Learning Lessons the Hard Way: An analysis of the economic plight of the City of Kankakee

Volume 3 | Issue 1

Article 7

1989

Learning Lessons the Hard Way: An analysis of the

economic plight of the City of Kankakee

Steve Benscoter '89

Illinois Wesleyan University

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Recommended Citation

Benscoter '89, Steve (1989) "Learning Lessons the Hard Way: An analysis of the economic plight of the City of Kankakee,"

Undergraduate Review: Vol. 3: Iss. 1, Article 7.

JJLearning Lessons the Hard Way:

An analysis of the economic plight

of the

City of Kankakee"

Steve '.Benscoter

At thecloseof19~

their town stood at the ed

tion, a Fortune 500 finn 1

best year ever. Earnings iJ

million. Sales also were ul

of kitchen stoves and out(

area residents. Kankakee'

pora tion's water heater pI.

recession.2 _{Although une}

berof manufacturing jobs

under 10,000.3 _{With Ka}

ances-appearing robust,

anything other than conti

Today, ten years

Corporation's two manuI

were permanently dosed

headquarters in Kankakeo

seventy remaining corpOJ

few months.' A.O. Smith.

closed its doors for good i:

ment rate of 11.7%, althc

grisly nation-leading rah

metropolitan areas.s The

create other jobs, has sit

current number, 5,300, is

height of the city's unerr

At the close of 1978, the people of Kankakee were unaware that

their town stood at the edge of an economic precipice. Roper Corpora­

tion, a Fortune 500 finn headquartered in Kankakee, had come off its

best year ever. Earnings in fiscal 1978 had soared 53% to a record $14.4

million. Sales also were up to $433 million, the highest ever.1_{The maker}

of kitchen stoves and outdoor power equipment employed some 2,700

area residents. Kankakee's second-largest employer, A.O. Smith Cor­

poration's water heater plant, also wasrebounding from the mid-1970's

reeession.2 _{Although unemployment was worrisome at 9%, the num­}

ber of manufacturing jobs in the county had slipped only a little, to just

under 10,000.3 _{With Kankakee's main industry-producing appli­}

ances--appearing robust, few doubted that the future would bring

anything other than continued economic prosperity.

Today, ten years later, the economic outlook is bleak. Roper

Corporation's two manufacturing facilities in Kankakee and Bradley

were permanently closed on June 17, 1982. Meanwhile, its corporate

headquarters in Kankakee just recently announced that the jobs of the

seventy remaining corporate staff would be phased out over the next

few months.~A.O. Smith, emplOying 1,350 at its peak in the late 1970s,

closed its doors for good in February, 1988. The March 1988 unemploy­

ment rate of 11.7%, although a Significant improvement over 1983's

grisly nation-leading rate of 20.8%, is the highest among the state's

metropolitan areas.5 _{The number of manufacturing jobs, which help}

create other jobs, has shriveled by half over the past decade.6 _The

current number, 5,300, is even down from the 6,500 that existed at the

height of the city's unemployment.7 _{Per capita income, once higher}

31 3

.

than the U.S. average, today stands well below it.8 _{Finally, according to}

the latest Census reports, 17.1% of the population lives in poverty.9

A county seat that just ten

years

ago had sprouted the twin

symbols of 20th century prosperity, smokestacks and grain elevators,

Kankakee appears to have lost its future. How did it happen? More

importantly, what is being done to revive the crumbling economy? In

the following paper, I will attempt to answer these questions. After

critically examining the manner in which the "Rust Belt-Sun Belt"

phenomenon devastated the Kankakeeeconomy,I will tum to the more

·

paramount issue of discussing those actions which have been taken in

I I

an attempt to ensure future growth and development. Finally, I will

tum to the future, speculating on the likelihood of future recovery for

the Kankakee economy.

Following World War il, there was a great expansion of the

industrialbasewhenseveralkeyindustrieslocatedinKankakee."With

an established population of motivated, farm ethic workers, those

industries thrived" and the economy boomed.10 _{By 1948 Kankakee}

County was the nation's largest producer of water heaters and kitchen

stoves, and home to finns making products from breakfast food to

women's hose to officeequipmenlInrecent years, however, conditions

affecting industry have caused key companies to close plants and

relocate elsewhere. As markets changed, competition for mid-western

industries and taxbases grew intense. Aging facilities and the high cost

of doing business in the "Rust Belt" were Significant factors in the

decision ofboth Roperand A.O. Smithto leaveKankakee. Other factors,

especially the departure of Kroehler Furniture in the early 1980s, were

also responsible for Kankakee's economic decline.ll _{However, I believe}

the departure of A.O. Smith and Roper proved to be the most devastat­

ing and, for this reason, should be most critically examined.

32

r

By the end ofthi

gas-range manufacturer

of durable consumer

g

Employment stood at 2,

Max Hoover, chief exec

company's rangeline wa

problem rested in the f

Kankakee werebig (toot

of-the-century vintage).

Though salesin

squeeze on earnings as t

made worse by the fact

concentrated in a l00-m

non-union labor costs wt

workers in Kankakee \1

competition in Southern

ofthis discrepancy,Ropel

in Kankakee and lostoutI

events prompted Hoove

KankJlkee Daily Journal the

somewhat less favorable.

units due to severe and

Southern range manufacl

lower costs and market t

Hoping tobecOIl

turers, Hoover acquired

graphic center ofRoper's

Georgia proved justas ad

the new plant would be

4

Undergraduate Review, Vol. 3, Iss. 1 [1989], Art. 7

~

)e1owit.8 _{Finally, according to}

opulation lives in poverty.9

rs ago had sprouted the twin

>kestacks and grain elevators,

reo

How did it happen? More

Ie the crumbling economy? In

mswer these questions. After

lich the "Rust Belt-Sun Belt"

conomy,I will turnto the more

ions which have been taken in

d development. Finally, I will

~oodof future recovery for

was

a great expansion of the

rieslocated inKankakee. ''With

~,farm ethic workers, those

boomed.IO _{By 1948 Kankakee}

erof water heaters and kitchen

oouets from breakfast food to

rent

years,

however, conditions

ompanies to close plants and

i,

competition for mid-western

.ging facilities and the high cost

were significant factors in the

>leaveI<ankakee. Other factors,

miturein the early 1980s, were

liedecline.H However, I believe

proved to be the most devastat­

,t critically examined.

By the end of the 1960s, Roper had evolved from a single-plant

gas-range manufacturer with sales of$30 million to a multi-plant maker

of durable consumer goods with sales of more than $200 million.

Employment stood at 2,300, the highest in town.12 _{By 1967, however,}

Max Hoover, chief executive of Roper Corporation, recognized the

company's rangeline was growing increasingly out of date. Much of the

problem rested in the fact that "... the company's range plants in

Kankakee were big (too big at about 1 million squarefeet) and old (turn­

of-the-century vintage). And unionized."n

Though sales in the late 19605 were rising, a 1969 strike put the

squeeze on earnings as they fell to barely 2% of sales.I4 _{Matters were}

made worse by the fact that Roper's stove-making competition was

concentrated in a 100-mile radius of Chattanooga, Tennessee, where

non-union labor costs were only one-half those of Kankakee. Whereas

workers in Kankakee were being paid an average of $5.94/hour,

competition in Southern plants were paying $2.97/hour.I5 _{As a result}

of this discrepancy, Roper had bid to supply ranges to a housing project

in Kankakee and lost out to a lower bid from a Southern producer. Such

events prompted Hoover to claim in a January 1970 edition of the

Kankakee Daily Journal

that "the Kankakee division faces the 19705 in a somewhat less favorable economic position than other Roper operating

units due to severe and mounting competition problems created by

Southern range manufacturers who are able to produce ranges at much

lower costs and market the product at much lower prices."16

Hoping to become competitive with Southern range manufac­

turers, Hoover acquired a plant in laFayette, Georgia. Since the ge0­

graphic center of Roper's market was in Kentucky, a plant in Northern

Georgia proved just as advantageous as one in Kankakee. Additionally,

the new plant would be much more efficient since it would allow for

33

5

easier material handling and better designs in production lines. Also,

the LaFayette work force would cost

RoPeI'

much less in wages,

insurance premiums, and other benefitsthan the Kankakee work force,

which had an average age of forty-seven years. The cards were stacked

against the Kankakee plant.

Although city officialscannotbeblamed for factors which were

beyond their control <e.g., shift markets), they can be faulted for their

failure to support the plant. According to Mike Monahan, Director of

illinois Job Service in Kankakee, "the community suffered from termi­

nal complacency.'117

Crain's Chicago Business

echoes Monahan, report­

ing that the "company received very little support from civic leaders.

The city had yet to issue its first industrial revenue bond-a

sharp

contrast with the open-handed largess of Southern officials."l8 Indeed,

i

LaFayette officials had offered $12 million in industrial revenue bond

i

financing to install a ten-inch water main around the plant. Had they

!

not offered anything, the fact that the LaFayette plant was non-union

might have alone provided enough inducement. At any rate, itis clear

that neither labor leaders nor public officials were taking Hoover

i

I seriously.Kankakeebusinessand civic leadersand the mayordid make

, I

i

a half-hearted effort to meet with Roper management to ask what could

be done to keep the company in Kankakee, but labor leaders refused to

cooperate without guarantees the plant would not close. A strike in

1971 reinforced the difficulties posed by labor, as did legislation passed

by the General Assembly in 1975. 1his legislation resulted in a 73% rise

in the company's unemployment insurance costs over the next three

years and a 164% jump in its workers compensation costs.l9

As its market share in appliances began dwindling again,

Roper was forced to cut the number of production jobs by one-third in

1979. Perhaps the final nail in the coffin came when the Cty Council

34

reinstituted a 5% utility

increase was not much (

by the local plants, Hoo

attitude."20 In

Septembe

appliance factory for a

shutdown was extende<

keep the plants. It was to

plant closings were perIl

A.O. Smith bega

it prospered in the post"

Midwest, the

Kankakee

housing construction~

advantage since the tran

cal-up to 10% offinal

pu

A.O. Smith at a further (

supply contractors begu

increasing concern with (

neering of a ten year war:

Mtera 1974

reces:

ing the market), layoffs re

in November all water ht

following year,

A.a.

Smil

rate pressure increased. c

Smith then responded to

acquiring a Southern p1c=

gained payraisesandexp.

the gap between the con:

money which A.O. Smith

division, headquartered

gns

in production lines. Also,

Roper much less in wages,

than theKankakee work force,

years.

The cards were stacked

blamed for factors which were

), they can be faulted for their

to Mike Monahan, Director of

mmunity suffered from tenni­

b,ess

echoes Monahan, report­

tie support from civic leaders.

strial revenue bond-a sharp

.fSouthern officials:'18 Indeed,

ion in industrial revenue bond

lin around the plant. Had they

.aFayette plant was non-union

ucement. At any rate, it is clear

officials were taking Hoover

.eadersand the mayor did make

management to ask what could

tee,but labor leaders refused to

\t would not close. A strike in

, labor, as did legislation passed

egislation resulted in a 73% rise

rance costs over the next three

:ompensation costs.I9

mces began dwindling again,

production jobs by one-third in

n carne when the Oty Council

reinstituted a 5% utility tax in 1981. Although the $100,000 to $150,000

increase was not much compared to the $5 million being lost annually

by the local plants, Hoover felt the tax was "an added irritant. It's an

attitude.''20 In September of 1981, Roper announced it would shut its

appliance factory for a month, idling about 500 workers. When the

shutdown was extended, city officials suddenly began mobilizing to

keep the plants. It was too late. OnJune 17, 1982, Roper announced that

plant closings were pennanent.

AD. Smith began operating in Kankakee in 1946. Like Roper,

it prospered in the post World War II era. As new homes sprouted in the

Midwest, the Kankakee location was ideal. However, as the focus of

housing construction began shifting South and West, Kankakee lost its

advantage since the transportation costs of water heaters were criti­

cal-up to 10% of final purchase price.21 _{The rise of tract housing placed}

AD. Smith at a further disadvantage. With tract housing, plumbing

supply contractors began ordering in quantities of 100 or more. The

increasing concern with cost, not quality (highlighted by Smith's pio­

neering of a ten year warranty), gave Smith's competitors an edge.

After a 1974 recession attacked home sales (thus further shrink­

ing the market), layoffs reduced the Kankakee work force to 1,200 and

in November all water heater production was halted for a week. The

following year, AD. Smith suffered an $8.8 million deficit and corpo­

rate pressure increased on the Kankakee division. Like Roper, AD.

Smith then responded to the rise of low-eost Southern competition by

acquiring a Southern plant. As a result of a strike in 1978, workers

gained pay raises and expanded medicalbenefits. This further widened

the gap between the company and Southern competitors, as did the

money which A.D. Smith, like Roper, began to lose. The water heater

division, headquartered in Kankakee, lost more than $10 million in

...

35 7

1981.22

In April 1982, as Roper workers and Kankakee leaders pleaded

to save that company's two local plants, Smith asked for concessions

from the InternationalAssn. of Machinists Loca12059. Even with Roper

as an example of what could happen. however, Smith's work force

would not listen. The workers insisted that concessions be accompa­

nied by promises that jobs would be retained and pay cuts restored

when sales recovered. Smith, like Roper, could not overcome years of

hostility between management and workers. Since A.a. Smith's labor

costs in Kankakee were nearly twice those at its Southern plant in

McBee, South Carolina, it

began

cuttingback production in I<ankakee.ZJ

By 1983, Kankakee production had dropped to about 30% of capacity;

McBee's production increased to 75% ofcapacity. Becausethecity again

failed to take action until it was too late, in January 1984 A.O. Smith

made another move that paralleled Roper's.Itannounced it would halt

production of residential water heaters in Kankakee.

As a direct result of the closings of Roper and A.O. Smith,

manufacturing jobs dropped from 10,975 in March 1978 to 5,000 in

January 1988.26_{Oearly one result of this decrease was an increase in the}

city's unemployment rate from 8.5% in 1978 to 20.8% in January 1983.25

Additionally, families receivingSalvationArmyassistance in Kankakee

tripled between 1980 and 1982 and jumped another 30%, to 1,324, in

1983.26 _{The greatest impact ofthe departure of A.O. Smith and Roper,}

however, was the change it forced on society. According to Kenneth W.

Cote, executive director of the United Way of Kankakee, "weused to be

what we call an industrial society here."2'1 Clearly, the fundamental

difference between the Kankakee of the past and future is that the high­

paying factory jobs have been replaced by those which are low-paying

and, for the most part, require little skill. For example, in October 1983,

36

8,000 residents applied fo

markets. The $12-an-how

wages average $6/hour. ).

11.7% is well below the 2l

accountingfortheseeming

either taken low-payingjc

less of which maybe theca

the amount of money aVI

reduced.28

Lookedat in this~

A.O. Smith from the '1

those· individuals whose I

some local businesses, sue

Bank have continued to p"

been devastated as manyb

wake of the A.O. Smith an

Kankakee, Alexander Lum:

to vice-president and get\!

conditions, especially in th

lack of population and a

closing. 'We just didn't

A Montgomery W

similar fate. Vacant build'

Bergeron Pontiac left to

revenue. $80,000 was lost

rolet, followed the lead of

8,000 residents applied for about 200 job openings at four new super­

and Kankakee leaders pleaded

8, Smith asked for concessions

ItsLocal2059. Even with Roper

however, Smith's work force

that concessions be accompa­

etained and pay cuts restored

r,

could not overcome years of

rleers. Since A.O. Smith's labor

those at its Southern plant in

backproductionin I<ankakee.23

Ipped

to about 30% of capacity;

:capadty. Because the city again

te, in January 1984 A.O. Smith

leI"s. It announced it would halt

l in Kankakee.

ngs

of Roper and A.O. Smith,

,975 in March 1978 to 5,000 in

l decrease was an increase in the

1978 to 20.8% in January 1983.25

onArrnyassistanceinI<ankakee

mped another 30%, to 1,324, in

rture of A.O. Smith and Roper,

dety. According to Kenneth W.

fay ofKankakee, "weused to be

re."7/ Oearly, the fundamental

~past and future is that the high­

by those which are low-paying

1. Forexample, in October 1983,

markets. The $12-an-hour pay once offered by Roper is gone. Today,

wages average $6/hour. Although the current unemployment rate of

11.7% is well below the 20.8% rate of 1983, the vast majority of those

accounting for the seeminglyimprovedrate have, accordingto Monahan,

either taken low-paying jobs or moved out of the community. Regard­

less of which maybe thecase, the result, Monahanclaims, is the

same­

the amount of money available for the local economy is drastically

reduced.28

Looked at inthisway, itis clear thatthe departure of Roper and

A.O. Smith from the "Rust Belt" had an effect upon more than just

those· individuals whose employment was terminated. Admittedly,

some local businesses, such as Carson Pirie Scott and Meadowview

Bank have continued to proSper.29 Overall, however, the economy has

been devastated as many businesses have been driven from town in the

wake of the A.O. Smith and Roper closings. After eighty-five years in

Kankakee, Alexander Lumber Company is closing its doors. According

to vice-president and general manager, Lloyd Agee, "the economic

conditions, especially in the Kankakee area, lack of building progress,

lack of population and agricultural downturn" all contributed to the

closing. "We just didn't see any better times coming."30

A Montgomery Ward & Company store near City Hall faced a

similar fate. Vacant buildings are also a frequent sight in the central

business district of downtown Kankakee.

As a result of such closures, the city, which receives 1% of the

business sales tax, loses valuable tax revenue. For example, when

Bergeron Pontiac left town in 1986, the city lost $120,000 in sales tax

revenue. $80,000 was lost when another

car

dealer, Don Meriles Chev­

rolet, followed the lead of Bergeron Pontiac.31_{Losing such revenue, the}

37 9

this instance, the

County as an enterprise

were certainly nothing

alerted. Oearly, what w

obstacles and revive the

In the past few

havesurfacedatallleve

ability of the city to provide basic services is diminished. For example, area. Reflecting this vi~

current revenue shortages in:Kankakee have led to the establishment of Company released in No'

user-fees for garbage pick-up. tions as a liability for

tN

Inaddition to affectingthe community at large through service

t

ment.3S

4

delivery, the economic impact of the A.O. Smith and Roper departures The same Fantus

could also be felt by the educational system. When the dust began to performance by schoolsil

settle following the massexodusoffactories and jobsfrom the Kankakee ing locating in the area.

area "...in the late '70's and early '80's, area business and education following:

leaders figured out something that was just being discovered through- 1)investigatepublic/

I

iI _{out the recession-plagued}

_U.s.:

_{Education and the economy are linked ment at the public school!}

like Siamese twins-'mutually dependent."'32 Good schools lead to a at the public schools, esp

prosperous economy. Strong economies provide tax dollars which along with the school db

allow schools to reduce class size, offer more programs, and-in the ment, raise core curricull

end-deliver a better prepared workforce into the local economy. retention rates at the

.Kan

"Leaders fear the results if either of the two fail, and the cycle turns Yet another obst

sour.":U Regardless of whether or not it is a result of "the cycle turning the Fantus Company il\t

sour:' the educational level in both Kankakee Qty and County is Chicago Business referred

among the lowest in the state. Of persons twenty-five years and over, leaders in Kankakee and

60.5% of whites in Kankakee are "high school graduates and over,"

while 68.7% of whites canbecategorized as such statewide. Meanwhile,

40.3% of Kankakee blacks, who compose about 27% of the city's

population, have completed high school or gone beyond as compared

to 54.6% at the state level.u

j

The low educational level is clearly detrimental to economic

development. According. to Monahan, an inverse relationship exists W

between educational level and unionization. Thus, given its low educa­

tionallevel, it should not be surprising that Kankakee is highly union­

ized. Nor should it be surprising that, since the largest cost of doing

business is labor, unionization is a deterrent to industries eyeing the

38

s is diminished. For example, area. Reflecting this view, a study of the Kankakee area by the Fantus

lve ledto the establishment of Company released in November 1987labelled labor-management rela­

lunityat large through service

.Smith and Roper departures

tern.

When the dust began to

esandjobsfrom the Kankakee

area

business and education

lSt being discovered through­

n and the economy are linked

nt."'32 Good schools lead to a

s provide tax dollars which

more programs, and-in the

)rce into the local economy.

two fail, and the cycle turns

i a result of "the cycle turning

ankakee Oty and County is

IS twenty-five years and over,

school graduates and over,"

ilS such statewide. Meanwhile,

lOSe about 27% of the city's

,or gone beyond as compared

arly detrimental to economic

an inverse relationship exists

ion. Thus, given its low educa­

hat Kankakee is highly union­

iDnce the largest cost of doing

rrent to industries eyeing the

,

tions as a liability for the area as it attempts to attract further invest­

ment.35

l

_{The same Fantus study was the latest harsh reminder that poor}

performance by schools is also a likely deterrent to industries consider­

ing locating in the area. The report directed a task force to do the

following:

l)investigate public/private programs to raise graduation achieve­

ment at the public schools; 2) address the quality of education available

at the public schools, especially in the city of Kankakee; 3) investigate,

along with the school district, efforts to increase graduation achieve­

ment, raise core curriculum requirements for all students, and boost

retention rates at the Kankakee High School.36

Yet another obstacle to future economic development which

the Fantus Company indicated must be overcome is what Crain's

Chicago Business referred to as '1ong-standing rivalries among civic

leaders in Kankakee and neighboring Bradley and Bourbonnais."a7 In

this instance, the report noted the lack of county wide unity for

economic development. Years earlier, Crain's Chicago Business reported

how "competition between the Chamber [of Commerce] and jobs

associationcontributed to the state's decision not to designate Kankakee

County as an enterprise zone, which would have produced incentives

for new industry."as The obstacles which the Fantus report revealed

were certainly nothing to which city officials had not been previously

alerted. Oearly, what was needed was a program to overcome those

obstacles and revive the economy.

In the past few years, efforts to revive the Kankakee economy

have surfaced at all levels of government. Recognizing that growth and

:

development are the result of sound, directed activities that promote a

strong economy, the Kankakee County Economic Development Coun­

cil (KCEOC) has constructed the "New Horizons United" prograrn.39

The goal of thefour year program"willbe to create up to3,000new jobs

with the location ofat least 30new Business/Industries to the County."40

The KCEOC reports that3,000jobsinthe county would mean an annual

increase of$59.1 million in total income and$25.4 millionin retail sales.

The two greatest efforts at economic development in the

Kankakee area itself are Area Jobs Development Association (AJDA)

Ii and the Kankakee River Valley Enterprise Zone (KRVEZ). "The overall

Ii;

mission of AJDA is to create jobs in the Kankakee area. AJDA's target

'I

1,1.•."· audiences are business and industries interested in expansion, reloca­

II

!I tion or start-up. Its prirnaryrole; to identify prospective companies and

bring them into the area to fill vacant space." 41 When AJDA was first

established in 1983,its responsibility was to

see

to the rehab and leasing

of the Roper plant in Bradley which had been given to AJDA by the

Roper Corporation. The site was to serve as an incubator facility and

was renamed Bradley Industrial Park. Because the 850,000 square foot

I

facility was virtually unfit for

occupancy,

AJDA undertook to rehab the

I

facility and simultaneously obtain grants and low interest loans to

bring in companies to occupythe space. Approximately550,000square

feet of space in the building has been filled and nearly 400 new jobs

created. 42 Much ofthis success can be attributed to the intergovernmen­

tal cooperation AJDA has created between various levels of govern­

ment. "GovemorThompson has taken a personal interest in helping the

area revitalize ... Lt. Governor George Ryan, a Kankakee resident, has

maintained a close, personal relationship with the area and has taken

the lead in helping get programs, incentive packages and services for

companiescorningintoorrernaininginthearea ... StateRepresentative

40

Charles Pangle and State

dous support in the State

like the AIDA, tl

ernrnental cooperation.44

of four political unitsas tI

and the CountyBoard Ch

KRVEZis "anactivemarlc

land and buildingswithin

portions of Bradley, Boti

unincorporatedlandwith.

is based on each of the thr

a total of $25,000. The Co

basis.

Although onasm

have also been supporti,

municipal level. Accorcl

Economic Development (

from the federal govel'lUnli

In 1988, Glenowski

report

grants, bringing

sixty

ne

government has provide.

former state mental hospi

illinois Diversatech

Inc..

"Illinois Diversateeh

Inc.

While it is true (

levels of government to

success of these efforts a

once prosperous econon

:lirectedactivities that promote a

y Economic Development Coun­

!W Horizons United" program.39

~betocreate up to 3,000 newjobs

ness/Industries to the County."4/1

he countywould mean an annual

eand $25.4 million in retail sales.

economic development in the

~elopmentAssociation (AJDA)

II'ise Zone (KRVEZ). "The overall

le Kankakee area. AJDA's target

9interested in expansion, reloca­

ntifyprospective companies and

:space." ~1When AJDA was first

v-asto seeto the rehab and leasing

had been given to AJDA by the

erve as an incubator facility and

~Because the 850,000 square foot

ICY,AJDA undertook to rehab the

;rants

and low interest loans to

:e.

Approximately 550,000 square

n

filled and nearly 400 new jobs

lttributed to the intergovemmen­

tween various levels of govem­

la

personal

interestin helping the

e Ryan, a Kankakee resident, has

Jhip with the area and has taken

entive

packages

and services for

nthearea ... State Representative

Charles Pangle and State Senator Jerome Joyce also provided tremen­

dous support in the State Assembly."~

Uke the AJDA, the KRVEZ has resulted in increased intergov­

emmental cooperation." Its Board of Directors represents the interests

of four political units as the Mayors of the three communities involved

and the County Board Chairman sit on the Board. Certified in 1984, the

KRVEZ is "anactive marketeer, aggressively seekingbusiness to fill the

land and buildings within its eight square mile reach."45 It encompasses

portions of Bradley, Bourbonnais, and Kankakee, as well as some

unincorporated land within Kankakee County. Funding for the KRVEZ

is based on each of the three communities contributing $8,333 each for

a total of $25,000. The County is funding on a "contributed services"

basis.

Although on a smaller scale, the federal and state governments

have also been supportive of economic development efforts at the

municipal level. According to Carol Glenowski of the Kankakee

Economic Development Council, the city receives $100,000 each year

from the federal government to use for Economic Development Grants.

In 1988, Glenowski reported that ten companies have applied for such

grants, bringing sixty new jobs to the city.46 Meanwhile, the state

government has provided support to the area through the sale of a

former state mental hospital north of Kankakee to a partnership called

illinois Diversatech Inc. Similar to the incubator facility in Bradley,

"lliinois Diversatech Inc. has managed to attract 17 firms emplOying

about 750."~7

While it is true that determined efforts are being made at all

levels of government to solve Kankakee's economic problems, the

success of these efforts and the prospects for a revival of Kankakee's

once prosperous economy continue to be a subject of much debate.

41 13

Optimists like Tim Schmidt, business editor of The

Daily /ournal&

point to the Chicago-based Quaker Oats and other top Fortune 500 compa­

nies that have "committed millions of dollars in Kankakee in the last

two years."" Schmidt also points to the intergovernmental partnership

for the $40 million Metro Sewer Project as "an effort not to fumble our

future, but plan for it." Another positive sign is the 1983 decision of

union employees at CBI Industries Inc. to save more than one hundred

jobs by agreeing to wage-and-benefit cuts totalling nearly $2 an hour.

Perhaps the Kankakee labor force is finally learning from the example

of A. O. Smith and Roper.

Carol Glenowski echoes the optimism of Schmidt, claiming

that "little by little, things are getting better."49 In addition to the influx

of small employers into the area, Glenowski pointed to the rise in home

sales. According to Vivian Bowser, President of the Kankakee Board of

Realtors, the increase can be attributed to improved interest rates, the

attraction ofless expensive Kankakee homes to those living outside the

area and the excitement being generated by the current campaign to

locate a "Third Major" airport in Kankakee County.50 Bowser claimed.

that "when the number of housing starts are up and the number of

existing houses on the market are down...This means the economy and

the market is [sid more stable.51

Although recognizing that great strides have already been

made, I cannot share the optimism of those who have stated that

Kankakee is already on the road to recovery. While the KRVEZ and the

Metro Sewer Project are essential to establishing a foundation for

intergovernmental cooperation, the city's curren~squabble with neigh­

boring Bradley over the location of a shopping mall development

which both are trying to entice provides conclusive evidence that such

cooperation is still lacking. The concessions made by union employees

42

of CBI Industries, althoug

may have finally learned fl

Simply not enough to OVE

lions which have traditic

county regained

some

2,2(

new positions can't compi

new positions simplydon

former Roper and A.D. Sm

less money isavailable for

summed. up by Monahan

prosper when we are sellir

that workers will continul

economic hardship for thl

Even in this regard, he vie'

limited. Whileitmayhavel

thinks the Kankakee labor:

workers once employed I

trained for the more techn

Perhaps recognizi

ries, a select group of city

its efforts toward attrac

Kankakee County. The F

in nationwide demand

Chicago Metropolitan Ar

already approaching ca

quate airport facilities,

IS editor of

The Daily Journal£

point

md other top Fortune 500 compa­

of dollars in Kankakee in the last

:he intergovernmental partnership

eel as "an effort not to fumble our

sitive sign is the 1983 decision of

\C. to save more than one hundred

it cuts totalling nearly $2 an hour.

finally learning from the example

e

optimism of Schmidt, claiming

;better."49 Inaddition to the influx

ilOwski pointed to the rise in home

resident of the Kankakee Board of

ed to improved interest rates, the

~homes to those living outside the

rated by the current campaign to

ll1cakee County.so Bowser claimed

starts are up and the number of

wn...This means the economy and

great strides have already been

I of those who have stated that

oovery. While the KRVEZ and the

10 establishing a foundation for

ity'scurrent squabble with neigh­

f a shopping mall development

ies conclusive evidence that such

ssions made by union employees

of CBI Industries, although seemingly indicating that organized labor

may have finally learned from the Roper and A.O. Smith examples, are

Simply not enough to overshadow the poor labor-management rela­

tions which have traditionally characterized Kankakee. "While the

county regained some 2,200 jobs out of the 4,000 it lost this decade, the

new positions can't compare with the old."s2 As was noted earlier, the

new positions simply do not provide anywhere near the wages that the

former Roper and A.O. Smith workers once received. Consequentially,

less money is available for the local economy. The effect of this was best

summed up by Monahan who pointed out that "the economy cannot

prosper when we are selling Big Macs to each other."53 While he thinks

that workers will continue to "get by," Monahan foresees continued

economic hardship for the area "unless something big comes up."~

Even in this regard, he viewed the city's prospects for development as

limited. Whileitmayhavebeen qualified up to the mid-1970's, Monahan

thinksthe Kankakee labor force (composed largely of the assembly line

workers once employed by Roper and A.O. Smith) is inadequately

trained for the more technically advanced modem factories.

Perhaps recognizing the difficulty of attracting modem facto­

ries, a select group of city business leaders has recently begun directing

its efforts toward attracting a ''Third Major" airport to Northern

Kankakee County. The Federal Aviation Administration projects air­

line passenger enplanements to increase over 63% between 1987-1988.

This will result in an increase of nearly 300 million total annual en­

planed passengers in the United States over 1987levels.ss This increase

in nationwide demand will have a considerable impact on the Greater

Chicago Metropolitan Area, where airline transportation facilities are

already approaching capacity. Reacting to this need to provide ade­

quate airport facilities, the lllinois Department of Transportation is

currently studying alternative solutions. This study has now pro­

gressed. to Stage II, or the investigation of a new airport site. In

December 1986, the Kankakee County Board expressed a desire and

willingness to have such a facility located in Kankakee County.

The desire to have such a facility in Kankakee County appears

very real. U.S. Congressman Ed Madigan has thrown his support

behind northwest Kankakee County as the ''best site for a third major

airport for the Chicagoland area."56 This is especially significant be­

cause three other sites in consideration for the airport

are

in Madigan's

district. Additionally,

as

of March 1988, thirty-eight units of govern­

ment, six school districts, five chambers of commerce, and five service

clubs have adopted resolutions in support of the northwest Kankakee

County site as the possible location of a ''Third Major" airport. Perhaps

the intergovernmental cooperation whichhas been missing for so long

in Kankakee is finally beginning to emerge with the realization that

there simply are not many other ways to revive the economy. Accord­

ingto Robert B. Glade, chairman ofthe Airport 2000 Committee, which

is promoting the location of an airport in Kankakee County, "Kankakee

County has gone through

a

severe recession ... we

are

comingback, but

high interest rates ... a general lack of follow through could destroy our

fragile economy. We need something solid to stand on. The economic

benefits [of an airport] would be real and long lastingl"51

Billing a "Third Major" airport as "our flight plan for the

future," the Kankakee County Economic Development Council echoes

Glade's enthusiasm. According to this organization, the benefits of an

airport would be three-fold. First of all, a major airport would mean

more jobs.Inaddition to the estimated10,000 construction jobs, 3,000 to

17,000 jobs would be generated to provide support services directly

related to the operation of an airport and the needs of travelers.58

44

Because history has shown

safe to conclude that as ]

created at businesses that·

The Kankakee Cc

claims that a majorairporti

revenues. Not only woulc

services providedbytaxmJ

of local public schools.1<aJ

with a strong economic be

An improved qu

potentially be derived ttl

Cultural activities, the nu

housing would all increas

easier access to Chicago a

new connector highways

systems.

Despitethe positi1

a major airport, some op~

Board of Trustees, which

c

located in KankakeeCour

Furthermore, a group

car

(KARE) has spoken out i:

Chairman of KARE, clain:

to the com grow-not jete

at least as well

as

those

gr

taxes and the cost of livir

As the debate ove

Kankakee County contin­

Peat, Marwick, and Main

tions. This study has now pro­

~tionof a new airport site. In

lty Board expressed a desire and

~tedin Kankakee County.

i1ity in Kankakee County appears

radigan has thrown his support

as the "best site for a third major

This is especially significant be­

In for the airport are in Madigan's

~88,thirty~ightunits of govern­

ers of commerce, and five service

pport of the northwest Kankakee

:a "Third Major" airport. Perhaps

'hichhas been missing for so long

emerge with the realization that

s to revive the economy. Accord­

eAirport 2000 Committee, which

:inKankakeeCounty, ''Kankakee

ession ... weare coming back, but

follow through could destroy our

;solid to stand on. The economic

and long lasting!"S7

)Ort as "our flight plan for the

nic Development Council echoes

s organization, the benefits of an

all, a major airport would mean

.10,000construction jobs, 3,000 to

rovide support services directly

rt and the needs of travelers.58

Because history has shown that airports are economic magnets,itseems

safe to conclude that as many, if not more, indirect jobs would be

created at businesses that locate here because an airport exists.

The Kankakee County Economic Development Council also

claims that a major airport in the Kankakeearea would increase local tax

revenues. Not only would this improve the quality of the everyday

services provided by taxing bodies, but it would also insure the stability

of local public schools. Kankakee County would enter the 21st century

with a strong economic base.

An improved quality of life is a final benefit which could

potentially be derived from a major airport in the Kankakee area.

Cultural activities, the number of large retailers, and the selection of

housing would all increase. Additionally, the area could benefit from

easier access to Chicago and other areas through the development of

new connector highways and an extension of existing rapid transit

systems.

Despite the positive benefits resultingfrom the development of

a major airport, some opposition has arisen. The Rockville Township

Board of Trustees, which oversees the area where the airport would be

located in Kankakee County, has voted against the siting of the airport.

Furthermore, a group called Kankakee Area Research and Education

(KARE) has spoken out in opposition to the airport. Gloria Weidner,

Chairman of KARE, claims that "...most of us are very happy listening

to the corn grow-not jetengines. Economically speaking, weare doing

at least as well as those growth communities in DuPage County where

taxes and the cost of living are soaring higher than the jets."S9

As the debate over the desirability of a "Third Major" airport in

Kankakee County continues, both sides await the results of a study by

Peat, Marwick, and Main, a San Francisco-based consulting firm hired

46

by the state. The study should narrow down the number of recom­

mended sites. In the meantime, the prospects for economic recovery

remain dismal.The recent influx of low-paying jobs and the creation of

incubator facilities is simply not enough to account for the loss of key

factories which were previously the area's largest employers and the

backbone of its industrial base.Ifrecovery is not in sight, what then can

be concluded from this ambitious effort to analyze the economic plight

of Kankakee? One dear lesson that can be learned is the important role

played by compromise, concessions, and cooperation at the municipal

level. The devastating and far-reaching impact of the ''Rust Belt-Sun

Belt" phenomenon should also be apparent, as should the importance

ofrecognizing problems <e.g., changing markets) and confronting them

before they reach crisis proportions. The enthusiasm being generated

by the proposed airport may be premature; however, if this or a related

project is to revive Kankakee's economy, it is essential that future

mUnicipal leaders recognize the mistakes that were made in the past.

Two empty factories, an unemployment rate which is consistently one

of the highest among the state's metropolitan areas, and a crumbling

economy serve as striking reminders of the need to learn from those

mistakes if the economic plight of Kankakee is to be reversed.

1Greg David and Steven R.

butSouthem towns

grab

it!

16, 16 April 1984, 17.

2 Sales in1978approached

S

1975 sales of$450million. G

saga: Workers survive, b1J

Chicago Business£

vol. 7, no

3 David and Strahler,''KaI1

, The dosing of the suppc

recent buyout of Roper

b:

Gibson's "Roper tells 70 WI 14 April 1988, pp. 1-2.

5 Figures taken from the ''1

the Kankakee MSA in Fet

compiled in cooperation v

ployrnent and Training Ac

6 For planning purposesin

the number of direct jobs.

publication of the I<ankak.

7 Steven R. Strahler, "Far fr

war,"

Crain's Chicago Busi;

8 David and Strahler

repor

that the average KankakE

average.

9 Figure taken from the 19

10

New Horizons United

Oi

County Economic Develo

11 David and Strahler dis­

Crain's Chicago Business, ...

Kroehle's long-tenn deb­ vulnerable when interest

ITOW down the number of recom­

e prospects for economic recovety

low-paying jobs and the creation of

ough to account for the loss of key

e area's largest employers and the

:overy

is not in sight, what then can

ffort to analyze the economic plight

::an

be learned is the important role

~,and cooperation at the mUnicipal

bing impact of the "Rust Belt-Sun

.pparent, as should the importance

;ingmarkets)and confronting them

I. The enthusiasm being generated

nature; however, if this or a related

onomy, it is essential that future

stakes that were made in the past.

nentrate which is consistently one

1ropolitan areas, and a crumbling

rs of the need to learn from those

:ankakee is to be reversed.

NOTES

1 Greg David and StevenR. Strahler. ''Kankake's saga: Workers survive,

butSouthern towns grab its fortune,"

Crain's Chicago Business,

vol. 7, no. 16,16 April 1984, 17.

2 Sales in 1978 approached $800 million, a considerable increase over the

1975sales of$450 million. Greg David and StevenR. Strahler, ''I<ankake's

saga: Workers survive, but Southern towns grab its future,"

Crain's

Chicago Business"

vol. 7, no. 15,9 April 1984, 25.

3 David and Strahler, "Kankakee's saga," vol. 7, no. 16,17.

4 The closing of the support offices in Kankakee was blamed on the

recent buyout of Roper by General Electric and Whirlpool in Marx

Gibson's "Ropertells 70 workers here: 'Thanks, by',"

The Daily Journal"

14 April 1988, pp. 1-2.

5 Figures taken from the ''Labor Force and Employment Summary" for

the Kankakee MSA in Februaty 1983 and March 1988. The data was compiled in cooperation with the Bureau of Labor Statistics and Em­ ployment and Training Administration.

6 For planning purposes indirect jobs account for approximately twice

the number of direct jobs.

Why an

Airport?

Why

Kankakee

County?,

a

publication of the Kankakee Chamber of Commerce.

7 Steven R. Strahler, ''Far from the Roper battle, Kankakee loses its own

war,"

Crain's Chicago Business,

14 March 1988, 78.

8 David and Strahler report in

Crain's Chicago BusinesS,

vol. 7, no. 16 (20),

that the average Kankakee per capita income is 14% below the U.S. average.

9 Figure taken from the 1980 Census Report.

10 New

Horizons United Case Statement,

a publication of the Kankakee County Economic Development Council, 7.

11 David and Strahler discuss the departure of Kroehler Furniture in

Crain's Chicago Business,

vol. 7, no. 16 (17-18). Employing 800 in 1976, Kroehle's long-term debt ballooned in 1977, making the company vulnerable when interest rates skyrocketed in 1979.

47 19

I,

I

i 12 David and Strahler, ''Kankakee's saga," vol. 7, no. 15, 15.

13 Most of the plants in Kankakee remained unorganized until after the

1936 Wagner Act established a right to collective bargaining, Ibid.

14 Ibid. 15 Ibid., 22. 16 Ibid., 21.

17 Mr. Michael Monahan, interview by author.

18 David and Strahler, "Kankakee's saga," vol. 7, no. 15,22.

19 Ibid., 25.

20 David and Strahler. ''I<ankakee's saga," vol. 7, no. 16, 18.

21 David and Strahler. "Kankakee's saga," vol. 7, no. 15,26.

22 David and Strahler. ''Kankakee's saga," vol. 7, no. 16, 19.

23 David and Strahler report inCrain's Chiazgo

Business,

vol. 7, no. 16 (19)

that A.a. Smit's labor costs in Kankakee were nearly twice those in McBee-an average of $14 an hour in wages and benefits, versus $7.50.

2& Figurestaken from the "Labor Force and Employment Summary" for the Kankakee MSA.

25 Ibid.

26 David and Strahler, ''Kankakee's saga," vol.7, no. 16,20.

'Zl Ibid.

28 Michael Monahan, interview by author.

29 Carson Pirie Scot's sales in downtown Kankakee have continually

grown, as reported by Tim Schmidt, "Kankakee gets bashed again in

Crain's," The Daily JQurnal, 30 March 1988, pp. 15-16; Meadowview

Bank continues to have "record performances ineamings and capital­

the twokey measurements ofquality in a bank."Meadowview Bank 1987

Annual

Report,

1.

30 Tim Schmidt, "After 85years, Alexander Lumber closing," The Daily

Journal, 6 April 1988, pp. 1-2.

48

31 Michael Monahan, inten

32Scott Wade, ''Education

a

Sunday Journal, 21 Februar

33 Ibid.

34 U.S. Census-Table

P-5,

Q

35The FantusPlan support

the city and county, the Ee

and the Community Colli

gives publicly supported

term focus. The Fantus 0

cago: The Fantus Compan

36 Ibid., 8.

37 Strahler, "Far from the F

38 David and Strahler, ''Ka

39 ''The I<ankakeeCounty I

to consolidate and coordi

County of Kankakee ....•

of key economicdeveloptr from throughout the count

economic development

tt

Economic Development C

40 Ibid.

41 Area Jobs Developmer

Kankakee

Area:

1986

Repon

42 Kankakee Area ChamI

County Rlinois

(Crystal La

43 Area Jobs Development

44 "An Enterprise Zoneis i

the relaxation of certain 11

inducing businessesto seI

45 Ibid., 21.

46 Carol Glenowski, inter

I saga," vol. 7, no. 15, 15.

mUned unorganized until after the !it to collective bargaining, Ibid.

'by author.

.saga," vol. 7, no. 15,22.

saga,"

vol. 7, no. 16, 18.

saga," vol. 7, no. 15,26.

saga," vol. 7, no. 16, 19.

'sChialgo

Business,

vol. 7, no. 16(19)

dcakee were nearly twice those in n wages and benefits, versus $7.50.

ceand Employment Summary" for

saga," vol.7, no. 16, 20.

luthor.

ltown Kankakee have continually

t, "Kankakee

gets

bashed again in

'Ch 1988, pp. 15-16; Meadowview

lrmances inearnings and capital­

,inabank." Meadowview Bank1987

amder Lumber closing,"

The Daily

31 Michael Monahan, interview by author.

32Scott Wade, ''Education and the Economy: Mutually Dependent," The

Sunday Journal,

21 February 1988, p. 15.

33 Ibid.

3f, U.S. Census-Table P-5, General

Social and Economic Characteristics 1980.

3S The Fantus Plan supports a long-term financial relationship between

the city and county, the Economic Development council, the Chamber and the Community College on economic development issues, and gives publicly supported economic development marketing a long­

term focus. The Fantus Company, Kankakee

County Assessment

(Chi­

cago: The Fantus Company, 1987),40.

36 Ibid., 8.

37 Strahler, "Far from the Roper battle," 78.

38 David and Strahler, "Kankakee's saga," vol. 7, no. 16,24-25.

39 "The Kankakee County Economic Development Council was formed

to consolidate and coordinate economic development efforts in the

County of Kankakee .... The thirty member council is representative

of key economic development organizations and political subdivisions from throughout the county. It is able to address critical issues affecting economic development through a unified voice." Kankakee County

Economic Development Council,

New Horizons, 4.

to Ibid.

~1 Area Jobs Development Association,

Economic Development in the

Kankakee

Area:

1986

Repori, 3.

Q Kankakee Area Chamber of Commerce,

A World Apart;

Kankakee

County ntinois

(Crystal Lake, IL: Profile Publications, Inc., 1986),38.

U Area Jobs Development Association,

Economic Development, 4.

" "An Enterprise Zone is an area designated by the State as eligible for the relaxation of certain local and State regulations for the purpose of inducing businesses to settle, remain and expand in the area." Ibid., 19.

~Ibid., 21.

46 Carol Glenowski, interview by author.

j

r

'7

Strahler, "Far from the Roper battle," 78.

'lI Schmidt, "Kankakee gets bashed, : 16; Other Fortune 500 companies

operating in Kankakee County include Annour Phannaceutical Co.,

i Armstrong World Industries,CBI Industries, CrownIndustries, Crown

I

Cork and Seal, Gaines Foods, Valspar Corp., Sun Chemical, and Texize.

Kankakee Area Chamber of Commerce, A World Apart, 37.

'9 Carol Glenowslci, interview by author.

50 Vivian Bowser, interview by author.

51 Tim Schmidt, "Housing market here close to boiling," The Sunday

Journal, 27 March 1988, p. 17.

52 Strahler, "Far from the Roper battle,II 78.

53 Mike Monahan, interview by author.

5' Ibid.

55 Kankakee Chamber of Commerce, Why An Airport?

56Ed Bierschenk, "Madigan backsairporthere at huge rally," The

Daily

Journal& 15 March 1988, pp. 1-2.

57 Robert Glade advocating airport in publicity pamphlet.

58 Kankakee County Economic Development Council, Airport 2000, 1.

59 Gloria Weidner to the editor of the Chicago Tribune, 9 April 1988,

Chicago Tribune, 10.

50

BII

Area Jobs Development A

KankakeeArea: 1986 RepOl

Bierschenk, Ed. "Madigan1

Journal. 15 March 1988, 1-2

Bowser, Vivian, President0

by author, 30 March 1988,

Bureau of Labor Statistics. ] the Kankakee MSA.

David, Greg and Steven R vive, but Southern townsg 7, no. 15.,9 April 1984,

11-:

David, Greg, and Steven R

vive, but Southern towns g 7, no. 16., 16 April 1984, 17

Gibson, Marx. ''Roper tells

Journal, 14 April 1988, 1-2.

Glade, Robert. Airport 200(

Glenowslci, Carol, Membe

Council. Interview by autl

Kankakee Area Chamberc

Illinois. Crystal Lake, IL: P

Kankakee Area ChamberI

County?

KankakeeCountyEconom

Case Statement.

MeadCJtUView Bank 1987 An

Monahan, Mike, Director

30 March 1988, Kankakee

22

Undergraduate Review, Vol. 3, Iss. 1 [1989], Art. 7

lttle," 78.

I, : 16; Other Fortune 500 companies dude Armour Pharmaceutical Co.,

Mustries, Crown Industries, Crown mCorp.,Sun Chemical, and Texize. nerce, A World Apart, 37.

IUthor.

:bar.

: here close to boiling," The Sunday

ttle," 78.

thor.

:e, Why An Airport?

Iirport here at huge rally," The Daily

o in publicity pamphlet.

fe10pment Council, Airport 2000, 1.

o the Chicago Tribune, 9 April 1988,

BIBLIOGRAPHY

Area Jobs Development Association. Economic Development in the KankakeeArea: 1986 Report.

Bierschenk, Ed. "Madigan backs airport here at huge rally." The Daily Journal. 15 March 1988, 1-2.

Bowser, Vivian, President of the Kankakee Board of Realtors. Interview by author, 30 March 1988, Kankakee.

Bureau of Labor Statistics. Labor Force and Employment Summary for the Kankakee MSA.

David, Greg and Steven R. Strahler. ''Kankakee's saga: Workers sur­ vive, but Southern towns grab its future." Crain's Chicago Business. Vol. 7, no. 15.,9 April 1984, 11-26.

David, Greg, and Steven R. Strahler. "Kankakee's saga: Workers sur­ vive, but Southern towns grab its future." Crain's Chicago Business. Vol. 7, no. 16., 16 April 1984, 17-28.

Gibson, Marx. ''Roper tells 70 workers here: 'Thanks, bye'." The Daily Journal, 14 April 1988, 1-2.

Glade, Robert. Airport 2000 publicity letter.

Glenowski, Carol, Member of the Kankakee Economic Development Council. Interview by author, 29 March 1988, Kankakee.

Kankakee Area Chamber ofCommerce.A World Apart; Kankakee County

Illinois.

Crystal Lake, IL: Profile Publications, Inc., 1986.

Kankakee Area Chamber of Commerce. Whyan Airport? Why Kankakee County?

KankakeeCountyEconomic DevelopmentCouncil.New Horizons United

Case

Statement.

Meadowview Bank 1987 Annual Report.

Monahan, Mike, Director of lllinois Job Service. Interview by author,

30 March 1988, Kankakee.

--52

Schmidt, Tim. "After 85 years, Alexander Lumber closing." The Daily

Journal,

6 April 1988, 1-2

Schmidt, Tim "Housing market here close to boiling." The Sunday

Journal,

27 March 1988, 17.

Schmidt, Tim. ''Kankakee gets bashed again in Crain's." The Daily

Journal,

20 March 1988, 15-16.

Stahler, Steven R. ''Far from the Roper battle, Kankakee loses its own

war."

Crain's Chicago Business,

14 March 1988, 77-78.

The Fantus Company. Kankakee

County Assessment.

Chicago: The Fan­

tus Company, 1987.

Weidner, Gloria. Letter to the editor.

Chicago Tribune,

9 April 1988, 10.

1980 Census Report.

TheIS

Nicco:

24

Undergraduate Review, Vol. 3, Iss. 1 [1989], Art. 7