INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania 1 PA. �ARCHIVE S YSI55 WAGE AND SALARY SUMMARY This is the fifth of a continuing series of compilations of wage, salary, and fringe benefit data for third class cities in Luzerne County. Because specific job descriptions are not a part of this Summary, local government officials in Luzerne County should be careful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of respon­ sibility and authority, along with the'diversities in functions and duties, in the various offices, even those with the same titles. The purpose of the Report is merely to present the facts rather than make a judgment on policy. The salary and wage scales were extracted from the salary ordinances adopted by the third class cities in Luzerne County in December, 1967 for fiscal 1968. The Institute wishes to thank the city clerks in all four cities for making this Survey possible. Hugo V. Mailey, Director Institute of Regional Affairs 77-1A0238 �WAGES AND SALARIES THIRD CLASS CITIES LUZERNE COUNTY Wilke s-Barre 1967 1968 Nanticoke Hazleton Pittston 1967 1968 1967 1968 1967 1968 $6,284 $6,800 $2, 140 $2,375 $2,340 $2,375 $6,478 $6,000 $6,470 $6,600 $1,200 $1,200 $1,800 $1,466 $4,322 $5,600 $1,200 $2,400 $1,8003 $1,500 $4,500 $5,600 $1, 125 $1,125 $1,200 $1,125 $1,125 $1,200 $1,000 $1,000 $1,500 $1,000 $1,000 $1,500 $2,600 $1, 667 $4,000 $1,667 $2,400 $4,000 $2,400 $4,000 Administrative &: Elective $5,000 $5,400 Assessor $6,500 $5,200 City Clerk $20., 000 City Manager $6,000 Controller $6,000 2 Counc ilman $6,000 $1, 800-$6, 000 Mayor $7,000 $2,400 Planning Director $11,200 $11,400 ,4 Solicitor $ $5,700 $3,600-$7,000 Treasurer - Tax Collector $8,000 $8,000 Clerical Secretary - Bookkeeper J $3,900 $3,900-$4,600 $3,260 $3,594 -$4,020 -$4,190 $2,130 $2,700 $3, 600 $3, 900 $3,700 $3,140 $3,150 -$4,060 -$4,161 $1,200 $1,400 $2,736 $2,736 Custodial Janitor $3,700 -2- �1967 1968 Pittston Nanticoke Hazleton Wilkes-Barre 1967 1968 1967 1968 1967 1968 $5,755 $6,455 $1,900 $ 50 $2,400 $ 50 $848 $600 $1,000 $ 600 $4,500 $4,500 -$5,000 -$5,400 $4,500 $5, 100 $4, 800 $5, 100 Fire Lieutenant Chief Chief Assistant Captain Fireman 6 Captain-Inspector $6, 500. $6,000 $5,300 $4, 500-$5,100 $5,300 $5,600 $6,800 $6,400 $5,700 $4,500-5, 400 $5,700 -2a- �1967 Health 8t Inspection Health Officer Building Inspector $5,000 $6,200 Recreation Recreation Director Parks Superintendent $5,200 $5,400 Police Chief Captain Lieutenant Sergeant Sergeant-Detective Patrolman Public Works City Engineer Equipment Operator 7 1968 1967 1968 $5,0007 $3,800 $3,300 $3,800 $3,300 $2,500 $1,900 $2,700 $2,100 $1,800 $1,125 $1,125 $1,000 $1,000 $5,300 $5,600 $5,300 $6,000 $6,500 $4,900 $5,200 $4,900 $5,200 $4,500 -4,800 $4,500 -5,100 $4,800 $5,100 $1,600 $4,000 ■ . .14 $1.50 $1.75 $3,500 $3,000 $3,437 $3,875 -3,700 $1.35/hr. $1.50/hr. $1,800 15 Q $6,000 $5,000 $6,800 $6,000 $5,700 $4,500-5, 400 $6,395g $5,634 ' $5,436 $5,000 $4,500 -5,000 $6,795g $6,034 $5, 836 $5, 726 $5, 747 $4,500 -5,400 8 11 11 $10,000 12 $10,200 12 $1.70/hr. $1.90/hr. Laborer $1 •60/hr. - $1.90/hr. 13 Mechanic $4,200-$5, 000 Truck Driver 1968 1967 1967 15 $4,500-$5, 100 Pittston 1968 $5,000 $6,500 $5,700 $5,500 $5,300 Nanticoke Hazleton Wilkes-Barre $1.70/hr. $7,665 $2. 21-2.39 /hour $1.99/hr. $1.60/hr. -^2 -$1.90/hr. $2.64/hr. $4,300-5,200 $1.90/hr. $8,048 $1,400 $2.35- $3,500 $2.55/hr. , ■ $2. 13/hr41-2514 -1. 50 $3.05/hr$3, 500 $2.21/hr. $2.35/hr$3, 325 a3» $3,000 $3,437 $1.35/hr. $1.50/hr. $1.35/hr. $1.50/hr. �HOURS Standard work week (hours) for ad­ ministrative and clerical employees 32 1/2 30 40 40 Wilkes-Barre Hazleton Pittston Nanticoke Standard work week (hours)for public works employees S tandard work week (hours) for firemen Standard work week (hours) for police­ men 56 56 40 40 40 44 40 44 40 40 40 40 MILEAGE ALLOWANCE Direct car allowance 10£ a mile Reimbursement Reimbursement Wilkes-Barre Hazleton Pittston Nanticoke Wilkes-Barre Hazleton Pittston Nanticoke Less than 1 year 2 weeks 14 working days 2 weeks 15 days VACATION POLICY 1-5 years 5-10 years 10- 15 years OVERTIME POLICY Wilkes-Barre Hazleton Pittston Nanticoke Clerical Public Works Firemen Policemen Salaried Salaried Salaried Salaried Straight Straight Straight Straight Salaried Salaried Salaried Salaried Salaried Salaried Salaried Salaried Time Time Time Time 15 and over ��Nanticoke New New Year's, Year's Washington's Birthday, Lincoln's Birthday, Good Friday, Easter, Memorial Day, July 4, Labor Day, General Election Day, Thanksgiving, Christmas, Occasional Religious Holidays SICK LEAVE Wilkes-Barre Hazleton Pittston Nanticoke Less Than Five Years More Than Five Years 30 days at full pay 30 days at half pay 7 days Two weeks Two weeks 60 days at full pay 60 days at half pay I 6. �I 77-11,0238 FOOTNOTES ^he City of Hazleton no longer has an ao ., j , ,, T nuuger nas an assessor, compiled by the Luzerne County Assessors Office. The assessments are 2 Wilkes-Barre has six (6) Councilmen - 2 at $6, 000, 4 at $1, 800, 3 The Planning Director is also the Zoning Administrator 4 Wilkes-Barre has 3 solicitors - 1 at $7,000; 1 at $4,250; 1 at $3,600 ' 5 The City Treasurer, by virtue of his office, shall be the collector of the city taxes. The salary listed in the table includes both the city's share of his salary as tax collector and his salary as treasurer. 6 The firemen are volunteers in Hazleton, Nanticoke, and Pittston. The salaries in the table are for the fire truck drivers who are the only full-time paid personnel in these three cities. 7 The salary is for a Bacteriologist. ^This salary is for the head of Parks and Public Property. The captain of the Hazleton Police Force is the Juvenile Officer 1 °In Hazleton the sergeants in charge of traffic receive a salary of $5, 726 per annum, while the desk sergeants receive a salary oi $5,400 per annum. ns the function of the building inspector nThe City Engineer also P3^' 0^' salary of $3, 000 for these combined functions. and is paid a total ; 12 . tractor operator, and flusher operator. Includes roller operator, trac„o_ p ,, : qkiHed--$l«70/hr.; skilled--$1.90/hr. 1 Unskilled-$1.60/hr.; semi-skille 14Grade I - $1.50/hr.; Grade II - $1.25/hr. „ a joint oUy-scho-1 disfiet position. Recreation Director -7- _____ �■■III IDOOlLOl?^ MILKES COLLEGE LIBRARL ��� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Cities, 1968 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1968 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/71fe90337eabc5c5da185c3e2118422f.pdf e9f48f9b7a1afd3ae575b3ad8901caec PDF Text Text �B INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �■MM i I ARCHIVES 1 T552. 3 PREFACE During 1.969, the Institute of Regional. Affairs engaged in an expanding range oi activities. This Annual Report to the President and the Board of Trustees of Wilkes College summar- I izes and reviews the significant activities over the past College year. The Report reaffirms the credence that the Institute supports the processes of change in Northeastern Pennsylvania 5 which have become the basic concerns oi the leaders of the region. Hugo V. Mailey Director Institute of Regional Affairs 129228 J 5 �1J I. ;i WILKES AND THE REGION: There are those who insist that the American college is first and foremost a community of scholars engaged in the quest for truth and know­ ledge through teaching and research. 0 Q 0 IS THERE AN OBLIGATION? Traditionally, the scholar has conducted his research and made his contributions to the expansion of knowledge. On the other hand, there are those who feel that the American college is a massive resource in our society, a repository of knowledge and resources which should be applied to problem solving. It is further contended that colleges can provide leadership in the development of the concept of an urban college which, at both a philosophical and operational level, can bring to bear its resources and augment its ability to generate knowledge. The real question is not what a college can do, but how it can accomplish its very real obligations in these times of social turmoil. Although every college exists primarily to provide education and to sponsor research, it is also a community institution bearing all the implications this fact implies. Furthermore, community affairs have an impact on any college even as the development of a college affects the community. The nature of a given urban area, the structure of the college, the disciplines of its staff, the philosophy of its president -- each colors the outcome of commitment to community affairs. Today, an urban liberal arts college has an inherent obligation to provide special pursuits in and for diverse cultures, diverse experiences, diverse backgrounds. An example of such effort is found in the development �of curricula more responsive to the needs of today's society. In recent years, there has been a growing awareness by the academic community that the urban areas are more and more the centers of action, and that educational institutions which ignore the urban facts of life are in danger of becoming irrelevant. a This irrelevancy has often times resulted from the fact that scholars have conducted both their teaching and research in an atmosphere free from the pressures of the day. 0 0 This tended to isolate the community of scholars" from the policymakers, who need immediate responses to complex problems. Furthermore, the policymakers become impatient when ready solutions are not available, and when additional time is needed to present alternative solutions. As a result of this conflict between the aspirations of scholars and the needs of the policymakers, the latter have failed to really make use of the contributions of the former. The more important contributions that scholars can make is that they can view urban problems with at least some degree of objectivity and detachment. Amidst the welter of opinions between various groups and interests in the communities, scholars can even act as catalysts or "honest broker s, " though they may flinch at this role. The original "extension" activity of the land grant colleges first brought the colleges and universities into public service. "academic" and tt However, extension" were maintained as separate activities on college campuses. Almost every college and university distinguished between extension personnel and academic research and teaching personnel, and - �—- 8 Academic people did not usually usually placed them in separate divisions. fl choose to engage in service outside the classroom. Extension personnel normally did not engage in research or scholarship. and interests. They differed in careers Only an unusual person could combine the two roles. Not only did institutions of higher education separate the academic from the "extension," the academic community was not prepared to deal with com- n a o munity problems on a comprehensive, inter-disciplinary basis. instituted inter-professional programs. community problems is a necessity. They had not And yet, comprehensive attacks on It is obvious that community problems cannot be dealt with in frames of specialization. way for the academic specialist to work. Yet this is the customary Even after more than a decade of experience, colleges have today little knowledge, of how to work in the com­ munity as a client--particularly an urban community. il Men have long been concerned with developing an understanding of cities and the problems associated with them, but only in the last few years L Ell has this subject become a focal point of concern by colleges and universities. The challenge as posed by these problems are particularly pointed to a college that has a mandate to serve the community. If "community, " once predominately rural, has changed in location, ethnic composition, economic activity, and needs for services, a college must accommodate accordingly if it wished to remain a relevant and progressive force. The urgent need for providing a direct link between the scholarship of universities and colleges and the needs of the surrounding area has resulted in the creation of the contemporary "Urban -3- I I �Center. " Its origin on college campuses is a recognition of the fact that there is a set of interrelated urban problems, that the urban problems spill over E into many disciplines, and that the solutions to the problems and the activities of such centers require the coordinated application of the talents of scholars in many disciplines. Thus, "Urban Studies Centers, " such as the Wilkes College Institute of Regional Affairs, are a rather new development in American 0 n B D D universities. In the last thrity years, Northeastern Pennsylvania communities have experienced a state of economic decline with corresponding high unemployment. Only in very recent years has this region made any progress in economic development. These same communities which went through an economic trans- formation have faced drastic readjustment to the stern realities and the demands of an urbanized society, not as acute as in larger metropolitan centers, but nevertheless, just as painful. Today, the renaissance in Northeastern Pennsyl­ vania is receiving national attention, thanks to the sustained interest of the civic leadership of the region, to which the College has contributed substantially. Since its establishment in 1947, Wilkes College has participated in D every community effort towards economic and social development. Fr om the start, its faculty leaders believed that the College's expansion and development have been inextricably linked to the fortunes of the community and the region. G The Institute of Municipal Government, formed in 1951 out of a mutual desire of town and gown to work with one another for the advantage of both, had as its fundamental purpose to guarantee the semi-autonomous structure I 3 R -4- �of American local government, so long as it would retain the capacity to solvo (i its own problems. Many innovations in local government in the Northeastern Pennsylvania region had their beginnings in workshops and conferences sponsored by the Institute. The commitment by the College in community affairs was duly recognized in I960 when the Ford Foundation funded the Institute of Municipal Government, :D 0 0 0 Q D the Area Research Center, and the Labor-Management Citizens Office. In 1966, the Institute of Regional Affairs replaced the Institute of Municipal Government as a multi-purpose College organization which views regional problems as belonging to no simple academic discipline, but rather as a contemporary phenomenon spilling into many disciplines. The very creation of the Institute is proof positive that a full across-the-board commitment has been made by Wilkes College. Its resources include not only the College faculty in the social sciences--economics, education, psychology, government, sociology--but also those experts in the region who can lend their talents to teaching, information, research, and consultation. The creation of the Institute of Regional Affairs is really a natural integration of prior activities in which many members of the Wilkes College social science faculty have been engaged for over twenty years. E The Institute of Regional Affairs, in bridging the gap between the scholar and the community, has three basic interrelated goals: --to help the College relate effectively to a constantly changing urban society. i I -5.- �--to help the component communities of this region to develop a greater capacity for dealing with urban problems and for guiding urban development; and, --to help contribute generally to the development of knowledge of urban ociety and processes of change, and to methods of applying this knowledge. Wilkes does not have a general extension division as state universities and land grant colleges have. n n •J The Institute of Regional Affairs has served as a point of first contact for community requests to deliver extension activities and operate a variety of continuing activities in the community. The Institute of Regional Affairs has been the buffer in handling these service activities. Instead of separating the "extension" from the "academic personnel, the College, through the Institute of Regional Affairs, has been able to find people D who have been able to coordinate functions from scholarship to community r service under a single canopy. L By utilizing this approach, the Institute of Regional Affairs has operated fl as a catalyst in stimulating and inducing positive community responses to needs and opportunities The result of this approach is an Institute of Regional Affairs which devotes most of its technical efforts to applied research on a local basis, deals with "nuts and bolts" operating problems of the communities K of the Region, and seeks to infuse some new understanding of urban phenomena. Not from its very beginnings has Wilkes College ever viewed itself as the ideal American institution of higher education located in a peaceful small, relatively isolated town where its community of scholars could be shut off from the noise and confusion of the world and the region in order -6- �to devote their time to intellectual pursuits. The transition from a relatively simple set of conditions in Northeastern Pennsylvania to the highly technical and complex conditions of the 1960's and the 1970's has called for vigorous and alert response from local institutions.be they governmental, educational, economic, or social. Not only has the College been a partner in this transition, it has made an investment through the work of the Institute of Regional Affairs that has yielded ideas, techniques, and insights that a small liberal arts B 0 a f] a ffi college may profitably examine as it ventures more deeply into complex com- munity and area problems. �EDUCATION AND IN-SERVICE TRAINING A. In-Service Training The primary function of the Institute of Regional Affairs is to continue to provide education and training programs for the officials and employees of Northeastern Pennsylvania. This is easily explained in that local units do not provide their own formalized training programs fl a 0 fn UJ The impetus for the in­ service training came from the former Institute of Municipal Government. The emphasis or. in-service training by the Institute of Regional Affairs is likely to continue into the future. This structured formalized training has increased over the years primarily because of the interests of the employees and the public officials themselves. Much of this basic or technical training is becoming increasingly important for certain technical and semi-technical positions. ffl This training is generally available through short courses offered in cooperation with the Public Service Institute of the Department of Public Instruction. Management and supervisory training, relating to certain areas of administration, human relations, and policy making have been provided at several levels: ! local government executives, (b) for first-line supervisors, (a) for (c) for com­ mand officers. Objectives of Training In-service training can and should be beneficial not only to the individual who receives the training, but also to the local government. It should up- grade performance and the image of the public servant. ] ! -8- I 1 �In its report on in-service municiple training, the International City Managers' Association pinpointed these goals of training from the individual's standpoint: --To equip him with the skills he needs to perform more effectively the duties of his position. --To attune him to the tasks he is called upon to perform in a changing I I world and to adjust his outlook and methods to new needs and demands. --To instill in him an awareness of the relation of his work to the service rendered by his department and government. --To prepare him for other duties (his next job), and when appropriate, n develop his capacity for higher work and greater responsibilities (for a Hi different job). --To broaden his outlook. Each of these benefits to the individual is in turn indirectly beneficial dJ 1 to the local government. More specifically, the objectives for the county or city government are: 1. Better job performance, which improves production and the image of the city or county. 2. Development of persons from within the ranks to take on additional J responsibilities as vacancies occur. I i n 3. Longer tenure of properly motivated employees. 4. Improvement of the government's ability to fulfill its increasing and new roles because it has a better equipped staff. 5 International City Managers' Association, "A Report on the InService Training Programs for Key Personnel, " 1961. -9- �One concluding point: if in-service training is going to be truly meaningful, truly worthwhile, it should afford the employee-student the opportunity to achieve some perceptible and attainable goal, for himself and for his employer. Over the years many specific courses have been offered to public personnel relating to their particular specialty. These courses are non-credit, non-degree, educational opportunities, varying from 5 to 24 hours in length during the academic year. The number and variety of courses will vary from year to year depending upon the demand. 3 3 in the 1957- 1968 year when 567 qualified for Certificates of Attainment. r 1968- 1969, 529 qualified for Certificates. ILl Beginning with a total of 29 public officials in 1951, the enrollment in courses for public employees and public officials reached a new high In Over an eighteen year period, more than 3, 400 individuals have completed the courses requirements and received Certificates. I r -10- �Courses offered to local public officials during the past year from July 1968 to June 1969 were the following: I. II. POLICE Small Arms a. FIRE a. b. J III. ASSESSING Rural Assessment a. 0 VI. MINOR JUDICIARY Magistrates Civil Law a. 0 0 V. 0 n D D D 8 G CIVIL DEFENSE b. c. d. e. f. gh. D H Fundamentals of Fire Fighting Arson Investigation VI. Radiological Monitoring Basic Communications Radiological Refresher Light Duty Rescue Medical Self Help Conference for Public Officials Control Center Operations Shelter Management Advanced Communications OTHER a. b. c. d. Principles of Purchasing Street Maintenance Personnel Supervision Community Planning -11- �IN-SERVICE TRAINING PROGRAM NUMBER RECEIVING CERTIFICATES BY YEARS AND SHORT COURSES 3 n d C3 D fl' fl ki Year Total 1951 1952 1953 1954 1955 1956 29 42 37 27 36 52 1957 37 1958 39 1959 89 I960 90 1961 157 c un 1962 □D 0 ■ G 231 Certificates Awarded Clas s Borough Councilmen Magistrates Basic Police Township Commissioners Borough Councilmen Health Officers Township Commissioners Magistrates Borough Secretaries Advanced Police C cunci Im en Magistrates Township Supervisors School Directors Basic Police Councilmen Basic Police School Directors Planning and Zoning Police Chief Magistrates Advanced Police Small Arms Basic Police Assessors Borough Secretaries Magistrates School Educational Secretaries Small Arms Township Supervisors Traffic Management Zoning Highway Maintenance Fire Administration Penal Code Planning School Directors Intoxication and Law Enforcement -12- U 29 42 37 27 36 11 9 32 13 24 17 22 35 30 24 10 26 29 25 12 26 38 23 20 26 12 31 11 8 15 12 20 19 11 35 15 33 21 �I i Total Class 1963 119 1964 189 1965 184 1966 415 1967 440 25 Assessors 15 Basic Police Report Writing 18 Fire Fighter Instructors 10 Personnel Supervision 13 Municipal Fire Administration 17 Small Arms 21 Magistrates Youth Control 59 12 Rural Assessment 23 School Directors 18 Small Arms 15 Township Supervisors 38 Arson Detection 28 Criminal Investigation Fundamentals of Fire Fighting 37 18 Magistrates 78 Fundamentals of Fire Fighting 6 School Law 12 Assessors 23 Magistrates 15 Small Arms 20 Hydraulics Zoning 25 5 Community Planning Penal Code 11 Basic Police 28 Principles of Inspection 31 23 Magistrates Assessors 17 5 Shelter Managers Civil Defense Adult Education 7 18 Basic Rescue Civil Defense for Local Government 20 16 Civil Defense for Local Directors 20 Light Duty Rescue 44 Radiological Monitoring 83 Auxiliary Police Fundamentals of Fire Fighting 92 22 Radiology 10 Radiological Monitoring 56 Criminal Law Councilmen & Commissioners 9 Civil Defense for Local Government 37 Auxiliary Police 43 8i 0s nJ Bfl ad 0 JO 0 n D E E Certificates Awarded Year -13- I I ■ �MH ■Ml ttel s ■ UL Year Total • i Jj ■ Li 8 a 1968 555 1969 496 n IJ . J n fl 1 0 0 10 E Certificates Awarded Class Control Center Operations Fundamentals of Purchasing Light Duty Rescue Shelter Management Small Arms Medical Self-Help Rural Assessment Basic Police Procedure Fire Ground Attack Fundamentals of Fire Fighting Civil Defense Management for Local Directors Advanced Police Course Minor Court Procedure Auxiliary Police Civil Defense for Local Government Basic Communications Basic Police Procedure Fundamentals of Fire Fighting Hydraulic s Light Duty Rescue Police Administration Principles of Assessing Medical Self-Help Radiology Report Writing Small Arms Advanced Communications Arsen Detection Auxiliary Police Basic Communications Civil Law Community Planning Control Center Operations Fundamentals of Fire Fighting Hydraulics Medical Self-Help Light Duty Rescue Principles of Purchasing Radiological Monitoring Radiological Refresher Rural Assessment Small Arms Street & Highway Maintenance -14- 28 5 49 9 9 57 6 14 21 43 22 38 36 56 26 53 30 69 15 18 5 12 136 26 7 28 21 45 45 17 21 3 13 115 16 56 27 11 29 22 35 12 8 �B. Public Leadership Training General public policy training might also be called public leadership L training. It ihvolves education which helps community Officials better under­ stand issues And change, provides guides for them to use in analyzing and solving community problems, and gives them an understanding of methods of developing community support for putting programs into action. This type of education has been directed at the private sector plus the many citizens fl n Ul 9 QI a 0 I who serve on the various boards and commissions. The Community Leadership Seminar for community leaders and the Seminar on Dynamics of Regional Affairs for social science teachers of Northeastern Pennsylvania, both of which were conducted as Title I projects and are discussed in the next section, are illustrative of this type of leadership training. c. General Education Beyond High School This training aims at broadening an individual's horizon of thinking and feeling by conveying general knowledge that does not bear any direct relationship to his specific job. Article II of Canons of Police Ethics (1956), entitled Attitude Toward Profession, stressed the point that by diligent study and sincere attention to Q 0 self-improvement, a police officer can strive to apply science to the solution of crime, and thus make for effective leadership and influence in human relationships To this end, many cities have established programs permitting — j 5.- 0 �police officers to earn a college degree in a field of his choice in the hope that such a broad education would help to create a high quality public service. - I iIB Cities provide incentives, promotions, leaves of absence, tuition and other expenses for this college based education. Because the local governments of Northeastern Pennsylvania are limited financially, the Board of Trustees R Lc of Wilkes College instituted a scholarship program for two regional police officers to be administered by the Institute of Regional Affairs. These scholarships, including tuition costs as well as textbooks for 6 credits each M -1 semester, were giver '-.c a member of the Pennsylvania State Police and to a member of the Wilkes-Barre Police Department. D. 9 3 In 1965, Congress provided a program to help bring the resources of colleges and universities to bear on community problems on a state-by- state bas. 'i 0 Community Service Program - Title I It provides federal matching money to colleges and universities for community service programs to assist in the solution of community problems. This money is administered under a state plan developed in each state and may be used for educational and research programs. 0 The philosophy of Title I of the Higher Education Act of 19&5 states: "For the purpose of assisting the people of the United States in the solution of community problems. . .by enabling the Commissioner (of u 0 ;S It: education) to make grants under this title to strengthen community service programs of colleges and universities. . . " -16- �Sections 101 and 102 of the Act further states: 'n . .the term, 'community service program' means an educational program, activity or service, including a research program and a university I extension or continuing education offering, which is designed to assist in the solution of community problems in rural, urban, or suburban areas, with particular emphasis on urban and suburban problems. . . " Title I is but one of a number of federal programs whose purposes are to encourage and support in-service education relating to community­ 3 [ needs. 0 use of higher education programs to assist in the solution of community But it is unusual in several respects: (1) its emphasis upon the problems, (2) its flexibility, permitting each state to define its community problems and to determine how it wants to use its higher education resources P 3 a m .I fy to work toward solutions, and (3) its broadness, permitting programs for the private sector as wall as public. Title I has permitted experimentation, both in types of projects and methods of carrying out the educational programs. It undoubtedly has stimulated many projects which would not have been attempted if federal P P 0 fl 0 13 grants had not been available, and under it, some projects have been undertaken which suggest new approached for dealing with community problems or are of likely long-range impace. The Act is a recognition of the fact that universities and colleges are not interdisciplinary; academic departments have functioned largely indep- dently of each other. Yet the solving of community problems may call for -17- pr I �n ■ n , n. r n a. coordinated, interdisciplinary approach. As a practical matter, therefore, colleges and universities which are interested in designing significant, comprehensive Title I programs are confronted with the problem of how to do it within the existing system. They are confronted with finding ways to muster persons in various disciplines who are interested in working together in dealing with community problems. Furthermore, they must find ways to bring these resources to a practical setting and problem. Title I has really served as an incentive for persons in higher education to be more in touch with community problems, and it has also served to make n U community officials and leaders more aware of the resources of colleges and universities that are available to their communities. The challenge to colleges of Title I is the decision as to whether they want to become involved, and if so, to what extent and how. This certainly has not been true of Wilkes College or of the Institute of Regional Affairs. Title I has merely served ■ to strengthen an involvement that dates back to 1951. c It can realistically be said, however, that the involvement has been broadened and expanded, wherever it was found possible. The Institute of Regional Affairs made 9 applications for 9 programs under the Act since 1966 when the Act became operative. Of this number, 8 have been accepted and funded by the Title I Agency of the Commonwealth Department of Public Instruction. Kinds. Most of the programs have been conferences, seminars, or short course. -18- �Continuing Programs. u Audiences. One of the projects has been renewed. The impression may be that Title I projects are almost exclusively for public officials. This is not the case. Half of the projects involved audiences which were completely or partly from the private sector. A breakdown of the 8 projects is presented to give the reader an idea :: 1 flM of the balance of the programs conducted by the Institute of Regional Affairs under Title I: Year Public Officials Regional Policy and Program Goals Public Officials Principles of Purchasing Community Leaders C o mm unity Leadershin Joint Commun­ Public Officials ications System C immunity Community Leaders Leader ship Social Science Dynamics of Re 'g ior. al Affair s Community Leaders Community Leadership Transportation of Public Officials Low Income (on­ going) 1966 1967 1968 01 0 Type of Participant Title Number of Participants 17 15 24 75 22 30 28 The Institute, as noted above, received funds for 3 programs under Title I: 1. Community Leadership Seminar. The purpose of this project was to provide an opportunity for the leadership of many civic and community agencies to the region to examine a broad range of alternatives in the approach to regional problems. The six-session Seminar was intended to help com- -19- I �munity leaders to qualify themselves for more effective contributions to local public affairs. 2. u Dynamics of Regional Affairs. The purpose of this project was to acquaint social science teachers of Northeastern Pennsylvania with reports, surveys, and studies and to make them knowledgeable about regional problems. The five-session Seminar was innovative in that teachers of the schools of the area were brought into direct contact with the professionals in the public and private agencies dealing with the area's economic, welfare, and govern­ mental problems. 3. Transportation for Low Income. The purpose of this project was to ascertain and match the specific geographical areas in the County where r the poor live and where the job opportunities are. It involves three parts: (1) preparation of an analysis of currently available public transportation 3 facilities; (2) conduct of 5 conferences on regional transportation problems; (3) development of a demonstration proposal to show the feasibility of a more effective transportation system for the low income. 0 1 Q B E. Community Growth Conference The Eighth Annual Community Growth Conference, co-sponsored by community organizations, was held in September, 1968, and intended to acquaint local officials and the general public with the emerging issues of public affairs, centered on the theme, "The Crisis of Human Resources in Northeastern Pennsylvania. " I n -20- J �EIGHTH ANNUAL COMMUNITY GROWTH CONFERENCE SEPTEMBER 25, 1968 8:30 - 9:30 A. M. I " I C' J Wilkes College New Dormitory "THE CRISIS OF HUMAN RESOURCES IN NORTHEASTERN PENNSYLVANIA" Welcome: Dr. Eugene S. Farley, President, Wilkes College Chairman: Frederick E. Wegner, Wilkes-Barre City Manager D. Richard Wenner, National Association for Community Development Speaker: Breakfast Wilkes College Fine Arts Center 9:45 - 10:45 A. M. ■ ° r - I Chairman: Panelists: f O’ -■3 a 0 "MANPOWER DILEMMA" Edgar Lashford, Exec. Vice President, Chamber of Commerce Hugh King, Research Director, Economic Development Council John Seniese, Field Director, Bureau of Employment Security Joseph Corcoran, Director, Keystone Job Corps Center Mel Boyne, Dana Perfumes, Crestwood Park Coffee Break Wilkes College Fine Arts Center 11:00 A. M. Chairman: Panelists: "THE SEARCH FOR IDENTITY" Robert Wilson, Executive Director, Model Cities Agency Lee Klinges, Resident, Model Cities Area Sylvia Solinsky, Supervisor of Interviewers, Model Cities Program Gerald Whitt, Assistant Supervisor, Hazle Street Comm. Ser. Center Dr. Francis J. Michelini, Vice Chairman, Model Cities Policy Board Hotel Sterling Crystal Ballroom "A PHILOSOPHY OF EFFECTIVE URBAN DEVELOPMENT" Chairman: Mrs. Donald Bennett, President, Junior League of Wilkes-Barre Genevieve Blatt, Director, Office of Economic Oppor. , Wash. , D. C. Speaker: 12:30 - 2:00 P. M. Luncheon Hotel Sterling Crystal Ballroom 2:15 - 3:15 P. M. o' F-1 fl 8 0 Chairman: Hotel Sterling Crystal Ballroom 3:30 - 4:00 P. M. Chairman: Speaker: n 4:00 - 5:30 P. M. ■ "PHILLIPS 66" James Lee, Assistant to the Editor, Times-Leader Evening News "APERCU" Clement W. Perkins, Chairman, Wilkes-Barre City Ping. Comm. Tom Bigler, News Director, WBRE-TV Cocktail Hour Hotel Sterling Adams Room �I /'• F. Meetings A meeting of interested local government officials met with William Hansell, Manager of South Whitehall Township, to discuss the benefits to be derived from cooperative purchasing. i preliminary to a series of meetings on the subject with a view to the formation of a cooperative purchasing council in Luzerne County. Li J a 0 •i fl - ■' n. 0 Q Q 0 B fi The meeting is intended to be -21- �INFORMATION The Institute of Regional Affairs tries to keep public officials and S’ ill? those engaged in community work completely informed on urban and regional affairs. r To this end, the Institute of Regional Affairs maintains a library and circulates a monthly newsletter. A. The IRA News-letter The Luzerne County Newsletter, predecessor to the IRA News-letter, was launched in 1951 as an attempt to keep local public officials informed of the varying methods successfully employed by communities throughout the United States in solving problems of management, personnel, and administration. Its demise in late 19&7 saw the publication of the same format with a new title, the IRA News-letter, in keeping with the broaders range of activities of the ’J 01 Institute in the general fields of economics, psychology, government, and sociology. The News-letter's original form was used until July, 19&9, when a distinctive masthead was developed for the News-letter. In addition, almost three times as much material appears in each issue since the News-letter 3 9 has gone to direct printing. Published monthly, the News-letter is mailed to approximately 2, 100 interested community leaders throughout Northeastern Pennsylvania. The mailing list is taken from thirty-five directories compiled by the Institute of Regional Affairs containing the names of local public officials, community -22- �-,I R iu leaders, and professional groups. B. Library The Institute also maintains a carefully selected library of contemporary printed materials in the social science fields. i I di ): The library of the Institute, continuing to grow daily, now includes over 4, 000 publications. It is, at the present time, one of the largest repositories of information and materials on municipal administration in Northeastern Pennsylvania. Pamphlets, reports, ij I surveys, and studies are received by the Institute of Regional Affairs on an 11 0 exchange basis with similar organizations on other college and university campuses and with many local and state governments. The Institute of Regional Affairs' collection of contemporary material 0 0 0 i D Q a 0 Jh deals with various aspects of urban studies: government, land use, transportation, management, social welfare, education, recreation, and public finance. The studies undertaken by non-university sources are maintained on an inter- disciplinary basis. A close liaison is maintained with similar governmental, university and private sources, providing an integrated clearinghouse for information on many aspects of urban affairs. The collection is kept current for immediate use by public officials and the officials of private or voluntary organizations. In 1966, the Institute was awarded a 151 book planning library by the Pennsylvania Planning Association. The Institute of Regional Affairs recently was the recipient of all the published works of Dr. Harvey S. Perloff, an outstanding economist and planner, now the Dean of the School of Architecture r -23- �■■■■ ■ : I (J and Planning, University of California. When added to that already in the Eli Institute, this material becomes the most extensive planning library in . J fl IB I J1 D 0 Northeastern Pennsylvania. Not only have interested community leaders and local government officials made wide use of the library materials, but many undergraduate students have had their first contacts with community problems by the utilization of the library materials for term papers and research projects. The Institute of Regional Affairs library will become increasingly invaluable to Wilkes students who plan to pursue undergraduate work toward the Social Science degree with concentration in Urban Affairs, a new program to be instituted in the Fall of 1969. ni Pennsylvanian - - Horizons The magazine, the Pennsylvanian, serves as the official publication of u 0L C. ■ i fl fl the Pennsylvania State Association of Boroughs, the Pennsylvania League of Cities, the Pennsylvania Municipal Authorities Association, the Pennsylvania Association of Township Commissioners, the Pennsylvania Local Government Secretaries Association, and the Assessor's Association of Pennsylvania. This magazine reaches well over 15, 000 people interested in Pennsylvania local government. Horizons" is the four page center spread of this monthly publication, originally the joint project of the institutes of local government of Pennsylvania The three institutes were D universities--Pittsburgh, Penn, and Penn State. d of Pennsylvania Universities" for the purpose of providing material for, and . I organized into a loosely knit group called "Association of Institute, of Government -24- �0 supervision over, Horizons. 1 In 1966, Penn State withdrew from the associated institutes, and the Institute of Regional Affairs of Wilkes College was invited to participate in the organization and contribute to "Horizons. a 11 Horizons is an outstanding part of the magazine --The Pennsylvanian-- and because of its sponsorship, some things can be said or supported in "Horizons" which could not be said or supported in other parts of the magazine. The contributed articles by the Institute of Regional Affairs are the I following: "What is the Role of the Urban Manager Today? October, 1968, Hugo V. Mailey 0 11 Can Teachers Meet the Challenge of the Urban Crisis" January, 1969, Hugo V. Mailey fl Professionalism in Pennsylvania Government" August, 1969, Hugo V. Mailey J 0 fl D O 'I' 1 '1 I -25- �s IV. 0 CONSULTATION A third service of the Institute of Regional Affairs is special consultation II ■ made available to interested parties for the study of public issues. ni Consultative services are offered to the interested officials, governmental and non-govern­ mental. The assistance, both formal and informal, is provided and made possible because of the specialized resources of the staff of the College. Such services include testing and counseling for public agencies: preparation of special management studies; and the study of general administrative problems. In the development of the Institute program, the following criteria are J 3 0 0 J used as guides in initiating or accepting consultative requests: 1. the significance of the problem to Northeastern Pennsylvania: 2. the potential "multiplier effect" of the project; 3. the potential value of the project as a prototype for similar services by other public and private agencies in community service; 4. the interests and competencies of the Institute staff and the availability of special consultants to the Institute of Regional Affairs. Among consultative services offered by the Institute over the year Q 1968-1969 are the following: Wilkes-Barre Planning Commission - The Associate Director of the Institute serves as the Executive Director of the Department of Planning and Administration for the City of Wilkes-Barre for two days per week until a full time Director can be secured. -26- The duties are many and �: 5Ti i varied, including advice tc the Planning Commission, review of the work of consultants, technical advise to the Zoning Board of Adjustment. 8 liaison with the Redevelopment Authority and review of their plans, consultation with rhe Model Cities Agency, and coordination with the Recreation Board and Parking Authority. The Acting Director of Planning also serves on the Traffic Committee and on the Advisory Board of the Luzerne County Planning Commission. Kingston Borough Civil Service - Administered tests for Police applicants in July, 1968 Dupont Borough Civil Service - Administered tests for Police applicants in July, 1968. Wilkes-Barre City Fire Civil Service Board - Administered promotional examinations for Fire Lieutenant in March, 1969. Wilkes-Barre Police Department - Administered promotional examination for Sergeant and Detective in March, 1969. Title I, Higher Education Act - Director served as evaluator of Title I proposals for Department of Public instruction. American Federation of Teachers v. Scranton Education Association - Director served as Election Moderator at representation election for teachers. Plymouth Civil Service Commission - Administered tests for Police applicants in May, 1969. Council Manager, City of Wilkes-Barre - Prepared summary and supplement of qualifications for council-manager applicants, for Wilkes-Barre -27- �tp- ' I Council. Lackawanna County Teachers Conference ... Director served as panel speaker on Professionalism in Government. Rotary - Director served as luncheon speaker on Professionalism in Local Government. Wilkes College Scholarship Drive - Director served as luncheon speaker on the Role of the Institute of Regional Affaire. Luzerne Lions - Associate Director served as speaker on the Council Manager P 1 Plan. Wilkes-Barre .'.aycetlis - Asaociat Director served as speaker mi the Council Manager Plan, iI I) 0 □ West Side Business and Professional Woman - Associate Director served as speaker on Intergovernmental Cooperation or Consolidation. Columbia-Montour Boroughs Association - Associate Director served as speaker on Intergovernmental Cooperation. Honesdale-Continuing Liberal Education Seminar - Associate Director served as speaker on Subdivisions. 1 Lackawanna County Teachers Conference - Associate Director served as j n panel speaker on Professionalism in Government. Lock Haven - Associate Director served as consultant on preparation of l s Administrative Code and Employee Policy Manual. Northeastern Pennsylvania 4-H Teen Leaders Conference - Associate Dircm-i iT served as luncheon speaker on Problems of Democratic Government. -28- i r1 �i , ill' ' Fl Fl Pennsylvania Association of Boroughs Associate Director served as co­ ordinator for Northeastern Pennsylvania Conference on Solid Waste £! .1! Disposal and Collective Bargaining. Conferences and Meetings I L £' a II B Department of Community Affairs Advisory Council - Director serving as Chairman of the Council. The Council makes recommendations to the Secretary of Community Affairs on legislation and problems dealing with urban affairs. Horizons - Director attended a series f editorial policy meetings in Harrisburg throughout the year. I $ Pennsylvania Political Sc.e.-.-e and Public Administration Association - Director presently serving on the Executive Council of the Association beginning 0 m in April 1968. Pennsylvania Municipal Authorities Conference - Director served on panel on Water Resources at Annual Conference. J "s ' fl Water Resources Conference on the Delaware River Basin - Director served in on panel on Management of Authorities at Annual Conference. in Pennsylvania Municipal Authorities Association Workshop - Director served as luncheon speaker on Collective Bargaining at eastern meeting of j 1 the Association. West Side Women's Club - Director served as dinner speaker on Susquehanna I Tfj 8 ffl River Basin. Plymouth Kiwanis - Director served as dinner speaker on Intergovernmental -29- �Ju Cooperation. Swoyersville Kiwa.nis - Director served as dinner speaker on Intergovernmental i,J— l B ill h r Cooperation. WDAU - TV 22 - Director served on �— ft t mI-J1 ft' ' V. Bi RESEARCH The fourth area of activity of the Institute of Regional Affairs is that I of research. 3 11 The Institute, because of its relation to both the College and the community is in a unique position to conduct a continuous research program, closely associated and connected with the educational aims of the Institute. f The Institute may make specific studies for individual municipalities or groups of municipalities. These normally are conducted at the request of the specific municipality when they relate to such programs as reorganization of a police department, comparative costs of incineration and sanitary land­ I 3 J a 3 fill, development of personnel records, or the feasibility of establishing a public library. Other studies which have been undertaken by the Institute are occasionally Valley-wide or County-wide in scope, such as the Annual Wage and Salary Survey of Luzerne County municipalities. A. Projects Completed in 1968-1969 The publications of the Institute of Regional Affairs from July 1968 to June 1969 are listed below: Annual Report, 1967 - Wyoming Valley Sanitary Authority. Civil Service Rules and Regulations for Swoyersville. 0 Community Leadership Seminar. The Contemporary College Mission. Joint Police Service for Back Mountain. Luzerne County Community College Technical and Semi-Professional 1 Employment Survey. -31- 3 �<1 J Position Classification and Employee Policy Manual for Coplay- gi B ■■s Whitehall Sewer Authority. fL: Proceedings of the Eighth Annual Community Growth Conference. Salaries, Wages, and Fringe Benefits in Luzerne County Muni- I cipalities. I r The Selection of a City Manager - Qualifications of Applicants. i n 3 ffn J 0 -32- 0 �f 111, B. (F Studies and Reports 1951-1969 L A list of the Institute's publications from 1951 through 1969 includes the following: n 0 1111 I L 0 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 0 nLti I n 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. An Analysis of Tax Collections in Luzerne County Attitudes and Implications of Urban Renewal Civil Service Rules and Regulations for the Borough of Forty Fort Civil Service Rules and Regulations for the Borough of Luzerne Civil Service Rules and Regulations for Kingston Comparative Costs of Incineration and Sanitary Landfill for Berwick An Evaluation of Small Arms Course The Glen Alden Story Influences on Women's Voting Behavior Intoxication and Law Enforcement Library Service for Edwardsville Local Political Subdivision Disaster Preparedness (Civil Defense) Merger Study of Kingston and Pringle Boroughs Pennsylvania Municipal Finance Officers 27th Annual Meeting Personnel Status Record for Police Department of the City of Wilkes-Barre Proceedings of the First, Second, Third, Fourth, Fifth, Sixth and Seventh Annual Community Growth Conference Proceedings of the Sanitary Landfill Conference Proposed Structure and Pay Schedule for the Police Department of Kingston Report on the Feasibility of Joint Sanitary Landfill for Wilkes-Barre and Adjoining Towns Salary and Wage Study for Third Class Cities in Luzerne County--1964, 1965, 1966, 1967, 1968, and 1969 Student Opinion Survey Concerning Consolidation Study of Sanitary Landfill for Wilkes-Barre and Surrounding Communities Use of Idle Cash Balances in Luzerne County Annual Report (1964) - Wyoming Valley Sanitary Authority Audience Characteristics--Times Leader Evening News Salary and Wage Study for Boroughs in Luzerne County - 1965, 1966, 1967, and 1968 Ambulance Survey - Wyoming Valley The Appearance of Wyoming Valley Report on the Institute for Youth Opportunity Program Salary and Wage Study for First Class Townships in Luzerne County-1966, 1967, and 1968 Report on Institute for Keystone Job Corps Center Problems of Change in Urban Centers Emergency Communications Center for Luzerne County Academic Calendars in Pennsylvania Colleges and Universities -33- �r IT' 35. ’• P L r 36 37 38 39 40 41 42 43 44 45 f u f 46. 47. Annual Reports of the Wyoming Valley Sanitary Authority--1964, 1965, 1966, and 1967 Civil Service Rules and Regulations for Dupont, Pennsylvania Report on Seminar on Emergency Highway Traffic Regulation Civil Service Rules and Regulations, Wilkes-Barre City School District Wyoming Valley Sanitary Authority: Property Inventory and Description Salaries, Wages, and Fringe Benefits in Luzerne County Municipalities Luzerne County Community College Technical and Semi-Professional Employment Survey Joint Police Service for Back Mountain Civil Service Rules and Regulations for Swoyersville Community Leadership Seminar Position Classification and Employee Policy Manual for Coplay-White­ hall Sewer Authority The Selection of a City Manager - Qualifications of Applicants The Contemporary College Mission (an abstract appeared in the Mayor and Manager, November 1968 dll L_ dll Rl ; LB Q 7 - B -34- �jI VI. 11 dJ EPILOGUE Measuring the benefit which the Institute of Regional Affairs has provided to the area is difficult because the workable criteria for eval­ uation are lacking. The concept of an "urban agent, which really defines the Institute, seems to be a viable one even though it is difficult to evalu­ gi I cd ate the results. Policies adopted, attitudes changed, educational meetings attended, or number of activities completed may be inadequate measure­ 'll ments. iff , ilD ml IB) Projects have influenced action, but ultimate achievement depends upon the extent to which social scientists and educators possess the know­ ledge and means of communication which is appropriate to improve the quality of life. The ultimate purpose of the Institute in what was once a depressed I J n area is to contribute to improving the quality of regional life. It can be said that the Institute has effectively established and maintained communications and working relationships between Wilkes College and organizations a and individuals serving the immediate community and the region. HI Institute has been separated from the regular college prescriptions. fl the traditional barrier of the "town and gown" type was eliminated. Institute is in the community. n striction because it is not of the community. This con- tinuing and successful relationship may have been facilitated because the Thus, The It is, however, relatively free from re­ The very fact that the Institute of Regional Affairs is both in the community but not of the community gives it tremendous latitude for venturesomeness. I -35- �There are numerous indications that the work of the former Institute o of Municipal Government and now the Institute of Regional Affairs has assisted in the effective and meaningful development of new governmental leadership in Wyoming Valley, in Luzerne County, and in Northeastern Pennsylvania. Pub- lie officials and community leaders have come to depend upon the Institute for its varied services and especially the instructional aspects of its work. Since the Institute has become a broad umbrella over the social I! r r. r sciences, discussions continue in order to determine projects to be under­ taken by the various College departments under the auspices of the Institute. Steps must now be taken to bring even more of the faculty into the ever- increasing activities of the Institute in dealing with regional problems. There is a possibility that many community organizations will want all types of action and research projects undertaken. It is the aim of the Institute of Regional Affairs to serve as a vehicle to help make research and action programs on urban problems a process of continuing data collection and analysis rather than relying, as in the past, on issuance of sporadic and single-shot reports. Only in this way, can the "extension" approach be fully realized. Already in 1969-70 the Institute is working on on-going projects: Ninth Annual Community Growth Conference - Conference of interested citizens on Regionalism in Northeastern Pennsylvania. Upward Bound - A program intended to motivate able students who S feel that college is beyond their reach. -36- �Migrant Workers - A program intended to provide in-service and pre­ service education of teachers of disadvantaged children of migrant workers. Low-Income Transportation Problem in Luzerne County - A study to determine the adequacy of public transportation as an essential link between low income workers and jobs available. Real Property Inventory of Wilkes College - A study of the financial effect of the College on the City and the County. Municipal Secretary’s Manual - A manual for Chief Clerks and Sec­ retaries of cities, boroughs, and townships under a contract with the De­ partment of Community Affairs. Proceedings for the Computer Seminar - A record of the remarks made at a Data Processing Seminar under a PennTap grant. Since Northeastern Pennsylvania is blessed with an abundance of human resources and skills, the Institute is able to attract local leaders to assist in Institute activities. Local talent has been drawn into the Insti- tute's orbit as n a) instructors for the short courses b) lecturers on specific subjects c) chairmen, moderators, or leaders in workshops or meetings. Associated with the three-member staff of the IRA was a staff of r nineteen capable students performing many tasks of the Institute on a part- time basis. I 0 Ml p ; [th These students, who contributed a total of 6, 525 student hours to the Institute, performed a wide ariety of tasks such as typing, steno­ graphy, editing, assisting on action programs, and editing textual material for the short courses. -37- �It is expected that additional professional staff will be added on a temporary basis to take care of large scale research projects or service work financed by outside sources, such as the Federal or State government. The "core staff" may be enlarged for specific projects on the same basis as heretofore - part-institute and part-departmental. This is the unique solution to the controversy of teaching and/or research or community service. In all of the activity that has been summarized, an overriding con­ sideration is the fact that the institute is first and foremost a service organization with a program including training, consulting services, publications, and research intended to assist the intelligent and capable public leader or official in facing the changing needs of today's complex society. Although the College does have immediate financial responsibilities and long-range educational commitments to its academic programs, it has never ceased to be aware of the fact that as community affairs have an im­ pact on the College, so does the developme nt of the College affect the flj c ommunity. Just as some of the faculty have sought to work among community i r-1 groups, so the community has sought out the services that the College could offer. It is no wonder then that the community at large has shared in the Institute's growth and has encouraged its development. The mutual desire of town and gown to work with one another for -38- �a the advantage of both is not only a demonstration of teamwork between higher education and the region, it is an educational venture into the field of adult extension education, wherein the College is acting in the role of "urban agent. " d In representing the College as "urban agent, " the Institute of Regional Affairs has attempted to create the "tomorrows1’ from the work of the "todays. " 'I I* I • fTTi I IJ II> 1 • niD -39- I i ii ’j �INSTITUTE OF REGIONAL AFFAIRS DIRECTOR Hugo V. Mailey ASSOCIATE DIRECTORS Philip R. Tuhy Walter H. Niehoff EDITORIAL CONSULTANT Alfred S. Groh PART-TIME SECRETARIES Mary Argenio Dorothy Schlingman I b ‘in n INSTRUCTORS - SHORT COURSES Robert L. Betzler, BS, MS Anthony Broody Francis G. Ecker, Fire Chief, Wilkes-Barre Robert B. Edgerton, CPPO Ferdy Endre Thomas P. Garrity, SR A, SRWY Billy Jo Gross Karl Guers, Penna. State Police John Lowe, Capt. of Det. , Wilkes-Barre Francis Murphy Albert Spunar John Sulcoski Walter Wint, Det. Sgt., Wilkes-Barre Anthony Zubris I ill' n b n T1 -40- I �|U 'n Lynn Glomb, Research Assistant Kathy Hannon, Secretary Ellen Hepner, Clerk Mary Kazmierczak,. Clerk Kathy Lacey, Secretary Molly McNamara, Clerk Patricia Moir, Research Assistant Nancy Orcutt, Secretary Jean Presciutti, Secretary Ellen Ramsey, Librarian Jayne Roderick, Clerk Stephen Shaiman, Research Assistant Kathy Shiner, Librarian Marie Skibinski, News-Letter, Assistant Editor Ann Somerville, Research Assistant I £E> n CD Q a a L -41- �I 8 I ADVISORY COUNCIL I Eugene S. Farley, Ph. D. President ! Francis J. Michelini, Ph. D. Dean of Academic Affairs John J. Chwalek, M. A. Guidance and Counseling Harold E. Ccx, Ph. D. Transportation ■ I a Eugene L. Hammer, Ed. D. Education Hugo V. Mailey, Ph.D. Municipal Government Jaroslav G. Moravec, Ph. D. Sociology j fn J dJ Robert Riley, Ph. D. Psychology Samuel A. Rosenburg, Ph. D. Economics I II ni • J Olli Philip R. Tuhy, M. G Urban Planning A. nlllffl . .J! n 129226 um -42- �j; o 0? 0 n Ui O' r D s File B>' r,;>te 129228 1552 1969 Willces College. Institute of Regional Affairs. Annual report, 1969. Ul ■ h i I ;n n iJ I Fl J jjl JS1543 1552 1969 129223 archivhs �( lllll■lllllllll■llll looDasoaTB i ■ I ; • WILKES UNIVERSITY LIBRARY uP Ji nn J '—1 n f n I i I JI 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, 1969 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1969 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/21b35663aff81b1498b49f7fd601af57.pdf fa0a1f7998b06215c2327411700c50a9 PDF Text Text �Mi CIVIL SERVICE RULES AND REGULATIONS FOR SWOYERSVILLE, PENNSYLVANIA EUGENE SHEDDEN FARLEY. LIBRARY i 1933 WILKES COLLEGE WILKES-BARRE, PA L Il I I I I ■ a. I 1969 Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania �’ *.-;?ves JS/5S ARTICLE I. Ilfi 1 B 8 S fl a DEFINITION OF TERMS Section 101. Definitions. Unless otherwise expressly stated, the fol­ lowing words and phrases, wherever used in these rules and regulations, shall be construed to have the meaning indicated herein: Borough - The Borough of Swoyersville, Pennsylvania. Borough Secretary - The Secretary of the Borough of Swoyersville, Penn­ sylvania. Certification - The submission to the appointing authority of names taken from the eligible list. Chairman - The Chairman of the Swoyersville Borough Police Civil Service Commission. Commission - The Swoyersville Borough Police Civil Service Commission. Council - The Council of the Borough of Swoyersville, Pennsylvania which is the appointing authority. Eligible - A person whose name is recorded on a current eligible list or furlough list. Eligible List - The list of names of persons who passed any examination for a particular position in the Police Department. I I I II II II Furlough List - The list of persons who were laid off from positions in the Police Department because of a reduction in the number of officers in the Police Department. Probationer - An officer in the Police Department who has been appointed from any eligible list, but who has not yet completed his work test period. Reduction in Rank - A change to a different position or rank which results in a decrease in salary; provided, however, that a decrease in salary without a change to a different position or rank shall not constitute a reduction in rank. II Removal - The permanent separation of a police officer from the Police Department. fl Secretary - The Secretary of the Swoyersville Borough Police Civil Service Commission. Suspension - The temporary separation of a member of the Police De­ partment from his position. $2*" ' j.22 I -1- ��ARTICLE III. APPLICATIONS 301. Application Form. No person shall be admitted to an examination for a position in the Police Department of the Borough of Swoyersville, Penn­ sylvania until after he shall have filed, on the official form prescribed by the Commission, a sworn application giving such information as the Commission shall require. The official application form and all notations, references, and statements appearing in it are incorporated by reference into these rules and regulations and shall be as much a part of these rules as if they were fully described herein. 302. Availability. Application forms shall be available to all interested persons in the office of the Borough Secretary and in the office of the Secretary of the Commission. 303. Age Qualifications. At the time of application, no applicant for any position in the Police Department shall be less than twenty-one (21) years of age, and no applicant for the position of patrolman shall be more than forty (40) years of age. Each applicant shall present satisfactory evidence of his date of birth. 304. General Qualifications - All Applicants. Each applicant for any position in the Police Department shall be a male, a citizen of the United States, and shall have graduated from an accredited high school or have an equivalent education, such as a General Education and Development equivalent, or an ac­ credited correspondence school. Each applicant shall be medically fit for the performance of the duties of a police officer, of good moral character, and li­ censed to operate a motor vehicle in the Commonwealth of Pennsylvania. In the case of a foreign-born applicant, evidence satisfactory to the Commission shall be produced showing the person to be a naturalized citizen. 305. General Qualifications - Applications for Patrolman II, Sergeant, and Chief. In addition to meeting the qualifications fixed for each applicant for a position in the Police Department, all applicants for the position of Patrolman II, Sergeant, and Chief of Police shall: (a) Have been continuously employed in the police service for at least: (1) Patrolman II - 2 years (Police Department) (2) Sergeant - 5 years (Police Department) (3) Chief of Police - 7 years (Police Department) (b) Have satisfactorily completed an in-service training program for police officers or have graduated from a recognized police -3- �academy or school, and trained at first opportunity at Borough expense, and 1 [ffl (c) Have demonstrated an ability to carry out orders from supe­ riors, and .1 (d) Demonstrate a working knowledge of Police science and ad­ ministration, and I (e) Demonstrate an ability to deliver and supervise the work of subordinates, and ! (f) Have received at least a grade of "satisfactory" on his latest service rating; provided that an evaluation of the experience, training, general background, and such other records of per­ formance of the applicant, at the discretion of the Commission, may be substituted for the service rating. ■E E ,^P ■H ■D - 306. Investigation of Applicants. An investigation of the character and reputation of the applicant may be made by the Commission and may include credit reports and reports of investigations from recognized agencies. 307. Filing Applications. Applications for any position in the Police De­ partment shall be filed at any time, during normal business hours, in the office of the Secretary of the Commission. The filing of such applications shall be sub­ ject to the following conditions: (a) No application filed after 12:00 noon on day that is fourteen (14) calendar days prior to the date fixed for the written examination shall be considered for such examination unless otherwise pro­ vided in the notice, and (b) An application shall become void one (1) year after the date it was filed. 308. Recording Applications. The Secretary of the Commission shall review each application for the purpose of determining that such application contains no minor errors or omissions. Any application containing minor errors or omissions shall be returned to the applicant for correction. The Secretary of the Commission shall date, number, and record, in the order of filing, all applications free of minor errors or omissions. An application, once recorded, shall be a public record and shall not be returned to the applicant ■ 309. Disqualification of Applicant. The Commission shall not examine any applicant who lacks any of the prescribed qualifications unless, iin the judgment of the Commission, it can be reasonably presumed that the applicant . ----- — shall -4- �,r have acquired the necessary qualifications prior to the date of a possible certifi­ cation from the list of eligibles produced as a result of the examination. 310. Penalty for False Statement. The statements made by the applicant in the official application shall contain no falsification, omission or concealment of material fact. Should investigation disclose any willful misstatement, falsifi­ cation or concealment with respect to an application: I I 1 J 10 (a) The application shall be invalid and the applicant shall be dis­ qualified from examination, or (b) If the applicant shall have been examined, the name of such applicant shall be removed from the eligible list, or (c) If the applicant shall have been appointed, such willful mis­ statement, falsification or concealment shall constitute grounds for dismissal from the Police Department. No person who shall make willful false application shall be permitted to make any future application for any position in the Police Department of the Borough. 0 D u I IT Ul IR rI b (T -5- �E I ' J I I I [ I QI G ‘D Ll I n U ARTICLE IV. ANNOUNCEMENT OF EXAMINATIONS 401. Public Notice. Public notice of the date, time, and place of every examination, together with the information as to the position to be filled, shall be given by publication, once in a newspaper of general circulation in the Borough. The public notice shall be published at least three (3) weeks prior to an examina­ tion and a copy of the notice shall be prominently posted on the bulletin board in the Borough Municipal Building. Additional public notice by publication, posting, or otherwise may be given at any time at the discretion of the Commission. 402. Notice of Examinations. In addition to the public notice, the Sec­ retary shall give written notice to each qualified applicant, as follows: (a) By mailing or otherwise delivering to each applicant qualified to take a medical examination, a notice which shall include the name of the medical examiner, and the date, time and place of the examination. (b) By mailing or otherwise delivering to each applicant notice which shall include the date, time, and place of the written and oral examinations. Every notice shall be mailed by certified mail or registered mail or otherwise delivered at least three (3) days prior to the date fixed for such ex­ amination. Only applicants receiving notices to report for any examination shall be permitted to participate in such examinations, and each applicant shall present his notice to the examiner before he shall be examined. Failure to report for any examination in accordance with the instructions contained in the written notice shall disqualify the applicant, except that in the case of medical examination, the applicant, with the prior approval of the medical examiner designated in the notice, may fix another date and time for such examination; provided however, that any such date or time shall be within the period fixed for medical examination in Sec­ tion 403 of these rules. 403. Scheduling Medical Examinations. No medical examination shall be scheduled less than five (5) days, nor more than ten (10) days from the date fixed, in the public notice for a written examination. g fl ! -6- �.. ARTICLE V. ol ni MEDICAL EXAMINATION 501. Appointment of Medical Examiners. The Commission shall appoint one or more medical examiners to make all medical examinations required by these rules. 502. Medical Requirements. Every applicant for appointment to any position in the Police Department shall submit, at his expense, to a medical examination and shall meet the minimum medical requirements established by the Commission before he shall be permitted to take any written or oral examination. A statement of the medical requirements established by the Commission shall appear in the official application form and a copy of such statement of medical requirements shall be filed in the office of each medical examiner. L L 0 Every applicant for the position of patrolman shall demonstrate his ability to pass the following physical requirements: (a) He shall show no physical conditions or medical history which in the opinion of the physician should be cause for rejection. (b) He shall demonstrate at least 20/20 corrected vision in each eye. (c) In bare feet he shall be at least sixty-eight (68) inches and not more than seventy-six (76) inches in height and of such weight as is prescribed in medical standards for his height. D pu (d) He must be able to hear a low conversational voice at a dis­ tance of at least fifteen (15) feet in one ear and twenty (20) feet in the other. (e) He must be free from local or systemic skin diseases. (f) L His respiration must be full, easy, and regular as determined by the examining physician. (g) His blood pressure shall be: Systolic Maximum 135: Diastolic 90. (h) His pulse pressure may range from 15 to 50. (i) He shall have no history or presence of a serious mental disease as determined by the examining physician. (j) Exceptions to Subsection "i" above may be permitted at the -7- �Lk P) □I B 1I tl I L discretion of the Commission upon recommendation of the examining physician. (k) His serology and urinalysis tests shall be normal. 503. Report of Medical Examiner. The Commission shall furnish the medical examiner with forms upon which he shall state his findings, regarding the applicant. The report of each examination shall be submitted by the exam­ iner directly to the Secretary of the Commission within three (3) days after the date of the examination. It shall be the responsibility of the applicant that the results of the physical examination are delivered to the Secretary. 5 04. Rejection of Medically Unfit Applicants. If the medical examiner shall deem any applicant medically unfit for performance of the duties of a police officer because of any bodily or mental defect, whether or not the defect shall be specif­ ically stated as cause for rejection in the statement of medical requirements, such applicant shall be rejected and a brief statement of the reasons for rejection shall be entered in the report of his medical examination. Insofar as practicable, how­ ever, the medical examiner shall determine the medical fitness of an applicant by adhering to the statements of the medical requirements. 505. Re-examination of Medical Fitness. Each applicant eligible for certification to the Council for appointment to any position in the Police Depart­ ment shall be instructed by the Secretary of the Commission, before being cer­ tified, to inform the Commission of any illness or injuries requiring the attendance of a physician or requiring hospitalization and of any surgical operations that shall have occurred after the original medical examination. If, in the judgment of the Commission, there shall have been any change in the medical fitness of any applicant, whether or not such change shall have been reported by the ap­ plicant, the Commission may require the applicant to submit to a further medi­ cal examination before his name shall be certified for appointment. n n a nLi I ... fi -8- �■ t 16 ARTICLE VI. 601. il WRITTEN AND ORAL EXAMINATIONS Examinations for Patrolmen. (a) The examination for the position of Patrolman shall consist of the following two parts: l! (1) A written examination which shall include a general police aptitude test, an intelligence test, personality profile, and such other written tests as the Commission may, from time to time designate, and I! (2) An oral examination. H Class nujnber ■/ /■ - Title za___ Date received u Edition or scries Publisher A) ■ c-------- ---------------- ■ Year of publication Illustrator No. of copies desired Date of bill Price Cost per copy Department for which recommended I I L. C. card no. <0 Teacher making request Reason for request CAT. NO. 24 203 (2) For the oral examination, a total of thirty (30) points. The sum of the weighted score shall not exceed one hundred (100) percent. Volumes Date ordered Dealer (1) For the written portions of the examination, total of seventy (70) points, (aptitude 50, mental maturity 10, and personality 10), and G 7 i ______________________________________________________ Author 'surname first! CMNo. of copies ordered (b) Each part of the written examination and the oral examination shall be graded on the scale of one hundred (100) percent and shall be weighted as follows: PRINTED IN U.S.A. ' 602. Examinations for Patrolman II, Sergeant, and Chief. (a) The examination for the position of Patrolman II, Sergeant, and Chief of Police shall consist of three parts, namely: (1) A written examination which shall include a test of police knowledge and performance, an intelligence test, and such other written tests as the Commission may, from time to time, designate, and ■ (2) An oral examination, and (3) An evaluation of the service ratings or performance records of the applicant. I (b) The examination shall be graded on a scale of one hundred. (100) percent and shall be weighted as follows: (1) For the written portions of the examination, a total of seventy (70) points, and I -9- �- 6 I] li II II 0 IJ [l I -0 (2) For the oral examination, a total of twenty (20) points, and (3) For the evaluation of the service ratings or perfor­ mance records of the applicant, a total of ten (10) points. The weight assigned to the test of police knowledge and performance in the written portion of the examination shall be greater in an examination for Sergeant than in an examination for Patrolman II, and the greatest in an ex­ amination for Chief of Police. In every case, however, the total weight assigned to the written examination shall be a total of seventy (70) points. 603. Passing Grades. The minimum passing grade for an examination for the position of Patrolman shall be a score of seventy (70) percent on every portion of the examination. The minimum passing grade for an examination for the position of Patrolman II, Sergeant, and Chief of Police shall be a total score of seventy-five (75) percent, and each applicant for any such position shall score at least seventy (70) percent on each part of the examination. Every applicant for the position of Patrolman who receives a score of at least seventy (70) per­ cent, and who is entitled by law to additional credit for service in the Armed Forces of the United States shall have his score adjusted accordingly. Appli­ cants claiming veterans' preference shall submit satisfactory proof of service disability, if any, and honorable discharge, whenever the Commission shall so demand. 604. Notice of Applicant's Grade. When the grading of each examination is completed, the Secretary shall give each applicant written notice of his grade. 605. Ineligibility for Future Examination for Six Months. If an applicant fails to obtain a passing grade in any examination, he shall not be eligible for a subsequent examination for any position in the Police Department of the Borough for a period of six months. 606. Administering Examinations. The Commission may designate the Institute of Regional Affairs of Wilkes College, the State Civil Service Commis­ sion of the Commonwealth of Pennsylvania, any other recognized examining agency, or any qualified person to act as examiner for the written examinations. The Commission shall reserve the right to accept or reject, in whole or in part, the recommendations of the regularly appointed examining agency. The oral examination and the evaluation of the service or performance record of any ap­ plicant shall be the responsibility of the Commission; provided, however, that the Commission may designate, from time to time, such persons qualified to evaluate performance or service records, as are considered necessary to assist in such examinations and evaluations. -10- �MM K Ui 11 r~l II II 607. Conduct of Written Examinations. The Commission shall prepare a statement of instructions and rules for the conduct of written examinations. The regularly appointed examiner shall carry on each such examination in accordance with the instructions of the Commission, and be responsible for enforcing the rules of conduct for written examinations. 608. Penalty for Improper Conduct. Should any applicant be found guilty of any act tending to defeat the proper conduct or the result of any examination, his name shall be removed from any eligible list resulting from the examination and the applicant shall not be permitted to make any future application for any position in the Police Department. I H Li I G 1.1 i ■ ■ 0 D J pl J -U- �1, 6 i r JI Hl I P I a ARTICLE VII. ELIGIBLE LISTS 701. Preparation of Eligible List. As soon as possible, after the com­ pletion of each examination, the Secretary shall prepare an eligible list upon which shall appear the name of each applicant who received a passing grade in the exam­ ination. The names on the eligible list shall be arranged, from the highest to the lowest, in the order of the final weighted score received by each such applicant. The eligible list shall be filed in the office of the Secretary and a copy posted on the bulletin board in the Borough Municipal Building. 702. Breaking Tie Scores. When two (2) or more qualifying applicants shall receive the same final weighted score, the order in which the names of such persons shall appear on the eligible list shall be determined by their total scores on the part of the examination assigned the greatest weight. In the event that two (2) or more qualifying applicants also receive identical scores on the part of the examination assigned the greatest weight, the order of listing shall be determined by the order in which the applications were numbered for re­ cording purposes. 703. Life of Eligible Lists. In no case shall any eligible list remain in effect for a period of more than one (1) year from the date of its presentation. Date of preparation refers to the actual compilation of the list which is to take place not more than sixty (60) days after the receipt of the request from Council calling for the establishment of same. 704. Furlough Lists. Whenever the Council causes a reduction in the numbers of police officers, the Commission shall prepare and maintain a list of the names of all such furloughed officers, together with the position held by each such officer at the time of furlough. The names on the furlough list shall be arranged, from the greatest to the least, in the order of the length of service of each furloughed officer in the Police Department of the Borough. m LI li [ u -12- �d fjl ARTICLE VIII. CERTIFICATION AND APPOINTMENTS . i 1 I I I 801. Filling Vacancies. When a vacancy is to be filled in the Police De­ partment, the Council shall submit a written request to the Commission for certi­ fication of eligibles. In making the request, the Council shall state the title of the position to be filled and the compensation to be paid. 802. Furlough List to Fill Appointments. Upon receipt of a request from the Council, the Commission shall first certify the names of those eligibles who were furloughed because of a reduction in force. In filling a vacancy from the furlough list, the Commission shall certify the top name only. If more than one (1) vacancy is to be filled, the Commission shall certify from the top of the list that number of names equal to the number of vacancies to be filled. 803. Certification from Eligible Lists. If no furlough list exists or if the total number of vacancies cannot be filled from the available names on the furlough lists, the Commission shall certify names from the eligible lists. The Council shall notify the Commission of any vacancy which is to be filled and shall request the certification of a list of eligibles. The Commission shall certify for each existing vacancy from the eligible list the names of three (3) persons thereon, or a lesser number where three (3) are not available, who have received the highest average. oi I 804. Removal of Names from Furlough and Eligible Lists. In addition to the reasons stated as grounds for removal in these rules or as stated in the Law, the name of any person appearing on a furlough list or an eligible list shall be removed by the Commission if such person: (a) ' I Is appointed to a position in the Police Department of the Borough, or (b) Declines an appointment to a permanent position in the Police Department of the Borough, or I lG I (c) Fails to make written reply to the Commission within seven (7) calendar days from the date of mailing of a notice of cer­ tification, or (d) Indicates availability for appointment and is appointed to fill a vacancy but fails to report for duty at the time prescribed by the Council unless, in the opinion of the Council, such person can show good and sufficient reasons for failing to report. The name of any person on any eligible list also shall be removed by the Commission if he is three (3) times certified for consideration for appointment -13- �Ia J and is not appointed. Nothing in this section, however, shall be construed as authorizing the removal of the name of any person on any furlough list or eli­ gible list who refuses or accepts a position of a lower rank than for which he has qualified. I 805. Appointment Procedures. Whenever the name of any person is cer­ tified to the Council from either the furlough list or the eligible list, the person shall be immediately notified of his certification by either certified or registered mail. The notice shall include the title of the position and the compensation to be paid, and shall also state that the person certified make a written reply within seven (7) days from the date of mailing such notice. a L n 806. Probationary Period. All original appointments to any position in the Police Department of the Borough shall be for a probationary period of six (6) months. The Chief of Police shall investigate the adjustment, performance, and general acceptability of each probationer under his supervision to determine whether such probationer is fully qualified for permanent appointment. The Chief of Police shall make a report of the performance and conduct of each probationer at the end of the second month of the probationary period, at the end of the fourth month of the probationary period, and finally not less than ten (10) calendar days nor more than fifteen (15) calendar days before the next regular meeting of the Council immediately preceding the end of the probationary period. Each final probationary report shall include the recommendation of the Chief of Police either to retain or to reject the probationer. Each report shall be submitted in writing to the Council. Within five (5) calendar days after the regular meeting of the Council immediately preceding the end of the probationary period, the Council shall notify the Commission, in writing, of its decision to retain or re­ ject the probationer. The Commission, in turn, shall notify the probationer in writing of the decision of the Council on or before the date of the close of his probationary period. 807. Residence. The appointee to a position in the Police Department in the Borough shall establish residence in the borough by the end of his probationary period. -14- �& al ARTICLE IX. SUSPENSIONS, REMOVALS AND REDUCTIONS IN RANK i 'L_U J J 1 IM J 11 901. Procedure. Whenever any police officer in the Borough is suspended, removed, or reduced in rank the specific charges warranting each such action shall be stated in writing by the appointing authority. The charges shall be stated clearly and in sufficient detail to enable the person accused to understand the charges made against him and to answer to them. As soon as practicable, the statement of charges shall be filed in duplicate with the Commission, and within five (5) calendar days of such filing, a copy of the statement of charges shall be delivered to the person accused either by personal service or by certified or registered mail. 902. Demand for Hearing. Any police officer suspended, removed or reduced in rank may file with the Commission a written demand for a hearing. He may make written answers to any charges filed against him not later than the day fixed for hearing. The Commission shall grant him a hearing which shall be held within a period of ten (10) days from the filing of charges in writing, unless continued by the Commission for cause at the request of the Council or the accused. Each such hearing shall be open to the public unless the person accused shall request the Commission in writing that such hearing be closed. 903. Notice of Hearing. Notice of the date, time and place for each hearing shall be given in the following manner: (a) By either personal service or by certified or registered mail to each person making charges and to the person accused, and B n (b) By mailing a notice to all other parties who have stated an interest in the hearing; provided, however, that any failure to give the notice required by this subsection shall not in­ validate any action taken by the Commission. I I I i I 11 904. Oaths. All testimony shall be taken under oath. The Chairman, or in his absence the Vice Chairman, shall administer all oaths. 905. Subpoenas. The Chairman, or in his absence the Vice Chairman, may compel the attendance of witnesses and the production of records and papers pertaining to any hearing. However, upon the written request of the person ac­ cused or of any person making charges, the Chairman, or in his absence the Vice Chairman, shall order the attendance of any witness or the production of any pertinent document; provided that such written request is filed with the Secretary within five (5) calendar days from the date of the scheduled hearing. 906. Hearing Procedure. (a) The Chairman, or in his absence the Vice Chairman, shall state the general purpose of the hearing, and I -15- �(b) The Secretary, upon direction of the Chairman, or in his absence the Vice Chairman, shall read the charges against the person accused together with the record of action taken against such officer, and next (c) The Secretary shall read any written reply of the person ac­ cused, and next (d) The Chairman, or in his absence the Vice Chairman, shall afford each person making charges, or his counsel, an op­ portunity to make any further statements in support of the charges and to produce any witness or witnesses in support thereof, and next (e) The Chairman, or in his absence the Vice Chairman, shall afford the person accused, or his counsel, an opportunity to cross-examine any person making charges or any witness, or witnesses produced by such person, and next (f) The Chairman, or in his absence the Vice Chairman, shall afford the person accused to testify in his own defense and to produce any witness or witnesses in support of his de­ fense, and next (g) The Chairman, or in his absence the Vice Chairman, shall afford each person making charges, or his counsel, an op­ portunity to cross-examine the person accused who has testified, or any witness, or witnesses who have testified in support of his defense, and next (h) The Chairman, or in his absence the Vice Chairman, shall permit each person making charges, or his counsel, to make a summation, and next (i) The Chairman, or in his absence the Vice Chairman, shall permit the person accused, or his counsel, to make a summation. Any member of the Commission, at any time during the course of the hear­ ing, may question any person who has testified. 907. Decision of the Commission. Within thirty(30) calendar days after the hearing, the Commission shall make its decision in writing approved by at least two (2) of its members who heard the case. The decision shall include all findings of facts and conclusion reached. A copy of the decision signed by the members rendering such decision shall be mailed by certified mail or regis­ tered mail or otherwise delivered, to the person making the charges, the ac- -16- �cused officer, to the Council and to the Counsel, if any, who represented any of the aforesaid persons at the meeting. 908. Right of Appeal. The person suspended, removed, or reduced in rank shall have immediate right to appeal to the Court of Common Pleas of Luzerne County in the manner provided by law. l l I II I • J 1 I l| I ■ Il I -17- �ARTICLE X. RECORDS 1001. Inspection in General. Except as otherwise provided in this Article, all of the records of the Commission shall be open to the public and available for inspection during normal business hours. A member of the Commission, or any person who may, from time to time, be designated by the Commission, shall be present at all times during any inspection of any record of the Commission. 1002. Character and Reputation Reports. All reports of investigations and inquiries into the character and reputation of applicants shall be kept in the strictest confidence, and shall not be open to inspection. 1003. Inspection of Examination Materials. All examination material shall be confidential and shall not be open to general public inspection. Any examined applicant may inspect his examination papers, provided that: (a) He makes a written request to the Commission with seven (7) calendar days from the date of mailing of the written notice of his grade, and (b) He receives the written consent of the Commission to in­ spect his examination papers, and (c) f He makes his inspection within five (5) calendar days from the date of the mailing of the consent of the Commission. The Commission shall not consent to the request of any examined ap­ plicant to inspect any written examination paper which may be used in any subsequent written examination that may be scheduled within ninety (90) cal­ endar days following the date of receipt of the written request. If the Com­ mission consents to an inspection of any of the written examination papers by any examined applicant, it shall state in its letter of consent the specific examination papers that may be inspected. Before any member of the Commission, or any person designated by the Commission, permits any inspection of examination papers, he shall require the examined applicant to produce the letter indicating the consent of the Commission and he shall limit the inspection by the examined applicant to only those examination papers indicated on the letter of consent. No examined applicant shall be permitted to inspect any examination papers other than his own, nor shall he be permitted to make any written notes while he is inspecting any examination paper. -18- �AMENDMENTS ARTICLE XI. 1101. Amendments. The Commission, with the approval of the Council, may, from time to time, amend any part of these rules and regulations. The foregoing rules and regulations, which are in accordance with the powers granted by the Civil Service Sections of "The Borough Code, " Secs. 1171-1195, enacted by the General Assembly of the Commonwealth of Pennsylvania and in accordance with the authority granted by the Council of the Borough of Swoyers­ ville, Pennsylvania, are hereby adopted by the Swoyersville Borough Police Civil Service Commission on , . (Signed) (Signed) (Signed) Approved by the Council of the Borough of Swoyersville, Pennsylvania on President of the Council ATTEST: Borough Secretary 82-161221 -19- �IIHIIIII ioooiboia3 0 MILKES COLLEGE LIBRARY I �1 I , <■ r;i I ■ . ■ D J '■ 1 1 J IlJ fd I i L: ■ 1 - I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Civil Service: Rules and Regulations for Swoyersville, Pennyslvania, 1969 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1969 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/626ca6e449d7ac44350d798f13babb01.pdf 050ad7cf914f91ceec092f766fea5e64 PDF Text Text ■■■Bl a ■ JOW POLICE SERVOO A 1 ti ■ .7 J '77-' 1 1 1 1 fl is B te' HV7777| W683 | INSTITUTE OF REGIONAL AFFAIKS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �I II I I I I 13 1.1 I I B I I I I I I ! I r n i i i i JOINT POLICE SERVICE FOR BACK MOUNTAIN KINGSTON TOWNSHIP DALLAS TOWNSHIP DALLAS BOROUGH el , PA. 1969 INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �' HIVES I If; ■ FOREWORD The actual and potential advantages of sound intergovernmental programs and arrangements have long been recognized in relation to a number of traditional local government services. This Study for three Back Mountain municipalities extends this recognition to the field of local law enforcement, a traditional local government service which has received only scant attention in Northeastern Pennsylvania. I - £ The Back Mountain is primarily an area of small police forces, each of which operates in its own independent sphere, and attempts independently to sustain its own operations, Coordination of police activity in the area has tended to be sporadic and informal, The all-purpose small police force is difficult to attain now, and will be more so in the future, Cooperation must, therefore, be achieved through other means, not simply by the traditional mutual, and often informal, agreement to render assistance on an emergency basis. It was with the thought of providing police service on a coordinated basis that the local governing officials of Dallas Borough, Dallas Township, and Kingston Township met with a representative of the IRA. Out of this meeting came the re­ quest by the governing bodies of all three municipalities for a Study and recom­ mendations as to just how such coordination could be effectuated under Pennsylvania law. During this period of the Study, the IRA staff members enjoyed unusually fine cooperation from Dallas Borough Police Chief Thomas Honeywell, Dallas Township Police Chief Frank Lange, and Kingston Township Police Chief Her­ bert H. Updyke, as well as from the three secretaries of the municipalities, and others to whom the IRA staff applied for information and assistance. 8 g r r e The findings and recommendations set forth in this Study are strictly the responsibility of the IRA. Any community receives the level of police protection it desires and deserves. The local governing officials, by the very fact that they requested the study, are not negatively disposed toward better police service. Rather, they have exhibited genuine interest in police activities. If this study con­ tributes even in a small way toward making the three municipalities a better and safer community in which to live and work, the IRA will feel a real measure of accomplishment. Hugo V. Mailey Director �TABLE OF CONTENTS Page I. A. B. i il’tr. II. ul 1 Introduction Components of Good Police Service The Back Mountain Inventory • A. The Back Mountain Communities B. . Police Organization.................................................... • • C. Budgets ......................... D. Salary Schedules E. Uniforms and Other Fringe Benefits F. Promotion Policies G. Training H. Equipment, Communications, and Maintenance Morale and Discipline I. Memo Book, Blotter and Records J. K. Traffic and Juvenile Control ..................................... Police Patrol Operation ...................... M. Police Office and Detention . .................................. N. Community Relations . ................................. . O. Summary of Inventory fl 1 3 4 4 5 7 7 9 9 10 11 11 11 11 13 13 13 III. The Key to Adequate Protection 15 IV. Legal Basis for Inter-Municipal Police Service 17 A. B. C. D. Auxiliary Police ............................................... Contract for Mutual Aid or Complete Service Joint Action Contracts Under Codes Joint Municipal Activities Act 21 Optional Joint Police Agreements A. B. C. Formal Agreement for Mutual Use of Police on Call Basis Only. Contracts for Police Service Merged Police Department 21 22 23 27 Conclusion Appendix A. 17 17 18 18 Combined Budget of Three Police Departments - 1969 ^04 i �Appendix B. Apportionment of Police Personnel and Police Expenditures for Merged Police Department Im Appendix C. Apportionment of the 19&9 Combined Police Expenditures of All Three Municipalities rp Appendix D. Apportionment of Personnel for Merged Police District fl L F F F r K I i ii �TABLES n Page Number n I. Demographic Features 4 II. Number of Police Personnel 5 III. Police Budgets 1969 6 IV. Budgeted Tax Rates - 1969 7 V. Police Salaries 7 VI. Uniforms and Fringe Benefits 9 ni- VII. Police Equipment 10 r VIII. Work Shifts and Patrols 12 r or n- ■' r iii �- INTRODUCTION Rapid urban development, especially 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 organization and methods to cope with new problems which required new solutions. Delayed action has left a 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 com­ munities 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 exist­ ing illogical and meaningless municipal boundaries, and immunized against change by obsolete parochialisms, small local police departments fall victims to the "Big Sqeeze" unaware that intermunicipal cooperation can temper or remove the obstructions to better service. ■ A. Components of Good Police Service In order to properly evaluate the need for cooperative police service in Dallas Borough, and Dallas and Kingston Townships, it is essential to understand the kinds and quality of police activities generally recognized as good police service. 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 comprehensive and effective protection. �Tweasurf Textbooks summarize general purposes of a police department as (1) pre­ vention of crime by eradication of the base sources, (2) repression of crime by adequate patrols to eliminate or reduce hazards, (3) apprehension of offenders, (4) recovery of property, and (5) regulation of noncriminal conduct, including ed­ ucation in the dangers of violations, traffic control, and enforcement of minor regulations, such as sanitation and street use. f " 111. R d These general components may be more meaningful when expressed in terms of specific services to which the citizen has a right: 1. 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 promptly and fairly be enforced against all violators 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 investigation 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 edu­ cational and community relations program. R ■ i i 1 ( Needless to say, these expectations are high standards to reach by even the best police departments. To accomplish them effectively, efficiently, and econ­ omically 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 communities, 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 satis­ factory accomplishment of the standards on a separate basis. That communities get the level of police protection they desire and deserve is a truism demonstrated repeatedly in all sections of the country. It goes without -2- �____ —__ 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. 1 B. Recent years have seen a steady, but largely unplanned, development in the Back Mountain area of Luzerne County. General economic resurgence in the Wyoming Valley has spilled over into the area from Kingston to Dallas Town­ ship and even beyond. 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 ser­ vices and resources. ■a I n The Back Mountain Local governments in the area have not responded to the increasing pres­ sures. Structurally and procedurally, they remain quite the same as they were several decades ago. The governing bodies of Dallas Borough, and Dallas and Kingston Town­ ships have become aware of the need for the improvement and addition of muni­ cipal services. Through mutual discussions, 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 three communities have cooperated in­ formally for a number of years. The officials of the governing bodies of the three municipalities have become increasingly aware that limited informal mutual 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. j 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. -3- ��■ II. G Currently, Dallas Borough, Dallas Township, and Kingston Township each operates a separate police department under jurisdiction of the respective gov­ erning bodies. In order to identify problem areas in police operations and deter­ mine justification for some form of joint service, a summary of each department is here presented. D T 6 H I_J E c B n B B INVENTORY A. The Back Mountain Communities Dallas Borough consists of a compact area of approximately 2.5 square miles with a I960 population of 2, 586, or a density of 103 persons per square mile. It has 14.5 miles of improved and unimproved roads and is traversed by Pennsylvania Route 415, close to which the larger part of the population, as well as business and industry, is located. Dallas Township, a second class township, comprises an area of approx­ imately 27 square miles, extending northward from Kingston Township to the Luzerne County line. Its I960 population was 4, 053, and its population density about 105 persons per square mile. There are approximately 50 square miles of improved and unimproved roads, with U. S. Route 3 09 and Pennsylvania Route 415 carrying the heaviest traffic. Since a portion of the township is located south of Dallas Borough, its police travel through the borough on Route 415 and 309 to reach the southern area. Kingston Township is contiguous with the southeastern boundary of Dallas Township and has an area of approximately 36 square miles. The I960 popula­ tion was 5,450 and its population density is approximately 150 persons per square mile. The more heavily built-up area on the western portion is traversed by heavily traveled U. S. Route 309. There are some 87 miles of improved and unimproved roads in the township. Table I Demographic Features Dallas Township Dallas Borough E B Population 1900 Area Square Miles Miles of Roads 2, 586 2. 5 14. 5 B. 4, 053 27. 0 50. 0 Kingston Township 5, 450 36. 0 87. 0 Police Organization The Dallas Borough department, which is under the supervision of the mayor, consists of three full-time regular officers, including a chief and two I -4- �- —- 5 ■ patrolmen. There are, in addition, five special patrolmen, serving only on call by the chief. The Dallas Township police department, which is under the direction of the three township supervisors, currently consists of four regular officers, in­ cluding a chief and three patrolmen. The township police is also augmented at varying times, and on call only, by 12 special policemen. The Kingston Township police department, which is also under direction of the three township supervisors, currently consists of three regular officers, including a chief and two newly employed patrolmen. Kingston Township has 15 special patrolmen available on call. Ip Table II Number of Police Personnel 13 Li hLI Dallas Borough Chief Patrolmen Special Dallas Township 1 2 5 1 3 12 c. D □I 1« 1. Kingston Township 1 2 15 Budgets Expenditures Expenditures for police services budgeted for 19b9 by Dallas Borough amount to $19, 600, or 22% of total general fund expenditures of $80, 710. Of the police total, $15, 800 is budgeted for regular police salaries, $600 for special police, $600 for material and supplies, and $1, 800 for equipment and maintenance. Capital outlay is allotted $1, 800. The total police budget for 1969 in Dallas Township is $31, 120, including approximately $4, 000 received from the State Casualty Insurance for police pensions. Only $27, 120 of the police budget will be financed by local revenues. Thus, 22% of the $121, 850 total local general fund budget is expended for police purposes, and of the amount spent, $24, 120 is allotted to operation and main­ tenance. The appropriation for regular police salaries is $21, 320, and for special police $500, totaling $21,820 for salaries. Supplies are budgeted at $800, and equipment and maintenance at $1,500. Capital outlay for a police car amounts to $3, 000. 9 B ' J I* ' I A total of $24, 692 has been budgeted for the Kingston Township police de­ partment in 1969- Regular police salaries are allotted $15,600 and special police $3, 028, for a total salary outlay of $18, 628. With appropriations for material -5- �■ B fl and supplies fixed at $2,252, and equipment and maintenance at $812, the town­ ship expects to expend $21,692 for operations. An additional capital outlay of $3, 000 is provided for police car replacement. Total general fund expenditures for 1969 are budgeted at $110,751. 00, indicating that 22% of local funds are spent on police service. Table III Police Budgets 1969 Salaries: Regular Special Total a JT U I I Operation &: Maintenance: Material & Supplies Equipment Total Capital Outlay Total Police (Local Funds only) Total General Fund Exp. Dallas Borough Dallas Township $ 15,800. 00 600.00 16,400.00 $ 21, 320. 00 500. 00 21,820.00 $ 15,600. 00 3,028.00 18,628.00 600.00 1,800.00 2,400.00 800.00 1, 500. 00 2,300.00 2,252.00 812.00 3,064.00 800.00 3,000.00 3,000.00 19,600.00 27,120.00 24,692.00 $ 80,710.00 $121,850. 00 $110,751.00 22% 22% 22% % Local Expense for Police 2. Revenue Kingston Township �D 0 1 li D 0 I ' a o r 0 c D r total assessed real estate and occupation valuation of $6,485,295, and an earned income tax of 1/2%. Also levied are $2. 00 per capita tax on approximately 3, 000 taxables, and 1% on realty transfers. Table IV Budgeted Tax Rates - 1969 Assessed Value Real Estate Tax Occupation Tax Income Tax Per Capita Tax Real Estate Transfer Tax Dallas Borough Dallas Township Kingston Township $3,273,750.00 9. 0 mills $7,402,070.00 2. 0 mills $6, 485, 295. 00 3. 0 mills 1/2% $5. 00 1/2% $3. 00 1/2% $2. 00 1% 1% 1% D. The Dallas Borough Council has provided an annual salary of $5,400 for its police chief, and each regular patrolman receives the state minimum of $5, 200. Special police are paid at the rate of $1. 75 per hour when called. The annual salary of the Dallas Township chief is $5, 700 and each regular patrolman is paid the state mandated minimum of $5, 200. Special officers are paid $1. 75 per hour when called. The police chief for Kingston Township is paid an annual salary of $5, 750, and the patrolmen $5,200 each. Special police receive $1.60 per hour when called to active duty. D C 0 0 Salary Schedules Table V Police Salaries Dallas Borough Chief Patrolmen Special $5,400.00 5,200.00 1.75 per hr. E. Dallas Township Kingston Township $5,700.00 5,200.00 1.75 per hr. $5, 750. 00 5,200.00 1.60 per hr. Uniforms and Other Fringe Benefits Dallas Borough provides no social security coverage or any insurance on the lives of police officers or dependents. The Borough provides Workmen's Compensation coverage, but no medical or hospital insurance. -7- �Since the Borough's three-man force falls under a state mandated pension provision, pensions are based on municipal and individual contributions. The Borough contribution consists solely of receipts from the state's annual casualty insurance grants and none from local revenue sources. The fund is administered by a Pension Fund Commission, which includes the chief and two representatives designated by council. Paid vacations for the Borough police are fixed at one week after one year of service and two weeks after five years. While there are no specific regulations governing the amount of paid sick leave, the normal policy is full compensation during an officer's illness. Dallas Borough Council provides no allowance for uniforms, each officer being responsible for his own. Dallas Township provides no social security coverage and no life insurance on officers or dependents. The Township provides Workmen's Compensation cover­ age, but no medical or hospitalization insurance. The Dallas Township police pension plan, financed wholly from state casualty insurance grants, does not appear to be managed in accordance with state require­ ments for the current four-man force. There is no special fund controlled by the supervisors or a pension fund commission. Rather, on receipt of the state grant, the total is divided equally between the regular officers, each of whom is free to purchase annuities, invest in mutual funds, or otherwise create his own fund in a suitable" manner. Paid vacations are fixed at one week for the first four years, and two weeks after five years. The Township has no specific regulations governing sick leave, but in the past officers have received full pay for periods of illness. This prac­ tice is possible because the remaining officers voluntarily fill in without extra compensation. Each regular police officer of Dallas Township receives an annual uniform allowance of $200. 00 to be expended at his discretion. Kingston Township provides Workmen's Compensation, but no social secur­ ity, life insurance, or medical and hospital coverage for the police. The police pension program consists of individual annuities purchased with state casualty insurance grants. Paid vacations of one week are allowed for the first year of employment, and two weeks thereafter. Sick leave with pay is allowed to a maximum of 90 days, but is not cumulative. -8- �There is no allowance for uniforms, and much of the office and protective equipment is the property of the patrolmen. Table VI Uniforms and Fringe Benefits Uniforms Social SecurityLife Insurance Workmen's Comp. Med. & Hosp. Ins. Pensions Vacations Sick Leave r 0 0 n o Dallas Borough Dallas Township Kingston Township No allow, .self pur. None None Yes Self-paid State pension fund 1 wk. after 1st yr. 2 wks. after 5 yrs. Yes - No specific policy $200 allowance None None Yes Self-paid Indiv. Invest. of State grants 1 wk. after 4 yrs. 2 wks. after 5 yrs. Yes - No specific policy As needed None None Yes Self-paid Indiv. Annuities F. 1 wk. 1st yr. 2 wks. after 1st yr. Up to 90 days Promotion Policies Since each of the three police departments are small and have only the ranks of Chief of Police and Patrolman, promotions to the single higher rank have been rare. Consequently, the governing bodies of none of the three municipalities have a formal fixed policy on promotions. It was the concensus of those interviewed that should a vacancy occur in the office of Chief of Police in any of the three muni­ cipalities, the governing body of the municipality would in all liklihood promote a member of the force on the basis of seniority and performance, as is the case in most small communities. G. Training The officers in all three departments engage in in-service training programs in varying degrees. In each case, the patrolmen attend the elementary State Police field courses. The three Chiefs of Police have attended the F. B. I. courses which have been conducted in the Luzerne County area. The police of the three depart­ ments have attended the lectures, seminars, and the in-service short courses sponsored by the Institute of Regional Affairs at Wilkes College. However, no accurate and up-to-date personnel training folder is maintained by any of the departments. Marksmanship training has been minimal. No member of any of the three police departments has received advanced or specialized training in any phase of field work. No formal program of in-service training is conducted by any of the -9- �J' I 1 n □ □ 11 0 1 n ■I □ J 0 D 0 D I Chiefs of Police. There is no indication that any attempts have been made for cooperative in­ struction of the personnel of the three departments in preparation for potential joint use of police officers in emergency. The attendance by police officers of the three municipalities at short courses and police workshops is many times contingent on informal arrangements so that the Back Mountain area does not remain unprotected. H. Equipment, Communications, and Maintenance The Dallas Borough police department is radio-equipped, with a base unit in the Chief's home and a mobile unit in the 1969 police special vehicle. There is no radio at police headquarters. Telephone communication consists of a phone at headquarters, and one in the home of each of the three officers, paid by each individual. An answering service in Wilkes-Barre receives and relays calls when no Dallas Borough officer is present at police headquarters. The Dallas Township is radio-equipped, with a base unit at police headquarters and one mobile unit in the 1969 model standard vehicle. Telephone communication consists of a telephone at headquarters, and one in the home of each regular patrol­ man, paid by the individual. An answering service in Wilkes-Barre receives and relays calls when no officer is present at headquarters. The Kingston Township police department is radio-equipped, with a base unit at the chief's home and one mobile unit in the 1969 police special vehicle. There is no radio at headquarters. Telephone communications include a phone at headquarters, one in each officer's residence, paid by the individual, and a Wilkes-Barre answering service to receive calls when no police officer can be reached directly. Table VII Police Equipment Dallas Borough Police Car Base Radio Car Radio Telephone Police Special Chief's home Yes Headquarters; each police offi­ cer's home; answering service Dallas Township Stock model Headquarters Yes Headquarters; each police offi­ cer's home; answering service -10- Kingston Township Police Special Chief's home Yes Headquarters; each police offi­ cer's home; answering service �■' I n n m n n 0 11 J J n o n o D D 0 n n ■ . I I ; I | I ____ I. Morale and Discipline The three Chiefs of Police indicated to the staff of the Institute of Regional Affairs that there have been very few morale problems, and that when minor in­ fractions in discipline do occur, the matter is handled on a personal basis by the respective Chief of Police. There have been no occasions in recent years for the governing bodies to intervene in disciplinary cases. J. Memo Book, Blotter, and Records Daily duty reports provide the information for permanent records which include accident reports, incident reports, case records, juvenile control ac­ tivities, vice control, identification service, traffic and crime spot maps, and personnel criminal identification. The basis for these daily reports are the police officers' own small notebooks, which are not the property of the Police Departments. There is no uniform policy on note-taking. One of the shortcomings of all three departments results from one-man shifts, in which the partolman on duty is also responsible for desk duty as dis­ patcher and also serves as a police clerk. Each of the three departments maintains a desk blotter on which are re­ corded all of the daily activities. These are not detailed reports of particular in­ cidents, but provide the basic facts from which it is possible at a later time to cross-index with other records to obtain a complete report of an incident. Other types of files and records, though similar but not identical and normally main­ tained by small departments, are maintained by all three departments. K. Traffic and Juvenile Control The passage of main artery of traffic, Route 309, through the business district of Dallas Borough creates a severe traffic condition requiring first priority at certain times of the day. In fact, except for special events attracting large numbers of cars to other points in the Borough, traffic on Routes 415 and 309 consumes a significant amount of duty time. The same routes present traffic problems for Dallas Township, while Route 309 is the major problem in Kingston Township. None of the three police departments has a juvenile police officer. L. Police Patrol Operation Police car patrols are made to various parts of the Dallas Township on an irregular basis. Patrols into the southern end of the Township require the police car to travel through the Borough of Dallas. The job of car patrols by the single -11- �g police car and one officer is difficult, not only because of the 50 miles of roads, but especially because a number of significant clusters of homes are scattered throughout the Township. A few of the most important are Haddonfield Hills, Misericordia College, public junior and senior high schools, Maplewood Heights, and Old Goss and New Goss Manor, as well as the Irem Temple Country Club area. Most of these contain high-value properties. n a n G . y I fl fl c G The duty schedule for the Dallas Township police calls for three eight-hour shifts, each officer working six days followed by two days off. The shifts run from 6 AM to 2 PM, 2 PM to 10 PM, and 10 PM to 6 AM, assigned on a swing basis. Car patrols of the Dallas Borough police are random and at irregular in­ tervals, and are normally restricted, according to the chief, to the 8 AM to 12 PM shift. Patrols are relatively short because of the small area to be covered. This would imply emphasis on traffic enforcement, rather than prevention and protection. Each regular Borough officer works eight hours daily, six days per week, with the day divided into three shifts from 8 AM to 4 PM, 4 PM to 12 PM, and 12 PM to 8 AM. The chief is on duty regularly during the first shift, while the other two officers alternate on the later shifts. However, the third man is used mostly as relief on other officers' days off, and consequently, there is generally police service from midnight to 8 AM on a call basis only. Kingston Township police service is provided on a one-man shift basis as in Dallas Borough and Dallas Township. Patrols are conducted regularly on two shifts with officers on active duty. There are no patrols from 12 PM to 8 AM. A Kingston Township officer is on active duty only during the shifts from 8 AM to 4 PM and 4 PM to 12 PM. Since each officer works five days of eight hours each, the third man serves as relief on the days off. Consequently, police service during the 12 PM to 8 AM period is "on call" to the chief's residence. Table VIII Work Shifts and Patrols Work Week Daily Active Shifts Special Officers Patrols I Dallas Borough Dallas Township Kingston Township 6 days 8 AM to 4 PM (Chief) 4 PM to 12 PM 12 PM to 8 AM (on call) On call Random 8 AM to 12 PM 6 days (2 off) 6 AM to 2 PM 2 PM to 10 PM 10 PM to 6 AM (swing shifts) 5 days 8 AM to 4 PM 4 PM to 12 PM 12 PM to 8 AM (on call) On call Irregular On call Regular 8 AM to 4 PM 4 PM to 12 PM -12- �0 0 M. 0 i B Police Office and Detention Police offices in each municipality are located at the municipal buildings, or, in the case of Dallas Township at the new building near the senior high school. None of the police departments has local detention facilities. In the event that detention is required, the police officer must first obtain a commitment by a local justice of the peace, after which the individual arrested is placed in the Luzerne County prison. N. B B B E E c 0 0 I Community Relations None of the three police departments has any formal community relations program. Each of the Chiefs of Police indicated that they and their patrolmen constantly strive to maintain friendly and responsive relations with the public by friendly and courteous personal contacts with residents and byproviding the best possible services. The three Chiefs of Police do make a special effort to cooperate with the newspapers, appear on school programs, and frequent teen-age functions, as well as cooperate with church and local service organizations. O. Summary of Inventory The objectives of this Report do not include in-depth analysis of specific police activities, nor performance records of the three police departments. The data, in each case, are restricted to those essentials which confirm the tentative conclusions of the three governing bodies to the effect that separate police oper­ ations no longer are capable of providing that quality of service so necessary in the developing Back Mountain area. Interviews with the three police chiefs re­ vealed complete agreement with this conclusion. Moreover, the data received from them confirm it. The data indicate that in each municipality the number of regular police officers is insufficient to provide prompt and effective services at all times. Oneman shifts result in unattended police headquarters and deprivation of immediate response to calls from residents at such times. When two officers are on duty simultaneously, the manpower shortage is "solved" by eliminating active service during the crucial hours from midnight to morning. Demands of heavy traffic control, and other activities, such as investigation of crimes, prevent a regular program of car patrols, which is an essential function of police service, es­ pecially throughout the night hours. The one-man shift also reduces the value of the radio communications system. The communications "black-out" between residents and the patrolmen out on duty is not satisfactorily eliminated by the use of a telephone answering service. 1 D -13- L �]0 iC ID L c D ii J £ Opinions of members of the respective governing bodies and of their police chiefs, supported by the data assembled by the staff of the Institute of Regional Affairs, suggest that the police service problems of the three municipalities can be alleviated or eliminated only by an effective type of joint police service. The most apparent deficiency in the Dallas Borough's police service is the fact that only one man is on duty on a given shift. One man cannot respond to sev­ eral simultaneous calls, nor can he be equipped or physically capable of performing all of the duties required by stated standards of godd-.police service. One obvious example of the handicaps of one man on duty was revealed when three widely spaced test calls to the police headquarters by an Institute staff member were answered by the answering service which offered to relay the calls to the absent officer "when available." Prompt response to emergency calls from citizens is, therefore, uncertain and indefinite. Like Dallas Borough, the basic problems of police service in Dallas Town­ ship stem from the employment of only one officer on each shift. Here, too, no single officer can be proficient in all aspects of good police service, nor can a single officer handle simultaneous calls for assistance on any given shift. While the officer is responding to one call, another citizen requiring service must await the outcome of the answering service's contact with the police officer. The lack of on-duty service after midnight in Kingston Township compounds an already serious deficiency in police service by a lack of car patrols during this same crucial period. The problem is still further aggravated, even during the active working shifts, because one man cannot give adequate patrol service to 87 miles of roads. Like Dallas Township, the patrol problem is complicated be­ cause of the set-back housing, landscaping, inadequate lighting, large wooded areas, rolling topography and the winding maze of circles and roads in Shaver­ town, Trucksville Gardens, Westmoreland Hills, Meadow Crest, Midway Manor, Carverton Heights, and most recently in the Slocum Dam area. This 65. 5 square miles traversed by more than 150 miles of improved and unimproved roads, containing more than 12, 000 inhabitants living for the most part in widely separated clusters, with, in many instances, high values in residential and commercial properties, deserves more than under-manned, inadequate, and uncoordinated police protection. D fi ID I -14- �il a 8 a a a Q in. 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 full-time 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 de­ partments, 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 with­ out further sacrifice of services. 0 r r ? ill THE KEY TO ADEQUATE PROTECTION Each of the three municipalities, 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 not appear feasible, given existing tax rates, to provide sufficient .funds to operate satis­ factorily as separate departments. The most promising remedy in the foreseeable future for the total police problem in the Back Mountain area is 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 admin­ istration and economy. -15- �1 □ ' li 3 ill 4. Opportunities for police specialization. 5. Professionally trained personnel. 6. Less likelihood of political influence. a J 21 J □ ri IC r c [ £ -16- �J r IV. c 9 B rfl I E Ifl fl lU 3 3 i J p LEGAL BASIS FOR INTER-MUNICIPAL POLICE SERVICE Before describing and commenting on a variety of available arrangements for formalized joint police services, it should be noted that there has been a continuing, but limited, cooperation and mutual use of police personnel between the separate departments in the three 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 cluded assistance by the officers of one jurisdiction to officers of another on request. 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 factthat 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 or 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 three 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- �I I il I U 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. 0 1 In u h 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. 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- Bi �ill J fl fl 0 h.1 fllJI n □ a IQ in a 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 borough and township officials appear favorably inclined to some form of cooperative police arrangement, the Joint Municipal Activities Act provides the most logical legal basis for affecting the police plan. 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 for extending 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 consist of one member of each governing body chosen by majority vote. No com­ pensation 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: 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. The manner in which the board shall make reports. �i Furnishing office space, facilities, equipment and supplies, and such professional, technical, or clerical personnel necessary to perform the board's work. 4. The method of sharing board expenses. 5. Any other provisions deemed appropriate and desirable to govern the establishment, function, and termination of the board. A third desirable feature of this Act is the assurance that no matter what form of cooperative police, or other, agreement is adopted, the legal preroga­ tives of each municipality are preserved. The Act specifically provides that "no municipality may delegate any of its powers, duties, and functions to another municipality, nor to authorize one municipality to exercise such powers, duties, and functions on behalf of another municipality. " Control of the cooperative project thus remains with each participating municipality, acting within the framework of the agreement terms. ] I J 3. D 1 I .0 J □ D I r II n -20- �V. OPTIONAL JOINT POLICE AGREEMENTS On the basis of the current police program in the three jurisdictions as described in this Report, and the provisions of Pennsylvania statutes relating to joint activities, several forms of cooperative approach may be considered. I 1 1 1 ] 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. Merging police departments. ,Q D 1 0 Any arrangements considered by-the governing bodies should be restricted to the three general types herein described. JI n □ o □ A. 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 on 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: 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- �] 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. , I' I a n □ 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. 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 Back Mountain 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. I 1 I I n r n ■ sn I 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 three communities, certain obvious facts make this method unrealistic and unacceptable: 1. It would require the elimination by ordinance or resolution of two 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- �It would require the expansion and reorganization of the department contracting to provide the service, which, under existing circum­ stances, appears unworkable and unlikely. The contract method has merit only when the municipality which is to pro­ vide the service has an established police department sufficiently large, highly trained, and adequately equipped to fill the needs of the receiving communities immediately. C. n n Merged Police Department The growing dilemma of increasing cost of police service and the rising public demand for more effective protection confronting the Back Mountain com­ munities cannot be solved by intermunicipal agreements, formal or informal, pro­ viding 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 problem until it gets out of hand. At best, part-time formal agreements may provide a period of ex­ perimentation and trial as a first step in intermunicipal cooperation. Such exper­ imentation is not necessary in the three municipalities, since the police departments have been cooperating in certain instances, if only on the basis of informal under­ standing. 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 geogra­ phic conditions in the given area, equipment and personnel currently in use, the variety of services deemed necessary, the state of present relations between gov­ erning 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 Back Mountain municipalities, a merged police department offers the most effective and economically feasible approach. Such a merger can be ef­ fected under the code provisions for inter-municipal agreements or under the Joint Services Act. The Joint Services, or "intergovernmental cooperation" act pro­ vides the soundest and most promising basis on which to proceed with merger precisely because: (a) its terms permit the three municipalities 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 all three municipalities, are suggested below: ' in 1. Single Police District. Municipal boundaries which currently restrict -23- �I the jurisdiction of the three existing police departments should be erased insofar as future police activities are concerned, so that a single police district comprising the total geographic area of the borough and two townships is established. The single police district should be divided into two police zones for administrative and opera­ tional purposes. The zones should be as nearly equal as possible as determined by the current police chiefs and the governing bodies based on a composite of such factors as population, land area, dis­ tribution of residential, commercial, and industrial property, public facilities, and known incidence of criminal activities. 1 n dp I : I ' 0 2. Joint Police Commission. The merged police department should be under the general supervision of a Joint Police Commission, respon­ sible to the governing bodies of the participating municipalities. The Joint Police Commission should consist of the Mayor of the Borough and the Chairmen of the Board of Supervisors in each township. Any vote taken on the Joint Police Commission should be according to Roberts Rules of Order. 3. Functions of Joint Police Commission: LJ □ The Commission should prepare annually a budget for the merged police department, which shall be submitted to each of the parti­ cipating governing bodies not later than October 1 for consideration and adoption. (See Appendix A for combined 1969 budgets. ) 0 o J b. The Commission should apportion the annual budget appropriations for the merged police department among the three municipalities on the basis of the official Luzerne County assessed valuation of real property used for establishing the real estate tax rate, or population as determined by I960 U. S. Census (See Appendix C). c. The Commission should establish, direct, and control a uniform police record system by first assembling all existing police files and records of the three separate municipal departments. d. The Commission should supervise and direct the police activities of the single merged police department. e. The Commission should recommend for approval to the three re­ spective governing bodies uniform policies on salary and wage scales, hours, pensions, fringe benefits, and other matters re­ lating to effective police service. ■ I 'I I 1 4. I I Police District Personnel. The number of police and/or civilian per­ sonnel allotted to each municipality as set forth in the agreement should -24- �-----. I s be appointed and/or removed by the respective governing body, subject to the Civil Service Regulations applicable to the municipality and after consideration of a recommendation by the Joint Police Commission. The single police district personnel should be under the direct super­ vision of a Chief of Police, designated by a majority vote of the re­ spective governing bodies on recommendation of the Joint Police Com­ mission, each body casting one vote as determined by a majority in each separate body. The Chief of Police should be assisted by two operating zone captains designated by the Joint Police Commission. ] ft The initial single police district personnel complement, upon the adoption of the merger agreement, should be comprised of the 12 regular officers of the three municipalities, one of the 3 chiefs to be designated, as hereinbefore provided, to be the Chief of Police and the two remaining police chiefs as captains. 1 The Joint Police Commission should from time to time recommend for approval by the participating governing bodies the number of regu­ lar and special police and/or civilian personnel to service the merged police department using as the basis for apportionment of personnel to each of the municipalities formulas specifically spelled out in the agree­ ment; either of two formulas could be used to determine the apportion­ ment: (a) The official Luzerne County assessed valuation of real proper­ ty used for establishing the real estate tax rate in each municipality, or (b) population as determined by U. S. Census Bureau (See Appendix D). LqI J 5. Police Headquarters. A single central police department headquarters should be established from which all police activity should originate. It should be located either in the new maintenance building in Dallas Township or in the municipal building in Dallas Borough. Expenses for such joint police quarters should be a part of the shared costs of the single police district. 6. Equipment and Supplies. All existing police equipment, materials and supplies, should continue to be the property of the purchasing munici­ pality until replaced; but its use should be pooled when and as directed by the Chief of Police and the Joint Police Commission. ■ J I I LI 5 B B B Future replacements and/or additions to police equipment, and mater­ ials and supplies for the merged police department should be purchased as common property by the Joint Police Commission in accordance with procedures established by law. L r 11 I I 7. Deputization of Personnel. Each governing body should formally deputize all officers of the merged department to perform police duties in order to legalize the performance of such duties of police personnel in any part of the single police district outside of the officers' appointing munici­ pality. -25- - �8. t! op nr Merger Agreement. The merger agreement, which should be adopted by ordinance of the Borough and by resolution of the Boards of Super­ visors, should be automatically renewed from year to year, unless terminated by the governing body of any community upon not less than six months written notice. In the event of termination of the agreement, the participating departments shall revert to separate operations as heretofore, and all common property of the merged department shall be shared or disposed of on the basis of the formula established for apportioning appropriations. Termination of the agreement should be by ordinance and resolution respectively. Any differences or disputes between the governing bodies of the par­ ticipating municipalities arising out of the joint police agreement shall be resolved by majority vote of the Joint Police Commission, or upon written request of the governing bodies of at least two municipalities, by a committee-of-the-whole consisting of all the members of the par­ ticipating governing bodies, each member having one vote and a majority vote of the combined membership required. Amendments or revisions of the original agreement should be ef­ fective when approved by the governing bodies of all participating mu­ nicipalities, in the same manner as provided for the original agreement. r? no i B -26- �VI. CONCLUSION A coordination of some functions of local government can never occur with­ out comprehensive reorganization of local government. Local governments pro­ viding 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. flfl ‘' f nb m i a j -p I' . The prime police mission is to act as the enforcement arm of the criminal justice system by protecting persons and property. The means comprise authority, services and constructive influences. Greater interest in the present activities, personnel, organization, and operations in the police departments of the three municipalities, 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 Back Mountain area. In recommending a single police district for the three municipalities, 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 three communities 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. ' xj f I ait In -27- �PROPOSED ORGANIZATION OF MERGED POLICE DEPARTMENT Dallas Township Board of Supervisors Dallas Borough Council Joint Police Commission Mayor - Dallas Chairman -- Dallas Township Supervisors 3. Chairman - Kingston Township Supervisors Police Chief Captain Kingston Township Board of Supervisors �Appendix A Combined Budget of Three Police Departments 1969 h I'p Salaries Regular Special Total Salaries $52,720.00 4,128.00 $56,848.00 Operation and Maintenance Materials and Supplies Equipment Total Oper. &: Maint. Capital Outlay- Total Expenditures D ■ 0 rt 3,652.00 4,112.00 7,764.00 6,800.00 $71,412. 00 �1. Formula Based on Population. Eacti municipality wouia contrioute to tr total personnel and expenditures of the merged department on the basis of the percentage its population bears to the total combined population of the three municipalities: °D Municipality 1I n Dallas Borough Dallas Township Kingston Township Total 11 n " 'u n D 2. 2, 586 4, 053 5,450 12,089 % of Combined Population 21 34 45 100 Formula Based on Assessed Valuation. Each municipality would con­ tribute to the total personnel and expenditures of the merged police department on the basis of the percentage its assessed valuation bears to the total combined assessed valuation of the three municipalities. Municipality Dallas Borough Dallas Township Kingston Township Total n Population (I960) A s ses sed Valuation 1969 % of Combined A. V. $ 3,273,750 7,402,070 6,485,295 $17, 161, 115 19 43 38 100 �Appendix C Apportionment of the 1969 Combined Police Expenditures of All Three Municipalities Either the population or assessed valuation in each of the three municipal­ ities could be used to establish a formula for apportioning the 1969 combined police expenditures for a merged police department: 1. r Formula Based on Population. The 1969 combined police expenditures for the merged police department might be divided on the basis of the percentage its population bears to the total combined population of the three municipalities: Municipality 1969 Budget % Dallas Borough Dallas Township Kingston Township Total $19, 600. 00 27, 120.00 24,692.00 $71,412.00 27 38 35 100 Population $14,996. 52 24,280.08 32,135.40 $71,412.00 % 21 34 45 100 _______________________________ Formula Based on Assessed Valuation. The 1969 combined police expenditures for the merged police department might be divided on the basis of the percentage its assessed valuation bears to the total combined valuation of the three municipalities: Assessed Valuation Municipality 1969 Budget % % 2. Dallas Borough Dallas Township Kingston Township Total $19,600.00 27,120.00 24,692.00 $71,412.00 27 38 35 100 $13,568.29 30,707.16 27,136.55 $71,412.00 19 43 38 100 �11 ' �I 100015155b VIIKFS cm I FfiF I IRR4RY i-J I n li ! i J ,’Ti I J ■ 1 3 I I I �! 0 1 n n i Pl u□ p u n n i [■J 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 Back Mountain, 1969 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1969 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/2cc9aa8c0d406932c1f4472822c5a5f3.pdf 80f97b67823090b51ed8256595c20305 PDF Text Text - [ I D POSITION CLASSIFICATION AND POLICY MANUAL RULES, REGULATIONS & POLICIES FOR I n BTLOYEES u OF TH! d I *—J COPLAY-WHITEHALL SEWER AUTHORITY •a I j A ■ I ' L ■®1 u 'u 0 C6W682■ INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA [ 1 �FAIR EXCHANGE As an employee you are engaged in a trade with the Authority The Board expects you to do a full days work for which it will pay you a fair rate of pay. 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 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. COPLAY-WHITEHALL SEWER AUTHORITY I �ARCH IVES 6 TABLE OF CONTENTS 1 Goal of Personnel Administration. A. B. 1 4 Position Classification, Pay Plan 5 Table of Organization, 6 III. Job Titles 7 ,9 12 13 Office Manager Clerk and Electronic Billing Machine Operator Maintenance Foreman Laborer I Rules, Regulations and Policies for Employees ly 0 IJ D B Attendance Bereavement Leave Blue Cross- Blue Shield Call-Back Pay Practices Civil Leave Deductions Demotion Discipline Employment Frequency of Pay Gifts for Services Grievance Procedure Group Insurance Plan Life Insurance Accidental Death, Dismemberment and Loss of Sight Benefits Weekly Disability Income Benefits Holidays .............................. Hours of Work..................................................................................................... Military Service Overtime Pay and Compensatory Time Probation ......................... Records . ......................................................... Reinstatement Sick Leave Social Security............................................... .............................................. Transfer ....................................................................................... . Vacations ............................................................................................................. Vehicles.................................................................................................................. Workmen's Compensation.......................................................................... 129S9j 14 14 14 15 15 15 15 16 16 16 16 16 17 17 .17 18 18 . 18 19 19 20 20 20 21 . 22 22 . 23 . 23 . 23 �I 6 GOAL OF PERSONNEL ADMINISTRATION a 9 & The personnel practices of any governmental organization is a subject that interests the general public that pays the bill. Many times public bodies are pres­ sured into making expedient decisions rather than sound ones. And yet, it is an old axiom of government that a sound policy manual is really the keystone of a well-constructed personnel program. 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: 1. 2. 3. B B i 0 E i 0 B n to identify every job in the organization to fill that job with a competent employee to fill the job with a satisfied employee It is with the thought that the Board of the Coplay-Whitehall Sewer Authority desires appropriate control over the basic policy that this position classification and policy manual has been adopted. 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 also provides a mutual understanding between supervisor and employee as to the job and pay, and thereby facilitates more effective supervision and employee performance. It is a founda­ tion 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 funda­ mental and indispensable to many phases of personnel management facilitating good over-all administration. It provides a base for recruitment, examination, selection, placement, and the utilization of employees. By establishing proper job relationships, a classification plan defines lines of promotion to positions of greater difficulty and responsibility in the same line of work. It furnishes in­ formation upon which training can be based, employee performance evaluated, and duplications of work or improper functioning of organizational structure detected. The grouping of jobs makes it easier to handle personnel matters, since employees in similar categories can be considered as a group. 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 -1- �J i ■ IB job, or at least the most significant, must be clearly understood. We must know whether jobs are routine, or require employees to make important decisions in­ dependently. As members of the Board, we must know which jobs involve the supervision of others. Certainly, as a board responsible to the users of the service, we as the Board of the Coplay-Whitehall Sewer Authority, do not have to know how to perform each job, but we do have to know what are the duties and responsibilities of each job. After this knowledge about jobs was obtained, we then proceeded to arrange it in usable form. This was accomplished by preparing a classification plan. Like jobs are grouped into classes; classes of the same kind but of different levels of responsibility are grouped into series; and the classes and series are arranged into major occupational groups. Specifications have been written to cover each class so that upon completion of the plan, we not only have an inventory, but a complete description of all the kinds of work. Because the classification of positions is essential to the development of workable pay plan, many governmental jurisdictions 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 commonly adopted at about the same time. All classes in the plan have been measured against a common group of fac­ tors in order to ascertain their relative value. Class specifications, carefully prepared and properly drawn, do contain descriptive material which reveal class relationships. The factor pattern which was followed in preparing this classification plan indicates that all classes can be measured against the same criteria. The class specifications include the following: 1. Class title a. b. c. B Q 2. Brief but descriptive name for positions in the class Designation used on payrolls, budget estimates, and personnel rosters Roman numeral I always indicates lowest level of the series Level of the work a. b. c. d. Presence or absence of supervisory or administrative re­ sponsibilities Relative difficulty and complexity of the work Length of time needed to learn the work Level of nonsupervisory duties: whether work is at beginning level -2- �3. Extent of Guidelines for work a. b. 4. Special working conditions a. b. 5. b. Nature of supervisory duties: to transmit orders only, to 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 Need for independence of judgment and action Extent to which, and the purpose of which, work is reviewed by others Requirements of the work b. 8. Nature of public contact media: whether contacts are face-toface, by telephone, or through correspondence Degree of discretion and responsibility allowed in interpretation of programs to the public Nature of supervision b. c. d. 7. Unusual or unattractive working conditions Presence of occupational hazards Public contacts a. 6. Extent to which work may be described as routine or mechanical Nature and extent of available guidelines in the form of policies, procedures, or standard trade, or occupational practices Nature and relative difficulty of knowledges, abilities, and skills involved Necessity for operating specialized machines and the training required Requirements of training and experience a. b. Nature, amount, and level of specialized or professional education or training required Nature and length of experience required The specifications will be periodically reviewed by the Board so that they truly reflect the duties and responsibilities of each position. Necessarily, re­ visions will be made from time to time, but we are quite cognizant of the fact that consistent internal relationships must be maintained in order to have an effective salary plan. -3- �0 nd na 0 r? Si B U p u- B B. PAY PLAN Pay administration is the art of paying the proper salary to an employee at the proper time. The significant word in this definition is "art"; for pay admin­ istration is an art, not a science. It is true some of the factors influencing the setting of salaries can be measured, but these measurements cannot replace the use of judgment on our part. Any pay plan that is finally adopted by the Authority is important to five publics or interested parties: 1. The Board of the Authority. Since wages and salaries may represent from 60 per cent 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. 2. The Sewer Renters. As "watch dogs" of the fiscal and budgetary processes, they will likewise be interested in the administration of the poli­ cies as it affects the expenditures of the Authority and therefore the rates they will pay. 3. 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 com­ pensation provides tangible recognition in the employee's paycheck for good performance and rewards the employee upon promotion to a higher class. 4. The Employees. To the employee, pay represents, in addition to compensation for work performed, his ability to attain his goals and objectives and determines his standard of living and his status in the community. 5. The Bond Holders. This sizable group who have invested their money in our system are concerned because their own capital is at stake in the financial success or failure in the Authority's operations. A sound formalized pay plan provides salary rates which compare favor­ ably with those in private industry and in other governmental jurisdictions in our area of Pennsylvania, and which are neither so low as to make it impos­ sible 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. We hope that fair treatment of all of our employees can be assured, thereby promoting high employee morale. We hope that it will provide a frame­ work of reasonableness in relation to the immediate market, in which general increases can be related to rises in the cost-of-living without destroying the pay relationships among jobs. -4- �TABLE OF ORGANIZATION AUTHORITY BOARD 1 OFFICE MANAGER CONSULTING ENGINEER MAINTENANCE FOREMAN BILLING MACHINE OPERATOR SOLICITOR AUDITOR LABOR -5- JI II Cro czj J C_3 rzzs CZ3 EZZ) CZZ) cz �a Li" g JOB TITLES The employees of the Coplay-Whitehall Sewer Authority shall be classified in the following manner: Administrative Office Manager u Li a a Clerical Billing Machine Operator Labor a Maintenance Foreman Laborer i 1 la 0 I Q a n -6- �g o 0'0 r~) uG Lj C ) i uE 1 G G 0 □ G Q C 0 JI ' fi CLASS TITLE: Office Manager CLASS DEFINITION: The performance of responsible and complex accounting work involving substantial supervisory and fiscal responsibilities. DISTINGUISHING FEATURES OF WORK: A major responsibility of this class is determining fiscal facts, making analysis, developing conclusions, and making reports thereon for the Board of the Authority. Reports apply to all revenue and expenditure items for the Authority. The Office Manager is responsible for administrative service functions, purchasing, pro­ cessing and payment of invoices, preparation of bills, maintenance of accounts receivable and collections, fiscal management, and fiscal records management. This employee is serving as a liason between the administra­ tion and municipalities, and between administration and the public, pri­ marily in fiscal matters. Decisions are made in accordance with established precedents and Authority accounting practices. Work is reviewed through internal controls, audits, and reports. ILLUSTRATIVE EXAMPLES OF WORK: 1. Duty to the Board: Work directly with the Board implementing their decisions under the direction of the Secretary and Treasurer. Be capable of answering questions posed by the customers of the system so that the Board is not contacted on minor problems. 2. Agendas: Make up agendas for the meetings so that the business of the Authority is conducted as speedily as possible. Have as much information as possible available on matters to be discussed. Attend the meetings and record the minutes of the meetings. Provide a copy of the minutes to those who are entitled to receive them. 3- Agreements: Understand and be well versed in the provisions of all agreements with Municipalities and Individuals and cooperate fully in the terms of the agreements. 4. Bond Indenture: Understand and keep the records of each fund: Con­ struction Fund, Assessment Fund, Clearing Fund, Revenue Fund, Debt Service Funds, Maintenance Reserve Fund, Bond Redemption and Im­ provement Fund, Administration Account and Operating Account. 5. Trustee: Notify the trustee weekly of the amounts to be transferred into the individual funds and any additional charges and credits. Advise him of the Requisitions to be paid when authorized by the Board. Cooperate in every way to give the trustee the information he requires. 6. Legal: Notify the Attorney to file assessment liens for quarterly rentals promptly. 7. Office Systems: Create office systems to facilitate easy access to infor­ mation required by all employees to make their job as effective as possible. Close daily supervision. Responsibility to see that the routine established conforms to need, and to revise routine when necessary for more effective and efficient performances. -7- �■a s i, I u D r r n Q IL ffl IS id 0 D 8. Bookkeeping: Bill out all outstanding assessments yearly, accruing interest. Control this account quarterly. Record the receipts and dis­ bursements for each fund and make complete trial balances quarterly. Check all bills and report them to the Board. Write all checks and prepare them for signature on the Administration Account and Operating Account after the bills have been approved by the Board. Complete the following reports monthly or quarterly as required: Withholding Tax. Wage Tax, F.I. C.A. , Privilege Tax, Municipal Employees Retirement Fund, Sales Tax, etc. Supervise procedures for collecting delinquent accounts and reporting them to the attorney for lien when they are sufficiently delinquent without cause. All accounts are audited quarterly. 9. Correspondence: Receive all mail. Reply to routine correspondence over the signature of the Secretary. Refer all other correspondence to the appropriate person such as the engineer, attorney or directly to the Board. 10. Maintenance: Develop maintenance records to enable the Maintenance Foreman to be informed,of the problems he will encounter in specific areas of the sewer system. Locate and dispatch him immediately when any trouble is reported directly to the office. Cooperate in scheduling routine work. 11. Supervising: Supervise and direct all the operations of the office. Be capable of operating all equipment, such as the NCR Electronic Bookkeeping Machine, calculators, addresser-printer, typewriters, etc. Be responsi­ ble for the office employees and their work. Assist in all phases of the work in the office. SUPERVISION RECEIVED: Work is performed under administrative supervision by the Authority, and is reviewed through reports and observation of results obtained. SUPERVISION GIVEN: Supervises the office forces. REQUIREMENTS OF THE WORK: Thorough knowledge of the modern principles and practices of business administration and a knowledge of fund accounting. Ability to supervise a small clerical staff. Ability to maintain effective working relationships with associates, officials and the public. GUIDELINES AND DISCRETION: Work is performed under policy instruction of the Authority. EXPERIENCE AND EDUCATION: Graduation from high school, including or sup­ plemented by courses in business, public administration, or fund accounting plus three years experience. -8- �L CLASS TITLE: Clerk and Electronic Billing Machine Operator CLASS DEFINITION: This class includes operation of an electronic billing machine, general clerical and typing work, and supervision of subordinate clerks, under direction of the Office Manager. fl DISTINGUISHING FEATURES OF WORK: The work generally follows a set routine, although it may include the performance of highly varied tasks. Typing may vary in amount from full-time to small, but a necessary part of the work. Typing duties require previous training. The work may include incidental receptionist duties and other public contacts, and the operation of standard office equipment for which some previous training is required. Instructions are given at the beginning of work, on subsequent new assignments, or when changes in procedure occur. After employees become familiar with pro­ cedures of the office, however, they work with considerable independence on regular work assignments. Authority methods and procedures are learned through actual experience. ILLUSTRATIVE EXAMPLES OF WORK: I’M Q i IP 0 i rr/ Q rr 1 1. Master Cards: The basis for all the information in the office is found on the Master Cards. These cards originated with the assessments. Additional information is constantly being recorded on these cards, such as date of notification to connect to the sewer system, date connected to the system, plumber who did the work, date the property was transferred, to whom it was transferred, etc. These cards must constantly be updated to reflect any change in the property. These cards are filed alphabetically. 2. Customer Service for Paying Bills: Be available at all times for the receiving of payments of quarterly rentals, tapping fees, assessment pay­ ments at the counter. Courteous answers to all problems or referral to proper person. Check cash daily and have sufficient currency available for change. 3. Daily Bank Deposit: Deposits are: made daily. All deposits must equal the total of bills paid to us that day. An adding machine tape must be attached to the bills showing the total receipts for the day and the date, These bills must be placed in numerical order for easy posting to the ledger cards later. 4. Operating Addresser-printer: Print bills for all accounts in eight controls with addressing plates on addresser-printer. Plates must be kept in correct number sequence to coincide with the sequence of the ledger cards. Changes must be made simultaneously with ledger cards and master cards in the event changes are made, such as new addresses and new home owners. 5. Operating N. C. R. Machine: All accounts must be billed quarterly and prepared for mailing. A knowledge of bookkeeping is essential to understand the working of the machine. Copies of bills must be filed in numerical order for quick checking. Totals must be posted to a master card so that there is a daily record of outstanding balances. Receipts are posted daily. They - 9- « iv j �1 QJ LI I. i ] B fi 3 r 0 1 f must be broken down in the following divisions: Total Amount Received, Total Penalties Charges, Total Penalties Paid, and Net Payments. The accounts are broken down into eight controls according to the date in the quarter they are billed. The total of the eight controls is the total out­ standing. These controls are checked periodically to prove out the controls. 6. Second Notice: Approximately two weeks after bills are due, second notices are sent out to all unpaid accounts with one balance. These bills are boldly stamped SECOND NOTICE. 7. Notice for Lien: If an account is delinquent for two quarters, a letter is sent out notifying the property owner that his property will be liened for sewer rental if the account is not paid within ten days. This is a certified letter to the property owner with a copy to the tenant if he has signified his intention to be responsible. 8. Contracts for Tenants: If a property owner desires to have his tenant responsible for the sewer service bill and the tenant agrees, contracts are sent to them for their signature. We must have one copy in our office signed by both in order to properly bill the tenant. The ledger card is then marked. A master card, ledger card and address plate must then be made for the tenant. These contracts are filed in numerical order. , 9. Water Meter Readings: Meter readings are made by the office monthly by the Sanitary Engineer on special accounts. Readings are also obtained from the City of Allentown, Whitehall Township Water Authority and the Northampton Borough Municipal Authority. The City of Allentown and the Whitehall Township Water Authority mail the meter readings to us. We must go to the Northampton Borough Municipal Authority and check their records for their readings. Lists of their customers are prepared in this office yearly and are used to check their records. We cooperate with them by requesting permission to inspect their records in advance, notify them of any changes we have observed in our records that would be of help to them and double check our records with their records when we secure the current readings. Their meters are read on a cycle and we con­ form our records to their cycle. 10. Property Transfers: When property is transferred, the local news­ paper carries this information. We clip this weekly. To receive detailed information, the tax office supplies a transfer list of the same properties. Both lists receive the utmost scrutiny and all the information is transferred to the master card. New ledger cards are then prepared with billing to the old owner to the time of the transfer and to the new owner to the end of the quarter. Address plates must also be changed. Partial transfers of property must also be noted. New homes under construction are carefully watched. Vacant lots are checked periodically to ascertain if buildings are being con­ structed. All properties connecting to the system must pay tapping fees. This is also checked. 11. Mail: All mail must be put through the mailing machine at the end of the day. 12. Telephone: All calls concerning billing will be handled with courtesy -10- �! I and promptness. All calls will be handled with courtesy. REQUIREMENTS OF WORK: Working knowledge of business English and Arith­ metic and some knowledge of office practices and procedures. Working knowledge of the operation and care of a typewriter. Ability to follow oral and written instructions. Ability to learn clerical tasks readily, to adhere to prescribed routines. Ability to deal tactfully and courteously with other employees and the general public. Ability to type accurately at a working rate of 35 to 40 words per minute and write legibly. Ability to learn to operate common office machines and especially an electronic billing machine. U | ia GUIDELINES AND DISCRETION: Work generally follows standard procedures, or when new tasks are to be performed, detailed instructions. Little dis­ cretion is required for the proper performance of work. SUPERVISION RECEIVED: Supervision is usually close and direct, but when stand­ ard procedures are followed, this routine may readily be performed under general supervision with work reviewed on a spot-check basis. SUPERVISION GIVEN: Supervises subordinate clerks under direction of the Office Manager. 0 a EXPERIENCE AND EDUCATION: Completion of high school including or sup­ plemented by courses in typing and other commercial subjects. Some experience in general office typing and clerical work. B 3 LJ'O JB -11- J I'll ,s �CLASS TITLE: Maintenance Foreman 3 p CLASS DEFINITION: Supervises and performs duties required to maintain the sewerage system in efficient working order. DISTINGUISHING FEATURES OF WORK: Work generally follows a set routine, but may include a wide variety of tasks necessary to inspect, maintain, and re­ pair lines and equipment of the sewerage system. Responsible for super­ vising work of laborers engaged in maintenance, as well as personally performing maintenance work when necessary. -J 3 ' 3 3 0 0 a Hi ILLUSTRATIVE EXAMPLES OF WORK: 1. Maintenance: Inspect, clean and flush sewer lines, open stoppages, maintain all pumps, valves, and rolling equipment. 2. Water Meters: Read water meters periodically. 3. Jordan Creek Meter Chamber: Change meter chart at the same hour and day every week. Clean wet-well area every two weeks. Back flush float and flume once weekly. Maintain surrounding grounds. Scrub and clean inside once weekly. 4. Kimmett Avenue Meter Chamber: Same as Jordan Creek chamber. 5. Eberhard Road Pumping Station: Grease universal joints on pumps and shafts lightly once each week, Grease comminutor and shaft in wetwell once weekly. By-pass sewage flow and clean out trough at comminutor. Clean out bar screen. Clean and wash down wet-well twice weekly. Scrub cutters on comminutor every six months. 6. Seventh Street Ejector Station: Check for proper operation every other day. Grease every week. Clean station weekly. SUPERVISION RECEIVED: Normally performs duties without direct supervision, under orders received from the Board, Office Manager, or on his own initiative. Works under direct supervision of the Engineer when the work requires special knowledge and experience. SUPERVISION GIVEN: Close and direct supervision of maintenance laborers. EXPERIENCE AND EDUCATION: High school graduate or equivalent. Knowledge and experience in sewer maintenance, meters, and pumps. Ability to understand oral and written instructions on sewer operation and main­ tenance, and to learn the use of required tools. Sufficient strength and stamina to perform the manual duties required. Qualified to operate a motor vehicle in accordance with the Pennsylvania Motor Vehicle regu­ lations. -12- �CLASS TITLE: Laborer I CLASS DEFINITION: Performs unskilled and semi-skilled manual labor required to maintain the sewerage system, Work is normally routine, but may include a wide variety of tasks. J 3 J DISTINGUISHING FEATURES OF WORK: Under direct and close supervision, per­ forms manual work required in excavation, maintenance, and repair of sewer lines, and the care of grounds and equipment. SUPERVISION RECEIVED; Works under close and direct supervision of Main­ tenance Foreman, in accordance with standard procedures or specific instructions. SUPERVISION GIVEN: None EXPERIENCE AND EDUCATION: Ability to read and write in order to understand and follow instructions, and ability to learn to use manual and other tools required for the performance of work. Sufficient strength and stamina to permit performance of heavy manual work required. Have a Pennsylvania Motor Vehicle operator's license. :q] :a a a B 1 B -13- �RULES, REGULATIONS &c POLICIES FOR EMPLOYEES 1 �ATTENDANCE 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. BEREAVEMENT LEAVE SI 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, mother-in-law, sister, brother, and any relatives under the same roof. Such leave of absence shall be from day of death, to and including day of 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, grandfather, grandmother, aunt, uncle, niece, nephew, brotherin-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. BLUE CROSS - BLUE SHIELD Coplay-Whitehall Sewer Authority provides coverage of employees only, under the One Twenty Preferred group enrollment plan for Blue Cross Hospital benefits. If employees separate from the employment of the Authority, Blue Cross protection may be transferred to the new place of employment or the protection may be continued under the Non-Group Member Plan at the expense of the individual. The Authority also provides coverage for its employees only, under Plan B for doctor bills under Blue Shield. This protection may be transferred under -14- �conditions similar to Blue Cross. The Blue Shield aid extends to and includes, Professional Anesthesia Services. Details of the coverage under both plans, paid for by the Authority, may be obtained from the office of the Office Manager or from Blue Cross Hospital Asso­ ciation of the Lehigh Valley in Allentown, Pennsylvania. 1 CALL-BACK PAY PRACTICES The term "call-back pay" refers to the practice of paying a premium to labor personnel workers who report for work in excess of their regular work week of 40 hours in a seven day period. Call back pay is at the overtime rate of time and one-half, with a minimum of four hours for each call-back. Outside workers may be sent home during inclement weather, or they may be shifted to other work, particularly on inside jobs. Time lost can also be made up at the straight time rate with the approval of the Maintenance Foreman. CIVIL LEAVE 0 fi The term "civil leave" refers to the practice of allowing time off for em­ ployees to perform jury duty, when subpoenaed to appear before a court, public body or commission in connection with Authority business, when performing emergency civilian duty in connection with national defense. Employees are compensated while on jury duty leave by an amount equal to the difference between their regular pay and the fee provided for jury service. This can be done by the employee turning the jury fee over to the Authority while the employee continues to receive his regular pay check. DEDUCTIONS Deductions from salary and wages are made for Federal Withholding Tax, Social Security, applicable Wages Taxes, Municipal Employees Retirement Fund and other deductions mutually agreed upon between the Authority and the employees. DEMOTION Upon demotion through formal procedure, prescribed by the Board, an employee shall receive a decrease in pay or whatever decrease is authorized by the Authority. -15- �DISCIPLINE If an employee's conduct falls below a desired standard, he may be subject to disciplinary action, such as removal, suspension without pay, reduction in pay, or reprimand. General reasons for which an employee may be disciplined are: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Drinking intoxicating beverages on the job Arriving on the job under the influence of intoxicants Failure to follow order of a superior Being absent from work without permission Being habitually tardy or absent Failure to perform work in an efficient manner Being wasteful of material or property Violation of safety rules Failure to report accident or injury Abusive language or conduct Personal acceptance of a fee, gift, or other valuable thing in the course of his work for the Authority EMPLOYMENT J Employment with the Authority is gained upon submitting an application for employment, and an interview, conducted by the Board or such individual designated by the Board. u FREQUENCY OF PAY Employees will be paid every other Friday. day, employees will be paid the preceding day. Should a holiday fall on a pay- GIFTS FOR SERVICES If you are offered a gift for the services you provide as an Authority employee, refuse the gift graciously. Explain that the service is part of the job and is covered by your salary. GRIEVANCE PROCEDURE Should an employee have a complaint, view, or opinion pertaining to em-16- �ployment conditions or relationships, the employee should discuss his grievance with his immediate superior. Should the decision of the superior not satisfy the employee, the employee may appeal the decision to the Authority, indicating to his superior that he will do so. The grievance will then be discussed jointly with his superior and the Authority. GROUP INSURANCE PLAN The Authority participates in the Pennsylvania Municipal Authorities Asso­ ciation Group Insurance plan, purchased from State Mutual Life Assurance Company of America located in Worcester, Massachusetts, covering both Board members and employees: Group Life and Accidental Death & Dismemberment Plan I Group Weekly Disability Income Plan II - Schedule A If an employee terminates his employment or a Board member ceases to be affiliated with the Authority, his insurance terminates immediately. LIFE INSURANCE 0 ID In the event of the employee's death from any cause, the amount of life in­ surance benefits are payable to the beneficiary selected by the employee. This amount will be paid in a lump sum, unless the employee has elected any of the other available settlement options. If the employee becomes permanently and totally disabled prior to his 60th birthday, his insurance will be continued without further cost, provided he sub­ mits satisfactory evidence of such disability to the Board. ACCIDENTAL DEATH, DISMEMBERMENT AND LOSS OF SIGHT BENEFIT S The full amount of insurance benefits are payable to the beneficiary if the employee loses his life; or to the employee if he loses both hands, both feet, sight of both eyes, one hand or one foot and sight of one eye, one hand and one foot within 90 days after an accident. One-half the amount of insurance is payable to the employee for loss of one hand, one foot, or sight of one eye. -17- �WEEKLY DISABILITY INCOME BENEFITS The amount of weekly indemnity benefit is payable if the employee is un­ able to work because of an accident or sickness. He must be under the care of a licensed medical doctor. There is no limit to the number of separate periods of disability for which benefits are payable. However, successive terms of disability due to the same related cause and separated by less than two weeks of full-time work will be considered one period of disability. HOLIDAYS The Authority has determined that nine holidays shall be considered for "holiday premium pay". The premium rate of time and one half shall apply to those employees who work on the holidays listed below: HOLIDAYS a 1. 2. 3. 4. 5. jL L GRANTED 6. New Year's Day Good Friday Memorial Day Independence Day Labor Day 7. 8. 9. Thanksgiving Day Day after Thanksgiving Christmas Day Day before Christmas If any of the above holidays fall on a Sunday, the following Monday shall be a holiday. Employees may also take compensatory time off at the rate of time and a half for the nine holidays. Holidays which occur while an employee is on annual vacation shall not be charged against annual vacation. HOURS OF WORK 3 The standard number of days in a work week is five. Administrative, clerical and technical employees work 37-1/2 hours per week, Monday through Friday. The normal hours of work are from 8:00 A. M. to 4:30 P.M. , with one hour for lunch. -18- �Employees classified as labor work 40 hours in a work week of 168 hours. However, they may be required to work less than 40 hours. MILITARY SERVICE "Annual military leave" refers to paid time off for employees who, as mem­ bers of the military reserves of National Guard, a re subject to annual training ex­ ercises or related annual military duty. The employee is paid the difference between the employee's military pay and his regular salary. Military leave is allowed up to 15 calendar days in any calendar year. Leave of absence with pay is granted for purposes of registration or examin­ ation for induction into either the Pennsylvania Guard or Armed forces. Same rules apply to enlistment and induction, ■will go on military leave. In either case, an employee Upon return to civilian life, the employee need only prove that his period of service was satisfactory. The discharge can be medical, but other than dis­ honorable. fT, p The veteran must prove he still can perform required duties of the job, make application to work within 90 days after discharge, and return to his old job if it still exists or similar employment if it does not. CT Military service, if on military leave, counts toward total length of service with the Authority. □ Q1 p R HU A substitute employee may be hired during the absence of an employee on military leave. The substitute is then transferred to a similar position if one exists. Otherwise, the substitute is placed on an employment register for later employment. OVERTIME PAY AND COMPENSATORY TIME "Overtime pay" refers to additional compensation or compensatory time off for time worked in excess of 40 hours per week. Clerical and other office personnel below grade of office manager are gen­ erally given compensatory time off for overtime in excess of 37-1/2 hours per week. The time off is normally figured at the time and one half rate, computed according to the basic salary rate. -19- �Overtime shall be computed to the nearest quarter of an hour. Generally, the working hours will be limited to the normal schedule. Oc­ casionally, however, the work will require an employee to begin work before the normal scheduled time, or remain at work after his normal quitting time. When emergencies or peak load periods occur, it is expected that employees will co­ operate and work the extra hours required. If additional compensation or compensatory time off for work in excess of the normal work week cause unforeseen administrative problems for the Authority, the Authority shall make the final decision as to overtime compensation or com­ pensatory time. Compensatory time shall be taken at a time approved by the supervisor, but, in no case, later than 10 regular work days. PROBATION The probationary period is the time during which it is determined whether or not an employee is suited for his position. The length of the probationary period is normally three months. Lj H An employee becomes eligible for confirmation in his or her position on the first day of the month next following the third completed month of probationary employment. RECORDS The Office Manager will maintain all records necessary to the proper ad­ ministration of the personnel program. After appointment, applications and other personnel records necessary for a complete personnel history will be maintained. Such records shall be available for inspection only to the employee concerned and to Authority members on a need-to-know basis. REINSTATEMENT Uf As a general rule, any employee who has resigned from the service of the Authority and is later reinstated will be considered as a new employee with no accrued rights, privileges, or benefits. All such benefits are cancelled when an employee leaves the employ of the Authority. The Authority, however, may in unusual circumstances reinstate an employee to any position which is in the -20- �best interests of the Authority. In case of an extended period of sickness necessitating absence from em­ ployment, it shall be the policy, insofar as reasonably possible, to re-employ the employee in his former position providing there is a suitable position available. SICK LEAVE "Sick Leave" refers to granting leave with pay for sickness. 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; and, (b) enforced quarantine of the employee in accordance with community health regulations. An employee on sick leave shall inform his immediate superior prior to or within two hours after 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 to employees when approved by the Authority or Office Manager for excused absence because of sickness, injury, or physical inability to perform assigned duties. Employee shall be removed from the payroll by his supervisor for unexcused absence and for excessive, intermittent, or excessive regular absences because of illness or claimed physical inability to perform assigned duties of position. Appeal by the employee shall follow procedures established by the Board. year. Employees are permitted ten working days of sick leave during a calendar Sick leave may be accumulated up to twenty work days. Accumulated sick leave may not be: 1. Added to vacations 2. Converted to cash payment at time of retirement 3. Converted to cash payment at time of separation I Holidays that occur while an employee is on sick leave shall not be charged against his sick leave. ri 3 I If an employee's request for sick leave is not justified, the value of the absent time shall be deducted from the employee's accrued annual vacation or pay. 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 employee's -21i �accumulated annual vacation. A doctor's certificate will be required for an absence for sickness of three days or more. SOCIAL SECURITY 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. J H i - ra Benefits for you and your Family - If you are "fully insured" and have reached "retirement age" you can collect old-age benefits for any month in which you are retired. Technically, retirement age is 62; but a worker under OASI cannot collect full benefits unless he has attained the age of 65. If an employee of the Authority should die, either "fully" or "currently in­ sured", the surviving wife (or husband) will receive a lump-sum death payment of up to $255. 00, or as specified by law. If the spouse does not survive, the lumpsum death payment goes to the person who pays the burial expenses to the funeral home. OASI 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 re­ duced by receiving workmen's compensation. The benefits plus the workmen's compensation cannot exceed 80% of the average monthly earnings before the dis­ ability. TRANSFER Requests from employees for transfer from one job to another may be made in writing to the Authority. Such requests will be given consideration by the Authority when a suitable vacancy occurs. J rn Transfers may be made by the Authority in the best interest of the Authority. It should be clearly understood that a transfer does not necessarily involve higher salary, unless the transfer is designated as a promotion. -22- �VACATIONS Annual vacations are granted to all employees of the Authority, after an initial employment of one year. Employees are encouraged to take their vacation annually, and are required to take the vacation after it has accumulated for two years. The vacation year shall be from July 15 of one year to July 14 of the next. Arranging individual vacations shall be the responsibility of the immediate supervisor and approved by the Office Manager. ! The vacation policy shall be as follows: J 1 ! h fi - L ~ ■ 1. One week vacation with pay is granted to employees who have been em­ ployed by the Authority for one year. 2. Two weeks vacation with pay is granted to employees who have been employed by the Authority from two to five years. Three weeks vaca­ tion with pay is granted to employees after five years or more of service. 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 leave shall be made to widow, widower, or other legal beneficiaries. VEHICLES ■ Cj1 Go The use of Authority-owned vehicles shall be limited to official business only. Taxi service shall not be performed with Authority vehicles, and the un­ authorized use of such vehicles may result in dismissal. WORKMAN'S COMPENSATION I li Authority employees are fully protected in the event of an injury which occurs while on the job, under the workmen's compensation laws of Pennsyl­ vania. 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. -23- �To be sure of coverage under workmen's compensation, report of injury must be immediately made to the supervisor. Otherwise the validity of claim for workmen's compensation is jeopardized. Employees may elect to use accrued sick leave and vacation credits because of on-the-job injury. This will assure the employee of full salary in most cases where job related disability is suffered. d p d U d i R i -24- 129695 �J �I a . I JI J 3 1 1 3 n : I 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 Position Classification Pay Plan: Rules, Regulations and Policies for Employees of The Copley-Whitehall Sanitary Authority, 1969 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1969 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/64f89c7bf7bb9a1071c899d051610487.pdf 0bd3d6ece0eb8169c5f0a225e00ee37c PDF Text Text ■ —■ I uJ ! Iki i i PROCEEDINGS NINTH ANNUAL COMMUNITY I I i GROWTH CONFERENCE Kijj IE D •J C3 •j INSTITUTE OF REGIONAL AFFAIRS ■B ' ARCHIVES WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ’JS333 L8W682 • I ■ I K. 1 <76^7. _L-------------- < ■ �m T PROCEEDINGS NINTH ANNUAL COMMUNITY GROWTH CONFERENCE e. ■ ta a G ' ' . SH SEPTEMBER 24, 1969 WILKES-BARRE, PENNSYLVANIA 1 WILKES COLLEGE WILKES-3ARRE, PA. E (a in Fa Institute of Regional Affairs Wilkes College LB Wilkes-Barre, Pennsylvania 18703 £ 1 u �A R C S'; i V E S J I i I s I J I 5 I I I I I n t I I I I I FOREWORD In recent years we have become quite conscious of the idea of the "New Federalism" in the United States. The Committee for Economic Development in its 1966 report entitled "Modern Local Government" emphasized the idea that many of our local municipalities, authorities, and special districts have become obsolete. At one period in our history, these local governmental structures were well designed and served a very useful purpose. We are now in an area of great technological change. Twenty years ago Buck Rogers and a trip to the Moon was a figment of the imagination of its creator. Now it is reality. However, here on earth, adaptation to change has been very slow. The citizenry has been most reluctant to adapt local government to a twenty-first century role. The problems of a municipality are increasingly larger. Better services such as police protection, fire protection, waste disposal and many of the other normal functions o.f the municipality are becoming too expensive for our municipalities to handle. The purpose of the Ninth Annual Community Growth Conference is to examine some of these pro­ blems not from a community or municipal approach, but rather from a regional approach. Thus the focus of the Conference on the term "Regionalism". A region may be defined in a number of ways. It maybe thought of geographically, politically, ethnically or in many other ways. A region maybe large such as the megalopolis as described by Jean Gottman, or it maybe the standard metropolitan statistical code as defined by the Bureau of Census, or perhaps it could include the confines of the region as defined by the Economic Development Council of Northeastern Pennsylvania. This conference will attempt to present to its participants a greater understanding of the term Regionalism on a relatively small scale just taking into consideration a few of the practical problems.of our region such as the problem of mass transit and the increasingly important problem of solid waste management. >, Hugo V.Mailey , Director Institute of Regional Affairs ii �TABLE OF CONTENTS ii F oreward I iii Table of Contents Lil Program v Sponsors vii Introductory Remarks by Dr. Eugene S. Farley I i I I "THE NEW WAVE OF REGIONALISM" Introductory Remarks by Donald D. Moyer "Why Regionalism?" by Ralph R. Widner.............................. ! I "MASS TRANSIT" Introductory Remarks by Edward Schechter........... "The Erie Experience with Mass Transportation" by Thomas Burke............. "Research and Development for a Balanced State Transportation 1 2 3 11 12 System" 15 by Edwin W. Bickhart . . I 0 I fj I I I B I "SOLID WASTE MANAGEMENT" Introductory Remarks by Ellsworth C. Salisbury, Jr................................ "The Proposed Solid Waste Disposal Program in Allegheny County" by Maurice A. Shapiro................................................................ "Factors and Attitudes in Solid Waste Management" by Albert J. Klee ........................................................................... "The Role of Private Enterprise in Solid Waste Disposal" by Samuel J. Joseph........................................................................ "WHAT IS THE ROLE OF THE COUNTY?" Introductory Remarks by Edmund C. Wideman, Jr. "What is the Role of the County in Regionalism?" by Bernard F. Hillenbrand.................................... "PHILLIPS 66" Remarks of the Moderator by James Lee a iii I 24 26 31 38 44 45 57 �Discussion Guide -- Mass Transit 58 Discussion Summaries -- Mass Transit by Frank Chadwick ..................................... Donald D. Moyer................................... James F. Furey................................... 59 61 63 Discussion Guide -- Solid Waste 65 Discussion Summaries -- Solid Waste by Ellsworth C. Salisbury.... Mrs. Marjorie Bart ....................... Robert Betzler...................................... Joseph A. Macialek......................... Leo A. Corbett................................... Frederick J. Karl............................ Eugene F. Borofski......................... Willis W. Jones ................................. 66 69 71 73 75 77 79 81 Introductory Remarks by Mrs. Frank Henry APERCU" by Tom Bigler.................................................. 83 Closing Remarks by Dr. Hugo V. Mailey 86 Roster of Attendance 87 iv 84 �NINTH ANNUAL COMMUNITY GROWTH CONFERENCE September 24, 1969 "REGIONALISM" Wilkes College New Dormitory Breakfast 8:30 - 9:30 A. M. Registration: Marjorie Bart, Wilkes-Barre City Councilwoman Dr. Eugene S. Farley, President, Wilkes College Welcome: Donald D. Moyer, Economic Development Council NPA Chairman: THE NEW WAVE OF REGIONALISM Topic: Ralph R. Widner, Executive Director, Speaker: Appalachian Regional Commission Wilkes College Fine Arts Center 9:45 - 11:45 A. M. Topic: Chairman: Panelists: MASS TRANSIT Edward Schechter, Committee, Luzerne/Lackawa nna Transportation Study Thomas Burke, General Manager Erie Metropolitan Transit Authority Edwin W. Bickhart, Chief, Mass Transit Division Department of Community Affairs Coffee Break Wilkes College Fine Arts Center 11:00 A. M. Topic: Chairman: Panelists: SOLID WASTE MANAGEMENT Ellsworth C. Salisbury, Jr. Executive Vice President Greater Hazleton Chamber of Commerce Maurice A. Shapiro, Graduate School of Public Health University of Pittsburgh Albert J. Klee, Chief, Bureau of Solid Waste Mgmt., HEW Samuel J. Joseph, Vice President United Municipal Corporation, Harrisburg 12:00 - 2:00 P. M. Luncheon v Hotel Sterling Crystal Ballroom �Topic: Chairman: Speaker: ! I I I Hotel Sterling Crystal Ballroom 2:15 - 3:15 P. M. I I WHAT IS THE ROLE OF THE COUNTY? Edmund C. Wideman, Jr. Board of County Commissioners Luzerne County Bernard F. Hillenbrand, Executive Director National Association of Counties "PHILLIPS 66" Chairman: ! 0 3 3:30 - 4:00 P. M. Chairman: Speaker: 4:00 - 5:30 P. M. James Lee, Assistant to the Editor Times Leader Evening News "APERCU" Mrs. Frank M. Henry, President Junior League of Wilkes-Barre Tom Bigler, News Director, WBRE-TV Cocktail Hour I I I f I I I 0 fl I 8 I I !? Hotel Sterling Crystal Ballroom vi Hotel Sterling Adams Room �SPONSORS East Side Landfill Authority 1 Glace and Glace Greater Hazleton Chamber of Commerce I Greater Nanticoke Chamber of Commerce I JJ ! Greater Pittston Chamber of Commerce Greater Scranton Chamber of Commerce Greater Wilkes-Barre Chamber of Commerce Home Builders Association of Northeastern Pennsylvania Jenkins Township Land Fill Junior League of Wilkes-Barre I Luzerne County Borough Association I I f ! I 0 I Northeastern National Bank Pocono Mountains Chamber of Commerce Redevelopment Authority of the City of Wilkes-Barre Alan M. Voorhees and Associates, Inc. WILK Radio WNEP - TV West Side Landfill Authority £ Wilkes-Barre Transit Authority vii I �INTRODUCTORY REMARKS by Dr. Eugene S. Farley, President Wilkes College It is indeed my pleasure to welcome all of you to the Ninth Annual Community Growth Conference. Many of you have joined with us in this Annual Conference to discuss the problems that affect all of Northeastern Pennsylvania. It is especially appropriate this year that we discuss the topic of "Regionalism". For those of us in higher education, we realize that there must be a greater relationship between the many and varied municipalities in Northeastern Pennsylvania. And being prompted by report is sued just a few years ago by the Council of Economic Development entitled "Modern Local Government", we realize that we can no longer think in terms of specific municipalities, but rather interms of a region. Wilkes College has played an important part in bringing together the independent colleges of Northeastern Pennsylvania. The College was also instrumental in establishing what is now known as the Economic Development Council of Northeastern Pennsylvania. The theme of this Conference is aimed at taking a look at but a few of the basic problems of Regionalism. We hope that these problems will be fully explored in our proceedings today. Therefore, we here at the College are extremely happy to be hosts and we hope that the discussions, comments and messages of the speakers will be of value to all of the public officials and interested citizens who are present today. It is indeed anhonor for Wilkes College through the Institute of Regional Affairs to be the hosts for a program that will deal with the major problems of our region. 1 - �J CI J i i 8 INTRODUCTION of Ralph R. Widner, Executive Director Appalachian Regional Commission by Donald D. Moyer Economic Development Council, NPA I am very pleased and honored to have been selected as the Chairman for the opening session of the Ninth Annual Community Growth Conference. lam especially pleased since the over-all theme of the Conference is one that is of vital interest to me. In my position with the Economic Development Council, we cover a seven-county area in Northeastern Pennsylvania which we like to call a single region. It is hoped that through the discussion this morning that a dialogue can be developed that will help lead to a breaking down of the barriers to Regionalism and the creation of new positions for cooperation. Our speaker at the opening session is certainly a man of vast experience in treating the problems of Regionalism from his post as Executive Director of the Appalachian Regional Commission. His topic, of course, will be "The New Wave of Regionalism. " I s IB D D 11 - 2 - �g 1 "WHY REGIONALISM?" by Ralph R. Widner, Executive Director Appalachian Regional Commission In the U. S. today we confront a wide range of domestic problems with which it is extremely difficult for local jurisdictions or states, by themselves, to deal. A new approach -- the cooperative, regional ap­ proach -- is developing as one way to solve such problems. I 1 We have recognized for a long time that our water problems,, for example, cannot be solved unless the states and jurisdictions in a river basin, such as the Susquehanna, are willing to work together with the national government in solving them. As air pollution becomes an increasingly serious menaceto public health, we have been forced to recognize that the atmosphere ignores political boundaries and that our air sheds cover vast territories that cross the lines of many local governments and states. The problems of our cities cross innumerable local boundaries, and 30 of our larger metropolitan areas cross state lines. s S I n Perhaps the most important reason for us to have finally recog­ nized the need for cooperation between states and between localities has been the profound change during the last several decades in the way and where the American people live. Since the end of World War II, the face of the U. S. has been drastically altered by massive migrations of people from rural areas into cities. About 35 million persons have shifted from the countryside into the metropolitan areas of the country since 1945. As a result, half the counties in the U. S. lost population between 1949 and I960,, despite the fact that the population of the U. S. , during the same period increased by 47 million. Half of all our population growth in the nation is now occurring in metropolitan areas containing more than one million persons. This is the largest migration of human beings in the history of mankind and it has led to two very severe and closely related problems. - 3 - □ �r------------ --- 8 s On the one hand, the rural areas and our smaller communities have suffered a tax drain as people and their incomes have moved away. This makes it even more difficult for rural governments to provide the local services their citizens require, and this has the effect of driving still more people away to the metropolitan areas. On the other side of the coin, our metropolitan areas are break­ ing down as these migrants jam into the ghettos and the economical­ ly better-off move out of the central city into the suburbs. B £ K E B B Intolerable tensions are building up behind these little Chinese walls of political boundaries. Rural communities are going broke. And the suburbs prosper and sprawl, duplicating the services and the facilities once provided by the nearby cities and smaller communities. Politically, our metropolitan areas find it almost impossib­ le to deal with many of their problems in a sensible fashion. They are splintered into a host of small governments. To a certain extent our metropolitan areas are "inside out". The specialized, white-collar jobs and services find the city center the logical location, but the people who work at those jobs seekthe attractive surroundings and space of the suburbs. On the other hand, the labor using, manufacturing jobs required by ghetto residents must locate outside the central city to find enough land and lower costs of congestion. And the more unskilled service jobs tend to be avail­ able outside the central city, too. Thus in our metropolitan areas the jobs are separated from the people who need them by a rather sub­ stantial bus fare, at least. In the rural areas this drain of people has meaniithat many of the smaller jurisdictions are less and less able to generate the tax base re­ quired to provide adequate public services in such vitalfields as educa­ tion, health, waste removal, and transportation. This only aggravat­ es their inability to attract economic growth, and this lack stimulates still more out-migration to the cities, which further compounds the metropolitan problems. B None of this is news to Northeastern Pennsylvania. Many of the rural areas in the Upper Susquehanna Valley have been losing people for a long time, and they are hard put to find the taxes to provide the services that their present population requires. E 4 �a a a And right here in the cities of Wyoming Valley we have lost many people, too. And there are a good many jurisdictions lining the Valley,, each with their own special pride but all of them with some common needs and problems. The question is: What can we do about these needs in both the rural and urban centers of Northeastern Pennsylvania? There are several things that can be done,.but the first require­ ment is that we recognize that all of us are in this together, whether we live in the Valley or up on the plateau. We can achieve the kind of future most of us believe in if we are willing to abandon some of our old rival­ ries in exchange for an alliance under which we can tackle some of our bigger problems together. The first thing needed to make that possible is some good sound State legislation, and fortunately Pennsylvania is finally in a position to move out on this front. The amendments to the State Constitution in 1968 give us unparalleled opportunities to devise new approaches to our problems. The Appalachian Commission--the country's biggest example of regional cooperation, linking as it does 13 states and the Federal Govern­ ment--recently provided funds to the Commonwealth tosurveythe local government problems in the 52 Appalachian counties of Pennsylvania. a a Ji B B E That report points out that the area government provisions con­ tained in the State Constitution should be interpreted broadly and imple­ mented flexibly so that local government in Pennsylvania can develop their own unique approach to their problems. The General Assembly should not compromise the potential contained in these provisions in the Constitution through unwise and restrictive legislation. The report points out the need for strong state leadership in im­ plementing the intergovernmental powers which are authorized under the Constitution sothat abetter level of services canbe provided, particular­ ly in rural areas, by spreading the cost of services, among the many jurisdictions. Few Pennsylvanians realize it, but this State has the largest rural population in the country--over three million persons. This re­ presents just about one-fourth of all the people in the State and it is fair to say that many of them are underserved i'nmany fields of public ser­ vice. 5 Q �j,_________ 1 1 1 I a ... At the same time, we have more local jurisdictions per county than any state. It makes little sense for each jurisdiction to meet local service needs by itself, duplicating that of its neighbors, if that same service can be provided more efficiently and economically by sharing the service among a group of communities. It is not difficult for reasonable people to agree that it is easier for an individual tax payer to bear the cost of a new sanitation system or a newwater system or a new airport or a new vocational and technical center, ora new health center or hospital, if the costs are spread among as many taxpayers as possible and among all jurisdictions that will benefit. Too often in the past, however, local pride has triumphed at the expense of local pocketbooks. Those few of us left who remember World War II refer to this as the "Kamikaze" instinct. It is cutting off our noses to spite our faces. In Appalachia we believe that a new and more economical way of providing public services can be developed if we can all work together. This regional approach recognizes that towns and countryside are tied together. We look to towns for many of our services and jobs. The towns look to the countryside for their customers, the agriculture and resource requirements for the town economy, many of the workers who will man the manufacturing plants, and recreation opportunities. Think of the United States as made up of several "functional economic areas" within the towns and countryside are locked together economically through commuting patterns, retail trade patterns, pro­ fessional services, and so forth. 'ij In Appalachia such areas, embracing several counties which tend to look to the same towns for their retail services and professional services and their jobs, share commuting patterns and administrative and political ties, are called "development districts." The Economic Development Council represents the seven-county area here in North­ eastern Pennsylvania. - The job within each of these areas is to develop an approach to development that unites the towns and the countryside in a special way so that all the people of the area can share in the brighter future we hope to build. FD I 6 �How? A New Delivery System for Jobs and Services Slowly in Appalachia a new delivery system for services and employment in rural as well as urban areas has been designed. 3 I 1 3 a a ffl 9 I s a I'D Visualize something like a wagon wheel with several rims, one inside the other; at the hub is a key community or communities where many of the specialized services and jobs supporting a large surround­ ing rural area are located. Spokes -- Interstate, Appalachian Development, and Primary­ highways--radiate from that hub out toward the rural areas and beyond, linking it and the area to national markets. Move out from that hub. Imagine a ring of smaller towns where many local services and local jobs are located. Far out on or near the rim of the wheel are the more isolated rural areas. In Appalachia many people live there. Here special public services inhealth, education and employment to serve the people residing in these areas are being located, and they are being given the transport­ ation network they need to get the new jobs and services. Delivery System for Education Now superimpose upon that wheel a delivery system for education and you will begin to see how it works. At the hub is an area vocational and technical center providing advanced technical training. Move out on one of the highways to one of the smaller towns and you will find a high school-level vocational school that is a satellite to the area center. A student at one of the high school-level vocational schools may decide to take advanced training. If he is close enough he is transported to the area center at the hub each day; if too far, resident­ ial facilities at the area center are provided to house him. The satellite schools are linked to the area centers in many ways. They exchange faculty. They assist in placements. Students move back and forth. Library and technical equipment is shared. 7 �_x_____ What you are seeing is the vocational system., for example, being built with Appalachian assistance in Eastern Kentucky. 3 1 Right now the counties in central Pennsylvania, with Appalachian funds, are preparing for such an approach as the West Branch of the Susquehanna. Similar efforts are getting underway to upgrade secondary as well as vocational education through area-sharing of school services and through the use of special area - serving technologies, including computer-assisted education. Through such cooperation, quality education can be provided at a lower cost to the taxpayer. A Health Delivery System 1 fl * Superimpose upon this same "wagon wheel" delivery an approach to health services. system Visualize, if you will, at the hub a regional health center with a full range of specialized services. At sucha facility, the most delicate brain surgery might be possible. Move out to the smaller towns where smaller general hospitals can be located that are capable of performing more routine operations, tonsillectomies and appendectomies. ■? a s a Out on the rim, local community public health centers capable of identifying people with health problems can be located. Let us suppose a gentleman appears at the community health center for a chest X-ray. The center detects a serious lung ailment. He can be referred to the physicians and health facility in his area capable of handling his problem, and transported via a new emergency transport network, including, in the more remote parts of Appalachia, helicopter ambulances. This is the kind of health delivery system we are building under the comprehensive health program in Appalachia. Such health planning is getting underway in central Pennsylvania, down the river from here. 8 B �Other Services I But success in such an undertaking requires the most harmonious cooperation between jurisdictions at all levels of government. At the local level, municipalities and counties must work together if we are to build quality area schools, area health facilities, area sanitation systems, areawater supplies, instead of fragmented below-par services which many jurisdictions can only afford. 1 The people deserve better of their governments, and our job is to see that this is accomplished. In creating the Wyoming Valley Sanitary Sewer Authority you are moving in this direction, and soon let us hope that people will feel the benefits of that venture. Today you are going to discuss solid waste disposal and mass transit. But there are many services we can provide better together than separately. I 1 I Let us realize that in many areas of Northeastern Pennsylvania the space for large-scale growth is outside our older communities. Watch the future between the Interstates on the Pocono Plateau or down in the Conyngham Valley along the Shortway. We will soon see a new world for Northeastern Pennsylvania in such areas. If we allow matters to take their course, this growth will come helter-skelter. The rural jurisdictions where it willcomewill be forced to duplicate expensive services and facilities already available in older nearby cities. The cities will suffer because they will not benefit from the growth occurring and their services will decline. The result will be increased costs to the taxpayer in both the rural townships and the urban centers. Just another case of having cut off our nose to spite our face. But there is another option--the sensible one. 9 �a 8 I 1 1 Is it not possible for all of us to sit down together and prepare a set of intergovernmental contracts between rural township and older city that willsparethe township addedcostsof providing services--schools, hospitals, fire, police, sewage treatment, etc.--by sharing them with nearby communities while at the same time making it possible for the new growth in these townships to help defray part of the costs of the services from the older communities? This would save the tax base and future of both. This is the Regional Approach. To those who say, "Impossible! Wewould never be able to agree on any such common sense arrangement.", I say "baloney." Any country that can figure out to get to Mars can solve a que­ stion that is more important to the daily lives of its citizens. In preserving and protecting the life of the community, cooper­ ation--not competition--is the sensible approach. Do we have the sense? a a E 10 "71 �INTRODUCTORY REMARKS J ■Ql n 1 by Edward Schechter Committee Luzerne/Lackawanna Transportation Study 4 I I I 1 One of the major problems that must be treated on a regional basis is that of transportation. In looking at the street pattern and the extensive use of land and at the affluent society, we find that there are growing numbers of motor vehicles having to contend with, to a large extent, obsolete street patterns. In large metropolitan areas, we are also concerned with what do we do at the destination of a motor vehicle. In many areas it is found that the only logical solution would be through the use of Mass Transit. Our panel this morning is a group of men who have had a great deal of experience in tangling with problems of Mass Transit in a number of states and a number of areas. ■f I I ffl 1 11 �THE ERIE EXPERIENCE WITH MASS TRANSPORTATION 1 by ■J Thomas Burke General Manager Erie Metropolitan Transit Authority s □ 1 1 I I 0 1 0 1 □ I r—-> I 0 0 I □ 8 0 _j I M In 1950, the Erie Coach Company carried 16, 254, 000 revenue passengers. In 1965, the passenger volume had decreased 3,421,000. The company lost 79% of its business in these 15 years, a decrease of nearly 13, 000, 000 riders annually. Fewer riders and higher costs com­ bined to produce a deficit of over $9, 000 in 1965. Further, the labor contract which expired on October 1, 1964 was extended to February 1967 with two wage increases to add to the company's financial problems. When I first came to Erie, I was shocked to find out that the type of equipment it had was gasoline type equipment. It was expensive to operate. The repairmen had over 35 road calls a day which would certain­ ly inconvenience the company's passengers. The transit picture was highlighted by service reduction, increased cost, fare increases, threat­ ened strikes, declining passenger volume, equipment deficiencies. It was difficultto see public transit operations beyond 1970. Itwas really a run-down transit system. Erie's public transit problems are similar to those being faced by cities all over the United States. Yet, no one community of our size has abandoned its bus system. No city can afford to because a good mass transit facility is essentialto the economic growth of a community. While public transit is not the primary form of travel in Erie, it is, nevertheless, the important secondary system. In the future, the im­ portance of this secondary system will increase, not decrease. Popula­ tion is increasing. The present system of regular scheduled bus routes serves a population for an area of 175, 000 people. By 1990, the area now servedbybus routes will grow to approximately 75, 000 more people than projected population in the area currently served by the transit system in less than 2 decades. Throughout America it becomes painfully apparent to many transportation planners that you dare not rely on only the automobile to handle all transportation requirements. Traffic congestion can readily reach the proportion of a crises. If you don't believe that, try the Cali­ fornia Freeway. Automobiles will continue to provide the primary trans portation service.However, public transit will remain the major second­ ary facility. 12 \ �i t i ■ ■d C 1 1 id n I a C t 'Ll s ■I ~ 1 r? i H A 100% increase in car ownership is projected for Erie by 1990. More and more property is being removed from the tax rolls to provide needed room for vehicles, roads, and parkades. And yet, highway and parking facilities construction have been unable to keep pace. It requires approximately nine times more space to handle each person arriving by bus. As you can see, there are many reasons why the City must lie heavily on an efficient public transit system and why the importance of this system will increase in the coming years. In 1965, a 25 member citizen Erie Urban Transit Study Committee was appointed to study the transit problems and make recommendations. Guy W. Wilson, former head of the General Electric Locomotive and Car Equipment Division headed this committee. This group recommend­ ed the formation of a metropolitan transit commission to apply for and disburse public funds required to study metropolitan transit needs and make recommendations. The recommendations were followed leading to the formation of the Erie Metropolitan Transit Authority in 1966. The Erie Metropolitan Transit Authority the entered into an agreement on December 27, 1966 with the Erie Coach Company for the transition of its system to authority ownership on January 1, 1967 . Government financing of $2, 148, 255 was sought and secured for EMTA for capital improvements, acquisition of 50 new buses, modern garage and office facilities, and service equipment. The basis for financing this program was two-thirds Federal, one-sixth State, and one-sixth local. Basic elements of’the system were significantly improved and an entirely new bus fleet was placed into operation. A general manager, experienced in transit management was appointed. Plans were laid for the construction of a terminal and office facilities. Operational procedures were instituted to substantially strengthen the system. Even the tide of declining public use was apparently reversed. In 1968, the first full year " of operation, complemented by improved service and a community effort to attract riders, reversed a 20 year decline in passenger volume and produced an 8.2% increase in passengers. Almost 300 more new reve­ nue passengers boarded the busses in 1967. Nevertheless, despite the accompanying increase in gross reve­ nue the level of operating expenses continued to rise. To make EMTA entirely successful, 800,.000 more riders must wisely choose to step into their comfortable, economical buses. This goal appears formidable as compared with 3,600, 000 revenue passengers iii 1968. However, Jt.should be noted that the EMTA once carried 30 million riders a year. But 1968 was a successful year. We had the first new route in more than 15 years put on. This was put in the ghetto area. It has been operating about a 13 I �year and it is starting to pay its way. All existing routes were improved. Our construction of a new terminal began and our unique imported bus signs developed. We developed a new bus sign to give the passengers more information. There wasn't a bus sign in Erie when the EMTA took over. We have put all bus signs so people know where they are riding or where they can catch a bus. Administration and maintenance functions have been strengthened. There wasn't any preventative maintenance at all when we first took over. A much larger community public service program was set in motion. A technical study of the system was started. A modest fare adjustment necessitated by rising costs of labor and material was insti­ tuted only after all alternative possibilities were exhausted. New bus tokens were placed in circulation. Community cooperation to attract riders was extensive and helpful. While 1968 was a successful year, there still remains the job of making certain that substantial benefits offered by the system are fully utilized by the public. Mors than 800,000 more riders must wisely choose the buses. To this end, effort continues within the system and the com­ munity to attract these riders. A second new route has been added. Five of the existing routes have been extended. A special summer route was continued. A speed-up in service has been accomplished. Our new operations center has been in service since March 1, 1969. Anextensive community relation program has continually placed the activities of the Authority before the public. It is constantly being reminded that today's best way is to ride their buses. One of our successful promotional schemes is a cooperative effort with downtown merchants to attract people to the system through free bus rides one hour on Thursday and on Friday mornings. Radio, TV, newspapers, billboards, bus flyers, and special promotions are constantly employed to keep the advantages of bus riding before all the people. In conclusion, the assistance and cooperation of all groups and individuals is essential. Federal, State, County, and City support and financial aid is, of course, an essential ingredient of success,.as is the dedication of the members of the Authority and its staff. If is to this end of making EMTA successful that our community, the Pennsylvania Department of Transportation, and the Federal Department of Trans­ portation are all dedicated. 14 �11 RESEARCH AND DEVELOPMENT FOR A BALANCED STATE TRANSPORTATION SYSTEM by 3 i H Edwin W. Bickhart, Chief Mass Transit Division Department of Community Affairs Thank you for giving me the opportunity to present to you the State's program to transport people into, out of, and within the urban centers by common carriers. We must meet these - "our transport­ ation problems" and resolve them by the cooperative efforts of all level of government. To do this means our thinking will have to change in many areas. It means we shallhave to admit that often the "tried and true" is obsolete. It means that we must stop passively worshipping our machines and start to master them. It means we can no longer assumethat we are obligated to fit the people to the machines. We need imagination, we need creativity . . . and most of all, we need motivation and implementation. H( | 9 I a i These United States, the greatest nation in the world, has proven we can send three men to the Moon. Now let's show that we have the brains to move people in Wilkes-Barre and Scranton to work and back safely and conveniently without spending a couple of hours doing it) . We can do it, and we will do it! We know that the responses of the past simply will not lead to the solutions we want in the future. Conditions prove that to be true. We must re-examine our preconceptions if we are to prevent the centers of our cities, and eventually the suburbs from choking to death. We are going to examine every kind of transportation and find out what kind of job each is best suited for. For one given purpose, that grand old American institution --the automobile-- may be best. For other purposes, we might try V/stols, steambuses, gravitrains, hydro­ foils, or tracked aircushion vehicles. I firmly hold that no one mode is going to dominate the future in this country, because J. know and you know that no one mode is best for all purposes. Our populationis too dense in some areas, too sparse in others. ■ 15 8 �Our needs are too complex for simple answers. The conventional modes, like the automobile for instance, suffer from the liability that the more we expand our highways, it seems the more crowded those highways become. The rumbling of discontent among people is becoming louder. I cannot believe that in the year two thousand some 280 million urban cit­ izens will put up with anything resembling today's conditions. And if we are wise, if we want to stop the commuting American from being the complaining American, we will start now --today-to re-examine obsolete thinking and start to think in terms of the real needs and potentials of the present and future. For instance, I find that more and more responsible people­ independent observers--are questioning the survival of the automobile in the centers of our largest cities. In New York City today, to take perhaps the worst case, traffic moves an average of six miles per hour versus eleven miles per hour in the pushcart era of 1917. Off-street parking, computerized traffic flow and changes in patterns of use are often suggested but more often than not they are only stopgap measures. The costs of pollution, sprawl, ugliness, business decay, tax losses--these are not worth the smallgains. Pennsylvania must now accept the fact that the private automobile will not forever be the absolute monarch of our core cities. How and when this change will come about, we cannot yet say. But the means are not altogether obscure. We could make mass transit so attractive that habitual drivers would leave the highways. Some are convinced that Dial-A-Bus and other personalized modes will provide a breakthrough. We could tax cars entering the city in order to pay for police services, traffic control, parking, and road repair, and so on. More and more, the hallowed right to jump into our cars and drive them anywhere we please is being tallied against other community and individual values -- the need for elbow room, clean air, stable neighborhoods, more parkland, and many others. Sofar, wehave sought sheer mobility above every other consideration; other needs have been neglected, and the social equation is clearly out of balance. 16 �I maintain that the abuse of the human environment can be stopped by using transportation as a major tool in regional planning. With the establishment of Penn Dot, whichis in legislative process now, it will be the policy that anymode of transportation that commandeer or violates large sections of the landscape is going to be subject to a brutal anayls is. Landis tooprecious a resource to be squandered. We can't always find enough of it where we need it, and it's one thing science doesn't have a substitute for. Multiple use of transportation corridors is an obvious solution, and will ensure over-all community development at very little more cost for land acquisition than we pay for ordinary highways and transit lines. Cities, whole regions, are now finding that they must plan their growth, control it, even in some cases, reduce it. They will have to decide consciously, not by default, what kind of places our people will live, work, and play in. U. S. Dot now has a project called Center City Transportation Program which I know will be of interest to all of you in providing some answers. .1 i I 1 We have concluded -- and I am sure that a great many people in this room have come to the same conclusion--that the real transportation problem in the center cities is not congestion, parking and air pollution per se. Rather, the problem is that no one has been successful in solying , in a total concept, the problems of congestion, parking and air pollution. As I noted earlier, we have the technical capability. haven't had is the effective implementation of this capability. What we The reasonfor this lack of effectiveness--and again, I think you will agree-- is the lack of an action program for implementation. The Center Cities Program is such an action plan. You know and Iknow that the filing cabinets in Mayors' offices are filled with unrealized plans. Unrealized not because they weren't feasible--but because they did not address the problem of gaining sufficient support from the private sector, from labor, from management, from the financial community, from the political structure, and from the traveling public. This we intend to do with your help. The U. S. Department of Transportation--through the Urban Mass Transportation Administration--has signed a one-million, 461 thousand dollar contract with a group of the nation's top consulting firms--led by A. D. Little, and including Skidmore, Owings, and Merrill: Real Estate Research Corporation and Wilbur Smith and associates. 17 �These firms, working as a consortium, under the guidance of DOT, will provide to five selected cities a thorough and concise research and development effort to formulate improved Center City Transportation Systems. The Cities participating in the program willbe Atlanta, Dallas, Denver, Seattle, and Pittsburgh. The consortium will -- in each city-- go beyond the traditional approach of research, analysis and recommendation. The program will actively involve many organizations and groups in the city. Again, this is more than a planning program. It is an action program. I, personally will not be satisfied with the performance of the consultant teams until they, through their work, light the spark of community involvement in each of the participating cities. The Center Cities Transportation Program is set up to give a nudge to communities--to draw all community elements together--so decisionswill be made by not only those who will administer new transit facilities, but also by those who will earn a living operating the system, those who will ride, those who have businesses in the area, those who will be involved in financing, those who will manufacture the equipment, and those who are in political and governmental decision-making posi­ tions . The benefits of such a program are manifold. With these five cities sharing development, expertise and infor­ mation, the manufacturer s of transit equipment will have delineated for them a much more positive market potential. Investors--buyers of bond issues--will know better what sort of rate to offer. Labor, in helping plan new systems, can be expected to work with us for the common good. Merchants and businessmen in Center City areas--by being involved in the study of traffic patterns and pedestrian distribution--willknowbetter what to expect in terms of economic growth. And the people--the ones who really are the "lifeblood of urban society" will help these cities create Central TransportationSystems that blend rather than clash with the human environment. We are delighted that the Mayors of the five cities have expressed initial enthusiasm for the program, and we look for it to become a major demonstration of what we can do if we all work together. To me, this is money well spent. To my way of thinking, these grants are only a first step. Over the coming decade we will spend millions on urban transportation. 18 �F n 1 p i rn A Department of Transportation has been created in six states: New York, New Jersey, Hawaii, Florida and California, and in three other states, Ohio, Michigan and Illinois, they are considering such action. A key word in considering to solve our transportation problems is coordination, and the creation of Penn DOT will be a big step for­ ward. & i ;■= The time has come when all communities seriously consider all internal modes of transportation. This is the reason for establishing a Department of Transportation for Pennsylvania. 0 1 L L> * I I II I a It seems obvious to me that these public monies cannot be spent effectively except by developing solid, well-thought-out plans for air, rail and highway in conjunction with the rest of the social structure-housing, utilities, schools and so on. We must clarify the options for cities, encourage them to develop comprehensive plans, and give industry some notion of the potential market fortheir products. We will have to investa great deal of money to make up for past neglect. We will need new methods to finance the answer in some cases; in others, Federal, State, and local subsidies may be more realistic. One thing is certain, if funds on the Federal and State level are not programmed for, not less than five year periods, capital programs cannot be reasonably planned. Our attitude should be flexible. Perhaps we should you know who I mean--the And those who are able to take a bus or train should expect to subsidize those who cannot drive-young, the aged, the poor, the handicapped. drive but prefer to avoid the aggravation and alsobe given achoice. We have the resources and the technology to provide these choices.. Whether we provide them will determine the prospects for a decent life in our cities. How we decide them will determine the quality of our civilization. The integrated transportation network that we have set as our goal cannot be created overnight. But a system providing channels of choice out of the ghetto to suburban factories, insuring ready access in our leisure time to the varied pleasures of the countryside, safeguarding our precious heritage of historical sites and natural beauty, and saving the land from irresponsible exploitation--such a system must be started now if we are to achieve our objective within the next generation. It may even be necessary for physical survival. 19 i �B i The task is gigantic, but no more so than the challenges of a century ago when stout-hearted pioneers tamed a savage continent with their bare hands. Sometimes we forget that we have a tradition--a sacred one--of achieving the impossible dream. Our roads and rails and airwayshave givenus greater mobility-for all its frustrations--more than anyother people have had in history. They have made the name of America synonymous with movement, change, and adventure. They have conditioned our mentality, formed our attitudes, opened new horizons to restless vitality. What about traffic paralysis within urban regions ? Today nearly eighty percent of our people live in cities. By the end of this century that proportion will rise to ninety percent. Most of the one hundred million person increase in population will concentrate in metropolitan areas. So the urban peculation will double in about thirty years. Small and medium-size cities will participate in this growth as well as the huge regional complexes and linear cities that we see developing along our coasts and around the Great Lakes. a i Now it has been said by wise men that everybody loves an auto­ mobile. Apparently that is so, because people rely almost entirely upon cars to meet their need for transportation in town. There are now more than eighty million cars in this country, double the number in 1950.By the year 2000 they will double again. Cars are obviously being produced faster than people are, and they useup space and pollute the air at an alarming rate. In many areas we are going to have to choose between cars and people at some point and to some extent during the next ten years. We recognize the dangers of relying solely upon one mode of transportation. It is self-evident that we have a gross imbalance when we spend more money on highways in six weeks than we spend on mass transit is six years ! That is not an effecient allocation of our potential transportation resources. It's not balanced transportation. Let's take a look at where this imbalance has taken us. First of all, public transportation has declined sadly in reliability and availability in the last twenty years. Transit patronage is only half what it was fifteen years ago. Profits have shrunk, fares have shot up and the commuters are somad they have begun to organize into protest groups. 20 �Low income people would like to get some of those good jobs being created in the suburbs, but often the bus just doesn't go where the job is. Likewise, a black man with any pride is not going to bother trying for such a job if the only way to get there is to get up with the birds and transfer two or three times and pay a dollar twenty-five for the privilege. It's against human nature. To put it in one sentence, if we expect to make any headway with our urban problems in congestion, poverty, pollution and employment, we are going to have to try something new in the way of urban trans­ portation. We will be compelled to invest many millions of dollars over the coming years if we are to provide the new and updated public transport­ ation our suburban residents need to assure mobility. But the cities alone cannot sustain this burden. I am as aware as you are that State and local expenditures have increased nearly three times in the last ten years. The National Debt has risen by the same amount and now exceeds one hundred billion dollars. I 3 I 1 I i | Over the next ten years, the cities and states are going to run by another two hundred fifty billion dollar s and there is no prospect what­ ever thatthey can plug the gap with bonds. Without federal help, public transportation would probably dry up in all but a few of the largest cities with consequences for civil disorder, urban decay, and air pollution that any reasonable man would want to avoid at all costs. Our current Federal expenditures of one hundred seventy-five million dollars annually for public transportation aren't even enough to patch the rough spots let alone provide the sophisticated services an increasingly educated and impatient public demands. The Federal government has taken action to solve this problem before it becomes completely unmanageable. The President proposed to Congress that this nation invest ten billion dollars in transit grants and loans over a twelve year period from 19'71 to 1982. They seek authority to commit funds starting at three hundred million dollars and rising to one billion dollars during the first five years. They are asking for "contract authority" to obligate funds over the full five years as to assure cities of the support they need to under-take long range projects. Contract authority is the key concept in this bill. It is a wellestablished budgetary mechanism granting full Federal authority to enter into building commitments to the full extent of the fund authorization. The authorizations would not be limited to annual periods. 21 �This is not a trust fund thatwe all are hoping for, butthe Presi­ dent is for long time contract authority. And this approach will work. It obligates the Federal government to support programs once the con­ tracts have been signed--period. No exceptions. They will be legally obligated to follow through on approved plans--and that will give the cities the assurance of continuity they have always demanded. I 1 a r I 1 5 .1 Cities of any size would be eligible for this aid. Up to two thirds of the cost of the projects could be paid for with Federal money. A kind of transit facility could be developed-new rail lines, better buses, new means of communication, real-time route information for riders or special services for low-mobility groups. Funds would be available for new systems to alleviate downtown congestion, provide more flex­ ible service in the suburbs and in the ghetto, and encourage experiments with point-to-point service between employment clusters throughout Metropolitan areas. A 'unique and vital feature of the bill would permit cities to pur­ chaseland in advance of transit construction where necessaryto control speculation and exploding costs of rights-of-way. This feature could be­ come a vital tool in long-range environmental planning for cities of the future and help us to make best use of our limited resources of metro­ politan land. However, nothing would be done hastily and local units of govern­ ment would be required to conduct public hearings on all proposals. This legislation would provide financial help to operators of private transit lines--this is important because many such lines are still run by private companies. It would also support a much expanded U.S, DOT program of research on urban transportation to push for the technical breakthroughs that are within our reach. This bill has been a long time coming, and it's long overdue. If enacted I believe it will result in new transit systems within three years of passage. It surely must be enacted if we are ever to have a transportation system that reflects a National and State transportation policy. I thinkwe have finally realized that the quality of public transp­ ortation can determine our standard of living, our productivity and our enjoyment of life just as much as schools, housing and job opportunity. Without a balanced system of personal mobility, the inner city decays and even the suburbs lose vitality. 22 �And how would such a program affect our highway building acti­ vities? I am certain that you men are well aware that without healthy public transport, we can never hope to build roads fast enough in urban areas to get ahead of the traffic they generate. That's a mathematical fact. I think it is clear, therefore, that the future of public trans­ portation is not a mere matter of convenience for city dwellers .It tran­ scends technical questions and becomes a matter of shape, the quality, and the existence of cities as we have known them. Access to urban environments that meet the needs and extend the measure of man. I have faith that we will make the right decision. We have the emerging awareness, We have the resources. And I see determination to break with the past,, Public transportation can be the royal road to a better life for the citizens of all our cities. The waiting game is over. The days of action loom ahead. It was the intention of the Legislature, when the Mass Trans­ portation Act was written in 1965 that transportation continue to serve the fullest purposes of life in Pennsylvania. It must do so, for time is, indeed, running short. All our efforts--especially at conferences such as this one--must be aimed at the development of a State, balanced transportation system. I just want to say in closing that I hope that all of you understand that we are going to be asking a great many questions in the weeks and months ahead. Because it was done a certain way 35 years ago is no reason to believe there is no better way. It seems about time we stop thinking about the way we have done it for the last 35 years and start thinking about 15 or 20 years from now, and not 35 years ago. I trust that our conversations here at Wilkes will be very help­ ful to all of us. Thank you for taking your time to listen to me today, and I sincerely hope we may get started in Northeastern Pennsylvania to provide the finest transportation system in Pennsylvania. 23 — �SOLID WASTE MANAGEMENT I by Ellsworth C. Salisbury, Jr. Executive Vice-President Hazleton Chamber of Commerce HI I 3 I H ■J*.1 1 I if Until the relatively recent past, Americans have not seemed greatly concerned with the problems of environmental pollution, and least of all with the pollution resulting from ineffectual management of solid waste. The idea that solid wastes may contain valuable metals and other renewable resources that should be conserved, made little impression in a country blessed with an abundance of natural resources. The most convenient means for disposal--usually an open burning dump--was (and unfortunately still is) most frequently employed. How­ ever, it is becoming increasingly obvious that such a casual approach to solid waste management--which may have been acceptable in an earlier day--can no longer be tolerated in a country of over 200 million persons. The total solid waste load generated from municipal, commercial, and industrial sources in the United States amounts to more than 360 milliontons annually. The annual total of agricultural wastes, including animal manures and crop wastes, is estimated to be over 2 billion tons. The present annual rate of mineral solid waste generation is 1. 1 billion tons, with an anticipated rise to 2 billiontons by 1980. Eventhis projection for mineral wastes may prove low if ocean and oil shale mining become large-scale commercial enterprises. Altogether, over 3. 5 billion tons of solid wastes are generated in the United States every year. Primary responsibility for solid waste collection, processings and disposal has traditionally, and quite properly, rested with local levels of government, with State agencies heavily involved in regulatory activity. Pennsylvania, like every other state, is having its solid waste problem. Our elected officials have the almost impossible task of satis­ fying taxpayers by not raising taxes and at the same time satisfying citizens who are worried about pollution. If we are going to do anything worthwhile, we must make it clear to everyone that a problem does exist with solid wastes, and we must change our methods of disposing of them 24 1 �Television specials, magazines and newspapers continually tell us how we are being buried in our own garbage--how our waterways are being fouled--our air contaminated--our land turned into junk heaps. Solid waste management is on many public officials'mind these days and the more the subject is discussed the les s understanding there appears to be. It is doubtful if all are in agreement, or, at least fully apprec­ iate what normally constitutes solid wastes. Northeastern Pennsylvania has its solid waste problem, though perhaps a different aspect of the same problem. We in the Northeast,, because of the availability and accessibility of mine voids, must be careful that our area isn't turned into the refuse pit for the great eastern megapolis. �THE PROPOSED SOLID WASTE DISPOSAL PROGRAM IN ALLEGHENY COUNTY i! by Maurice A. Shapiro Graduate School of Public Health University of Pittsburgh It is indeed a pleasure tobe here today and discuss with you what I hope we're doing in Allegheny County and not what we've done, because what I hope is that we are on the verge of solving an age-old problem. My taskhere today, really, is to summarize the summary - that is, the summary of a report which was submitted to the Board of County Commissioners of Allegheny County by the Advisory Committee on Solid Waste Management. which was headed by Dr. .Joseph .'fames the head of the Institute of Local Governmental the University of Pittsburgh. This little pr esentation should be accomplished with descriptive slides. I will try to paint a mental picture to overcome that deficiency. ■i s I ill! I The increase of amount of solid waste generated in Allegheny County and the quality of the existing disposal systems with which we have to deal are two factors contributing to our problem and the need for immediate remedial action in Allegheny County. It is estimated, for example in Allegheny County 1.8 millions tons of solid wastes are generated by the households, commercial establishments, and other institutions. The average daily production is in excess of 6 lbs. per person per day. That's an amount that would fill the Gulf Building in Pittsburgh nearly twice each day. By 19'75, it is estimated we will be generating a volume of waste sufficient to fill daily more than three buildings of that size, and by 1985 we will generate 2 million tons per year. Our problem is that with very few exceptions, the quality of the existing disposal operations inthe County is not only poor but deterior­ ating. The Pennsylvania State Department of Health has criticized us severely for this. Most ol the landfill s in the County are contaminating the ground water. Most of them are quite unsightly and improperly covered, and most also have control problems of dust, flies, rodents, and odor. We have, eight incinerators in Allegheny County handling approximately 500 tons of solid waste per day. The biggest one is an outmoded City incinerator which the City would like to remove. 26 n �- n £ r !• F U s IE B I The Solid Waste Advisory Committee came up with 21 general policy recommendations which we hope will provide the guidelines for planning, development, and implementation of a County-wide disposal system. A specific action program was developed from these guide­ lines. The Committee suggested that responsibility for management of the solid waste system should be divided between the municipalities and the County, the division to be such that the municipal responsibility would be over collection. The County responsibility would begin at the point when the collection vehicle proceeds to a processing or disposal site or when the collection vehicle crosses a municipal boundary. The committee believed that the problem of solid waste process­ ing and disposal could be resolved adequately by the 129 subdivisions acting independently of each other. In its opinion, the resolution of the problem rests with a Board of County Commissioners which has the legislative authority to develop and implement the solid waste process­ ing and disposal operation designed to handle all solid waste originating in the County other than such hazardous materials as radioactive wastes. However, it must be emphasized that facilities for processing and dis­ posal of all kinds of waste are essential if public, private and individ­ ual haulers are to dispose of their refuse in a legal and really accept­ able manner. The Committee also realized that a comprehensive pro­ cessing and disposal system cannot be implemented immediately. It must be planned and placed into operation by stages. The Committee recommended a well-designed, comprehensive system to include whatever types of processing of disposal ar e neces sary to meet the existing and future needs which can be constructed and op­ erated in accordance with criteria which maximize public health on one hand and safety, and which minimize on the other hand the cost to the public. The Committee recognized that at present any processing and disposal program will have to include sanitary landfills. The Committee recommended that the waste processing and disposal system should be publicly owned or operated, and that it should be oriented toward a trans­ fer station sanitary landfill operation. Of the currently acceptable solid waste processing or disposal methods, sanitary landfill provides the most economic and technologi­ cally feasible solution. This disposal method represents a way to re­ claim wasteland, converting this land to more useful purposes than cur­ rently used. Suitable landfill sites are available within the County and reasonable trips can be established for all areas employing transfer stations. To implement this suggestion, the Committee recommended that the County purchase at least one suitable site within each one of the 27 1 i J 'i �n p ! I 5 I 7 J j I i11 service areas for the establishment of either a service transfer station or a combination sanitary landfill and land reserve. All such publicly owned facilities could be either publicly operated or leased under com­ petitive conditions to private operators. The publicly owned sanitary landfills andland reserved are tobe located in less developed service areas and are recommended for restricted uses which would include (1) disposal sites foi collection vehicles serving the population within that service area and (or) a land reserve retained as a hedge against long-term future needs when approp­ riate sites might greatly diminish. Inasmuch as a projected trend is for the population to move into the remaining open land area of the County, the acquisition of such land now has major advantages: (1) land is becoming more expensive; (2) some sites now available will become developed with other uses; and (3) those who move near the service area site after it is established will know in advance that their neighbor is in the solid waste disposal bus­ iness; and (4) in the future should a method other than the transfer station sanitary landfill system become feasible, similar site requirements will still exist. The County solid waste disposal system will be financed in the following manner according to the Committee's proposals: (1) capital costs incurred in acquiring and constructing the County owned facilities will be financed by the County; (2) operating costs will be financed from uniform service charges collected from the municipality, private hauler, or other user; (3) development cost incurred in the planning and imple­ mentation of the County wide disposal system will be financed by the County; and, (4) research costs will be financed with County and other public grant or private funds. One of the primary reasons for the establishment of the present Solid Waste Advisory Committee was to involve citizens of varying back­ grounds, interests, specialties and skills in a development of programs concerned with the critical problem affecting their total environment. The present Committee views as permanent advisory committee as an essential component to the proposed program. The Committee's re­ commendations add several dimensions to the responsibilities current­ ly vested in an Office of SolidWaste Management which was established a few years ago. The added duties include the development and imple­ mentation of extensive educational programs, administration of such re­ search activities in the solid waste disposal field and feasibility studies the establishment of a solid waste information system, so sadly lacking and an operational responsibility for County owned and/or operated fac­ ilities. 28 il �P E B E E The Committee recommended to further these courses of action: (1) that there be established a department of solid waste management directly responsible to the Board of County Commissioners; (2) thatadditional professionally qualified per sonnel beapointedto this department ; (3) and, that a salary scale be adopted which would permit recruitment and retention of highly qualified professional personnel. The Solid Waste Advisory Committee further recommended that the Board of County Commissioners request the Pennsylvania Depart­ ment of Health adopt and enforce regulations governing the operation of disposal facilities in counties of abutting Allegheny County in order to protect the 1. 6 million citizens of Allegheny County. No doubt this is really universal, but it1 s doubly difficult in Allegheney County because we dispose of much of our waste outside the boundaries of Allegheny County. Another regional action suggested by the Committee is that the Board of County Commissioners request the Southwestern Pennsylvania Regional Planning Commission, which is composed of six counties in Southwestern Pennsylvania, to investigate the feasibility of a multi­ county approach. This is in line with what was mentioned earlier this morning on solid waste management and disposal. I I J The Department of Solid Waste Management is to be vested with the authority for monitoring and enforcing of the operational regulations governing the County-wide disposal system, and for the architechtural and other aesthetic control regulations governing the development and construction and processing of disposal facilities. Although the Committee recommended, that the County adopt stand­ ards regarding types of collection equipment usedlocally, the Committee recommended that the 129 municipalities in Allegheny County retain theirauthority to designate local truck routes for use by refuse vehicles not engaged in local collections. The most important aspect of this whole program is the manner in which it is being set up in phases. I 'll Phase one of the action plan consists of 9 recommendations re­ quiring current action by the Board of Commissioners during 1969 . These are: (1) the establishment of a model transfer station and sanitary landfill; (2) designation of service areas, site locations, and facilities needed; (3) adoption of solid waste management regulations; (4) reorgan­ ization of the Office of Solid Waste Management; (5) development of a legislative program; (6) appointment of a resear ch committee; (7) initia­ tion of a public education program; (8) appointment of a permanent ad- 29 �visory committee; and (9) institution ofvoluntary purchasing assistance programs for political jurisdictions which desire to have their own col lection systems. I am happy to report that as of last week, the County Board of Commissioners did accomplish two things: they appointed the permanent advisory committee and a research committee. The committee has not detailed the amount of money required to implement phase one. How­ ever, it believes that phase one will cost no less than $500, 000, the major portion of which, or $400, 000 is required to construct a model transfer station. Phase two of the program can commence prior to completion of phaseone, which is to be completed no later than the end of 1970. Phase two is for the implementation of the findings resulting from recommend­ ation number two in phaseone, namely, the designation of service areas, site locations, and facilities needed. This phase two involves four items: (1) the purchase of land reserves: (2) the construction and/or acquisition of disposal facilities; (3) development of control specifications for oper­ ational facilities; and, (4) the actual operation of these facilities. Phase three, the last of the three phases, involves the investi­ gation of new technological developments in processing and disposal facilities and the possible utilization of these technological findings in the system as it goes along, on a continuing basis and not in a one-time type of an operation. Basic responsibility for phase three rests with the Research Committee, the Department of Solid Waste Management, and the Solid Waste Advisory Committee. I have been connected with solid waste studies and reports in Allegheny County ever since I arrived there in 1951. I get the distinct feeling that this is the first time that the 129 municipalities are really willing to cooperate, and from that point of view I see some light at the end of the tunnel. 30 - �r ’Ll fl FACTORS AND ATTITUDES IN SOLID WASTE MANAGEMENT by fj f 0 U 8 8 f f I I Albert J. Klee, Chief Bureau of Solid Waste Management, HEW The amount of solid waste has been increasing at approximately twice the rate of population. I really believe sometimes the problems have quadrupled, and basic to these problems is public apathy, lack of understanding and psychological resistance. People, let's face it; just don't wantto concern themselves with seemingly mundane issues. The disinterest of the citizen in his waste materials and the overall public disinterest in waste has led to or at least is characterized by a profound public ignorance of the nature and the magnitude of the problem. In general it might be said that as urbanization progresses and the daily life of the citizen becomes more and more remote from the production of his food and goods and as the removal of residues from his home becomes more convenient to him, he understands less and less of the associated problems. As a particularly profound lack of know­ ledge of alternative methods of disposal and their effect upon land, water and air resources of the nation or community. The opponent of landfilling, for example, cannot understand why incineration or composting is not adopted instead because no one has ever told him, you see, that neither of these two alternates do more than reduce the amount of mat­ erial to be disposed of on land. Likewise, he is unprepared to compre­ hend the nature of competition for resource values. He often confuses preservation of areas in an untouched condition with conservation of re­ sources. In an urban concentration this lack of a clear understanding becomes particularly critical. You've heard it before;" take it some­ where else, but don't raise my taxes in the process." Everyone wants you to garbage up and no one wants them to put it down. Anyway, this is a typical response of the citizen. The one very difficult factor then in solving the problem of solid waste disposal derives from the uninformed status of the citizen which leads both the citizen and the public official to place a very low estimate onwhat the public can "afford" to pay and to hesitate to dedicate any re­ source value to solid waste disposal. We in the Bureau of Solid Waste Management are currently study­ ing the attitudes and values of individuals and organizations supporting or opposing various kinds of disposal and collection practices, and the situation is similar to that in any field of water quality management. 31 & �1 — i; id E .ah i di I I ! ?! I Industrialists, shipping interests, persons engagedin agriculture, sportsmens' groups, public health departments and numerous other groups all have their criteria for water quality and all agree that water quality is necessary. These criteria often conflict as in the case of the conservationist who wants water with high oxygen content and chemical purity and opposing industrial waste discharge who wants to utilize the entire pollution absorbing capacity of the str earns. With regard to solid waste, all agree that something must be done, but that is an inherent conflict, just as in the water interest. Among the interests of those who produce waste are those who see themselves as protectors of land value or as recipients of waste from more affluent neighborhoods. One black member of my own staff said that in my home town they dispose of the garbage by dumping it in the Negro neighborhood, so now I'm going away from this general idea of public apathy. Let's go into the conflict situations becaus e all too often public officials do find solid waste management a controversial issue, and this is characterized by a rather forceful and persistant opposition. Since solid waste management systems arealways going to cost money, there always will be an opposition on the part of those who simply do not want to spend money. But a very special sort of problem is faced by the solid waste planner in the matter of disposal site selection. The prevalence of open burning dumps in many areas make local pre-con­ ditioned oppositionto any suggestions on the part of the public officials. The solid waste manager, therefore, must mend his way with much more care than in the case of the air and water pollution counterparts. Last year I attended a meeting of the National Association of County Officials and I learned from these elected officials that in many many instances public officials have turned out of office on a solid waste issue. Now this is not the case in air and water pollution fields. Citizens go by and see the stacks belching forth noxious fumes and see the stink­ ing stream but they don't associate that so clearly with a particular public official. Since so many of these open burning dumps are run by the municipality, they can puttheir finger onthe person then, and the public official is in trouble. One county supervisor in a little town south of San Francisco told me that whenever he gets reports from a women's club to speak on solid waste, he turns it down or sends an assistant. He saidhe wouldn't touch that with a ten foot pole. Air pollution he'll talk about, but they can pin that open burning dump in his county too closely on him and it would be politically very dangerous. Many people will tell you the same 32 �L' E i IE thing. Bill Corbetts, who is in the Public Works director of Omaha,Nebbraska said that every time that they've ind icated that they were going to establish a sanitary landfill, everyone within 10 to 15 miles, people who wouldn't even go near the location, opposed it. It's just because they hear the words dump, garbage, trash. Now, unfortunately, solid waste is saddled with many of these negative types of cues which automatically tend to put people on the de­ fensive and rather than rousing an attitude of support, these cues tend to strike resistant cords. In Louisville last year, an industrial s ervices corporation of America, a private firm, decided to establish a sanitary landfill. They had a devil o.f a time with public attitudes and convincing people. I am quoting from an article written by the president. Just one paragraph will give you an idea of these cues. He says "this, I think can be summed up in the instruction I recently issued to key people in our organization. The operation is not under any circumstances ever to be referred to as a dump, a landfill or even a sanitary landfill. It is to be called an ISA land reclamation project because that's just what it is." It is true, it is a land reclamation project down there. But you notice, stay away from these words. T( 3 - s I Numerous sanitary landfills are now in operation and a study of attitudes toward these operations may provide insights as to how they can be made acceptable to the public. An official of the Los Angeles Department of Sanitation, that was recently in a controversy over pro­ posed sanitary landfill, invited about a dozen of the local community leaders to accompany him to the site, explained the nature of the opera­ tion, showed them around, and then indicated the intended use of the landfill as a recreation area. These leaders then became favorably disposed to the proposed sanitary landfill and one fellow who owns a rather expensive home overlooking this landfill was convinced. He said, "everytime I look at it, I see the golf course that will be constructed. " Now that doesn't work if you are building a sanitary landfill that's going to last 10-15 years. People cannot think that far ahead, so that would not be one approach I would suggest if you are planning a landfill for a long-term use. But a clue to the approach of the problem influencing attitudes to solid waste collection disposal really can be found in the statement by this fellow about the golf course. A person's actions depend upon his feelings, his attitudes and beliefs, and these attitudes, feelings, and beliefs are related to his motivations. People tend to seek that which enhances their self concepts and other factors which they consider im­ portant. Of course, conversely they tend to destroy or to avoid that which detracts from themselves and what they hold dear. 33 �E I There is currently, for example, a lot of resistance on the part of people to hauling of refuse to strip mining areas. This is particularly pertinent in these Appalachian areas. By stressing the fact that such reclamation is in harmony with the community's own goals, economic growth, beautification, recreational opportunities and so on, foundation is structured that may facilitate attitude change. This doesn't always work, however, because of the complicated nature of people. While on the surface, solid waste disposal may appear to be the problem, it may really serve as a smoke screen for other problems of a psychological nature. We had some experience along this line trying to convince a county in an Appalachian area to permit a sanitary landfill to be developed on some strip mining areas. There was a lot. of opposition. Yet the classical approach was tried--beautifully planned program by the state, by the private developers; federal officials were called in to lend needed technical support, but these people were not hearing any of it and in some of these communities, it's not a matter of solid waste, although they may say so. In this particular case, it was felt that what this was, it wasn't opposition to the landfill so very much, but these people have been depressed, they have been down in the mouth and down in the dumps for years (and that's not a pun). Here another body of officials coming from without the community saying "well now here's how we're going to get you out of this mess". People tend to strike out at this. So it was the solid waste issue. We felt that it would have worked much, much better had the proposal come from within, and had some support been generated before the general idea was made public. Now it has been suggested that catharsis or this ventilation of feelings by the encouragement of controversy may be helpfull in certain of these ego defensive situations. I've just described to you the Appa­ lachian areas. But unfortunately not all psychologists agree with this. In public sessions designed to allow individuals to express their oppo­ sition, negative attitudes can actually be reinforced unless there is a clear opportunity for the other side to be heard. Now if you have attended some of these meetings, some of them just give up on hearing both sides. It just doesn't happen that way. People get emotional. Because of the intensity of feelings on the subject, a better device might be a television debate or a radio phone-in, both of which permit controversy to be aired in a muchmore satisfactory man­ ner. Let's be fair, let's get both sides heard. You might be constrained by statute where you have to hold public meetings and they are so easy to get out of hand and what can you do about it. Now let's face it, if we're fair about this some citizens are obviously more affected by others 34 �■■Ml B T 'J g H I I than by specific solutions to solid waste management problems of community-wide nature. Common sense would indicate that offering such citizens certain incentives might be one means to alter their attitudes. For example, if a citizen located near a proposed disposal site or facility Were offered free garbage collection service, or if another citizen located on a street that led directly to a proposed site were offered a reduction in taxes, would this obviate resistance to the solutions that benefit the community as a whole. Good question, and the answers aren't by any means simple. Inducements, for example, may easily be resented if they are interpre­ ted as attempts to buy off the individual. It is not even true that the larger the inducement, the greater the shift in attitude. For when in­ ducements are large, an individual may use the fact as justification for his change of behavior without feeling required to change his attitude. This, of course, leaves the individual psychologically free to res­ ist future proposals. A new interesting case occurred up in Milwaukee. There was proposal to rail haul waste out of Milwaukee. The deal was that a pri­ vate contractor suggested this--he was asking for $6.50 a ton, pick up in Milwaufee and that was the last the city would see of it. He was going to truck it or rail haul it out of a remote community, a farm com­ munity, most German-American farmers, people who emanated from the real strong ties, that sort of culture, not too dissimilar from areas in Pennsylvania and had to convince the county to permit the landfill to be developed. The idea was that the county would get a quarter for every ton of waste landfilled in the county and the original proposal was, look this will enable you to provide better schools for your children and it was hard to convince these people.. They were right on the edge. The induce­ ment for their children's education was beginning to get to them. But it was too slow for the private contractor. He decided to go up there and sweeten up the kitty. He had hired a public relations firm. They told him to stay away and he came nevertheless to sweeten the kitty.. He said, "now lookontop of this $. 25 a ton, I'm going to throw inafree country club. I'll build a country club for you people" and that down to resounding defeat because these people coming from their traditional values, equated a country club with a den of iniquity. A lot of questions were raised on the part, "why are you do­ ing this for us?" Before we saw the balance between the permission versus the $.25 per ton for the school, but now a country club is kind of I 35 �IM E B 'I' 1 'll « I I I: i 1 J a frivilous sort of thing,, and there must be something wrong with it. It's a terrible thing, of course, to stumble on when this project was so close to completion. It would have benefited everyone around, But you can't ignore it; you may think it's silly, but you can't ignore it. Well, one means that I think we've all seen is to employ attitude arousal in solid waste educational programs has involved fear appeals. Such programs show flies and rats in wretched abundance, analogaus to the traffic safety films that feature headless corpses and the dental hygiene campaigns which fought the gangrenous jaws. Now when we got to the last, there was one study showing experiments using such fear appeals to coerse children into better habits of dental hygiene had an interesting consequence of a negative relationship between the amount of fear and the degree of change. The problem appears to be that unless the fear appeal is associated with a clear course of action; the subjects are likely to reject it. In this case the children did not associate the pictures of the gangrenous jaws of the aged with a failure to brush their teeth in a prescribed manner.. I just finished reading an attitude study report in the air pollution field. You ask questions like "is there air pollution in your community ? " And you say, "is there air pollution in your neighborhood, " and the per­ centage drops from 85-95 down to 30-35. Now what's the reason for this? Well, all of these people are aware of the air pollution problem, which incidentally is not the case in solid waste collection and disposal. In air pollution, people are aware of the problem so they own up to the fact that the community has an air pollution problem. But there is no clear course of action for them. They don't believe public officials are doing anything about it. Therefore, to admit that there is air pol­ lution in their own neighborhood, you see, would be to submit to essen­ tially a fear campaign. You've seen the commercials on television---men wearing gas masks and coughing and hacking. You would be getting the individual to admit then, that he has a problem in his neighborhood, but with no clear course of action it causes psychological problems. But what does he do, he turns off, in the vernacular of young people nowadays, he tunes right out, and he says "oh, yes, the city is terrible. My neighborhood is perfect. "Now in a similar way the typical suburban dweller cannot be led into the sanitary landfill site location merely by showing him pictures of rats cavorting in an open dump. He finds it difficult to identify himself with the situation. In his mind it's the other fellow's problem. Now we're conducting psychological research in this area which gets quite complicated at times and really changes your own opinions when you find out what the real underlying reasons are. These are not 36 �public opinion surveys. They are much more complex than that. An effective program of attitude change can be planned and implemented, but on the other hand, everyone wants to jump into a public information program. But such a program based upon an analysis of presumed reasons and intellectual arguments may just be a waste of time. A study of women in New York City housing developments, for example, illustrates how a psychological study can uncover a previously unrecog­ nized requirement for training. When a thematic appreciation test was giventothem, the women perceived throwing garbage out of the window and the use of a garbage disposal machine as equally effective disposal means. Similarly, a careful study of motivation and attitudes toward solid waste collection and disposal may reveal hitherto unsuspected requirements for public education. It is pretty clear that quantitative psychological, or as we refer to it, psychometric research is really needed to explore these factors that influence the optimization of solid waste systems in which human elements significantly mitigate the essential technological con­ siderations and specific goals of research should be (1) identification of resistance groups, (2) prediction of behavior, (3) minimization of the effects of social conformity, and (4) the optimization and humanization of the presentation of solid waste management plans. It's something in which all of us have a stake. I've talked a lot about the old review, maybe theoretically. There is a good publication I commend to your attention. It is published by the National Association of Counties Research Foundation. It's called Solid Waste Management # 8 Citizen Support. It's a series of 8 or 12 of these things prepared under contract for the Bureau of Solid Waste Management. But this is particularly on citizen support, getting the support-=practical things. Read about Freudian backgrounds to attitude theory or a definition of attitude; that gets quite complicated. This is available at 100 Connecticut Avenue, N1 W. , Washington, D. C., 20036Solid Waste Management # 8 Citizen Support, and there are a lot of practical suggestions and ideas there that I just couldn't discuss in this short time. I'll also leave a few copies of a paper that I wrote on the psychology of solid waste management. If you have insomnia, Icommend it to your attention. - 37 �E r: L L THE ROLE OF PRIVATE ENTERPRISE IN SOLID WASTE DISPOSAL fey Samuel J. Joseph Vice-President United Municipal Corporation Harrisburg, Pennsylvania h 8 J 3 j-; I I I 0 Change is the name of today's social and economic game. On September 11th of this year it had changed the name from The United Municipal Incinerator Corporation to Scienscope, Inc. Progress is change and while society reaps its many benefits, it also pays the piper because of the harmful side effects. We have developed great industries and have offered livelihood to the populace. These industries develop new productsand services which reduce man's burdens, yet they pay their fair share of taxesto support the governmental agencies which regulate society. The change in our basic economic structure from agricultural to industrial has brought about the concentration of population to the cities. Here industries develop because of labor markets and during this industrial growth, more people are attracted to these centers. The development of new products and devices can create a great wealth whose distribution is enjoyed by more and more people in differing proportions. In face of vigorous competition, products and services are constantly creating new consumer demands, which in turn, turns new techniques into marketing and packaging materials, thus compounding the problem of solid waste. . As an example, recently a hospital in San Diego reduced its per day rate. This is partly due to the fact that many disposable items made of pulp stock are being substituted for reusable cloth-made ones. This includes bed sheets, pillow cases, hospital gowns and even over-socks for the surgical personnel. Economies on one hand are adding disposal costs to the other. In recent years we have become aware that affluence was not all good. With our population explosion and the growth of industry in trying to capture the available markets, we did not until recently become cognizant that all of this growth is contributing to an environmental unbalance. We have actually detonated a pollution explosion. We are polluting our waters, we are polluting our air and our land. 38 �■ ■■■ . J I' 8 0 1 0 0 ? A J I I J b I In combating these evils, federal, state and local governments have passed laws, set standards and are regulating pollution control, all of which require huge sums of money. Pollution control cannot be accomplished by a single sector of society. If man is to survive, it must be done by concentrated effort on the part of industry and govern­ ment. Industry has responded reluctantly because of the high capital costs of new equipment which adds to their production costs. Although industry has begun to take corrective inroads in solving its pollution problems, it has a very long way to go before the total solution is an accomplished fact. At a recent meeting of the Rocky Mountain Mineral Conference of the Society of Mining Engineers in Salt Lake, Mr. Bower Dellinger, President of the Society and Manager for the mining exploration for the Mational Lead Company, told the industry that it must solve the pollution problem rather than evade or fight it: that industry must anticipate rather than react. Also, he mentioned that restrictive legislation is inevitable unless industry is committed whollyto correcting offenses rather than to foot dragging. Mr. Dellinger’s statement can also be applied to the public sector of society. Political subdivisions are plagued with financial problems. At the same time the taxpayers are demanding more and better services. Yet this same taxpayer is in near revolt when taxes are increased to pay for them. The community fathers divert available funds to those projects or services which are most expedient politically. Just as industry is changing its attitude to anticipate solutions to the environment problems, the community leaders have re-oriented their thinking. The city dump is no longer acceptable unless it is op­ erated as a true sanitary landfill. Land values have become so high to the proximity of communities that remote areas are being sought, re­ sulting in longer and more costly hauls. Inmore denselypopulatedareas, communities become competitors for the same fill land. Community leaders are beginning to develop total long-range plans. A community land-fill can extend the life of the ground five-fold by bulk reduction through good conventional incineration. There are a number of classic examples where communities have had feasibility studies, estimates made in the past with specific recommendations, only to find them shelved because of a change in local politics. The problem becomes more acute with time. To avoid the re­ sponsibility of a decision, new studies are often made, only to find the same basic answers at higher costs. In the meantime the landfilllife is shortened and the community is compelled to resort to crash programs. 39 �A J u c c p4. 3 B 0 J T K Rapid increases in capitalcosts resulting from delays between the orig­ inal feasibility studies and estimates and the actual bid have compelled many communities to re-evaluate their problems. They are beginning to realize that by joining projects they can accomplish their objectives more efficiently and economically. Authority or districts have been formed to solve their water and sewage problems. These authorities have been very succes sful. However, the regional approach as a solution to the solid waste program has not met with success. No one wants his neighbors' garbage. Although each community welcomes the benefit from his neigh­ bors, the stigma of being the regional dump is all too much. Water and sewer lines under the ground are not obvious to the eye, but a garbage collectiontruck in a neighboring community is too visible. True, refuse trucks can be a contributing factor to street maintenance and traffic problems. But these arguments are often politically motivated and mag­ nified. By proper routing and traffic control, this problem should not be a deterrent. Unfortunately, political jealousies and local patronage have to be overcome by a long and arduous educational program. Relentless pres­ sure must be applied to accomplish this goal, but ultimately the change will occur. On a larger scale, the handling of community services are not exclusive to a governmental agency; the most successful services are the investor-owned utilities, such as gas, water, electric and telephone utilities under exclusive franchise. Although some communities operate such utilities, it is a general practice, due to increased technical soph­ istication and a large capital investment, to rely on the private sector for such services. Many communities have private refuse collectors and haulers, but there are few privately owned incinerators in the country. However, there are a number of privately owned land fills, few of which are true sanitary land-fills operated by private collectors and haulers. Today a few municipal incinerators meet present day air pollution standards. At the best the burn out exceeds 3% of the combustibles and the total residue averages about 20% of the original volume. Many of the older incinerators are over-loaded and are singeing rather than in­ cinerating the refuse. Basically, the average new plant is similar in design to its ancestors, except that it may have better instrumentation, a sophisticated air pollution control system and possibly equipped with waste heat boilers as for by-product production. A community or regional authority does not have the funds; nor are they permitted to spend money on the experimentation of new concepts in incineration. However, since the authority relys upon engineers to - 40 - 8 �) design a conventional disposal facility, there is a hesitation to test new technologically advanced designs for fear of criticism on the part of the taxpayer if the project fails. 0 The private sector is more venturesome since it is motivated by the profit incentive (profit, by the way, is not a dirty word, ) to seek approaches toward doing a better job. The private sector is also more flexible. After research it can standardize and make improvements; hence, it can either reduce capital costs in time or at least hold the line against increases. 0 Our company has approached in this direction and is presently offering an advanced solid disposal system. The residue of all combusti­ bles is below 1/10 of 1% and the total residue is less than 5% by volume of the average refuse. Because this end product has a us e, little, if any, landfill is required. j s A few years ago the capital costs of the conventional municipal incinerator was in the range of from $4 to $7 thousand dollars per ton a day. At the same time, municipal tax fill bonds interest was 3 1/2 to 4 1/2 % 0 0 J 0 n 0 n Today, because of inflation and plant sophistication due to govern^ mental air and water pollution control standards, capital costs are in the range from $8 to $15 thousand dollars per ton a day. The interest rate of municipal fill bonds are now well over 6% and very few issues are sold at that. Some states have raised and many are raising the legal limits of interest rates to help communities to dispose of their bonds. In the last few weeks the City of Newark, New Jersey sold its bonds at an interest rate of about 7.73%, and this is a taxfree bond. Last week, the United States government in its refunding sold 19 1/2 month rates at interest rates of 8% and 83 1/2 month rates at 7 1/2%. In the mean­ time Tenace, Inc. , a private company, sold bonds at 9%It is believed that because many of the communities are approach­ ing the maximun limits of their bonded indebtedness and because the differentials between the interest paid have narrowed materially., com­ munities may lean more towards the investor-owned company for its solution in handling their solid waste problem. Many communities also have been looking for federal and state funds, while assistance bills have been passed, funding of them may be in the distant future. Also, tax free bonds as we know them may be re­ moved or modified in the near future, so that they may not have the same appeal that they do have today to the investor. 41 T �J 0 'L 0 0 u D a B p ■ □ A regional type investor-owned solid waste disposal can offer a number of benefits to an area. It can generate local taxes to help provide other needed services. It is not burdened by the political patronage which often adds to operational costs. It removes politics from the solution of various problems in the areas by remaining neutral. Very important, is the fact that it eliminates delay in construction time since its system is completed. It has single complete responsibility of des­ ign, construction, and operation, unlike a public-owned facility which is subject to a divided responsibility of the engineer, manfucturer of the components, the general contractor, the sub-contractor, and the opera­ tor. How does an investor-owned facility operate ? First, inorder to insure its capital investment, it has to enter into a long term contract and franchise of about 20 years with a regional authority or a group of communities to dispose of their solid waste on a per ton cost of refuse (subject to escalation or de-escalation depending on the economy) with minimum tonnage guarantee. The company must construct the facility with its own funds: operate and maintain the plant. The refuse must be delivered by community-owned trucks or private haulers with each truck being weighed on an automated scale and each community or private hauler being billed monthly for the exact tonnage at the contracted price. Since our plant is so highly technical and sophisticated, it re­ quires professional management and personnelfor its proper operation. Most community owned operations either lack or do not attract such per­ sonnel due to the lower pay scale. Technicians expect compensation commensurate with their training and ability and this often exceeds the salaries paid to city managers, public work directors or chief officers for whom they work, thus causing many personal problems. As a result of our investigation for a complete system with a minimal labor requirement, we have offered not an incinerator but a pyrofuser. Within our system pre-heated hot temperature air under controlled conditions is used to pyrolize, this is, destructively distill the hydrocarbons in the combustibles. The fixed carbon is oxidized by dissociation of carbon monoxide at high temperatures to form carbon monoxide. The heat of formation elevates the temperature sufficiently to fuse or liquify the non-combustibles which are tapped and quenched in water. The gases under differential pres sure are drawn off and burned with about 5 to 10% excess air in acombuster so as to reduce the total volume of gases to be cleansed. The spent gases are cooled through a waste heat boiler and the particulate matter is removed through a fitter bag. The effluent gases are emitted with a minimum ofpollutance to the atmosphere, thus meeting the mbst' stringent air pollution control codes. The non-combustibles, after leaving the quenching tanks, are in the form of a frit, which can be used as an aggregate or can be put to - 42 - �0 0 s D fl in tne metallurgical ana gas-maxing maustnes. capital cost is no mgner than the more sophisticated incinerator; higher labor salaries for highly trained professionalpersonnel is offset by reduced man-power working parts, which reduces mechanical failures and maintenance. The pyro­ fuser does not require specially shaped refractories, so there is no de­ lay in maintenance, nor is a large inventory of parts required. When related to the volume of residue produced, the cost is lower than the conventional incinerator. Investor-owned companies cannot afford to own and operate small isolated facilities and earn a reasonable return in its equity. The regional approach creates a situation in which larger units can be installed and operated at a more reasonable cost per ton and still provide the necessary return on equity. The larger installations permit private enterprise to be competitive with the tax exempt entities. R 8 8 T y. 43 I 8 �INTRODUCTION of Bernard F. Hillenbrand Executive Director National Association of Counties a by 0 Edmund C. Wideman, Jr. Board of County Commissioners Luzerne County D Q This morning at this Conference we have already covered the basic topic of the Conference--Regionalism. In addition our panelists have discussed two of the major problems that are facing regions because of their cost and complexity. In looking at the topic of Regionalism we find that there are a number of alternatives as to what regions are and how regions should be formed. Our speaker at this luncheon meeting is the Executive Director of the National Association of Counties. Because of his vast experience with counties in all sections of the United States, he is more than quali­ fied to discuss with you the topic of "What is the Role of the County in Regionalism". ]D I 1 I 'll 44 ��.a I think if we had it to run through again, we would do a whole lot of things differently in our democracy; and one of the things is, of course, the subjectthat youhave been wrestling with this morning. I think that would have paid a lot more attention from the very beginning to what you might call environmental pollution, and I want to take just a few minutes here to tell you about some of the things that we've been doing in this solid waste management field. Maybe some of you receive our American County Government magazine. We've published a series of guides and have inserted them in to magazine. These guides are the very basic things about a solid waste management program; the area-wide approach to solid waste management; the legal authority tc regulate dumping; planning of a solid waste management program; the organization of a program; design and operations of landfills and incinerators; budgeting and financing; technical assistance; citizen support; personnel; and an action plan. We have packaged these together in a rather attractive box and have done a similar series in air pollution control and water pollution control. It takes approximately 2 and a half hours to read. a n g fl fl 5 fl fl I J While Dr. Mailey was writing his question, I was reading it again. It's about 2 1/2 hours in each of the series,and I think they are extremely worth-while. If any of you would like them, write down your mailing address and specify whether you want solid waste, water and air pollution, or all three. Give the information to Dr. Mailey and we will be very happy to send them to you. The second thing I wanted to talk about briefly is the question of mass transit, your second major topic here. We in the National Assoc­ iation of Counties are vitally interested in mass transit. In the first place, we are particularly interested because of the nation's 3,750,000 miles of those roads. We hold a strong opinion that unless something is done in mass transit, there will be a hysterical uprising and they will start diverting our regular highway funds into mass transit use. On the surface that might not be a bad idea; but there are still 100 million Americans who have automobiles and trucks; and we've got to have someplace to put them. We can all sit in our automobiles now, you know, and talk to each other, using every mile of road in the U. S. . So we're supporting the mass transit act because of (1) self preservation of the highway program, but, (2) in an infinitely more aggressive manner, we believe there needs to be a mass transit program of great proportion. .1 think it's important to note, as you will, that we're not just talk­ ing about rail subways. I personally feel that subway systems are vastly 46 �too expensive, and we won't be building them in the U. S. in very large numbers. But we do need bus systems in smaller communities as long as we have a certain number of people who are disabled and we aren't going to be able to use cars. Obviously, in most urban areas, we can no longer park cars anyway, so we are going to have to have a new mass transit system. We have taken a contrary position to the administration's proposal that we fundamass transit program through a contract authorization,and in effect leave it up to the annual appropriation of the congress. We in the National Association of Counties are going to be joined by the Con­ ference of Mayors and Governors, and have proposed that a mass transit fund should be created. The argument is made that there's no user fee to put into a transit fund, and we argue that there certainly is one--and it's the tax on automobiles. When you buy an automobile, there is an excise tax. I think maybe many of you are under the opinion that it goes for highway purposes. It does not. It is used for general revenue, and we think that that tax in its entirety, or a major portion of it, should be ear-marked for mass transit on the very legitimate ground that the guy who has an automobile, if we have a good transit system, is going to get the benefit by being able to drive his own car. Now these ideas were not very popular with John Volpe. We had a shouting match about it at a meeting on public works last week in Cleveland. My topic today is to discuss the role of the county with respect to regional affairs. I don't think we need to spend a whole lot of time talking about the importance, for example, of having an area - wide approach in solid waste management. I think there's no need to talk to a sophisticated audience like this, to say that we can no longer plan a transportation system, amass transit system, on an individual unit basis. As a point of fact, we are reaching--very rapidly reaching--a place in our American democracy, where there are going to be very, very few things that we can do on a do-it-yourself, go-it-alone basis. I'm now referring to things like police protection. If the criminals are organized through the Mafia and so on, I think it's about time we began to get things organized on the law and order side, and on some others, too. I'd like to talk to you very, very briefly about what we think to be our theme-simply that the county is becoming the regional government in most areas. It is ineffectthe city of tomorrow, and I knowwe've got a lot of critics and a lot of detractors, but I'd like to review for you some of the basic advantages of a county which I think spells a very bright 47 �future for us. As a matter of fact, if county government were listed on the New York Stock Exchange, I'd personally buy some of the issues because I think we're going to go somewhere with it, and it's for this reason. The counties in the U. S. have area-wide jurisdiction. fl E n j i I I J •i ID E B This is going to be increasingly important as we progress in our American civilization and have more and more things regulated and con­ trolled. We're going to need it for the police powers and the solid waste. We can't let everybody decide what they are going to do about solid waste. . We can't let every collector decide what standards he's going to impose on collecting trash. We can let every community in an area collect sew­ age, but we can't let everybody decide at what level of treatment they're going to have it, or else we're never going to have any clean streams for fishing, or any of the amenities of life. We've been the pioneer in this field. As a matter of fact, the idea originated with our past president, Ed Connor, who was, lo and behold, both a city councilman and a county supervisor or commissioner up in Detroit. We've been strong supporters of this idea of having the elected county officials and city officials sit in an area-wide legislature of multi-jurisdictional composition to plan and organize, and to set stan­ dards and implement area-wide programs in thes e ar eas. The National Associations of Counties and NACO jointly have a service called the National Service to Regional Councils. We're available through that service to help couns el communities who would like to explore establish­ ing these councils of government, or who would like to strengthentheir existing councils, Again, we would be very happy to aid and assist in that effort. The second basic advantage that a county has is that it has an area-wide taxbase and I know that the commissioner on my right is going to say "this guy's about to suggest something else we should spend our county money for. " I know how hard-pressedthis and all counties are. But still the fact remains that all property in the U. S. with very, very few exceptions is in the county that is taxable, and if you just look at the statistics, I believe these are relatively sound. 87% of all the economic growth in the U. S. in the last decade has occured in suburban areas------ in other words the factores, the shopping centers, the houses that carry their own weight, and the apartment house in the suburban area. We've been depopulating the cities; we've been depopulating the rural areas; and unless we want to run a democracy with two or three Americas, we're goingto have to find away to stop it. Thenthis economic develop­ ment can be taxed through the county. The county offers the kind of a base that we're going to need to finance these things in the future. 48 �The third great advantage that a county has is its economy of scale. I'm always impressed with one of the banks in the Washington area that has this slogan: "our bank is large enough to serve you but small enough to care;" and I think that this is what we're going to come to. We're going to have to operate on a larger scale if for no other reason than the high salary costs of the kind of people we are going to need to run things. For example, in solid waste disposal, a municipal incinerator is one of the most complex pieces of equipment operated like this, on a multi-million dollar investment, unless somebody really knows what they're doing. I think with respect to a sewage plant, again a complex piece of equipment, a vast public outlay is totally useless unless it's managed properly. These are the kinds of things to get the right kind of people: You're going to have to have a broader tax base. You can't have a situation like you'd have in St. Lewis County, Missouri. They have 96 municipalities. You can't have 96 treatment plants, you can't have 96 police departments. They do, but you can't do that for a long range. You've got to have more economy of scale if for no other reasonbut this is the age of specialists and we are not going to be able to get special­ ists to do these things unless we operate on a much larger basethanwe have in the past. Again, most states, even Pennsylvania, have got. many small counties, but again it depends on what small is. I think if you look at the average statistics that Pennsylvania is pretty well situated, and that most of the counties are big enough to operate and have an economy of scale, which is not the case in many of the other states. I think the fourth major advantage is that the county has political accountability--political accountability with very few exceptions. Every American, all 200 million of us , are governed by a county. The population breakdown in the U.S. is 1/3 rural, 1/3 central city and 1/3 suburbs.. We're anation of thirds and the county offers us avehicle to start putting these things back together again. 0 D I know that we're all increasingly aware of the situation with central cities with large collections of minorities and rural areas with the same thing and vast poverty in between these affluent rings around urbanareas. Well, again we need to pull these all together. I personally think that we've got to start creating political units of government at the local level that take this into account, that has representation in the central city, the suburbs, and rural area. Again the county is the unit to do it. 49 �Chicago, with a great collection of minority people, poor people and so on, in downtown Chicago, and Cook County encompass not only rich suburbs but also parts of the rural poor as a point of fact. I think we need to put it all back together again like we did at the beginning; return to some of the promises of our democracy that every manis equal. We have a theory of government to put it all back together again and I think that every effort finds us dividing ourselves, creating new special authorities and districts so on outside the control of elected officials, is like pushing snow ahead of you. Some day its got to be re­ moved. Some day we’ve got to go back to some of these promises unless we’re willing to forego the essence of a democracy. I think the fifth major advantage of a county is that it has closer ties with the state and with the federal government. All of us have had our share of demogogery. I think almost everybody in this sophisticated audience has had an opportunity to make a fourth of July speech denouncing the federal government and the state government. But the plain fact is we do have to have the federal government and the state government involved in these things. We do have to have what everybody likes to call a partnership, that overworked word. A partnership also has to include private business,too. Ji 3 0 .0 0 J But again we have 1, 600 federal programs now of various types of aid. I notice your questions this afternoon--a hunting bee. Can you fellows in this audience think of any grant application where we could get some dough from the new solid waste management act for a demon­ stration project. We’re all doing it. It's gamesmanship. We usedto play Monopoly; now we figure how we can get a grant. There are 1600 of these programs; they account now for $17 billion of federal dollars poured back into local efforts in some form of a grant. At the state level, both my native state of New York and my adopted state of Mary­ land, about 60 to 7 0% of the state-collected money goes back to the local governments in some sort of a division schedule. Again, we’ve got to find some mechanism in this country to over­ come an unequal distribution of resources. I’m told that there are com­ munities in the state of Pennsylvania that are fortunate enough to have incorporated around the Bethlehem Steel Works or some other big in­ stallation and have almost a free tax ride, while other communities have got a desperate problem just to educate their young. I think that any reasonable American will say that a child, if he is born anywhere in the U. S., is entitled to an education equal to any other child that is born anywhere in the United States. I think we’ve got to use the mechanism of state aid and federal aid if for no other reason than the totally unequal distribution of resources and economic activity across the face of the United States. In this, the counties have had infinitely more experience. 50 I �I i a II 3 J fl 3 3 3 0 3 B' j We started out with a road program in the early 20's, a welfare program by and large, with exceptions like Pennsylvania, which have been run by the counties. Perhaps the most successful program in all the history of mankind has been the partnership between federal govern­ ment and the county agricultural agent through the university in solving the agricultural problem. That is one problem that does not nag at us, but it nags at almost all the other of our fellow human beings on this planet. This kind of partnership paid off in agriculture and I think it is going to begin to pay off in some of the other areas, too. So the county again has got these tremendous potentials and almost everybody will con­ cede these potentials and the they say, "well, you make that kind of a speech but you do not know counties in our place. " We've got some terrible handicaps at the county level that are not of the making of the county officials and the people who try to run them. As a matter of fact, the miracle is not thatwewho are in county govern­ ment do not run these things magnificently. The miracle is that we can run them at all the way we've got them organized. We started out to do one thing and we've been asked to do something else and the institution has not changed structurally, politically, and financially to meet the new responsibility. We started out to be a local administrative agency of the state. We were doing things that the state mandated. The elections were man­ dated by the state. The courts, the administration of justice, is man­ dated by the state and what we did is say that we are going to create some subdivisions. Everybody cannot run to the capital every time they've got a court case. So we said we are going to create counties that are going to be political subdivisions of the state and that they're going to administer these state programs on a community-by-community basis and be paid well instead of having these people appointed by the state. We will elect them the same way we got in this business which we've been in for quite a while--350 years. We've been in the county business twich as long as we've been in the business of the national government. We started in 1609. The national government started in 1789 with its first congress, so we've had a lot of experience and our role has changed. Now we're asked to do totally different kinds of things, and two of them you've got before you today, mass transit and solid waste management. This can't be mandated by the state. This has gotto have local variation--localkinds of responses. You've gotto be able to make local decisions. At this point what we need at the county level is to get some unleashing, to get the state to give more and more authority and responsibility back to the local level and let the counties do things. - 51 - �Let me cite one example. There is a constitutional provision in the State of Arkansas which reads as follows: no county official shall handle public funds except the county judge". The same statute says: "however, every county official shall be bonded, except the county judge, who may not be bonded. " When I go to Arkansas, I could get a lot of laughs about Pennsylvania because you've got just as many idiotic provisions. I LI 0 0 0 0 [] 0 n I was in New Jersey yesterday morning and they have what we call the Dillon Rule in county government. Dillion was a backward judge in Iowa 100 years ago who made a ruling, the famous Dillion Ruling, which said the county cannot do anything unless the legislature specifically authorizes it. If the legislature authorizes them to pick apples, they may pick apples; they may not pick crabapples because a crabapple is not an apple and this is literally how we've beentrying to operate county government. So to get around it, we've tried to adopt some imagination saying you cannot make a rule for one county that does not apply to them all. So we came up with the idea we are going to have clas sifications ofcounties. I was in New Jersey yesterday. Oneoftheir classifications "class counties of the six classes, any county of 630,000 population that does border on the Atlantic Ocean. " That is one classification. In another classification, "the eighth class is any county of 300, 000 pop­ ulation that does not border on the Atlantic Ocean. "Well, it is ludicrous and laughable. I wish young people thought it was laughable and that it will be that we will just get rid of these idiotic things. I hope they keep the faith because we've got to make some changes in this--the struc­ ture has to be changed. Another major cause is that we do have one thing called county. We hacked and split and chopped and whacked them. Every time a pro­ blem came up, we created some new machinism. We created a new au­ thority, a new board, a new this, a new that, and then to top all ofthat off we've specified in the state constitution that we're going to have dep­ artments run under individual elected officials. I do not personally see anything wrong with that, but you have to have some way to put it all to­ gether, so that you can respond as a unit of government and not as a com­ mittee. You know how elective a committee is, and that is how we've tried to run things. It seems to me what we did is we made a basic error. We took the county government structure from England, but in England they have a parliamentary system where every executive of a department has to be a legislator, put it that way and then the group meeting in effect sel­ ects a prime minister who we call a chairman or something. Well, that system worked beautifully in Britain, but it is totally unworkable here. - j 52 - �I know of no aspect of American life that responds to committee response. None--zero! I do not know of any corporation that is run by a committee. I do not know of any legislature that really is run that way. I mean it just does not operate that way. It does not function without an executive. We've seen it at various times in the U. S. when we've had a strong Congress and a weak executive. You all know what the problem is. We need centralmanagement of the county. We need qualified people there. We're going to have to attract them. I ill 0 s We've got 3, 000 counties in the U. S. -- We've got 1,200, 000 employees and we spend $10 billion a year. We're growing faster — almost twice as fast as the cities are. We're growing fast--we're the fastest growing unit of government in the U. S. and this may surprise you. A very high percentage of those county officials and county employees are professionals. They're doctors, nurses, welfare workers, school teachers, superintendents of schools, engineers, county attorneys, psychologists and psychiatrists. We've got ahuge array of professional people and we need now to make structural and administrative changes that reflect the new county, the new look of the county in the U. S. And finally, one of the really tough problems is that we do not have some type of an executive. We need a position at the county level. If you say "governor", everybody in this room knows what a governor is.. If you say "mayor", everybody knows what a mayor is. If you say "is it prothonotary ? " nobody knows what a prothonotary is; you do, I don't. It's a freeholder. What's a police juror? I mean, we need some kind of a leadership, some kind of an executive position. We've got a strong trend running in the U. S. toward a position called a county executive. It's really the strong mayor type. You have a strong mayor who has responsibility for appointments and item veto of legislation. Because then by the same token you take the county governing body and make it alegitimate legislature. They canpass rules and regulations and be a legislative body and not a combined legislative, executive and judicial body. B n n I D J One of the men on my board of directors is a county judge from Tennessee, an administrative judge whichmeans that he's like a county executive. But he's also very sad. He said, "I just had to sentence a man to die. " He's also a judicial judge and a legislator. He serves on the county board. He's all three. Well, if there was ever anything we started out with, it was a concept that we're going to operate powers in our national government and our state government, but we haven't done it at the county level. Again, we've got the model before us. 53 �a -2 -J I 1 J s a ■j o 3 0 [J D There are 18, 000 cities in the U. S. -I don't know of any of them that doesn't have a mayor. We've got the models before us, but we just have to start changing our thinking of what a county is. We say it's the city of tomorrow. It's the area-wide government. It's the metropolitan government. It's the new thing. It's in. It's going. We've got to make the changes that's going to facilitate that. I was in New Jersey yesterday, as I mentioned. They have what they call the Musto Report, and I know you have a parallel effort here. There are a lot of people, I think it's fair to say, my good friend Com­ missioner Barr, that your Department of Community Affairs understands the potential of this. His experience, as you know, was in municipal government, but he can see. I was an assistant director of the City National League of Cities. I worked for the City of Syracuse. My experiences were municipal-------- 1 consider myself a city guy. A county is just a big city. It's a super city. We need to change the structure to recognize this fact, to make it useful. Now in New Jersey, they have what they call the Musto--M U S T O--Report, and if you're interested in local government you ought towrite to Senator Musto. Just write to Senator Musto in care of the state legislature--Bill MustonWilliam--M U S T O. They've got the finest report I've ever seen, which is exactlyonthe subject of this conference--regionalism. They're saying that there needs to be a unit of government .between the municipality ard the state--a regional government. They are saying that government should be a county, even a county that has all the weaknesses we've just enumerated here. In New Jersey they have even more, and it's got to be strengthened. Their immediate start is to give each of the 21 counties an option of one of four things that's called an elected executive. Well, to me that's a strong mayor system in the municipal sense. The second form is the appointed executive. Well, that's a county in the councilmanager form. Now, one of them is an elected chairman, which to me is the commission form that we had a wave of in municipal government about thirty years ago. And the last is what you might call a weak mayor kind of system in which you elect one of them at large, and he becomes a supervisor or county mayor. But he really does not have very much more power and authority than the legislative body. But the whole point of this is that your sister state of New Jersey recognized these are not theoryor thought men. There wasn't a college professor on this, in all due respect to college professors. . These are work - a - day political leaders, some of the hardest skinned poli­ tical leaders in the state of New Jersey, coming up with this kind of plan. Not us--them! It's a terrific plan, and I think it's going to go in New Jersey. 54 . -10 �I think that we keep forgetting, and maybe this story will illustrate it. This is a true story. I have a little daughter age five as of last summer. We were staying at the farm, sleeping in sleeping bags out on the lawn. I said to my daughter, "Susan, that looks like a man inthe moon, but it isn't. " She said, "I know. Daddy. They have a rocket at Cape Kennedy, and it's going up there in three stages, and when the first stage falls off, the next stage does, and then the next stage. And there's going to be three men in there who are going to have to wear oxygen masks because there's no oxygen on the moon. They're going to go up around the moon, around the back of it, because we've never seen the back of the moon, and later on they're going to land. " I said, "Susan, you better go to sleep. It's getting late. " My point is that the public, the American public, is way ahead of us. We've beengoing on the assumption that the American public will continue to endure the lag between our current experience and our insti­ tutions. They re not going to endure in any of the areas chat I know. The students are not going to endure in the educational area; the minority groups are not going to endure in the job bias and civil rights areas, and I think the new citizens in the U. S. are not going to endure with respect to our institutions. Again, one half of all of our Americans are under twenty-five years old. More than half of the people inthe whole earth cannot remember World War II. These are the realities with which we're dealing. I say the time is here that we be the voice. I felt like St. John, the voice crying in the wilderness, ten years ago. Now, we're beginning to get somewhere. We're beginningto get other people saying the things that we say. We have a modest grant that hasn't been anno unced yet. from a foundation to set up a center in Wash­ ington to provide information, not to sell particular wares, but provide information about management and organization. We will be in a position to provide all kinds of materials for groups like this--for League of Women Voters, for the Chamber of Commerce. We're going to do this cooperatively with about one hundred different organizations such as the AFL-CIO and the Urban League. We are going to be in a position to help with meetings like this where people are interested in revising their government structure. So I would like you to volunteer if you will want to do it. We'd be very happy to help with staff back-up, speakers. If you want,next year, when you have one of these meetings, you may have help on revitalization of county government or local government, and just counties, cities and states. Let me conclude this way--to change political structures in the U. S. , someone said, that it is easier to merge two Baptist churches than it is to make a structural change in the county government. I'm 55 �I not a Baptist but I understand they have never merged any Baptist churches. But it's a long haul. We're cemented in constitutional re­ strictions. We wear out men. We have to team. It's like a relay race We wear out a set of elected officials. They get too tired of it.Just the obstacles are too overwhelming, particularly the obstacles that we, as citizens, create by not understanding, not helping, sitting around complaining, and not paying taxes. We are part of the problem, not part of the solution. But I do think that day is past. We have to worry about doing our thing--it is going to be a long effort, and I personally believe, along with the young people, that everybody has got to do their thing. You ought to be asso­ ciated with something bigger than yourself, something that is very important. I'm very proud to be associated with it. I know it is a long, tough effort. But I know that if we don't do something like this we might very well face a real catastrophe in American democracy. So, I'll tell a final true story which I think illustrates the point. Senator Theodore Green, from the state of Rhode Island, was the old­ est man ever to serve in the U. S. Senate. On the occasion of his ninety-first birthday, he was interviewed by the newspaper reporters. One young reporter said. Senator Green, how does it feel to be nine­ ty years old?” The Senator thought a minute and said, "Son, not bad, when you consider the alternative." 1 i H 0 56 - ■> i �I "PHILLIPS 66" 3 REMARKS OF THE MODERATOR by •I B ,] Mr. James Lee, Assistant Editor Times Leader Evening News For the next hour we will break down into relatively small groups for the purpose of considering specific questions relating to the two problems discussed this morning, The format of the discussion was formulated by Dr. Don Phillips, a Professor of Psychology at the University of Michigan and is knownas "Phillips 66", He observed that. in a series of experimental discussions group sessions, the optimum size for group discussion is most often six persons, A group smaller than this may not be able to keep the discussion going. A group larger than this tends to break down into sub-groups. The "Phillips 66" format has been successfully used by many organizations in "brainstorming" and "think" sessions. It is thought to be most useful in generating new ideas or new approaches to wellknown problems. u 0 Each table has been assigned either the topic of Mass Transit or Solid Waste Management. A discussion guide has been provided for your use along with the program on the Conference. The chairman is responsible for keeping the discussion at the table on the problem assign­ ed to that table. I do hope that everyone at a table avails himself of the opportunity to make his views known. We have decided to follow this format because individuals are likely to weigh the difficulties of these complex problems in accordance with their backgrounds and the roles they play in the area's social and economic structure. 'fl 57 E �■ I DISCUSSION GUIDE MASS TRANSIT J 1. How can Northeast Pennsylvania avoid the plight of some of our bigger American cities that find themselves unable to operate a transportation system? It is transportation an essential element for a growing region? 2. What does Northeast Pennsylvania have to offer which would convince transportation planners and designers that our region justifies the development of a mass transportation system? 3. It is time to stop developing transportation systems on a fragmented piecemeal basis when the whole Northeast region could become a more cohesive community politically, socially, economically and physically. Health and social services, marketing, manufacturing, housing, and the total urbanization process could be linked to a long-range plan for mass transportation. How can an integrated delivery system for all kinds of consumer services be brought about by mass transportation. 4. Is a transit authority, with sufficient powers to establish an integrated circulatory system, politically feasible? Is a mass transit system possible without some form of regional or metropolitan government in Northeast Pennsylvania? 5. Should an efficient mass transit system, which puts the service where the people are, be privately owned with access to a public subsidy, or should it be publicly owned? LI fi d 13 j M fl B 58 I I I �SUMMARY OF DISCUSSION on MASS TRANSIT by Frank Chadwick Luzerne County Planning Commission B o 1 J J Q fl Transportation is an essential element in the growth and develop­ ment of any region; Northeast Pennsylvania is no exception. An efficient mass transit system will have to be planned and developed if this region is to continue its rise from a depressed area category to the status of a prosperous and burgeoning community. It is somewhat ironic, but perhaps Northeast Pennsylvania is fortunate in not having developed as rapidly as other areas of the state and nation. The plight of larger, more rapidly developed urban areas, is reflected by their choked and congested inner-cities. The planners are trying desperately to cope with the situation, but are using stop-gap techniques to try and alleviate the problem that has already engulfed them. For Northeast Pennsylvania, now is the time to initiate feasibility studies, so that the planning, development, and implementation of a modern, safe, clean and efficient mass transit system can get underway before it is too late. It is possible for us to profit from and avoid the plight of bigger American cities. Northeast Pennsylvania has many assets that justify the planning and development of a mass transit system. Geographically, the region is ideally situated within easy driving distance of both the New York and Philadelphia Metropolitan markets; the excellent state and Interstate highway systems make the area the crossroads of Northeastern United States; the growth of tourism and recreation as a major industry of the area; the increase in the number of new, diversified industry as a result of industrial development programs; vast areas of open space and vacant land for the development of new towns; and many fine educational insti­ tutions. All these things point to continued growth and influx into this region. 59 �I I 8 0 0 0 S An integrated delivery system throughmass transit would be the optimum of any comprehensive transit plan of the future. However, our group felt that the cost required to develop such an overall system would be prohibitive, especially in the light of priorities for more pressing problems of solid waste, air and water pollution, and other aspects of urban decay. It was concluded that a less ambitious goal to be used to get started in the area of mas s transit and that a prototype of the overall system be set up on a smaller scale so people could see the advantages of such a system and therefore cause its expansion over the entire region. Most people can not identify with such concepts and probably consider such a plan too costly. Parochialism has probably been one of the main hindrances to continued or more rapid growth of this region. A higher authority is needed to establish such a system. This authority would have to take in many of the smaller political units so as to provide the broad scope that such a system would require to be feasible. Two alternatives were offered: Either private ownership with public subsidy to help develop and establish such a costly system; or, public ownership with the operation contracted with a professional man­ agement firm. n 0 Q 60 Tl �■Bi mmR SUMMARY OF DISCUSSION on I MASS TRANSIT by 0 0 0 H g Donald D. Moyer, Executive Director Economic Development Council of Northeastern Pennsylvania Throughout the discussion of the five questions was a thread of concern about public or private operation of mass transit systems. The participants agreed that an important historical note should be under­ scored, i. e. public authorities have come into the operation of mass transit systems in many larger American cities only after the private systems were no longer available. It was agreed at our table that the luncheon speaker1 s recommend­ ation that the present auto excise tax be set aside for mass transportation is commendable and should be encouraged with the operation of a trans­ portation system. Some at our table expressed concern about the definitions of mass transportation and region. Mass transportation can mean a highly com­ plex and technologically-advanced system including rail, subway, monorail, sky buses, etc. ; but in our region at the pres ent time it may simply mean much mor e efficient use of public transportation within the region. Mass transportation is apriority concerntoday for the Scranton/Wilkes Bar re/Hazleton area for internal circulation, but there was a common agreement that the surrounding counties especially toward the Poconos constitute an important area for mass transportation plans because, of their relation between our urban center and the Megalopolis in the East. We provided the following inventory of assets and liabilities with regard to the justification of the development of a mass transportation system. n ri 1. The highway transportation grid as completed or on the drawing boards is probably very adequate at least to the year 2000. 2. The present airport facilities and capabilities are not adequate and the necessary supplemental public funds do not appear to be in the near future. There is, however, some possibility that the pressure on air services in the Greater New York Area may force the creation of facilities to handle that traffic in an area that might be as close as 50-60 miles from here. 61 J1 ■I I �3. There is optimism about the growth potential of the total region even though there is no promise of population growth from with­ in. In other words, developments will be made to create patterns of in-migration. 4. The existing rail systems and rights of way are under-utilized and could be effectively included. 5. The quality industrial development in Northeastern Pennsylvania tends to take place in modern industrial parks. j> o .i J The participants agreed that an authority is politically feasible once there is enough pressure to create the political feasibility. An authority can come into being without regional or metropolitan govern­ ment because the local communities who give the authority will not need to give up very much present power. They would probably enter into an authority so long as there would be assurance of no additional cost to local government. Our table was evenly divided on the desired pattern of ownership: public, private, and private with subsidy. It was agreed, however, that public ownership maybe the most acceptable if the entire subject of mass transportation is placed before the electorate. J i '' J 62 i 11 �SUMMARY OF DISCUSSION on MASS TRANSIT by James F. Furey Area Operating Supervisor Pennsylvania Power and Light Company Transportation is an essential element for a growing region. However, the facilities should be planned initially so that the region can grow, knowing what the transportation facilities are. In order for Northeast Pennsylvania to avoid the plight of some of our bigger American cities that find themselves unable to operate a transportation system, planning must begin now, not when it becomes a problem. The County Planning Commission is an organization that can do some background work on what is needed in the area. Initially, this research would be on a county level. A Transportation Authority would then be needed to determine how to implementthe items that are needed. The biggest item that Northeast Pennsylvania can offer that would convince transportation planners and designers that our region justifies the development of a mass transportation system is the inducement that whoever operated the system would not loose money. The establishment of industrial parks and the influx of industries to these parks is adequate justification that a mass transportation system is needed. It is time that the entire Northeast region stop developing trans­ portation systems on a fragmented peacemeal basis and make plans that would benefit the entire area. The way to start is by getting the two counties, Luzerne and Lackawanna, to enter into a joint study as to what could be done. At the present time, this is needed, but the feasibility seems doubtful because of political jealousy. A Regional Distribution Center would help make, a more cohesive community. By using the railroad to bring goods to this center and trucks for distributing the goods, we may reduce the number of trucks involved in long hauls of goods. A transit authority with sufficient powers to establish an inte­ grated circulatory system is politically feasible in a county. Once out­ side of county lines, there may be difficulty. 63 �A Mass Transit System is possiblewithout some form of regional government in Northeast Pennsylvania, but to be able to take advantage of government funds, it would be well to have one agency dealing with the federal agency. The Economic Development Council of Northeastern Pennsylvania, Inc. could do tremendous work in this area. A privately owned mass transit system would operate more ef­ ficiently because it would be part of the free enterprise system and would be trying to run the system as a profit. As long as the service is pro­ vided, the general public probably would not care who owned the system. During our entire discussion, one idea was predominate: that was Mass Transportation is a service. If people realize this, the problems of putting a system into operation could be kept to a minimum. p 64 �DISCUSSION GUIDE SOLID WASTE The National Solid Waste Disposal Act of 1965 provides money for demonstration projects and research projects on Solid Wastes. What new and innovative approaches might be persued to help solve the Solid Waste problems in the areas of collection, storage and disposal in Northeast Pennsylvania? Waste making has become a way of life with the American. Companies plan fixed life into their products, which then become solid waste to dispose of. What techniques might be employed in Northeast Pennsylvania to recover or recycle these wastes into the economy as basic materials for new or old processes? Could new industries be developed? What? What are the advantages of sanitary landfill as against incineration for Northeast Pennsylvania? With the rising costs of wages, land and equipment, and the ever increasing volume of solid waste to dispose of, Regional Systems for Solid Waste Management are the best way to keep down the per ton cost of disposal. What elements should be taken into account to provide a highly efficient Regional Solid Waste Management Sys­ tem? Can county government be used as the unit of government as part of a multi-county system ? ] 5. Approximately 6 million junk automobiles are scrapped each year. Some find theirway to junk yards, parts salvage operations; others remain along highways or streets and in backyards. What methods can be employed to insure that junk cars will be disposed of in a proper manner? Can these methods be part of a county or multi­ county system of disposing of junk cars? 6. Although it might be advantageous for several (or many) municipalities or counties to jointly support a solid waste disposal plant--- possibly on an authority basis-could this be an area that might be attractive for private enterprise? Is so, how are rates assessed against each community being served ? By population? Tonnage hauled ? Other? 65 �SUMMARY OF DISCUSSION on SOLID WASTE by Ellsworth C. SalisburyExecutive Vice President Greater Hazleton Chamber of Commerce Our society is crisis oriented. It appears that you must face tragedy or near tragedy before implementing change. The area of pollution control and abatement is approaching these proportions. We are told that we produce seven to ten pounds of solid waste per capita per day. This figure does not include agricultural and other types of waste which would conceivably increase that figure significantly. The enormity of the problem becomes quite clear when you consider a com­ munity of 35, 000 persons, such as Hazleton, will produce 35 0, 000 pounds of solid waste per day, or 2,450, 000 pounds per week. As technology and packaging advances, this figure will, in all probability, increase. We are faced with a situation requiring our best efforts and thinking. The Pennsylvania General Assembly adopted in 1968 Act 241 which is known as the Pennsylvania Solid Waste Management Act. The purpose of this legislation is aimed specifically at the problem and pro­ vides guide lines and procedures for approaching its solution. It creates high standards for the handling of solid waste. It requires municipalities, singularly or jointly, to approach their problems in an intelligent manner. It, in short, enunciates public policy and provides the teeth to insure rigid enforcement and compliance. Solid waste should be viewed as an economic asset requiring recycling. The technology in the area of solid waste is just evolving. However, there are a number of indicators that this material through various techniques, such as composting, can be utilized to economic and, indeed, social advantage. I Solid Waste Management, as it exists today is generally inefficient and socially unacceptable. However, we must recognize the need for broad-based public support in order to generate the needed changes for the following reasons; 66 �■ IfcattfflMBi The present systems for handling solid wastes are outmoded. Any solution for meeting the problem, particularly in urban, congested areas, will require intergovernmental cooperation. The economic implications, particularly when considering in­ itial investments, will be high and it will be difficult to com­ municate the long range economies for such a cooperative venture. And finally, the need for research and the time factor present in such programs make it difficult to gain public acceptance. There are several techniques for handling solid waste, There will, in all probability, be others developed in the future, Existing techniques will be altered as research produces better means. Any program if it is to be successful, must be approached on a multi-jurisdictional basis and the parochial points of view must be re­ sisted. With this type of cooperation on a broad scale, there would then be an opportunity to apply for and perhaps obtain, a F ederal demonstration grant. A consolidation on a governmental service or functional basis would, if successful, lead to additional approaches and other service areas which, in turn, may result, ultimately, in a single functional and geographic government. I a a a I i In order to assure a successful program in solid waste manage­ ment, there has to be total cooperation. This would include cooperation on the part of manufacturers of goods as well as consumers. Manufact­ urers of durable items should be encouraged, through some fashion, to maintain responsibility for their product for its lifetime. Suggestions were made that a manufacturer be required to physically repossess his product when it reaches its final stage of obsolescence. Another sug­ gestion might be that there should be government subsidy to manufact­ urers to makeup any cost differentials in using scrap steel. This would encourage greater use of this metal in products which could be imposed through stricter restrictions on the use of resources. The consumer must also bear a certain responsibility for a system it it is to operate effectively. Trash might be presorted in the home prior to disposal. This would insure better utilization of its eventual re-use by diverting glass, metal, rags, and paper from actual garbage. It was felt that garbage itself could be eliminated through the widespread use of garbage disposal units, and it would eventually become part of the sludge in the sewage, treatment plant and find other adaptive uses. By presorting and developing systems for processing or recycling the assorted waste, economic advantages would be realized. - 67 - ~ �- The entire operation could be set up on a regional basis. An Authority comprised of leading citizens should be appointed to operate the system. This would eliminate or minimize political influences . The Authority would be run as a business with profits, or any gains developed being returned to the communities. Or, the Authority would establish programs for such monies generated which could include back­ filling, recreation, beautification, for example. By presorting waste, it can be more efficiently handled and this would encourage the development of such facilities as a glass plant, kraft paper plant, or other such operations at the final staging site to utilize the waste effectively. The regional Authority could also be set up as a profit making operation, whereby the local communities would buy stock in the cor­ poration, and the profits generated would be returned to the communities in dividends. Any corporation operating on that basis would be required by its contracts with the municipalities to introduce applicable techno­ logical advances to insure consistent and up to date performance. 68 �SUMMARY OF DISCUSSION on SOLID WASTE by Mrs. Marjorie Bart Member of Council Wilkes-Barre, Pennsylvania The 1965 Act provides for demonstration projects. A close sur­ veillance on the results of these demonstration projects should be main­ tained on them before making plans. A suggested demonstration grant would be to make a determination of the content of the solid waste in this region. On the basis of this data, a determination should be made if in­ cineration would take care of the largest share of the solid waste. A further determination should be made to ascertain if the scrap could be separated at the landfill and made available at the site to private waste businessmen via bidding procedure. Although it is not anticipated that this would be a money-maker, the procedure would take care of some of the expenses of either the demonstration projects or the resulting operation. J 1 J 1 1 I d Waste making is one of the natural problems of an affluent society. In a capitalistic society, as long as there isdemand, this type of acitivity will continue. Since the profit motive is of primary concern to com­ mercial establishments! we can assume that the scrap industry as a whole has a keen eye for the materials that will make for additional profit. This observation is amply demonstrated by the recent publicity given to the salvage factor of the aluminum beer can. The salvage value of aluminum products has been well established for many years. The Northeastern Pennsylvania area has a unique situation as far as sanitary landfill is concerned due to the large acreage of anthracite strip mining pits. Some of this acreage could be available at extremely favorable acquisition cost. Thus the unfavorable land involved in strip mining operations can and should be diverted to favorable land uses. A county-wide group, preferably an authority, should be estab­ lished for solid waste disposal. This should be preceded by a public relations campaign so that proper zoning can be enacted or complied with, and this will provide an opportunity to coordinate with the overall planning of the County. In this regard, some areas now have refuse 69 ��SUMMARY OF DISCUSSION SOLID WASTE by Robert L. Betzler Assistant Director of Public Works Wilkes-Barre, Pennsylvania In discussing approaches that might be persued to help solve the solid waste problems, it is apparent that solid waste fill of existing strip mine pits is highly desirable. Therefore, it is imperative that the future effects of large scale controlled filling be ascertained. It was also suggested that basic materials be magnetically coded (like blank checks) to allow for east separation for salvage. Recycling and recovering of wastes into the economy as basic materials for new or old processes should be handled as a national rather than a regional problem. The basic design of manufactured foods should take into account their eventual disposal. Disposal cost could be included in the original cost, forcing the user to pay. However, the application of such a proposal is extremely difficult. Economics and technology are at the base of a recycling process and both are indepen­ dent of Northeastern Pennsylvania. Sanitary landfill is advantageous in Northeastern Pennsylvania in comparison to incineration because it is less costly, reclaims waste land, causes little air pollution, and requires little capital investment. At this point in time, our needs cannot be met by a regional solid waste management system or multi-county system. Similar groupings of neighboring or adjacent municipalities are presently more efficient. Overall standards should be set at the multi-county level,with the methods of compliance to be worked out at a local level depending on conditions. These conditions include optimum size collection agencies, large enough to provide bulk purchasing, maintenance, etc., and yet responsive to the individual needs. Also, centralized landfill location is necessary to minimize travel time and eliminate transfer stations, etc. 71 ��SUMMARY OF DISCUSSION SOLID WASTE by Joseph A. Macialek Resource Development Agent Cooperative Extension Service The Pennsylvania State University An approach to solid waste disposal nowused involves the use of strip mine pits for solid waste disposal. Run-off, seepage, and effects of mixing mine acid water and seepage from solid waste should be thor­ oughly studied. Duplication of projects undertaken at other locations should be avoided. On the basis of conservation of natural resources, recycling should be done because it is wasteful not to recycle. This includes re­ placeable resources like paper as well as non-replaceable resources such as metals. This problem should receive national attention and legislation. Since it may not be profitable to sort wastes in most cases, per­ haps the user should pay a premium for materials that have a one-way ticket. This premium would then be used for helping to dispose of mat­ erial in its waste state. One of the elements that should be taken into account to provide highly successful regional solid waste management system is to iden­ tify the land resources which are suitable for land fill. The reservation of such land is of apparent importance. Sample ordinances and contracts should be developed to assist municipalities into a regional system. (Note--the Penn State Extension Service has copies o.f the contracts used in the State College Area system). The Institute of Regional Affairs might provide this service similar to the work done on the regional swereage systems. One of the problems is the lack of power of a waste management group to acquire a site without local government apporval. It was indi­ cated that this power might be vested directly to the management group. 73 �Most felt that county government could be made the basic unit of government for a regional system; however, there has been much dis­ cussion by lesser government units about erosion of their authority. Legislation and enforcement is needed by each municipality to remove old autos from streets and unauthorized dumping areas. This should be followed by regulation and control of existing salvage yards (not elimination). An added fee to the original cost of the auto can be of help to move the auto back into the production cycle. The user, then, would subsidize the recycling operation. Another suggestion was to purchase and stock­ pile the shredded auto waste until it became profitable to reuse. It is feasible that solid waste disposal operations could be attrac­ tive for private enterprise. Most of the activity in the past was private enterprise and it could be returned. Each local government must make a committment--that is to adopt a code forcing home owners and busi­ nesses to participate and then license private contractors to operate. This would be similar to a utility operation. Payments would be on a per family or per can basis. 14 �SUMMARY OF DISCUSSION SOLID WASTE by Leo A. Corbett, Professional Engineer Director of Public Works Wilkes-Barre, Pennsylvania Suggestions onnew and innovative approaches to solid waste dis­ posal are varied and extremely interesting to explore. A laser beam incineration method is pos sibly too expensive and would still leave a by­ product requiring disposal. Control problems would be difficult, in­ cluding the breakdown of bulk wastes, particularly junk cars. But this is good incentive for research on this type of disposal method. A built-in disposal-vacuum system could be used, whereby waste can be conveyed by high speed to landfills or a transfer station directly from the building, similar to a sewer system. In discussing techniques to recover or recycle wastes, perhaps land-fills can be reduced and replaced by incineration in order to better balance conservation and reclamation. Pollution control would be nec­ essary in incineration. However, modern day and future research would provide control devices to take care of the problem. Presently the country has food and drug laws. Why not control of disposal products and types of containers ? Ordinances can be drawn outlawing the one way bottle. Recoverable wastes should be separated and reclaimed. Re­ claiming of new materials could create new industries. Reclaiming of paper has been done in the past and is feasible now, with many markets available throughout the country. The method of recycling is not, how­ ever, within the capacity of a municipality, but must be governed by National and/or State law. I The citizen must be educated either by news media or other methods to separate the waste materials which can be reclaimed for other uses. 75 ! �The advantages of sanitary landfill as against incineration for Northeastern Pennsylvania are: Cost and availability of land areas. 2. Reclamation of usable land. 3. Reduction of air pollution and maintaining of stricter Controls of disposal. 4. Investment is low. However, a joint effort by Authorities, with many communities is more advantageous. Consideration should be given to incineration methods, as event­ ually land areas will diminish and this will be the only method now known which will remain. High intensity incineration is now being done, although it is expensive. Mass compression of waste materials into blocks to be discarded in deep open areas would reduce storage areas and transport­ ation costs. Some elements to be taken into account in providing a highly efficient regional solid waste system are: 1. Collective combining of areas (may be the most practical procedure). 2. County and/or local municipality combinations (are con­ sidered more preferable for our area at this time). 3. Multi-county programs (not considered pertinent at this time). In order to insure that junk cars will be disposed of in a proper manner, the state should mandate responsibility for disposition. Con­ sideration should be given to including disposal costs in initial licensing cost or by tax. This could be done on a deposit basis with the owner receiving his deposit back when the auto is turned inat a disposal center. Progressive steps toward compaction of junk autos into cubes which could then be used for filling deep stripped areas, should be given immediate attention. Joint support of solid waste disposal plants can be handled by private enterprise with local municipalities or the county making land available for the builder. Plants could be leased to the city or municip­ ality for a 10 to 15 year period, the turned over to the governing agency. . This could also be done on a turn-key operation or allowed to operate at a fixed rate of profit. 76 1 I I �SUMMARY OF DISCUSSION on SOLID WASTE by Frederick J.. Karl Regional Solid Waste Coordinator Pennsylvania Department of Health The National Solid Waste Disposal Act of 1965, which provides money for demonstration projects and research projects on solid waste could be a source of funds to investigate the possibility of combining sewage wastes and selected solid wastes --excluding metal and other reclaimable material -- and treating it as a combined process. Since collection is approximately 70% of the cost in getting rid of waste, a system might be developed as a demonstration to show how to cut down the cost of collection of solid wastes. A project could even be set up to study the effect of home incinerators which would be used to reduce the volume of solid wastes to be disposed of. Of course, the incinerator would have to be designed to meet all air pollution standards. On the question of recycling or recovering solid waste, perhaps paper and cardboard could be worked up into thin sheets to be used in construction. Examples of this would be pressed wall board for housing... Another use for a great deal of solid waste would be to use animal offal, as a food for livestock. I In Northeastern Pennsylvania, the advantages of sanitary landfill over incineration are that there is much land available and the cost for the operation is comparatively low. The elements that should be taken into account for a highly efficient Regional Solid Waste Management System are: 1. A good working operation of the communities to provide a good cost reduction factor. 2. Good sites that will insure long life and nuisance eration. 3. Power for the counties to provide effective solid waste man­ agement systems for the whole area. - 77 - free op- I I J J �The best method to insure that junk carswill be disposed of pro­ perly is to provide legislation to govern the ultimate disposal of the auto as part of the original cost of the auto. This money could then be used to establish a regional plant to dispose of the auto. We feel that a waste disposal operation could be run efficiently either by a public or governmental authority or by private enterprise. Each community might then be assessed on a tonnage basis. 78 1 I �SUMMARY OF DISCUSSION SOLID WASTE by Eugene J. Borofski Pennsylvania Department of Health The National Solid Waste Disposal Act of 1965, which provides money for demonstration projects and research, could be used to finance deployment and construction of transfer stations in rural areas. Re­ search could be conducted in compressing solid waste into blocks or bails before land burial. Shredding of organic material and depositing it in community sewage treatment facilities could be investigated. Some of the techniques that might be employed in Northeastern Pennsylvania to recover and recycle waste are: The salvaging of aluminum products for re-use by the aluminum industry. Z. Crushing of automobiles. 3. Using of solid waste (animal offal) as live stock food. 4. Reusing of paper products and building materials. The advantage of sanitary landfill as against incineration for Northeastern Pennsylvania are preservation of available land--strip mining, cheap land--and the overall cost of disposal. The elements that should be taken into account for a highly efficient Regional Solid Waste Management System are: Combined storage, collection and disposal methods. Z. Location of disposal facilities. 3. Laws and regulations governing solid waste practices, practices. Development of a research program covering different meth­ ods of storage, collection and disposal to increase efficiency and lower cost of solid waste management system. - 79 - �In order to insure that junk cars will be disposed of in a proper manner, state legislation should be enacted to govern the ultimate disposal of autos. A tax on the manufacturer to insure proper disposal should be given serious consideration by the General Assembly. It would be a good idea to establish a Regional Auto Crushing Plant. A solid waste disposal plant could be operated efficiently by either government or by private enterprise. However, there would be a need for control of cost and rates by a governmental body such as the Public Utilities Commission. Rates could be assessed on the tonnage handled. I I 80 �— SUMMARY OF DISCUSSION on SOLID WASTE by Willis W. Jones Executive Vice President Scranton Chamber of Commerce At the present standard of living it has become quite obvious that the amount of solid waste has increased at a fantastic rate. This has been caused by a number of factors such as the population explosion, the pre-packaging of food and other items, and the plannecfobsolescence of some basic appliances and automobiles. In addition Health Departments have insisted that open dumps be closed. The costs of disposal such as the securing of basic equipment used for incineration and sanitary landfill are extremely high. Solid waste disposal is considered to be a municipal function, however, the cost of disposal because of the fractionalization of our municipalities is excessive for some of our smaller municipalities. Therefore, it is obvious that solid waste disposal should be a Regional and/or County function. i I I 1 I There are a number of ways that municipalities can handle this particular function. Among the alternatives already mentioned are incineration and sanitary landfill. A third alternative suggestion is to seek out industries that can use certain types of solid waste such as waste paper which can be re-used and automobiles, if properly stripped and compacted. This, of course, will require that a great amount of research be devoted to a means of separation of solid waste in order to effect these economies. In Northeast Pennsylvania it would seem logical that the best approach to solid waste is the use of sanitary landfill methods. This has the advantage of relatively low unit cost and it also provides a means of reclaiming much of the ravaged countryside. There are many examples of this type of reclamation already in existence in Luzerne County. Although we are just beginning to use the - 81 - �regional cooperative approach as to the disposal of solid waste, the planning bodies of our municipalities and counties should devote more time to engineering a plan of present and future disposal. We should anticipate that grants will be available for res earch and/or construction,,, but above all, all of the governmental bodies affected by the problem of solid waste disposal should promptly insist on strict control as to the existing areas and methods of disposal. I 1 1 11 1 1 I 82 �INTRODUCTION of Tom Bigler, Director WBRE-TV by Mrs. Frank M. Henry, President Junior League of Wilkes-Barre ■ We have now reached what can be considered one of the closing aspects of our Conference. Since over the past several Conferences he has done an admirable job, we have once again invited Mr. Tom Bigler to conduct the unenviable part of our program. That part is the summation of the many topics and ideas which have been presented and discussed. It is an unenviable task because he must select the most cogent points of our discussion, many of which have been extremely pertinent to the problems of the area and especially to the new concept of Regionalism, and suggest as to how these problems can best be solved. [! B B 1 I I 1 I 83 �"APERCU" by Tom Bigler News Director, WBRE-TV Wilkes-Barre, Pennsylvania "APERCU", means a "summing up of what has gone before", And, as we've said before, we sometimes feel as tho we've heard it all before and are in danger of losing heart because while the words of wisdom are plentiful, the action is sparse. While we've wrestled today with two particularly severe problems of local government everywhere, they are symbolic only of the kinds of crises facing local governments and which most local governmenta are not able to solve. Two of cur major speakers today--Mr. Widner at the breakfast and Mr. Hillenbrand at lunch--underscored our basic problem: local governments that are too small to serve. Certainly this is not news to Wyoming Valley. We think there is wider acceptance in this metropolis of our division as being our major problem than most of us realize. We think that we are overripe for a solution. We think that the examples of intergovernmental alliances that have developed and which are under discussion in this decade demon­ strate recognition of a need for some solution. We might suggest that acceptance of the new telephone dir ectory--providing for the first time metropolitan directory for the Valley--is a good omen. And, as was emphasized by speaker after speaker in today's Conference, we cannot begin to resolve our mass transportation and solid waste disposal problems within the confines of any one of our local governments nor without some kind of intergovernmental alliance. II We are not certain that the ultimate solution for our time lies in the county government. Certainly we do not believe this is the answer, if county government continues as it exists today in Pennsylvania. The structure of County government is too weak to handle even the responsi­ bilities it now has. Nor do we believe that the present 67 counties of Pennsylvania constitute the kind of geographical division that would per­ mit even a modern county government to be effective. One associate at breakfast this morning advised us that a move­ ment is underway in Hazleton to seceed from Luzerne County---- -to demonstrate its unhappiness with proposed location of the Community College. This movement suggests that if their wisdom does not prevail - 84 �for all the rest of the County, theywant to become an island unto them­ selves. Interestingly enough, it was only 91 years ago that Lackawanna County was formed by secession from Luzerne County. From much of what we've heard today, we suspect that the thrust if not the particular of the Hazleton revolt runs against the time and needs of today. We think that instead, the traditional rivalries which have divided Lackawanna and Luzerne counties; Scranton and Wilkes-Barre, have hurt us both and helped neither; that our real competition lies not between these two cities or two counties but between us together andthe other metropolitan groupings such as the Allentown-Easton-Bethlehem complex; the Harrisburg-York; the Erie; and of course the Philadelphia and Pittsburg metropolitan areas. One needs only visit the Allentown area and observe the bustle of construction, the new housing, new highways, new shopping centers, the whole explosion of the 20th Century to discover how still our back­ water is. today There has been widespread agreement expressed here that we, in our present organization of government, cannot deal with the multitude of problems that threaten to destroy us. We do not have the government structure, the tax base, nor ev-en the civilian leader­ ship to manage our own affairs. We need, desperately to do some­ thing better. For 9 years now, these Community Growth Conferences have ex­ plored specific problems and have pointed to this same need for better local government structure, concept, philosophy, people to get this reg­ ion into the 20th Century. We still haven't made it and we still show no inclination to accept the changes needed to make it. What has been proposed and what is proposed is not theory nor dream. Other communities in the nation have made it and are making a move. All our problems are subject to rational solution. Unless and until we get off our haunches, these Conferences merely will be the right hand shaking the left, the voices of one being heard by another, a tree falling in a remote forest--and this "apercu" a review of what o thers have accomplished in some far distant land. 85 �CLOSING REMARKS by i Dr. Hugo V. Mailey, Director Institute of Regional Affairs I The success of this Conference will be determined by what you do with these problems in the next two or three years. A Conference is an educational kind of thing. We ought not to expect results in the immediate future. Either as individuals or as members of organizations, you should begin to tackle some of these problems that you explored today. Your active participation here and your participation after you leave here determine whether or not these conferences are successful. I want to thank all invited to participate in this Conference. You contributed immensely to the program. I want to thank those of you who participated in the discussions at the tables. I certainly want to thank all of those who in any way had a share in the arrangements for the Conference. < i : J I I 1 I J I And certainly last but not least, I want to thank all of you for coming. A Conference is never successful without participants, it is never successful without the people that come. But I have a special word of thanks for you who have come. You have not come as passive participants. We stopped that kind of format a couple of years ago. We found out it didn't work. We wanted our audience to participate and be active participants, and you have been very active. ir I i I I I I 86 �ROSTER OF ATTENDANCE Name Affiliation Position Aikens, Harry Commonwealth Telephone 100 Lake Street Dallas, Pa. 18612 Personnel Supervisor Aita, Judy Economic Development Council of Northeastern Pennsylvania 704 First National Bank Building Wilkes-Barre, Pa. Public Information Coordinator Bacon, Allan E. Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pa. Executive Director Barber, Edward S. Commonwealth Telephone 100 Lake Street Dallas, Pa. 18612 Personnel Director Barnasevitch, Francis Greater Hazleton Chamber of Commerce Solid Waste Committee Member Bart, Marjorie Wilkes-Barre City 100 Charles Street Wilkes-Barre, Pa. Councilwoman Beard, Shirley Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pa. Program Director Benning, Harry L. Rice Township Planning Commission Chairman �I I I I Name Affiliation Position Benscoter, Ruth Pennsylvania Department of Health 383 Wyoming Avenue King stop, Pa. Regional Public Health Educator Betzler, Robert L. City of Wilkes-Barre City Hall Wilkes-Barre, Pa. As sistant Director of Public Works Bickhart, Edwin W. Department of Community Affairs Harrisburg, Pa. 17120 Chief, Mass Transportation Division Bigelow, Clifford W. Wyoming Valley Motor Club 303 Market Street Kingston, Pa. Manager Bigler, Tom WBRE-TV South Franklin Street Wilkes-Barre, Pa. News Director Borofski, Eugene J. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Regional Sanitarian Brezinski, Edward W. Nanticoke Chamber of Commerce 171 East Church Street Nanticoke, Pa. Executive Director Burke, Thomas Erie Metropolitan Transit Authority P. O. Box 2057 Erie, Pa. 16512 General Manager Butler, William C.M., Jr. Lower Luzerne Solid Waste Management Committee Box 213 Conyngham, Pa. Chairman Advisory Committee �1 I 11 ^ame Affiliation. Position Butler, Wm. C. M. , III Lower Luzerne Solid Waste Management Committee 133 Woodland JRoad Conyngham, Pa. Conyngham Council Representative Caputo, Mrs. A- Richard Junior League Committee Research Chairman 40 Forest Road Mountaintop, Pa. Chadwick, F rank Luzerne County Planning Commission Court House Wilkes-Barre, Pa. Senior Planner [I Chaplinsky, John Pennsylvania Power and Light Cedar and Buttonwood Street Hazleton, Pa. Community Service Manager [II Chesney, Ray J. Wilkes-Barre City School District 730 S. .Main St. Wilkes-Barre, Pa. Secondary Curriculum Coordinator Clarke, P. J. Luzerne County Commissioners Court House Wilkes-Barre, Pa. Chief Clerk Coates, Mrs. Sterling YWCA and Junior League Public Affairs Chairman of Wilkes-Barre, Inc. 5 89 Charles Avenue Kingston, Pa. Corbett, Leo A. City of Wilkes-Barre City Hall Wilkes-Barre, Pa. I I!' II' I u I I h Director of Public Works �1 fl! Name Affiliation Position Costello, Albert J. 330 Front Street Dupont, Pa. 18641 Mayor Crahall, Brinley Luzerne County Boroughs Associations President Cronin, Richard Greater Wilkes-Barre Chamber of Commerce Executive Secretary Curran, John J, Economic Development Administration Chief, Planning Division Davidson, John S. Pennsylvania Power and Light Company President, Economic Development Council of N. E. Pa. Davis, Warren C. Pennsylvania Department Regional . of Commerce Representative Del Marcelle, Davis J. Lebanon Valley Chamber of Commerce Board Mamber Dzuris, George Housing Authority of the County of Luzerne Board Mamber Earley, C. A. Pennsylvania Power and Light Company Dis trict Manager Farber, G. S. Pennsylvania Power and Light Company Supervisor of Community Palnning Farley, Dr. Eugene Wilkes College President Farrell, John J. Pennsylvania Department C. H. P. Consultant of Health Comprehensive Health Planning I ii T 1' I I !l I 1 I �] Name Affiliation Position Feldman, Robert WNEP-TV, Channel 16 News Director Furey, James F. Pennsylvania Power and Light Area Operating Supervisor Gilbert, Walter J. Pennsylvania Department of Health Gramacke, Stanley 98 Chapel Street Wilkes-Barre, Pa. Halpine, Walter Kings College Chairman, Sociology Department Harenza, Stanley 95 Main Street Inkerman, Pa. Employee of Celotex I Hawke, Herbert West Side Landfill Authority Treasurer '-I I Henry, Mrs. Frank Junior League of Wilkes-Barre President 'I ft Hibbard, Mrs. John Elmcrest Drive Dallas, Pa. 18612 il: Hillenbrand, Bernard F. National Associations of Counties Executive Director Heiselberg, Edward Luzerne County Planning Commission Director I Hunter, Willard Greater Pittston Chamber President of Commerce 1 Hyman, Mrs. Allan League of Woman Voters ■I ’ll I I I Chairman of Municipal Government Committee �I I Name Affiliation Position Jarzenbowicz, John Luzerne County Borough As sociation Legislative Representative Jones, Willis W. Greater Scranton Chamber of Commerce Executive VicePresident Joseph, Samuel J. United Municipal Corporation. Harrisburg, Pa. Vice-President Karl, Frederick J. Pennsylvania Department Regional Solid Waste Coordinator of Health Kazmerski, Sylvester Lackawanna County Parks Recreation and Tourism Kearney, Edward F. Concentrated Employment Program Director Program Wilkes-Barre, Pa. Klee, Albert Department of Health, Education and Welfare Chief, Bureau of Solid Waste Management Klemencic, John Pennsylvania Power and Light Customer Contact Analysis Kneidinger, Joseph Pennsylvania Department of Commerce Kohl, H. Robert Lebanon County-City Planning Department Kopec, Michael Jenkins Township Planning Treasurer and Zoning Commissin Lashford, Edgar Chamber of Commerce Wilkes-Barre, Pa. ■T I I I I I a I 8 I Executive Director Director Executive VicePresident �I < I 11 Position Name Affiliation Lauer, Paul Luzerne County Tourist Promotion Agency Lavelle, Mrs. Mary Betty Kannarr Realtor Lee, James F. Times Leader Evening News Assisstant Editor Lipscomb, Robert Pennsylvania Department of Commerce Scranton, Pa. Lutz, George East Side Landfill Authority McClure, Lamont Model Cities Agency McGee, James J. Lackawanna County Regionsl Director of Community Prigrams Planning Commission McGee, Philip Pennsylvania Department of Health i® McHugh, Michael C. Greater Wilkes-Barre Jaycees 3 Macpherson, Elizabeth YWCA Wilkes-Barre, Pa. Executive Director :u Macialek, Joseph Penn State Cooperative Extension Resource Agent d Mailey, Dr. Hugo IRA - Wilkes College Director Manley, Robert Pennsylvania Power and Light Scranton, Pa. Community Service Co -ordinator nu ip J n <» q Re search-evaluation Officer i > J ■ 8O-153U7S U �r; uU Name Affiliation Position Masoner, Robert Bell Telephone Company of Pennsylvania South Franklin Street Wilkes-Barre, Pa. District Manager Molinaro, Frank 1601 North Mulberry Street Berwick, Pa. Moyer, Donald D. Economic Development Council of Northeastern Pennsylvania Executive Director Muench, Alfred Glace &z Glace, Inc. Harrisburg, Pa. Secretary-Treasurer Mullen, Leo A. Northern Tier Regional Planning Commission Staff Member Niehoff, Walter Wilkes College - IRA Wilkes- Barre, Pa. 1 O'Hara, Vincent T. Greater Pittston Chamber of Commerce I Olson, Jerry Wilkes-Barre Transit Corporation II O' Malley, J. J. First Federal Savings and Loan Association of WilkesBarre O'Neill, Joseph D. U.S. Department of Commerce Economic Development Administration Wilkes-Barre, Pa. ■ 1 I IK HI 1 I I Executive VicePresident Acting Area Director �■ 1 I Name Affiliation Position Pataki, Frank Keystone Job Corps. Center Drums, Pa. Acting Director Patton, Eleanor Betty Kannarr Realty Realtor Pavlovich, Steve P. Jeddo Borough President of Council Peel, Joseph A. Wilkes-Barre City School District 730 S. Main Street Wilkes-Barre, Pa. Assisstant to Superintendant in Secondary Curriculum Peters, Fred J. Bureau of Employment Security 32 E. Union Street Wilkes-Barre, Pa. Manager Pfeiffer, Mildred C. J. Division of Planning Pennsylvania Department of Health 609 H 8c W Building Harrisburg, Pa. 17120 Planning Director Phillips, JohnW. Pennsylvania Power and Light Williamsport, Pa. Community Service Manager Pierce, William East Side Landfill Authority 31 Maffet Street Plains, Pa. Treasurer Poerio, Carlo R. Director of Redevlopment Authority of Community the City of Wilkes-Barre First National Bank Building Relations Wilkes-Barre, Pa. I I I I ! I 9 I I ! �I Name Affiliation Position Pugh, James E. Wilkes-Barre Record 15-17 N. Main Street Wilkes-Barre, Pa. 18701 Editor-in-chief Pyros, Nicholas J. Waskell & Pyros Townhall Building Wilkes-Barre, Pa. Architect Radkewicz, John F. Lackawanna County Regional Planning Commission 310 Jefferson Avenue Scranton, Pa. Executive Director Ransom, R. Lanning West Side Landfill Authority 26 E. Walnut Street Kingston, Pa. Mamber Rees, Mrs. Marnie Osterhout Free Library 71 S. Franklin Street Wilkes-Barre, Pa. Head of Public Relations Central United Methodist Church 65 Academy Street Wilkes-Barre, Pa. Pastor Robinson, Karl E. Public Service Institute Department of Education Box 911 Harrisburg, Pa. Public Service Education Supervisor Rubin, Roger David M. Walker As sociates 1600 Bankers Securities Building Philadelphia, Pa. 19107 Director of Renewal Planning [ I I I Reid, William W. I I ! a i i i �Name Affiliation Position Ruffaner, Robert E, Pennsylvania Power and Light Williamsport, Pa. Community Development Coordinator Salisbury, Ellsworth Greater Hazleton Chamber of Commerce Northeastern Building Hazleton, Pa. 18201 Executive VicePresident Sammon, John P, Wilkes-Barre Real Estate Board 314 Linden Street Wilkes-Barre, Pa. Member Sawicki, Clement J. Redevelopment Authority of the City of Nanticoke 37 N. Market Street Nanticoke, Pa. Relocation Technician Schechter, Edward Stressteel Corp. 221 Conyngham Avenue Wilkes-Barre, Pa. 18702 President Schoonover, William Redevelopment Authority of Wilkes-Barre First National Bank Building Wilkes-jBarre, Pa. Land Development Admibistrator Schrey, Ralph Luzerne County Planning Commission Court House Wilkes-Barre, Pa. Senior Planner Shane, John B. Bell Telephone 120 S. Franklin Street Wilkes-Barre, Pa. Division Operations Manager I r I I I I I ! ! I I a i �I Name Affiliation Position Shantz, Frank P. Luzerne County Commissioners Court House Wilkes-Barre, Pa. County Commissioner Shapiro, Maurice A. Graduate School of Public Health University of Pittsburgh Pittsburgh, Pa. 15213 Professor, E nvi r onm e nt al Health Engineering Shelburne, Thomas P. WNEP-TV Avoca, Pa. General Manager Shelharner, Walter Rice Township R D #4 Mountaintop, Pa. Sheperd, Bob Economic Development Council 704 First National Bank Building Wilkes-Barre, Pa. Research Director Shoemaker, Myron Endless Mountains As sociations Laceyville, Pa. President Siesko, Joseph Nanticoke Chamber of Commerce 221 W. Main Street Nanticoke, Pa. Past President Sites, Edwin A. Pennsylvania Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pa. Regional Coordinator ( I I I I I I I 8 I �Name Affiliation Position Smith, Robert Lackawanna Planning Commis sion 310 Jefferson Avenue Scranton, Pa. 18503 Senior Planner Snively, Foster Rice Township RD 4 Mountaintop, Pa. Snyder, James P. Pennsylvania Department of Health Harrisburg, Pa. Solomon, Paul Luzerne County Planning Commission Court House Wilkes-Barre, Pa. Junior Planner Stockwell, William R. Pennsylvania Power and Light Company Williamsport, Pa. Lock Haven Manager Sweeney, John P. Greater Scranton Chamber of Commerce Scranton, Pa. Executive Secretary Townend, Frank Property Owners Protective Association of Luzerne County 1400 United Penn Bank Wilkes-Barre, Pa. 18701 Director I Tuhy, Philip Wilkes College - IRA Wilkes-Barre, Pa., 1 Vanore, Frank City of Wilkes-Barre City Hall Wilkes-Barre, Pa. I I I I I I I I I City Manager �Name Affiliation Position. Van Der Werker, Ralph Public Health Service 42 Broadway New York City, N. Y. 10004 Regi onal Environmental Control Director Wideman, Edmund C. Board of County Commissioners Luzerne County Court House Wilkes-Barre, Pa. Commissioner Widner, Ralph R. Appalachian Regional Commission 1666 Connecticut Avenue NW Washington, D.C. 20235 Executive Director Williams, Joseph A. Joseph A- Williams Agency 39 N. Franklin Street Wilkes-Barre, Pa. 18701 Insurance Williams, Morgan F. West Pittston Borough 321 Parke Street West Pittston, Pa. Borough Secretary Yashinski, Edward J. Redevelopment Authority Real Estate �«■ 10001LQ203 MILKES COLLEGE LIBRARY j n test I I-'■'■ I?;:' Il I r" ’ 8 I �■F I nI ■ 0 n □ n i ' i 1 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Ninth Annual Community Growth Conference, 1969 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1969 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/ad5c80b43a317cf87685215f25ae039b.pdf 2c45df30c68c7e20198a03934118c52f PDF Text Text ■i b u REAL PROPERTY ENVENTORY Of I D II j n APCHfv^S i HJ'/12ll P4W5 .____ J> INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ■J I �/ 3 REAL PROPERTY INVENTORY OF WILKES COLLEGE B EUGEuZG J I J ,, ;''PA. J 1969 INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �ARCHIVES * - H J4 )zi W'7 I I J I ■11 I I jI I - j ■ ; ■ ■ I - I H 1 .H �I 6 X7 X FOREWORD This Study began as a response, in part, to periodic charges that by continually acquiring high value properties, the College is de­ priving the City of Wilkes-Barre of much needed revenue. The Institute of Regional Affairs, therefore, undertook the task of collecting data on taxes paid on properties at the time of acquisition, and the extent of cur­ rent tax exemptions, in the hope that once such a compilation is made, it would be kept current with each acquisition. As the tax exemption information was being assembled, it became apparent that there was a need to list and tabulate data relating to Col­ lege property required on Federal and State applications for funds, by insurance companies, and to comply with similar requests. This devel­ oped into considerations of a property inventory. This first inventory of the properties of the College, together with the accompanying pertinent tax data, is the initial step, not only in presenting a continuing picture of tax exemption for Wilkes College, but also in developing a property inventory system. It is further hoped that this data, incomplete and fragmentary as it may be, will eventually lead to a comprehensive study of the impact of Wilkes College on Luzerne County, in general, and Wyoming Valley in particular. Hugo V. Mailey Director J? A ld_ izikch S3A|H0fa'V �TABLE OF CONTENTS Page I. IL III. Tax Exemption 1 Property Inventory 5 Inventory - The Key To Growth 9 Wilkes College Campus Map Real Property Inventory. Bldg. Nos. Maps - College Properties by Blocks From West Ross to West River From West Ross to West South bordering on South River and South Franklin Streets From West Ross to West South bordering on South Franklin and South Main Streets From West South to West Northampton bordering on South River and South Franklin Streets From West South to West Northampton bordering on South Franklin and South Main Streets From West Northampton to West Market Concrete City - Hanover Township and Nanticoke City �PART I. I TAX EXEMPTION Financing local government today is a seriously growing prob­ lem. Local governments have several sources of income to meet the demand of increasing municipal services ranging from the general real property tax to donations by various groups. Although local officials are continually searching for new revenues, they find that the real property tax remains the backbone of local government finance. Except for productivity, general property taxes have little theo­ retical support. When subjected to the practical tests of economy, equity, and administration, general property taxes fare even worse than they do in theory. Endless problems arise in the use of the real property tax, among the most vexing being that of tax exemption. Certain types of property, notably that belonging to educational and charitable institu­ tions, are exempt from real property taxation in all states, under sta­ ted conditions. Much of the general public looks with disfavor on tax exemption which producesan overall reduction in real property revenues. This at­ titude, however, overlooks the very significant fact that the major com­ munity benefits of universities and colleges are not measurable in the same terms as are the benefits of tax revenues. The public readily re­ cognizes, and welcomes, the direct contribution to the community through increased employment in terms of faculty and other staff personnel. The public also understands the desirable economic effects of the purchas­ ing power generated locally by colleges and universities. What is frequently overlooked, however, is that all the other com­ munity benefits derived from tax exemption of such institutions, are of the indirect or "spill-over" variety which cannot be measured with the same yardstick. This distinction may be illustrated by the extensive re­ habilitation and construction of educational facilities required to permit a college or university to continue to perform its community role. L L’ In Pennsylvania, the power to grant exemptions to certain clas­ ses of real property emanates from Article IX, Section I of the State Con­ stitution. This Article provides that the General Assembly may, by gen­ eral law, exempt from taxation "institutions of purely public charity- " The Pennsylvania Exemption Act of 1874, passed pursuant to the provi­ sions of the Constitution of 1873, contained the proviso that the tax exemptionshall not apply to property which is used for purposes other than those specified (e.g. charitable, hospital, or college) and from which revenue or income is derived. I -i- �w I Pursuant to the Constitutional provisions, the General As ses sment Law of 1933, as amended, provides for the exemption of hospitals, uni­ versities, and other charities as follows: Section 204. Exemption from taxation. The follow­ ing property shall be exempt from all county, city borough, town, township, road, poor and school tax to wit:. .. All hospitals , universities, colleges, semi­ naries, academies, associations and institutions of learning, benevolence, or charity, including fire and rescue stations with the grounds thereto annexed and necessary for the occupancy and enjoyment of the same, founded, endowed, and maintained by public or private charity; provided, That the entire revenue derived by the same be applied to the support and to increase the efficiency and facilities thereof, the rapid and the necessary increase of grounds and build­ ings thereof, and for no other purpose. Tax exemptions are granted by states under one of two types of presumed burdens. Under the first, or the "public burden" standard, the exemption is justified on the ground that the organization is assuming a public service which government would have to assume if the exempt organization did not. Under the second, or the "humanitarian" standard, the exemption is justified on the ground that the humanitarian or socially desirable activities which the organization is performing should be en­ couraged, even though government would not otherwise be forced to as­ sume the burden of carrying out the activities. In Pennsylvania, tax exemptions to educational and philanthropic institutions are granted mainly according to the "public burden" standard rather thanthe "humanitarian" standard. The Pennsylvania Constitution doesnot permit the exemption of non-profit schools, colleges, and uni­ versities as such, as is the practice in many other states. The exemp­ tion is restricted to those institutions which are "founded, endowed, and maintained" by public or private charity, the basis for the "public bur­ den" standard. Pennsylvania's "public burden" standard is represented in the following language from a 1936 Supreme Court case: "There are substantial reasons why institutions whol­ ly devoted to public charity should be exempt from taxation, since one of the duties of government is to -2- r ?> �I provide food and shelter for the poor. Any institu­ tion which by its charitable activities relieves the government of this burden is conferring a pecuniary benefit uponthe body politic and in receiving exemp­ tion from taxation it is merelybeing givena 'quid quo pro1 for its services inproviding something which the I government would have to provide. " While there is little question about the meaning of the words "foun­ ded" and "endowed" by charity, a number of cases have reached the Su­ preme Court on the question of what constitutes an educational institu­ tion "maintained" by charity. According to the courts, the term does not mean that all, or even a major portion, of the operating expenses of the educational institution must be met by charitable contributions. Two requirements appear to be that operating expenses must exceed tuition fees and that a substantial number of the students must be on scholar­ ships . Furthermore, the courts have interpreted the broad language re­ lating to "income or revenue" not to include fees paid by students, pa­ tients, or other beneficiaries of the charity. Later amendments insert­ ed in the present language specifically exclude from the proviso the in­ come or revenue derived "from recipients of the bountyof the institution or charity." Therefore, receipt of income from tuition fees, patient fees, and the like, does not jeopardize the tax-exempt status of a pro­ perty. However, when a property of a charitable institution is used for the purpose of producing revenues by meansnot connected with the pur­ poses of the normal operations of the institution, the property is not ex­ empt. Additionally, "revenue producing" does not include such integral aspects of an institution's operations such as residence halls, dining facilities, parking lots, and the like. Wilkes-Barre, in which Wilkes College is situated, being a third class city as defined by Pennsylvania law, must not only conform to the provisions of the State Constitution, but must also conform to the pro­ visions of the Third Class City Code, when granting exemptions to cer­ tain classes of property. Section 2504 of the Code directs the City as­ sessor to make a "just and perfect list of all property exempt by law from taxation with a just valuation of the same. " In the mad scramble for additional sources of tax revenues, pub­ lic officials have cast an eye toward taxing college and university pro­ YMCA v. Philadelphia, 323 Pa. -3- 401 (1936). I �I perties, especially in urban centers. One such attempt in Pennsylvania is now the subject of litigation. Regardless of the outcome of court decisions on the question, both the public officials, responsible for the welfare of the general citizenry, and the representatives of educational institutions of higher learning, responsible for raising the educational level of the youth of that citizenry, will have to face up to the same underlying question: What is the community role of colleges and uni­ versities? The benefits that flow from a college are both tangible and intangible, both measurable and unmeasurable. The most obvious bene­ fit is that a college or university provides increased employment op­ portunities on the faculty and staff of the institutions. Much less apparent, however, are the intangible benefits. Col­ leges and universities increase the prestige of a city or region, improve its position in the competition for industrial activities, offer programs which serve many residents not directly a part of the institution, and provide economic stability within an area. These are all important con­ siderations in the marketability of a city and its environs. The future status of tax exemption for institutions of higher learning in Pennsylvania will be determined ultimately by the signifi­ cance and relative weight which a community and its officials place up­ on such intangible, but productive, benefits. -4- �PART II. PROPERTY INVENTORY Inventory control of real property may be defined as the location of property, recording, and maintaining information on the acquisition, identification, location, value, condition, and disposition of each pro­ perty. The major purposes of property inventory controls are: (1) to reveal any unusually large holdings in excess of present needs in one area of the College at the same time that other aspects of the College may lack certain real properties which are essential to its operations; (2) to assist in development of the master plan by showing a complete and accurate record of land and buildings owned by the College, so that these records may show which properties should be acquired for future development; (3) to aid in prevention of theft and misuse, and to establish an accurate proof of loss for insurance claims; and (4) to provide the basis for establishing fixed asset account. The investment in real property represents major expenditures for any charitable institution, and adequate property records are not only a fiscal control, but also a positive aid to management. Property management consists of the administration, operation, protection, main­ tenance, repair, and improvement of buildings and grounds owned by the College. Property control should be the responsibility of a designated of= ficer of the College, whose only interest is to maintain accurate records in the acquisition, movement, and disposition of property. The pro­ perty control officer should maintain inventory records for all Collegeowned real property, and for most, but not necessarily all, Collegeowned personal property. For instance, the per sonal property inventory does not ordinarily include library books which are titled in the regular library card catalog system. The first step in the establishment of real property control is a complete inventory of all land, buildings, and improvements owned by a College. Such an inventory often will reveal properties that have not been recorded, deeds that have been lost, and properties that are being used by private individuals without supervision or control. Such a pro­ perty inventory requires the preparation of the complete history of each building and parcel of land. As the real property inventory work proceeds, an index or led­ ger card should be prepared for each parcel of land. The ledger card should contain a small scale diagram of the property, the date of pur- -5- �chase, the price, the grantor, the purpose for which purchased, a brief description of the building or buildings on the land, and the reference numbers to various maps and files in city, county, and school district records. The property ledger card should contain all information need­ ed to satisfy normal inquiries. In some instances, the property ledger might include, in addition, a photograph of buildings on the property, a photostatic copy of the property deed, and spaces for recording additions and deletions, appraisal, and insurance valuations. The second basic real property record is an envelope or file fol­ der containing copies of resolutions of the Board of Trustees, insurance policies, official recordings of the City or County in the selling or the granting of the land, and other basic documentsand correspondence re­ lating to the parcel of land. The third essential record is a file of maps showing the general location of all College-owned real estate. If the City and the County maintain accurate assessment maps, it may be possible for the College to purchase a set so that the property control officer can mark on these maps the location of College property. An alternative would be to use plan maps which have been prepared by subdividers and identify the land on those maps. It is not necessary to show the location of buildings and improvements on these maps. Therefore, they should be of a scale to show only land parcels. Every effort should be made to have these maps tie in with tax maps. The property record system should permit the classification of property so that proper control can be exercised by classes of property. Real property records should always reflect the holdings in land, build­ ings, and improvements. 1. Land. The land account should include all land purchased by or given to the College. Land purchased should be carried at cost. The values of gifts or grants of land should be established on the basis of an appraisal as of the date received. When land and buildings are purchased together, the cost of each should be determined immediately and allotted to its own classification. When improved property is purchased, and the removal of a build­ ing is necessary to permit construction or use of the land for other pur ­ pose, the building should be recorded at its estimated salvage value and the land at the balance of the purchase price. Of course, any variation between the actual sale price and the estimated salvage value of the build­ ing could be reflected by a change in the amount recorded as land cost, although this may not be necessary. What is important is that whatever procedure is adopted, it be uniform and consistent. -6- �■I I 2. Buildings. The building account should include all permanent buildings and structures together with the fixtures attached thereto. Pur­ chase price value of buildings purchased or cost-of-construction value of buildings should be used whenever possible. In the case of gifts or grants, including construction with federal funds when costs are not ob­ tainable, appraised values should be used. 3. Improvements. Other Than Buildings. The improvementsother-than-buildings account should include all nonstructural improve­ ments, such as pavements, sewers, sidewalks, and other improvements of a permanent character which increase the value of the land. Normal­ ly, values can be recorded on a cost-of-construction basis. However, when costs are not obtainable, appraised values should be used. Land­ scaping costs, including the planting of trees, shrubs, and other plant life of a more or less permanent nature, should be treated as direct ad­ ditions to land valuesand recorded under that classification. Major ef­ forts along this line might be included as land costs, and minor expendi­ tures might be more easily treated as expense. Four methods of determining the value of College property can be used: costprice, appraisal, construction, and a combination of the three. 1. Costprice. First, for inventory and control purposes the value of property owned, acquired, or discarded should be maintained as close to cost as possible. Properties should be carried at cost-purchase price for those bought on the openmarket. Cost price is better for these purposes than market or appraised value, since it is not subject to fluctua­ tions. Periodic inventories will then reflect only the increases and de­ creases resulting from changes in property items. Theuseof this method is recommended because the exact amount invested is always known, and because the market or going values mean little or nothing where no pro­ fit is involved. The recording of fluctuations due to appreciation or de­ preciation is unnecessary with colleges and universities. Demolition of buildings really results in reduction of plant fund, and buildings and only land value remain. 2. Appraisal. Second, is the appraisal method which values the property as near as possible to true value as of the date of receipt of property. The appraisal should be made by persons experienced in set­ ting values for the particular type of property concerned, This method can be used when cost prices are not always available, Cost prices are frequently lacking when the first inventory is set up. Old records may I I �have been lost or destroyed, or they may be in such conditionas to pre­ vent a search for information or as to make a search too costly. In that case the property should be appraised and carried on the books at ap­ praised value, with subsequent additions being shownat cost. Similarly, properties acquired by a gift should be carried at their appraised value at the date of acquisition. Appraisals should be for full value, since they have no relation to assessment or tax rolls. There may be times when replacement values based on reproduction costs may be used in lieu of appraisals. 3. Construction. Third, is the construction method of appraising value for those buildings constructed by the College. 4. Combination. Fourth, is a combination of cost, construction, and appraised values. If property records have not been kept subsequent to purchase, and additions have been made to the original building, a combination of all three methods may have to be used. -8- �PART. III. INVENTORY - THE KEY TO GROWTH Numerous difficulties were encountered in gathering and assem­ bling both the property and tax data. In order to assist the reader in in­ terpreting both types of data, notes are included on each page assigned to each parcel. The attention of the reader should be called, however, to some general comments relating to interpretation of both the tax and property data. At present, it is possible to estimate, in the most general terms only, the amount of revenues which tax-exempt educational and charitable institutions would provide to Luzerne County, including the City of WilkesBarre. Information is lacking, since neither the County nor the City assessing agency has, until recently, produced an annual "just valuation" of any tax exempt property. At the time that the information for this Study was collected, the County Assessor's Office was in the midst of a three year program of reassessing tax-exempt properties. Upon the completion of this work, it will be possible in the future to estimate with a high degree of certainty the value of tax-exempt property, and thus to compute more accurately the tax loss to the County, the Institution Dis­ trict, and the Community College from all exempt property. Under the Third Class City Code, Wilkes-Barre City is permitted to maintain a separate assessment office and to conduct its own assess­ ment of property located in the City, both taxable and exempt. The City Assessor's Office uses different criteria and a different market-to-assessment ratio from those of the County. Thus, it has given its own assessed values to all properties in the City, including tax-exempt pro­ perties. The result of the two different assessing governmental bodies operating independently of each other is that a variance exists between the City and County assessment data. Moreover, whereas all Wilkes College property has been given an assessed value by the City Assessor's Office, the County assessing office had not entirely completed its three year review of tax exempt properties, some of which are College pro­ perties. Records of County and Institution District taxes from 1937 through 1963, stored in the Court House Annex, are not readily accessible. More­ over, in any given year, between 1937 and 1963, it was found that neither the County blotter nor the County assessment cards indicated the actual taxes paid on any piece of Wilkes College property. A spot comparison of computed taxes against the actual taxes paid, if they were recorded, indicates so very little variation that it was deemed unprofitable and -9- I I I I I I �I I inadvisable to further search the assessment records. County taxes for 1964 through 1967 are computed, as indicated on the notes, foreachindividual parcel of College property, because the three-year review is still underway. The exceptions to the computation method of determining County, Institution, and Community College taxes involve those instances in which the College actually paid the taxes. City andSchool taxes from 1937 through 1965 (excepting 1948)are actual taxes paid by the original owner. City and School taxes for 1966 and 1967 are computed, except in those instances when the College paid the taxes at the time of acquisition, because at the time the survey was made, the assessment data had not yet been assembled by the City As­ sessment Office for use by the staff of the Institute of Regional Affairs. It should not be inferred that because Wilkes College falls into the tax-exempt category under the Pennsylvania Constitution and Pennsyl­ vania law, the College has not paid taxes to either the County or the City. The College haspaid taxes to all taxing bodies under two circumstances r. 1. The College haspaid whatever taxes were levied on land and buildings when these have been used for non-educational purposes, i. e. , Gutman property 2. The College has paid whatever taxes were levied and due on land and buildings between the time of ac­ quisition of the property and conversion to an educa­ tional use, i. e. , Kaswinkel property Taxes paid by the College under either of the two possibilities above are either indicated by tax receipts attached to the deeds to the property or in a tax voucher folder maintained by years. It should be noted, however, that differences may appear between taxes due and taxes paid, since the College paid the taxes as any other taxpayer - when the taxes were due and taking advantage of any discounts. In order to maintain consistency throughout this Study, both the computed taxes and the actual taxes are those that would have been paid by the College or the original owner without any discount or abatement. All 1967 taxes for all taxing bodies are what the College would have paid had the property not been tax exempt - and without the discount. Community College taxes for Wilkes tax-exempt properties for 1967 are computed, except for certain properties listed, becausethe tax levied in that year. was first , -10- I I I I I I i I �- In a number of instances, two or more College properties are listed on one assessment card, both by the County and by the City. This makes it difficult to assign accurate assessed values, and therefore, taxes to the individual properties. The difficulty is compounded if a building, such as a garage, is demolished on one of two or mor e properties carried on the same assessment card. Additional difficulty is encountered if with or without demolition of any building on one of the properties , ad­ ditions are made to one or more of the properties on the assessment cards. If the County combines properties on the assessment card and the City does not, then assigning assessment and taxes becomes problematic at best. This did occur in several instances, as noted on the inventory sheet for the properties. lt is difficult to assign individual value and tax for each property converted into the New Men's Dormitory complex, because Wright Street properties were purchased in a bloc from the Redevelopment Authority. Moreover, the College purchased small parcels of land at the rear of properties on both the westerly side of South Franklin Street and the easterly side of South River Street in order to enlarge the dormitory area. It was also difficult to compute accurately the taxes for the Con­ crete City area, because the College property lies in two municipal tax­ ing jurisdictions - Hanover Township and Nanticoke City - and it was difficult to determine how much of the total property was in each juris­ diction. Although much of the data relating to property management does exist and is available and accessible, perhaps the most serious deficiency in regard to property control is the fact that the College has no centralized location for the control and record-keeping of its properties, nor has it devised any system for such control and management. This made pro­ pertygathering for this Study rather time-consuming for the staff of the IRA. The acquisition of 59 College properties (in use or demolished), many renovated, combined with nearly $10 million in building, land, and equipment on over 23 acres in 11 taxing bodies (Luzerne County, Luzerne County Institution District, Community College, Wilkes-Barre City, Wilkes-Barre School District, Edwardsville Borough, Wyoming Valley School District, Hanover Township, Hanover Township School District, Nanticoke City, and Nanticoke School District), with total assets of over $18, 000, 000 necessitates the installation of a sound system of property inventory, accounting, management and control. Such a system is only in the developmental stages. -li­ �The College does have deeds for all its properties filed in the Comptroller's Office. College records are not clear as to whether a specific property was a gift to the College, or whether funds were given to the College specifically for the purpose of purchasing a property. The minutes of the Board of Trustees are the most likely accurate source for determining whether or not a property was acquired by purchase or gift, or a gift of funds for purchase. An inventory sheet on each property should record such information accurately. Tax receipts for the payment of taxes by the College are filed either with the deeds to the propertiesup to 1967 or in an annual voucher folder under the heading of taxes for the last two years. Not only should such tax receipts by located in one place, but the same inventory sheet should also include the taxes paid according to taxing body. Although both the City and the County assessment offices do have market and assessed valuations for College properties, as incomplete and irreconcilable as they may be, Wilkes College does not have a record of either market or assessed valuations, except as such valuationscan be taken from tax receipts. If either assessing agency revalues taxexempt properties, the College has no knowledge of such reappraisal un­ less it pays taxes on the reassessed properties. If both County and City assessing agencies undertake and complete a review of the tax-exempt properties, this information might also be recorded on the inventory sheet for each College property. Construction costs of College buildings are also available. If changes were made in the original award of the contract for construction, final construction costs do appear on the final billing from the contractor, indicating both upward and downward changes. In cases where improve­ ments and renovations have been made to buildings, information per­ taining to the costs of improvements and renovations is in the form of contracts, vouchers, cancelled checks, etc. This information, too, could be recorded on an inventory sheet for each parcel of property so that a complete, current picture of such costs can be easily obtained. The College can support the value of property acquisitions from a variety of sources, including values from the purchase of insurance. This latter is presently maintained in the Business Manager's Office as a separate listing, and well it might be. However, a property inventory might include this information for each separate piece of property. The College does have a record of building areas, but not of total land areas on which the buildings are located. The latter has been ob- -12- I �tained from the County Recorder of Deeds Office, so that the Deed Book and Page could also be included on the inventory sheet. Unless one reads or scans numerous College reports published over the years, the uses that may have been made of a College building may long be forgotten without a complete property inventory. The student paper and the yearbook may soon be the only sources for pictures of for­ mer College buildings which may have been demolished and replaced with modern buildings. Although the College does have information on all presently owned College buildings, it has no information concerning the history of the properties originally located on Wright Street, which were razed under a Redevelopment Authority project, so that the College could acquire the land for the New Men's Dormitory. It might be advisable to include data on these homes and land, especially since the City may be contemplating destruction of its back tax records, not only for an accurate history of the College, but also for purposes of determining a realistic impact of the College on the City and the County. Each inventory page for every parcel of Wilkes College property up to 1967 whichis part of this initial Study presents not only tax and as­ sessment data, but also data useful to the Administration of the College for reports, Federal and State applications, and property appraisals. Surely, this first Inventory of Wilkes College property could have taken less time to prepare and could have beenmuch more accurate and com­ plete an inventory if all the data had been maintained ina single, central­ ized location in a master file, and if it had included a current and com­ plete description of the property as to rooms, building specifications, details of purchase, costs of improvements, history and photographs of the buildings, all conceivable values of a building (assessed, market, insurance, etc. ), and by whom made, construction and demolition information, and taxes paid and to what taxing body. I I I I I i -13- �f �40 Athletic Field & Field House ? WILKES COLLEGE CAMPUS WEST R I V s u s Q U £ H A N N A R I V E R te 17 57 IH O R .' sja 6 , 34 20 10 S 17 B B~ @ ij 9 8 46 13 5 ni <Z) 1 48 t/i 21 </> 51 tn & O CL 23 35 12 a /a 42 14 I 37 0 ki bTq CL flat g o b b < 2 ? O 24 The number preceding each property. Hated in the key below, coincidea with the number in the upper right hand corner of the ap­ z 1. .Conyngham Hall 2. Conyngham Hall Annex £ I I II 3. 4. 5. Chaae Hall 11 Annex Annex Chaae Hall Suaquehannock mock Hall q. n.rbyH — Cor Commona The re 1Hall Barre _r IHall Butler Aahley Aahley Hall 7. 8. ‘ 9. 10. 11. 12. 13. 14. 15. 43 Concrete City □ OFF STREET PARKING AREAS £ propriate inventory aheet. Giea Glee Hall Ha Pickering Pickering Hall Preeldent1 a Home Gymnaalum Sterling Hall 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. McClintock Hall Sturdevant Hall Hollenbeck Hall Harding Hall Warner Hall Stark Hall Research Center DeSylva Property Weckeaeer Hall Weckeaaer Hall Annex Gore Hall Catlin Hall Giea Hall Lot (Patten Property) Welaa Hall Parriah Hall Chapman Hall Guidance Center Snack Bar Denleon Hall Hillman Property 36. Slocum Hall Miner Hall trey 38. Ahlborn Propet 39. Halnna Hall 40. Field Houee 41. 36 Weat River 42. Gutman Property 43. Concrete City 44. 76 Weet South 45. Brockman Property 31. 32. 33. 34. 50. 52. 53. 54. 55. 56. 58. 59. 150 South River New Men'a Dormitory tiding Student Activltlea Building rming , Center for the Performing Eagen Property Kaawinkel Property Chrlatlan Science Building 30 Weat River Street Schappert Property Croaaman Property Bedford Property Whalen Property Weatmoreland Prop-' operty Eugene S. Farley Library �r 1 Name and Address: Conyngham Hall, 120 South River Street Assessed Value: County: $37,830 Market Value: County: Date: 1966 $108,449 Date: 1966 Insurable Replacement Value: $300,000 Date: 1967 Insurable Sound Value: $165,000 Date: 1967 0 Purchase Price: Gift 0 Last Tax Paid; I City: $61,490 I fl County $630.75 382.08 Date: Community College Institution $217.50 150.28 $ $45.39 City 895.31 1,467. 15 School $1,136.35 2,398. 11 3 n 0 Grantors: Bertha R. Conyngham Recorded: Book Number: 2-23-37 761 Use: Page: 403 Date: 2-1-37 Destroyed by fire - December 28, 1968 '3 Area: 22„ 728 sq. ft. 0 Notes: N29°47'W N6O°42'E S60°29'W S30°06'E (1) County and Institution taxes for 1937 were computed by using 1936 assessment and 1937 millage. City and School taxes for 1937 are actual taxes paid, (2) All County and City taxes for 1967 were computed by using I966 assessment and 1967 millage. (3) Assessed City valuation of $61,490 includes both Conyngham Hall and Conyngham Annex and is divided into land ($22, 500) and improvements ($38, 990). (4) Data for both Conyngham Hall and Conyngham Annex was combined on the same assessment card in City records. However, the data for each property has been extracted from the one card and placed separately on each property re­ cord in this inventory. 1937 1967 �u I 2 Name and Address: Conyngham Hall Annex, Rr. 120 South River Street Assessed Value: County: $28,880 Market Value: County: City: Date: 1966 $82,522 Date: 1966 Insurable Replacement Value: $60, 000 Date: 1967 Insurable Sound Value: $38,000 Date: 1967 Purchase Price: Gift !! 5 I 2 9 * '11u br 0 See Con. Hall Last Tax Paid: C ounty $193.22 291.68 Date: Community College Institution $111.47 155.52 $34.65 Grantors: Bertha R. Conyngham Recorded: Book Number: 2-23-37 761 Use: Art Annex and apartment. Area: See Conyngham Hall 6, 622 sq. ft. - Building Page: 404 Cit- School See Conyngham Hall Date: 2-1-37 Notes: (1) County and Institution taxes for 1937 were computed by using 1936 assessment and 1937 millage. City and School taxes for 1937 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) Assessed City valuation of $61, 490 includes both Conyngham Hall and Conyngham Annex. (4) Data for both Conyngham Hall and Conyngham Annex was combined on the same assessment card in City records. However, the data for each property has been extracted from the one card and placed separately on each property re­ cord in this inventory. 1937 1967 �3, 4, 7 Name and Address: Chase Hall, 184-190 South River Street Assessed Value: County: $59,230 Market Value: County: $42,060 Date: 1966 $169,238 Date: 1966 Insurable Replacement Value: $196,000 Date: 1967 .Insurable Sound Value: $170,000 Date: 1967 Purchase Price: Gift ($25, 000 offered) City: Last Tax Paid; C ounty $582.47 598.22 Date: Institution $336.04 319.84 Community College $ $71.07 Grantors: Harold and Katherine Stark Recorded: Book Number: 3-2-37 762 Use: Page: 159 City 648.04 1,003.55 $ School 868. 21 1,640. 34 Date: 1937 1967 3-2-37 Chase Hall was first used as an administration building, and in addition, it housed the cafeteria, the language department, and provided space for a student meeting room. It is presently used by the Education Department. Area: 12,775 sq. ft. N55°20'E S55°20'W S34°40'E N34°40'W Notes: 3 (1) County and Institution taxes for 1937 were computed by using 1936 assessment and 1937 millage. City and School taxes for 1937 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $169, 238 includes land ($18, 600) and improve­ ments ($150, 638) and includes both Chase and Kirby Halls. (4) County assessed valuation of $59,230 includes land ($6,510) and im­ provements ($52, 720) and includes both Chase and Kirby Halls. (5) City assessed valuation of $42, 060 includes Chase Hall only, and is divided into land ($17, 500) and improvements ($24, 560). (6) Data for both Chase Hall and Kirby Hall (184-202 South River Street) was combined on the same assessment card in County records in 1965. However, �the data for each property has been extracted from the one card and placed separate­ ly on each property record in this inventory. (7) The original County assessment cards included the assessed valuation for a garage behind Chase Hall and a garage behind Kirby Hall, which are now part of the Cafeteria. The present County assessment card, which combines Chase and Kirby Halls, gives no indication as to whether the garages are included or excluded in the County assessed valuation for Chase Hall. a 3 �5 Name and Address: Susquehannock Hall, 7 8 West Northampton Street Assessed Value: C ounty: $14,580 Market Value: County: Date: 1966 $51,736 Date: 1966 $16,420 City: it Insurable Replacement Value: $105,000 Date: 1967 s Insurable Sound Value: $75,000 Date: 1967 Purchase Price: Gift 8 County $117.00 147.25 II 1] Date: Last Tax Paid: Institution $67.50 78. 73 C ommunity College $17.49 Grantors: Frederick and Anna Weckesser Recorded: Book Number: 10-4-38 777 Pag e: Use: Presently used as a women's dormitory. Area: 9, 249 sq. ft S60°W N30°8'W 27 City $213.46 350. 02 School $270.93 572.13 Date: 10-4-38 N6 0°E S30°E Notes: (1) County and Institution taxes for 1938 were computed by using 1937 assessment and 1938 millage. City and School taxes for 1937 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $16,420 includes land ($9,750) and improve­ ments ($6, 670). 1938 1967 �6, 7 Name and Address: Kirby Hall, 194-202 South River Street Assessed Value: !t i County: See Chase Hall Market Value: County: See Chase Hall Insurable Replacement Value: $280,000 Insurable Sound Value: $240,000 Purchase Price: Gift $105,485 City: Date: 1966 Date: 1966 Date: 1967 Date: 1967 Last Tax Paid: Date: County Institution See Chase Hall dI Community College Grantors: Allen and Marian Kirby Recorded: Book Number: 7-18-41 809 Page: City $1,011.27 2,516.87 279 Use: Kirby Hall presently houses the language department. Ar ea: 16, 320 sq. ft. School $1,283753 4, 113.91 Date: 1941 1967 7-1-41 Notes: 81 i r 1 (1) County and Institution taxes for 1941 are included in County figures for Chase Hall and were computed by using 1936 assessment and 1937 millage, City and School taxes for 1941 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass essment and 1967 millage. (3) County market valuation of $169, 238 includes land ($18, 600) and improve­ ments ($150,638) and includes both Chase and Kirby Halls. (4) County assessed valuation of $59, 230 includes land ($6, 510) and im­ provements ($52, 720) and includes both Chase and Kirby Halls. (5) City assessed valuation of $105,485 includes Kirby Hall and the Cafeteria. This figure is divided into land ($33,415) and improvements ($72, 070). (6) Data for both Chase Hall and Kirby Hall (184-202 South River Street) was combined on the same assessment card in County records in 1965. However, the data for each property has been extracted from the one card and placed separate­ ly on each property record in this inventory. �(7) The original County assessment cards included the assessed valuation for a garage behind Chase Hall and a garage behind Kirby Hall, which are now part of the Cafeteria. The present County assessment card, which combines Chase and Kirby Halls, gives no indication as to whether the garages are included or excluded in the County assessed valuation for Chase Hall. n �( I ii il ii I; 8 Name and Address: Barre Hall, 154 South River Street Assessed Value: County: $14,900 Market Value: County: Date: 1966 $42,590 Date: 1966 Insurable Replacement Value: $128,000 Date: 1967 Insurable Sound Value: $96, 000 Date: 1967 Purchase Price: $15,000 Last Tax Paid: a a ’fl 0 1 !1 fl B L City: See Stark Hall County $117.25 150. 49 Date: Institution $28.47 80. 46 Community College $17.88 Grantors: Cosmer and Florence Long Recorded: Book Number: 11-15-45 863 Page: 566 City School $233.25 $287.67 See Stark Hall Date: 11-15-45 Use: Presently used lor classrooms offices for the Philosophy Department. Area: 11,425 sq ft. S34°40'E S55°20'W N55°20'E N34°40'W Notes: (1) County and Institution taxes for 1945 were computed by using 1944 ass­ essment and 1945 millage. City and School taxes for 1945 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $42, 590 includes land ($7, 350) and improve­ ments ($35, 240). (4) County assessed valuation of $14, 900 includes land ($2,570) and im­ provements ($12,330). (5) City assessment for 1967 is not available on a separate card; in City records, Barre Hall is listed as a part of Stark Hall. (6) Neither the County assessment card nor the City assessment card gives any indication of the Lecture Hall being constructed from the garage behind Barre Hall. Garages behind Butler and Ashley Halls later became classrooms. 1945 1967 �9 Name and Address: Butler Hall, 158 South River Street Assessed Value: County: See City: Warner Hall Market Value: County: See Warner Hall $18,250 Date: 1966 Date: 1966 Insurable Replacement Value: $180,000 Date: 1967 Insurable Sound Value: $120,000 Date: 1967 Purchase Price: $25,000 Date: Last Tax Paid: County $455.. 51 3 0 3 J I Institution C ommunity College $138.76 $18.00 Grantors: Bruce Payne Recorded: Book Number: 3-5-46 870 Page: 563 City $299.62 435.44 School $346. 87 711. 75 Date: 3-5-46 Use: Presently used for classrooms and offices for the Music Department. Area: 15, 986 sq. ft. N55°20'E S55°20'W N38°40'W S34°40'E Notes: (1) County and Institution taxes for 1946 are not available City and School taxes for 1946 were computed by using 1945 assessment and 1946 millage. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $18, 250 includes land ($8, 750) and im­ provements ($9> 500). (4) For further information concerning County assessed valuation and County taxes, see Warner Hall, 170 South River Street. 1946 1967 �■■ 10 I E i t Name and Address: Ashley Hall, 164 South River Street Assessed Value: County: See City: Warner Hall $15,000 County: Market Value: $16,500 Date: 1966 Date: 1966 Insurable Replacement Value: $110,000 Date: 1967 Insurable Sound Value: $73,000 Date: 1967 Purchase Price: Gift Date: Last Tax Paid: 1I n 1 •1 il 3 a 0 County Institution $455.51 $138. 76 C ommunity College $18.00 Grantors: Marion Ashley Ahlborn Recoi ded: Book Number: 7-8-46 888 Use: Presently used for < lass rooms. Area: 9, 162 sq. ft. Page: 303 City $268.46 393.69 School $310.80 643. 50 Date: 6-1-46 Notes: (1) County and Institution taxes for 1946 are not available City and School taxes for 1946 were computed by using 1945 assessment and 1946 millage, (2) All County and City taxes for 1967 were computed by using 1966 assessment and 1967 millage. (3) City assessed valuation of $16, 500 includes land ($10, 500) and im­ provements ($6, 000). (4) At the time of transfer of property, Ashley Hall was given a market value of $15, 000. (5) For further information concerning County assessed valuation and County taxes , see Warner Hall, 170 South River Street. 1946 1967 �IL 59 Name and Address: Gies Hall, 191 South Franklin Street Assessed Value: County: $18,050 Market Value: County: $51,564 City: $4, 249 Date: 1966 Date: 1966 Insurable Replacement Value: Insurable Sound Value: ! L 1 Purchase Price: Last Tax Paid: C ounty $104.17 182.30 I I 0 $12,000 Date: Institution $53.21 94. 47 Community College $21.66 City $183.59 140.75 (191) (195) 101.38 School $212.54 230.06 165.71 Grantors: F.A. and Elizabeth Stoddart Pearson, et. al. Recorded: Book Number : 3-25-46 870 a Use: a Demolished in Summer of 1967 Library. Area: 8, 053 sq. ft. N34°40‘W S34°40’E Page: 547 Date: 1-5-46 Presently the site of the Eugene S. Farley N55°20E S55°50:W Notes: 0 '1 a I ri Ji (1) County and Institution taxes for 1946 were computed by using 1945 ass­ essment and 1946 millage. City and School taxes for 1946 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $51,564 includes land ($11, 250) and im­ provements ($40, 314). (4) County assessed valuation of $18. 050 includes land ($3, 940) and im­ provements ($14, 110). (5) City assessed valuation of $4, 249 includes land only. (6) County records show two separate cards for 191 South Franklin Street and 195 South Franklin Street until 1965 when both properties were combined on one assessment card for one assessed value of $18, 050. (7) The City has not combined these properties; therefore, the City and School District taxes for 1967 are separated for the two properties. 1946 1967 1967 �12 I. i Name and Address: Pickering Hall, 181 South Franklin Street Assessed Value: County: $13,280 Market Value: County: $24,518 Date: 1966 $37,946 Date: 1966 Insurable Replacement Value: $85,000 Date: 1967 Insurable Sound Value: $50, 000 Date: 1967 Purchase Price: $17,500 City: Last Tax Paid: 5 8 .31 County $‘132. 74 134.12 Date: Institution $45.77 71.71 Community College $15.93 Grantors: Jessie and Harley Gritman Recorded: Book Number: 3-31-49 1025 Page: Use: Presently used for classrooms and offices. Area: 10, 237. 5 sq. ft N55°20'E S34°47:E City $416.80 584.99 130 School $465.84 956.20 Date: 2-11=49 S55°20:W N34°47'E Notes: I 0 0 10 (1) County and Institution taxes for 1949 were computed by using 1948 ass­ essment and 1949 millage. City and School taxes for 1949 are actual taxes paid. (2) All City and County taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $24,518 includes land ($7,508) and improve­ ments ($17, 101). 1949 1967 ��■■ 14 I i Name and Address: Gymnasium, 274 South Franklin Street Assessed Value: County: $62,820 Market Value: County: Date: 1966 $179,477 Date: 1966 Insurable Replacement Value: $348,000 Date; 1967 Insurable Sound Value: $320,000 Date: 1967 Purchase Price: $270,000 City: $192,850 Last Tax Paid: C ounty $1,679.53 634.48 1 Institution $579.15 339.22 City $ ’ 325.55 4,601.40 $138.20 $ School 402.15 7,521.11 Grantors: Hyman Landau, Trustee for YMHA of Wilkes-Barre Recorded: Book Number: 2-27-48 974 Use: Auditorium Area: 24, 200 sq. ft. I n Date: Community College N55°20'E S34°40'E Page: 75 Date: 1950 1967 1-31-48 S55O20'W N34 40'W Notes: (1) County and Institution taxes for 1950 were computed by using 1949 ass­ essment and 1950 millage. City and School taxes for 1950 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $179,477 includes land ($16,375) and improve­ ments ($163, 102). (4) County assessed valuation of $62,820 includes land ($5,730) and im­ provements ($57, 090)o (5) City assessed valuation of $192, 850 includes land ($17, 050) and im­ provements ($175,800). (6) Purchase price of $270, 000 includes land and construction. �15 I I 3 Name and Address: Sterling Property; 7 2 South River Street Assessed Value: C ounty: $24,300 Market Value: County: Date: 1966 $69,416 Date: 1966 Insurable Replacement Value: $65,000 Date: 1967 Insurable Sound Value: $59, 000 Date: 1967 Purchase Price: Gift City: $21,435 Last Tax Paid: C ounty $184.78 245.43 3 s Date: Institution $ 67.60 131.22 Community College City $364.40 511.43 $29.16 Grantors: Gilbert S. McClintock Recorded: Book Number: 7-20-1896 352 Page: Use: Presently used as a women’s dormitory. Area: 11,740 sq. ft. 584 School $450.14 835.96 Date: 7-20-1896 Notes: 0 IB 0 I] (1) County and Institution taxes for 1950 were computed by using 1949 ass­ essment and 1950 millage. City and School taxes for 1950 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $69,416 includes land ($22.. 500^ and im­ provements ($46, 916). (4) County assessed valuation of $24, 300 includes land ($7, 880) and im­ provements ($16,420). (5) City assessed valuation of $21 435 includes land ($6,900) and im­ provements ($14, 535). 1950 1967 �16 I lL! -A. ' 1 Name and Address; McClintock Hall, 44 South River Street Assessed Value: County: $33,120 Market Value: County: Date: 1966 $94,628 Date: 1966 Insurable Replacement Value: $130,000 Date: 1967 Insurable Sound Value: $87, 000 Date: 1967 Purchase Price: Gift City: $23,371 Date: Last Tax Paid: County $195.22 334.51 Institution $ 71.42 178. 84 C ommunity __ College City $648.51 557.63 $39-74 School $771.16 911.46 5 Grantors: Gilbert McClintock Recorded: Book Number: 10-18-51 1134 350 Page: Use: Presently used as a women's dormitory. Area: 18, 828. 56 sq. ft. N55°30'E N35°06‘W Date: 9-1-51 S55°20'W S34°31!E Notes: 0 Q :a (1) County and Institution taxes for 1951 were computed by using 1950 ass­ essment and 1951 millage. City and School taxes for 1951 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $23, 371 includes land ($7, 500) and im­ provements ($15, 871). 1951 1967 �■Mi MB ■Ml 17 0 ID Name and Address; Sturdevant Hall. 129 South Franklin Street Assessed Value: County: $24,670 Market Value: County: Date: 1966 $70, 490 Date: 1966 Insurable Replacement Value: $170,000 Date: 1967 Insurable Sound Value: $118,000 Date: 1967 Purchase Price: $20,000 □ $16,458 Date: Last Tax Paid: County $134.95 249.16 G- I City: Institution $ 49.37 133.21 Community College City $290.65 392.68 $29.60 School $345.62 641.86 a Grantors: Miners National Bank, executor for Jessie T. Sturdevant 3 Recorded: Book Number: 9-25-52 1171 □ Use: Presently used as a women- s dormitory. Area: 15, 962 sq. It. LJ N34°40'W N55°20’E Page: 607 Date: 9-22-52 S34°40! E S55°20'W Notes: 0 3 a 3 (1) County and Institution taxes for 1952 were computed by using 1951 ass­ essment and 1952 millage. City and School taxes for 1952 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 19b6 ass­ essment and 1967 millage. (3) City assessed valuation of $16,458 includes land ($9, 108) and im­ provements ($7, 350). (4) County, Institution and Community College taxes for 196 7 for this property also include taxes for 131 South Franklin Street (Ahlborn Property), because in the County records this property is included on the same assessment: card as Sturdevant Hall. 1952 1967 �0 18 I C‘ r; n fl fl Name and Address: Hollenback Hall, 192 South Franklin Street Assessed Value: County: $2,100 Market Value: County: Date: 1966 $6.000 Date: 1966 .Insurable Replacement Value: $115,000 Date: 1967 .Insurable Sound Value: $103,000 Date: 1967 Purchase Price: Gift $15,270 Date: Last Tax Paid: n County $123. 00’ 127.50 Community College Institution ~$45.00 53. 10 City $274.86 364.34 $18.15 J Grantors: Anna Hollenback J Recorded: Book Number: 4-27-54 1234 Page: 558 School $320.67 595.53 Date: 4-26-54 0 3 Use: Presently used as a women's dormitory. During 1953-54 the building was used as a branch office of the Veterans Administration Guidance Program. Area: 7, 096 sq. ft. !1 Notes: 0 n H City: n 1 S58°37'W N31°23'W N58°30'E S31°23:E (1) County and Institution taxes for 1954 were computed by using 1953 ass­ essment and 1954 millage. City and School taxes for 1954 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $6, 000 and County assessed valuation of $2, 100 includes land only. (4) City assessed valuation of $15, 270 includes land ($6, 000) and im­ provements ($9,270). 1954 1967 �19 s Ci 0 Name and Address: Harding Hall, 141 South Franklin Street Assessed Value: County: $12,710 Market Value: County: Date: 1966 $36,295 Date: 1966 Insurable Replacement Value: $59,000 Date: 1967 Insurable Sound Value: $31,000 Date: 1967 Purchase Price: $22,500 City: $11,408 Date: Last Tax Paid: C ounty $ 98.05 128.37 pr ] Institution “$35.87 68. 63 Community College $15,25 Grantor s: John and Ann Diss Harding Recorded: Book Number: 6-28-54 1245 Page: School $238.52 444.91 City $200.65 272.14 382 Date: Use: Presently used as a Bookstore and United States Post OHice Area: 11, 191.8 sq. ft. N34°17iW N55°20'E 6=28-54 S34°20'E S55°20!W Notes: a 1 rw a 1 (1) County and Institution taxes for 1954 were computed by using 1953 ass­ essment and 1954 millage. City and School taxes for 1954 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $11,408 includes land ($9, 158) and im­ provements ($2,250). 1954 1967 �20 B B !C\ C q 3 B 0 0 0 Q Name and Address: Warner Hall, 170 South River Street Assessed Value: County: $303,670 Market Value: County: Date: 1966 $867,632 Date: 1966 Insurable Replacement Value: $100,000 Date: 1967 Insurable Sound Value: $65,000 Date: 1967 Purchase Price: $35,000 a 0 1 $19,356 Last Tax Paid: $ County 455.14 3, 060. 30 Date: Institution $ 138.76 1,639.81 C ommunity College $364.40 City School Grantors: (170} $461 83 (158} 435.44 (164) 393.69 Michael and Esther McLaughlin Recorded: Book Number: 6-15-55 1277 Page: Use: Presently used as a women's dormitory. Area: 15, 209 sq. ft. 3 a City: S34°40E N34°40'W 225 $754.88 711.75 643.50 Date: 6-15-55 N50°20!E S50°20'W Notes: (1) County and Institution taxes for 1955 were computed by using 1954 ass­ essment and 1955 millage. There is no available record of City and School taxes. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $867, 632 includes land ($32, 8501 and im­ provements ($834,782). This figure, as far as County records show, includes the Lecture Hall, Stark HaH (construction cost for which was $1, 500, 000), and the Research Center. (4) County assessed valuation of $303,670 includes land ($11,500) and improvements ($292, HO), which also includes the Lecture Hall, Stark Hall, and the Research Center. (5) . City assessed valuation of $19, 356 is for Warner Hall only and includes land ($11, 856) and improvements ($7, 500). (6) In 1965, 158 South River and 164 South River were combined with 170 South River on one assessment, card for the County. . The City has not combined these properties. 1955 1967 1967 1967 �(7) Market value, assessed value, and all County taxes include all three properties. (8) Purchase price of $35, 000 is for Warner Hall only, and does not include construction costs for the Lecture Hall, Stark Hall, and the Research Center. �l 1 21,22 rr R. 1 F' r B 3 Name and Address: Stark Hall & Research Center, Rear 158, 164, 170, and 180 South River Street Assessed Value: C ounty: $303,670 Market Value: County: Date: 1966 $684,512 Date: 1966 Insurable Replacement Value: $2,300,000 Date: 1967 Insurable Sound Value: $2,188,000 Date: 1967 Purchase Price: New Construction T 0 3 County $3,060.30 3 B F' l Institution $1,639.81 C ommunity College $364.40 City $1,229.38 School $2,009.47 Constructed by Wilkes College Use: Presently houses the Biology. Chemistry and Physics Departments, Research Center, and lecture halls. Area: 99,641 sq. ft. Notes: "01 ffi Date: Last Tax Paid: Gr antors: T'fj City: 515,250 a (1) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (2) The County has assessed this property along with Warner, Butler, and Ashley Halls, for a combined total of $303, 670. (3) The City has assessed this property along with Barre Hall. 154 South River Street, for a combined total of $515. 250. 1967 �I 23 a 3 tT| Name and Address: DeSylva Property, 159 South Franklin Street Assessed Value: County: $2,050 Market Value: County: $5,850 Date: 1966 Date: 1966 Insurable Replacement Value: Date: 1967 Insurable Sound Value: Date: 1967 City: $5,252 $16,000 Purchase Price: Date: Last Tax Paid: 3 n L 3 n 0 a: ■ C ounty $111.54 20. 70 Institution $33.16 11.07 Community College $4. 51 Grantors: Countessa DeSylva Estate Recorded: Book Number: 4-13-56 1310 Use: Building has been demolished Area; 7, 002. 6 sq. ft. City $134.71 125.31 Page: 292 School $204.82 204.82. Date: 4-9-56 Notes: (1) County and Institution taxes for 1956 were computed by using 1955 ass­ essment and 1956 millage. City and School taxes for 1956 are actual taxes paid. (21 All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) Both the three-story building and the garage were razed in 1956: there­ fore, the 1967 County market valuation of $5, 850 and the 1967 County assessed valuation of $2, 050 are for land only. (4) County assessed valuation prior to demolition was $11. 055 and was divided into $5. 255 for land, $5, 500 for the three-story building, and $300 for the garage. 1956 1967 �i 3 3 - 3 3 3 E E 0 B 24, 25 Name and Address: Weckesser Hall and Weckesser Annex, 166-70 South Franklin St. Assessed Value: County: $25,430 Market Value: C ounty: Date: 1966 $72,652 Date: 1966 Insurable Replacement Value: $486,000 Date: 1967 Insurable Sound Value: $406,000 Date: 1967 Purchase Price: Gift City: $67,075 Last Tax Paid: Date: County $676.43 256.84 Institution $433.79 137.32 C ommunity College $30.51 Grantors: Anna E. Weckesser Recorded: Book Number: 7-24-56 1321 Page: Use: Presently houses the Administrative Offices. Area: 1st 2nd 3rd 4th Thereof Thereof Threrof Thereof - 12,656 sq. ft. - 12,656 sq. ft. - 12, 525 sq. ft. - 7, 200 sq. ft. S34°40lE, S34°40‘E, S34°40'E, S55°20'W, City $1,65 8. 76 1, 600.40 397 N55°20!E, N55°20'E, S55°20!W, N34°40'W, School $1, 844. 56 2,615.25 Date: N34°40‘W, N34°40'W, N34°40’W, N55°20'E, 6-21-56 S55°20 W S55°20’W N55°20'E S34°40'E Notes: (1) County and Institution taxes for 1956 were computed by using 1955 assessment and 1956 millage. City and School taxes for 1956 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $72, 652 includes land ($24, 199' and im­ provements ($48,453). (4) County assessed valuation of $25, 430 includes land ($8,470) and im­ provements ($16,960). (5) City assessed valuation of $67, 075 includes land ($26, 895) and improve­ ments ($40, 180). B 1956 1967 �26 Name and Address: Gore Hall, 275 South Franklin Street Assessed Value: County: $12,470 Market Value: County: Date: 1966 $35,606 Date: 1966 Insurable Replacement Value: $102,000 Date: 1967 Insurable Sound Value: $62,000 Date: 1967 Purchase Price: $21,000 City: $19,650 Date: Last Tax Paid: County $195.45 125.94 Institution $80.60 67. 33 Community College $14.96 Grantors: T. E. Brown and A Estate Recorded: Book Number: 7-31-56 1322 School $402.15 766.35 Powell, Exectors lor Stella Wadhams Page: Use: Presently used as a women's dormitory. Area: 14. 400 sq. ft. S59 °W N59°E City $354.28 468.49 350 Date: 7-23-56 N31°W S31°W Notes: (1) County and Institution taxes for 1956 were computed by using 1955 ass­ essment and 1956 millage. City and School taxes for 1956 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $35, 606 includes land ($11,500) and im­ provements ($24, 106). (4) County assessed valuation of $12,47 0 includes land ($4, 030) and im­ provements ($8,440). (5) City assessed valuation of $19,650 includes land ($7,500) and im­ provements ($12, 150). 1956 1967 �0 B D n 27 Name and Address; Catlin Hall, 92 South River Street Assessed Value; County; $23, 410 Market Value: County: Date: 1966 $66,897 Date: 1966 Insurable Replacement Value: $92,000 Date: 1967 Insurable Sound Value: $75,000 Date: 1967 Purchase Price: $35:000 City: $22., 480 Date: Last Tax Paid; fl B B a County $222.90 236.44 Institution $ 91.92 126.41 C ommunity College City $492.31 536.37 $28.09 Grantors: Dorrance and Mabel Reynolds Recorded: Book Number: 2-11-57 1341 Page: 313 School $505.80 876.72 Date: 2-8-57 Use; Presently used as a women's dormitory. Catlin Hall, which dates back to the early 1840's is considered one of the oldest buildings in the area. Area: 7,867 sq. It. N55°20'E S34°40’E N34°40:W S55°20:W Notes: a 1957 1967 (1) County and Institution taxes for 1957 were computed by using 1956 ass­ essment and 1957 millage. City and School taxes for 1957 are actual taxes paid. (2) All City and County taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $22,480 includes land ($7, 000) and improve­ ments ($15, 480). �1 ijl 28, 59 3 Name and Address: Gies Hall Lot, 199 South Franklin Street Assessed Value: County: $1,710 Market Value: County: $4,899 Date: 1966 Date: 1966 Insurable Replacement Value: Date: 1967 Insurable Sound Value: Date: 1967 Purchase Price: City: $6,075 $6,000 Last Tax Paid: County $65.09 17. 27 - Date: Institution $34.66 9. 23 B Grantors: Lydia T. Patten 0 Recorded: Book Number: 6-3-57 1353 q Use: Demolished Area: 4, 000 sq. ft. a Community College City $129.04 144.94 $2. 05 Page: 544 School $146.48 236.92 Date: 6-3-57 Notes: (1) County and Institution taxes for 1957 were computed by using 1956 ass­ essment and 1957 millage. City and School taxes for 1957 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market value of $4, 899 and County assessed value of $1, 710 include land only. (4) City assessed valuation of $6, 075 includes land only. p p 1957 1967 �,ruT g 29 Name and Address: Weiss Hall, 98 South River Street Assessed Value: County: $20,230 Market Value: County: City: $20,580 Date: 1966 $57,795 Date: 1966 Insurable Replacement Value: $112,000 Date: 1967 Insurable Sound Value: $92,000 Date: 1967 Purchase Price: $35,000 ■’ 0 Last Tax Paid: County $210.29 204.32 LI D Date: Institution $ 86.72 109.24 Grantors: Esther D Recorded: Book Number: 8-31-57 1363 Community College $24.27 School $463.05 802.62 Werber, executrix for Francis Dobson Page: Use: Presently used as a women's dormitory. Ar ea; 10, 526 sq. ft S55°20'W N55°20 E City $450. 70 491.03 124 Date: 8-31-57 S34°40'E N34°40'W Notes: 0 0 D (1) County and Institution taxes for 1957 were computed by using 1956 -ass­ essment and 1957 millage. City and School taxes for 1957 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $57, 795 includes land ($14, 600) and improve­ ments ($43, 195). (4) County assessed valuation of $20,230 includes land ($5, 110) and im­ provements ($15,120). (5) City assessed valuation of $20,580 includes land ($6,400) and improve­ ments ($13,680). 1957 1967 �30, 31 0 n □ Name and Address: Parrish Hall, 16 South River Street Assessed Value: County: $123,610 Market Value: County: Date: 1966 $353,170 Date: 1966 Insurable Replacement Value: $625,500 Date: 1967 Insurable Sound Value: $545,500 Date: 1967 Purchase Price: $350,000 City: $156.974 Date: Last Tax Paid: County $1,650.*06 1,248.46 J Institution $448.38 667.49 Community College $ $148.33 Grantors: Glen Alden Corporation Recorded: Book Number: 12-18-58 1412 Page: 82 City 374.29 3,745.39 $ School 427.28 6, 121.98 Date: 12-18-58 Use: This building presently houses the Economics, Political, Psychology, and Sociology Departments. Area: 43, 340 sq. ft. IS N55°20'E S55°20'W 195 7 1967 S34°40i E N35V'16'W Notes: I I ): (1) County and Institution taxes for 1957 were computed by using 1956 as s essment and 1957 millage. City and School taxes for 1957 are actual "taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $353, 170 includes land ($72, 000} and improve­ ments ($281,410). (4) County assessed valuation of $123,610 includes land ($25, 000) and im­ provements ($98,410). (5) City assessed valuation of $156, 974 includes land ($50, 064) and improve­ ments ($94, 910). (6) The County assessment card for Parrish Hall includes the Parking Lot (28- 30 South River Street) and Chapman Hall (24 South River Street). (7) The City assesses the Snack Bar separately at $13. 351. �p u 1 32, 33 Name and Address: Snack Bar and Guidance Center, 32-42 South River Street Assessed Value: County: $11,670 Market Value: County: Date: 1966 $33,321 Date: 1966 Insurable Replacement Value: $89,000 Date: 1967 .Insurable Sound Value: $62,000 Date: 1967 D Purchase Price: Gift 'j Last Tax Paid: J 0 County $107.36 117. 86 § 1? IB Institution $116.70 63. 01 Community College Estate of Gilbert McClintock Recorded: Book Number: 10-26-59 1440 |B Area: 5, 360 sq. ft io Notes: S34°40'E N55°20'E City $312.41 318.55 $140.04 Grantors: Snack Bar and Guidance Center I $13,351 Date: Use: :: City: Page: 40 School $333.78 520. 68 Date: 9-23-59 N34°40'W S55°20'W (1) County and Institution taxes for 1959 were computed by using 1958 ass­ essment and 1959 millage. City and School taxes for 1959 are actual taxes pa: L (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $13, 351 includes land ($2.. 390) and improve­ ments ($10, 961). 1959 1967 �34 a c Name and Address: Denison Hall, 180 South River Street Assessed Value: County: $13,460 Market Value: C ounty: $23,950 Date- 1966 $38,451 Date: 1966 Insurable Replacement Value: $80.000 Date: 1967 Insurable Sound Value: $48, 000 Date: 1967 Purchase Price: $35,000 City: Last Tax Paid: C ounty $220. 34 135.94 ■u Date: Institution $117.35 72. 68 Community __ College City $560.43 571.44 $16. 15 School $598.75 934.05 fD iO 1 s Grantors: Rosanne and Lanning Harvey Recorded: Book Number: 10-30-59 1440 Page: (Jse: Presently used as a women's dormitory. Area: 16, 874 sq. ft. N55°36'E S34°30'E 202 Date: 10-28-59 N34°45'W S54°57'W Notes: (1) County and Institution taxes for 1959 were computed by using 1958 ass­ essment and 1959,millage. City and School taxes for 1959 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 19b6 ass­ essment and 1967 millage. (3) County market valuation of $38,451 includes land ($13,684' and improv ments ($24, 767). (4) County assessed valuation of $13,460 includes land ^$4,790) and im­ provements ($8, 670). (5) City assessed valuation of $23, 950 includes land ($11,000) and improve­ ments ($12, 950). 1958 1967 �I 1 P I iL J ■ D (0 n 35 Name and Address: Hillman Property, 157 South Franklin Street Assessed Value: County: $2,290 Market Value: County: $6,540 Date: 1966 Date: 1966 Insurable Replacement Value: Date: 1967 Insurable Sound Value: Date: 1967 C $6,077 $16,000 Purchase Price: Date: Last Tax Paid; fo I 6J City: County $119.95 23. 12 Institution $64.13 12. 36 Community College City $155.87 144.95 $5. 03 Grantors: Frederick and Mabel M. Hillman Recorded: Book Number: 11-9-59 1440 Use: Building has been demolished. Area: 8, 102. 6 sq. ft. Page: 253 School $237.00 237.00 Date: 1959 1967 11-2-59 Notes: fB r5 B MNMMM (1) County and Institution taxes for 1959 were computed by using 1958 ass­ essment and 1959 millage. City and School taxes for 1959 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 196b ass­ essment and 1967 millage. (3) Both the three-story building and the garage were razed in 19c>0- there­ fore, 1967 County market value of $6,540 and 1967 County assessed -valuation of $2, 290 are for land only. (4) County assessed valuation prior to demolition was $11.877 and was divided into $6, 077 for land., $5,500 for the three-story building, and $300 for the garage. 1 �I ■ 1 T L 36 Name and Address: Slocum Hall, 115 South Franklin Street Assessed Value: County: $7,980 Market Value: County: Date: 1966 $22,790 Date: 1966 Insurable Replacement Value: $96,000 Date: 1967 Insurable Sound Value: $56,000 Date: 1967 Purchase Price: $25,000 "U i City: $11,448 Date: Last Tax Paid: County $114.52 127.41 1 Institution $60. 99 46. 19 Community College City $271.55 273. 14 $8. 10 School $297.65 446.47 n I - Grantors: F. Noretta Howorth Recorded: Book Number: 6-2-61 1477 Page: Use: Presently used as a women's dormitory. Aiea: 8, 858 sq. ft. S34°40!E S55°20'W 712 Date: 5-24-61 N34°40'W N55°20'E Notes: (1) County and Institution taxes for 196 1 were computed by using I960 ass­ essment and 1961 millage. City and School taxes for 1961 are actual taxes pale. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $11,448 includes land ($3,400) and improve­ ments ($8, 048). n! 'n i 1961 1967 �Name and Address: Miner Hall. 264 South Franklin Street Assessed Value: County: $19,180 Market Value: County: Date: 1966 $54,. 799 Date: 1966 Insurable Replacement Value: $116,. 000 Date: 1967 Insurable Sound Value: $74,000 Date: 1967 Purchase Price: $20, 500 City: $19. 450 Date: Last Tax Paid: County $176. 45’ 193.71 NT Li Institution $93.98 103.57 Grantors: Grace Miner Recorded: Book Number: 12-11-61 1490 C ommunity College $23.01 Page: Use: Presently used as a women's dormitory. Area: 18, 588 sq. ft S55°20'W N55°l/2iW City. $718.72 464.07 1048 School $787.80 758. 55 Date: 1961 1967 11-3-61 N34°30 1/2'E S34°40E Notes: (1) County and Institution taxes for 1961 were computed by using I960 ass­ essment and 1961 millage. City and School taxes for 1961 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (31 County market valuation of $54,799 includes land ($12,750; and imp: d e­ ments ($42, 049). (4) City assessed valuation of $19 450 includes land ($5, 500) and improve­ ments ($13, 950). �38 J 0 Name and Address: Ahlborn Property, 131 South Franklin Street Assessed Value: County: $24,670 Market Value: County: Date: 1966 $70,490 Date: 1966 Insurable Replacement Value: $170,000 Date: 1967 Insurable Sound Value: $118,000 Date: 1967 Purchase Price: $30,000 City: $14,908 Date: Last Tax Paid: c ] ■ li County $226.96 249.16 Institution $145.55 133,21 Community College City $263.28 355.70 $29,60 School $313.07 581.41 Grantors: Ruth Ahlborn, Sarah and William Chaffee, H.A. Hazen, Donald Hazen, N. Gurney, and Margaret Ahlborn, Recorded: Book Number: 3-30-62 1495 Page: Use: Presently used as a women's dormitory. Area: 10, 080 sq. ft. N55°20'E N34°40'W 882 Date: 2-3-62 S55°20'W S34°40sE Notes: r~ ! n I 0 (1) County and Institution taxes for 1962 were computed by using 1961 assessment and 1962 millage, City and School taxes for 1962 are actual taxes paid, (2) All County and City taxes for 1967 were computed by using 1966 assessment and 1967 millage. (3) City assessed valuation of $14, 908 includes land ($7,458) and im­ provements ($7,450). (4) The County records includes Sturdevant. Hall, 129 South Franklm Street and the Ahlborn property , 131 South Franklin Street on the same assessment card. Therefore, market valuation, assessed valuation, and all County taxes for both properties are the same. (5) Insurable replacement and insurable sound values are the same for both properties. (6) City assessment records maintain separate cards for both properties. These separate assessments were used to compute city and school district taxes for 1967. ni « 1962 1967 �0 in ■ U) ■n J J 39 Name and Address: Hainna Hall, 230 South River Street Assessed Value: County: $4,740 Market Value: County: Date: 1966 $13,510 Date: 1966 Insurable Replacement Value: $45,000 Date: 1967 Insurable Sound Value: $25,000 Date: 1967 Purchase Price: $15,000 Date: Last Tax Paid; a Q County $69. 92 ’ 86. 59 0 g g Institution $44.84 46. 11 Grantors: Thomas W Recorded: Book Number : 6-17-63 1523 Area; 1: $7,600 ■■ g JI City: Community C ollege City $177.94 181.33 $10.24 School $203.82 294.40 1963 1967 and Carrie M. Watkins Page: 885 Date: 6-18-63 4, 000 sq. ft. Notes: (1) County and Institution taxes for 1963 were computed by using 1962 ass­ essment and 1963 millage. City and School taxes for 1963 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 196b ass­ essment and 1967 millage. (3) Hainna Hall was demolished in June, 1968. (4) County market valuation prior to demolition was $13 510 and included land ($3, 578' and improvements ($9, 932). (5) County assessed valuation of $4, 730 included land ($1,250) and im­ provements ($3,480). (6) City assessed valuation of $^ ,600 included land ($3, 000) and improve­ ments ($4, 600). '■ i n �-I 40 t 1 Ui Name and Address: Field House #1, Edwardsville J Assessed Value: County: $1, 160 Date: 1966 Market Value: County: $3,312 Date: 1966 Insurable Replacement Value: $112,000 Date- 1967 Insurable Sound Value: $108,000 Date: 1967 Purchase Price: $38,000 n Ui j a |a JI B 0 a 1 0 B O I 1 Date: Last Tax Paid: County $11.71 Institution $6. 26 ~ Community College $1.39 Grantors: Glen Alden Corporation Recorded: Book Number: 12-6-63 1535 Use; Athletic field and front field house Area: 10.24 acres S49°30'W N32°30'W Page: 150 Municipal $17.40 Date: School $46.40 1967 12-6-63 N49°30'E S40°30'E Notes: (1) County and Institution taxes for 1967 were computed by using 1966 asse- sment and 1967 millage. Borough and School taxes for 1967 were computed co u.-bii 1966 County assessment and 1967 borough and school millage. (2) County market value includes Lot #13 ($3. 072) and Lot #15 ^$240'. (3) County assessed valuation includes Lot #13 ($1, 080) and Lot #15 (S30'. (4) Areas for Lot #13 and Lot #15 are 6.24 acres and 4 acres respe tively. �Date: Last Tax Paid: C punt $5. 35 3 Institution $2. 86 Grantors: Andrew Barney Recorded: Book Number: 4-27-64 1543 Use: Field House (rear) Area: 0.5 acres N52°45'E N37°15'E Community College $.63 Page; 81 Municipal $7. 95 Date: School $21. 20 4-27-64 S52°45'W S37°15'W Notes: County and Institution taxes for 1967 were computed by using 196c assessment and 1967 millage. Municipal and School taxes for 196" were compute 1 by using 1966 County assessment and 1967 borough and school millages 15 and 40 mills respectively. 1967 �41 Name and Address: Women's Dormitory, 36 West River Street Assessed Value: County: $21, 500 Market Value: County: Date: 1966 $61,412 Date: 1966 .Insurable Replacement Value: $126,000 Date: 1967 Insurable Sound Value: $111,000 Date: 1967 Purchase Price: $40,000 City: $23,358 Last Tax Paid; - 1 fl 2 C ounty $261.00 217. 15 Date: Institution $152.56 109.08 Community College City. $584.18 557.32 $25.80 Grantors: Michael and Esther McLaughlin Recorded: Book Number: 7-17-64 1548 School $642.34 910. 96 1 Page: Use: Presently used as a women's dormitory. Area: 6, 800 sq. ft. S34°40'E S55°20'W 672 Date: 7-15-64 N34°40'W N55°20'E Notes: I n ■ (1) County and Institution taxes for 1964 were computed by using 19r 1 essment and 1964 millage. City and School taxes for 1964 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 196b ass­ essment and 1967 millage. (3) City assessed valuation of $23. 358 includes land ($8, 008) and immo ■-> ments ($15, 350). 1964 1967 �JI 42 Name and Address: Gutman Property, 280 South Franklin Street 3 3 Assessed Value: County: $7,720 Market Value: County: Date: 1966 $22,055 Date: 1966 Insurable Replacement Value: $80, 000 Date: 1967 Insurable Sound Value: $45,000 Date: 1967 Purchase Price: Gift City: $10,000 Last Tax Paid: I County $101.85 77. 97 -J Date: Institution $57.23 41.68 Community College $9. 26 City $238.60 256.,50 School $275.00 390. 00 1J J Grantors: Rachel Wolfe Gutman Recorded: Book Number: 10-7-64 1554 Use: Area: J I U I n Fl ffll Bl L Page: 542 Date: 10-7-64 This property has always been used for apartments. 9, 350 sq. ft. N55°20'E S34°40iE S55°20'W N34°40’W Notes: (1) County, Institution, City, and School taxes for 1964 are actual taxes paid by the College. (2) County, Institution, City and School taxes for 196 7 are actual taxes paid by the College. (3) City assessed valuation of $10, 000 includes land ($2, 300) and imp: ments ($7,700). 1964 1967 �43 i B Name and Address: Concrete City, Hanover Township and Nanticoke City Assessed Value: County: $8.394.50 Date: 1966 Market Value: County: $24, 270. 00 Date: 196 6 HI It ..nsurable Replacement Value: Date: 1967 Insurable Sound Value: Date: 196’’ Purchase Price Gift Last Tax Paid: .. County $222.50 i n Date: Institution Til 1. 50 Community College Municipal $10.07 Nanticoke $ 35. 25 Hanover Twp. 127.5 9 Gr antors: Glen. Alden Corporation Recorded: Book Number: 12-31-64 1559 School $ 65.47 268.62 1967 1967 ■■ fl Use: Training Center Area: 39 acres Page: 251 Date: 12-30-64 Notes: ' i a a I JI (1) The taxing districts for Concrete City are Hanover Township. ano N ■ticck City. Approximately eight acres or one-fifth of the focal area of Concrete Ci:v is situ­ ated in Nanticoke. Thus, Municipal and School taxes for this acreage were computed by using one-fifth of the assessed County valuation for 1966 ($1,678. 90' and the 19b‘7 municipal and school millages for Nanticoke City, 21 and 39 mills respect-. ely. Likwise, municipal and school taxes for the remaining a- reage, which is situated ii. Ha over Township have been computed by using four-til ths of the County assessed a'.ua tion for 1966 ($6 715.60) and the 1967 municipal anct school millages for Hanover Tow ship, 19 and 40 mills respectively. (2) County and Institution taxes for 1967 were compued by using 1966 assess ment and 1967 millage. (3) County market valuation of $24 270 includes land ($2, 340' and improve­ ments ($21, 930). (4) This pi opcity may be located in County records on Aerial Map K8, Block "A", Lot 5. �44 fl' 8 n 0 Name and Address: Chase Apartment Building. 76 West South Street Assessed Value: County: $6,320 Market Value: County: Date: 1966 $18 075 Date: 1966 .Insurable Replacement Value; $66.. 000 Date: 1967 Insurable Sound Value: $46.. 000 Date: 1967 Purchase Price: $12,500 City: $6,879 Last Tax Paid: County $9'7.50 ’ 63. 83 0 n Date: .Institution $61.00 34. 12 C ommunity College City $172.04 164.13 $7. 58 Grantor s: Estate of Hamilton and Lieuween Chase Recorded: Book Number: 4-13-65 1564 Page: Use: Presently used as a womeks dormitory. Area: 2,625 sq. ft. 1st Thereof 5, 250 sq. ft. - 2nd Thereof 679 School S247.64 268.28 Date: 2-23-65 ■ S56°56'W, N55 o 56:E, N34 o 40'W, S34 o 40 E o o S55°54'W, N56°56'W, S34°18 E, N34°40E Notes: (1) County and Institution taxes for 1965 were computed by using 1964 ass essment and 1965 millage. City and School taxes for 1965 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 19r-6 — -essment and 196 7 millage. (3) County market valuation of $18. 075 includes land ($2. 240'- and improve ments ($15., 835). (4) County assessed valuation of $b, 320 includes land ($7S0'i and improrements ($5,540). (5) City assessed valuation of $6.87 9 includes land ($3,279' and improv-ments ($3, 600). 1965 1967 �d! 45 Name and Address: Brockman Property, 246 South River Street Assessed Value: County: $3,450 Market Value: County: Date: 1966 $9,850 Date: 1966 Insurable Replacement Value: $25,000 Date: 1967 Insurable Sound Value: $14,000 1 Purchase Price: $11,500 1 Last Tax Paid: County $54.82 47. 67 1 TjJj n City $4,276 Date: Institution $28.19 25.48 Community College City $136.95 102.02 $5. 66 Grantors: Stanley and Anna Brockman Recorded: Book Number: 4-19-65 1565 Page: 282 School $197. 13 166.76 Date: 4-15-65 Use: Building was demolished in 1966; lot is presently used as a parking area. s Ar ea: 4, 066 sq. ft. R Notes: a Oj L_ S55 ^20'W N55°20'E S34°59'E N34°5 9'W (1) County and Institution taxes for 1965 were computed by using 1964 assessment and 1965 millage. City and School taxes for 1965 are actual taxes paid, (2) All County and City taxes for 1967 were computed by using 1966 assessment and 1967 millage. (3) Both County and City assessment figures for 1966 are based on '.he value of the land only. 1965 1967 �Name and Addres:s: Women's Dormitory Assessed Value: County: $7,980 Market Value: County: 150 South River Street Date: 1966 $22,798 Date: 1966 Insurable Replacement Value: $102 000 Date: 1967 Insurable Sound Value: $66,000 Date: 1967 Purchase Price: $40, 000 City: $13,800 Date: . Last Tax Paid: County $51.15 78. 28 Institution $35.65 41.85 Community College $9. 30 Grantors: Margaret and Edward Yashinski Recorded: 6-30-54 Book Number : 1570 Page: Use: Presently used as a women's dormitory. Area: 17, 020 sq. ft N55°E N35°W 316 CitY S285.13 353.97 School $496.80 538.20 Date: 6-29-65 S55° 20'W S35°E Notes: 3 3 . i i i ' ' , I 1| (1) County, Institution, City, and School taxes for 1965 are actual taxes paid by Wilkes College. (2) County, Institution. Community College, City, and School taxes for 1967 are actual taxes paid by Wilkes College. (3) City assessed valuation of $13, 800 includes land ($6, 100) and improve­ ments ($7, 7 00). 1965 1967 �n 47 n Name and Address: New Men's Dormitory. 262-64 South River Street Assessed Value: County: Market Value: County: $673., 400 City: Date: 1966 Date; 1906 Insurable Replacement Value: $136., 000 Date: 1967 .Insurable Sound Value; $115.000 Date: 1967 Purchase Price: $28,303 Cast Tax Paid; County 2 '1 Date: Institution Community College City School $16“067.32 $26,626.00 Grantors; Wilkes-Barre Redevelopment Authority Recorded: Book Number: 8-1-65 1570 Use: Cafeteria and merrs dormitory Area: 90, 306 sq. ft. + 4, 036 sq. ft. Page: 874 Date: 8-1=65 f— Notes; '0 1 )■ n □ 1) In view of the fact that the County has set neither an assessed value nor a market value, County, Institution, and Community College taxes for 1967 are neither available nor can they be realistically computed. 2) City and School taxes for 1967 were computed by using 1966 assessment and 1967 millage. 3) The College purchased the property from the Wilkes-Barre Redevelop­ ment Authority for $23, 808; cost of construction of the building was $1, 950, 000. 4) The grantor for the total area of land was the Wilkes-Barre Redevelop­ ment Authority; however, data concerning original individual owners together with pertinent statistical data concerning the original separate properties is found on the accompanying data sheets. 1967 �1 ffi T! REDEVELOPMENT AUTHORITY PRO PERT Y ~DE~S CRIP T ION AND DEED DATA LOT 1 2 3 4 5 6 7 27 28 29 30 31 32 33 34 35 36 20 21 22 24 25 26 27 28 29 30 31 32 33 34 35 ORIGINAL OWNER Heidenr eich Stolfi Stolfi Havas Gruvis W illiams Brennan Shepard Gleason Barnes Peter s McGour ty Taylor F isher Clausen Nicholson Redevelopment Stolfi Stolfi Temple Israel St anave Stephenson Fraley Snyder Fiesler Dewell Kovac Simpson Corp. Simpson Corp. Westmoreland Caruso Lumley WRIGHT ST. ADDRESS 36-38-40 32-34 30 28 26 22-24 14-16-18-20 62 60 58 56 54 52 50 48 46 42-44 15-17 19 21 27 29 31 33 35 37 39 41 43 51 57 59 DEED NUMBER 1501-163 1547-522 1547-520 1525-569 1528-14 1532-884 1491-38 1324-635 1528- 1 1519-562 1541-78 1539-578' 1543-723 1525-563 1543-762 1529- 11 1543-1102 1538-923 1538-923 1514-676 1527-936 1525-557 1526- 1193 1527- 927 1531-615 1551-1024 1543- 480 1544- 480 1553-1 1525-1191 1527-227 AREA 40 x 94 40 x 162 40 x 165 20 x 135 20 x 135 40 x 142 56 x 76 40 x 141 15 x 97 15 x 97 15x97 15 x 97 15 x 97 15 x 97 14 x 97 14 x 97 40 x 122 40 x 60 20 x 60 20 x 60 20 x 7 5 20 x 70 20 x 80 20 x 80 19 x 80 20 x 80 20 x 72 20 x 70 44 x 57 44 x 80 21 x 85 19 x 85 Notes: The names listed above are those of the original owners from whom the Redevelopment Authority purchased the properties. �I .. REDEVELOPMENT AUTHOR1TY PROPERTIES county’ VALUATIONS AND COUNTY TAXES fi ] g i 1 ■ LOT YEAR ACQ. 1 2 3 4 5 6 7 27 28 29 30 31 32 33 34 35 36 20 21 22 24 25 26 27 28 29 30 31 32 33 34 35 1964 1964 1964 1963 1963 1963 1963 1963 1963 1963 1964 1964 1964 1963 1964 1963 1964 1964 1964 1964 1963 1963 1964 1963 1963 1963 1964 1964 1964 1964 1963 1963 ORIGINAL OWNER WRIGHT ST. ADDRESS MKT. VALUE Heidenr eich 36-38-40 $ 633 Stolfi 32-34 19:850 20.. 292 Stolfi 30 Havas 28 379 26 Gruvis 37 9 22-24 Williams 778 Brennan 863 14-16- 18-20 800 Shepard 62 Gleason 60 220 240 58 Barnes 260 Peter s 56 McGourty 54 260 Taylor 52 260 Fisher 50 260 Clausen 48 220 Nichol son 240 46 Redevelopment 42-44 2, 880 Stolfi .15-17 8.042 Stolfi 5, 874 19 Temple Israel 21 609 Stanave 27 287 Stephenson 273 29 F raley 31 283 Snyder 33 292 Fiesler 35 27 0 Dewell 37 292 Kovac 5. 936 39 Simpson Corp. 41 27 3 Simpson Corp. 43 542 Westmoreland 51 780 Caruso 57 316 Lu ml ey 286 59 ASSD. VALUE $ 220 6, 950 * 7,100 * 130 130 27 0 300 280 80 80 90 90 90 90 80 80 1,010 2. 820 ■’ 2,060 : 250 100 100 100 100 90 100 2,080 •: 100 190 270 110 100 COUNTY TAX $ 5G.45 65. 10 65. 10 22. 42 22. 42 25. 76 43. 13 27. 87 16. 98 17. 06 20. 05 20. 05 20. 05 17. 57 19. 21 17. 06 31. 50 34. 44 32. 40 16. 80 18. 49 14. 90 14. 70 17. 72 15. 61 15. 89 22. 81 15. 96 16. 80 27. 93 13. 24 12. 51 INST. TAX $ 28. 34 36. 58 36. 58 14. 38 14. 37 16. 52 27. 66 17.. 87 10. 89 10. 94 11. 26 11.26 11. 26 11. 26 10. 79 10. 94 17. 70 19. 35 18. 78 9. 44 11. 85 8. 26 9. 04 10. 01 10. 19 17. 19 8. 96 9. 44 15. 69 8. 49 8. 02 Notes: 1) The names listed above are those of the original owners from whom the Redevelopment Authority purchased the properties. All of these properties on which the New Men's Dormitory is now located were part of the Wright Street Pro­ ject and were acquired by the Redevelopment Authority in 1963 and 1964, and were acquired by the College from.the Redevelopment Authority in 1965. JI 1 �■M* 2) Market and assessed valuations for the properties listed above are taken from County assessment data as of the time of acquisition by the Redevelopment Authority and are for land only, except those marked with an asterisk which in­ clude land and buildings. 3) For properties acquired by the Redevelopment Authority in 1963, County and Institution taxes were computed by using 1963 County assessed valuations and 1964 tax millages. 4) For properties acquired by the Redevelopment Authority in 1964, County and Institution taxes were computed by using 1964 County assessed valuations and 1965 tax millages. B - a �ldl! REDEVELOPMENT AUTHORITY PROPERTIES CITY VALUATIONS AND CITY TAXES LOT 18A 6A 6 5 4 3 2 2A 16 s a 14 13 12 11 10 9 8 26 * 4 25 24 23 22 21 20 19 sf: f g I IL' ni 18 12 17 16 YEAR ACQ. 1964 1964 1964 1963 1963 1963 1963 1963 1963 1963 1963 1964 1964 1964 1963 1964 1963 1964 1964 1964 1964 1963 1963 1964 1963 1963 1963 1964 1964 1964 1964 1963 1963 ORIGINAL OWNER Heidenreich Stolfi Stolfi Havas Gruvis Williams Brennan Shepard Gleason Barnes Peters McGourty Taylor Fisher Clausen Nichol son R e.development Stolfi Stolfi Temple Israel Stanave Stephenson F raley Snyder F iesler Dewell Kovac Simpson Corp. Simpson Corp. Westmoreland Caruso Lumley WRIGHT ST. ADDRESS 36-38-40 32-34 30 28 26 22-24 14-16 18-20 62 60 58 56 54 52 50 48 46 42-44 15-17 19 21 27 29 31 33 35 37 39 41 43 51 57 59 ASSD. VALUE CITY TAX SCHOOL TAX 5, 700 7, 400 2,511 2, 491 2, 800 3, 107 2, 895 $ 59. 52 142.55 185. 07 62. 09 61. 60 69. 24 76. 83 71. 59 $ 65.45 156. 75 203. 50 69. 05 68. 50 77. 00 85. 44 79. 61 1,700 42. 04 46. 75 1., 792 1,792 1,942 1, 692 1, 607 1,733 3,700 2, 480 44. 44. 48. 41. 40. 42. 92. 62. 81 81 56 84 19 85 53 02 49. 28 49. 28 53. 04 46. 53 44. 19 47. 65 101.75 68. 20 1,440 2, 260 1, 390 1,540 1.540 1,487 1,700 2,220 1,920 36. 55. 34. 38. 38. 36. 42. 33. 48. 01 88 37 51 08 77 04 51 01 39. 60 62. 15 38. 22 42. 35 42. 35 40. 89 46. :: 61. t n 52. 80 2, 518 1, 382 1,498 62. 97 34. 17 37. 04 65. 50 41. 19 $ 2, 380 * Notes: 1) The names listed above, are those of the original owners from whom the Redevelopment Authority purchased the properties. All of these properties on which the New Men's Dormitory is now located were part of the Wright Street Pro­ ject and were acquired by the Redevelopment Authority in 1963 and 1964, and were acquired by the College from the Redevelopment Authority in 1965. 5 5 6 7 �I J 3 a a n r. ’I JI i ra ■ 1 2) Assessed valuations tor the properties listed above are taken from City­ assessment data as of the time of acquisition by the Redevelopment Authority. 3) For properties acquired by the Redevelopment Authority in 1963, City and School taxes were computed by using 1963 City assessed valuations and 1964 tax millages. 4} For properties acquired by the Redevelopment Authority in 1964. City and School taxes were computed by using 1964 City assessed valuations and 1965 tax millages. 5) City assessed valuation and City and School tax figur es for 62 and 5 8 Wright Street are unavailable. 6) City assessment and fax records combine 15-17 and 19 Wright Street: therefore assessed valuation and taxes listed for 15-17 Wright Street include 19 Wright Street. 7) City assessment and tax records combine 41 and 43 Wright Street: therefore, assessed valuation and taxes listed for 41 Wright Street include 43 Wright Street. �R71 48 cl E p [Tji 1 Name and Address; Student Activities Building, 76 West Northampton Street Assessed Value: County: $8 540 nil dL Market Value: County: Date: 1966 $24,410 Date: 1966 a Insurable Replacement Value: $105,000 Date: 1967 Insurable Sound Value: $75, 000 Date: 1967 I Purchase Price: $25, 000 R|Us Last Tax Paid: County $62.92 78. 27 City: $13,000 Date: Institution $44.82 41. 85 Community College . City $172.04 310. 18 B D Grantors: Edward and Alice Williams 10 Recorded: Book Number: 8-6-b5 1573 fra Use: Presently houses offices for the Beacon, Amnicola Area: 7,200 sq. ft. la $9.30 Page: 729 School $247.64 507.00 Date: 8-2-65 and Student Government. $ Notes: r r> U f [1 1 I (1) County and Institution taxes for 1965 were computed by using 1964 ass­ essment and 1965 millage. City and School taxes for 1965 are actual taxes paid. (2)> All County and City taxes for 1967 were computed by using i960 assess­ ment and 1967 millage. (3) County market valuation ol $24,410 includes land ($4. 082) and improvements ($20, 328). (4) County assessed valuation ol $8 540 includes land ($1,430) and impr -•’■ements ($7, 110). (5) City assessed valuation ol $13 000 includes land ($6 000 and improvements ($7, 000). 1965 1967 �Ml ■■MBH! , I?Ji 1 ■ r 1 I ■ r u B y 49 Name and Address: Center For The Performing Arts, West South and River Streets Assessed Value: County: Market Value: County: City: $300,000 Date. 1966 Date: - Insurable Replacement Value: $910,000 Date: 1967 Insurable Sound Value: $910,000 Date; 1967 Purchase Price: Gift Last Tax Paid: County Date: Institution C ommunity College City $7.. 158. 00 School $11,700.00 Grantors: Wyoming Valley Society of Arts and Sciences Recorded: Book Number: 10-16-64 1555 Use: Theater Area: 32, 550 sq. ft Page: 310 Date: 3-28-65 Notes: i : J 7 ij J ;n ‘ I 1} In view of the fact that the County has set neither an assessed value nor a market value, County, Institution, and Community College taxes for 1967 are neither available nor can they be realistically computed. 2) City and School taxes for 1967 were computed by using 1966 assessment and 1967 millage. 3) The County has not yet assessed this property: the land was assessed by the County at $9, 750 prior to construction. 4) Since the building was newly constructed by the College, purchase price data is not available. However, the construction cost for the building is $934 009. 5) City assessed valuation of $300, 000 includes land ($16.000) and improve­ ments ($284, 000). 1967 �k' 50 Name and Address: Eagen Property, 237-39 South Franklin Street f Assessed Value: County: $11, 990 Market Value: County: Date: 1966 $34,262 Date: 1966 Insurable Replacement Value: $98,000 Date: 1967 Insurable Sound Value: $ 58, 000 Date: 1967 Purchase Price: $40,000 City: $11.. 365 Last Tax Paid; County $ 89.93 121. 09 Grantors: Date: Institution $56.35 67. 74 Community College $14,38 Recorded: 10-28-66 Book Number: 1603 - Use: Presently used as a women's dormitory. Area: 10, 040 sq. ft. U' School $443.24 332.44 Joseph and Marguerite Eagen r Hi f=? City $306.08 271.68 Page: N55°40'W S34°40'E 572 Date: 10-26-66 S55°40'E N34°40'W Notes: ■ 5' 1, 1 |M (1) All County and City taxes for 1966 are actual taxes paid by Wilkes College. (2) All County and City taxes for 1967 were computed by using 19oc assessment and 1967 millage. (3) City assessed valuation of $11, 365 includes land ($3, 940) and im­ provements ($7,425). 1966 1967 �51 .. Name and Address: Kaswinkel Property, 68-74 West Northampton Street Assessed Value: County: $18,000 Market Value: County: $51,736 $33,890 Date: 1^66 Date: 1966 Insurable Replacement Value: $190,000 Date: 1967 Insurable Sound Value: $135,000 Date: 1967 Purchase Price: $62,000 City: ■ dill a Last Tax Paid: County $182.81 Grantors: Date: Institution $97.74 7 City $808.62 School $1, 321.71 Albert Kaswinkel Recorded: 2-1-67 Book Number: 1609 1 Community College $21.72 Page: 97 Use: Presently used as a women's dormitory. Area: 18, 420 sq. ft. Date: 2-1-67 - 1 1a Notes: (1) All County and City taxes for 1967 are actual taxes paid by Wilkes College. (2) City assessed valuation of $33, 890 includes land ($13, 200) and im­ provements ($20,690). 1967 �i 1* L: T ‘ J. J: ' 52 Name and Address: Christian Science Building, 185 South Franklin Street Assessed Value:; County: $23, 510 Market Value: County: Date: 1966 $67,182 Date: 1966 Insurable Replacement Value: $81,000 Date: 1967 Insurable Sound Value: $65,000 Date: 1967 Purchase Price: $160,000 City: $18,550 ■ I 11 Last Tax Paid: 0 C ounty '$237.45 Date: Institution $126.95 Community College $28.21 City $442.60 School $723.45 T? .1 J I 0 0 D - Grantors: First Church of Christ Scientist Recorded: Book Number : 4-12-67 1613 Page: N34°40iW N55°20!E S34°47’E S55°20'W Use: Lecture Hall Area: 9, 000 sq. ft. 511 Date: 2-13-67 Notes; (1) This property was tax exempt at time of acquisition. (2) All County and City taxes for 1967 were computed by using 1966 assess­ ment and 1967 millage. 1967 �!iE di 53 bi! Name and Address: Sterling Property, 30 West River Street 1 K Assessed Value: County: $9,810 Market Value: County: 17 O' Date: 1966 $27,989 Date: 1966 Insurable Replacement Value: $65,000 Date: 1967 Insurable Sound Value: $59,000 Date: 1967 Purchase Price: $35,000 $18,750 Last Tax Paid: C ounty $161.60 99. 08 L' r idl City: Date: Institution $86. 40 52. 97 C ommunity College $11.77 City $480.93 558.32 School $731.25 910.96 Grantors: Miners National Bank, Executor for Ailine Payne Sterling Recorded: Book Number: 3-15-67 1611 Page: 257 Use: Presently used as a dormitory and offices. Area: 4, 500 sq. ft. Date: 3-15-67 Notes: (1) All County and Institution taxes for 1966 were computed by using 196^ assessment and 1966 millage. City and School taxes for 1966 were actual taxes paid by Wilkes College. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $18,750 includes land ($6,750) and improve­ ments ($12, 000). 1966 1967 �,T - . I 1 1 fi il 54 Name and Address: Schappert Property, 251 South River Street ■: fl Date: 1966 $22,555 Date: 1966 Insurable Replacement Value: $62,000 Date: 1967 Insurable Sound Value: $55,800 Date: 1967 Purchase Price: $25,000 Assessed Value: County: $7,800 Market Value: County: City: $9,925 0 Date: Last Tax Paid: County $ 78.78 100.24 Grantors: I Institution $42.12 53. 59 Community College $11.91 City $236.81 254.57 School $377.22 387. 07 N. Frederick Schappert Recorded: 7-14-67 Book Number: 1620 Page: 1163 Use: Presently used as a women's dormitory. Area: 6, 515 sq. ft S60°W S30°l/2'E Date: 7-13-67 N60°E N30°l /2'W Notes: (1) All County and City taxes for 1966 were computed by using 1965 ass­ essment and 1966 millage. (2) All County and City taxes for 1967 were computed by using 196b ass­ essment and 1967 millage. I 1966 1967 ��1 j. j : 56 I I 11 d n ti J Name and Address: Bedford Property, 96 West South Street Assessed Value: County: $4,730 Market Value: C ounty: $13,510 Date: 1966 Date: 1966 Insurable Replacement Value: $235,000 Date: 1967 Insurable Sound Value: $200,000 Date: 1967 Purchase Price: Gift City: $22,520 I Last Tax Paid: County $168.75 Grantors: Date: Institution $105.75 Community College $5. 67 City $537.32 School $878.28 Miners National Bank of Wilkes-Barre, Executor for Paul Bedford. Recorded: 11-17-67 Book Number: 1629 Page: 744 Use: Presently used for classrooms and offices Area: 15,485 sq. ft. N29°47:W N60o42’E Date: 11-17-67 S60°29'W S30°06’E Notes: J ! I n u n ■ I n (1) All County and City taxes for 1967 were computed by using 19*' assessment and 1967 millage. (2) City assessed valuation of $22, 520 includes land ($9, 000) and im­ provements ($13,520). 1967 �57 I I Name and Address: Whalen Property, 235 South Franklin Street Assessed Value: County: $8, 630 Market Value: County: City: $14,370 Date: 1966 $24,665 Date: 1966 Insurable Replacement Value: $120.000 Date: 1967 Insurable Sound Value: $84, 000 Date: 1967 Purchase Price: $40, 000 8 3 Last Tax Paid: a a S' 3. C ounty $87. 16 Date: Institution $46.60 Community College $10.35 City $342.86 Grantors: Edward and Jeanne M. Whalen Recorded: Book Number: 12-26-67 1631 Page: Use: Presently used as a women's dormitory. Area: 10,915 sq. ft. 3 S66°42'W N60°33'E 668 School $560.43 Date: 12-26-P7 N29o°37’W S29°37’E Notes: Q 0 0 0 (1) All County and City taxes for 1967 were computed by using 19^. essment and 1967 millage. (2) County market valuation of $24. 665 includes land ($6, 125) and improve­ ments ($18,540). (3) County assessed valuation of $8,630 includes land ($2 140' a: - :: provements ($6,490). (4) City assessed valuation of $14. 370 includes land ($7, 770) and impro -■>ments ($7, 800). 1967 �58 ‘ I Name and Address: Men's Dormitory, 262-64 South River Street Assessed Value: County: $12,470 Market Value: County: I Date: 1966 $35,624 Date: 1966 Insurable Replacement Value: $136,000 Date: 1967 Insurable Sound Value: $115,000 Date: 1967 id Purchase Price: $37,500 J] Last Tax Paid: City: $19, 170 _ 111 ■ County $125.94 .. L Date: Institution $67.33 Community College $14.96 City $464.07 School $758.65 Grantors: Westmoreland Building Corporation (from Joseph P. and Grace B. Flanagan) Recorded: Book Number: 2-20-68 1639 Page: 111 Use: Presently used as a men's dormitory. 3 Area: 4, 000 sq. ft. S34°40'E S55°20'W 808 Date: 2-20-68 N34°40'W N55°20‘E Notes: I ■ (1) All County and City taxes for 1967 were computed by using 1966 assessment and 1967 millage. (2) County market valuation of $35, 624 includes land ($2, 708) and improve­ ments ($32,916). (3) County assessed valuation of $12,470 includes land ($950) and improve­ ments ($11, 520). (4) City assessed valuation of $19, 170 includes land ($4,620) and improve­ ments ($14, 550). I 7 47 91 1967 �RIVER V I WILKES COLLEGE CENTER FOR , THE --- PERFORMING At \RTS. ‘ 1 J I fiura • i r l_£ 5 r? ~Sk.' h ' t Zb $ f—s’31 a 8 �&W. SOUTH 1“ 1X3 * d J 50i * *!*■ Coiyj * I& 2 13 □ bll 3 il rn ib g 0 il; I in lU ' j' 5j fl I; >r ? IE_c "''a'.'! ' |J< .'0 >’ , i *4 $ <:> S>4 p �ii SOUTH i J 50»’; „ «’*■ • J 1 U * ^TEMPu/s/tfa A * Xz 2 5 a $ .■ * 3S23 □ .1 J D 3 !• Sf i- DIVVER !n 1U .n i r I'; 'a' 1 $> ? £ ': 5 _JL j? yi ■& S SJ �-Hi I % :o I■£ I XJ I •j-. Jie^.. .j ; 'vHTH: ■ —<3'—^r-- -r*----- 36*- ••a.:;^_r.-=<,_ r-X r -‘ .. Ml J f y^1 . /■^c^Sree ?.y*\ k ./ z<? £. rr|d £ 3 Mr ? ; rrfl : > f= fr : £C: ! 5 * ; 1 , -ES !♦z<! mL. • »z U 77J 232 »;u Jfoj&an. t L.j r © /» «7Z77GS ■* V S. MAIN f-M----- ^.. ’> i: W| 1 ) J *; ® -r* ML X-2«t_ ’P-------- ! , i I A l iHj <A«5-Z7 --~s! r qn s’U /‘Kh fl PRT'a- 0Vz7- —A & Gil r- ___ <Ktt£^------ PL •k: in? ies. t F.l l-’S L i — r n ? hXiRNUM i ” ,'E ' ■■■? M H£. — Q JI | [A JX JV/ 8 W IM —& �Lft® ----- hi 3? ?> n r ir CD o VEXES COLLEGE jj2> -I NATHAN DSHN/SON J L Jj B --yr-T^-r- -‘T <f<Z'7Z> Ik "L._ !;-l 5s ft "Pi ft fl Gn* ou a rtf WILKES I -—rfT*- - COLLEGE „ £jSTARK SCIENCE ELDC ±3£ ~J nij pj t i J LJ X, iFM 11 i' ft ■ i J" - ~1~ ■ 3,’ '■ P'-. 0 I *“ ■““* ~ ?/ EUGDJE SHEODQN EARLEY LIBRARY [‘ g. s p 11 k I T.i L** -4.-^ r$-^f5C..— ft 34 U r-y*] F ^axtaui Ctza af pF a F r/>—ft* ■ JUT I TST^ 1~ ~77---------- —JU —1 !Ct~ inr. o ~uT' S. FRANKLIN ~E77 /J7 �W. NORTHAMPTON T©* I r - m. cn X’,’'f;,1 ■M ';,:. ■'/ ;.'!:fW«.‘|J I',',;-. : up|.vi> <rwzjz-..p 35 7s 3 ......... ,nr.r* , «;, -i1 '•■ C,’ (••■'. •■• • ' J .-I '1 ; ' r 0 *£-— ' i Urd 1-0■r jj’fl .-2 | c Pt?0 I a® o L ,;0A It' ic a '-1’ Ci fl/AJr^E "6 o' o'" rt _Jf V [< ~J ’" - : l: " ’-hb .g o M,' s ■ \■I’hI Sa 'I, GROVER .•J? .< - i1? 2 jr?*’ . □ <? u •-------- ~—•/ p ?. z J-&FV J j R r\ ■ r— S!. 5 s 5 CO 1 1 Q WILKES COLL EC F ’ WECKESSCR HALL ' i II ■;; z 3TTE^i ____ C-“ -J.____ LSL---- »----- ?.Ha r J ' 00 , h •' • \< -e ' »'. <! . / . " 3 ,5 n,f^r- j -■ i > ' i i i i<i ‘i k! cu ' 8 ? i'f • j '■ . J;; 4 . ' I- ; " W. SOUTH •; < J �w. >t HHl I . : ..S-— i" ^■or. MARKET MJ Zf' ii - I; '', • ■ © r4. Is?£ = r-"f 4' i !y_j % T&* 5 TW> 't lu. . f-1 gra I’"" p-T® taj, pH N/LKCf. COIL£G£. J R^3-1 ! -.-;.-'153;,...!.. ,. mE kf >...'!, 1 , Z. feh3<3ti g “—r- 5 * 5 8 ip? u rt0-is?sr: -■» T-^Ifatci Couece y PiAce^in', tprca. Of4pot nS-'S^" ?? tt u L I > a vi ] I —— ."C:,< Ol'S WYOMING 11 . a l»I IT?—E— jc^nHl^cOMMuiurr ■NFER C£A : ! >V£sr.iroH£lA»^ CLt I VALLEY ...... “? 'S HPD ■ iJ if ’ !S-T Bhptist Church n-n nt et tun Jf-ir rttllti cksiz I u L asUj6^ZA«®4^ j ji'...j,. ■■ 1 ■ L ? I fes *Ow/aIt#4 ?, Ij Ji »v< , I1 ‘I I -x-” . V'lyj•Tu>■ ij •t-L-'i ’]_• .*.! S-r'- • • *'i» '--z; » lXvaw >- <!-. ■ • -?r] VV . NORTHAMPTON ’.• i A>\$r , \-l I I ��1 *1 IBIIHBH iJ 1000151550 vil KFS COLIFGF I IRRKRY rd D 0 tr ill b 1 n I. J. �b ’ll I ’ I 1 i J Hubl Ur. r ■ ; 1 I E L U r? I i I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Real Property Inventory of Wilkes College, 1969 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1969 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/6a2e028b43fe21276ca67b74a76fc267.pdf aed0c273fc294ff10ff60f7057cd237a PDF Text Text la L. SALARIES, WASES, OB FRINGE BENEFITS ■v Li r id IN ■I LUZERNE COUNTY MUNICIPALITIES ■■ ■ ■ LL r 1969 •1 INSTITUTE OF REGIONAL AFFAIRS ■T lili WILKES COLLEGE •T lARCHIViX IT! •J JS267 ' L8W6832 WILKES-BARRE, PENNSYLVANIA �I I [l I 11 Ib ■i I p SALARIES, WAGES, AND FRINGE BENEFITS IN LUZERNE COUNTY MUNICIPALITIES ii ---------------------------- - | EUGENE SHEDDEN FARLEY LIBRARY ! 1933 WILKES COLLEGE WILKES-BARRE, PA / L II I 1969 IB IB I if' INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania �^-CHIVES I ' FOREWORD Z/^j H This is another of a continuing series of compilations of wage, salary, fringe benefits, and supplemental personnel data for municipalities in Luzerne County. It is prepared annually to provide focal officials with some of the detailed information needed to prepare realistic budgets. For the first time, data for all classes of municipalities is consol­ idated in a single compilation, providing a more comprehensive and con­ venient budgeting tool than the previous separate compilations for cities, boroughs and townships presented during the past five years. There has been no change in the scope of the survey. The information is still confined to data on salaries, wages, and fringe benefits. However, the staff of the IRA is planning to supplement future reports with additional and useful data. It must be emphasized that the purpose of the survey is not to pass judgment on current municipal practices in setting local salary and wage rates in county municipalities, nor to establish standards for compensation. Its sole purpose is to give local officials a general picture of pay rates for both elected officials and employees. Caution should be exercised in using the salary and wage data for comparative purposes. Comparisons are not valid unless they are made with a complete knowledge of specific job descriptions, the varying degrees of authority and responsibility, and the wide variations in duties and functions of officers and employees, even those having the same or similar titles. Footnotes have been provided where required to indicate comblna tions of positions, or other factors effecting compensation in given municipalities. M 3 The Institute of Regional Affairs again extends its appreciation to the local governmental officials for their continued cooperation in making this survey possible. The excellent response to requests for data is gratifying because it reflects a continuing and growing interest among municipal officials in the use of objective information in the formulation of their individual policies. Hugo V. Mailey. Director Institute of Regional Affairs 82-161222 �s IIni ’ll TABLE OF CONTENTS PART I WAGE AND SALARY RATES PAGE OFFICE OR POSITION ■ B ■ I ■ ■ E i I J I I s I I I ' Il<i Mayor Members of City Councils, Borough Councils, First Class Township Boards Auditor Controller Tax Collector Treasurer City Clerk-Secretary Engineer Solicitor Planning Director Manager Assessor Building Inspector Health Officer Housing Inspector Building Superintendent Janitor Custodial Worker Police Chief Sergeant Patrolman Fire Chief Assistant Fire Chief Fire Fighter Street Commissioner Equipment Operator Laborer Mechanic Driver ii 1 3 5 5 7 7 7 9 9 11 11 11 13 13 13 15 15 15 17 17 17 19 19 19 21 21 21 21 21 �TABLE OF CONTENTS s PART II FRINGE BENEFIT DATA PAGE Hours Overtime PolicyVacation Policy Paid Holidays Retirement Plan Sick Leave Workmen's Compensation Medical Benefits Mileage Allowance Uniform Allowance Policy 23 24 25 26 27 28 29 29 30 31 1 I �10 s 10 iJ :.i 8 PART I WAGE AND SALARY RATES ■ S 1 B a 3 1 �■ MAYOR I CITIES Hazleton Nanticoke Pittston Wilkes-Barre LEGAL MAXIMUM SALARY POPULATION $ 32,056 15, 601 12, 407 63,551 1969 BUDGET 8,000.00 3,200.00 2,600.00 2,400. 00 $ 1,800. 00 1, 200. 00 1, 500. 00 2,400.00 FIRST CLASS TOWNSHIPS2 J •J i 8 I a 3 a Hanover Newport Plains Wilkes-Barre 12,781 7, 083 10,995 4,319 $ 4, 258 3, 562 1,163 845 2, 586 3, 669 5, 626 5,711 4, 747 6,431 5, 068 1, 6505 1,615 183 20,261 235 4, 390 855 5, 118 1,934 144 346 10,401 1,418 1, 843 1, 524 6,751 833 6, 278 6,998 3,166 1,778 4,127 472 $ $ BOROUGHS3 Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort F reeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville -1 - 1,100. 00 900.00 500.00 300.00 700.00 900.00 1, 300. 00 1, 300. 00 1,100. 00 1, 500. 00 1, 300. 00 500.00 500.00 300.00 4,300.00 300.00 1,100.00 300.00 1, 300. 00 500. 00 300.00 300.00 2,300.00 500.00 500. 00 500.00 1, 500. 00 300.00 1, 500. 00 1, 500. 00 900.00 500.00 1,100.00 300. 00 $ 780.00 600.00 DNA4 DNA 150.00 450.00 700. 00 DNA DNA 1, 000. 00 1,200. 00 400.00 DNA 60. 00 2,400. 00 100.00 6 125. 00 1, 285. 00 480.00 ___ .7 90. 00 2,180.00 DNA ______ 7 300.00 1,400. 00 DNA 1,000. 00 600.00 360.00 300.00 600.00 100.00 �■Ij I 'M IB FOOTNOTES TO PRECEDING DATA ON SALARY OF MAYOR 1. Except for newly created cities, there is no statutory maximum salary for Mayors. The salary is set by council at " not less than $ 500. 00". This provision of Third Class City Code applies to Hazleton, Pittston, and Nanticoke. In optional charter cities, such as Wilkes-Barre, there is a legal salary of $ 2, 400. 00 for the Mayor during the trans­ ition from Commission form to Manager form. I 2. First Class Township code does not provide for office of Mayor. 1 3. $ 300. 00 for first 1,000 population or fraction thereof,plus $ 200. 00 for each additional 1,000 population or fraction. 4. Wherever DNA appears, the municipality "did not answer" the salary inquiry. 5. Harvey's Lake Borough was created in December 1966, as a result of court decision. The population figure inc­ orporated in the court decision was 1, 650. 6. Receives no salary; receives fees and costs as per section 1026 of the Borough Code. R n I II 9 a i B n 7. No salary. B 'E D 10 10 10 -2. - �0 MEMBERS OF COUNCIL LEGAL MAXIMUM SALARY POPULATION CITIES 32,056 15,601 12,407 63,551 11 Hazleton J Nanticoke Pittston Wilkes-Barre FIRST CLASS TOWNSHIPS 8 Hanover Newport Plains - Wilkes-Barre p p '• 1 n ‘ I ’ 8 j1 BOROUGHS $1,800.00-6,000.00 2,400.00 1,125.00 1,000.00 2 $1,800. 00-6,000. 00 $ 3 12,781 7, 083 10,995 4, 319 $ 1,200. 00 $ 1, 200..00 900.00 1,200.00 900.00 900.00 800.00 DNA 4 Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola 'L Plymouth Pringle Shickchinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville tn 1 1 1 $ 1969 BUDGET $ 4, 258 3, 562 1, 163 845 2, 586 3, 669 1, 200. 00 1,200.00 5, 626 5,711 4, 747 6, 431 5, 068 1,650 1,615 183 20,261 235 4,390 855 5, 118 1,934 144 600.00 1, 200. 00 1, 200. 00 360.00 360.00 .300.00 2,400. 00 300.00 600. 00 300.00 1,200. 00 360. 00 300.00 300.00 346 10,401 1,418 1,843 1,524 6, 751 833 6,278 6, 998 3, 166 1,778 4, 127 472 600.00 600.00 300.00 300.00 360.00 600.00 1, 800. 00 300.00 360.00 360.00 1,200.00 300.00 1,200.00 1,200.00 600.00 360.00 600.00 300.00 -3- $ 300.00 DNA DNA 5 5 5 300.00 DNA DNA 5 300.00 180.00 DNA 60. 00 1,200.00 60. 00 240.00 60. 00 600.00 2. 50 420. 00 1,200.00 DNA 180.00 240.00 600.00 DNA 600.00 600.00 240. 00 180. 00 420.00 5 6 5 �J I1 1 1 I J FOOTNOTES TO PRECEDING DATA ON SALARY OF MEMBERS OF COUNCIL 1. No statutory maximum. 2. The Optional Charter Law provides that the incumbent councilmen shall retain their old salaries, in this case $6, 000. 00 for two Wilkes-Barre councilmen. The Optional Charter Law also provides that those councimen elected in the year prior to the Council-Manager form shall receive an annual salary according to the following table: I I Population Population Population Population 3. ■1 4. 3 not not not not not L> ffl more more more more more than than than than than $600. 00 $900. 00 $1,200. 00 $1,200. 00 $2,400. 00 The annual salary for Borough Councilmen is set by the Borough Code according to the following table: maximum maximum maximum maximum maximum maximum Population less than 1, 500 Population 1, 501 - 2, 999 Population 3, 000 - 4, 999 Population 5, 000 - 9, 999 Population 10,000 - 14,999 Population 15, 000 or more I 1 1 The annual salary for First Class Township councilmen is set by the First Class Township Code according to the following table: Population less than 4, 000 Population 4, 000 - 9, 999 Population 10, 000-14, 999 Population 15,000-25,000 Population above 25, 000 u s $ 1,200.00 1,500.00 1,800.00 2,400.00 under 25, 000 25, 000 - 49, 999 50, 000 - 74, 999 7 5, 000 & over 5. Councilmen do not receive salaries. 6. Councilmen are paid $2. 50 per meeting. fl I" -4- $25. 00 per month $30. 00 per month $50. 00 per month $100. 00 per month $150. 00 per month $200. 00 per month �a [] J 1 B LB 0 'J fl 1 « ■J3 JJ 8 15 m .J5 JJ IT B B CONTROLLER AUDITOR 1969 BUDGET 1969 BUDGET $ $ CITIES1 Hazleton Nanticoke Pittston Wilkes-Barre FIRST CLASS TOWNSHIPS Hanover Newport Plains Wilkes-Barre 1, 200. 00 1, 125. 00 1, 000. 00 6,000.00 2 $ 1, 250. 00 $ 300.00 400.00 DNA BOROUGHS 3 Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston 4 Laflin Larksville 5! Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville 180.00 100. 00 DNA DNA 300.00 85. 00 150.00 DNA DNA 600.00 1, 250. 00 45. 00 DNA 90. 00 $ 3,000.00 12. 50 7 50. 00 100. 00 37 5. 00 150.00 75. 00 1, 320. 00 75. 00 240.00 75. 00 140.00 DNA 250.00 150.00 240.00 183.4 0 150.00 60. 00 - 5 - �n 1 1 • I a FOOTNOTES TO PRECEDING DATA ON SALARY OF AUDITOR OR CONTROLLER Amount fixed by Council. 1. No statutory limit. 2. Not to exceed $20. 00 per day -- a day defined as not less than five (5) hours in the aggregate. 3. Not to exceed $10. 00 per day -- a day defined as not less than five (5) hours in the aggregate. 4. Section 1196 of the Borough Code permits Borough Council to engage an independent Auditor whose compensation is determined by the Council. 5. Section 841 of the Borough Code permits the selection of a Controller instead of Auditor. - 3 1 I I B ID ID J |U 6 �F CITIES Hazleton 1 Nanticoke 1 Pittston 1 Wilkes-Barre 1 treasurer 1969 Budget TAX COLLECTOR 1969 Budget $ CITY CLERK­ SECRETARY 1969 Budget 5,600.00 1,6,67. 00 4,000.00 8,000.00 $ $ 7,300.00 3,000.00 4,200.00 7,500.00 4,000.00 3 1,800.00 1,700.00 4 DNA $ $ 6,200. 00 3,600.00 1,300.00 DNA 2% 5% DNA DNA 1,500.00 5% 5% DNA DNA 1,7 00. 00 +4% 2% 4% DNA 5% 1,500.00 5% 300.00 350.00 3% 3% $ FIRST CLASS TOWNSHIPS I Hanover 2 Newport 2 Plains Wilkes-Barre 2 $ DNA BOROUGHS 1 .1 I H n IG in 1 Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown J eddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Y atesville $ 5% 1,200.00 DNA 5% 3 1/2% 1,800.00 DNA 2% 2% 5% 500.00 3% 180.00 $ 2,000.00 600.00 --------.5 4,160,00 DNA DNA DNA DNA 900.00 120.00 720.00 240.00 1,200.00 960.00 DNA DNA DNA DNA 1,600.00 200.00 2,350. 00° ____ 5 1,700.00 DNA DNA 100.00 5 7, 200. 00 300.00 200.00 1,000.00 600.00 225.00 2% 2,000.00 225.00 ______ 5 450.00 60.00-100.00 50. 00 -.75..00 150.00 2% , 5 2,900.00 1..00 DNA DNA 750.00 75. 00 600. 00 6 1,500.00 900.00 DNA DNA 1,800.00 480.00 2,400. 00 300.00 780. 00 480.00 ______ 6 1,152.80 1,200.00 600.00 100.00 100.00 �I IJ FOOTNOTES TO PRECEDING DATA ON SALARY OF TAX COLLECTOR, TREASURER, AND SECRETARY 0 ffl 0 I B 1. The City Treasurer, by virtue of his office, shall be the collector of the city taxes. The salary listed in the table includes both his salary as Tax Collector and his salary as Treasurer. 2. The Township Treasurer, by virtue of his office, shall be the collector of Township taxes. 3. The Tax Collector receives $2, 400. 00 as salary and $1,600. 00 for collecting the Occupational Privilege Tax. 4. The Tax Collector receives a commission on taxes--2% rebate during the face period and 5% during the penalty period. 5. Handled through local banks. 6. The Treasurer also serves as Secretary, receiving one salary for both positions. See salary for Treasurer. B i - 8 - �< p. I .1 ■ Hazleton Nantic oke Pittston Wilkes-Barre SOLICITOR3 1969 Budget ENGINEER 1969 Budget $ 6,000.00 $ 8,338.00 2,000.00 3, 000. 001 4,000.00 2, 400. 00 8, 500. 004 11^500. 00 FIRST CLASS TOWNSHIPS Si|| . CITIES ; -1 ® ■ IB Hanover Newport Plains Wilkes-Barre $ 5,000.00 1,000.00 ___ 2 $ 3,840.00 2, 400. 00 2,300.00 DNA $ 1, 800. 00 900.00 DNA DNA 500.00 480.00 1, 000..00 DNA DNA 1,200.00 1,650.00 300.00 DNA 150.00 5,400.00 100.00 1,000.00 400.00 1,200.00 125.00 DNA BOROUGHS Ib T' 'L i • ■: ■ . • •] in ' III Ashley Avoca C onyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Y atesville $ 1,200.00 100. 00 DNA DNA 900.00 1,000. 00 DNA DNA 2 2 DNA 30. 00 7,000. 00 200.00 1,200.00 400.00 DNA 200.00 ______ 2 DNA 2,000.00 2 2 2 100.00 2,570.00 DNA 600.00 480.00 1,500.00 DNA 2,100.00 2,100.00 650.00 250.00 1,800.00 150.00 �i I 5 '•'q 0 .S' 3 ■5 A FOOTNOTES TO PRECEDING DATA ON~SALARY OF ENGINEER AND SOLICITOR 1. The City Engineer also serves as Building Inspector, receiving one salary for both positions. See City Engineer salary. 2. The Engineer is paid a fee on a project basis. 3. In most instances, the Solicitor receives additional compensation over and above his retainer for court work and other services. 4. The compensation for an Assistant City Solicitor is $5, 650. 00. *0 ■ 1 I J B 10 0 - 10 - Til �i Jh ij'J CITIES 1 Hazleton Nanticoke Pittston Wilkes-Barre PLANNING DIRECTOR 1969 Budget $ 2,250. 00 MANAGER ASSESSOR 1969 Budget 1969 Budget $ $ 5,500.00 20,000.00 11,500.00 FIRST CLASS TOWNSHIPS 2 Hanover Newport Plains Wilkes-Barre 3 $ $ $ $ $ $ BOROUGHS 2 I I ffl .r. B Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville 11 �r I'1 FOOTNOTES TO PRECEDING DATA ON SALARIES OF PLANNING DIRECTOR, MANAGER, ASSESSOR .u i I 1 a 1. 2. Under the Third Class City Code, the cities have the option of using the assessment data of the Board of Revision of Taxes and Assessment of Luzerne County. Hazleton, Nanticoke and Pittston have availed themselves of the option of using such data and therefore do not have a City Assessor's Office. In Luzerne County, First Class Townships and Boroughs use the assessment data of the Board of Revision of Taxes and Assessment of Luzerne County. i I 8 ni - 12 - I �BUILDING INSPECTOR 1969 Budget CITIES J 31 S Hazleton Nanticoke Pittston Wilkes-Barre $ 3,300.00 2,100.00 1 5,200.00 HEALTH OFFICER 1969 Budget HOUSING INSPECTOR 1969 Budget $ 4,200.00 2,700. 00 1,800.00 5,500.00 $ 3,300.00 4,600.00 4,500.00 FIRST CLASS TOWNSHIPS Hanover Newport Plains Wilkes-Barre $ $ 3,600. 00 STATE 2 DNA $ DNA BOROUGHS I J 5 i! ] Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville $ $ DNA DNA DNA DNA 500.00 DNA 6,480.00 3 STATE STATE DNA DNA STATE STATE DNA DNA 630.00 STATE STATE DNA 2,280.00 STATE STATE STATE 120.00 600.00 DNA DNA STATE 218.00 DNA STATE STATE DNA STATE 300.00 STATE STATE - 13 - $ .3 �FOOTNOTES TO PRECEDING DATA ON SALARIES OF BUILDING INSPECTOR HEALTH OFFICER and HOUSING INSPECTOR J B 8 r 1. The Building Inspector also serves as City Engineer receiving one salary for both positions. See salary for Engineer. 2. The designation STATE indicates that the community has turned over the health functions of the community to the State Department of Health. 3. The Building Inspector also serves as Housing Inspector receiving one salary for both positions. See salary for Building Inspector. I I ■ n ■ I'] 10 I J ir 14 - �CITIES Hazleton Nanticoke Pittston Wilkes-Barre BUILDING SUPERINTENDENT 1969 Budget $ 3,300.00 JANITOR 1969 Budget CUSTODIAL WORKER 1969 Budget $ $ 2,700.00 5,300.00 4,451.00 1,400.00 2,736. 00 4,050.00 4,323.00 3,750. 00 FIRST CLASS TOWNSHIPS Hanover Newport Plains Wilkes-Barre $ $ DNA 1,550.00 $ 1.50/hr. 1 1. 00/hr. 1 DNA DNA BOROUGHS AshleyAvoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort F reeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville ____ $ $ 1, 440. 00 $ DNA DNA DNA DNA 480.00 2, 592.00 DNA DNA DNA DNA 3,700.00 DNA DNA 4,650.00 60.00 960.00 2,000. 00 - 1,200.00 2,400.00 DN A 3,400.00 3.100.00 ' 1.oSO.00 15 - 4 �Il II I I FOOTNOTES TO PRECEDING DATA ON SALARIES OF BUILDING SUPERINTENDENT JANITOR AND CUSTODIAL WORKER 1 I 1. Janitors are part-time employees. 2. In addition to the salary listed, the Janitor receives living quarters. 3. The Janitor also serves as Custodial Worker and Fire Fighter receiving one salary for both positions. See Janitor salary. 4. The Custodial Worker also serves as Janitor and Fire Fighter receiving one salary for both positions. See salary for Janitor. [ ■ p IE ■F ill ID - 16 - Ill �Cl I 1 I POLICE 1969 BUDGET POLICE CHIEF SERGEANT PATROLMAN CITIES Hazleton Nanticoke Pittston Wilkes-Barre $ 7,295.00 5, 900.00 6,800.00 9,000.00 $ 6,226.00 5,200.00 5,500.00 7,000.00 6,200.00 $ 5,600.00 5,325.00 5,300.00 DNA $ 5,212.00 5,200.00 DNA DNA $ $ 4,900-5,900. 00 4,500-4,800. 00 5,400.00 5,200-6,250. 00 FIRST CLASS TOWNSHIPS I J .1 B I ■ in I > Hanover Newport Plains Wilkes-Barre $ 6,000.00 6,000.00 DNA 5,200.00 5,200.00 5,200.00 DNA BOROUGHS Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort F reeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville $ 5, 500. 00 5,600.00 $ DNA DNA 5,400.00 5,200.00 5,200.00 DNA DNA 6,800.00 5,700.00 5,600.00 DNA 90. 00 7,440.00 150.00 5,500.00 250.00 5,400.00 2 5,200.00 1.75/hr. DNA DNA 6,000.00 DNA 5,200.00 1,500.00 DNA DNA 5,200.00 1.75/hr. DNA DNA 5,200-5,800. 00 5, 200. 00 5, 200. 00 DNA 6,240.001 60. 00 5,300.00 5,200.00 225.00 3,660.00 560.00 5, 900. 00 DNA 5,200.00 2,400.00 6,000.00 DNA 5, 815.00 5,464.00 5, 200.00 5, 500. 00 5,600. 00 40. 00 5,500.00 DNA 5,500.00 DNA 5,500.00 5, 266.00 5,200.00 35.00 - 17 - 5,200.00 2.00/hr. 2.00/hr. 5,200.00 DNA 1,350.00 1,200.00 5,300.00 DNA 5,200,00 5,200.00 1.25/hr. 5,200.00 1.50/hr. 35. 00 �I CI DI oil FOOTNOTES TO PRECEDING DATA ON SALARIES OF POLICE CHIEF, SERGEANT AND PATROLMAN □ I □ I 1. One Patrolman is classified as Juvenile Officer at a salary of $ 6, 840. 00 per year. I 2. The Police Chief also serves as Street Commissioner receiving one salary for both positions. See salary for Police Chief. ,o I J I L L E IE B p IE n - 18 - �■ Dallas i □1 I ASSISTANT FIRE CHIEF 1969 FIRE CHIEF 1969 FIRE FIGHTER 1969 CITIES Hazleton Nanticoke Pittston Wilkes-Barre $ $ 6,855.00 2,700. 00 1, 000. 00 9,000.00 50. 00 600.00 8,400.00 $4,900-5, 800. 00 5, 400. 00 5, 400.00 5, 200-6, 250. 00 FIRST CLASS TOWNSHIPS a I 1 I 0 L L Hanover Newport Plains Wilkes-Barre $ 1, 380. 00 $ $ 600.00 6,000.00 DNA 5,400.00 DNA 4,992.00 5,200.00 DNA BOROUGHS DNA Ashley Avoca Conyngham Courtdale $ $ $ 75. 00 DNA DNA DNA DNA DNA DNA DNA DNA DNA 6,240- 6,960.00 DNA DNA DNA 7,440.00 1, 080. 00 6, 240. 00 300.00 DNA DNA 2. 25/hr. 300.00 200.00 4,200.00 fl] 100.00 DNA DNA 5,200.00 DNA 96. 00 DNA DNA 360.00 300.00 DNA 5, 071.00 2 120. 00 480.00 - 19 - J 3,200.00 �Q I I fl I fl Ll FOOTNOTES TO PRECEDING DATA ON SALARIES OF FIRE CHIEF ASSISTANT FIRE CHIEF FIRE FIGHTER 1. Ll !J i] 2. In all instances except the city of Wilkes-Barre, the Fire Fighters are also Fire Truck Drivers. Therefore, except in the case of Wilkes-Barre, salaries listed are for the combined positions of Fire Fighter and Fire Truck Driver. Full time Fire Fighters are volunteers in all municipalities except the city of Wilkes-Barre. The Fire Fighter also serves as Janitor and Custodial worker. See salary for Janitor. 0 L r n - 20 - �I I I I 9 ] ST. COM. 1969 LABORER MECHANIC DRIVER 1969 1969 1969 EQUIP. OP. 1969 CITIES Hazleton $ Nanticoke Pittston Wilkes-Barre 2,400.00 2. 50-2. 75/hr.1 4,200.00 2. 50/hr. 2. 28/hr. 1. 60/hr. 2. 10-2.50/hr. 3.20/hr. 3,300.00 1. 60/hr. 4,780.005,600.00 2.50/hr. 3,300-4,600 1. 60/hr. 2.30/hr. FIRST CLASS TOWNSHIPS Hanover Newport Plains Wilkes-Barre 5,200.00 6,500.00 5,500.00 DNA 2.00/hr. 1. 46/hr. 1. 85/hr. DNA DNA DNA 4,993.00 DNA I | BOROUGHS J J 0 Lj n AshleyAvoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort F reeland Harvey's Lake Hughestown J eddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville 5,200.00 2.00/hr. DNA DNA 2.30/hr. DNA 1. 87/hr. 1. 75/hr. DNA DNA 2.05/hr. 1. 50/hr. 1. 35/hr. DNA DNA 2.20/hr. 1. 75/hr. 2.00/hr. DNA 5,400.00 4,800.00 DNA DNA 1. 75/hr. 3,192.00 DNA DNA 6,200.00 4,700. 00 2.25/hr. DNA 6, 100.00 100.00 4,000.00 DNA DNA 2.00/hr. 1. 1. 1. 1. 4,200.00 ____ 2 150.00 5,500.00 DNA 2. 25/hr. 900.00 5,200.00 DNA 5,500.00 4, 800.00 1. 75/hr. 5,200.00 1. 50/hr. DNA 2.00/hr. 1. 60/hr. - 21 - DNA DNA DNA DNA 2.05/hr. 1. 75/hr. 2,800.00 DNA DNA DNA DNA 6,000.00 5,400.00 DNA DNA 60/hr. 60/hr. 75/hr. 75/hr. 1. 50/hr. 1. 85/hr. DNA 1. 50/hr. 1. 50/hr. 1. 75/hr. DNA 2. 25/hr. 1. 90/hr. 1. 25/hr. 1. 85/hr. 1. 60/hr. 1. 25/hr. DNA 2. 07/hr. 3,500.00 1. 75/hr. DNA 1. 50/hr. 1. 95/hr. DNA DNA DNA 2.00/hr. 1. 90/hr. 2.00/hr. 2.00/hr. 1. 60/hr. i �FOOTNOTES TO PRECEDING DATA ON SALARIES OF PUBLIC WORKS STREET COMMISSIONER, EQUIPMENT OPERATOR LABORER, MECHANIC and DRIVER 1 J J 1. Grader operator, Roller (large), Roller (small), Back Hoe, Compressor operator and Front Loader operator. 2. The Street Commissioner also serves as the Police Chief receiving one salary for both positions. See salary of Police Chief. J D B B D in - 22 - II ' ■ �I I I I J inLi F| PART II FRINGE BENEFIT DATA �FIRST CLASS TOWNSHIPS AND CITIES HOURS I I Standard Work week (hours) for A dmini s t r ativ e and Clerical Employees______ Standard Work week (hours) for Firemen Standard Work week (hours) for Public W orks Employees______ Standard Work week (hours) for Police CITIES WILKES-BARRE 32 1/2 40 56 40 HAZLETON 30 40 52 40 PITTSTON 40 40 40 40 NANTICOKE 40 40 40 44 FIRST CLASS TOWNSHIPS HANOVER 40 48 40 40 NEWPORT 40 10 1 14 40 48 PLAINS 40 48 40 48 WILKES-BARRE DNA DNA DNA FOOTNOTES TO HOURS DATA A standard work week varies as follows: a 10-hour day for the day shift a 14-hour day for the night shift - 23 - DNA �L ! r I FIRST CLASS TOWNSHIPS AND CITIES L OVERTIME POLICY CITIES Clerical Public Works Firemen Police WILKES-BARRE Salaried Straight Time Salaried Salaried HAZLETON Salaried 1 Salaried Salaried PITTSTON Salaried Straight time Salaried Salaried NANTICOKE Salaried Straight time Salaried Salaried ■ I 1/2 FIRST CLASS TOWNSHIPS ] ' [I HANOVER Salaried Salaried Salaried Salaried NEWPORT Salaried None^ Salaried Salaried PLAINS Salaried Straight time Salaried Salaried WILKES-BARRE DNA DNA DNA: DNA FOOTNOTES TO OVERTIME DATA 1. The township has no overtime policy in that the public works employees are not requested to work overtime. J n n 24 �I �FIRST CLASS TOWNSHIPS AND CITIES PAID HOLIDAYS CITIES WILKES-BARRE New Year's, Washington's Birthday, Lincoln's Birthday Good Friday, Easter, Memorial Day, July 4th, Labor Day, General Election Day, Thanksgiving Day, Christmas, Columbus Day. HAZLETON New Year's Day, Washington's Birthday, Lincoln's Birthday, (Optional), Good Friday, Easter, Memorial Day, Primary Election Day, July 4th, Labor Day, General Election Day, Thanksgiving Day, Christmas, Veterans Day. PITTSTON New Year's, Washington's Birthday, Lincoln's Birthday, Good Friday (half day), Easter, Memorial Day, Primary Election Day, July 4th, Labor Day, General Election Day, Thanksgiving Day, Christmas, Columbus Day. NANTICOKE New Year's Day, Washington's Birthday, Lincoln's Birthday, Good Friday, Easter, Memorial Day, July 4th, Labor Day, General Election Day, Thanks­ giving Day, Christmas, Occasional Religious Holidays. I I FIRST CLASS TOWNSHIPS HANOVER New Year's Day, Memorial Day, July 4th, Christmas and Easter NEWPORT New Year's Day, Memorial Day, July 4th, Christmas and Easter PLAINS New Year's Day, Memorial Day, July 4th, Christmas and Easter WILKES-BARRE DNA 26 ��.Li FIRST CLASS TOWNSHIPS AND CITIES n I I SICK LEAVE Less Than Five Years More Than Five Years WILKES-BARRE 30 Days at Full Pay 30 Days at Half Pay 60 Days at Full Pay 60 Days at Half Pay HAZLETON 14 Working Days PITTSTON Two weeks NANTICOKE Two weeks CITIES I J J FIRST CLASS TOWNSHIPS HANOVER No official policy NEWPORT One week a year; Cumulative to Four Weeks PLAINS Fifteen Days -- Up to Forty-Five days WILKES-BARRE DNA JI C - 28 - I �HAZLETON Yes PITTSTON Yes full-time employees and their families. Each full-time employee receives $10. 00 towards Blue Cross &: Blue Shield. None NANTICOKE Yes None FIRST CLASS TOWNSHIPS HANOVER Yes NEWPORT Yes PLAINS Yes WILKES-BARRE DNA Blue Cross &: Blue Shield for all full-time employees and their families. Blue Cross &: Blue Shield for all full-time employees. Blue Cross & Blue Shield for Police, Firemen, Clerk, Truck Drivers, Road Supervisor, only. ' , DNA - 29 - �n' n FIRST CLASS TOWNSHIPS AND CITIES MILEAGE ALLOWANCE I’ I I CITIES WILKES-BARRE Direct Car Allowance HAZLETON 10£ a mile PITTSTON Reimbursement NANTICOKE Reimbursement FIRST CLASS TOWNSHIPS LJ I 1 n HANOVER Chief of Police NEWPORT None PLAINS Chief of Police WILKES-BARRE DNA I I I i' I1 .1 l I l I I - 30 - $180. 00 $120. 00 �FIRST CLASS TOWNSHIPS AND CITIES J I UNIFORM ALLOWANCE POLICY CITIES WILKES-BARRE $40. 00 per man - Fire and Police HAZLETON $100.00 per man for expenses PITTSTON $300. 00 - Fire NANTICOKE None FIRST CLASS TOWNSHIPS I I i I I I I I I I HANOVER None NEWPORT None PLAINS None WILKES-BARRE DNA 82-161222 - 31 �■■■I lODDlLOllO MILKES COLLEGE LIBRARY i _r m E !?’ f lL1 riid E 1 U <1 I1 !■ i; �‘ I 1 I; 'J I, i] I J 3} s a n ] I '1 I I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Salaries Wages and Fringe Benefits in Luzerne County Municipalities, 1969 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1969 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/010756b39492f225873499826d6e0709.pdf 0dea95daaf529a4cfdab9808ce03565c PDF Text Text �STUDENT PERCEPTIONS OF effective and ineffective college teachers Michael J. harone Associate Professor EUGENE SHEDDEN FARLEY LIBRARY EDDEN F, 1933 Y LI2RAR, WILKES COLLEGE, WILKES-BARRE, PA. 1969 INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE I I V WILKES-BARRE, PENNSYLVANIA �1 archives T53 I ■ (• �TABLE OF CONTENTS Page F oreword Preface III. II ■ i ii Review of Literature 1 A. The Ability of Students to Discriminate 1 B. Criteria for Good Teaching 2 Procedures and Instruments 8 Findings 9 A. 9 Student Characteristics Class Standing Sex Father's Occupation Major Field of Study Grade Point Average Student Perceptions: Best--Poorest Teachers Sex Major Field of Teaching Age Class Size Instructional Methods Instructional Techniques Instructional Aims and Objectives 11 Student Perceptions - Traits The Most Potent Predicators of Good Teaching The Most Potent Predicators of Poor Teaching The Comention Factor The Surgency Factor The Cyclothymia Factor The Super Ego Strength Factor The Coasthenia Factor The Guilt-Proneness Factor 18 Single Characteristic of Best--Poorest Teacher's Class 21 ����I What I owe to Howard Y• Williams, friend, colleague, counselor, motivator and stimulator is also not conducive to description. Let it suffice to say that he has been inspirational and generous. And with respect, sincerity, gratefulness, I acknowledge a debt to a teacher, colleague, friend, and chairman of the department--Eugene L. Hammer. Finally, there would be no study without the cooperation of students who willingly gave of their time and their perceptions. This publication is the result of a paper presented at a Wilkes College Faculty Seminar on March 7, 19&9i ■ f Michael J. Barone Associate Professor ft rd pF “ a. J I ■fi ; I? T i. ■ 7 -iii- �I. A. REVIEW OF THE LITERATURE The Ability of Students to Discriminate As early as 1928, Stalnaker and Remmers sought to determine whether students could discriminate those traits associated with success in teaching, and they concluded that there was no definite or pronounced halo effect which might invalidate such an assumption. 1 In 1934, Remmers, while at the University of Purdue, examined the reliability and halo effect of high school and college students' judgments of their teachers, and determined the reliable judgments of classroom traits of instructors can be obtained from both high school pupils and college students? In 1941, Remmers, Ward, and Schmalzried sought to determine any relationship between students' scholastic standing and their attitudes toward their teachers and they concluded that there was practically none. In 1953, Cynamon examined emotional factors as a consequence of teacher ratings and determined that the sex of the student rater and the conditions under which the rating is done are of little consequence in influenc­ ing the rating of the teacher. 4 • II In 1957, McKeachie attacked the problem of validity of student ratings of faculty and argued rather convincingly that there is reasonably high validity in student evaluations. 5 J i j n J r I 1 In the same year, Goodhartz, seeking to determine the teaching com­ petence of the faculty of Brooklyn College, said there was no conclusive evidence for believing that the ratings given to an instructor are affected by the fact that the course he teaches is an elective or prescribed course, or by the student's sex, or college class. In general, he found that critical judgment of individual teachers varies in direct ratio with student scholarship- the better scholars turned in the more critical evaluations. His survey was conducted with 6, 681 students - about 90 per cent of the student population - and provided an opportunity for them to rate each of five of their teachers. This study was thought, then, to be the most extensive teacher-rating project in higher educa­ tion in America. & In I960, Voeks and French, at the University of Washington, determin­ ed that grades and student ratings had no relationship in any department of the university, and that in ten large departments the teachers with the highest student ratings seldom had given appreciably higher grades. "There was no significant difference, " they said, "in grade distribution for the two groups -i- 1 �i m nm I ’! as a whole and teachers who had given a relatively high proportion of A's and B's showed no systematic tendency to receive relatively high ratings - apparent­ ly high ratings cannot be bought by giving high grades, nor are they lost by giving low grades." Because college students appear to have greater objecti­ vity and less superficial value systems than the authors had realized, they suggested that if faculty would heed students' perceptions of teaching abilities, all of us might find a rich source of clues which would enable us to increase our skills. 7 Goodhartz also reported as one of the more surprising results of his study the fact that teaching quality, as far as judgments go, bears a slight relationship to the size of the class. A small class does not necessarily result in a more favorable impression of the teacher than does a large class. Keller and Clark, at the University of Minnesota, in 1954, reporting on class size, stated that least rapport is developed in classes of intermediate size. 8 In other studies of liberal arts colleges, some conflicting evidence can be found regarding class size: whether or not class size makes a difference in the rating of teachers and teaching may be related to students1 expectations about the size of classes. Remmers, in his 1928 study, determined that whether a student was a freshman or a senior made little difference in his teacher rating, but that graduate students tend to rate higher. 9 Keller and Clark found that the hour at which a class is taught may have a relationship to teacher ratings and stated that the first and fifth (noon) hour classes received lower ratings. While this might be interpreted as rater bias, it should be obvious that teachers, too, are sleepy or hungry during these hours. 10 1 Williams, at Macalester College, states that the reliability of student ratings has been given considerable attention; that a number of studies he investigated indicated that it is quite high - from . 54 to . 94. 11 B. Criteria for Good Teaching Finally, the most sensitive area of the survey, the one which has resisted thousands of attempts to be definitive and specific, is that of seeking to single out traits or characteristics of effective teachers which might make them identifiable regardless of age, subject taught, size of class, time of day, age of student, or other special circumstance. -2- �In 1956, Mitzel and Gross reported that "more than a half century of research effort has not yielded meaningful, measurable criteria (for good teaching) around which the nation's educators can rally. 12 In 1957, Walter C. Eells, writing in the AAUP Journal, states that "at least 1900 significant articles dealing with college teachers and teaching appeared from January 1945 through December 1956, in 138 different period­ icals, covering teaching conditions, class size, evaluation of learning, 13 rating as teacher, teaching load, and teaching methods." 13 Williams in 1965 reported that "although there have been 5, 656 articles or books published on college teaching since the end of World War II, an examination of this literature soon confirms the suspicion that a satisfactory description of the effective or ineffective college teacher is elusive -if it exists at all. " 1^ How students perceive teachers has been the subject of investigation since the time of Socrates. And Nevitt Sanford , writing in 1967 in Where Colleges Fail, indicts both faculties and administrations of colleges for having contributed not only to the decline in the art of teaching, but to the subsequent deterioration in student-faculty relations. 13 Chester L. Neudling, in 1967, also adds his indictment by stressing the fact that " a recent study of educational involvement and capabilities of over 300 colleges and universities engaged in teacher education found that nearly two-thirds of the respondents reported that they studied their own educational programs only occasionally, seldom, or never, and more that half of them budgeted nothing for educational research. " 16 And Riesman and Jencks, writing in 1968 in The Academic Revolution, add "Both good and bad teaching have many varieties. Some bad teaching is the result of inadequate preparation, but some is the result of inadequate perception. Most teachers find it hard to realize how they affect students, and critical supervision can be invaluable here. The sarcastic teacher, for example, may be too insecure to let up even when he considers his effect on students, but that is not always true; at least he should be forced to think 17 about it. The same is true of other pedagogic styles. " (Underscoring mine. ) Are there traits or characteristics which make effective teachers identifiable? The answer appears to be "yes" although the "yes" is in a large measure usually qualified. -3- I �In his massive study in I960, Ryans reported that as a result of extensive and rigorous scientific study - based on analytical reports of teacher supervisors, college teachers, school principals, teachers, student teachers, and students in education courses - he was able to identify a list of twenty-five generalized effective and ineffective teacher behaviors culled from more than 500 critical incidents submitted by these participants. This project of the American Council on Education represents one of the most extensive research programs that has been directed at the objective study of teachers. During the six years of the major study, approximately 100 separate research projects were carried out, and more than 6, 000 teachers in 1,700 schools and about 450 school systems participated in various phases of the research. The following is the list of generalized descriptions of critical behaviors of teachers, from Ryans study: 18 Effective Behaviors Ineffective Behaviors Alert, appears enthusiastic. 2. Appears interested in pupils and classroom activities. 3. Cheerful, optimistic. 1. 2. Is apathetic, dull, appears bored. Appears uninterested in pupils and classroom activities. 3. Is depressed, pessimistic; appears unhappy. 4. Looses temper, is easily upset. Self-controlled, not easilyupset. 5. Likes fun, has sense of humor. 4. 5. Recognizes and admits own mistakes. 7. Is fair, impartial, and objective in treatment of pupil. 8. Is patient. 9- Shows understanding and sympathy in working with pupils . 6. 10. Is friendly and courteous in relations with pupils. 11. Helps pupils with personal as well as educational problems. 12. Commends effort and gives praise for work well done. 13. Accepts pupils' efforts as sincere. 14. Anticipates reactions of others in social situations. Is overly serious, too occupied for humor. 6. Is unaware of, or fails to admit own mistakes. 7. Is unfair or partial in dealing with pupils. 8. Is impatient. 9- Is short with pupils, uses sarcastic remarks, or in other ways shows lack of sympathy. 10. Is aloof and removed in relations with pupils. 11. Seems unaware of pupils' personal needs and problems. 12. Does not commend pupils, is disapproving, hypercritical. 13. Is suspicious of pupil motives. 14. Does not anticipate reactions of oiliers in social situations. -4- �15. Encourages pupils to try to do their best. 16. Classroom procedure is planned and well organized. 17. Classroom procedure is flexible within overall plan. 18. Anticipates individual needs. 19. Stimulates pupils through interesting and original materials and techniques. 20. Conducts clear, practical demonstrations and explanations. 21. Is clear and thorough in giving directions. 22. Encourages pupils to work through their own problems and evaluate their accomplishments. 23. Disciplines in quiet, dignified and positive manner. 24. 25. Gives help willingly. Foresees and attempts to resolve potential difficulties. -5- 15. Makes no effort to encourage pupils to try to do their best. 16. Procedure is without plan, disorganized. 17. Shows extreme rigidity of procedure, inability to depart from plan. 18. Fails to provide for individual differences & needs of pupils. 19- Uninteresting materials and teaching techniques used. Demonstrations and explanations are not clear and are poorly conducted. 21. Directions are incomplete, vague. 22. Fails to give pupils opportunity to work out own problems or evaluate their own work. 23. Reprimands at length, ridicules, resorts to cruel or meaningless forms of correction. 24. Fails to give help or gives it grudgingly. 25. Is unable to forsee and resolve potential difficulties. 20. I I �. 1 FOOTNOTES lj. M. Stalnaker and H. H. Remmers,, "Can Students Discriminate Traits Associated WithSuccess in Teaching?'" Journal of Applied Psychology, Vol. 12, 1928, pp. 602-610. f J 2 H. H. Remmers, "Reliability and Halo Effect of High School and College Students' Judgments of Their Teachers. " Journal of Applied Psychology, Vol. 18, 1934, pp. 619-630. j I 1 3 H. H. Remmers, William D. Ward, and N. T. Schmalzried, "The Training of Teaching-Personality By Means of Student Ratings. " School and Society, Vol. 43, 1941, pp. 189-192. u J; 4 I I 01 T , ini ffi I in I i• > 0 Manuel Cynamon, "Emotional Factors in the Reliability of Student Ratings of Teachers. " Journal of Educational Research, Vol. 51, April 1953, pp. 629-632. 5 Wilbert J. McKeachie, "Student Ratings of Faculty - A Research ReviewImprovement of College and University Teaching, Vol. 5, 1957, pp. 4-8. fl ^Abraham S. Goodhartz, "Student Attitudes and Opinions Relating to Teaching at Brooklyn College. " School and Society, Vol. 68, No. 1769, 1958, pp. 345-3497 Virginia Voeks and Grace M. French, "Are Student Ratings of Teachers Affected by Grades - The Report of Three Studies at the University of Washington. " Journal of Higher Education, Vol. 31, No. 6, I960, pp. 330-334. 8 Robert J. Keller and Kenneth Clark, "Student Evaluation of Classroom Teaching. " in R. E. Eckert, and R. J. Keller, A University Looks at Its Program. Minneapolis: University of Minnesota, 1954. 9 Remmers, op. cit. 10Keller and Clark, op. cit. i < 11 Howard Y. Williams, "College Students' Perceptions of Teachers and College Teaching." Un-published Ph. D. Thesis, University of Minnesota, 1965, p. 40. -6- �■ I r i 8 J 12 ___ Harold E. Mitzel and Cecilly F. Gross, A Critical Review of the Development of Pupil Growth Criterion in Studies of Teacher Effectiveness. New York: City College of New York, 1956. 13 Walter C. Eells, "Journals Publishing Articles on College Teachers and Teaching. " American Association of University Professor's Bulletin, Vol. 43, 1957, pp. 458-460. 14 Williams, op. cit. 15 Nevitt Sanford, Where Colleges Fail. Jossey-Bass, Inc., San Francisco, 1967, p. 168. 16 ] Chester L. Neudling, "Art of Teaching: One of the Great Humanities. " Improving College and University Teaching, Vol. 15, 1967, pp. 133-134. 0 T? 17 David Riesman and Christopher Jencks, The Academic Revolution. Doubleday and Company, Inc. , New York, 1968. 18 ■ 1 ■ ' I I] J David G. Ryans, Characteristics of Teachers, Their Description, Comparison, Appraisal. American Council on Education, Washington, D.C. I960, p. 82. �I II. PROCEDURES AND INSTRUMENTS The sample was a group of 160 students who were enrolled in the teacher­ education program at Wilkes College during the academic year 1967-1968. IjJ i Liil IJ a I ' Iib ll j! '■ I J 1 The instrument used was a multi-questionnaire arranged in seven parts (see Appendix A), and was one devised by Howard Y. Williams and designed to survey students' perceptions of effective and ineffective college teachers and teaching. Part I of the questionnaire elicited Student Information: year in college, major field of study, sex, grade point average, father's occupation. Part II dealt with Teacher and Class Information, including: sex of the teacher, year in college when course being rated was taken, and size of the class. Part III included forty-nine paired traits arranged on a five-point scale. Part IV, Teacher and Class Information-Poorest Teacher, included the same group of questions asked in Part II. Part V - Traits - Poorest Teacher, listed the same forty-nine paired traits asked in Part III. Part VI - Instruction - Best Teacher, included twelve instructional procedures which identified the Best Teacher, each arranged on a five-point scale. Part VII - Instruction - Poorest Teacher, included the same set of questions as used in Part VI Added to Parts VI and VII were two free response questions which read: "What did you find most rewarding in the good teacher's class?" and "What did you find least rewarding in the poorest teacher's class?" At the end of each of the forty-nine paired statements of traits of Best and Poorest Teacher was a free response question which read: "What was the single personal characteristic of the good (poorest) teacher which stands out most in your mind?" i’ll rl -8- �III. A. FINDINGS Student Characteristics Before discussing the students' perceptions of the traits and instructional methods of effective and ineffective college teachers, a hurried glance at some of the biographical data may be interesting. Of the total of 160 students participating in the survey, 144 (90%) were seniors who were in the process of completing their professional semester in teacher-preparation; the remaining 16 (10%) were students enrolled in the preliminary education courses (Introduction to Education and Educational Psychology). There were 108 (67. 5%) females and 52 (32. 5%) males who participated. While 76 (47.4%) of the students reported their father's occupation as white collar, 84 (52. 4%) indicated it to have been blue collar. While the number with backgrounds in the humanities and social sciences who prepare for teaching is very great, those who seek to enter the profession with academic preparation in the sciences is usually quite small due, no doubt, to the great demand for scientists in both the economic and governmental sectors of our economy. This sampling is not unusual. Table 1 Major Field of Study of Participants Major Field n=160 72 85 3 45.1 53.1 1.8 160 100. 0 Humanities Social Science Science TOTAL: Per Cent -9- �J Students were asked to report their grade-point average for all college work completed at the time of the study. This is what they reported: Table 2 Grade B 0 Number-160 A to AB+ to BC+ to C- 4 43 1 13 Di L I H L ■ [ Table 3 Grade Number of Students =160 A AB+ B BC+ C cTOTAL '' I 2. 5 26. 8 70. 6 Grade-point average for all college work completed at the time of the study: L 0 Per Cent Per Cent 0 4 4 13 26 48 43 22 0 2. 5 2. 5 8.1 16.2 30. 0 26. 8 13. 7 160 99. 8 It may be surprising to note that students, apparently, were objective in reporting their academic standing, since 69.5 per cent reported less than B-. -10- �■Ml p L P L» Jp a ■ a s D r 1cfc [. L 'I L L n I IE cP I I a n B. Student Perceptions : Best^—Poorest Teachers At the time this survey was conducted, there were 86 full-time male faculty and 24 full-time female faculty, according to the 1968-69 Wilkes College Bulletin, thus accounting for an approximate 4 to 1 ratio of male to female faculty. The table below indicates the distribution of BEST and POOREST teachers by sex of students. Table 4 Distribution of Best and Poorest Teachers by Sex of Students Best Teacher Poorest Teacher Students Male Female Male Female Male F emale 48 98 146 4 10 14 43 89 132 9 19 28 The students showed a preference for male faculty over female faculty when indicating both BEST Teacher (146 to 14) and POOREST Teacher (132 to 28. ) The survey results do not indicate conclusively whether the male or female students point to the male faculty as both BEST and POOREST teacher. There is a myth that if all the good teachers are not in a single area, at least all of the poor ones are. In one study, Corcoran found that humanities teachers were rated most highly, next were those in the natural science, and last were those in the social sciences. She reported that students apparently felt that the humanities required more original thought, had a higher interest level, required the widest application of the subject, and that, additionally, the instructor's sense of humor was better.^9 In another study of several liberal arts colleges, Williams found a some­ what different order, where the best teachers were from history, economics, political science, philosophy, and the biological sciences; and the poor teachers can from foreign languages and literature, music and art, psychology and sociology, education, and the physical sciences. Wilkes College students were asked to identify the BEST and POOREST teacher they had had during their entire college career and the specific course which they took from that person. The courses marked by the students were then placed in one of the three major fields of Humanities, Social Sciences, or Sciences. Table 5 presents this data. -ii- �I 1 J uu 5 a CU □U n ! i: Table 5 N=160 Best Teacher Major Field N=160 Poorest Teacher 74 73 13 Humanities Social Sciences Sciences 69 72 19 46. 2% 45. 6% 8. 1% 43. 1% 45. 0% 11.8% An examination of these results suggests no significant differences; apparently, students at Wilkes appear to identify their BEST AND POOREST teachers regardless of their academic field. Whether or not the students may have been rating their interest in the subject matter rather than their interest in the teacher was not explored in this study. L . nB 0H 1 1 !E JI 3 i ■ J 1 iC ' 1 Whether or not a teacher's age is a factor in being perceived as successful is a matter of conjecture. In his monumental studies of elementary and secondary education, Ryans found that teachers over age 55 were at a disadvantage compared wi^lji younger teachers - but his study did not tell any­ thing of higher education. Keller's study of college teachers revealed that there were small differences regarding age of teachers but there was a direct relationship between the student-rated quality of instruction and rank of pro­ fessor. Professors and associate professors received consistently higher ratings than assistant professors, instructors, and teaching assistants. This study also found that students grew more charitable in their ratings as they progressed through college. ^2 jn his study of several liberal arts colleges in the upper Midwest, Williams found that the best teachers are between 30 and 39, the next best are those between 40 and 49, or over 40; and last are those 20 to 29, and 50 to 59. 23 In this present study the participants were asked to estimate the age of their BEST AND POOREST teacher by checking one of five categories. While there may be some question of validity, faculty often make enough personal references to suggest a broad age classification to their students. In both the Keller and Williams studies, students' reliability in estimating age of faculty was not disputed, nor was there any attempt in the Wilkes Study to test independently the variables of age and rank, both of which may have an import­ ant effect on students' perception. 'T. 1 -12- �Table 6 Estimated Age of Teacher Age Group 20 30 40 50 60 i: r r u n : . to 29 years to 39 years to 49 years to 59 years years or over­ Total p 1 1 to I 1J 16 57 53 28 6 160 1 6 1 5 7 0 31 48 37 29 _15_ 160 1930. 23. 18. 9. 100. 3 1 2 1 3 0 Keller and Clark reported that least rapport is developed in classes of intermediate size. Class size was also used as a factor in determining student perceptions of BEST and POOREST teachers on the Wilkes Campus. What influence this variable would have on students' perceptions was not considered in this study. Regarding class size, students' perceptions indicated this rank order for BEST and POOREST teacher. Table 7 Size of Class Number in Class Less than 10 10 to 14 15 to 19 20 to 24 25 to 29 30 to 34 35 to 39 40 to 49 50 to 99 1 00 or more TOTAL n = 160 BEST Teacher 5 13 31 45 28 10 2 3 6 17 160 1i -13- j 10. 35. 33. 17. 3. 100. POOREST Teacher Number Per Cent Table 6 shows that the greatest number of BEST teachers at Wilkes College, 57 (35. 6%), were perceived to be between 30 and 39. The largest group of POOREST teachers were perceived to be in the same 30 to 39 age group. I o n = 160 BEST Teacher Number Per Cent 3. 1 8. 1 19. 3 28. 1 17.5 6. 2 1.2 1.8 3. 7 10. 6 99- 6 n = 160 POOREST Teacher 2 8 23 43 32 17 9 8 8 10 160 1.2 5. 0 14. 3 26. 8 20. 0 10. 6 5. 6 5. 0 5. 0 6. 2 99. 7 �1 rom this survey, if there is an optimum class size, it would be difficult to identify it. According to an estimate made by the Registrar of the College the typical class size at Wilkes during the 1967-68 school year was from 20-25, and therefore the fact that more students perceived their BEST and POOREST teacher in this size group may not be unusual. The ranking by students indicated their BEST and POOREST teachers were in groups of from 15 to 29 students (104 students, 64. 9% indicating their BEST, and 98 students, 61. 1% indicating their POOREST teacher. ) And it is interesting to note that while 10.6% of the students (17) indicated their BEST teacher was in a group of 100 or more students, only 3. 1% of the students (5) identified their BEST teacher in a class group of less than 10 students. Now let us turn to the instruction methods which may have distinguished BEST and POOREST teachers in this survey. There was no attempt in this part of the survey to measure student's learning, nor to relate his grades, the curriculum, or organization of subject matter to instructional methods used by the teacher. In this part of the questionnaire, students were asked to reply to ten different statements,each one giving the student an opportunity to react to any one of five descriptions. Thus when a student was asked to indicate how tolerant his BEST and POOREST teacher was of opinions other than his own, he could have responded by making a choice of the following: 1. 2. 3. 4. 5. Actively welcomed differences of opinion. Usually tolerant of other views. Reaction varied with views expressed - sometimes tolerant, sometimes intolerant. Often intolerant of other views. Rejected opinions other than his own. More students identified their BEST teacher with the factor of tolerance than with any of the other nine factors. Over 94% of the students (152) per­ ceived their BEST teacher as being ’ usually tolerant of other views, " or "actively welcoming differences of opinion. " Seventy-three of the students (45. 6%) perceived then POOREST teacher as either "often intolerant of other views, " or "rejected opinions other than his own. " In replying to the question, "How well did tire teacher appear to know this subject?" 84. 3% of the students (135) perceived their BEST teacher as having "Thorough and profound scholarship, " while 20% of tire students (32) so perceived their POOREST teacher. However, 52.4% of the students (84) perceived their POOREST teacher as having broad and accurate knowledge, " 'br reasonably good knowledge o.t the subject. -14- �. s 3 E ! I fl ubJ indJ - ■E I? ffl I In relating to their satisfaction with the examinations given in the course, over 83% of Tie students (133) perceived the examinations of the BEST teacher as being better than average, or highly superior," while only 6.2% of the students '10'. perceived their POOR.EST teacher meeting this criter ion. Eighty-two percent of the students (131) perceived their BEST teacher as having clearly outlined the. purposes of the course from the beginning, while only 8. 7% of the students indicated that the POOR.EST teacher did so. In fact, 64% of the students >102) indicated that the POOR.EST teacher either never made clear the purposes of the course . or made only indirect reference to them. Whether or rot the instructor related the material of the course to other areas of knowledge was also sign:fl. ant in distinguishing students' perceptions of BEST and POOR.EST tea. her. since over 77% of the students ■ 112) identified their BEST teacher as haring met this criterion, while 69- 9% (112) of the students perceived the: POOREST teacher as "never" or "rarely" ever doing this. Grading procedures also signifi- artly distinguished students' perception of BEST and POOREST teacher since about 75% of the students (120) indicated being "more satisfied with most courses, or very satisfied" with the grading procedures of the BEST teacher, while only 3.7% of the students (6) perceived the POOR.EST teacher meeting this criterion. To the question How well were the materials of the course organized?" 73% of the students (117 , identified -heir BEST teacher as being well organized, and only 3% of the POOREST teachers were so identified. That part of the questionnaire which dealt with the ' Instructional Technique Used Most Often1' by the BEST and POOREST teacher contained twelve categories, and the student was given the opportunity to mark those techniques which best described the teacher he was identifying. The following table lists in rank order student responses -15- �I Li ■ s Table 8 G a In Rank Order BEST Teacher 1 2 D p 3 4 5 'J 6 7 n G 8 9 10 11 12 1 ’Ll GT I 1 If In Rank Order POOREST Teacher Formal Lectures Lectures broken by occasional questions discussion Class discussion Written reports or term papers Individual student reports to the clas s Small group discussion or reports Films, slides, other audio-visual aids Recitations based on assigned readings Demonstrations Case histories presented by the teacher Field trips Laboratory work 1 2 3 4 5 9 6 8 6 11 12 10 E r When the tabulation was completed, students had signified that the use of "Films, slides, other audio-visual aids" was identical to the number of responses to "Demonstrations", as instructional techniques used by the POOREST teacher. I The rank order of the firit nine is practically identical for BEST/and POOREST teacher except for the different placement of "Small group discussions or reports" and "Demonstrations." 1 r, Instructional Technique Students responses to this part of the questionnaire showed no significant differences that might shed some light on the "charisma" of the BEST teacher. And the old cry that lectures should have been buried in the Stone Age may not be supported by this evidence. Williams suggests that relationships between teaching techniques may indicate that most students do not want to be in the spotlight and that they prefer to remain relatively anonymous, or, at least, not to expose themselves except on their own terms. ^4 Qne may be presump­ tuous to suggest that perhaps it isn't the cloth but the woof and the warp that may lend brilliance and fashion to the identity of the BEST teacher. In this study, there was little difference, too, in students1 perceptions of the "Instructional Aim or Objective Which Was Emphasized Most" by the BEST and POOREST teacher. And it is surprising that the students, when identifying both BEST and POOREST teacher, identified him most frequently I -16- �Efl J s L U F L with the instructional aims or objectives that simply could have been dealt with by the students themselves, and that they identified their POOREST teacher with the instructional aim "Acquiring the methodology for attacking problems in the subject area" more frequently than they did their BEST teacher. Table 9 The Instructional Aim or Objective which was Emphasized Most I a L D ; L c ■ In Rank Order BEST Teacher 1 2 ■ P 3 4 i HI 5 6 Ui i J I 7 8 ! 9 r 1 7) 1 ! Instructional Aim or Objective Learning basic terminology and facts Identifying the trends, developments, or directions of the discipline Learning about reliable sources of information in the field Gaining a rounded and systematic view of the subject Learning the important principles or generalizations in the subject Analyzing organization, form pattern, purpose, point of view Applying the principles and methods of the discipline Analyzing relationships between hypothesis and conclusion, cause and effect, etc. Acquiring the methodology for attacking problems in the subject area 1 2 4 7 3 9 6 8 5 The what of the instructional aim or objective, and the procedural method, may not be as significant, perhaps, as the students' understanding of the why of its use, its relationship to the subject at hand and to other fields or disciplines, its meaning to the students' here and now concern, and its contribution to the students' sense of adequacy. i1 1 -17- I In Rank Order POOREST Teacher �Student Perceptions - Traits D 0 To attempt to isolate meaningful traits that might distinguish BEST and POOREST teachers, this survey relied on the characteristics that Williams identified in his research of three liberal arts colleges in 1965, when he determined that the most potent predictors of good teaching seem to be the personality factors identifiable as comention, surgency, cyclothymia, and super ego strength; and the most potent predictors of poor teaching as coasthenia and guilt proneness. These six traits were adaptations from Cattell's 16 Personality Factors and were chosen by Williams because he felt there was "already limited empirical evidence which suggested they might differentiate between effective and ineffective teachers." The potent traits are described in this order of importance: 1. Comention - analytical, intellectual interests; leads rather than shows or tells; poise, polish and composure even under stress; introspection and sensitivity. 2. Surgency - 3. Cyclothymia 4. Super ego strength happy-go-lucky cheerfulness; intellectual flexibility and eagerness to try new things in the classroom. warm, open trusting relationship with others; not easily frustrated; has good sense of humor; is interested in others and accepts them as they are. orderly, conscientious, non-punitive individual with a drive to achievement and moral behavior. The two traits associated with poor teaching, Williams identifies in this order: 1. Coasthenia-slow in getting the point; displaying obstinancy and passive resistance; being absent-minded and meek; and having personal and peculiar interests. 2. Guilt-proneness, worrying, lonely, sensitive, suspicious and discouraged. This part of the questionnaire contained forty-nine pairs of traits that could be identified with one of the six Cattel Personality Factors described by Williams, and the student had the opportunity of checking along a five-point scale to indicate which of the traits in each pair best identified the teacher he was describing. In one part of the questionnaire the student was asked to check the paired phrases for his BEST teacher, and at a latter interval in the survey he was asked to check another set of these paired traits for his POOREST teacher. -18- 1 �D There were seventeen phrases that could be described as related to the comention factor (analytical, intellectual interests; leads rather than shows or tells; poise, polish, and composure under stress, etc. ) and in eight of them students distinguished the BEST teacher by recording responses greater than fifty percent over those they recorded for the POOREST teacher. <ur For example, while 116 students (73%) identified their BEST teacher as "being generous with time and energy" only 20 per cent of the students (32) so identified their POOREST teacher. The eight commention traits which showed these differences of greater than 50 per cent in responses identifying the BEST teacher.are as follows: n ! J IT -• I I ! j L E I I I J 1 8 1 Factor Is self-sufficient Has analytical, intellectual interests Is a skillful leader Cooperates in enterprises Does not lose composure under stress Evaluates intellectually Is introspective, sensitive Is generous with time and energy IX I T i [; Per Cent 1 91 2 3 4 87 83 81 5 6 7 80 78 76 8 73 There were four traits (out of 9 phrases) that could be described as related to the surgency factor and which showed differences in students' responses greater than 50 per cent for BEST teacher, and they were: Factor Rank Seldom daydreams 1 Is quick in speech and movementZ Optimistic, enthusiastic 3 Considers suggestions for 4 change Per Cent 86 85 83 73 There were three traits (out of 10 phrases) that could be described as related to the cyclothymia factor and which showed differences of greater than 50 per cent in students' responses for BEST teacher. E i Rank -19- �L 3 a H DP Ll Factor Rank Recovers readily from anger 1 Is interested in people and their problems 2 Is humorous and witty 3 Per Cent 93 80 75 There were three traits (out of 13 phrases) that could be described as re­ lated to the super ego strength factor and which showed differences of greater than 50 per cent more responses in students' perceptions of BEST teacher. Factor Rank Per Cent Is conscientious Is orderly, takes things step-by-step Is quick to understand 1 90 2 3 90 88 Of the two personality factors which seem to distinguish ineffective teachers, the coasthenia factor had 20 paired phrases that could be described as related, and 8 of them showed differences of greater than 50 per cent in students' responses de­ scribing the POOREST teacher. Factor Is sometimes slow in getting the point Seems to have a one track mind Is dull, phlegmatic Insists that things be done the way he has always done them Uses random -hit-and-miss approach Limits time available to others Has limited, object-centered interests In inactive, quiet, meek Rank Per Cent 1 83 2 3 78 72 4 72 5 68 6 67 7 8 54 52 The quilt-proneness factor had two paired phrases (out of 16) which were perceived by students to show differences greater than 50 percent in -20- I �their responses describing the POOREST teacher. Factor Rank Per Cent Tends to be reserved and impersonal Is reserved, crude 1 2 67 61 It appears, then, that the effective teacher is obviously more trans­ parent in such traits as: student-centered, acceptant, trusting, understanding, conscientious, enthusiastic, active, orderly, well-organized, generous with time, humorous, optimistic. The ineffective teacher appears to be obviously more transparent in terms of being impersonal, lacking student interest, neither intellectually nor emotionally wrapped up in his work, inflexible, passive, perhaps even threatening to the students' sense of being. D. nL Single Characteristic of BEST --POOREST Teacher When students were given a free response opportunity to describe the "single personal characteristic of the good teacher that stands put most in your mind," perceptions were recorded in a number of ways. The student may have indicated in his free response both personal and professional characteristics and there was no attempt to structure his response. I report them here in the eleven categories in which I think it was possible to list them. They are in rank order: I b8 I’h 'll i 1 ■ ■ K 1. Interested in students 2. He communicated well 3. Showed enthusiasm and optimism 4. Knew his subject 5. Challenged students 6. Fair and honest 7. Displayed intellectual curiosity 8. Was witty and humorous 9. Well organized 10. Self-confident 11. Flexible When students were given a free response opportunity to describe the "single personal characteristic of the poorest teacher that stands out most in your mind," perceptions were recorded in a number of ways and I report them -21- �b i here in the eight categories in which I think it was possible to list them, are in rank order: 7. 8. They Impersonal, detached Uninteresting, dull Lacked organization Unable to communicate Did not teach anything Was rigid, narrow, inflexible Disturbing mannerisms Incompetency--lack of subject knowledge E. Most Rewarding Experience in Best Teacher's Class When students were given a free response opportunity to describe what they found "most rewarding in the best teacher's class," this is what they reported. I attempted to list them without changing their meaning. They are in rank order: Tolerance Knew his subject Fair in evaluating Purposes were made clear Related subject to other fields Organization of material Least Rewarding Experinece in Poorest Teacher's Class When students were given a free response opportunity to describe what they found "least rewarding in the poorest teacher's class," this is what they reported. Again I attempted to list them without changing their meaning. They are in rank order: 1 I 1. 2. 3. 4. 5. 6. 7. 8. Lacked organization Gained little knowledge Lack of interest and concern Attitude- -per sonality Intolerant Irrelevancy of the material Lack of knowledge of the subject Punitive evaluation procedures -22- �FOOTNOTES 19 Mary E. Corcoran, "The Role of Personal Attitudes in Student Evaluation of an Introductory Education Course. " Unpublished PhD. Thesis, University of Minnesota, 1957. “^Williams, op. cit. 21Ryans, op. cit. 22Keller, op. cit. 23 Williams, op, cit. 24-'Williams, op. cit. 25’Williams, op. cit. c :■ 1 -23- �SUMMARY AND RECOMMENDATIONS My intent in this r - of student attitudes was to be descriptive and survey not interpretative, and toJ <encourage -------— * each one of us of the Wilkes faculty to consider these results and data .—other ------- — .u that could contribute to our being more effective in our educational objectives, responsibilities, and relationships with students. A summary of these attitudes at this point can serve to place the suggestions later■' on in better perspective. The sampling group consisted of 160 students who were in the process of completing their requirements for provisional certification to teach in public schools in Pennsylvania. There were more females (67.5%) participating than males (32. 5%). More of the respondents reported their father's occupation as "white collar" (52.4%) than "blue collar". And while there was no attempt to identify students by single academic field of preparation, 98 per cent of them could be grouped as having prepared in the humanities and social sciences. Slightly less than three out of four (70.6%) of the students indicated his grade­ point average for all college work to be between a C+ and C-. While the largest number of BEST and POOREST teachers were identified in the 30 to 39 age category, it well may be that this is the age of the largest number of faculty. Since the typical class size at the college during the time of this survey was between 20 to 25 students, it is not surprising that the optimum class size identified with BEST teachers was in this category. The fact that 10.6 per cent of the students identified their BEST teacher in a class grouping of 100 or more students would not support a theory that the smaller the class size the greater the number of effective teachers, since only 3 per cent of the students identi­ fied their BEST teacher in a class of less than ten students. How students identified BEST and POOREST teachers according to instruction methods used rather clearly pointed to some factors which they perceived to be meaningful. While over 94 per cent of the respondents identi­ fied their BEST teacher as "usually tolerant of other views", and "actively welcoming differences of opinion", almost half of the students (45. 6%) per­ ceived their POOREST teacher as "often intolerant of other views", and "rejected opinions other than his own". The atmosphere of the liberal arts college that would encourage and support other points of view, especially differences expressed by students, and that should be a natural experience in all classrooms may be something more dreamed of than witnessed. I -24- �T r f 1 R 0. 0 n c un 0 E ( r? I While knowledge of subject matter is usually high on the list of many studies seeking to measure teaching efficiency, the relationship of scholarship to classroom effectiveness is not so easily determined. Slightly over 50 per cent of the students indicated their POOREST teacher as "having broad and accurate - or reasonably good knowledge of the subject". Students' perception of effective teaching and satisfaction with exam­ inations and grades given in the course were most revealing of a very chal­ lenging problem. Less than 7 per cent of the students perceived their POOREST teacher as providing examinations that were "better than average or highly superior", and only 3 per cent indicated they were "more satisfied than with most courses, or very satisfied" with the grading procedures of their POOREST teacher. Clearly outlining the purposes of a course and relating the materials of one course to other areas of knowledge also were significant in distinguish­ ing students' perceptions of BEST and POOREST teachers. The rank order of instructional techniques used most often by BEST and POOREST teacher does not support an assumption that "formal lectures" or "lectures broken by occasional questions" are the most desirable, nor that they are the least desirable of the instructional techniques. One would expect that "class discussion", "small group discussion or reports", would have been higher on the priority list in distinguishing POOR from BEST teacher, but what relationship class size, a student's unwillingness to participate, the teacher's display of authority, and his unwillingness to accept student's views have to their perceptions of BEST and POOREST teachers is not evi­ dent. The fact that most students apparently have more classroom experi­ ence in their secondaryschool programs and on campus that they identify with "formal lectures" or "lectures broken by occasional questions" may only attest to the administrative and instructional expediency of such classroom teaching techniques. Such responses from so many of the respondents should raise many questions about the teacher-student relationship and how this may be effectively altered. Probably one of the most surprising results of this survey is the one identifying the instructional aim or objective which was emphasized most by BEST and POOREST teachers. The greatest number of responses indicated that most students identified BEST and POOREST teacher with the objective that was limited in scope in terms of challenging the student's ability to "analyze form, pattern, and point of view of the discipline", "applying prin­ ciples and methods of the discipline", "analyzing relationships between hypothesis and conclusion", and "acquiring the methodology for attacking problems in the subject area". -25- �p f But rather they indicated that both BEST and POOREST teachers emphasized most those objectives for which students could have been singularly charged with responsibility. Thus "learning basic terminology and facts", which ranked first as the instructional aim or objective emphasized most by BEST and POOREST teacher could be accomplished outside of class, under minimum supervision, with individual programmed learning experiences provided, and with a minimal competency level defined by the teacher for all students. n While that part of the questionnaire dealing with personality traits shows that area to be most interesting and yet most elusive, it nevertheless was designed to permit students to describe their BEST and POOREST teacher. Their descriptions were most revealing. More than 90 per cent of the students perceived their BEST teacher as manifesting the ability to recover readily from anger (93%), self-sufficiency (91%), conscientious (90%), orderly, takes things step-by-step (90%). These traits were rated higher than "having analytical and intellectual interests", "quick to understand", "skillful leader", "quick in speech and movement", "optimistic and enthu­ siastic", and "interested in people". (J I 'll I ? u_' 1 E I nj U 1.1 J L f I ■U I I The traits most frequently identified by students describing their POOREST teacher indicate that his "slowness in getting the point", "having a one-track mind", "dull, phlegmatic", "insisting that things be done the way they always have been done", "a random hit-or-miss approach", and "tends to be reserved and impersonal" were of most concern to them. From the free responses, students indicated that BEST teachers are more revealing in terms of their sincerity-genuineness-understanding-ability to relate to their students; and POOREST teachers are more readily described as impersonal, detached, and uninteresting. Perhaps the major factor distinguishing the BEST and POOREST teacher at Wilkes is related to the "psychic income" that some students feel when they seem to be more sensitive to those experiences in the classroom that contribute to their sense of adequacy - to our confirming their being. Sidney M. Jourard makes this point when he states, ". . .if we would be helpful, or should I say human, we must grow to loving stature and learn, in Buber's terms, to confirm our fellow man in his very^being. Probably, this presumes that we must first confirm our own being". I I I i J -26- �The comentian factors which Williams found to be the strongest in­ dicators of good teachers and teaching, suggest a person who is transparently adequate, and perhaps the teacher who feels adequate and has captured a shadow of his own identity and has satisfied many of his own needs is better able to contribute to the need satisfaction of others. o 0 E m 0 u rr ■ii ■f )3? f IP I I 1 ■ Barzun also identifies with this factor when he states; "To sum up, the student feels that he suffers from neglect. He is conscious of a greater maturity than his teachers credit him with or they would not subject him to cavalier treatment as they so often do - unpunctual, slipshod in marking papers, ill-prepared in lecture, careless about assignments - results, all of them, of the academic route previously described". There is no doubt that each of us brings to the classroom different abilities and dispositions. The perceptions of our students in helping us to identify these talents and uniquenesses, and the circumstances in which they cannot productively be employed, may help us to add to the shadow of our identity, while we enhance that of the student's. We should continue to ask themfor their perceptions. They are describing them to one another anyway. Wouldn't it be better lor them and for us, to have them describe them to us for our mutual understanding and development? Mv suggestions are few and simple, and are based on the assumption that more effective studies will need to be done, not only outside of our insti­ tution, but also within its ivied walls. Therefore, with a certain amount of presumption I propose that the College consider the following: 1. Establish a budget for continued, expanded educational research, especially in the. area of student-teacher relationships, as this relates to identifying good teachers and good teaching at Wilkes so that all of us may improve our competency. 2. Organize a faculty orientation program for new faculty--all of us are engaged in the discipline Education. 3. Continue this type of study- with modifications, of course beginning with the Class of 1969 and continuing it over the next three years, and then at regular intervals thereafter. I 4. Encourage the faculty to seek active inquiry in all departments of the College, designed and directed at identifying those factors and elements that are related especially to student-teacher relationships, and effective and ineffective teachers and teaching within departments. I -27- ■ �n o n Now let me recall the experience the grade teacher had with her six year old when I began this presentation, only this time after she finished struggling with his boots and sought to send him on his way, he looked up lovingly and said, "These are not my boots. " A little annoyed and impatient, she replied, "They must be yours - they are the only ones around. " After the two of them searched the room, she reminded him that their lunch period was quickly passing and that he had better go to lunch. And again he said, "These are not my boots. " When she asked, "How do you know they are not yours?" he replied, "Mine had snow on them. " With this same sense of assurance we, too, might be able to identify the " boots" we could be looking for. I plan to keep looking and I hope you will join me. 0 D D s I -28- �APPENDIX A -J PART I. S TUDEN f INF OR MA TION In this section, pleas-: check or fill in. the appropriate answer to each of the following items about yourself. (Ignore the numbers in parentheses. They are for purposes of machine sorting only. ) HI 1 0 0 1. Year in college: (1) Freshman (2) Sophomore (3) Junior (4) Senior (5'; Unclassified 2. Major: ■ Minor: (1) (2: (3) (4) (o) J6. ___ (7) J 8) (9; (0) (?. English, Speech, Drama (2;Foreign Language and Literature (3) Music, Art (4', History, Economics, Political Science, Philosophy i 5) Psychology, Sociology 16< Religi on (7) Biological Sciences (6) Physical Sciences (9) Mathematics (0) Education Otner:(specify) 3. Sex: _(1) Male (2) Female (4) I 4. Grade point average for all college work to date; (1) A ' '"^2) A- J.3) B+ (4) B "“(5) B- T J6) C+ 1 ___ J 7) C (8) C (S> -29- �5. Father's Occupation: (1) Professional man (lawyer, banker, doctor, teacher, minister, dentist, etc. ) (2) Owner of business (store, gas station or garage, insurance agency, hotel or cafe, newspaper, etc. ) (3) Office worker (bookkeeper, cashier, postal clerk, etc.) (4) Salesman (real estate, insurance, retail store, etc.) (5) Owner or manager of farm (6) Skilled tradesman (carpenter, electrician, machinist, etc.) (7) Factory worker (laborer, farm laborer, janitor, mine laborer, etc. ) (8) Other occupations: (be specific) -w U 0 6 Your occupational choice: £ E B (I J I -30- �PART II TEACHER AND CLASS INFORMATION - BEST TEACHER Think of the best teacher you have had during your entire college career and a specific course which you took from that person. Check the appropriate answers below. 1. Sex of teacher: (1) Male (2) Female 50) o o 0 D I] 8 2. Academic area of course: (1) English, Speech, Drama (2) Foreign Language and Literature (3) Music, Art (4) History, Economics, Political Science, Philosophy (5) Psychology, Sociology (6) Religion (7) Biological Sciences (8) Physical Sciences (9) Mathematics (0) Education Other: (specify) (8, 51) 3. Estimated (1) (2) (3) (4) (5) (9, 52) age of teacher: 20 to 29 years 30 to 39 40 to 49 50 to 59 60 or over 4. Year in college when course being rated was taken: (1) Freshman (2) Sophomore (3) Junior (4) Senior (10, 53) -31- �5. Size of claaa: (1) Less than 10 "(2) 10 to 14 "(3) 15 to 19 ’(4) 20 to 24 ’(5) 25 to 29 ‘(6) 30 to 34 "(7) 35 to 39 ’(8) 40 to 49 Do not mark in thia apace: A (12-13) F_ (14-15) G (16-17) J________________ _(18 -19) K (20-21) O____________________ (22-23) j9) 50 to gg (0) 100 or more (11, 54) . ■ n u i ( p i| L f' p ■ E T I I •t-i -32- �PART III TRAITS--BEST TEACHER Next indicate which of each of the following pairs of phrases most aptly describes this "best" teacher, as you know him by checking at the point below the appropriate phrases. The procedure is illustrated in the following example: A J Mostly A More A Than B More B Than A Mostly B Optimistic B Pessimistic If the individual described is usually quite optimistic, place a check mark at the extreme left of the scale as shown below: » A I . ffl Optimistic More A Than B More B Than A Mostly B X B Pessimistic If, on the other hand, the individual is neither decidedly optimistic or pessimistic, but tends to be pessimistic, the check would be to the right of the middle line as shown below: L H1 U Mostly A I E A Mostly A More A Than B Optimistic More B Than A Mostly B X B Pessimistic There may be some cases where it is hard to decide which of the alternatives best fits the individual, or you may not know about some characteristic of the individual. You will then check in the middle of the scale. Wherever possible, though, try to indicate which of the phrases at the left or right best describes this individual. Be sure to check every item. ■■ 'I I I I A Mostly A More A Than B Mostly B B 1. Is inactive, meek, quiet. Is active, assertive. 2. Tends to hold a grudge. Recovers readily from anger. -33- I— More B Than A �A Than B Than A B 3. Is conscientious. Not much concern­ ed with responsibil­ ities to others. 4. Frequent shifts in attitudes and behavior « Consistent in dayto-day attitudes and behavior. 5. Is sociable, responsive. Prefers solitary activities. 6. Shows social initiative. Usually a follower in social situations. 7. Optimistic, enthusiastic. Tends to be Pessimistic. 8. Is awkward, clumsy. Is poised and polished. 9. Random, hitand-miss approach. Orderly, takes things step-bystep. 10. Dislikes group activities. Active in a number of organizations. 11. Is sometimes irritable. Is even-tempered. 12. Makes decisions quickly. Is slow to make up mind. 13. Is subject to personal emotion­ al appeals Goes by the letter of the law. 14. Passively resists, obstructs "on principle". Cooperates in enterprises. -34- �Than B Insists that things be done the way he has always done them. Considers suggestions for change. Is unwilling to let others know where he stands. 17. Goes with the group. Acts individually. 18. Is self-confident. 2s inclined to worry. 19- Limits time available to others. Is generous with time and energy. 20. Is absent-minded. Has a good memory. 2 1. Is interested in people and their problems. Tends to be reserved and impersonal. 22. Accepts others as they are. Questions the motives and behavior of others. 23. Has little civic or social interests. Has strong civil or social interests. 24. Shows continuity of interests. Interests seem to come and go. 25. Becomes upset when things go_ wrong. Does not lose composure under stress. Has limited, object-centered interests. Has analytical, intellectual interests. I i I I ■1 ;n B 16. Is placidly open about his feelings and ideas. 26. II Than A -35- �Than A Than B B Is little concerned about worldly success. Feels that success _is highly desirable. 28. Completes task? which he has begun. Does not finish jobs which he starts. 29. Is lacking in ambi­ tion. Tries to advance himself. 30. Has aesthetic tastes. Has practical tastes. 31. Is somewhat egocen­ tric, doesn't like to work with others. Is modest and cooperative. 32. Follows through on promises. F orgets commitments. 33. Has personal peculiar interests^ Has common, "wide" interests. 34. Is humorous, witty. Is dull, phlegmatic. 35. Is insensitive, crude. Is introspective, sensitive. IS 36. Evaluates by common­ ly accepted standards. Evaluates intellectually. jr 37, Seldom daydreams. Daydreams a good deal of the time. 38. Thinks of many possibilities. Seems to have onetrack mind. 39, Is lonely. Is self-sufficient. 40. Is good at doing several things at once. Prefers to take one thing at a time. 41. Is sensitive, "fine­ grained". Is tough, inflexible. -36- �Than B L pi ur r n i I Than A B Often blames others when things go wrong. • Seldom blames others. Is eager to experi­ ment and try new things. Cautiously considers matters before doing any­ thing new. Is a skillful leader. _Tells or shows, but seldom leads. 45. Is impersonal and detached in dis^ cus sions. Injects personal experiences and stories in dis­ cussion. 46. Is talkative. Is uncommunicative, introspective. 47. Is self-sufficient. Likes to receive attention from others. 48. Is quick in speech and movements. Is slow in speech and movements. i 49- Is sometimes slow "in getting the point" ■ Is quick to understand. 50. What was the single personal characteristic of the good teacher that stands out most in your mind? r? I ■ 1 rr i -37- �PART IV TEACHER AND CLASS INFORMATION--POOREST TEACHER Think of the poorest teacher you have had during your entire college career and a specific course which you took from that person. Check the appropriate answers below: 1. Sex of teacher: (1) Male (2) Female (24,50) 2. Academic area of course: (1) English, Speech, Drama (2) Foreign Language and Literature (3) Music, Art (4) History, Economics, Political Science, Philosophy (5) Psychology, Sociology (6) Religion (7) Biological Sciences (8) Physical Sciences (9) Mathematics (0) Education Other (specify) (25, 51) 3. Estimated age of teacher: (1) 20 to 29 years (2) 30 to 39 years (3) 40 to 49 years (4) 50 to 59 years (5) 60 or over (26, 52) I f Lf 4. Year in college when course being rated was taken: (1) Freshman (2) Sophomore (3) Junior (4) Senior (27,53) . I J I J I I j -38- �5. Size of class: (1) Less than 10 (2) 10 to 14 (3) 15 to 19 (4) 20 to 24 (5) 25 to 29 (6) 30 to 34 (7) 35 to 39 (8) 40 to 49 (9) 50 to 99 (0) 100 or more (28,54) Do not mark this space A F G J K O '"l -39- (29-30) ’(31-32) (33-34) (35-36) "(37-38) (39-40) �PART V TRAITS - POOREST TEACHER Following the same procedure as in Part III, indicate which of each of the following phrases most aptly describes this "poorest" teacher, as you know him, by checking at the point below the appropriate phrases. Be sure to check every item. Mostly 3 0 I 1 More A Than B More B Than A Mostly B B Is inactive,meek, quiet. Is active, assertive. Tends to hold a grudge. Recovers readily from anger. Is conscientious. Not much concerned with responsibilities to others. Frequent shifts in attitudes and behavior. Consistent in day to day behavior. Is sociable, responsive. Prefers solitary activities. Shows social initiative. Usually a follower in social situations. Optimistic, enthusiastic. Tends to be pessimistic. 8. Is awkward, clumsy. Is poised, polished. 9. Random, hit-andmiss approach^ Orderly, takes things step-by-step. 3. Is active in a number of organizations. 10. Dislikes group activities Is even-tempered. Is sometimes irritable. -40- �L> A r Mostly More A A Than B More B Than A Mostly B B 12. Makes decisions quickly. Is slow to make up mind. 13. Is subject to person­ al emotional appeals. Goes by the letter of the law 14. Passively resists, obstructs "on principle". Cooperates in enterprises. 15. Insists that things be done the way he has always done them. Considers suggest­ ions for change. 16. Is placidly open about his feelings and ideas. Is unwilling to let others know where he stands. 17. Goes with the group. Acts individually. 18. Is self-confident. Is inclined to worry. 19- r Limits time avail­ able to others. Is generous with time and energy. 20. Is absent-minded. Has a good memory. I 21. Is interested in people and their problems ■ Tends to be reserved and impersonal. I 22. Accepts others as they are. Questions motives and behavior of others. 1 23. Has strong civic or social interests. Has little civic or social interests. 24. Shows continuity of interests. Interests seem to come and go. 25. Becomes upset when things go wrong. Does not lose com­ posure under stress. r D fl I -41- �A 0 L r Id Than A Than B 26. Has limited object­ centered interests. Has analytical, ip- tellectual interests. 27. Is little concerned about worldly success. Feels that successis highly desirable. 28. Completes tasks which he has begun. Does not finish j obs which he starts. 29. Is lacking in ambition. Tries to advance himself 30. Has aesthetic tastes. Has practical tastes. 31. Is somewhat egocen­ tric, doesn't like to work with others. Is modest and cooperative. 32. Follows through on promises. For gets commitments. 33. Has personal, peculiar interests^ Has common, wide interests. 34. Is humorous, witty. Is dull, phlegmatic. 35. Is insensitive, crude. Is introspective, sensitive. 36. Evaluates by common­ ly accepted standards. I 37. Seldom daydreams. 38. Thinks of many possibilities. 39- Evaluates intellectually. Daydreams a good deal of the time. Seems to have a one-track mind. Is self-sufficient. Is lonely. I 'd ; ci j B -42- �A Than B Than A Prefers to take one thing at a time. Is good at doing several things at once. D D H fl B 41. Is sensitive, "fine grained". Is tough, flexible. 42. Often blames others when things go wrong. Seldom blames others. 43. Is eager to experiment and try new things. Cautiously considers matters before doing anything new. 44. Is a skillfill leader. _Tells or shows, but seldom leads. 45. Is impersonal and detached in discussions. Injects personal ex­ perience and stories in discussion. 46. Is talkative. _Is uncommunicative, introspective. 47. Is self-sufficient. Like to receive attention from others. 48. Is quick in speech and movements. Is slow in speech and movements. 49- Is sometimes slow iri'getting to the point". _Is quick to understand. 50. Whatwas the single personal characteristic of the poorest teacher which stands out most in your mind? -43- �PART VI INSTRUCTION - BEST TEACHER Again, think of the same "best" teacher as you did in Part II and the same specific course which you used in answering the items there. Under questions #1 through #10, check the alternative which best expresses your view: 1. How well (1) (2) (3) (4) (5) (41, 55) did you .under stand the purposes of the course? They were never made clear. There was only indirect reference to them. They were occasionally mentioned. They became reasonably clear as the term progressed. They were clearly outlined from the beginning. 2. How much did the students participate in the planning of the course? (1) Not at all. (2) Less than in most classes. (3) About the same as in most classes. (4) More than in most classes. (5) Far more than in most classes. (42, 56) 3. How well were the materials of the course organized? (1) There was no apparent organization. (2) They were loosely organized. (3) They were organized to some degree. (4) They were fairly well organized. (5) They were extremely well organized and integrated. (43, 57) 4. How satisfied were you with the procedures used in awarding grades? (1) Very dissatisfied. (2) Less satisfied than with most courses. (3) As satisfied as with most courses. (4) More satisfied than with most courses. (5) Very satisfied. (44, 58) 5. How good were the examinations in the course? (1) Highly superior. (2) Better than average. (3) Average. (4) Poorer than average. (5) Badly in need of improvement. (45, 59) �6. How much informal contact did you have with the teacher outside of class? ______(1) A great deal. (2) Much. (3) Some. (4) Little. (5) None. (46, 60) 7. How much work did you do outside of class for the course? ______ (1) None or very little. (2) Less than average for the credits received. (3) About average for the credits received. (4) More than average for the credits received. (5) Great amount for the credits received. (47, 61) 8. To what extent did the instructor relate the material of the course to other areas of knowledge? ______ (1) Never. (2) Rarely. (3) Sometimes. (4) Usually. (5) Always. (48, 62) 9. How tolerant was the teacher of opinions other than his own? Actively welcomed differences of opinion. (1) Usually tolerant of other views. (2) Reaction varies with views expressed--sometimes (3) tolerant, sometimes intolerant. (4) Often tolerant of other views. (5) Rejected opinions other than his own. (49, 63) 10. How well ______ (1) _(2) (3) (4) (5) (50, 64) did the teacher appear to know his subject? Thorough and profound scholarship. Broad and accurate knowledge. Reasonably good knowledge of the subject. Occasional gaps in knowledge. Relatively poor grasp of the subject involved. -45- �11. In the first column, check each of the instructional techniques used in this particular course. Double check in the second column the one instructional technique used most often. 77) (//) (1) Formal lectures. (2) Lectures broken by occasional questions and. discussions. (3) Class discussions. (4) Small group discussions or reports. (5) Demonstrations. (6) Films, slides and other audio-visual aids. (7) Recitations based on assigned readings. (8) Individual student reports to the class. (9) Written reports or term papers. (0) Case histories presented by the teacher. (X) Field trips. Other (specify) (51-2) (65-6) 12. In the first column, check each of the instructional aims or objectives which received attention in this particular class. Double check in the second column the one which was emphasized most. (/) (//) (1) Learning basic terminology and facts. (2) Learning about reliable sources of information in the field. .(3) Identifying the trends, developments, or directions of the discipline. .(4) Acquiring the methodology for attacking problems in the subject area. (5) Applying the principles and methods of the discipline. (6) Learning the important principles or generalizations in the subject. (7) Gaining a rounded and systematic view of the subject. .(8) Analyzing relationships between hypothesis and conclusion, cause and effect, etc. .(9) Analyzing organization, form, pattern, purpose, point of view, etc. .(0) Devising a plan for solving a problem or testing a hypothesis. ,(R) Evaluating a work on the basis of logical consistency ,(X) or accuracy. Comparing a work with the highest known standard in its field. (53-4) (67-8) -46- �What did you find most rewarding in the good teacher's class? 10 1 i ■ i i i 1 I -47- 4 �PART VII INSTRUCTION - POOREST TEACHER Now think of the same "poorest" teacher that you described in Part IV and the same specific course which you used in answering the items there. Under questions #1 through #10, check the alternative which best expresses your view. How well did you understand the purposes of the course? (1) They were never made clear. (2) There was only indirect reference to them. (3) They were occasionally mentioned. (4) They became reasonably clear as the term progressed. (5) They were clearly outlined from the beginning. (55) 2. How much did the students participate in the planning of the course? (1) Not at all. (2) Less than in most classes. (3) About the same as in most classes. (4) More than in most classes. (5) Far more than in most classes. (56) 3. How well (1) (2) (3) (4) (5) (57) were the materials of the course organized? There was no apparent organization. They were loosely organized. They were organized to some degree. They were fairly well organized. They were extremely well organized and integrated. 4. How satisfied were you with the procedures used in awarding grades? (1) Very dissatisfied. ____ W Less satisfied than with most courses. ____ W As satisfied as with most courses. (4) More satisfied than with most courses. (5) Very satisfied. (58) -48- �5. How good were the examinations in the course? (1) Highly superior. (2) Better than average. (3) Average. (4) Poorer than average. (5) Badly in need of improvement. (59) 6. How much informal contact did you have with the teacher outside of class ? (1) A great deal. (2) Much. (3) Some. (4) Little. (5) None. (60) 7. How much work did you do outside of class for the course? (1) None or very little. (2) Less than average for the credits received. (3) About average for the credits received. (4) More than average for the credits received. (5) Great amount for the credits received. (61) 8. To what extent did the instructor relate the material of the course to other areas of knowledge? (1) Never. _(2) Rarely. _J3) Sometimes. _(4) Usually. (5) Always. (62) 9. How tolerant was the teacher of opinions other than his own? (1) Actively welcomed differences of opinion. (2) Usually tolerant of other views. (3) Reaction varied with views expressed--sometimes tolerant, sometimes intolerant. (4) Often intolerant of other views. (5) Rejected opinions other than his own. (63) -49- rj. �1 10. How well (1) (2) (3) (4) (5) (64) did the teacher appear to know his subject? Thorough and profound scholarship. Broad and accurate knowledge. Reasonably good knowledge of the subject. Occasional gaps in knowledge. Relatively poor grasp of the subject involved. 11. In the first column, check each of the instructional techniques used in this particular course. Double check in the second column the one instructional technique most often used. (1) Formal lectures. (2) Lectures broken by occasional questions and discussions. (3) Class discussions. (4) Small group discussion or reports. (5) Demonstrations. (6) Films, Slides, and other audio-visual aids. (7) Recitations based on assigned readings. (8) Individual student reports to the class. (9) Written reports or term papers. (0) Case histories presented by the teacher. (R) Laboratory work. "(X) Field trips. Other (specify) (65-6) 12„ In the first column, check each of the instructional aims or objectives which received attention in this particular class. Double check in the second column the one which was d most. Learning basic terminology and facts. (2) Learning about reliable sources of information in the field. (3) Identifying the trends, developments, or directions of the discipline. (4) Acquiring the methodology for attacking problems in the subject area. the principles and methods of discipline. J5) Applying J6) Learning the important principles or generalizations in the subject. Gaining a rounded and systematic view of the subject. I1) J7 > -50- �1 Analyzing relationships between hypothesis and conclusions, cause and effect, etc. (9) Analyzing organization, form, pattern, purpose, point of view, etc. Devising a plan for solving a problem or testing a hypothesis. (R) Evaluating a work on the basis of logical consistency or accuracy. (X) Comparing a work with the highest known standards in its field. (8) (°) (67-8) IS..What did you find least rewarding in the poor teacher's class? Permission to use this questionnaire in the Wilkes study was granted by Howard Y. Williams. -51- �BIBLIOGRAPHY Aimetti, Anne. "What Is Wrong With Wilkes College?" The Beacon. Vol. XVIII, No. 19, March 7, 1969Barzun, jacques. The American University - How It Runs, Where It Is Going. New York: Harper and Row, 1968. Corcoran, Mary E. "The Role of Personal Attitudes in Student Evaluation of an Introductory Education Course. " Unpublished PH. D. Thesis, University of Minnesota, 1957. Cynamon, Manuel. 1"Emotional Factors in the Reliability of Student Ratings of Teachers.• " journal of Educational Research, Vol. 51, April, 1953. Eells, Walter C. "Journals Publishing Articles on College Teachers and Teaching. " American Association of University Professor's Bulletin, Vol. 43, 1957. Goodhartz, Abraham S. "Student Attitudes and Opinions Relating to Teaching at Brooklyn College. " School and Society, Vol. 68, No. 1769, 1958. Jourard, Sidney M. Princeton, 1964. The Transparent Self. D. Van Nostrand Co. Keller, Robert J. and Clark., Kenneth. "Shadent Evaluation of Classroom Teaching," in Eckert, R. E. and R. J. Keller. A University Look at Its Program. Minneapolis: University of Minnesota, 1954. McKeachie, Wilbert J. "Student Ratings of Faculty - A Research Interview." Improvement of College and University Teaching. Vol. 5, 1957. Mit'zel, Harold E. , and Gross, Cecilly F. A Critical Review of the Development of Pupil Growth Criterion in Studies of Teacher Effectiveness. New York: City College of New York, 1956. Neudling, Chester L. "Art of Teaching: One of the Great Humanities." Improving College and University TeachingVo 1. 15, 1967. -52- ��1DDDi(=o55a 1 : Ru |I 0 n i ____ �LJ n U n U m ■ n � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. 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 Student Perceptions of Effective and Ineffective College Teachers, 1969 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1969 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/541e048dadb00382e7ef56b8d7b0fe30.pdf e1634d01d2569d279333c37e2e22f790 PDF Text Text I ANNUAL REPORT 1 I I t I I I I I I I 1 I I AfCH JS1543 1552 1770 I WILKES COLLEGE WILKES-BARRE, PENNA. �I I I I 11 ANNUAL REPORT 197 0 EUGENE SHEDDEN FARLEY LIBRARY ' 1 !D fl fl fl 1 I I 1933 WILKES COLLEGE WILKES-BARRE, PA. INSTITUTE OF REGIONAL AFFAIRS WILKES COLLLEGE WILKES-BARRE, PENNSYLVANIA �’ RCHIVES J SI 5—] *3 I 55 Z. ) 9 7o i / T ] 1 f‘1 r h F -- - ( K 1 �I i I i DI i I i I! a 3 FOREWORD This Annual Report to the President and the Board of Trustees of Wilkes College summarizes and reviews the significant activities of the Institute of Regional Affairs during the College academic year from July 1, 1969 to June 30, 1970. The Institute engaged in an expanding range of activities during the past year. Not only were the usual programs for local government officials and em- ployees continued, but the Institute embarked on new activities, especially in the industrial field. Hopefully, this year, the Institute can include in its program additional activities in the public welfare field. This Report reaffirms the credence that the Institute supports the processes of change in Northeastern Pennsylvania which have become the basic concerns of the leaders of the region. n The Institute is sincerely grateful to all those who contributed their time and effort in making this a successful year. 0 HL Hugo V. Mailey Director ■< 0 0 I 80-153i«78 J �in' I. I k I There are those who insisit that the American college is first and foremost a community of scholars engaged in the quest for truth and knowledge through teaching and research. a WILKES AND URBAN AFFAIRS On the other hand, there are those who feel that the American college is a massive resource in our society, a repository of know- ledge and resources which should be applied to problem solving. For American higher education, the implications of our rapid urbanization J n D fate are enormous. A college cannot fail to take note of the sweeping changes in the society in which it exists. There are three justifications for converting that awareness into action. The first is theoretical, having its roots in the very nature of the university. a D 0 a c 0 Universities engage in the acquisition, transmission and dissemination of knowledge, and these are translatable into practise and research, training, and action programs. The transmission of knowledge has always been conceded to be the primary function of a college. However, if a college does not develop a curricula responsive to the needs of society, such an institution may be in danger of becom­ ing irrelevant. The second justification is moral, holding that knowledge is power and its D possessor owes the public a prompt application. The more important contribu- tions that scholars can make is that they can view urban problems with at least some degree of objectivity and detachment. The third is historical, pointing out that since the creation of land-grant colleges by the Morrill Act, "the notion that academic institutions should -1- �I il reach out to serve the workaday needs of a developing society, " has been common. 1 111! I i However, "academic" and "extension" were maintained as separate activities on campuses. J Almost every college and university distinguished between extension and teaching personnel and academic research and usually placed them in seperate divisions. They differed in careers and interests. 1 n While it is quite possible for the college to reach out into the society through departments, individuals, or units within it, there is much to be said for the establishment of a specific urban unit to focus on urban problems and policy, to ensure for the college a constant involvement in urban affairs , and to provide coordination for urban research and training for the college. The urgent need for providing a direct link between the sholarship of ■ Id i B 0 colleges of a given area on an inter-disciplinary basis has resulted in the creation of the contemporary "Urban Center. " Its orgin on college campuses is a re­ cognition of the fact that there is a set of interrelated urban problems, that urban problems spill over into many disciplines, and that the solutions to the problems and the activities of such centers require the coordinated application of the talents of scholars in many disciplines. B B [pf < Thus, "Urban Studies Centers," such as the Wilkes College Institute of Regional Affairs, are rather new developments in Amer­ ican universities. In the last thirty years, Northeastern Pennsylvania communities have experienced a state of economic decline with corresponding high employment. On- ly in very recent years has this region made any progress in economic development. These same communities which went through an economic transformation have -2- �II ill I s 1 E a n □ D faced drastic readjustment to the stern realities and the demands of an urbanized society, not as acute as in larger metropotitan centers, but nevertheless, just as painful. Today, the renaissance in Northeastern Pennsylvania is receiving na- tional attention, thanks to the sustained interest of the civic leadership of the re- gion, to which the College has contributed substantially. Since its establishment in 1947, Wilkes College has participated in every community effort towards economic and social development. From the start, its faculty leaders believed that the College's expansion and development have been inextricably linked to the fortunes of the community and the region. The Institute of Municipal Government, formed in 1951 out of a mutual Q LI p B g E i 0 B 3 I 10 •3 3 desire of town and gown to work with one another for the advantage of both, has as its fundamental prupose to guarantee the semi-autonomous structure of American local government, so long as it would retain the capacity to solve its own problems. Many innovations in local government in the Northeastern Pennaylvania region had their beginnings in workshops and conferences sponsored by the Institute. The commitment by the College in community affairs was duly recogniz ed in I960 when the Ford Foundation funded the Institute of Municipal Government. In 1966, the Institute of Regional Affairs replaced the Institute of Munic­ ipal Government as a multi-purpose College organization which views regional pro- blems as belonging to no simple academic discipline, but rather as a contemporary phenomenon spilling into many disciplines. The very creation of the Institute is proof positive that a full across-the-board commitment has been made by Wilkes College. Its resources include not only the College faculty in the social sciences — -3- i �ii i til I I economic, education, psychology, government, sociology — but also those ex­ perts in the region who can lend their talents to teaching, information, research, and consultation. The creation of the Institute of Regional Affairs is really a nat- ural integration of prior activities in which many members of the Wilkes College I social science faculty have been engaged for over twenty years. D n n The Institute of Regional Affairs, in bridging the gap between the schol- ar and the community, has three basic interrelated goals: -- to help the College relate effectively to a constantly changing urban society; --to help the component communities of this region to develop a great­ (J E er capacity for dealing with urban problems and for guiding urban development; and; --to help contribute generally to the development of knowledge of urban society and processes of change, and to methods of applying this knowledge. E i Actually then, urban centers as the IRA engage in the activity that is most commonly identified as "applied social science," trying to bring social science knowledge and principles to bear on the solution of problems under conditions that we believe to be professional in character. In engaging in an applied social science, the college faculty member chooses one of several roles — analyst, advo- cate , or mediator. First is the role of the analyst. This is perhaps the more traditional and (at least in the past) the more common role for applied social scientists. key aspect of this role is the attempt to be objective and to be detached. -4- The �I ii In contrast to the analyst, the professional person in the advocate role i i does not seem to strive for objectivity. The role of the advocate seeks to main- tain the professional independence of the professional's contribution to the cause of his client; it seeks to assist him to recognize the basic causes of his problem and to remedy these causes. There is a third kind of role that applied social scientists can play characterized as the mediator role. 0 l“ 0 It is well known to those who are involved in recon- ciliation efforts in labor-management relations. In order to be effective in this art of conflict resolution, one must be able to identify with the interests, aspirations, and points of view of two or more parties on both sides of a conflict situation. Suc­ cess in this role seems to require the analyst to be completely objective and the la E advocate to be completely sympathetic. Any crisis involves opportunity as well as danger. If the crises which onrushing urbanization has brought threaten higher education on occasion, they also present a remarkable opportunity for any college to rethink its existential nature no matter the role that its social scientists play. I IB There is a crying need today for middle-level urban practitioners who enter a realm of generalization for which they should be prepared by an undergraduate education. In this age of progressive disciplinary specialization, no individual department possess the strength adequately to maintain the flow of broadly trained in '(I I students capable of coping with urban problems. ing in the social sciences and relevant to the urban system is continually growing and can be meaningfully applied to the urban field by being structured into an inter - -5- 1 The body of knowledge original- �- i i I I 3 LI disciplinary academic program. Through the initial efforts of the IRA, Wilkes College instituted in 1969 an academic program in Urban Affairs which will lead to the Social Science De- gree. The program is based upon the awareness of the value of a broad liberal arts education and the student is expected to take courses in the natural sciences, humanities, and social sciences. The present Liberal Arts background (fresh­ n d ban affairs experience on the traditional liberal arts background. sn semester hours in political science, economics, and sociology, with a minimum 111 L man - sophmore years) will not be disturbed so that the student can build his ur- The Social Science majors concentrating on urban affairs consists of 39 of 12 semester hours in each. ogy 215 are required. Economics 236, Political Science 251, and Sociol- Political Science 101 and 102, Economics 101 and 102 and Sociology 101 and 102 are not accepted toward the major. L Students who intend to pursue this program counsel with the IRA staff. Not from its very beginnings has Wilkes College ever viewed itself as the ideal American institution of higher education located in a peaceful, small, relatively isolated town where its community of scholars could be shut off from the noise and confusion of the world and the region in order to devote their time to intellectual pursuits. The transition from a relatively simple set of conditions in Northeastern Pennsylvania to the highly technical and complex conditions of the 1960's and the 1970's has called for vigorous and alert response from local in­ K stitutions, be they governmental, educational, economic, or social. Not only has the College been a partner in this transition, it has made an investment through -6- �■Mi I the work of the Institute of Regional Affairs that has yielded ideas, techniques, and insights that a small liberal arts college may profitably examine as it ventures 1 more deeply into complex community and area problems. Instead of separating the "extension" from the "acadamic" personnel, the College, through the Institute 11 of Regional Affairs, has been able to find people who have been able to coordinate functions from scholarship to community service under a single canopy. 0 KJ E C I IB K �k k I I II. education and in-service training A. In-Service Training The primary function of the Institute of Regional Affairs is to provide education and training programs for officials and employees of Northeastern Penn­ n sylvania, since local units do not provide their own formalized training programs. The impetus for the in-service training came from the former Institute of Munici­ pal Government, The emphasis on in-service training by the Institute of Regional Affairs continues into the future. This structured formalized training has increas­ ed over the years primarily because of the interests of the employees and the pub­ lic officials themselves. r I Much of this basic or technical training is becoming increasingly important for certain technical, semi-technical and para-professional positions. This training is available through short courses offered in cooperation with the Public Service Institute of the State Department of Education. Management and supervis- ory training, relating to certain areas of administration, human relations and pol- icy making have been provided at several levels: (a) for local government execu- B fives, (b) for first-line supervisors, (c) for command officers. Objectives of Training In-service training can and should be beneficial not only to the individual who receives the training, but also to the local governmental unit. It should up- grade performance and the image of the public servant. In its report on in-service municipal training, the International City Managers' Association pinpointed these goals of training from the individual's standpoint: -8- �i ‘ i I a a --to equip him with the skills he needs to perform more effectively the duties of his position. -- To attune him to the tasks he is called upon to perform in a changing world and to adjust his outlook and methods to new needs and demands. -- To instill in him an awareness of the relation of his work to the ser­ vice rendered by his department and government. -- To prepare him for other duties (his next job), and when appropriate, develop his capacity for higher work and greater responsibilities (for a different E job). These goals not only apply to municipal training, but to all types of train­ ing — whether in industry or government. r One concluding point: if in-service training is going to be truly meaning- ful, truly worthwhile, it should afford the employee-student the opportunity to achieve some perceptible and attainable goal, for himself and for his employer. Over the years many specific courses have been offered to public per­ E sonnel relating to their particular specialty. degree, educational opportunities, varying form 5 to 24 hours in length during the academic year. G! These courses are non-credit, non- The number and variety of courses will vary from year to year de- pending upon the demand. Beginning with a total of 29 public officials in 1951, the enrollment in courses for public employees and public officials reached a new high in the 1967- 1968 year when 567 qualified for Certificates of Attainment. ified for Certificates. In 1969-1970, 479 qual- Over a nineteen year period, more that 3, 900 individuals have completed the courses requirements and received Certificates. 1 1L_ -9- �8 8 ri r? a a n Courses offered to local public officials during the past year from July 1969 to June 1970 were the following: I. POLICE a. b. c. d. II. 0 FIRE a. b. in. r E fl V. Appraisal Techniques I - IAAO Principles of Industrial Assessing CIVIL DEFENSE a. b. c. d. B Fundamentals of Fire Fighting (2) Fire Inspection and Prevention ASSESSING a. b. IV. Small Arms (Public Service Institute) Small Arms (National Rifle Association) Traffic Accident Investigation Auxiliary Police Radiological Monitoring Basic Communications Radiological Refresher Light Duty Rescue Medical Self Help other a. b. c. Borough Councilmen Wastewater Treatment Operation Zoning Law E Hi I ! -10- �If I k i _i in-service training program number receiving certificates BY years and short courses I 1 IB n T ] u 2 0 n B T fl Y ear Total 1951 1952 1953 1954 1955 1956 29 42 37 27 36 52 1957 37 1958 39 1959 89 I960 90 1961 157 1962 231 Certificates Awarded Class Borough Councilmen Magistrates Basic Police Township Commissioners Borough Councilmen Health Officers Township Commissioners Magistrates Borough Secretaries Advanced Police Councilmen Magistrates Township Supervisors School Directors Basic Police Councilmen Basic Police School Directors Planning and Zoning Police Chief Magistrates Advanced Police Small Arms Basic Police Assessors Borough Secretaries Magistrates School Educational Secretaries Small Arms Township Supervisors Traffic Management Zoning Highway Maintenance Fire Administration Penal Code Planning School Directors Intoxication and Law Enforcement -11- 29 42 37 27 36 11 9 32 13 24 17 22 35 30 24 10 26 29 25 12 26 38 23 20 26 12 31 11 8 15 12 20 19 11 35 15 33 21 �I! I 1 s a o Year Total 1963 119 1964 189 1965 184 1966 415 1967 440 a T o rr 0 n D B IE IE Certificates Awarded Class Assessors Basic Police Report Writing Fire Fighter Instructors Personnel Supervision Municipal Fire Administration Small Arms Magistrates Youth Control Rural Assessment School Directors Small Arms Township Supervisors Arson Detection Criminal Investigation Fundamentals of Fire Fighting Magistrates Fundamentals of Fighting School Law Assessors Magistrates Small Arms Hydraulics Zoning Community Planning Penal Code Basic Police Principles of Inspection Magistrates Assessors Shelter Managers Civil Defense Adult Education Basic Rescue Civil Defense for Local Government Civil Defense for Local Directors Light Duty Rescue Radiological Monitoring Auxiliary Police Fundamentals of Fire Fighting Radiology Radiological Monitoring Criminal Law Councilmen & Commissioners Civil Defense for Local Government Auxiliary Police -12- 25 15 18 10 13 17 21 59 12 23 18 15 38 28 37 18 78 6 12 23 15 20 25 5 11 28 31 23 17 5 7 18 20 16 20 44 83 92 22 10 56 9 37 43 �I! i Y ear Total 1 a o n 1968 555 1969 496 n E kJ Certificates Awarded Class Control Center Operations Fundamentals of Purchasing Light Duty Rescue Shelter Management Small Arms Medical Self-Help Rural Assessment Basic Police Procedure Fire Ground Attack Fundamentals of Fire Fighting Civil Defense Management for Local Directors Advanced Police Course Minor Court Procedure Auxiliary Police Civil Defense for Local Government Basic Communications Basic Police Procedure Fundamentals of Fire Fighting Hydraulics Light Duty Rescue Police Administration Principles of Assessing Medical Self-Help Radiology Report Writing Small Arms Advanced Communications Arson Detection Auxiliary Police Basic Communications Civil Law Community Planning Control Center Operations Fundamentals of Fire Fighting Hydraulics Medical Self-Help Light Duty Rescue Principles of Purchasing Radiological Monitoring Radiological Refresher Rural Assessment Small Arms Street & Highway Maintenance -13- 28 5 49 9 9 57 6 14 21 43 22 38 36 56 26 53 30 69 15 18 5 12 136 26 7 28 21 45 45 17 21 3 13 115 16 56 27 11 29 22 35 12 8 �I i i I a 0 n n Y ear Total 1970 47 6 Certificates Awarded Class Appraisal Techniques I - IAAO Auxiliary Police Basic Communications Borough Councilmen Fire Inspection and Prevention Light Duty Rescue Fundamentals of Fire Fighting (Laflin) Radiological Monitoring Medical Self Help Radiological Refresher Principles of Industrial Assessing Small Arms (Public Service Institute) Small Arms (National Rifle Association) Traffic Accident Investigation Wastewater Treatment Operation Zoning Law Fundamentals of Fire Fighting (Lehman Twp. ) m Is B ! -14- 12 24 27 11 38 19 44 24 17 46 16 10 15 22 31 62 15 �I ■ (D '£j iO (O (Cj iS I 1 I 0 3 0 . B. General public policy training might also be called public leadership training. It involves education which helps community officials better understand issues and change, provides guides for them to use in analyzing and solving community problems and gives them an understanding of methods of developing community sup- port for putting programs into action. This type of education has been directed at the private sector plus the many citizens who serve on the various boards and com­ missions. C. n 0 D Public Leadership Training General Education Beyond High School This training aims at broadening an individual's horizon of thinking andfeeling by conveying general knowledge that does not bear any direct relationship to his specific job. Article II of Canons of Police Ethics (1956), entitled "Attitude Toward Pro- fession," stressed the point that by diligent study and sincere attention to selfimprovement, a police officer can strive to apply science to the solution of crime, CD D and thus make for effective leadership and influence in human relationships. To this end, many cities have established programs permitting police officers to earn □ a college degree in a field of his choice in the hope that such a broad education would help to create a high quality public service. Cities provide incentives, pro- motions, leaves of absence, tuition and other expenses for this college based educa­ tion. In 1968, Congress saw fit to provide financial assistance to allow in-service law enforcement officers to commence or continue their education at the college lev,1 1 -15- �II I J el. At the same time, funds were provided to encourage young people to seek ori­ minal justice careers at the college level. The Law Enforcement Assistance Ad- ministration established under the Safe Streets Act of 1968 makes available to law enforcement and correctional officers grant awards and loan awards. Two law en- forcement officers took advantage of the grant awards, as defined in the LEAA 0 n guidelines, and attended Wilkes College during 197 0-71. ponsibility under the Law Enforcement Education Program and counseled these two students in arranging courses. D (Fi The IRA assumed the res­ D. IAAO Course The IRA made available to assessors and all those engaged in any of the many related state, government, and local positions with the application of real n estate, a course by the International Association of Assessing Officers. This was the first time that the International Association made such a course available on the Wilkes College campus. E ed the course. Instruction in the course was paid for by those who attend- An examination to test the comprehension of material presented was not mandatory; however, the IAAO did award a course certificate to those who successfullly completed the examination. IE Successful completion of the course by pass- ing the examination does meet the entrance regulations to CAE candidacy. It is the hope of the IRA that other courses can be given with a view to certifying assessors under the IAAO requirements. E. f' Community Service Program - Title I In 1965, Congress provided a program to help bring the resources of the colleges and universities to bear on community problems on a state-by-state basis. -16- �It provides federal matching money to colleges and universities for community service programs to assist in the solution of community problems. This money is administered under a state plan developed in each state and may be uses for ed­ ucational and research programs. The philosophy of Title I of the Higher Education Act of 1965 states: "For the purpose of assisting the people of the United States in the solution of community problems. . .by enabling the Commissioner (of education) to make grants under this title to strengthen community service programs of colleges and 3 0 0 universities.. . " Sections 101 and 102 of the Act further states: "• . .the term, 'community service program1 means an educational program, activity or service, including a research program and a university extension or continuing education offering, which is designed to assist in the solution of com- munity problems in rural, urban, or suburban areas, with particular emphasis on urban and suburban problems. . . " Title I is unusual in several respects: (1) its emphasis upon the use of high­ er education programs to assist in the solution of community problems, (2) its flex­ ibility, permitting each state to define its community problems and to determine how it wants to use its higher education resources to work toward solutions, and (3) its broadness, permitting programs for the private sector as well as public. B Title I has permitted experimentation, both in types of projects and methods of carrying out the educational programs. The Act is a recognition of the fact that universities and colleges are not interdesciplinary; academic departments have fun- -17- �I! i I ctioned largely independently of each other. Yet the solving of community prob- lems may call for a coordinated, interdisciplinary approach. Title I has really served as an incentive for persons in higher education a 3 n D B D to be more in touch with community problems and it has also served to make com- munity officials and leaders more aware of the resources of colleges and universities that are available to their communities. The challenge to colleges of Title I of the decision as to whether they want to become involved, and if so, to what ex- tent and how. This certainly has not been true of Wilkes College or of the Institute of Regional Affairs. Title I has merely served to strengthen an involvement that dates back to 1951. The Institute of Regional Affairs made 10 applications for 10 programs under the Act since 1966 when the Act became operative. Of this number, 9 have been accepted and funded by the Title I Agency of the Commonwealth Department of Education. Kinds. B B Most of the programs have been conferences, seminars, short courses, or workshops. Continuing Programs. One of the projects was approved three times, re- ceiving a very high rating by the panel of proposal evaluators. Audiences. The impression may be that Title I projects are almost exclu- sively for public officials. This is not the case. Half of the projects involved aud- iences which were completely or partly from the private sector. '11 A breakdown of the 10 projects is presented to give the reader an idea of the balance of the programs conducted by the Institute of Regional Affairs under !| -18- �Title I: ■1 0 Year Title 1966 Regional Policy and Goals Principles of Purchasing Community Leadership Joint Communications System Community Leadership Dynamics of Regional Affairs Community Leadership Transportation of Low Income (on-going) Middle Management Seminar Training for Parents of Retardates (on-going) 1967 1968 1969 B 1970 Type of Participants Number of Participants Public Officials 17 Public Officials 15 Community Leaders 24 Public Officials 75 Community Leaders Social Science Teachers 22 Community Leaders Public Official s and general citizenry Indust ry 28 20 46 General Citizenry 60 30 Two Title I projects were conducted during 1969-70; 1. Transportation for Low Income. The purpose of this project was to ascertain and match the specific geographical areas in the County where the poor live and where the job opportunities are. It was intended to involve three parts: (1) preparation of an analysis of currently available public transportation fa­ cilities; (2) conduct of 5 conferences on regional transportation problems; (3) develop­ ment of a demonstration proposal to show the feasibility of a more effective trans­ portation system for the low income. One conference, five large meetings, and at least ten smaller group meetings have held on the general subject involving representatives of industry and welfare agencies. Under present circumstances, with the Wilkes-Barre Transit Company in dire financial straights.it cannot be ex- pected that a company would be interested in a demonstrative project. -19- Therefore, �the objective of the projects has been redirected toward a larger goal than that of the original approved proposal — that of studying with the transit company officials the whole status of Mass Transit in Wyoming Valley in particular and the Luzerne County in general. The IRA has at this point in the project created a joint Cham­ ber of Commerce — IRA committee for continued discussions on these larger goals. 2. Middle Management Seminar. The transition of the Luzerne County area from a deeply depressed, one-industry economy to a diversified economy is well underway. 0 IjC? a s According to recent studies published by the Economic Develop­ ment Council of Northeastern Pennsylvania, there is a lack of middle-management positions, capable but untrained personnel, relying in "on-the-job" exper- ience without formal planned training programs to develop competent "middle managers. tt Competent middle-management is a "must" to the upgrading of the area's newly diversified economy. In view of the stated goals and the practical nature of the problem in this region, the middle-management training program was designed a not only as an initial effort to promote an awareness of the need for middle-managers, but also to provide a basis for later specialization in selected areas of man- agement. Its content was directed to individual middle-managers presently em- ployed who feel the need for basic training. The program emphasized practical ■ methods and techniques. 0 The program consisted of a series of ten two-hour e- vening sessions, each conducted by qualified authority. Specific managerial areas were selected on the basis of significant need as revealed by consultation with area business and industrial organizations. I ! f' A program syllabus and other printed mat­ -20- �II 1 a B erial prepared by the Institute of Regional Affairs, and Boehringer Associates, were proveded for each participant at no cost. The Economic Development Coun- cil of Northeast Pennsylvania agreed to co-sponsor the Seminar with the Institute. PROGRAM OUTLINE Session I March 2 Functions of Management — Planning and Or­ ganizing Session II March 9 Functions of Management — Leading and Control Session III March 16 Personnel Management — Hiring, Training, Wage and Salary, Administration Training u a n E Session IV March 23 '3 The Total Cost Concept — Office, Engineering, Manufacturing, Marketing, Cost Control B B Session V March 30 Value Improvement — Work Simplification, Cost Reduction Session VI April 6 Work Sampling, MTM (Method-Time-Measure­ ment) Project Control, Quality Control, Safety i Session VII April 13 Materials Management - Purchsing, Inven­ tory Control, Production Control Session VIII April 20 Supervisor's Responsi bility for Labor Relations Session IX April 27 Marketing - Research, Advertising, Sales Operations Session X May 4 Continuing Self Improvement Program tl F. Community Growth Conference The Ninth Annual Community Growth Conference, co-sponsored by com­ I munity organizations, was held in September, 1969, and intended to acquaint ■ local officials and the general public with the emerging issues of public affairs, I. centered on the theme "Regionalism. hl If’ tt -21- �I I l a n n PROGRAM "THE NEW WAVE Welcome: Chairman: Speaker: Chairman: Panelists: n !8 s Chairman: Panelists: E OF REGIONALISM'II Dr. Eugene S. Farley, President, Wilkes College Donald D. Moyer, Economic Development Council, NPA Ralph R. Winder, Executive Director, Appalachian Regional Commis sion "MASS TRANSIT" Edward Schechter, Committee, Luzerne/Lackawanna Trans­ portation Study Joseph Armond, General Manager, New Castle Transit Authority Edwin W. Bickhart, Chief, Mass Transportation Div. , Dept, of . Comm. Aff. Third Speaker to be announced "SOLID WASTE MANAGEMENT" Ellsworth C. Salisbury, Jr. , Exec. V. Pres. , Greater Hazleton Ch. of Com. Maurice A. Shapiro, Graduate School of Pub. Health, U. of Pittsburgh Albert J. Klee, Chief, Bureau of Solid Waste Mgmt. , HEW Samuel J. Joseph, Vice President, United Municipal Corpor­ ation, Harrisburg "WHAT IS THE ROLE OF THE COUNTY" Edmund C. Wideman, Jr. , Board of County Commissioners, Luzerne County Speaker: Bernard F. Hellenbrand, Exec. Dir. , National Assn, of Counties Chairman: I! ffl (fi -2Z- �II I I B n a n B B E III. INFORMATION The Institute of Regional Affairs constantly attempts to keep public officials and those engaged in community work informed on urban and regional affairs. To accomplish this purpose, the Institute circulates a monthly newsletter, maintains an outstanding library, and quarterly submits contributions to the Horizons section of the Pennsylvanian magazine . A. The IRA Newsletter Although it was begun in 1951 as the Luzerne County Newsletter, the change in name of the Institute also brought with it a change in name of the Newsletter. In July, 1969, a distinctive masthead was instituted, and the printing process was changed, which permitted the inclusion of almost three times as much material in the same amount of space. It should be noted that the Newsletter is no longer the work of one person, but articles, book reviews, commentaries are contributed by all members of the Institute staff. However, the basic purpose has not changed -- that of keeping local public officials informed of the varying methods employed by communities throughout the United States in solving problems of management, personnel, and administration. ! Also, included are the broader range of activities in the general fields of economics, psychology, government, and sociology. It is an­ ticipated that members of the various departments at the College and consultants will contribute articles. PE lb A monthly publication, the Newsletters' mailing list has grown to approxi­ mately 2, 100 interested community leaders in Northeastern Pennsylvania. Included on the list are public officials, community leaders, and various professional groups. I -23i’ �i! k B. I 8 a D Library The Institute of Regional Affairs also maintains a carefully selected library of contemporary materials in the social science fields. been catalogued, ies. Over 4, 000 items have which includes books, . pamphlets, reports, surveys, and stud- These are received by the Institute on an exchange basis with similar organ- izations on other college and university campuses, and with many local and state governments. This collection of contemporary material deals with the various aspects of urban studies: government, land use, transportation, management, social welfare, education, recreation, and public finance. In effect, this is a clearinghouse and one of the largest repositories of information and materials on governmental ad- B I ministration in Northeastern Pennsylvania. In addition to its use by interested community leaders and local government officials, the Library is used by many undergraduate students who may have their first contact with community problems by the utilization of library materials for term papers and research projects. The Library will become incresingly valuable to Wilkes students vdio plan to pursue undergraduate work toward the Social Science degree with a concentration in Urban Affairs, a new program instituted in the Fall of 1969. C. r Horizons-- the Pennsylvanian The Pennsylvanian is the official publication of a number of municipal or- 1 (J ganizations. It has a circulation of well over 15, 000 people interested in Pennsyl- vania local government. Horizons is the four page center spread of the magazine, rn -24- �I i 1 1 and is an outstanding part of the magazine. The Institute of Regional Affairs is one of the three regular contributors to Horizons, the others being the Universtiy of Pennsylvania and the University of Pittsburgh. ] I < ] n During the past year, the Institute contributed the following: Professionalism in Pennsylvania Government" August 1969. Hugo V. Mailey tl In the 70's. . . The Commonwealth's Role in Community Affairs" December, 1969. Hugo V. Mailey "Fire Fighting: Self-Service or Collective Municipal Responsibility?" May, 1970. Hugo V. Mailey D D n i H ■ ■ 0 ,rl ;li! T1 -25- �IV. CONSULTATION A third service of the Institute of Regional Affairs is a consulting service which offered to interested members of the community including governmental of- ficials and non-governmental agencies. This consulting service, both formal and informal, is made possible because of the specialized interests of the staff of the Institute and of the college. The members of the staff have been asked to talk before various groups in Northeastern Pennsylvania. In addition, the Institute encourages staff involvement in outside organizations through membership, attendance at meetings, serving as resource people, and as lecturers. These activities have taken many forms ranging in magnitude from working with a single specific small municipality to working with the Commonwealth of Pennsylvania as a whole. Among the broad type services in which the Institute participated during the year 1969-197 0 were the following: Wilkes-Barre Kiwanis - Director served as luncheon speaker on a County Emergency Communications System. Governor's Conference on Water Pollution - Director served as speaker on the Management of Regional systems. Second Annual Conference of Department of Community Affairs - Director served as speaker on the Role of the Commonwealth in the 1970's. Cumberland Conservancy - Director served as speaker on Inter-governmental Cooperation on Pollution Abatement. -26- �I I I J ] n National Honor Society - Director served as speaker on Urban Crisis. Pennsylvania Library Association - Director served as speaker on the Future of Local Government in Pennsylvania. Environment Day - Director served as speaker on Creation of Wyoming Valley Sanitary Authority. Lackawanna County Extension - Director served as speaker on Alternative Solu­ tions to Metropolitan Problems. Pennsylvania Department of Health - Director attended Conference on the Susque­ hanna River Basin. Environmental Health Task Force - Director serves as member of Task Force in 0 B D ■: B the Department of Health. Title I, Higher Education Act - Director served as evaluator of Title I proposals for Department of Education. Luzerne-Lackawanna Committee on Clean Air - Director serves as member of Cit­ izens Committee for Clean Air. Advisory Council of Department of Community Affairs - Director serves as Vice Chairman of Council which counsels with Secretary of Community Affairs. Bureau of Research of Department of Community Affairs - Director serves an con­ sultant to Bureau on Area Government Study by Better Government Associ­ ates. U Wilkes-Barre City Planning Commission - The Associate Director served as the executive director of the Department of Planning and Development from July to December 1969. -27- �— Swoyersville Borough Civil Service Commission - Associate Director administer­ I ed tests for Police applicants in January, 1970. West Pittston Borough Civil Service Commission - Associate Director administer­ ed examination for police officers in December, 1969. Greater Wilkes-Barre Chamber of Commerce Central City Commission - Associ­ ate Director assisted committees in evaluating traffic proposals to be presented to the Wilkes-Barre Traffic Commission. Channel 44 - Director served on panel on Function of Authorities on Pollution 0 D Abatement. Wilkes-Barre Teachers - Director served moderator on public forum on Transfer of Teacher Policy. Scranton Teachers - Director served as Election Moderator at representation (ID election for teachers. ■ E B B i Horizons - Director attended a series of editorial policy meetings in Harrisburg throughout the year. Pennsylvania Political Science Association - Director presently serving on the Executive Council of the Association beginning in April, 1968. Multi Community Cooperation - Director serves as coordinator in the four community(Forty Fort, Swoyersville, Wyoming, West Wyoming) sewer project. 1 Luzerne County Ambulance Association - Director serves as coordinator in the establishment of County Association. American Institute of Planners - Associate Director serves as President of the Northeastern Section, Philadelphia Chapter. -28- I �Luzerne County County Association for Retarded Children - Associate Director serves as Second Vice-President. Luzerne County Emergency Communications Systems - Director serves as a co- ordinator in the establishment of County Communications System, initially a recommendation of the Institute of Regional Affairs as a Title I I 1 0 n D project. The members of the Institute staff have maintained membership and tak- en part in the function of many community and state-wide groups. The Institute has acted as co-sponser of and participated in conferences with numerous state- wide profes sional organizations. UJ E -r 7 -29- �research The fourth area of activity of the Institute of Regional Affairs is that of Research. The Institute, because of its relation to both the College and the com­ munity is in a unique position to conduct a continous research program closely as­ sociated and connected with the educational aims of the Institute. The Institute may make specific studies for individual municipalities or groups of municipalities. These normally are conducted at the request of the spe- cific municipality when they relate to such programs as reorganization of a police department, comparative costs of incineration and sanitary land-fill, development of personnel record, or the feasibility of establishing a public library. Other stu- dies which have been undertaken by the Institute are occassionally valley-wide or County-wide in scope, such as the Annual Wage and Salary Survery of Luzerne ■ County municipalities. A. Projects Completed in 1969-197 0 The publications of the Institute of Regional Affairs from July 1969 to June 197 0 are listed below: IP lb Civil Service Rules and Regulations for Hazleton Civil Service Rules and Regulations for Larksville Joint Police Service for Fairview and Wright Townships Proceedings for the Ninth Annual Community Growth Conference Salaries, Wages, and Fringe Benefits in Luzerne County Municipalities, 197 0 Proceedings of Data Processing Seminar. As a result of a seminar of six sessions, the Institute of Regional Affairs published a summary of the proceedings on the use of computers which was offered to the business -30- �community of Northeastern Pennsylvania. This seminar under the direction of Cromwell Thomas, Associate Professor of Engineering, was presented in cooperation with the Pennsylvania Technical As­ sistance Program. One of the recent demands in the business world has been for computer-basis systems tailored to the needs of the gen­ eralist in the management that person without a formal background in system analysis programming. Such systems must provide this kind of general person both the opportunity and ability to structure his own data in his own way, using a language that is comfortable and easy to master. I j 1 u J J ■ D D j Real Property Inventory. One of the major studies that were executed by the Institute of Regional Affairs during the past year was the Real Property Inventory of Wilkes College. This study was in response to the charge that by continually acquiring high value properties, the College is depriving the City of Wilkes-Barre of much needed revenue. This was the initial step in the College developing a property inventory system. It is hoped that this report will eventually lead to a compre­ hensive study of the impact of the College on Luzerne County, in gen­ eral, and Wyoming Valley in particular. Students Perceptions of Effective and Ineffective College Teachers. As a result of a paper presented at a Wilkes College Faculty Seminar, the Institute of Regional Affairs published the complete report entitled Student Perceptions of Effective and Inneffective College Teachers by Michael J. Barone, Assistant Professor of Education. The evaluation should be to help the professor understand himself, to know his abili­ ties, to continually assess his preparation, and to be conscience of his patterns of interest. Student evaluation permits the teacher to analyze his techniques for putting across concepts and theories, to strengthen his good qualities, and to question or eliminate his weaknessess. Even though student appraisals contain an uncertain degree of validity and reliability, the judgement derived from student evaluation forms is a better measure than opinions obtained from hearsay of from faculty and student minorities. p 11 Conceptions of Mental Illness by Patients and Normals. Raymond Weinstein, assistant professor of sociology and Norman Q. Brill M. D„ professor of psychiatry at UCLA and formerly medical director of the UCLA Neuropsychiartic Institute, collaborated on an article for a national mental health magazine, in which patients conceptions of the causes of their illness were recorded and compared to data of five other investigations dealing with public attitudes toward the etiology of mental disorders. The purpose of the comparisons was to determine if patients and nor­ mals hold similiar views, as hypothesized by a sociological perspective of illness, or whether these two groups differ in the conceptulizations, -31- �BM as suggested by a psychiatric frame of reference. I Municipal Secretary's Manual. The Department of Community Affairs awarded the Institute a contract to prepare a manual to aid clerks of cities of third class and secretaries of boroughs, townships of first and second classes. The preparation of this manual in a single comp­ rehensive publication was both unique and expermental in that an ob­ solete manual did exist, but only for borough secretaries. This pub­ lication for the Department will serve as a practicle guide for the sec­ retaries so that they can better perform their extensive and increasing­ ly complex duties. The prime author of this publication was Walter H. Niehoff. ] 0 h h D ! .0 ri -32- » �p U) B. Studies and Reports - 1951-1970 A list of the Institute's publications from 1951 through 1970 includes the following: J b ] ■ D a D B 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31.. 32. 33. 34. An Analysis of Tax Collections in Luzerne County Attitudes and Implications of Urban Renewal Civil Service Rules and Regulations for the Borough of Forty Fort Civil Service Rules and Regulations for the Borough of Luzerne Civil Service Rules and Regulations for Kingston Comparative Costs of Incineration and Sanitary Landfill for Berwick An Evaluation of Small Arms Course The Glen Alden Story Influences on Women's Voting Behavior Intoxication and Law Enforcement Library Service for Edwardsville Local Political Subdivision Disaster Preparedness (Civil Defense) Merger Study of Kingston and Pringle Boroughs Pennsylvania Municipal Finance Officers 27th Annual Meeting Personnel Status Record for Police Department of the City of Wilkes-Barre Proceedings of the First, Second, Third, Fourth, Fifth, Sixth, Seventh, Eighth and Ninth Annual Community Growth Conference Proceedings of the Sanitary Landfill Conference Proposed Structure and Pay Schedule for the Police Department of Kingston Report on the Feasibility of Joint Sanitary Landfill for Wilkes-Barre and Adjoining Towns Salary and Wage Study for Third Class Cities in Luzerne County -- 1964, 1965, 1966, 1967, 1968 Student Opinion Survey Concerning Consolidation Study of Sanitary Landfill for Wilkes-Barre and Surrounding Communities Use of Idle Cash Balances in Luzerne County Audience Characteristics -- Times Leader Evening News Salary and Wage Study for Boroughs in Luzerne County - 1965, 1966, 1967, 1968 Ambulance Survey - Wyoming Valley The Appearance of Wyoming Valley Report on the Institute for Youth Opportunity Program Salary and Wage Study for First Class Townships in Luzerne County -- 1966, 1967, 1968 Report on Institute for Keystone Job Corps Center Problems of Change in Urban Centers Emergency Communications Center for Luzerne County Academic Calendars in Pennsylvania Colleges and Universities Annual Reports of the Wyoming Valley Sanitary Authority -- 1964, 1965, 1966 and 1967 -33- ’I ___ �35. 36. 37. 38. 39. I 40. 41. 42. 43. 44. 1 J 0 d 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. Civil Service Rules and Regulations for Dupont Report on Seminar on Emergency Highway Traffic Regulation Civil Service Rules and Regulations, Wilkes-Barre City School District Wyoming Valley Sanitary Authority: Property Inventory and Description Salaries, Wages, and Fringe Benefits in Luzerne County Municipalities, 1969, 1970 Luzerne County Community College Technical and Semi-Professional Em­ ployment Survey Joint Police Service for Back Mountain Civil Service Rules and Regulations for Swoyersville Community Leadership Seminar Position Classification and Employee Policy Manual for Coplay-Whitehall Sewer Authority The Selection of a City Manager - Qualifications of Applicants The Contemporary College Mission (an abstract appeared in the Mayor and Manager, November 1968) Civil Service Rules and Regulations for Hazleton Civil Service Rules and Regulations for Larksville Joint Police Service for Fairview and Wright Townships Proceedings of Data Processing Seminar Real Property Inventory Student Perceptions of Effective and Ineffective College Teachers Conceptions of Mental Illness by Patients and Normals Municipal Secretary's Manual 0 d 1 i 1 -34■» �VI. EPILOGUE The concept of an "urban agent" is a viable one. There are numerous in- dications that the work of the former Institute of Municipal Government, now known as the Institute of Regional Affairs, has assisted in the effective and meaningful development of new governmental leadership in Wyoming Valley, Luzerne County, ans Northeastern Pennsylvania. ] to depend upon the Institute for its varied services, especially the instructional as- pects of its work. 0 Public officials and community leaders have come The ultimate purpose of the Institute, in what was a depressed area, is to contribute to improving the quality of regional life. Q It can be said that the Institute has effectively established and maintained relationships between Wilkes College and organizations and individuals who serve n the region. This continuing and successful relationship may have been facilitated because the Institute has been seperated from the regular college prescriptions. The traditional barrier of "town and gown" was eliminated. - E co mmunity. ity. The Institute is in the It is relatively free from restriction because it is not of the commun­ The very fact that the Institute of Regional Affairs is both in the community, but not of the community, gives it tremendous latitude for ventureness. The mutual desire of town and gown to work with one another for the advan- tage of both is not only a demonstration of teamwork between higher education and the region, it is also an educational venture into the field of adult extension educa- tion, wherein the College is acting in the role of "urban agent. P ii In representing the College as "urban agent", the Institute of Regional Affairs has attempted to cre- ate the "tommorows" from the work of the "todays. -35- �For either communities or industries of the region to compete successfully, they must have special services and competencies. They need to be able to keep key personnel abreast of new knowledge and new technology. To attract and hold good people, opportunities to prepare for personal career advancement are essential. Special arrangements need to be devised for the industrial enterprises of the region. Few, if any, of the regional enterprises can afford to maintain the elab­ orate and expensive laboratories which such specialized research ordinarily re- .1 Q p quires, and which large national corporations can afford individually or small enterprises in a large city often find near at hand. The various segments of the nat­ ural sciences at Wilkes College have been making their research equipment and fa­ cilities available to various industrial firms. 0 The region's enterprises are frequently confronted by problems relating to business operations, and do not have on their regular staff the specialized econom- - jO ists required to solve them. These enterprises find it highly inconvenient and ex- pensive to send these problems away to metropolitan centers, or else to bring in the required industrial specialists. They find themselves, therefore, at a compet­ itive disadvantage in keeping up with developments in their often rapidly advancing fields. During the past year, the Institute conducted a Middle Management Seminar as a start. This effort was really a continuation of past efforts by the Department of Economics to accommodate local industry in developing local supervisory pet­ ffl sonnel. it is hoped that the Middle Management Seminar will give new life to a whole series of seminars and workshops for industrial firms of the region. This coming year will also see the Institute enter the public welfare field with the Title ■ -36- �I project for Parents of Retardates. Since the Institute has become a broad umbrella over the social sciences, discussions continue in order to determine projects to be undertaken by the various College departments under the auspices of the Institute, Steps are already being taken to bring even more of the social science faculty into the ever-increas- ing activities of the Institute of dealing with regional problems. It is expected that additional professional staff from the social science faculty will be added on a tern- I proary basis to take care of large scale research projects or service work financ­ ed by outside sources, such as the Federal or State government. The "core staff" may be enlarged for specific projects on the same basis as heretofore - part-In- 0 LI stitute and part-departmental. This is the unique solution to the controversy of teaching and/or research or community service. The Institute has two additional assets that will facilitate in the expansion ffi 0 of its activities. Firstly, since Northeastern Pennsylvania is blessed with an ab- undance of human resources and skills, the Institute is able to attract local leaders to assist in Institute activities. Local talent has been drawn into the Institute's or- bit as instructors for the short courses, lecturers on specific subjects, and chairmen and moderators for workshops and meetings. u 1 I Secondly, the IRA is able to draw on a pool of capable students who can perform a variety of tasks for the Institute. During this past year, 15 students who contributed a total of 6, 975 hours per- formed such tasks as typing, stenography, editing., assisting on action programs, and editing textual material for the short courses. This fortunate combination of resources - faculty, community leaders, and -37- �students - can make the Institute a truly interdisciplinary academic setting in which, any student of faculty member who wishes to direct his study and research toward the problems of urban life can easily do so. r j 0 r? i n I 1 i , -38- �ADVISORY COUNCIL Eugene S.. Farley, Ph- D. President I Francis J. Michelini, Ph. D. Dean of Academic Affairs John H. Chwalek, M. A.. Guidance and Counseling Harold E. Cox, Ph. D. Transportation Eugene L. Hammer, Ph. D. Education Hugo V. Mailey, Ph. D. Local Government Jaroslav G. Moravec, Ph. D. Sociology r m ■ ffl Walter H. Niehoff, M. A. Intergovernmental Relations Robert Riley, Ph. D. Psychology Samuel A. Rosenberg, Ph. D. Economics Philip R. Tuhy, M.G.A., A.I.P. Urban Planning I ■ -39- ■ J-.j ��Walter Niehoff, B. A. , M. A Assistant Professor Wilkes College John Sulcoski, B. A. , M. A, Radiation Officer Luzerne County Civil Defense Albert Spunar . . .Communications Instructor Luzerne County Civil Defense Philip R. Tuhy, B. A. M. G. A, . . . . Professor Wilkes College Walter Wint, .... Sergeant of Detectives Wilkes-Barre, Pennsylvania n 0 -41- �r student assistants d: (F, fir Marianne Baker Irene Colarusso Marianne Cwalina Linda Farrar Virginia Gronwaldt Sarah Hutchings Mary Kazmierczak Kathy Lacey Cathy Meli Diane Miller Nancy Orcutt Marilyn Saba Kathy Shiner Mary Lou Shumacher Donna Young Clerk News-Letter, Assistant Editor Clerk Directory Librarian Secretary Materials Editor Clerk Secretary Typist Librarian Secretary Clerk Typist Clerk Clerk ] a p n Li L I L L ■ ■ -42- ■ �TITLE I PROJECTS I Total $1,700 1, 800 5, 000 3, 869 1967 Community Leadership Seminar 4, 625 1, 820 6,445 1968 Transportation of Low Income People Dynamics of Metropolitan Government Community Leadership Seminar 3, 240 5, 100 4, 325 3, 240 5, 100 4, 365 6,480 10,200 8, 690 1969 Middle Management Seminar 5, 125 5, 340 10,465 1970 Training for Parents of Retardates 7, 376 $39,068 3, 684 $22,641 11,064 $65,713 I in Matching $ 425 450 1, 250 967 Regional Policy and Program Goals Principles of Purchasing Community Leadership Seminar Joint Communication System for Luzerne County I I Federal $1,275 1, 350 3,750 2, 902 1966 0 I D J -43- �INSTITUTE OF REGIONAL AFFAIRS INCOME 1 1 I I I 1 I Grants & Gifts Sale of Services Dinners & Conferences State Reimburesements Surveys Studies Travel College Work Study total $28,484.09 10,083.00 6,583.30 4,595.05 2, 170. 35 1,730. 48 1,100.92 857. 62 540.00 118.00 $56,262.81 EXPENDITURES Salaries College Work Study Supplies Meetings & Conferences Newsletter Publications Student Help (Wilkes College) Travel Library Equipment ! 0 total $12,880.00 8,984.26 1, 156.75 733. 04 200. 00 1. 04 10,083.00 $34,038. 09 In evaluating the financial statement of the IRA, there are a number of nu factors to be considered. fl compensation is $23, 586. 66 of all expenditures. There are three part-time faculty members and three part-time secretaries who are employed and paid by the College . Their total The income of the Institute was $34, 038. 09 or 60% of the total expenditur- U' u ■ es. This income was from various sources, including such areas as dinners and conferences, sale of services, and consulting work performed by members of the staff. The largest expenditures were for salaries - both of the staff and student help, which includes the contribution of the College and the federally funded Col­ lege Work Study Program. -44- I bO-153^78 ��llllllllllllllll loooasoan? WILKES UNIVERSITY LIBRARY ] '1 J J J I 1 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Annual Report for the Institute for Regional Affairs, 1970 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1970 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/1f1de7257df53e67587a3f7abc8dca0e.pdf 10b16929b7f57497058a06977c615ecb PDF Text Text i I i i CIVIL SERVICE RULES AND REGULATIONS LAWSMDX fflWWO i i I I i& b a J J J CH ;jni55 |L3W682| 1 INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA I �CIVIL SERVICE n RULES AND REGULATIONS FOR LARKSVILLE, PENNSYLVANIA □ L j EUGENE SHEDDEN FARLEY LIBRARY i fl 1933 WILKES COLLEGE, WILKES-BARRE, Px. L 1970 Institute of Regional Affairs '0 Wilkes College Wilkes-Barre, Pennsylvania �ARCHIVES J SI s s Li M GE I 1 I I / J 0 ■ 3 0 Oil J I I �1 ARTICLE I. DEFINITION OF TERMS 3 Section 101. Definitions■ Unless otherwise expressly stated, the following words and phrases, wherever used in these rules and regulations, shall be construed to have the meaning indicated herein: Borough - The Borough of Larksville, Pennsylvania. Borough Secretary - The Secretary of the Borough of Larksville, Penn­ sylvania. a / 3 Certification - The submission to the appointing authority of names taken from the eligible list. Chairman - The Chairman of the Larksville Borough Police Civil Ser­ vice Commission. Q Commission - The Larksville Borough Police Civil Service Commission. ■o Council - The Council of the Borough of Larksville, Pennsylvania which is the appointing authority. Eligible - A person whose name is recorded on a current eligible list or furlough list. 3 ns ii g ■I t! I 1 H Eligible List - The list of names of persons who passed any examination for a particular position in the Police Department. Furlough List - The list of persons who were laid off from positions in the Police Department because of a reduction in the number of officers in the Police Department. Probationer - An officer in the Police Department who has been appoin­ ted from any eligible list, but who has not yet completed his work test period. Reduction in Rank - A change to a different position or rank which re­ sults in a decrease in salary; provided, however, that a de­ crease in salary without a change to a different position or rank shall not constitute a reduction in rank. Removal - The permanent separation of a police officer from the Police Department. 130867 -1- I ��c II r ARTICLE II. THE COMMISSION c 201. r L Officers ■ The Larksville Borough Police Civil Service Commission, on the first Monday of February of each even-numbered year, shall elect one of its members as Chairman, one as Vice Chairman, and one as Secretary. 0 0 first Monday of February is a legal holiday, the meeting shall be held on the first day following. 0 0 J 0 D If said □ 0| 0 n 202. Duties of Chairman. The Chairman, or in his absence, the Vice Chairman, shall preside at all meetings, and hearings of the Commission, de- cide all points of order or procedure and perform any duties required by law or these rules. In the absence of a member, temporary assignments shall be made by the Commission member presiding. 203. Duties of Secretary. The Secretary shall carry on at the direction of the Commission all official correspondence of the Commission, send out all notices by law and these rules of procedure, keep a record of each examination and other official action of the Commission, and perform all other duties re­ quired by law, by these rules and by the Commission. 204. Meetings ■ Except for the biennial organization meeting, all meet- ings shall be held either at the call of the Chairman, or at the call of two members of the Commission. At least twenty-four (24) hours written notice of each meeting shall be given each member. The Commission shall have the discretion to determine whether meetings shall be open to the public except that no rule or regulation of the Commission shall be adopted at other than a public meeting, �i li 11 D ■ □ n 205. r D nu 1 ■ I I i i Quorum. A quorum shall consist of two members, and all actions of the Commission shall have the concurrence of at least two members. 206. Order of Business. The order of Business of all meetings of the Commission shall be as follows: (a) Roll call (b) Approval of munites of previous meeting (c) Communications and Reports n 0 Q Q ■ and except when otherwise provided for in these rules. 207. Minutes. The Secretary shall keep minutes of the Commission's proceedings showing the vote of each member upon question, or, if absent of failing to vote, indicating such fact. �I I I ARTICLE III. APPLICATIONS 301. Application Form. No person shall be admitted to an examination for a position in the Police Department of the Borough of Larksville, Pennsyl­ i : s I 8 8 B vania until after he shall have filed, on the official form prescribed by the Com- mission, a sworn application giving such information as the Commission shall require. The official application form and all notations, references, and statements in it are incorporated by reference into these rules and regulations and shall be as much a part of these rules as if they were fully described herein. 302. Application forms shall be available to all interested persons in the office of the Borough Secretary and in the office of the Secretary of the Commission. 303. « Availability. Age Qualifications. At the time of application, no applicant for any position in the Police Department shall be less than twenty-one (21) years of age, and no applicant for the position of patrolman shall be more than forty (40) years I r 8 of age. Each applicant shall present satisfactory evidence of his date of birth. 304. General Qualifications - All Applicants. Each applicant for any position in the Police Department shall be a male, a citizen of the United States, and shall have graduated from an accredited high school or have an equivalent education, such as a General Education and Development equivalent, or an accredited correspondence school. Each applicant shall be madically fit for the performance of the duties of a police officer, of good moral character, and li­ II I I II censed to operate a motor vehicle in the Commonwealth of Pennsylvania. -5- In the �I I I I I I B E E case of a foreign-born applicant, evidence satisfactory to the Commission shall be produced showing the person to be a naturalized citizen. 305. General Qualifications - Applications for Chief. In addition to meet- ing the qualifications fixed for each applicant for a position in the Police Depart­ ment, all applicants for the position of Chief of Police shall: (a) Have satisfactorily completed an in-service training program for police officers or have graduated from a recognized police academy or a police school, and trained at first opportunity at Borough ex­ pense, and (b) Have demonstrated an ability to carry out orders from superiors, and (C) Demonstrate a working knowledge of Police science and administra­ tion, and (d) Demonstrate an ability to deliver and supervise the work of sub­ ordinates, and (e) Have received at least a grade of "satisfactory" on his latest service rating; provided that an evaluation of the experience, training, gen­ eral background, and such other records of performance of the appli­ cant, at the discretion of the Commission, may be substituted for the service rating. b 306. Investigation of Applicants. An investigation of the character and reputation of the applicant may be made by the Commission and may include reports of credit and reports of investigations from recognized agencies. I 307. Filing Applications. Applications for any position in the Police Department shall be filed at any time, during normal business hours, in the office of the Secretary of the Commission. I- The filing of such applications shall be subject to the following conditions: (a) No application filed after 12:00 noon on day that is fourteen (14) calendar days prior to the date fixed for the written examination -6- ��falsification, or concealment shall constitute grounds for dismissal from the Police Department. No person who shall make willful false application shall be permitted to make any future application for any position in the Police Department of the Borough. ��0 . I ination, the applicant, with the prior approval of the medical examiner designated in the notice, may fix another date and time for such examination; pro­ vided however, that any such date or time shall be within the period fixed for n medical examination in Section 403 of these rules. 403. Scheduling Medical Examinations. No medical examination shall be scheduled less than five (5) days, nor more than ten (10) days from the date fixed in the public notice for a written examination. Li □ d c c r [ E �B i ARTICLE V. MEDICAL EXAMINATIONS I i n U 501. Appointment of Medical Examiners. The Commission shall ap- point one or more medical examiners to make all medical examinations re- s quired by these rules. I position in the Police Department shall submit, at his expense, to a medical 502. Medical Requirements. Every applicant for appointment to any examination and shall meet the minimum medical requirements established by the Commission before he shall be permitted to take any written or oral exam- u LJ I I D E .. £ E £ IL B L [ A statement of the medical requirements established by the Gem­ ination. mission shall appear in the official application form and a copy of such statement of medical requirements shall be filed in the office of each medical examiner. Every applicant for the position of patrolman shall demonstrate his ability to pass the following physical requirements: (a) He shall show no physical conditions or medical history which in the opinion of the physician shall be cause for rejection. (b) He shall demonstrate at least 20/20 corrected vision in each eye. (c) He must be able to hear a low conversational voice at a distance of at least fifteen (15) feet in one ear and twenty (20) feet in the other. (d) His respiration must be full, easy, and regular as determined by the examining physician. (e) His blood pressure shall be: Systolic Maximum 135: Diastolic 90. (f) His pulse pressure may range from 15 to 50. based upon the doctor's judgement. -11- i Limits shall be �I 7 i I (g) He shall have no history or presence of a serious mental disease as determined by the examining physician. (h) Exceptions to Subsection "g" above may be permitted at the dis­ cretion of the Commission upon recommendations of the examining physician. (i) His serology and urinalysis tests shall be normal. I 503. . II Report of the Medical Examiner. The Commission shall furnish the medical examiner with forms upon which he shall state his feelings, re- garding the applicant. The report of each examination shall be submitted by the examiner directly to the Secretary of the Commission within three (3) days B after the date of the examination. It shall be the responsibility of the applicant that the results of the physical examination are delivered to the Secretary. flP 5 04. Rejection of Medically Unfit Applicants. If the medical examiner shall deem any applicant medically unfit for performance of the duties of a DO nn ■—>. police officer because of any bodily or mental defect, whether or not the defect shall be specifically stated as cause for rejection in the statement of medical requirements, such applicant shall be rejected and a brief statement of the rea- sons for rejection shall be entered in the report of his medical examination. Insofar as practicable, however, the medical examiner shall determine the medical fitness of an applicant, by adhering to the statements of the medical requirements. 505. Re-examination of Medical Fitness. Each applicant eligible for certification to the Council for appointment to any position in the Police De­ partment shall be instructed by the Secretary of the Commission, before being �I 1 I I certified, to inform the Commission of any illness or injuries requiring the attendance of a physician or requiring hospitilization and of any surgical operations that shall have occurred after the original medical examination. If, in the judgement of the Commission, there shall have been any change in the med­ ical fitness of any applicant, whether or not such change shall have been reported by the applicant, the Commission may require the applicant to submit to a fur- 8 8 ther medical examination before his name shall be certified for appointment. II D 1 D D B D E II j -13- ���cant fails to obtain a passing grade in any examination, he shall not be eligible for a subsequent examination for any position in the Police Department of the Borough for a period of six months. 0 r 0 0 L 606. Administering Examinations. The Commission may designate the Institute of Regional Affairs of Wilkes College, the State Civil Service Commis­ sion of the Commonwealth of Pennsylvania, any other recognized examining agency, or any qualified person to act as examiner for the written examinations. The Commission shall reserve the right to reject or accept, in whole or in part, the recommendations of the regularly appointed examining agency. The oral examination and the evaluation of the service or performance record of any ap­ plicant shall be the responsibility of the Commission; provided, however, that L G 0 0 D Q the Commission may designate, from time to time, such persons qualified to evaluate performance or service records, as are considered necessary to as- sist in such examinations and evaluations 607. Conduct of Written Examinations. The Commission shall prepare a statement of instructions and rules for the conduct of written examinations. The regularly appointed examiner shall carry on each such examination in accordance with the instructions of the Commission, and be responsible for enforcing the rules of conduct for written examinations. 608. Penalty for Improper Conduct. Should any applicant be found guilty of any act tending to defeat the proper conduct or the result of the exam­ ination his name shall be removed from any eligible list resulting from the examination and the applicant shall not be permitted to make any future appli­ cation for any position in the Police Department. -16- �■ 1 ! ARTICLE VII. ELIGIBLE LISTS I I 701. Preparation of Eligible List. As soon as possible, after the com- pletion of each examination, the Secretary shall prepare an eligible list upon h which shall appear the name of each applicant who received a passing grade in ■i the examination. 'I The names on the eligible list shall be arranged, from the highest to the lowest, in the order of the final weighted score received by each such applicant. The eligible list shall be filed in the office of the Secretary and a copy posted on the bulletin board in the Borough Municipal Building. U J I—, n D 0 D 0 I 0 I 3 702. shall receive the same final weighted score, the order in which the names of such persons shall appear on the eligible list shall be determined by their total scores on the part of the examination assigned the greatest weight. In the event that two (2) or more qualifying applicants also receive identical scores on the part of the examination assigned the greatest weight, the order of listing shall be determined by the order in which the applications were numbered for recor­ ding purposes. 703. Life of Eligible Lists. In no case shall any eligible list remain in effect for a period of more than two (2) years from the date of its presentation. Date of preparation refers to the actual compilation of the list which is to take place not more than sixty (60) days after the receipt of the request from Coun- cil calling for the establishment of the same. 704. I When two (2) or more qualifying applicants Breaking Tie Scores. Furlough Lists. Whenever the Council causes a reduction in the -17- �numbers of police officers, the Commission shall prepare and maintain a list of the names of all such furloughed officers, together with the position held by each such officer at the time of furlough. The names on the furlough list shall be arranged, from the greatest to the least, in the order of the length of service of each furloughed officer in the Police Department of the Borough. ■ fT n 0 171 I u 0 n 0 B IT -18- B �! B ARTICLE VIII. CERTIFICATION AND APPOINTMENTS 801. B 0 0 r a a Filling Vacancies. When a vacancy is to be filled in the Police Department, the Council shall submit a written request to the Commission for certification of eligibles. In making the request, the Council shall state the title of the position to be filled and the compensation to be paid. 802. Furlough List to Fill Appointments. Upon receipt of a request from the Council, the Commission shall first certify the names of those eligibles who were furloughed because of a reduction in force. In filling a vacancy from the furlough list, the Commission shall certify the top name only. If more than one (1) vacancy is to be filled, the Commission shall certify from the top of the list that number of names equal to the number of vacancies to be filled. 0 803. Certification from Eligible Lists. If no furlough list exists or if the total number of vacancies cannot be filled from the available names on the furlough list, the Commission shall certify names from the eligible lists. n Council shall notify the Commission of any vacancy which is to be filled and shall request the certification of a list of eligibles. 0 B Fi 0 ■ The Commission shall cer- tify for each existing vacancy from the eligible list the names of three (3) per­ sons thereon, or a lesser number where three (3) are not available, who have received the highest average. 804. Removal of Names from Furlough and Eligible Lists. In addition to the reasons stated as grounds for removal in these rules or as stated in the -19- B The �_____ n b Law, the name of any person appearing on a furlough list or an eligible list shall be removed by the Commission if such person: (a) Is appointed to a position in the Police Department of the Borough, or (b) Declines an appointment to a permanent position in the Police Depart­ ment of the Borough, or (c) Fails to make written reply to the Commission within seven (7) cal­ endar days from the date of mailing of a notice of certification, or (d) Indicates availability for appointment and is appointed to fill a va­ cancy but fails to report for duty at the time prescribed by the Council unless, in the opinion of the Council, such person can show good and sufficient reasons for failing to report. D 0 0 The name of any person on any eligible list also shall be removed by the Com- mission if he is three (3) times certified for consideration for appointment .and is not appointed. Nothing in this section, however, shall be construed as author- izing the removal of the name of any person on any furlough list or eligible list who refuses or accepts a position of a lower rank than for which he has qualified. 805. Appointment Procedures. Whenever the name of any person is 0 certified to the Council from either the furlough list or the eligible list, the n person shall be immediately notified of his certification by either certified or y 0 registered mail. The notice shall include the title of the position and the com- pensation to be paid, and shall also state that the person certified make a written reply within seven (7) days from the date of mailing such notice. 806. Probationary Period. All original appointments to any position in the Police Department of the Borough shall be for a probationary period of six (6) months. The Chief of Police shall investigate the adjustment, performance, -20- �ill and general acceptability of each probationer under his supervision to deter­ mine whether such probationer is fully qualified for permanent appointment. The Chief of Police shall make a report of the performance and conduct of each probationer at the end of the second month of the probationary period, at the end of the fourth month of the probationary period, and finally not less than ten (10) calendar days nor more than fifteen (15) calendar days before the next regJ Q J □ u 0 D period. Each report shall be submitted either to retain or reject the proba- tioner. Each report shall be submitted in writing to the Council. i J 0 ing the end of the probationary period, the Council shall notify the Commission, n or before the date of the close of his probationary period. Residence. The appointee to a position in the Police Department in the Borough shall establish residence in the borough by the end of his pro- bationary period. j Lu The Commission, in turn, shall notify the probationer in writing of the decision of the Council on 807. J Within five (5) calendar days after the regular meeting of the Council immediately proceed­ in writing, of its decision to retain or reject the probationer. Fi n ■jj ular meeting of the Council immediately proceeding the end of the probationary u Ti -21- �ARTICLE IX. SUSPENSIONS, REMOVALS AND REDUCTIONS IN RANK 901. l ; Procedure. Whenever any police officer in the Borough is sus- pended, removed or reduced in rank, the specific charges warrenting each such action shall be stated in writing by the appointing authority. The charges shall be stated clearly and in sufficient detail to enable the person accused to i Q understand the charges made against him and to answer them. As soon as practicable, the statement of charges shall be filed in duplicate with the Com- mission, and shall be delivered to the person accused either be personal ser- n vice or be certified or registered mail. n J ] I Q n 902. Demand for Hearing. Any police officer suspended, removed, or reduced in rank may file with the Commission a written demand for a hearing. He may make written answers to any charges filed against him not later than the day fixed for the hearing. The Commission shall grant him a hearing which shall be held within a period of ten (10) days from the filing of charges in writing, unless continued by the Commission for cause at the request of the Council or ny 'p J' 1 the accused. Each such hearing shall be open to the public unless the person accused shall request the Commission in writing that such hearing be closed. Fl 'I d 903. Notice of Hearing. Notice of the date, time, and place of each hearing shall be given in the following manner: i U (a) By either personal service or by certified or registered mail to each person making charges and to the person accused, and (b) By mailing a notice to all other parties who have stated an inter­ est in the hearing; provided, however, that any failure to give notice required by this subsection shall not invalidate any action n -22- I �taken by the Commission. 904. Oaths. All testimony shall be taken under oath. The Chairman, or in his absence the Vice Chairman, shall administer all oaths. 905. Subpoenas, The Chairman, or in his absence the Vice Chairman, may compel the attendance of witnesses and the production of records and papers pertaining to any hearing. I Q 1 1 I J D However, upon the written request of'the person ac- cused or of any person making charges, the Chairman, or in his absence the Vice Chairman, shall order the attendance of any witness or the production of any pertinent document; provided that such written request is filed with the Secretary within five (5) calendar days from the date of the scheduled hearing. 906. Hearing Procedure. (a) The Chairman, or in his absence the Vice Chairman, shall state the general purpose of the hearing, and (b) The Secretary, upon direction of the Chairman, or in his absence the Vice Chairman, shall read the charges against the person ac­ cused together with the record of action taken against such officer, and next (C) The Secretary shall read any written reply of the person accused, and next (d) The Chairman, or in his absence the Vice Chairman, shall afford each person making charges, or his counsel, an opportunity to make any further statements in support of the charges and to pro­ duce any witness or witnesses in support thereof, and next (e) The Chairman, or in his absence the Vice Chairman, shall afford the person accused, or his counsel, an opportunity to cross-examine any person making charges or any witness, or witnesses produced by such person, and next L (f) The Chairman, or in his absence the Vice Chairman, shall afford the person accused to testify in his own defense and to produce -23- �] 1 any witness or witnesses in support of his defense, and next (g) The Chairman, or in his absence the Vice Chairman, shall afford each person making charges, or his counsel, an opportunity to cross-examine the person accused who has testified, or any witness or witnesses who have testified in support of his defense, and next (h) The Chairman, or in his absence the Vice Chairman, shall permit each person making charges, or his counsel, to make a summation, and next (i) The Chairman, or in his absence the Vice Chairman, shall permit the person accused, or his counsel, to make a summation. ] I 1 1 1 I Any member of the Commission, at any time during the course of the hearing, may question any person who has testified. 907. Decision of the Commission. Within thirty (30) calendar days after the hearing, the Commission shall make its decision in writing approved by at J I 1 least two (2) of its members who heard the case. findings of facts and conclusions reached. The decision shall include all A copy of the decision signed by the members rendering such decision shall be mailed by certified mail or registered mail or otherwise delivered, to the person making the charges, the accused of­ ficer, to the Council and to the Council, if any, who represented any of the aforesaid persons at the meeting. 908. Right of Appeal. The person suspended, removed, or reduced in rank shall have immediate right to appeal to the Court of Common Pleas of Luzerne County in the manner provided by law. n -24- �a 1 3 1 1 ARTICLE X. RECORDS 1001. Inspection in General. Except as otherwise provided in this Article, all of the records of the Commission shall be open to the public and available for inspection during normal business hours. A member of the Com­ mission, or any person who may, from time to time, be designated by the Com­ mission, shall be present at all times during any inspection of any record of the Commission. I I 11 1002. Character and Reputation Reports. All reports of investigations and inquiries into the character and reputation of applicants shall be kept in the strictest confidence, and shall not be open to inspection. 1003. Inspection of Examination Materials. All examination material shall be confidential and shall not be open to general public inspection. I Any examined applicant may inspect his examination papers, provided that: (a) He makes a written request to the Commission within seven (7) calendar days from the date of mailing of the written notice of his grade, and (b) He receives the written consent of the Commission to inspect his examination papers, and (c) He makes his inspection within five (5) calendar days from the date of mailing of the consent of the Commission. The Commission shall not consent to the request of any examined applicant to I I I 'I inspect any written examination paper which may be used in any subsequent written examination that may be scheduled within ninety (90) calendar days fol- lowing the date of receipt of the written request. -25- If the Commission consents �to an inspection of any written examination papers by any examined applicant, it shall state in its letter of consent the specific examination papers that may be inspected. Before any members of the Commission, or any person designated by the Commission, permits any inspection of examination papers, he shall re- quire the examined applicant to produce the letter indicating the consent of the I I0 Commission and he shall limit the inspection by the examined applicant to only those examination papers indicated in the letter of consent. No examined appli­ cant shall be permitted to inspect any examination papers other than his own, nor shall he be permitted to make any written notes while he is inspecting any examination paper. 13086? -26- �ARTICLE XI. AMENDMENTS 1101. Amendments. The Commission, with the approval of the Coun- oil, may, from time to time, amend any part of these rules and regulations. The foregoing rules and regulations, which are in accordance with the powers granted by the Civil Service Sections of "The Borough Code", Secs. 1171-1195, enacted by the General Assembly of the Commonwealth of Pennsylvania and in accordance with the authority granted by the Council of the Borough of Larks­ ville, Pennsylvania, are hereby adopted by the Larksville Borough Police Civil Service Commission on May 22 197 0 (Signed) Mr. William Danielczyk (Signed) Mr. Charles Brody (Signed) Mr. John Pokladoski Approved by the Council of the Borough of Larksville, Pennsylvania on May 22 President of the Council - Mr. Joseph Krzywicki ATTEST: City Clerk - Mr. Peter Chorey 1970 �■■III II IDODlbOlfil WILKES COLLEGE LIBRARY J ] ■ II 1 ! 0 3 I II I I I I I I I �1 n. i h a 0 n U n-n I n J n ! ■ y � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Civil Service: Rules and Regulations for Larksville, Pennyslvania, 1970 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1970 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/ad1760d95417ec8bc288dbddeda9b57b.pdf e81f4268ea70c66136e08b3ac084abcb PDF Text Text ■5T ■BWBVM *1. L CIVIL SERVICE aj b 1 I 1 D [ RULES « RiGUILATIIONS HAZLETON, mmm D 0 0 C JS155 i H3W682) .1 I i INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ( �i CIVIL SERVICE I r? RULES AND REGULATIONS HAZLETON, PENNSYLVANIA 1970 Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania �ARCHIVES �- i I 101836 I I I Ii I ARTICLE I. DEFINITION OF TERMS Section 101. Definitions. Unless otherwise expressly stated, the following words and phrases, wherever used in these rules and regulations, shall be construed to have the meaning indicated herein: Certification - The submission to the appointing authority of names taken from the eligible list. Chairman - The chairman of the Police Civil Service Commission of the City of Hazleton, Pennsylvania. I1 I3 1 City Clerk - The city clerk of the City of Hazleton, Pennsylvania. Commission - The Police Civil Service Commission of the City of Hazleton, Pennsylvania. Council - The Council of the City of Hazleton, Pennsylvania which is the appointing authority. Eligible - A person whose name is recorded on a current eligible list or furlough list. D 0 fl Eligible list - The lists of names of persons who passed any examination for a particular position in the Police Department. W o r Furlough list- The list of persons who were laid off from positions in the Police Department because of a reduction on the number of officers in the Police Department. on cr Probationer - An officer in the Police Department who has appointed from any eligible list, but who has not yet completed his work test period. □ Reduction in rank - A change to a different position or rank which results in a decrease in salary; provided, however, that a decrease in salary without a change to a different position or rank shall not constitute a reduction in rank. c n been Removal - The permanent separation of a member of the Police Department from his position. il n 11 3 -1- �I■ Ii I i Suspension - The temporary separation of a member of the Police Department from his position. Secretary - The secretary of the Police Civil Service Commission of the City of Hazleton, Pennsylvania. u I □J 5 □ 3 fr ID D D n nli LI i -2- q �I I a a THE COMMISSION ARTICLE II. The Police Civil Service Commission of the City of 201. Officers. Hazleton, Pennsylvania, on the first Monday of each even numbered year, shall elect one of its members as the Chairman, one Vice-chairman, and one as secretary. 3 . 8 If the first Monday is a legal holiday, the meeting shall be held within twenty-four (24) hours following Council organization. 2 02. Duties of Chairman. The Chairman, or in his absence, the Vice-chairman, shall preside at all meetings and hearings of the Commission J decide all points of order or procedure and perform any duties required by B laws or these rules. c In the absence of a member, temporary assignments shall be made by the Commission presiding member. 203. Duties of Secretary. The Secretary shall carry on at the B direction of the Commission all official correspondence of the Commission, 111 record of each examination or other official action of the Commission, and send out all notices required by law and these rules of procedure, keep a perform all other duties required by law, by these rules and by the Commission. 204. Meetings. Except for the biennial organization meeting, all meetings shall be held either at the call of the Chairman, or at the call of two members of the Commission. At least twenty-four (24) hours written notice of each meeting shall be given each member. e The Commission shall have the discretion to determine whether meetings shall be open to the public - 3 - �II II except that no rule or regulation of the Commission shall be adopted at other than a public meeting, and except when otherwise provided for in 11 1 these rules. 205. Quorum. A quorum shall consist of two members, and all actions of the Commission shall have the concurrence of at least two 1 3 n members. 206, Order of Business, The order of business of all meetings of the Commission shall be as follows: ,1 (a) Roll Call (b) Approval of minutes of previous meeting (c) Communications and Reports 1 207, Minutes. The Secretary shall keep minutes of the Commission's proceedings showing the vote of each member upon question, or, if absent R f? s or failing to vote, indicating such fact. 0 IS ■ n I 0 - 4 - �ARTICLE III. 301. APPLICATIONS Applications Form. No person shall be admitted to an examination for a position in the Police Department of the City of Hazleton, Pennsylvania until after he shall have filed, on the official form prescribed by the Civil Service Commission, a sworn application giving such information as the Commission may require. The official application form and all notaticn , references, and statements appearing in it are incorporated by reference into these rules as if they were fully described herein. 302. Availability. Application forms shall be available to all interested persons in the office of the City Clerk and from such other offices and officers that Commission from time to time may choose to delegate. 303. Age Qualifications. At the time of application, no applicant for any position in the Police Department shall be less than twenty-one(21) years of age, and no applicant for the position of policeman shall be more than thirty-two (32) years of age. Each applicant shall present satisfactory evidence of his date of birth, 304. General Qualifications - All Applicants. Each applicant for any position in the Police Department shall be a male, a citizen of the United States, and shall have graduated from an accredited high school or have an equivalent education, such as a GED equivalent. Each applicant -5- __ �B L) shall be medically fit for the performance of the duties of a policeman, of I good moral character, and licensed to operate a motor vehicle in the In the case of a foreign-born applicant, Commonwealth of Pennsylvania. J ■L n person to be a naturalized citizen. n u n 1 0 0 0 D 0 0 evidence satisfactory to the Commission shall be produced showing the General Qualifications. 305. In addition to meeting the L qualifications fixed for each applicant for a position in the Police Depart­ will ment, all applicants for the position of Chief, Captain, Lieutenant, and Sergeant shall: I r -ill (a) 0 service for at least; B D 'I 0 0 i Have been employed in any accredited or governmental police (b) (1) Sergeant five years (2) Lieutenant seven years, with at least two years in grade of Sergeant (3) Captain ten years, with at least three in grade of Sergeant or Lieutenant (4) Chief fifteen years, with at least five years in grade of Lieutenant or Captain Have satisfactorily completed an educational and/or training program. The requirements are as follows: (1) Sergeant must have completed at least one course in police instruction beyond the basic level. (2) Lieutenant must have completed courses in advanced police work and police administration. I -6- �must have completed courses in advanced police work and police administration. (3) Captain (c) Have demonstrated an ability to carry out orders from superiors, and (d) Demonstrate a working knowledge of police science and administration, and (e) Demonstrate an ability to deliver and supervise the work of subordinates, and (f) Have received at least a grade of "satisfactory" on his latest service rating; provided that an evaluation of the experience, training, general background, and such other records of performance of the applicant, at the discretion of the Commission, may be substituted for the service rating. 0t nf 306. 0 [ E [I '1 f include credit reports and reports of investigations from recognized agencies. Filing Applications. Applications for any position on the Police Department may be received at any time, during normal business hours in the office of the City Clerk, and by such other offices and officers as the Commission may delegate. The receipt of such applications shall be subject to the following conditions: (a) No application received after 12:00 noon on day that is fourteen (14) calendar days prior to the date fixed for the written examination shall be considered for such examination unless otherwise provided in the notice, and (b) An application shall become void one (1) year after the date upon which it was received. 308. Recording Applications. !T! -7- g( An investigation of the character and reputation of the applicant may be made by the Commission and may 307. Oh D Investigation of Applicants. The office of the City Clerk of the �Ill 0 i 10 D B city shall review each application, upon receipt, for the purpose of determining that such application contains no minor errors of omission;it shall be returned to the applicant for correction. The city clerk shall date, number, and record on the order of receipt, all applications free of minor errors of omission. An application , once recorded, shall be a public record 'I and shall not be returned to the applicant. K ft 309. Disqualification of Applicant. The Commission shall not examine any applicant who lacks any of the prescribed qualifications unless, E in the judgement of the Commission, it can be reasonably presumed that the r applicant shall have acquired the necessary qualifications prior to the date I i_U □ K c . 0 of a possible certification from the list of eligibles produced as a result of the examination. 310. Penalty for False Statement. The statements made by the applicant in the official application shall contain no falsification, or concealment of material fact. D 0 o c omission Should investigation disclose any mistate - ment, falsification or concealment with respect to an application: (a) The application shall be invalid and the applicant shall be disqualified from examination, or (b) If the applicant shall have been examined, the name of such applicant shall be removed from the eligible list, or (c) If the applicant shall have been appointed, such willful mistatement, falsification, or concealment shall constitute grounds for dismissal from the Police Department. No person who shall make willful false application shall be permitted to make any future application for any position in the Police Department of the city. -8i �8 8 u ARTICLE IV 401. □ ANNOUNCEMENT OF EXAMINATIONS Public Notice. Public notice of the time and place of every examination, together with the information as to the position to be filled, shall B n D D n j 8 be given by publication in the official newspaper of the city. shall be published at least three (3) weeks prior to an examination and a copy of the notice shall be posted on the bulletin board in City Hall. 8 B Additional public notice by publication, position, or otherwise may be given at any time at the discretion of the Commission. 402. E The public notice Notice of Examination. In addition to the public notice, the secretary shall give written notice to each qualified applicant as follows: (a) By mailing or otherwise delivering to each applicant qualified for a medical examination, a notice which shall include the name of the medical examiner, and the date, time, place, and duration of the written and the oral examination. Every notice shall be mailed or otherwise delivered at least three (3) days prior to the date fixed for examination. D D I. Only applicants receiving notices to report for any examination shall be permitted to participate in such examination, and each applicant shall present his notice to the examiner before he shall be examined. Failure to report for any examination in accordance with the instructions contained in the written notice shall dis qualify the applicant, except that in the case of medical examiner designated I in the notice, may fix another date and time for such examination; provided, however, that any such date or time shall be within the period fixed for I ] -9- �I lii a 1 1] medical examination in Section 403 of these rules. 403. ij 10 Scheduling Medical Examinations. shall be scheduled less than twelve (12) days, nor more than twenty- eight (28) days from the date fixed in the public notice for a written examination. n D 1 ... h E 0 ni n I I No medical examination -10- �ARTICLE V. 501. 0 s MEDICAL EXAMINATION Appointment of Medical Examiners. The Commission, from time to time, shall appoint a medical examiner to make all medical examinations required by these rules. 502. Medical Requirements. Every applicant for appointment or promotion to any position in the Police Department shal submit at his expense, to a medical examination and shall meet the minimum medical requirements established by the Commission before he shall be permitted to take any written or oral examination. A statement of the medical requirements established by the Commission shall appear in the official application form and a copy of such statement of medical requirements shall be filed in the office of each E If 0 II medical examiner. Every applicant for the position of policeman shall demonstrate his ability to pass the following physical requirements: (a) He shall show no physical conditions or medical history which in the opinion of the physicial should be cause for rejection. (b) He shall demonstrate at least 20/20 corrected vision in each eye. (c) He shall be at least sixty-eight (68) inches in height, barefoot, and of proportional weight. He shall weigh at least one-hundred fourty (140) pounds, and a maximum of two-hundred thirty(2 30) pounds, maintained at the time of appointment. (d) He must be able to hear a low conversational voice at a distance of at least fifteen (15) feet in one ear and twenty(20) feet in the other. -11- �I 0 ’ t] (e) He must be free from local or systemic skin diseases. (f) His respiration must be full, easy, and regular as determined by the examining physician. (g) He shall have no history or presence of a serious mental disease as determined by the examining physician. (h) Exceptions to the above may be permitted at the discretion of the Civil Service Commission upon recommendation of the examining physician. 503. Report of Medical Examiner. The Commission shall furnish the medical examiner with forms upon which the medical examiner shall state the bodily and mental condition of each applicant. The statement of each examination shall be submitted directly to the Commission within five (5) days after the date of examination. It is the responsibility of the applicant to return the results of the physical examination to the secretary of the Commission. 504. Rejection of Medically Unfit Applicants. If the medical examiner shall deem any applicant medically unfit for performance of the duties of a policeman because of any bodily or mental defect, whether or not the defect shall be specifically stated as cause for rejection, it shall be entered in the 0 report of his medical examination. Insofar as practicable, however, the medical examiner shall determine the medical fitness of an applicant by adhering to the statement of medical requirement. 505. Reexamination of Medical Fitness. Each applicant eligible for certification to the Council for appointment to any position in the Police Department shall be instructed by the secretary of the Commission, before -12■ �being certified, to inform the Commission of any illness or injuries requiring .] _U j the attendance of a physician or requiring hospitalization and of any surgical operations that shall have occurred after the original medical examination. If, in the judgement of the Commission, there shall have been any change in the medical fitness of any applicant, whether or not such change shall have been reported by the applicant, the Commission may require the applicant to 7) submit a further medical examination before his name shall be certified for < 0 appointment. Any such further medical examination shall be performed at the expense of the city by a regularly appointed medical examirer. L ! i I h I 0 0 0 0 IB IB 0! I -13- �ARTICLE VI. 601. WRITTEN AND ORAL EXAMINATIONS Examination for Patrolmen. (a) The examination for the position of patrolman shall consist of the following two parts: (1) A written examination which shall include a general police aptitude test, an intelligence test, personality profile, and such other written tests as the Commission may from time to time designate, and I I 1 0 0 ri‘ I I (2) An oral examination. (b) Each part of the written examination and the oral examination shall be graded on the scale of one hundred (100) per cent and shall be weighted as follows: (1) For the written portions of the examination, total of seventy (70) points, (aptitude 50, mental maturity 10, and personality 10) and (2) For the oral examination, a total of thirty (30) points. The sum of the weighted score shall not exceed one hundred (100) per cent. 602. ffi ffl I Examinations for the Position of Sergeant, Lieutenant, Captain, and Chief. (a) The examination for the position of Sergeant, Lieutenant, Captain, and Chief shall consist of three parts, namely: (1) A written examination which shall include a test of police knowledge and an intelligence and aptitude test. (2) An oral examination by the Police Civil Service Commission to appraise personal characteristics and qualities of the applicant. 0 ffl (3) An evaluation of the service ratings or performance records by the Mayor and the executive officers. (b) The examination shall be graded on a scale of one hundred (100) per cent and shall be weighted as follows: (1) For the written portion of the examination, a total of sixty (60) points. 01 -14- �< I I I 3 (2) For the oral examination, a total of twenty (20) points. (3) For the evaluation of the set-vice rating of performance records, a total of twenty (20) points. fl fl 0 D 0 0 603. Passing Grade. The minimum passing grade for an examination for the position of patrolman shall be a score of seventy (70) per cent on every portion of the examination. The minimum passing grade for an examination for the position of Sergeant, Lieutenant, Captain, Chief shall be a score of seventy-five (75) per cent, and each applicant for any such position shall score at least seventy (7 0) per cent on each part of the exam- ination. Every applicant for the position of patrolman who receives a score of at least seventy (7 0) per cent, and who is entitled by law to additional credit for service in the Armed Forces of the United States shall have his fl hi. . lu score adjusted accordingly. [D ffl Applicants claiming veterans' preference shall submit satisfactory proof of service and honorable discharge. Notice of Applicant's Grade. 604. When the gr ading of each examination is completed, the secretary of the Commission shall give each H! applicant written notice of his grade. U 605. Ineligibility for Future Examinations for Six Months. If an applicant fails to obtain a passing grade in any examination, he shall not be eligible for a subsequent examination for any position in the Police Department of the I '1 - city for a period of six months. 606. Administering Examination. The Commission may designate the Institute of Regional Affairs of Wilkes College, or any qualified agency, to act as examiner -• i ; J__> for the written examinations. 71 -15- The Commission shall reserve the �hi 10 I0 right to accept or reject, in whole or in part, the recommendations of the regularly appointed examining agency. The oral examination and the evaluation of the service or performance record of any applicant shall be the responsibility of the Commission; provided however, that the Commission may designate, from I time to time, such persons qualified to evaluate performance or service records, LI as are considered necessary to assist in such examinations and evaluations. 607. fl Conduct of Written Examinations. The Commission shall prepare a statement of instructions and rules for the conduct of written examinations. The regularly appointed examiner shall carry on each such examination in I 1 | accordance with the instructions of the Commission, and be responsible for enforcing the rules of conduct for written examinations» UJ L 608. Penalty for Improper Conduct. Should any applicant be found guilty of any act tending to defeat the proper conduct or the result of any examination, his name shall be removed from any eligible list resulting from the examination and the applicant, shall not be permitted to make any future application for any position in the Police Department. fl fl -16- J �fl fl s 0 D n i U J E 8 in £ ARTICLE VII. 701. eligible lists Preparation of Eligible List. As soon as possible, after the completion of each examination, the secretary of the Commission shall prepare an eligible list upon which shall appear the name of each applicant who received a passing grade in the examination. The names on the eligible list shall be arranged, from the highest to the lowest, in the order of the final weighted score received by each such applicant. The eligible, list shall be filed in the office of the City Clerk in City Hall. 702. Breaking Tie Scores. When two (2) or more qualifying applicants shall receive the same final weight ed score, the order in which the names of such persons shall appear on the eligible list, shall be determined by their scores on the part of the examination assigned the greatest weight. In the event that two (2) II or more qualifying applicants also receive identical scores on the part of the examination assigned the greatest weight, the order of listing shall be determined by the order in which the applications were numbered for recording purposes. 703. Life of Eligible Lists. In no case shall any eligible list remain in effect for a period of more than one (1) year from the date of its preparation. Date of preparation refers here to the actual compilation of the list which is to take place no more than 60 days after the receipt of the request from Council calling for the establishment of same. 704. Furlough Lists. Whenever the Council causes a reduction in the number of police officers, the Commission shall prepare and maintain a list of the names ! -17- H �In I si I i i of all such furloughed officers, together with the position held by each such officer at the time of furlough. The names on the furlough list shall be arranged from the greatest to the least, in the order of the length of service of each furloughed officer in the Police Department of the c ity. n .J. 10 I I 1 C.I ■ ffl L 1 I ID -18- 3 �ARTICLE VIII.' CERTIFICATION AND APPOINTMENTS 801, Filling Vacancies. When a vacancy is to be filled in the Police Department, the Council shall submit a written request to the Commission for certification of eligibles. In making the request, the Council shall state the title of the position to be filled and the compensation to be paid. 802. Furlough List to Fill Appointments. Upon receipt of a request from the Council, the Commission shall first certify the names of those eligibles who were furloughed because of a reduction in force. In filling a vacancy from the furlough list, the Commission shall certify the top name only. If more than one(l) vacancy is to be filled, the Commission shall certify from the top of the list that number of names equal to the number of vacancies to be filled. 803. ffi 0 Certification From Eligible Lists. If no furlough list or if the total number of vacancies cannot be filled from the available names on the furlough lists, the Commission shall certify names from the eligible lists. Council shall notify the Commission of any vacancy which is to be filled and shall request the certification of a list of eligibles. IB The The Commission shall certi fy for each existing vacancy from the eligible list the names of three (3) persons thereon, of a lesser number where three (3) are not available, who have received the highest average. fS 804. Removal of Names From Furlough and Eligible Lists. In addition to the other reasons stated as grounds for removal in these rules, the name of any person appearing on a furlough list or an eligible list shall be removed -19- �1 1 1 I ] by the Commission if such person: (a) Is appointed to a position in the Police Department of the city, or (b) Declines an appointment to a permanent position in the Police Department of the city, or (C) I 1 I I Fails to make written reply to the Commission within seven (7) calendar days from the date of mailing of a notice of certification, or (d) Indicates availability for appointment and is appointed to fill a vacancy but fails to report for duty at the time prescribed by the Council, unless in the opinion of the Council, such person can show good and sufficient reasons for failing to report. (e) No longer meets the eligibility requirements lor the position. The name of any person on any eligible list also shall be removed by the Commission if he is three (3) times certified for consideration for appointment and is not appointed. ■ Nothing in this section, however, shall be construed as authorizing the removal of the name of any person from any furlough list or eligible list who refuses or accepts a position of a lower rank than for ID ID which he has qualified. 805. Appointment Procedures. Whenever the name of any person is certified to the Council from either the furlough list or the eligible list, the person shall be immediately notified of his certification by either certified or registered mail. The notice shall include the title of the position and the compensation to be paid, and shall also state that the person certified make written reply within seven (7) days from the date of mailing such notice. 806. Probationary Period. All origial appointments to any position in the Police Department of the city shall be for a probationary period of six (6) IT -20- �months. The Chief of Police shall investigate the adjustment, performance and general acceptability of each probationer under his supervision to determine whether such probationer is fully qualified for permanent appointment. 7 The Chief of Police shall make a report on the performance and conduct of each probationer at the end of the second month of the probationary period, at the LJ end of the fourth month of the probationary period and finally not less than ten n (10) calendar days nor more than fifteen (15) calendar days before the next LI n L inun regular meeting of the Council immediately preceding the end of the probationary period. Each final probationary report shall include the recommendation, of the Chief of Police either to retain or to reject the probationer. ffl IlJ I ffl ID ID submitted in writing to the Council. Within five (5) calendar days after the regular meeting of the Council immediately preceding the end of the probationary period, the Council shall notify the Commission, in writing, of its decision to retain or reject the probationer. The Commission chairman, in turn, shall notify the probationer of the decision of the Council on or before the date of the close of his probationary period. position of Chief of Police n Each report shall be In the event that the person named to the is a probationary appointment, the Mayor or Council shall designate one (1) person to evaluate the performance and conduct of the Chief in the same manner, and subject to the same procedures as that established for all other persons in the Department of the city. 807. B Residence, The appointee shall establish residence in the city by the end of his probationary period. -21- �11 ARTICLE IX. 901. SUSPENSIONS, REMOVALS, AND REDUCTION IN RANK Procedure. Whenever any policeman in the city is suspended, removed, or reduced in rank, the specific charges warranting each such action shall be stated in writing by the appointing authority. L The charges shall be stated clearly and in sufficient detail to enable the person accused to understand the charges made against him and to answer to them. As soon as practicable, the statement of charges shall be filed in duplicate with the Commission, and within five (5) 1 rm calendar days of such filing, the original copy of the statement of charges shall be delivered to the person accused either by personal service or by certified or registered mail. Demand for Hearing. Any policeman suspended, removed, or reduced 902 n nhJ in rank may file with the Commission a written demand for a hearing. Such written demand and any statement of written answers to the charges made against the n p: person accused shall be filed no later than seven (?) calendar days from the date upon which the statement of charges were personally served or mailed. Within the period fixed by the law, the Commission shall grant a hearing to any person ■ accused who complies with the provisions of this section- Each such hearing shall be open to the public unless the person accused, when making his written demand for a hearing, requests that such hearing be closed. 903. Notice of Hearing. Notice of the date, time, and place for each hearing shall be given in the following manner: (a) By either personal service or by certified or registered mailing to each person making charges and to the person accused, and -22- �I I I1 I ■1 (b) By mailing a notice to all other parties who have stated an interest in the hearing; provided, however, that any failure to have the notice required by this subsection shall not invalidate any action taken by the Commis sion. 904. Oaths. All testimony shall be taken under oath. 'The chairman, or in P his absence the vice-chairman, shall administer all oaths. !D 905. Subpoenas. The chairman, or in his absence, the vice-chairman, may compel the attendance of witnesses and the production of records and papers pertaining to any hearing. However, upon the written request of the person accused or of any person making charges, the chairman, or in his absence, the 7 vice-chairman, shall order the attendance of any witness or the production of any pertinent document- provided that such written request is filed with the secretary of the Commission within five (5) calendar days from the date appearing ■ '1 on the notice of hearing. I I I ' 1 906. Hearing Procedure. Each hearing shall be conducted in the following manner: (a) ifl I |l The chairman shall state the general purpose of the hearing, and (b) The secretary of the Commission, upon direction of the chairman, shall read the charges against the person accused together with the record of action taken against such officer, and next (c) The secretary shall read any written reply of the person accused, and (d) The chairman, shall afford each person making charges, or his counsel, an opportunity to make any further statement in support of the charges and to produce any witness, and (e) The chairman shall afford the person accused, or his counsel , an opportunity to question or cross examine any person making charges, and to question or cross examine any witness produced by such person, and • ___________ -23’ �I I ■] (f) The chairman shall afford each person making charges an opportunity to examine the person accused, and (g) The chairman shall ask the person making charges, or his counsel, to make a summation, and (h) The chairman shall afford the person accused, or his counsel, an opportunity to produce any witness and to sum up the defense. The Commission, at any time during the course of the hearing, may question or cross-examine any person making charges, the person accused, and any witness. 907. Decision of the Commission. Within fifteen (15) calendar days after the hearing, the Commission shall issue its decision in the form of a written order approved by at least two (2) members of the Commission. h 1 L written order shall include all findings of fact. The If, during the public hearing, opposing facts are presented, the Commission shall include in its written order its decision as to the correct facts. The findings decision of the Commission shall be certified to any person making charges, to the accused officer, and to the Council. I I I �I I I I 1 I ARTICLE X. INSPECTION OF RECORDS 1001. Inspection in General. Except as othe rwise provided in this Article, all of the records of the Commission shall be open to the public and available for inspection during normal business hours. A member of the Commission, or any person who may, from time to time, be designated by the Commission, shall be present at all times during any inspection of any record of the Commission. 1002. Character and Reputation Reports. All reports of investigations and inquiries into the character and reputation of applicants shall be kept in the strictest confidence, and shall not be open to f inspection. 1003. Inspection of Examination Materials. All examination material shall be confidential and shall not be open to general public inspection. Ih 1 I ' Any examined applicant may inspect his examination papers, provided that: (a) He makes a written request to the Commission within seven (7) calendar days from the date of mailing of the written notice of his grade, and (b) He receives the written consent of the Commission to inspect 1J I I his examination papers, and (c) He makes his inspection within five (5) calendar days from the date of the mailing of the consent of the Commission. The Commission shall not consent to the request of any examined applicant to inspect any written examination paper which may be used in any subsequent written examination that may be scheduled within ninety (90) calendar days following the date of receipt of the written request. -25- If the Commission �( I I I ] 1 ] I I consents to an inspection of any of the written examination papers by any examined applicant it shall state in its letter of consent the specific examination papers that may be inspected. Before any member of the Commission or any person designated fay the Commission, permits any inspection of examination papers, he shall require the examined applicant to produce a letter indicating the consent of the Commission and he shall limit the inspection by the examined applicant to only those examination papers indicated on the letter of consent. I i] No examination papers other than his own, nor shall he be permitted to make any written notes while he is inspecting any examination paper. I] I u [] 1 I I -26- �ARTICLE XI. AMENDMENTS 1 1101. Amendments. The Commission, with the approval of the Council, may, from time to time, amend any part of these rules and regulations. 1 I foregoing rules and regulations, which are in accordance with the powers ] and in accordance with the authority granted by the Council of the City of I The granted by the Civil Service Sections of "The Third Class City", Secs. 4401- 4410, enacted by the General Assembly of the Commonwealth of Pennsylvania Hazleton, Pennsylvania, are hereby adopted by the Civil Service Board of the City of Hazleton, Pennsylvania on (Signed) Dr. Alvan Bruch, Chairman (Signed) Mr. Joseph Marsit (Signed) Dr. Lawrence Corrigan Approved by the Council of the City of Hazleton, Pennsylvania, on President of the Council ATTEST: City Clerk 10189‘- �__ nittiis iOOOl£,oifio nI jI WILKES COLLEGE LIBRARY '1I I II I i I , I <n 1 I I! I Hl I- 0 i i I • I I I �i ■ J J n ! J » u '! Ll u I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Civil Service: Rules and Regulations for Hazleton, Pennyslvania, 1970 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1970 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/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.