Sunshine on a Plate: Oranges add flavor, color, warmth to a bleak winter day.

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One of my favorite winter memories growing up was accompanying my parents every couple of weeks to a place called the Orange Car.

The Orange Car was a warehouse-type building somewhere near Paxton and 2nd streets in Harrisburg. I am not sure if any of the current structures at that rather bleak intersection once housed this business or if the building is gone.  But our trips there were one of those childhood experiences in which sight, smell and feel all combined into something I have never forgotten.

The Orange Car was only open during the winter. It was located near the railroad tracks, and train cars unloaded citrus fruit from Florida right on to its dock and conveyor belt. It was freezing cold in the unheated Orange Car, but it smelled heavenly. There were boxes everywhere brimming with pink and white grapefruit, tangerines, juice oranges, navel oranges, temple oranges and my favorite memory—plump kumquats still attached to bunches of leaves from the tree.

Well, my parents, always prone to excess when it came to good food, bought it all. They often gave crates of oranges as gifts and served the fruit as dessert almost every night during the winter. Sometimes, we bought beautiful jars of sparkling orange marmalade, a special treat to spread on our morning toast.

Italians love oranges and cook with them often. I was enthralled seeing orange groves in Sicily seemingly growing everywhere in the warm Mediterranean sun. Sicily is also home to the unique citrus fruit known as the blood orange—with its bright red color and intense sweetness. Oranges find their way into baked goods, fish dishes, roast chicken and a traditional Sicilian salad of orange slices, cured black olives and thinly sliced red onion. And did you know that not just limoncello, but orangecello, is a delightful after-dinner cordial? You might even find a blood orange martini somewhere in this day of designer cocktails.

My favorite orange dish is something I simply call “my favorite orange chicken.” I no longer remember where I got it, but the little cutout recipe has seen much use. The dish is easy to make, can be served to company and makes for an elegant casserole to take to friends or neighbors who, for whatever reason, might be in need of a meal. I have served it on holidays as well as on ordinary workdays. It is sunshine for a cold, gray winter day.

Rosemary’s Orange Chicken

  • Brush 6 chicken breast halves with ½ cup of melted butter. (I often use breast halves with the bone in because they have less of a tendency to dry out. But you can use boneless if you prefer.)
  • In a shallow dish, combine 6 ounces defrosted frozen orange juice concentrate and ¼ cup honey. (Just plain orange juice will not work.)
  • On a plate, mix together ¾ cup fine, dry breadcrumbs, ½ cup flour, 1 teaspoon paprika, ¼ teaspoon dried thyme and ½ teaspoon salt.
  • After brushing the breast halves with the melted butter, dip them in the orange juice concentrate and honey mixture and then roll them in the breadcrumbs and flour.
  • Place the chicken in a large, greased baking pan and drizzle the breasts with any leftover melted butter and honey mixture.
  • Bake in a 375-degree oven for about 45 to 50 minutes depending on the size of the breasts.

When the breasts are done, place them on a pretty platter and garnish with parsley or thyme sprigs. I like to serve this dish with steamed broccoli and rice (white, jasmine, brown or wild rice—all are good). If you want to make more than six breasts, increase the amount of honey, orange juice and breadcrumbs for coating.

I guess there are not a lot of things to be joyful about in this dark, cold month of January. But nature’s gift of beautiful citrus fruit may be one of them. I hope this recipe for orange chicken becomes one of your favorites, too.

The Harrisburg Orange Car is gone, another happy childhood memory for me. And I don’t know if I will ever visit Sicily again. But I treasure the beautiful citrus fruit of winter—sunshine for January.

Felice Anno Nuovo!

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A New Reality Takes Shape: Harrisburg’s new mayor indicates things are about to change — a lot.

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The past two months have been a whirlwind for Eric Papenfuse.

Since winning the Nov. 5 election, he’s had to pivot quickly from candidate to mayor-elect, setting up a transition office, establishing priorities, deciding on personnel and gearing up to lead Harrisburg, a city itself in transition.

In the midst of it all, he carved out some time last month to sit down with us to answer a few questions. The interview revealed a man who has thought deeply about his role: what it means to be the city’s mayor at this time, what he believes the office represents, and what Harrisburg needs to do to move beyond its troubled past.

It also showed just how fluid the situation here remains. Despite months of headlines on the Harrisburg Strong plan, the city’s multi-year financial recovery really is just starting. Meanwhile, the new administration plans major changes in how city government is run, with significant personnel changes expected, just as receiver William Lynch’s role begins to recede.

We were curious about all these issues—and many others—as Papenfuse met us in his transition headquarters just around the block from his future office on the second floor of City Hall.

 

TheBurg: What made you decide to run for mayor?

Papenfuse: I decided to run for mayor because I felt that our political discourse was broken. This is something that I had felt actually for a long time, but I was trying, through my efforts as a business owner at Midtown Scholar, to try and correct that, to provide a place where people would come together from throughout the city, diverse in race and class, including people from the West Shore and other parts of Dauphin County, all coming together to discuss the issues of the day. I felt that type of third space did not exist in Harrisburg until we really expanded the bookstore, and that was one of the reasons why the discourse was broken—not the only reason, but one of the reasons.

I also looked at our political leaders, and I felt that there was an opening for someone to run on a platform that actively sought to bring people together rather than to keep the city divided. By no fault of their own necessarily, but I felt that a Linda Thompson/Dan Miller matchup would have split along racial lines and class lines and geographic lines. And it wouldn’t have provided the unity necessary for a real recovery of the city as a whole. So, that’s why I decided to run, and I had hoped that someone else would step up and allow me to support that individual, but it didn’t happen. And I felt that I had an obligation to the community, to my family, to my business, to try and make this city better.

TheBurg: How would you describe what will be your governing style?

Papenfuse: I think it is appropriate that we’re doing this interview today because we’re about to hold the public meeting for the transition process. Tonight, at the high school, I’m bringing together all the various heads of my transition team to field public questions, to try and engage the public really for the first time ever in the transition process, let alone the governance process. I’m hoping that tonight signals two things. One, a new spirit and desire to really engage the public and to not see governance as simply top-down, where your leaders tell you how it must be, and you react. But, instead, the foundation of good government is in civic dialogue and conversation with the public.

So, that is my overarching strategy for how to move Harrisburg forward. It’s to model a new spirit of conversation with the public, to get the public invested. That’s going to be manifested in many different ways in the new administration. You’re going to see a desire to view City Council as equal, as an independent legislative branch that must exist on equal footing with the executive branch. And I’ve already gone out of my way, from a transition standpoint, to invite every member of City Council to be a part of the transition. Even in the inauguration, we are planning one event and opening it up to City Council and their families. It’s not going to be an elite event or an evening event. There’s no inaugural event. It’s going to be a humble event that hopes to signal this new spirit of collaboration.

One of the things we’ve talked about that, hopefully we’ll be able to see very, very early on, is fundamentally transforming the way individuals see government when they come into the city government center. Instead of having a metal detector and uniformed security guard, we envision a help desk. We envision people greeting you, actively fielding phone calls on behalf of the city, mobilizing volunteers—an active, engaged, vibrant, positive place to be, not one that seems somehow walled off from the community or is only a place where you go to pay a bill or something like that.

TheBurg: What do you see as the first order of business on day one?

Papenfuse: I have said that, on day one, I would meet with the attorney general. We’ve already put in a request to Kathleen Kane’s office, and we’ll try to make that happen before the close of business that day, as well.

Recently, I took my first tour of City Hall. Have you ever done a basement up tour? I had my first one. Room after room after room in City Hall are filled with files and documents that are orphaned or abandoned that no one really knows what’s there. We have to find out. We also have to look structurally and spatially about how we reorganize City Hall.

TheBurg: So, you’re saying that there may be documents in there that somehow are relevant to the city’s recent history?

Papenfuse: Yes. And I also think symbolically we need to move City Council out of the basement. They’re in substandard conditions at the moment. I think they deserve a bright, beautiful office where they can conduct business, as well. I’m going to look to do that very early on.

TheBurg: What is your first policy priority upon taking office?

Papenfuse: I’d have to say that the first priority is the reopening of the Harrisburg city budget. Now, there are many priorities, so don’t misinterpret that and say it won’t be focusing on public safety, etc. But it’s all going to be in context of the budget. The budget sets those priorities, and you’ll see an effort to reallocate funds within the budget to reflect the reports of the transition team.

So, the way the process is working is that the transition team—there are seven transition teams—they’re each going to author a report that will come to me before the Christmas holidays. We’re then going to spend a week or so synthesizing those reports, putting them together into one document, which eventually will become a public document, but which will also be the guiding document that we use to reopen the budget in January. My understanding is that we’ll have two weeks—intense weeks—to reopen the budget and to reallocate funds from one place to another.

We’ve looked through the budget carefully. We don’t see any additional revenue streams. I think the budget is responsible in that it doesn’t over-anticipate too much, but there’s certainly not an additional funding source available. So that means, to the extent that we feel economic development is a priority or something else is a priority, we have to fund that by reallocating funds from somewhere else. And that’s going to be the initial conversation. It’s going to be the initial focus of January, and hopefully there will be very good dialogue on that. I will make it a point to make sure that individuals on City Council—that I’ve had a one-on-one with them beforehand, that there are no surprises in any of the allocations that we’re requesting. Indeed, we’ve asked City Council members to be parts of all the transition teams, so hopefully they’ve had a hand in shaping the recommendations by those teams.

TheBurg: Where would you like to see more money disbursed?

Papenfuse: I will not prejudge the transition team report, but I think there is a consensus around this point that the city—and it’s in the Strong Plan—the city has to have a renewed emphasis on economic development. We really only have one option. Yes, we need to make sure that Harrisburg is a safe place to live. Yes, we have to make sure that the government is functioning well and communicating well, and there’s an emphasis on civic engagement. We have to do all that. But, unless we can expand Harrisburg’s tax base rather dramatically over the course of the next three years— unless we can bring in additional revenues through development, through making Harrisburg a place where people want to come and conduct business—then, ultimately, the Strong Plan will not be successful because it gives the city a finite window of time to rebuild its financial foundation. And the subsidies within the Strong Plan aren’t going to be there forever. So, we have to take advantage of this moment.

TheBurg: My philosophy has been, if you set the groundwork for what a city is supposed to do and make it more attractive through infrastructure improvements and through a more responsive and responsible government, you would have the desired effect of making the city a more attractive place to live and work. I say that as opposed to putting effort into a more directed economic development strategy apart from that.

Papenfuse: I don’t think it’s apart from it at all. I think the strategy needs to be linked exactly to that foundation that you’re describing. It’s not a sort of outside influence coming in. We have to create a desirable environment. We have to create an environment where people will be attracted to want to come and live. And that’s precisely what you’re discussing.

At the same time, we have had no emphasis at all on economic development. So, we have no one out there trying to recruit new businesses to come into the city. We have no one out there trying to look at arts and grants that are available as potential catalysts for other things in our city. We haven’t done that. We haven’t re-made Harrisburg’s image. We haven’t done anything on the marketing side.

So, yes, that requires the real act of engaging the public and hopefully empowering the neighborhoods to foster a sense of pride and engagement. But it also requires government performing its functions well and helping get the word out and helping coordinate, and that’s something that government can do.

TheBurg: Many times, municipalities, and the Reed administration was a poster child of this, find themselves in a situation where the tail wags the dog. So, they ignore or minimize things like good government and infrastructure improvements and focus on economic development initiatives that often go awry. That’s my concern always when we talk about the government getting involved explicitly in the effort of trying to attract and spur business.

Papenfuse: I think that economic development should reflect the priorities of the community. It can’t be something that is top-down. It has to be bottom-up. But I think it can be linked to the comprehensive planning process that will be reignited in the new year. We’re going to be going neighborhood by neighborhood, assessing the needs and the desires, trying to encourage neighborhood organizations to grow maybe where they aren’t and have a network. I think, through that process, we’ll be able to re-establish a new zoning code and economic development will follow. So, it’s not something that is going to lead that conversation; it will follow the conversation. But it’s something that we have to start paying attention to. The city has the capacity for tens of thousands of more residents and, with the large proportion of tax exempt properties, we have to get more individuals contributing financially to the city, if it’s going to be successful.

TheBurg: Speaking of economic development, I—and you as well—have been a vocal critic of this thing called the mayor’s revolving loan fund, which has been revived. What is your position on that?

Papenfuse: I believe in the power of micro-loans. And I believe that there is a role that the city can play in helping lend to individuals who can’t find that opportunity through a conventional bank. So, let’s say you have a small business that is looking for just a small line of credit to help expand, and it’s got a good business plan, and it’s been vetted through a committee that is really reflective of the community, and they just need a line of credit up to $10,000. It’s very hard to find something like that with a conventional bank. In coming from a small business that really has been as successful as it has been primarily because of the ability to access credit, I recognize the limitations of the current system for particular individuals and particular careers. So, I would like to see the revolving loan fund take a different emphasis. It certainly shouldn’t be duplicating a service that can be handled by the current marketplace. I would not support that. But I think there is a role, targeted and strategic, to help support business initiatives that otherwise can’t find financing.

I have talked to the members of the committee. Right now, while it was revived, they haven’t awarded any funds, and they’re open to the concept of a different mission for that. Look, we can only loan funds to the extent that we have access to the money. But my understanding is that there is some money available. The question is, how do we want to lend it?

I’m also in favor of re-invigorating the effort to track down and find payment for the loans that were made under the previous fund. I don’t understand why that hasn’t been a priority up to this point. To the extent the records are missing, we will open up an active investigation into where those records are.

TheBurg: I’ve heard that there are many records missing, and the ones that exist are fragmentary. The Thompson administration did make some effort to recover funds, but it seems to have been episodic.

Papenfuse: I think the public has a right to know what was leant, what is still out and who owes what and who has paid what. I don’t know if those records have been made public. We’ve heard snippets and parts. I understand that those records may not be located at the moment, but they went somewhere. We have an opportunity, I think, to rebuild the city archives and establish a pattern of recordkeeping for the city of Harrisburg that really hasn’t existed for a long time. These are public documents. This was public money. To the extent that that money can be reclaimed and reinvested into the fund to support better, vetted projects that really could have a community impact, I’m all for that.

TheBurg: There are many resource constraints in this city—everyone wants to do more than they actually have the ability to financially support. How do you expect to maximize the resources that are available as per your priorities?

Papenfuse: There are finite resources available, and we are going to use that transition report as a guiding document for the budget reallocation process. I’ve established a budget committee. I’m going to be right there trying to have the budget reflect the priorities as best we can.

The larger question is how do we access additional revenues and additional funding streams because we are relatively limited in what we can do. There are little things. For instance, the city doesn’t even have a list of sponsorship opportunities. For instance, maybe some know what the fireworks cost on the Fourth of July. Others may not know that this fire station needs some new equipment or we could really use something else to help make the housing department more efficient. Who knows? I’d like to develop a list of sponsorship opportunities and to help publicize that, to begin working to try to create public/private funding sources that could help the city. By the same token, I’ve looked into reviving the Harrisburg Parks Partnership, which existed in the Reed administration and was a private foundation means of getting funds donated to help support our parks. That sort of has gone by the wayside. That should be reinvigorated.

So, there also should be a renewed emphasis on grant writing. There are a lot of opportunities there that aren’t fully tapped. So, I think you’ll see, at least in the initial budget document, we will be somewhat limited in what we can do. We’re not going to be asking for new money that isn’t somehow already there. We’re just going to be reallocating. But, all of our department heads—everyone will be focused on developing alternative and additional revenue streams over the course of the next year or so, so that, perhaps by 2015, we’re in a position to do a little bit more here or a little bit more there.

Plus, we’re going to be establishing these new siloed-off nonprofits that will be part of the Strong Plan. If that money is spent wisely—and, by wisely, I mean if it’s used to leverage more money as opposed to being used once and gone or used to balance the general fund or however else it might be used. If we can make sure that that money is really invested wisely, and that means generating additional funds, we’re going to be better off. And you’ll start to see that take effect, I imagine, by the end of 2014. So, hopefully, we’ll be in a new position by 2015.

TheBurg: How will your administration be different from what Harrisburg has known recently?

Papenfuse: We have covered some of that. I think it’s going to be that commitment to engaging from the grassroots and not simply having a top-down style of leadership, but one that’s more bottom-up, or at least one that’s founded upon dialogue. I think you’ll see that reflected in the relationship with City Council, at least I certainly hope. I’m working hard on that. Also, just in the very ability to access City Hall and to get information. I know that the communications transition team has been working diligently on the issue of the phone system, the need for a new website. These are very much on the forefront of everyone’s minds now. How much we have in the way of resources to do this is another question. But, if we can muster volunteer support, that’s really going to be the key. I’m not against having volunteers help answer the phones in City Hall if we can do it. And that will be different, I think, than past administrations. I want to build connections to the surrounding municipalities and the West Shore and everywhere else.

I was told just recently at an event I went to in Camp Hill that I was the first mayor of Harrisburg ever to come to this event in 20 years. I think, for too long, we just had a very insular focus on the city, and we haven’t seen it in relation to the rest of the region. If we start doing that, we’ll be able to tap a much wider array of resources than we’ve ever been able to bring to bear in Harrisburg before.

TheBurg: Harrisburg would really benefit from a greater perception that it is not just this island, but is a central part of an entire region.

Papenfuse: That’s right. And it goes both ways. The county, for instance, continues to somehow still talk about the city as being distinct from the County of Dauphin when, in reality, we are part of the County of Dauphin. We vote for our county commissioners the same way that we vote for our City Council representatives. These divisions—I will put the blame on the city over the past 30-plus years for fostering this sense of itself as an island unto itself. But these divisions have to be healed, especially as we look at the regionalization of other services, whether it’s issues of public safety or parks or you name it.

TheBurg: That seems to be where the future is moving. It’s reversed course from this psychology that you need to have smaller, standalone entities.

Papenfuse: Harrisburg has exacerbated its own problems by sort of taking a pride in that and not encouraging individuals to contribute when maybe they could have, not seeking to bridge that. So, we’ll be working on that. That’s another difference between myself and the past administrations, I think.

TheBurg: Numerous times, I’ve written that I’ve perceived the mayor as essentially an administrator who is charged with delivering a group of services to taxpayers. Can you share with me whether you share that perception or if you see the mayor as something else?

Papenfuse: That’s a really good question. It gets to different individuals’ philosophical views of what government should be and what government can be. There’s no question there is an important administrative aspect of the next mayor. By the same token, the Strong Plan has established the COO position, which is essentially supposed to be the chief administrator of the city of Harrisburg. How that person relates to the mayor and relates to the department heads—that has yet to really be worked out. It hasn’t been worked out yet, and maybe it wasn’t able to be worked out until we were at the point where we could at least start with a balanced budget and have the specter of bankruptcy removed, and now we really can begin to see it.

I actually see the mayor as being much more than an administrator, and I have to say that I have felt this already with the weight of the transition and the importance of the transition—I’ve had a chance to really deal with that in my own mind. I think there is a symbolic role for the mayor, and there is a role of being the custodian of the aspirations and the hopes of the community. And it has to be somebody who is able to give voice to the voiceless, connect the disconnected and embody through one’s actions the hopes and spirit of where we want to go from here. That’s not just an administrative function. It’s something of a visioning function.

I think we’ve maybe disagreed in the past over this very issue, in part because, at one point, I think you wrote that you didn’t want your mayor to inspire you. You just wanted the trash to be picked up on time. I want the trash to be picked up on time, so don’t think I’m discounting that. But I do think that there is a healing that has to happen, a reconciliation that has to happen in Harrisburg because we haven’t had a strong connection to the mayor’s office for too long. So, I’m going to just, I think, disagree philosophically on that. I also feel that we have an opportunity to re-market and re-brand the city and emphasize new things.

Don’t underestimate the degree to which individuals relate and look to the mayor as the embodiment of their aspirations for where they want to be. This is a very weighty thing. I’m hoping that I can live up to that. But I certainly feel the pressure of the moment. I believe there is more goodwill and more consensus and hope for Harrisburg’s future now than at any other moment that I’ve known in Harrisburg. It’s going to be up to the mayor in conversation and in collaboration with everyone else, but fundamentally to access that goodwill and turn it into something positive.

TheBurg: It will be interesting to see how the power structure shakes out between the mayor, the COO and the receiver. It still seems fluid.

Papenfuse: It will continue to shake out. I think the receivership will disappear in the short-term. How short, I don’t know, but I’d say it’s extremely likely to happen before the end of the year, and that will further redefine roles and expectations. I have to choose a new COO for the city of Harrisburg. That is something that I am reluctant to do until I’ve established my other department heads, and I have had a chance myself to really assess city government. So, I consider myself the acting COO and chief of staff, at least in the initial run here, so that I can properly assess what needs to happen. So, there is going to be a lot of change, and some of that is certainly beyond the control of the mayor’s office.

I believe that we have been very fortunate in Harrisburg to have had two receivers, both with very different styles, but who fundamentally weren’t interested in taking power away from the mayor’s office to do the day-to-day operations of the city. Whether you consider that to be an administrative function or representative function, as I sort of do, they don’t want that, and they have resisted that at every turn. So, I think we will have something of a seamless transition away from receivership, and that’s because the receivers themselves have seen to it that they didn’t really overstep their bounds, even when it could have been fairly easy to do so.

TheBurg: I would agree with that. When Harrisburg entered receivership, I thought it would be a certain type of thing, and it ended up being quite different, and for the better.

Papenfuse: I would admit to feeling similarly. I was skeptical, and I think the skepticism was warranted. Having gotten to know receiver Lynch now much better, we’re really fortunate to have him. I think he has the best interests of Harrisburg at heart.

TheBurg: Last question—if you had one wish for the people of Harrisburg for 2014, what would you wish for?

Papenfuse: My wish for the public of Harrisburg is that they will feel a renewed sense of pride and prosperity and connection to their government for the first time in a long time. And that they’re going to want to get involved in a call for action that we’re going to lead as we go through neighborhood by neighborhood. And that, for the first time really, hopefully, feel inspired to hear that call to work in collaboration with the new administration.

Eric Papenfuse will take the oath of office as mayor of Harrisburg at a ceremony on Monday, Jan. 6, that begins at 10 a.m. in the lobby of City Hall. 

 

 

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Welcome Back: Ted’s opens where it all began.

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Optimistic, affable and energetic, Romeo LaMarco is a man with a plan.

He and business partner John Saad have become fixtures in the Lower Paxton Township community since purchasing Ted’s on Allentown Boulevard several years ago. The two pals, who grew up together in western Pennsylvania, began as patrons of the establishment.

“We loved the place and didn’t want to see it change,” said LaMarco.

Now, in a major nod to the original Ted’s Tavern, they’re returning the restaurant to its roots, having purchased the building in Harrisburg where the restaurant began many years ago. Midtown residents may still be mourning the loss of beloved Brick City, but the news of Ted’s second location—a round trip back to the corner of N. 2nd and Calder streets—has softened the blow.

Their Own Flair

The partners joined me in the spacious dining room in front of a roaring fire, which took the edge off the frigid December temperatures. I relinquished my coat reluctantly, but was soon warmed up by the combination of the cozy fire and the bone-warming heat of the signature spicy Bloody Mary crafted with their special wing sauce.

Having recently celebrated the third anniversary of Ted’s Bar & Grill—and on the verge of opening the second location—they agreed to carve out time from their busy schedules to reflect on the journey and offer a glimpse into the future.

“When we took over, we concentrated on what Ted did,” said LaMarco, adding that they kept what worked, chucked what didn’t and added their own flair to the place. The two worked hand-in-hand with the food service distributor throughout the transition, as they honed their restaurant chops.

“In the beginning, it was a bit slow, and now it’s gangbusters,” said LaMarco. The two gave the dated decor a much-needed facelift by putting down new carpeting, giving everything a fresh coat of paint and installing a horseshoe bar, which seats three times the number of customers. “Now everyone interacts; we’re spread out on two sides,” said LaMarco, who obviously loves interacting with people. “It’s like hosting a party at your house on a daily basis.”

The partners brought in Joel LaMarco, a certified chef, who also happens to be Romeo’s son, to work on the menu selections. “Now, 95 percent of the food is made from scratch,” said LaMarco.

“With a little bit of our western PA spin on it,” added Saad, mentioning lamb kebobs with Syrian bread shipped in from New Castle and a Pittsburgh sandwich that features a choice of meats like pastrami and corned beef, topped with coleslaw on toasted Italian bread.

The soups are a crowd pleaser, according to LaMarco. Four chefs share in the duty of making close to 100 gallons a week. Depending on the day, patrons can choose from Louisiana gumbo, Italian wedding soup, chicken tortilla, a variety of chowders, tomato bisque and a whole host of others.

The signature crab cake, made with jumbo lump crabmeat, is a hit with customers. A popular $12 Tuesday night special, offering a 12-ounce sirloin or crab cake, along with two sides, draws a crowd.

Ted’s popular Greek salad is still available, and fans of the original dressing will be pleased to hear that the same recipe is used today. Of course, wings remain a best seller, and the restaurant now offers 14 sauces and four dry seasonings.

Community Focus

The 130-seat restaurant is a regular meeting place for many members of the community, which is important to both Saad and LaMarco.

“We embraced the local sports community, and they embraced us as well,” said Saad.

The back room is called The Ram’s Den for the Central Dauphin Rams, and families often congregate there. Children are given free ice cream for dessert during lunch and dinner. “The kids love that,” said Saad.

Paxtonia resident Lori Hood has been a customer for many years. “I like everything on the menu; the food is so good, and I like how they interact with their customers. It’s like ‘Cheers,’ everybody knows everybody,” she said, referring to the old sitcom.

Fred Forintino from Harrisburg enjoys the community vibe, as well.

“It’s a really friendly environment,” he said. “Lots of families go there. It’s a great place to socialize and the crowd is a lot of fun. The owners do a lot for the local community and the teams. They sponsor events and cater to some of the organizations. It’s like a neighborhood atmosphere, unlike some of the chain restaurants and franchises.”

Full Circle

With the opening of the second location, city dwellers now will get to enjoy the Ted’s experience.

Sure, the loss of Brick City left many heavy hearts, but locals can continue to expect a welcoming atmosphere and reasonably priced, way-better-than-average bar food. Ted’s is even retaining much of what made Brick City so special—its efficient, friendly staff.

The fact that the first Ted’s once operated at the same location has caused many to declare that the business has “come full circle.”

Jesse Hamilton is part owner and will manage the new location. “The tried-and-true recipe that has worked at the current Ted’s is being replicated in the new place in Harrisburg,” he said, adding that the menu is similar, and the focus on the community remains the same.

A larger system of 18 taps enables them to place more of an emphasis on craft beers. A Friday jazz night will be added, but little else in the successful, now-familiar Ted’s formula is changing.

With an opening around the holidays, it was a perfect gift to area locals.

“I am looking forward to this new venture, building relationships and, most importantly, being of service to the community,” said Hamilton.

Ted’s Bar and Grill is at 6197 Allentown Blvd., Harrisburg (Lower Paxton Township), and at 1313 N. 2nd St., Harrisburg, www.tedsbarandgrill.com.

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Must Love Dogs: Harrisburg’s dog laws are among the most progressive in Pennsylvania. Can the city enforce them?

Screenshot 2013-12-29 19.53.14In late February of 2012, a Harrisburg patrol officer responded to a call about a stray dog on Curtin Street, in the city’s Uptown neighborhood. The dog, a tan-and-white female pit bull named Madison, had wounds to her muzzle, neck and legs. The man who found her, suspecting abuse, had brought her into his home and called the police.

According to the officer, who asked not to be named for this article, the man’s story was initially convoluted. “I think he didn’t want to be completely upfront about how he came across this dog,” she told me. But, eventually, he admitted to knowing where Madison belonged—at a house up the street where, he believed, the owners were involved in dogfighting.

In Pennsylvania, participating in dogfighting, as a spectator or as an owner, is a third-degree felony. Dogfighting investigations can be complicated—the evidence is often a live animal that may need to be held until trial. But animal welfare advocates like to point out that they also can produce convictions for other crimes. According to Janette Reever, who manages the animal-fighting tip line at the Humane Society of the United States, it’s “very, very common” for the pursuit of a suspected dogfighting operation to turn up things like drugs, guns and child pornography. “It’s one of those things that goes hand-in-hand with other criminal activities,” she said.

The officer ran the address the man provided. As it turned out, various members of the household had criminal records. She decided to take Madison into custody and to refer the case for a fuller investigation.

It so happened that, at the time Madison was found, the city was fresh from a barrage of embarrassing news coverage of its stray dog policy. In mid-2011, the Humane Society of the Harrisburg Area—not affiliated with the national organization—stopped accepting strays from the city, which was late paying bills. In December, the city made a catch-up payment, but, by January, officials were sparring again with the organization over terms in the new year’s contract. Meanwhile, someone had leaked an internal police department memo outlining a temporary policy for strays, which included an option to “place the animal in the prisoner van and release it in an area where it will be safe for the animal.” In a series of articles, the Patriot-News blasted the policy, at one point reporting that police had deposited a pit bull puppy in a cardboard box under a pavilion in Sunshine Park.

By the time the officer seized Madison, the contract with the Humane Society had been renewed. But it excluded holding dogs as evidence for a criminal trial, which required specialized care. So the city turned instead to the Central Pennsylvania Animal Alliance, an umbrella organization linking various animal welfare groups in the region, and particularly to its anti-dogfighting task force, which has been active in the city since 2010.

When the task force learned about Madison, it agreed to pay on the city’s behalf to board her at a nearby kennel while the investigation proceeded. “We were all excited,” Kris Baker, a member of the CPAA task force, told me recently. “We were like, ‘We know where this dog lives, we have everything we need, we have an eyewitness.’ I mean, this is it. We’re gonna get a dogfighting prosecution.”

After a month had passed, another volunteer on the task force, Michele Avery, contacted the police department about the status of the investigation. When Avery reached a police captain by phone, she said, he simply told her, “We don’t do dogs.” Rather, dogs were the province of the city’s animal control officer, Fred Lamke. Avery told him this was more than a stray dog case—Madison was part of a potential dogfighting investigation. He said he would call her back.

Eventually, Avery received a call from a police sergeant, who explained that the department would no longer need Madison as evidence. She asked for a message in writing, and on Thursday, March 29, at 11:26 a.m., the sergeant sent her an email:

Please release our “evidence” hold from the dog in case 2012-2-5386.  We have photographs on file for prosecution.  You may adopt or place the dog as needed. Thank you for your support.

Avery asked him to confirm the status of the investigation. The task force was meeting the following week, she explained, and she wanted to provide an update. A few minutes later, he wrote back. “I have closed it out for now but my Captain will be reviewing that order.” The detective bureau, he added, was “awash in robberies and other violent crime.”

Another month went by, and Avery contacted the department again, this time composing an email to Annette Oates, a captain who was known to be animal-friendly. A week later, in early May, Oates wrote, “This case has been assigned to Fred Lamke for follow up (FYI).”

Avery was baffled. “Fred Lamke is not a detective,” she told me. “He doesn’t even have a camera.” Baker didn’t get it, either. “Fred can enforce city ordinances and misdemeanors, but he can’t prosecute a felony. He’s not a police officer.”

They felt the department was letting a serious criminal operation slip away. “They treated me like I was crazy for thinking they would have anything to do with dogs,” Avery said.

Meanwhile, the patrol officer who had picked up Madison, having taken the investigation as far as she could, decided to let it go. “They could’ve done more,” she told me. “But I was stuck. You request, they deny, and then it’s over.” 

Dogfighting is the most sensational form of a problem that, for some time now, has been stubbornly pervasive in Harrisburg. Every now and then, a story will surface of a dog escaping a yard, or of a dog attacking a citizen or an animal, or of a dog being put down by police. These can give a general sense of a trend borne out by official numbers. The Humane Society of the Harrisburg Area, which provides the city’s shelter services, receives between 200 and 250 dogs from Harrisburg each year.

Some forms of cruelty are more obviously malicious than others. Dogs may be given inadequate shelter, or have insufficient freedom of movement, or simply suffer from neglect. But they may also be physically abused. The CPAA, which maintains a dogfighting tip line, hears stories of puppies that are illegally bred, kept in crates covered in urine and feces, poorly fed, and sold without vaccinations. They have documented cases of dogs covered in bite wounds, dogs with exposed bone, dogs with cropped ears, dogs with their teeth ground down. In 2011, on New Year’s Eve, the group rescued a female pit bull from a dumpster where, with a prolapsed uterus and bite scars on her body, she had been left to die. In July, 2012, they responded to a call about a dead puppy, four months old, found in a trash bag with bite wounds and a broken neck.

The proliferation of neglect, combined with the abuse, has had consequences for humans. In May of 2011, a 12-year-old boy was riding his bike Uptown when he was attacked by a stray pit bull. He escaped by kicking and punching the dog, but wound up going to the emergency room for a rabies shot and stitches. A month later, an 80-year-old woman was knocked down on N. 4th Street by a pit bull, which tore into her arm. The fall left her with a broken hip and a broken leg. A neighbor explained later that he heard someone screaming and ran outside. “It was more than a dog bite,” he says, in a video available on PennLive. “It was down to the bone.”

The city, judging by City Council’s legislative record, has been aware of the problem since at least the mid-1990s. In 1996, the city passed a major amendment to its animal code, providing a definition of a “dangerous” dog and outlining strict requirements for possession of one. The definition lists nine separate characteristics, any one of which qualifies a dog as dangerous, including “powerful jaws capable of crushing bone,” a “tendency to attack even those persons and animals that exhibit no provocative behavior,” and a “strong chase instinct.” In 2004, citing an increase in attacks, council added four more conditions, including a designation of “dangerous” for a dog that gives three unprovoked bites in a year (or one bite, if it causes substantial harm).

Last May, council extended the city’s cruelty laws. An anti-tethering ordinance, moved by Brad Koplinski, created strict regulations on the length of time and the manner in which a dog can be left tethered or unattended outdoors. It provides a number of conditions for issuing citations, including inadequate access to food and water, insufficient shelter, and exposure to the elements during weather below freezing or above 90 degrees. The penalty for a first offense is $350 and may include seizure of the animal; subsequent offenses can lead to imprisonment.

The ordinances also authorize the city to keep detailed records on dog ownership. In 1998, the city broke with Dauphin County and began administering its own licensing program for dogs. If you live in the city and own a dog over three months old, you are required by law to apply for a city license, which can be issued for a period of either one or three years. The licenses are the initial checkpoint for ensuring compliance with other laws; if you don’t have proof of a current rabies vaccination, for instance, you can’t get a license. The license application also provides the city with owners’ names and contact information and the name, breed and description of each registered dog.

Together, these ordinances should provide grounds for a comprehensive crackdown on irresponsible owners, illegal breeding and abuse. But the laws, though relatively progressive, are only partly enforced.

For one, very few owners license their dogs. Brett Miller, an animal-welfare advocate who devised the state’s formula for estimating dog populations, calculates that there are around 10,600 dogs in Harrisburg. In 2012, however, the city only issued 570 licenses—418 three-year licenses and 152 one-year licenses. At those levels, the fees are so small as to be almost nominal. According to the tax enforcement office, since at least as far back as 2001, the city’s total dog licensing revenue has hovered just above $8,000. By comparison, in 2012, the city made payments of $56,750 to the Humane Society, in addition to the animal control officer’s salary of $44,000.

In addition, since the anti-tethering ordinance is still relatively new, the police department has been reluctant to enforce it aggressively. A lieutenant explained that residents are still in a “honeymoon period.” Rather than issue a citation, officers will hand owners a copy of the ordinance and urge them to take better care of their dogs. But, in the process, he said, the department could learn “who the habitual violators are,” in order to keep an eye on them later.

The city also has made virtually no effort to enforce its dangerous dog statutes, at least with respect to licensing. That’s partly a result of the laws’ questionable constitutionality. Lamke, the animal control officer, told me that, following the court’s rejection of a similar law in Erie, the city has deferred to the state law’s narrower definition of a dangerous dog.

But Harrisburg has apparently never been serious about identifying dangerous dogs or discouraging owners from keeping them by applying the much higher license fee. A secretary in the tax enforcement office, who has been working there since the city assumed licensing from the county, informed me that, to her knowledge, the city had issued only one dangerous dog license—and that was done incorrectly, by a different department. At any rate, the dog didn’t receive a special red identification tag, as specified in the law, because the office didn’t have them. According to the secretary, the city had never ordered any.

… 

Last Halloween, Amy McIntire was out trick-or-treating with her granddaughter, near Chestnut and 18th streets in Allison Hill, when she spotted a bulldog chained to a plastic dog crate outside an abandoned building. For several years, McIntire has been the task force’s unofficial eyes and ears in the city, relaying messages, videos and photos when she comes across evidence of cruelty. “She’s kind of like our little informant,” one of the task force members told me. “She’s our snitch.”

As she approached the chained bulldog, McIntire saw that there was no food or water nearby, nor was there any protection from the wind and rain. In addition, the dog, a female, was about to give birth. “She was barking and carrying on,” McIntire told me. “She was scared, and she was ready to have the babies at any time.” She called a contact who runs a rescue in York Haven, and the two began mobilizing others in the network.

Over the next several hours, the group passed messages back and forth over Facebook, trying to come up with a strategy for getting the dog out of the cold. McIntire was reluctant to call the police. When she had tried give the dog food, it “went into defense mode,” and she worried police would shoot at the first sign of aggression. Eventually, the group found a rescue that would take her, but the owner didn’t want to give her up. They decided to report the case to Fred Lamke, hoping he would issue a citation the next day.

In the morning, Lamke visited the owner, handed him a copy of the ordinance and got him to take the dog inside. By the afternoon, she was back outside again. “Someone please call Fred,” somebody wrote. “Fred got off at 3 p.m. and won’t be back until Monday,” someone else replied.

The group diverged over what to do next. Some wanted to scrape together money and try to buy the dog directly from the owner: “We need the mom and pups removed for safety, as well as to prevent an entire litter of pittie pups being sold to morons, to one day have more pups.” Others wanted to add the threat of citations. Someone had heard a rumor that the owner actually lived Uptown, and, therefore, might have been using an empty lot to store the dog unattended—a violation of the anti-tethering ordinance.

On Saturday, a baby pool appeared by the dog, presumably to provide her a place to whelp. On Sunday, McIntire visited again: “[T]he SOB is sitting in his warm SUV, while the dog looks at him begging to get in the warm truck with him.” That evening, Brett Miller reached Brad Koplinski, who had visited the site Friday and Saturday and spoken with the owner. Koplinski pledged to drive by and, if necessary, involve the police.

That evening, the dog gave birth. As it turned out, she was licensed and vaccinated, and the owner was apparently willing to bring its habitat into compliance with the regulations. “The guy tried,” Koplinski told me. “He put up a decent amount of fencing, there was water for the dog, it had a wooden roof, it had a tarp on it. I think the collective effort made the guy realize—‘I could get in a lot of trouble here. Let’s just play this smart, and get the dog inside.’”

People who care about animal cruelty tend to care about it intensely. A line frequently quoted by members of the task force is attributed to Mahatma Gandhi: “The greatness of a nation and its moral progress can be judged by the way its animals are treated.” When this sense of mission, coupled with affection for the animals, comes up against the realities of enforcement, the result is often profound disappointment. McIntire remains convinced that someone tipped off the owner on how to avoid a citation. She has continued to keep an eye on the area, hoping to spot evidence that would warrant a seizure, but the prospect seems unlikely.

Daniel Benny, a humane officer who is authorized to inspect for cruelty in Dauphin County, told me he visited the site and determined that there was no violation of the law. “You need to respect people’s rights,” he said. “I don’t put my personal view into it. It’s hard sometimes, because you see things that are heartbreaking. But my position is, we respect the law.” After his visit, he emailed his assessment to members of the CPAA, where he volunteers.

“The law basically stinks,” Zella Anderson, the CPAA’s founder, told me. She acknowledged that the weather may not have been cold enough to justify a seizure, but her concern was with the larger pattern of inaction and complacency around the problem of cruelty. When I first spoke to her about the dog on Zarker, a week after Halloween, she was exasperated.

“We don’t know what vet care she’s getting,” she said. “And now the puppies will be sold, and the cycle repeats.”

 …

Initially, when the task force assembled, they saw themselves as partners of law enforcement, rather than critics of it. In the spring of 2010, the group lobbied City Council to hold a hearing on the topic of dogfighting. Soon afterward, Koplinski introduced a resolution pledging that the city would address the problem, and it passed unanimously. That September, the task force organized a seminar for police, led by an assistant D.A. in Allegheny County with a record of dogfighting prosecutions. Around two dozen Harrisburg police officers attended.

“My perhaps rather naïve thought at the time was, if they learn how to investigate and prosecute, then they’ll start tackling the dogfighting, which we knew to be going on,” Felicity Fox, a founder of the task force, told me. The response to the seminar, though, was discouraging. Advocates who attended thought the officers seemed uninterested; at the end of the presentation, no one asked any questions. In the months after the training, the task force saw virtually no movement from the department.

The group also struggled to secure any meaningful commitment from the office of the mayor. At one point, the Humane Society of the Harrisburg Area, in an effort to help the city curb the population of strays, provided the administration with spay/neuter vouchers. The vouchers would have allowed residents to bring animals in for a free procedure, but the city didn’t distribute them.

“We said, ‘OK, look, we gotta get really serious about this,’” Amy Kaunas, the organization’s executive director, told me. Since the vast majority of dogs the shelter receives from the city are pit bulls, she added a cap on the number of pit bulls it would accept each year, to spur the city to take action. (Several years ago, the number of strays or abandoned dogs was more than 300; the decrease, Kaunas said, is not a measure of improvement, but solely a result of the cap.) Yet the administration continued to deny there was a problem. Mayor Linda Thompson claimed that the dogs were not actually Harrisburg’s—instead, they were being brought in from neighboring counties and dumped within city limits.

Meanwhile, as the task force continued to catalog animal control cases, a troubling pattern emerged. Police responses were unpredictable. Sometimes, officers would defer to Fred Lamke, even if he wasn’t on duty; at other times, officers would handle situations themselves, with wildly variable outcomes.

In one widely publicized case, in March 2011, officers responded to a report of two stray pit bulls Uptown. They seized the dogs and, because the city’s contract with the shelter had expired, took them to the incinerator and shot them. Their owner, who came home to find his dogs missing from his yard, didn’t learn what had become of them until several days later. Animal advocates were outraged—state law requires that stray dogs, once subdued, must be held at a kennel for 48 hours before being put down—but the police chief at the time, Pierre Ritter, defended the action as a proper response to a threat to public safety. (Ritter was later quoted in the Patriot-News saying his officers had “handled it 100 percent correctly.”)

In another case, in February 2012, two officers checked on a dog that had been left behind in a home on Argyle Street following the arrest of its owner for drug charges. Amy McIntire noticed the dog in the window, and, for several days, she made numerous calls to Lamke that someone should collect her, but never received a reply. On Feb. 3, two officers showed up with a snare, intending to capture her, but were surprised to find the dog outside in the yard. According to the police incident report, a neighbor had opened a window, and the escaped dog lunged at one of the officers, biting him twice on the leg. They shot the dog, whose corpse was taken in for rabies testing, and the officer went to the hospital.

“She did what any dog would’ve done,” McIntire told me. “If they’d waited til Monday, for Fred Lamke, that dog would still be alive today.”

Ron Hollister, a humane officer who works with the task force, is more sympathetic to the police. “You can’t just go willy-nilly into somebody’s house. They will attack,” he acknowledged. “But if the dog’s gnawing on your leg, what are you gonna do?” he said. “I know some of these people would say, ‘I’d let it chew my legs off.’ Well, OK. But not me.”

Incidents like this have left a number of animal-welfare advocates reluctant to place an emergency call, for fear that an improperly approached rescue will end in a shooting. This is not so much a condemnation of the police, many of whom they believe to be animal-friendly, as it is a fear that, in the absence of a clear policy or support from superiors, even sympathetic members of the force will wind up needlessly killing a dog.

Kris Baker, who is friendly with a number of officers, is often surprised when she learns who was involved in an incident. After the two dogs were put down at the incinerator, she said, “I couldn’t believe it. I knew both of those officers, and they would never have done that.” The problem, she believes, is the leadership. “You don’t just discharge a weapon like that without seeking permission first. That command was coming from higher up.”

 …

The walls of Captain Oates’ office are covered with pictures of cats and dogs. Many of them are photos of her own pets, all of them rescues. Behind her desk is a placard—“One cat leads to another cat leads to another…”—and on the wall, above her computer, a cartoon of a puppy in a Superman cape, with the caption “The mightiest of hearts beats within my little dog.”

Oates has straight, chin-length brown hair and a tranquil, deliberative manner. The day I visited, she walked me through the department’s protocol. When Fred Lamke is on duty, officers refer animal calls to him. When he’s off, officers will respond themselves and can issue citations, unless they feel the matter can wait for Lamke. Officers were equipped to seize dogs if possible, but if a dog attacks, they will shoot. But, she said, “We’ll do everything we can before we use deadly force.”

I asked her about the leaked memo from 2011, which she had authored. At first, she was reluctant to talk about it. “Those were guidelines,” she said. “That’s all I’m really gonna say about it.” She paused. “The situation was, we had these animals, and we had nothing to do with them.” They couldn’t take dogs to the shelter, but they couldn’t just leave them on city streets. Eventually, with the help of the CPAA, the city built a temporary kennel in a garage near the incinerator, but it was clearly inadequate to the potential volume of strays. For a while, rescues were arriving every few days, and the kennels got in the way of other police work. After several months, the shelter was taken down.

I asked Oates, who has been with the department since 1986, whether the problem had noticeably worsened in her years on the force. She believed it had, though she couldn’t provide statistics. She speculated that, in recent years, the recession had exacerbated the situation—people simply didn’t have the money to take care of their pets. She disliked that some people treated their dogs as disposable, but beyond that, she had little to say about a strategy to curb cruelty.

Before I left, Oates returned to topic of the 2011 memo. Her words, she said, had gotten “so, so twisted” in the press. “Anyone who knows me knows I would never just instruct officers to shoot dogs for the sake of shooting dogs.” Her aim was to prevent a situation where dogs were simply left to roam at large, at a time when the city’s suspended contract left the department with few options. “Our hands were tied,” she said.

After our interview, I went back and re-read the memo. “Supervisors,” it begins. “Since we can no longer take dogs & cats to the Humane Society, we will do the following.” There are three numbered items. If the animal is “vicious & a danger to the public” or “obviously sick, injured or suffering,” it may be killed “in as safe a manner as possible.” If it’s determined “to be a ‘found’ animal,” officers may ask the person who placed the call if he or she, or an acquaintance, would like to keep the animal, or the officers may adopt the animal themselves. Barring that, they are to collect the animal and release it somewhere safe. “If you choose to adopt the animal yourself or release it in a safe environment,” it adds, “DO NOT inform the complainant of your intentions.”

Criticisms of the memo reached a national audience. The Patriot-News branded the policy “shoot-‘em, adopt-‘em or drop-‘em,” which gave the impression that officers were free to choose among the options. Other outlets picked up this characterization. Cesar’s Way, an advocacy website connected to Cesar Millan, the expert trainer from the television show “The Dog Whisperer,” wrote that “officers were told that if they didn’t want to adopt the animal themselves, they should take it out of town and leave it or, failing that, shoot it.”

But the language of the memo suggests a more subtle failure. At the time, the department defended the text as a draft, and the tone is obviously provisional. It concludes, “These are the best options we can offer at this time. If anyone has any other ideas, please email me.” Above the officers, the former chief and the mayor had denied the problem, and on the ground, they were overwhelmed with other crimes. The budget crisis meant that the department had to keep revisiting its protocol. After my conversation with Oates, the memo looked not so much callous or cruel as simply hopeless.

… 

Fred Lamke is a hard man to get a hold of. Over a period of several months, I placed numerous calls to his cell phone, none of which were returned. I tried to visit him at his business—when he’s not on duty, he runs the horse-drawn carriage company on City Island—but he always seemed to have just left on an errand.

Once, as he was leaving by car, I waved to him, and he rolled down the window. We chatted briefly. He said the pit bull problem was mostly about economics. It was cheaper to buy a puppy from your neighbor than to pay full price at the Humane Society. He agreed to talk more about it later. Another month went by of unanswered calls.

Finally, the new police chief, Thomas Carter, arranged an interview. On an icy morning in December, he led me to a small office room in the police bunker below city hall. Lamke, who is tall, with wild gray hair and small oval glasses, was standing in the hallway. He wore olive-green muck boots, a ball cap and a jacket with a faded animal control patch on the left shoulder. “You want me to talk to him? That OK?” he said as we approached.

“Yes, definitely,” Carter said. They discussed a shooting, the night before, of a 10-year-old boy in Allison Hill, who was struck in the face by a bullet while watching TV.

“I said to my wife, ‘The chief grew up in the city. That hurt him, to see that,’ ” Lamke said.

“Lot of dumb people doing a lot of dumb stuff these days,” the chief concluded. He headed back upstairs.

Lamke began by explaining that the number of citations he had issued in 2013 was approaching his highest total in more than 20 years. “We’ve gotten very, very aggressive,” he said. A lieutenant pulled up Lamke’s records. As of December, he had given out 89 non-traffic citations, mostly for failure to restrain an animal or for lack of a rabies vaccination or license. But, Lamke added, his priority was to get owners to control their dogs, not to cite or fine them. “If you issue the citation, it’ll take sometimes 30 to 45 days to get it in front of the district justice,” he said. “Whereas, if we can get this thing resolved in the moment, and get compliance, that’s what this is really all about.”

Lamke regards the animal control situation in Harrisburg as a function of the urban environment. High-density housing, he said, increases the volume of calls. Where an escaped dog in the suburbs might roam a large backyard, in the city it winds up on a neighbor’s porch. In addition, Harrisburg’s large number of transient residents, combined with generational poverty, leads to a high rate of abandonment. “When the economy goes bad, people lose their jobs. They can’t take as good a care of their pets. They lose their homes; they leave their pets behind,” he said.

I mentioned the “stray dog problem” in Harrisburg. “I don’t think we have a stray dog problem in the city,” Lamke said. When I expressed surprise, he clarified. In the 80s, the city was home to actual packs of wild dogs, which the animal control sector, created by then-Mayor Stephen Reed, had successfully cleaned up. Now, the problem was primarily abandonment. “A dog that’s been chained and left behind is not a stray dog. Those are abandoned pets that were owned by someone,” he said.

I asked about the anti-dogfighting seminars and whether he had found them instructive. He thought for a moment, then said that for him, “90 percent” of what was covered was review because he goes to such trainings “just about on a yearly basis.” I asked him what sort of things an officer looks for in a dogfighting investigation. Janette Reever, the dogfighting expert at the Humane Society of the United States, had provided me a long list of evidence she sought in building a case: steroids and suture materials in the owners’ possession, “break sticks” used to pry fighting dogs apart, notes recording outcomes of fights, and so-called “rape stands” used for forcible breeding.

Lamke mentioned none of these things. “You look for multiple dogs in multiple houses, dogs on short chains, pit bulls that don’t get along,” he said. Pit bulls used in dogfighting, he added, “don’t like each other, so they’re not able to interact with each other.” I asked if he had ever pursued anyone for dogfighting. “Oh, yeah,” he said, and mentioned a case from 15 years ago. The problem, he said, is that fighting is very hard to detect, and none of the department’s recent cases were strong enough to make it to the courts. He mentioned the officer involved in the Madison case, who had worked with him in her investigations. “She came back to me after it was all said and done, and said, ‘Fred, I’ve been trying, I can’t get nothing.’”

I brought up the Humane Society’s free spay/neuter vouchers. Lamke said that, though he tries not to be cynical, most animal control programs he has observed over the years are simply not successful. “Put it to you this way,” he said. “We tell people not to smoke. We tell people not to drink. We tell people all the behaviors that are bad for you, but they just don’t listen.” (One exception was the CPAA’s “trap, neuter and release” program for feral cats, which he described as “an astronomical program.”) I asked how many vouchers he handed out per year. “It depends on how many they give me,” he said. “It’s somewhere around 30.”

Later, when I mentioned this to Kaunas, the Humane Society of the Harrisburg Area’s director, she was flabbergasted. The arrangement with the city, which she had explained to both the mayor and police chief, was that the shelter would provide unlimited vouchers. Once Lamke distributed the ones he had, he simply had to ask for new ones. “Let me tell you something,” she added. “In all the years we’ve done the free voucher program, I have only gotten one filled out spay/neuter voucher from the city. And you know whose pet it was for? Fred Lamke’s!”

At one point during our interview, I asked Lamke for his assessment of the Zarker Street case, where the pregnant female pit bull was found on Halloween. He mentioned Daniel Benny, the humane officer—a “very good, balanced investigator, in my estimation”—and his report that there was no evidence of cruelty.

What about the rumor that the owner was living in a garage? I asked.

“Not privy to that. Don’t know,” Lamke said.

“Did you see evidence inside of the garage, like a bed?”

“Once the dog’s inside his place of business, like I said—he took the puppies inside, and, after that point, it’s none of my business.”

The gap between Lamke’s approach and the hopes of the animal-welfare advocates became suddenly clear. The advocates, with their memories of each rescued dog, wanted an all-out approach to put an end to the problem. Lamke, however, wanted basic compliance and deference to people’s privacy. I asked about the possibility that the Zarker Street puppies might become next year’s abandoned dogs, each one costing the city $265 to drop off at the shelter.

“There’s a really good possibility that that could be the case,” he said.

 …

This fall, the task force grew hopeful again that the city would get serious about combatting animal cruelty. As the mayoral election approached, Brett Miller arranged meetings with Republican candidate Dan Miller and Democratic candidate Eric Papenfuse, who both gave indications that they would work to address the problem.

After Papenfuse was elected, the team prepared a list of objectives, including the establishment of a mayor’s animal advisory board to examine ways to improve licensing and education. They will also urge the new mayor to authorize three regional humane officers to enforce the anti-tethering ordinance in the city. (Lamke maintains that, between him and the city’s 120 officers, the department has enforcement covered. “If you have a lot of other folks coming in, they may not be doing it the right way,” he said.)

In July, the Humane Society of the United States hosted an anti-dogfighting seminar at the Farm Show Complex in Harrisburg. Lamke and a supervisor attended, as did a deputy district attorney for Dauphin County, who has since put a stronger focus on building animal cruelty cases.

Last spring, a couple of advocates got a tip about an owner who was beating his dog in an apartment on 2nd Street. Ron Hollister, the humane officer, got a statement from a neighbor describing sounds of abuse. Eventually, the landlord entered the apartment and discovered feces and urine on the floor, along with what appeared to be marks from where the dog had been thrown against the wall. The dog itself, a 40-pound pit bull, was enclosed in a small crate with a broken leg. The owner was out of town. Hollister involved the D.A., and, in May, a judge issued a fine of nearly $1,100, in addition to veterinary fees.

Madison, the stray pit bull found Uptown on Curtin Street, is now in a program called HOPE, for Hounds of Prison Education, where she will be trained as a service dog by inmates at the Camp Hill prison. Other dogs are not so easy to rehabilitate. Hollister, who runs his own rescue, has developed something of a specialty handling difficult cases. After years of abuse, he said, some dogs require an enormous effort to be kept under basic control.

“The animal has just, like, totally lost trust in man,” he said. He has 14 dogs in his rescue and is at capacity, but he continues to respond to calls. “They keep telling me I can’t save ‘em all. But I can try. I can try to save at least this one dog.”

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Song, Dance, Faith: For 50 years, theater company has thrived on a play and a prayer.

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There are times when actors must resort to prayer.

Like when they’re waiting for other actors to make their entrance not knowing they’re backstage playing cards, or when they forget their lines. At Harrisburg Christian Performing Arts Center (HCPAC) in Middletown, prayer comes with the territory.

“If there is anything we’d like to stress as an organization, it’s that our goal is to make Christ known backstage, onstage and offstage,” said Jessica K. Burger, HCPAC’s artistic director and executive producer. “We are passionate about three things—the Lord Jesus Christ, students and theater. Combine the three, and you have a unique formula for impacting our culture and our world.”

Burger has led a life full of both performance and prayer. Trained in music education, vocal performance and the Bible, Burger worked professionally as an actress for several years, most notably as a member of the national touring troupe the A.D. Players, based in Houston. Before starting her family, she had served as the artistic director and executive producer for eight years of the then-named Youth for Christ, a full theater arts program. In 2010, it was renamed HCPAC. Last November, the ministry celebrated its 50th anniversary.

While HCPAC produces some smaller productions, it aims to involve as many people as possible who want to take part and, in fact, takes special pride in not excluding anyone. At a recent performance of the musical “Joseph and the Amazing Technicolor Dreamcoat,” the vast stage was filled—end to end—with singers and dancers. Before that, its production of “Little Mermaid Jr.” had a cast of 120 third- through ninth-graders.

“This is not an unusual size cast for us,” Burger explains. “The challenge of having large numbers on stage is that we want to help each student reach their highest potential. To accomplish that, we must be intentional with the educational process. It requires many volunteers to accomplish this task effectively.”

Education is key with the organization, and applying lessons while in rehearsal is an important component. When the group produced the musical “Titanic,” both in 2004 and 2013, part of the lesson was examining the history of the horrific event through the lives of the people who lived or died. 

Another example was the 2009 production of “Les Miserables,” which proved riveting for both performers and audience because of its story of grace and redemption. “Ragtime,” performed in 2007, stretched the bounds of what content could be brought to the stage, according to Burger, in its examination of race relations in America’s melting pot. Last year’s “Thoroughly Modern Millie Jr.” was high energy and had young students learning tap and stretching their performance abilities.

“The largest production that we have undertaken was ‘Seussical the Musical’ in 2006, with 238 people auditioning,” Burger recalls. “With this show, we saw tremendous growth in both our ministry numbers and its ability to achieve greatness.”

An upcoming show, “You’re a Good Man, Charlie Brown,” features seventh- through 12th– graders, who will take to the stage Jan. 10 to 12. Open auditions for “Come Running,” the 41st annual, original Passion Play, with sixth grade to collegiate student performers, will be held Jan. 2 and Jan. 4, with performances in April.

Like any theater in these economic times, HCPAC’s biggest challenge is its limited budget. Large casts require a great deal of costuming and space, Burger says. Costumes have to be stored in the rehearsal rooms, and set construction and changeover can be demanding on a volunteer staff when there are always three to four productions in rehearsal at any given time. The constraints sometimes force casts to rehearse at other venues.

But, somehow, talent, confidence and a prayer or two have seemed to make it all work at HCPAC.

“We want to fortify HCPAC to expand our reach in the community for at least 50 more years,” Burger muses. “We plan to continue to grow and move forward with the call to uniquely minister to students, young adults and their families.”

Harrisburg Christian Performing Arts Center, 1000 S. Eisenhower Blvd, Middletown, 717-939-9333, www.hbg-cpac.org.

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A Year of History: 10 reasons why 2013 was a special year for Harrisburg.

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The news media toss about the word “historic” recklessly. They do so to rev up the melodrama, to make rather average stories sound more important than they actually are.

That said: “historic” may well describe the past year for the people of Harrisburg. In the city’s long history, 2013 will almost certainly be regarded as a year of singular importance, regardless of how the complex financial recovery plan shakes out over the long term.

So, with apologies to my former co-editor, Pete, who understandably chafed at this tired, old nugget of journalism, here are my Top 10 news events in Harrisburg for 2013, in descending order of importance.

10. Sale and re-launch of TheBurg. It may seem self-serving to put your own baby in a Top 10 list, but I’m going to do it anyway. I’ve been told many times that TheBurg means much to the people here, and, after a brief hiatus, we were able to re-launch it with an entirely new style and level of quality. With the generous support of our Publisher Alex Hartzler and several key community members, we are able to put out a product that, we hope, serves Harrisburg well and reflects the cosmopolitan city it’s becoming.

9. Changes in legislatures. The arrival of of Sen. Rob Teplitz and Rep. Patty Kim in the Capitol brought much-needed youthful vigor and a pro-city spirit to the state legislature. Similarly, the election of Shamaine Daniels and Ben Allatt promises to shake up City Council with new blood, energy and ideas.

8. Restaurant scene. I’ve said it before, and I’ll say it again. For such a small city, the restaurant scene in Harrisburg is excellent—and keeps getting better. This year will only add to the riches. Rubicon, next to Mangia Qui, will be first out of the gate with an early-2014 opening. Nearby, a high-end pizza and wine restaurant will rise at the corner of N. 2nd and State streets, while, a block up, Brickbox plans fine dining for the first floor of its new LUX condo building. Midtown also is getting in on the love. A wine-focused restaurant has been proposed for the corner of N. 2nd and Harris streets, and, if everything goes right, a new microbrewery will open just a few blocks away from there. Later in the year, a farm-to-table restaurant is due for the Stokes Millworks building across the street from the Broad Street Market.

7. Transportation funding. In November, the state legislature passed—and Gov. Tom Corbett signed—a $2.4 billion transportation bill that delivers $10 million in road improvements to Harrisburg over the next five years. This money is critical if the city is ever going to repair and modernize its infrastructure, which has been neglected for so many years. It’s essential both to the city’s livability today and to its attractiveness as a place for people to live, work and visit. Imagine a downtown where staying in your traffic lane isn’t a white-knuckle guessing game and driving across Forster Street isn’t like rumbling over ski moguls. To quote road-loving Judge Doom from “Who Framed Roger Rabbit?”—“My God, it’ll be beautiful!”

6. Reform of the Harrisburg Authority. For many people, mentioning a utility authority is a one-way ticket to naptime. But, in Harrisburg, it’s been the center of melodrama for years, ever since revelations that former Mayor Steve Reed used the authority as a sandbox for his financial games. Therefore, it’s no small matter that the authority has remade itself with new leadership, new independence and a renewed mission, now focused on water and sewer service. It even has a new name: Capital Region Water, which better reflects its sharply focused mission.

5. Restoration of historic and blighted properties. Just two years ago, important properties as varied as the Barto Building, Payne-Shoemaker Building, Stokes Millworks, the Moffitt Mansion, among many others, were all languishing as underutilized, if not abandoned. They now have all been or are being restored and put back into use. To cap off this list: the awful eyesore known as the Capitol View Commerce Center, once the physical symbol of all that was wrong with Reed-era, high-finance Harrisburg, was bought out of bankruptcy and will be completed next year. If this hulking, half-finished, corruption-tainted disaster can be salvaged and turned into vibrant, occupied space, you have to be optimistic what the future holds for the rest of the city. Tipping point, anyone?

4. Sale of the city incinerator. It began as a debacle and pretty much stayed that way for 40 years, a polluting money pit that, when it wasn’t breaking down or being forced by the authorities to shut down, was leveraged into insolvency. It became both the plaything and the burden of successive mayors, whose dreams for it far exceeded its ability to deliver on them. The irony is that, just as the blasted thing finally worked as long-hoped, the city had to sell it for about one-third of the price owed on its accumulated debt. Nonetheless, our long municipal nightmare is over.

3. The primary loss of Mayor Linda Thompson. A year ago, many residents seemed resigned that Thompson would win re-election, extending an administration that they believed didn’t serve the city well. I shared the opinion that Thompson, for many reasons, was not the best person to serve as mayor of Harrisburg. However, I didn’t believe she had enough support to secure a second term, given the palpable exhaustion with her leadership. In the end, she came in third in the Democratic primary, securing just 28 percent of the vote.

2. The election of Eric Papenfuse. About a year ago, Papenfuse told me that he was considering running for mayor. I immediately tried to discourage him, thinking this effort would out work about as well as his previous unsuccessful runs for City Council and Dauphin County commissioner. Silly me. Papenfuse clearly learned from his past campaigns, starting late but quickly lapping a formidable primary field, then repeating that impressive performance in the general election. If I have just one wish for Harrisburg for 2014, it’s that the city finally gets the high-quality leadership it so desperately needs and deserves.

1. The Harrisburg Strong Plan. When former receiver David Unkovic released his financial recovery framework in 2012, people seemed generally impressed with its thoughtfulness and scope. Receiver William Lynch’s final plan was even more comprehensive, fleshing out Unkovic’s outline and adding several novel elements. The Strong plan has the potential to be a game-changer, not only for Harrisburg but for other financially distressed cities needing a new model to draw on. The ultimate success of this complex plan is hardly assured, but it gives this city a chance—a good one—for a new beginning and a hopeful future.

If you look carefully, you’ll notice that there is one element that ties this list together. Each item is, in my opinion, positive for Harrisburg. How many cities can say the Top 10 news items over the past year were good ones?

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For the Love of Grape and Grain: 40 years of homemade wine, beer at Scotzin Brothers.

Screenshot 2013-12-29 20.20.18I first became acquainted with Scotzin Brothers while working on an August article for TheBurg on Alter Ego Brewing Co. (“Beer Ambition,” p. 26).

Alter Ego’s owners had started as home brewers, with Scotzin supplying the necessary equipment and ingredients. However, as I got to know the store’s manager, Brad Moyer, I realized that Alter Ego’s owners weren’t the only enthusiastic Scotzin customers passionately pursuing their hobby. So, I went in search of what made this wine and beer making supply store so special.

When I started my search, I had originally thought that Scotzin catered to home brewers alone. However, I quickly learned that they are equally important to the home vintner (wine-maker) community. In fact, when Scotzin Brothers first opened more than 40 years ago, it was an extension of brothers Paul and John Scotzin’s love for making wine, not beer.

The original Scotzin Brothers store dealt in television and appliance sales and repair, but what started as a backroom operation gradually became the primary business. Beer making supplies were only added later as the microbrew craze took off.

A Brewing Community

The obvious first step was to talk to Brad Moyer further. Moyer has extensive brewing experience, both privately and with some leading microbreweries. He uses his position at Scotzin to help other people find the same passion.

“This is the one thing I have discovered that I am both passionate about and good at,” he says. “I never stop learning, never stop reading and never stop doing.”

Most importantly, Moyer is tireless in working to foster the store’s homebrew culture.

“I don’t believe in recipe secrecy, so I will always share what I’m doing with the community,” he says. “This is much more than a retail store. It’s a resource, a social place. People never come in, buy something and just walk out.”

However, this community isn’t only local. According to Moyer, 80 percent of his customers come from a radius that reaches south from the tip of West Virginia and Hagerstown, Md., and goes north to Mansfield and Williamsport, Pa. However, the store’s reach extends further when it comes to large equipment. Scotzin’s stock is so extensive that customers regularly come from as far as Connecticut to buy specialty equipment.

Wine and Beer

Next, I met with two of these avid customers/community members. Mario Billow, from Enola, owns a funeral home and is an avid vintner. Kristen Richards, from Harrisburg, works in sales and is a brewer. As to be expected, a sampling of the fruits of their labor preceded any actual conversation.

Billow began making wine in 2006, first trying his hand at the starter kits available at the store. However, it didn’t take long before he moved on to fresh grape pressing. He now cultivates 24 vines in his own backyard.

His favorite grape is chambourcin, a French/American hybrid. But he also makes cabernet, merlot, Vidal Muscat, chardonnay and sour cherry wines. One of his proudest moments came in 2008, when he decided to send some of his wine to the annual American Wine Society competition.

“Every single one of my wines won medals,” says Billow. “The only complaint was that my wine was too young.”

In response to that critique, he now ages his wines for years before he bottles them.

Richards started brewing in the ‘90s. Like Billow, she started with kits and then ventured into all-grain brewing, the homebrew equivalent of using fresh grapes. However, her life became hectic, and she had to stop in 2002. Then, in 2011, she felt the itch again and has been brewing almost non-stop since then. She recently upgraded her brewing equipment and now uses a sophisticated, completely computerized system.

Richards is especially interested in brewing India pale ales, the highly hopped beer style that has become incredibly popular in the United States, although there isn’t a style that she won’t try to make.

For Richards, it is easy to experiment, since she has such a rich source of information.

“You can always come into the store and get whatever you need and get any questions you may have answered,” she says

Both Billow and Richards say they couldn’t imagine doing what they love without Scotzin, which offers both a wide range of specialty equipment and a network of knowledge.

Online and Upward

Even with such a dedicated community, Scotzin Brothers isn’t resting. The store recently launched its online store, allowing them to reach even more people; they have already begun shipping international orders.

To help foster greater community, Moyer is launching his own brew club where home brewers can come together, sample each other’s creations and pool their experience and knowledge.

For Moyer, Billow and Richards, along with Scotzin’s like-minded customers, expanding the community was as simple as taking that first sip. It was the passion of others that brought them into the hobby. Now, they want to pass it on.

Scotzin Brothers is located at 65C N. 5th St. in Lemoyne. For more information, visit www.scotzinbros.com or call 717-737-0483.

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Get Smart: It’s a perfect time to make Harrisburg an example of smart planning and growth.

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It’s a city broken.

That’s what we keep hearing—the infrastructure is antiquated and decrepit. Services are deficient. Quality of life is low. Even the mighty Susquehanna River that flows by has a reputation for being sick and dirty.

While that can be disheartening to read, it can be looked at another way—it all means opportunities for rebuilding and innovative improvement.

Harrisburg is in a fortuitous position as this year begins. Not only is there newly elected leadership that has stimulated an atmosphere of optimism and ambition, but there are some important projects already in the works and on the horizon.

These projects include The Harrisburg Authority’s GIS project, Harrisburg Area Transportation Study’s development of the 2040 Regional Transportation Plan, Tri-County Regional Planning Commission’s Cross-River Connections Project and Capital Area Greenbelt Association’s upgrades. Both Dauphin County and the city have started a comprehensive planning process, and several “greening” projects have been launched, such as a tree inventory and planting, stormwater management initiatives and urban garden projects.

These are only a few things that are happening. There are even more as nonprofits, community groups and organizations strategize and implement ways to make the city a better place to live, work and visit.

It all fits well into the concept of “smart growth.”

A buzz term among urban and regional planners, smart growth can be generally defined as an approach to establishing communities where housing, jobs, shopping, schools and recreation are located in close proximity to one another. Before the invention of cars, this is precisely how municipalities were built.

This current approach integrates green practices into the planning process. As Andrew Bliss, grassroots coordinator at Chesapeake Bay Foundation stated, “The great thing about green infrastructure is the numerous social, economic and environmental benefits it provides in addition to reducing water pollution.”

Taking this precise idea as its foundation, smart growth means creating cities that have more permeable surfaces—trees and green spaces not just to make things pretty, but to deal with stormwater runoff, along with water and sewer management.

Every municipality must deal with such public issues. When it rains and pours, too much stormwater runoff causes floods, sweeps garbage into the sewers, strains underground pipes and sends pollution into waterways.

Recently, government agencies like the federal Environmental Protection Agency (EPA) and the state Department of Environmental Protection (DEP) have been hitting places with “fix it or be fined” mandates.

This has municipalities searching for how best to fix it.

The fact of the matter is green infrastructure can cost less.

To see evidence of this, we only need to look at Lancaster and its Green Infrastructure Plan. When the city faced EPA fines of $37,500 a day, analysis showed that the least expensive options were green ones. The state’s infrastructure loan program, PENNVEST, agrees that going green is a viable alternative to traditional solutions, such as underground storage bins for stormwater runoff. In the past few years, PENNVEST has added a variety of green infrastructure options to the list of projects available for funding. 

So, not only does a focus on green practices save money, but it creates employment in the green sector. This is especially significant for disadvantaged communities.

Smart growth goes beyond “greening” things, though. It is about economic development because it makes places more compact, more economically self-sufficient—bringing jobs, businesses and shopping into an urban core.

Smart growth focuses on the pedestrian rather than the vehicle. The idea is, if a city has everything it needs, people will walk and bike to where they need to go. Cars won’t be necessary, especially if there is sufficient public transportation made available, which is a smart growth consideration, too.

Of course, another positive part of smart growth is that things look pretty.

When places are pretty, people feel better about where they live. Greener spaces mean healthier living because there are more places for people to exercise and enjoy. It also helps to attract visitors to the urban core, which adds value to the local economy.

Although this term wasn’t coined until the new millennium, “smart growth” was the concept that initially revamped Harrisburg more than 100 years ago during the City Beautiful movement. And, with City Beautiful 2.0 just getting started, it’s prime time to re-create Harrisburg as a model of smart urban planning and implementation.

To accomplish this, it will take a concerted, collaborative effort of governments, organizations and citizens. With so many projects occurring at once, it will be necessary to locate the overlaps of resources and efforts to make initiatives most successful. 

Harrisburg is a region capable of principles of smart growth. Not only is its urban core a capital city that should be modeling innovative policies and practices, but it’s a river city with a responsibility as steward of an important body of water.

There’s no better approach when so much of the city is in need of repair.

Tara Leo Auchey is creator and editor of today’s the day Harrisburg. www.todaysthedayhbg.com

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New Year, No Scale: A few simple steps will start you on the right path to weight loss.

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By now, you may have heard the new trend of healthy lifestyle vs. dieting.

I have worked with clients in this capacity for so many years. Diet’s ruin us! There are so many statistics that support that statement, but I will just give you this to think about: If dieting worked, we would be the healthiest country on the planet. We are far from the healthiest, and, yet, we spend $60 billion or more on the diet industry every year.

I want to caution you on programs that claim to be a healthy lifestyle yet are really another diet. The diet industry has an amazing way of catching on to something new but never really changing its approach. If it walks like a duck…

Having said all of that—let me get to my real point. I have coached hundreds of clients through lasting, healthy behavior changes, and the one thing that never changes is that the scale is our enemy. I’ve encouraged my clients to never use a regular scale, one that doesn’t measure your body composition, from the very beginning. However, my next challenge to everyone is to not even step on a body composition scale for a while.

If you are deciding to make changes that support a healthy lifestyle (and trust me, most likely everyone could use a change here or there), then make those changes your measurement, not the numbers on any kind of scale. Numbers can make you crazy and become so discouraging. They change at very different rates for different people. Each of us, regardless of what we read or how we may be coached, has some ideal number burned into our brain. That number may not be realistic or may take a lot longer to reach when creating real, healthy behaviors, than we expect. You can lose weight fast, but it doesn’t mean you will be healthy.      

What can you measure? Start with the behaviors you need to change. Set goals over the course of four to six weeks at a time. Reassess your behaviors against this timeframe. Here is an example using some typical behaviors that my clients need to modify:

Behavior 1: Eat more vegetables (or just eat them…so many people eat zero!).
Goal: In the next four weeks, eat three to four cups of vegetables every day.

Action:  Measure out and eat three to four cups of vegetables every day. Keep track of the days you meet this goal. 

After four weeks, reset the goal to four to six cups of vegetables every day with a final goal of six to eight cups. Note how you are feeling at each point (energy levels, digestions, sleep, etc.).

Behavior 2:  Start an exercise routine.
Goal: Exercise (inclusive of resistance training) 10 to 15 minutes, five days a week.

Action: Set up time in your calendar every day with a specific set of exercises that you will complete. Keep track of the days you meet this goal.

After four weeks (maybe sooner depending on your fitness level), increase the time to 20 to 30 minutes. Note how you are feeling (energy, digestion, sleep, etc.).

Behavior 3:  Remove all obvious sugars from your diet (I am starting with “obvious” because there are a lot of hidden sugars in our foods, and this often requires some learning on the part of the individual).

Goal: Make a list of all sugar items you consume on a regular basis. This may require you to keep track of your food for a few days. Select at least three to start removing. I will challenge you to select the hardest one first!  

Action: Do not consume these three items for the next four weeks. Keep track of the days you meet this goal. Note how you are feeling (energy, digestion, sleep, etc.).

 

My hope for you in all of this is that you really start to focus on healthy behaviors, first and foremost. If we can get it right 80 percent of the time, we are likely to feel so good that we do it right 90 percent of the time. 

Our behaviors are critical to this success—real, lasting healthy behaviors. This may require you to become more educated about nutrition, exercise and even stress management. Do it! It is up to us to take care of our health. Seek information from credible sources and do your research.

One thing for sure: most of the food we consume is not REAL food and especially “diet” food. How long can we last eating chemicals, preservatives and who knows what else? (And I mean this, we really do not know what is in all of our foods.) Without the right fuel (food), we will shorten our lives and quality of life. Make it about your health—your life! 

Brenda Hoover is a partner with Absolute Wellness Group in Harrisburg, https://absolutewellnessgroup.com.

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With a Compass in the Stock: Kermit triple-dog dares you to give air rifles a shot.

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“You’ll shoot yer eye out, kid.”

Ever since Ralphie Parker pleaded for a new Daisy BB gun for Christmas, despite the numerous warnings, the Daisy Red Ryder has become the iconic first gun for millions of youth. Introduced in 1938, the Daisy Red Ryder was modeled after the Winchester 94 lever action rifle, named for the comic strip character Red Ryder, and is still in production today. This simple, air-powered rifle is the standard gun used by the NRA in its youth shooting programs, as well as the Boy Scouts of America and the 4H clubs.

BB guns are a type of low-powered air gun designed to shoot projectiles named BBs after the birdshot pellet of about the same size. These projectiles are usually spherical but can also be pointed or triangular; those are usually used for bird hunting. Modern-day BB guns usually have a barrel with a bore and caliber of 0.177 inches (4.5 mm). There are many different shapes of BB guns. BB shot for modern BB guns are usually steel, plated either with zinc or copper to resist corrosion. Some manufacturers also still make lead balls of slightly larger diameter and that are generally intended for use in rifled BB gun barrels, as were formerly used in BB guns. Although being low-powered, these guns sometimes can be lethal.

While air rifles cannot compare to modern, high-powered firearms, air guns have a rich and storied past. Lewis and Clark carried a .46-caliber air rifle on their exploratory expedition in 1804. In the 1890s in England, competitive air rifle matches were held in public houses, which led to the creation of the National Small Bore Rifle Association in 1899. They are still used in the Olympics, governed by the International Shooting Sports Federation.

The earliest air guns were more effective compared to contemporary early firearms for many hunting and military uses, but, as firearms improved, the air gun became largely relegated to sport target shooting and plinking. Neither of these uses required much power, so air guns came to be seen as a safe, less threatening alternative to firearms and typically treated differently by legal systems. In recent times, there has been a resurgence of interest in more powerful air guns. Most modern air rifles are low-powered because of legal restrictions and safety concerns. These types of firearms are used primarily for teaching new shooters, plinking, some small game hunting and backyard pest elimination.

A step up from the BB gun is the pellet gun. These guns fire a lead pellet, most in .177-caliber, used for target practice and small game hunting. Gamo Industries has been producing high-powered precision pellet rifles, pistols and ammunition for more than 120 years for use in small game hunting and pest control. They manufacture both lead and non-lead alloy pellets in .177-, .22- and .25-calibers.

Unlike modern firearms, which use a propellant charge to fire its projectile, air guns use a variety of propulsion systems: spring piston, gas spring or CO2. Spring piston guns can achieve muzzle velocities greater than the speed of sound from a single cocking of the barrel. Spring-piston guns operate by means of a coiled steel, spring-loaded piston contained within a compression chamber and separate from the barrel. Cocking the gun causes the piston assembly to compress the spring until a small hook on the rear of the piston engages the sear; pulling the trigger releases the sear and allows the spring to decompress, pushing the piston forward, thereby compressing the air in the chamber directly behind the pellet. These are single-shot, breech-loading guns with long service lives and are relatively easy to maintain.

Gas spring guns incorporate a gas spring instead of a mechanical one. Consequently, they require higher precision to build, have less recoil and are more expensive.

CO2 guns use a disposable carbon dioxide cylinder, called a powerlet, that is purchased often pre-filled with 12 grams of pressurized carbon dioxide. These guns are generally lower powered, but more expensive to use due to the purchase of the cylinders.

If you are interested in purchasing a simple gun for target shooting, plinking, pest control or competitive shooting, spend some time researching the options. Air guns, rifles or pistols come in many types and configurations for many different applications. A Daisy Red Ryder is still a great choice for a youngster’s first gun—an inexpensive and safe way to teach proper gun handling and safety. A Gamo precision rifle, on the other end of the spectrum, is a high-powered, highly accurate rifle that will set you back several hundred dollars and produce superior results for hunting and pest control.

Whatever type you choose, be sure to practice the same gun safety as with a high-powered firearm. Proper training and supervision, eye protection and a safe backstop will ensure many years of fun for a minimal cost.

            

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