While the Government Structure and Legal Issues subcommittee of the Shenango Valley Intergovernmental Study Committee wants to erase the governmental distinctions among Farrell, Sharon, Hermitage, Sharpsville and Wheatland, it doesn't want to dissolve the physical boundaries that have separated them for decades.

The boundaries would remain as signifiers of neighborhoods, service districts -- such as for fire protection or water and sewer service -- and school districts, and the towns would retain their traditional names as "local identifiers."

In its report, the subcommittee said keeping the names of Farrell, Sharon, Hermitage, Sharpsville and Wheatland "should substantially soften any misconceptions" residents might have about consolidation and the "uncertainties of change."

If a referendum for consolidation passes -- it probably would not be voted on earlier than November 2003 -- an 11-member consolidation-transition team would be formed by appointments of the existing councils. The team would draft an administrative code and a transition plan, recommend staffing for city departments and decide efficient use of existing municipal property, buildings and equipment.

In a consolidation, a new government is formed by two or more municipalities and their old governments cease to exist. As it has previously stated, the subcommittee wants to create a new city government with a home-rule charter.

An initial "interim" council would be made up 11 members, one from each of the old towns and six elected at-large. Council would choose one of its own as mayor and president of council.

A consolidation transition team would recommend a city manager, who would be hired by council.

The city manager, with council concurrence, would hire city department heads.

The subcommittee suggests these department heads: governmental services -- who also would serve as assistant city manager; finance and tax collection; community and economic development; planning and zoning; police; fire service; public works/street department; sewage/waste-water treatment; parks and recreation and library; and an ombudsman.

The department heads would recommend staffing and the city manager would be responsible for hiring.

All employees of the current municipalities would be assured a job in the new city at the same or higher wages. Optimum staffing levels would be reached by attrition, retirements or firing for malfeasance, not layoffs.

Within three years, council would approve a reapportionment plan, breaking up the new city into 10 wards of about 4,400 people each.

At the next "appropriate" election, each ward would elect a council person, and a mayor-president of council would be elected at-large. All members would be elected to four-year terms; however, some of the terms would be only for two years, with the casting of lots deciding the length of terms.

A city treasurer also would be elected to a four-year term.

The consolidation likely would not be possible if the state does not provide millions of dollars in grants and assistance, the subcommittee said.

If the full committee recommends consolidation, the committee should meet -- before a referendum goes to voters -- with various state officials to obtain a "full commitment" for the money.

In particular, the committee should seek state money to pay off municipal debts; improve roads, sewers and other infrastructure; and consolidate individual service departments.

The committee also should seek state approval to expand the Keystone Opportunity Zone, which rewards developers in a particular area with tax breaks.

James DeCapua, committee chairman, concluded the report with a page of benefits to consolidation, including the elimination of duplicate services, an infusion of state and federal money and the creation of a more politically powerful city.

Hermitage resident, visitor James Bralski, said the report lost credibility with him because DeCapua asserted there would be no disadvantages to consolidating.

He also asked how a new government would save money, when no employees would lose their jobs and many would get pay raises.

Hermitage Commissioner James "Pat" White said savings through attrition wouldn't come for some years.

DeCapua responded that Mercer County Regional Council of Governments, of which he is executive director, runs joint programs.

"They are considerably more economical than when done five times over," he said.

Robert Jazwinski, a Hermitage citizen representative and chairman of the finance committee, said the existing communities "underspend" in some areas, such as recreation and development. Those staffs could be beefed up by pulling employees from other areas.