Nesquehoning, Pennsylvania — The news spread quickly through the valley: the firetruck factory was shutting down. Nearly 400 workers would lose their jobs by April. After 75 years of operation, KME was closing its doors. For a town that had seen its share of hardships, this was a major blow. Coal jobs were nearly gone, and textile mills had long since moved overseas. But Nesquehoning still had its firetrucks — rolling out of the factory with flashing lights, sirens, and gold-leaf lettering on the doors.
In many ways, KME was closing at a good time for its employees. The job market was strong, and companies were desperate to hire. Signs reading “Help Wanted†dotted the roads around the factory, nestled in the foothills of the Pocono Mountains. Yet, something intangible was being lost — not just jobs, but a sense of community and identity tied to the factory.
Across the country, workers have been quitting their jobs at historic rates during the pandemic, especially in manufacturing. Many factory jobs now offer wages similar to those in the service sector, and employers still hold significant power over their employees. At KME, the appeal of working for a local company had been fading for years after it was acquired by a private equity firm. The blue-collar jobs that once supported towns like Nesquehoning were disappearing, and KME’s future no longer rested in local hands after its 2016 sale. Soon after, the company went public.
Today, KME is one of six firetruck brands under REV Group, a larger conglomerate. In the fall, executives announced that production would move from Nesquehoning to other states, marking the end of an era for the town.
KME, also known as Kovatch Mobile Equipment, began in 1946 when Sonny Kovatch opened a small garage in his hometown. He expanded into truck manufacturing, eventually becoming the largest private producer of fire apparatus in the U.S. Its trucks served cities like Atlanta, Boston, and Philadelphia, and even the D.C. Fire Department. Small rural departments in Pennsylvania remained loyal customers.
At its peak, KME employed over 700 people in a town of just 3,300. When the day shift ended each afternoon, traffic jammed the streets, supporting local businesses like gas stations and grocery stores. The company wasn’t just an employer — it was a pillar of the community. It sponsored youth sports, funded scholarships, and helped maintain school facilities.
Despite KME’s success, the town still faced challenges. Poverty was widespread, and many homes showed signs of neglect. Once home to several churches and neighborhood bars, Nesquehoning had seen its community institutions shrink. KME provided a buffer against these struggles, offering stability in a declining region.
Employees often stayed at KME for decades, learning specialized skills and taking pride in their work. Unlike typical assembly lines, KME emphasized craftsmanship, with tasks like bending water pipes done by hand. This culture of skill and pride made the factory unique.
The closure of KME has left the Panther Valley School District in financial trouble. With a college graduation rate below 12%, the district is fighting for better education funding. Even as property values rose, tax revenue for schools dropped due to blighted properties.
In 2015, KME secured a major contract with New York City’s Fire Department, a big win for the company and the town. But shortly after, the Kovatch family sold the business. The new owner, REV Group, struggled to turn KME around. Attempts to automate and streamline operations clashed with the company’s traditional methods. Layoffs followed, and in 2019, 15% of the workforce was let go.
In August 2022, REV announced the closure of the Nesquehoning plant by April 2023. Employees were offered $5,000 bonuses to stay, but the future of the town remains uncertain. For Nesquehoning, KME wasn’t just a factory — it was a way of life.
Thanks, Martin.
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