A Disease, Without Warning: Hepatitis C Often Shows No Symptoms before Striking

May 24, 2013 | by Dr. John Goldman

Hepatitis C is the most common cause of liver disease in the United States. It frequently causes no symptoms and often goes undiagnosed. Recently, the Centers for Disease Control recommended testing for anyone with risk factors and all baby boomers (people born between 1945 and 1965).

About 3.2 million Americans are infected with hepatitis C. Eighty percent of infected patients go on to develop chronic liver disease. Consequently, hepatitis C is one of the leading causes of liver failure, and about 15,000 Americans die each year of consequences of the virus. In fact, more Americans now die of hepatitis C than of HIV.

The most common risk factors for hepatitis C are a blood transfusion before screening of the blood supply began (in June 1992) and intravenous drug use. Before screening, blood transfusions were a common mode of transmission of the hepatitis C virus, and as many as 250,000 transfusion-associated infections occurred each year. Since screening of the blood supply began, transfusion-associated hepatitis C has been virtually eliminated. It is estimated that less than one out of every 1 million units is contaminated, and there have been no documented cases of hepatitis C transmission via the blood supply in more than 10 years.

Currently, the most common risk factor is intravenous drug use. About one-third of young drug users (ages 18 to 30) are infected, and older and former drug users have infection rates of up to 90 percent, reflecting the increased risk of infection with longer or more prolonged use. Even a very brief period or one-time intravenous drug use puts one at risk.

Hepatitis C also can be transmitted sexually. However, sexual transmission is likely relatively rare. In studies of married, monogamous couples, only 1 to 3 percent passed hepatitis C from one partner to another. Hepatitis C also can be associated with nasal cocaine use or tattoos. Homemade or “jailhouse” tattoos are clearly of highest risk.

Unfortunately, many people with hepatitis C are not aware that they are infected. The disease is usually asymptomatic, and most infected patients will have no symptoms until late in the disease when their liver starts to fail. Some people will be detected with routine blood work when their liver function tests are found to be elevated. However, in many infected patients (even some who will eventually develop liver failure), these tests will be normal. Consequently, the most reliable way to detect infection is specifically to test for it.

Traditionally, testing has been recommended for anyone with risk factors: a history of intravenous drug use, a blood transfusion before screening began or anyone with a hepatitis C-positive sexual partner. Unfortunately, this “targeted testing” missed many infections because patients were either unaware of or did not admit that they were at risk.

The highest rate of hepatitis C transmission occurred in the 1970s and 1980s, when the rates of transmission by IV drug use were highest and the blood supply was not protected. Consequently, the highest rate of infections occurred among babies (those born between 1945 and 1965). It is estimated that 75 percent of those currently infected with hepatitis C were born between these years.

Therefore, the Centers for Disease Control recently recommended that all baby boomers have a one-time hepatitis C test. It is estimated that routine testing of baby boomers will uncover approximately 800,000 new infections.

Hepatitis C is common, frequently asymptomatic, and most infections will go undetected unless one specifically tests for the virus. It is recommended that anyone with active risk factors be tested regularly and all baby boomers have at least one lifetime test.

Dr. John Goldman is Program Director of Internal Medicine at PinnacleHealth.

Dance of Youth: CPYB, Almost 60 Years Old, Thousands of Students . . . and Counting

May 24, 2013 | by Jess Hayden

It was just by chance that the DeAngelos were living in Carlisle, the home of the Central Pennsylvania Youth Ballet (CPYB), when Abby Jayne discovered her passion for dance. She recalls that the first ballet she saw CPYB perform was “Madeline and the Red Shoes” when she was 5 years old. “I just knew that day that I wanted to be on that stage,” she said.

DeAngelo asked her parents if she could take dance lessons, and they agreed. For the first few years, she took tap dance alongside ballet because CPYB teachers believe that tap helps the students with musicality and rhythm. As she grew older, she began to learn about the school’s rules.

“For one thing, there is a very strict dress code at CPYB,” she says. “The little ones wear black shoes and black leotards and then, when you get to a certain level, you can start wearing blue. After that, it’s pink shoes and ribbons, then point shoes, then a ballet skirt and then any color you want.”

At age 14, DeAngelo is now taking lessons in the top level—spending about 30 hours a week dancing. She is at the CPYB’s studios Monday through Friday evenings and all day Saturday taking classes or rehearsing for upcoming shows. Her parents don’t worry about all the time that she spends at CPYB.

“She never seems to weary of ballet,” says her mother Emily. “Plus we feel that CPYB is a healthy environment and a safe place for Abby Jayne to be.”

Emily and her husband Cory say that they appreciate the atmosphere created at the school by founding Artistic Director Marcia Dale Weary. “Marcia places a strong emphasis on the character of her dancers,” says Emily. “She insists on hard work, of course, but she also encourages her dancers to respect authority and one another. Many of the ‘life lessons’ that Abby Jane has learned at CPYB have helped to develop her as a person.”

From the Top

CPYB began nearly six decades ago when Dale Weary started a local dance studio in a barn near her home. Disappointed by the reception she received when she went to New York City to seek a professional dance career, she instead committed herself to developing a school where aspiring young dancers would get the training that they needed to pursue their dreams.

Today, CPYB has eight full-time faculty and a staff of 13 to accommodate the 300 students that take classes during the school year and the 500 dancers that take part in CPYB’s intensive summer program. Although CPYB still uses the Historic Barn Studio, they have added 10 dance spaces at the CPYB Warehouse Studios and also hold classes in Camp Hill at the Grace Pollock Performing Arts Center.

CPYB distinguishes itself by having more than 80 of its graduates currently dancing professionally. They also have the honor of being the only pre-professional dance school in the country licensed to perform the works of George Balanchine, one of the 20^th century’s most famous choreographers of ballet. Additionally, the school is so respected in the dance community that 25 percent of its students relocate to the area and live either with a parent or with a host family so that they can attend classes at CPYB.

June Series

As it does each year, CPYB will end its 2012-13 performing season with the June Series, featuring five mixed repertory performances at Whitaker Center for Science and the Arts. As a highlight, CPYB will premier “Company B,” its first acquisition from modern-dance legend Paul Taylor. “Company B” recalls the turbulent era when the country was drawn into the Second World War. During the 30-minute work, young soldiers and bobby soxers jitterbug and boogie-woogie to such Andrews Sisters hits as “Boogie Woogie Bugle Boy (of Company B),” “Oh Johnny, Oh Johnny, Oh!” and “Pennsylvania Polka.”

“’Company B’” shows joy and excitement and youthfulness coupled with the reality of war,” said Jamie Rae Walker, a CPYB alumna who is a Paul Taylor Dance Company dancer. “There is a lot of contrast in the work. That’s one of the beauties of Mr. Taylor’s work in general—there are many layers. It’s never straightforward.”

Walker, who has been a frequent guest teacher at CPYB since graduating from the school in 1994, has returned to stage the work. ”The work requires a different kind of movement than these dancers are accustomed to,” she said. “It’s very athletic and takes quite a bit of stamina to get through.”

Seven girls and six boys, mostly from the school’s highest level, dance in “Company B.” DeAngelo, who has the role of the Pennsylvania Polka girl, notes that her character is very happy because she’s the only girl whose husband is not at war. “Every character in ‘Company B’ has a personality and, when we were cast, Jamie Rae was looking for dancers who would fit those roles,” she said.

When the group began learning the work, rather than learning everyone’s name, Walker called them by the names of the original cast. “So I was called Rachael for about a month,” DeAngelo said. “It was fun to be called by the names of people who are famous dancers.”

Aside from learning the steps from Walker, DeAngelo has also been able to watch videos of the work. “Paul Taylor is very brilliant,” she said. “After creating a ballet, he actually videos it with every dancer in a different colored unitard against a white background. Then you can see where your dancer is all the time.”

For her part, Walker says she has really enjoyed working with this group of CPYB students. “They are very mature and just so eager to meet any challenge thrown at them,” she said. “They are the most beautifully trained dancers that I’ve seen at their age anywhere.”

In addition to “Company B,” the June Series will include more than 20 different ballets ranging from contemporary to classical. On Wednesday, June 19, the youngest students will perform a collection of ballets during “Next Generations Dance.” On Thursday, “New Dance Plus” will feature a George Balanchine ballet set to Mozart’s “Divertimento No. 15,” along with the works of two aspiring choreographers. On Friday, “See the Music Dance” will include “Company B,” Balanchine’s “Scherzo” from “A Midsummer Night’s Dream” and Alan Hineline’s “re: Dvorak,” set to Dvorak’s “Slavonic Dances.” On Saturday, two performances of “Last Dance/Last Chance” will showcase 20th century masterpieces and modern day classics, including “Company B,” “Scherzo” and “Dvorak.”

For more information on the Central Pennsylvania Youth Ballet, as well as the June Series, slated for June 19-22 at Whitaker Center, visit www.cpyb.org.

Start Here: Harrisburg’s First Co-Work Space Gives Professionals Desks, Tools, Company

May 23, 2013 | by Trevor Pierce

“Our goal is to connect dreamers and doers, thinkers and tinkerers,” said Adam Porter, co-founder of St@rtup, a recently opened communal workspace at 1519 N. 3^rd Street in Midtown Harrisburg.

St@rtup is the joint creation of Porter, a veteran of the non-profit sector, and Adam Brackbill, founder of Harrisburg-based Web development company Render Innovations. Operating under the philosophy “We > Me,” the company pools resources to offer businesses and individuals a full complement of professional services at a fraction of the cost of traditional office space.

“St@rtup is Harrisburg’s first co-working space,” explained Porter. “Co-working is a movement for entrepreneurs, tech folk and other creative professionals who would otherwise be working on their own or out of home offices.”

Brackbill and Porter began collaborating during a Harrisburg Young Professionals event in the summer of 2012. “I had seen other incubator spaces,” said Brackbill, “and Adam came to me with the concept of setting up a co-working space.”

The idea of a workspace for non-traditional businesses resonated with the Web designer, who had experienced the challenges of working alone firsthand.

“I thought it would be great having my own space for Render Innovations,” recalled Brackbill, “but it just starts to get a little too quiet. You don’t get to engage with people, and you get home and ask yourself what you just did for eight to 10 hours. I just enjoyed working around people, and not feeling so isolated.”

The pair immediately set to developing a business plan and moving forward with St@rtup. “From the day we’ve met until now, we’ve been researching this,” said Porter. “We started looking at spaces, registered as a Harrisburg LLC and have been really blessed to have Andy Enders as our insurance agent and counsel.”

After evaluating numerous properties, St@rtup found the N. 3^rd Street location—the former home of the Midtown Scholar Bookstore and Absolute Wellness—through Harrisburg renewal company GreenWorks Development. “GreenWorks has been immensely helpful; whenever we had a question they’ve been very responsive,” said Porter.

After weeks of renovations, the building’s new layout is a hybrid between incubator and coffeeshop, reflecting the founders’ vision of collaborative productivity. Upon entering St@rtup, visitors will find the lounge area, which is partitioned from the rest of the building by the works of local artists. “It’s all about networking; one member can help the others and vice-versa,” explained Brackbill.

With café-style seating, an abundance of outlets and coffee and snacks from St@rtup’s kitchen, the lounge promotes a relaxed, conversational atmosphere. “You can see a big difference between working at home and working with other people. For example, one person may be a designer, the other may be an author or a copywriter, and they’re able to work together,” said Brackbill. “That can work with members from multiple industries.”

Further on is the main office space: an open-air arrangement of workspaces, each with the functionality of a traditional cubicle, and a conference room available for companies’ private meetings and appointments. The space’s versatility is one of St@rtup’s biggest selling points to the city’s wide range of small businesses.

“St@rtup can be ideal for a variety of companies, such as political teams working in the city for six months at a shot who don’t want to sign a year-long lease.” said Porter. “If a handful of photographers don’t have the individual space or equipment, we could set up a studio. If a therapist or counselor needs the privacy, but can’t afford an office, that could work too.”

St@rtup eliminates many of the entry barriers for local entrepreneurs looking to launch their own small businesses. Amenities for members include high-speed Internet access, the latest in teleconferencing equipment and, perhaps most importantly, a physical address for mailing, incorporation and tax purposes. “It’s very important that this can be your business address,” said Porter. “Soon, hopefully 30 or 40 businesses will have 1519 N. 3^rd St. on their business cards.”

Both part-time and full-time memberships are available to suit the needs and budgets of prospective businesses. “If you’re a part-time member,” explained Porter, “you get a spot at the community table, use of our conference room, superfast Internet, break room, all that good stuff for up to three days a week. Full-time members get 24/7 access, along with a locker and their own desk and chair that’s exclusively theirs.”

St@rtup’s rates begin at $175 per month for part-time memberships and $275 per month for full-time, with discounts available for members who prepay for a three-month period.

Individuals interested in joining St@rtup are encouraged to schedule a tour of the location through StartupHBG.com. “We’ll show them the space, and get to know a little bit about them,” said Porter. “Once we each get to know one another, we’ll bring them back to sign up.”

The 3^rd Street location can currently house “…anywhere between 25 to 40 businesses,” said Porter, “depending on if we have more interest in the full-time side of things, or more part-timers.” Brackbill and Porter are already exploring potential expansions to St@rtup’s flagship location and additional co-working spaces in the region if demand is sufficient. Future events also include mixers, networking events and a member newsletter

While Brackbill and Porter have planned ahead, the nature of St@rtup’s future will be dictated by the interactions of its members. “Co-working spaces organically coalesce,” said Porter. “It’s very open and flexible.”

Historical Figure: New Director Leads Historical Society into Next Era

May 23, 2013 | by Andrew Hermeling

When Nicole McMullen was asked what brought her back to Harrisburg, she replied coolly, “I fell in love with the John Harris/Simon Cameron Mansion.”

While many of us here would agree that the mansion is one of our local gems, pulling McMullen away from her previous position was no small feat. She most recently served as the executive director of the Maui Historical Society in Hawaii.

“It was very difficult leaving Hawaii,” she admitted, “but the midstate is my home.”

On March 4, McMullen began her tenure as the executive director of the Historical Society of Dauphin County. She replaced Kathryn McCorkle, the society’s highly regarded leader who retired after eight years at the helm.

McMullen has deep roots in the area. She was a student of history at Gettysburg College then completed a master’s degree in American Studies at Penn State Harrisburg. Prior to moving to Hawaii, she served in various positions in Cumberland, Lancaster and York counties.

Job Requirements

It’s fortunate that McMullen is so enraptured by the mansion as its continued preservation is one of the most important roles of the executive director.

According to Thomas Gacki, the former board president who chaired the search committee that hired McMullen, “Our single greatest asset—as well as our single biggest financial challenge—is the John Harris/Simon Cameron Mansion.”

As McMullen herself states, “The city has done a great job of preserving it for future generations. However, a structure that old requires constant care. One of my primary objectives is making sure that we are always financially prepared for the mansion’s restoration needs. Even now, we are preparing to do restoration on the woodwork as part of the home’s regular maintenance.”

Beyond this work, McMullen will take care to further the society’s mission “to collect, preserve, exhibit, publish and promote interest in the history of Dauphin County for the benefit of the public.”

“Like virtually all small non-profit organizations, funding is a challenge,” said Gacki.

“But the society is holding its own. We have a decent base of individual members who support us, but we need to expand our corporate support. We receive some help from Dauphin County, the Pennsylvania Historical and Museum Commission and private foundations. McMullen will oversee crucial fundraising events.”

McMullen’s Vision

McMullen is inheriting an historical society with a healthy budget located within a community that is enthusiastic about history and historical preservation. The wonderfully preserved mansion is a testament to these efforts. However, while the situation at the society gives her reason to be optimistic, she has no intention of resting.

“She is facing the challenging task of succeeding an iconic leader,” said Gacki. “Fortunately, she has a nearly ideal background for the job. Her previous experience in Hawaii was with an organization remarkably like our own. She is tasked with improving our educational programs in particular, as well as revitalizing our volunteer base.”

For McMullen, a primary job is raising the profile of the organization.

“While an active and enthusiastic group of participants already exists, we can always do more to raise awareness,” she said. “Historical societies should be community organizations and a community resource for learning. I want to work more closely with area schools. I want to make sure we continue to regularly offer student tours.”

Invariably, in the 21st century, raising awareness is a predominately digital activity.

“We have a wonderful collection of archival materials here at the Historical Society,” said McMullen. “I am committed to putting more of our collections online, granting access to researchers and students all over the world. A lot of people don’t realize just how extensive our archives are.”

An increased digital presence, including the use of social networking tools such as Facebook, will also allow the society to connect with other historical organizations so they can pool their resources and assist each other in their preservation efforts.

Beyond this, McMullen wants to expand the programs available to the public. This will require additional exhibit space, something that she is also exploring.

Charting Her Course

As McMullen continues to transition into her new position, she will oversee numerous programs available to the community.

She is excited to offer lectures on the second Sunday afternoon of each month. Open to the public, these talks will highlight the history of the city and surrounding area.

Additionally, a new exhibit debuted in April and will run through Sept. 26. The special presentation of 1920s fashion features collections on loan from the Shippensburg University fashion archives. To give the collection a proper debut, the mansion played the role of speakeasy, recently hosting a ‘20s-themed fundraising event.

“We are hopeful that Nicole will be with us for a long time and will grow into a respected community leader,” said Gacki. “We believe she will chart her own course in this regard.”

Shirt Shock: An Old Power Station, a T-shirt Print Shop & Some Fun Weirdness

May 22, 2013 | by Debbie Merlo

No check in or extended stay is required, but, if he knows you’re coming, Mike Ritchey will leave the gate open.

Graciously and far too modestly, he will also explain what’s going on inside the thick-walled, mammoth fortress, just beyond the foot of the Maclay Street Bridge.

The former PPL electric power station is now the home of Hi Voltage Productions, an apparel printing business where, it’s rumored, some of the coolest T-shirts seen around Harrisburg have been created.

Converted into a print shop he runs with wife Tracy, Ritchey has covered nearly every inch of wall space with memorabilia—and each has a story. This includes “the cheap $3 frame” hanging in his office that once held his now-missing diploma from Shippensburg University. He says he’s not worried about the piece of paper. His mother will confirm that he graduated, and he’s more intent on explaining the importance of the Captain America picture that replaced it.

In the main room, where most of the work is done on both manual and automatic presses, a 1965 pinball machine, completely restored to working order, is just a few steps beyond the machinery, resting against a wall and waiting, waiting—until a rough day that calls for playtime brings it to life.

Ritchey says he’s acquired most of what’s hanging and perched in places around the room because people have come to know his love for tinkering and rebuilding “stuff.” And, when they don’t know what to do with something, they call him first to ask, “Hey, do you want this?”

That, he says, is how the piano sitting next to the pinball machine wound up there, too. When he and Tracy went looking for a new home to buy, he asked the agent if the abandoned piano he spotted in a corner came with the purchase. Turns out they didn’t take the house, and the new owners didn’t want the piano, so, the realtor called Ritchey back to ask if he still wanted it.

He said “yes” and then was told: “Come get it, it’s yours.” With limited time, few friends able to help and no truck, Ritchey rushed the piano down N. 2^nd Street to its new home. Laughing at the memory, he recalls that it was “heavy and scary.” Then he adds, “Those wheels are small, and not meant for rolling down a busy street in the middle of the afternoon.”

Ritchey’s focus on fun doesn’t overshadow his strict adherence to quality work and an unwavering commitment to a happy customer experience, one without the hassles of added set-up fees and extra charges. He even points out pieces of machinery he’s built himself, such as an exposure unit used to burn screens that, he says, he “put together from garbage”—stuff he gathered “here and there” to make it work.

Ritchey is content to elaborate with entertaining stories about a previous life as a bicycle messenger in San Francisco (where he met Tracy) with evident passion. But the main idea is for others to recognize that “he really does know graphics,” while being unapologetic for the low-key persona that, he says, doesn’t allow him to go out on the street with self-promotion in mind.

He likes to relax, have a beer and talk “about fun things, but I won’t leave this building and go around asking people, ‘so you want to talk about T-shirts?’” He says he likes to just “do his thing,” adding that, while some days can be bad, how awful can they get— being in here, surrounded by “all this fun stuff?”

He adds “even if you do want to remain ‘low-key’, you’ve got to make things fun and exciting …”

An automatic press isn’t necessarily synonymous with fun and excitement, but acquiring one was necessary. Business was steadily growing and producing a large order with the manual machine meant working into the wee hours of the morning, less time at home and more aching muscles than he’d care to count.

Huge fans of pop culture art, both Ritcheys say their home is similar to the shop in reflecting their tastes “except that it’s a normal house.” With a deep, guttural laugh, Mike points out two posters while explaining the distinctions—obvious only to the trained eye and not the clueless—between screen prints and digital photos.

Pointing upward he says: “See where the colors bleed …” before launching into another engaging tale of how this particular poster came to take up residence on that particular spot of concrete wall—as he graciously ushers his guests down a staircase to the next phase of the tour.

Hi Voltage Productions is located at 628 Maclay St., Harrisburg. More information is at 717-695-7365 or https://hivoltagepa.com.

Fraught with Problems: This Year, the Administration Has Pledged to Straighten Out the HUD Grant Process.

May 21, 2013 | by Tara Leo Auchey

It’s that time of year again.

Every June, millions of dollars of federal funds are allocated to various organizations, projects and purposes with the intent of reviving the City of Harrisburg’s most impoverished people and places.

The money comes from the U.S. Department of Housing and Urban Development (HUD). HUD awards Harrisburg yearly grants, which are to be used to rehabilitate devitalized neighborhoods, reduce blight, improve the housing stock and support community and economic development specifically for low-income residents and communities in the city.

Those are the general parameters HUD outlines. The particulars are up to the city.

That responsibility falls to Harrisburg’s Bureau of Housing. In fact, HUD even furnishes funds for the bureau to hire staff to help with this process of establishing program and funding priorities. Every five years, the city is required to assess itself and analyze its needs in order to develop a Consolidated Plan that institutes revitalization intentions and presents strategies for accomplishment. Once that blueprint is in place, an Annual Plan is put forth each year to fulfill it.

Right now, the city is in the midst of its 2010 to 2015 plan and attempting to meet the following goals:

Increase homeownership
Create affordable housing
Decrease blight
Create jobs
Support services for homelessness

The current Consolidated Plan was established during the Reed Administration and is now being implemented by the Thompson Administration.

Unfortunately, the change in administrations resulted in a loss of prominent staff and, subsequently, institutional knowledge. As a result, over the past few years, the annual HUD process has been wrought with challenges and delays.

[sub]Most Discretionary

In recent years, the Community Development Block Grant (CDBG) program has been particularly fraught with problems.

A portion of CDBG funds are granted to non-profits that demonstrate projects and services that align not only with the broad objectives of HUD but also with the more specific goals of the city’s plan. Some examples of the way CDBG funds may be used include, but aren’t limited to, the purchasing of real estate; repairing and rehabbing properties; demolition; and certain public services, such as job training programs, housing guidance and addiction counseling.

In the past, CDBG monies have helped renovate the McFarland Press Building, maintained the Mayor’s Office of Economic Development Revolving Loan Fund and partially financed the Broad Street Market’s new HVAC system, to name a few of the more notable uses of the grants.

The CDBG category of funds is the most discretionary of the city’s HUD funds. Any viable project is welcome to apply, and the city holds public sessions on how to do so. Upon receiving and reviewing the applications, the Bureau of Housing makes recommendations, the mayor evaluates them and directs changes, then City Council holds public hearings making further adjustments before finally voting on the funding allocations.

Despite a timely application, interview and legislative process, awardees for both 2010 and 2011 funds had to endure almost year-long holdups to access their funds because of the administration’s confusion with the HUD CDBG program. Director of Building and Housing Jack Robinson cited a lack of staff, misunderstandings and too many responsibilities as reasons his department had a difficult time meeting HUD requirements and distributing the funds accordingly.

The delays caused many groups, such as the Heinz-Menaker Senior Center and the Central Allison Hill Community Center, to put off their projects until the city sorted out its problems.

[sub]An Issue of Competence

Another area that has caused controversy is the CDBG funds for demolition.

In June of 2012, much to Mayor Linda Thompson’s chagrin, the Harrisburg City Council cut back the city’s Emergency Demolition from $400,000 to $200,000. During the public hearings on these matters, City Councilors were very clear why they lessened Emergency Demolition—the Administration had not used any of its funds from the year before. In May 2012, Housing Director Robinson stated that no demolitions had taken place in 2011. So, council diminished the funds and allocated the money to other CDBG projects. In 2012, about a dozen properties were demolished; however, only one has been taken down so far this year. The administration has blamed the lack of demolition on an insufficient workforce, more than anything else.

HUD representatives have expressed extreme patience with Harrisburg. Last year, several awardees were concerned about losing their funds because of the delays, and, while there are federal guidelines in place about using CDBG money in a timely manner, HUD alleviated those worries by working with city officials to put the program on track. As one HUD representative stated, “Recapturing the funds is a measure of last resort.”

Harrisburg’s hassles with CDBG allocations are not an issue of misuse or abuse. It’s more or less an issue of competence and knowledge of the paperwork involved. The city does not hold the funds. HUD does, and grants aren’t released until all the proper documentation is received.

While there was still some delay in doling out the 2012 grants, the Bureau of Housing seems to be righting its management of the HUD programs.

This year, Harrisburg’s Annual Plan proposes $210,000 funds in public service activities, $287,739 in housing and community development activities and $150,000 in Emergency Demolition.

The particulars of the plan can be found on the city’s website. On June 5 at 5:30 p.m., the Bureau of Housing will formally present its proposals to the Harrisburg City Council. Not only is public input encouraged, it is a mandated aspect of HUD’s overall policy. Any decisions the city makes are to be reasonably influenced by citizen participation and feedback.

HUD funds are incredibly important with a great emphasis on the CDBG program. It’s the CDBG grants that come the most directly and discretionally to the community. If allocated keenly and governed skillfully, there can be a significant burst of activity in the form of dependable projects that serve to better the City of Harrisburg.

This process is indeed something the public should pay attention to.

Tara Leo Auchey is creator and editor of todays the day Harrisburg. todaysthedayhbg.com

4 Candidates, 3 Questions: Mayoral hopefuls tackle the issues of financial recovery, crime and economic development.

May 19, 2013 | by Admin

Primary day is just around the corner, and four candidates for mayor—Lewis Butts Jr., Dan Miller, Eric Papenfuse and Linda Thompson—want your vote on May 21.

To help inform our readers, TheBurg asked each candidate to answer the same three questions. Their answers are insightful and even intriguing. We exercised a light editing hand to capture the candidates’ responses most honestly.

Lewis Butts Jr.

1. What’s your position on the financial recovery strategy being implemented by the receiver? Do you favor or not favor municipal bankruptcy for Harrisburg?

I am not in favor of bankruptcy. To show fiscal responsibility, we must work with the receivership to implement my comprehensive plan that addresses new revenue streams that will satisfy our creditors as well as the receivership. We must create jobs by presenting a vision and plan for the citizenry that benefit the citizenry.

2. If you are elected as mayor, what is one chief community development or anti-crime initiative you would work to implement?

I have a two-tier approach to reducing crime while improving transparency within our city. First, in Wi-Fying Harrisburg, we will create a vehicle of communication, education and security. With a Wi-Fi cloud around Harrisburg, we can erect security cameras anywhere we deem. Our administration will become more transparent. Funding for the cloud will come from Google. Second, to produce more culturally competent officers, we will create a Harrisburg Police Academy in the high school and train cadets who were raised in the city by the city. They will understand the demographics of our city by being a product of the environment.

3. What, in your opinion, does Harrisburg need to better promote economic development in the city?

Harrisburg needs to adopt a new marketing strategy, which integrates easier in the tourism industry. We need to create new tourism attractions. My platform consists of the erections of the Harrisburg International Aquarium (HIA) located at the old Post Office on Market Street. This will attract millions of visitors. The advantages are that it’s on the rail line, and the aquarium will offer more than 500 jobs to the capital city. The hydroelectric dam will create a revenue flow of over $240 million annually, and, by enhancing our natural environment, we will create a new image for our citizenry and visitors. I will create more heritage parks that illustrate our contributions to the Civil War in the Uptown districts. I will also create a PennDOT Plaza; it will have nine eateries and 17 retail shops and will attract patrons of PennDOT, as well as state employees.

Dan Miller

1. What’s your position on the financial recovery strategy being implemented by the receiver? Do you favor or not favor municipal bankruptcy for Harrisburg?

I do not support the Corbett administration’s Recovery Plan for Harrisburg, which has doubled income taxes on residents and offers to sell the city’s revenue-producing assets, such as the parking garages. This punishes citizens and is bad fiscal policy. Why should the city sell what brings in money? Unlike the Recovery Plan, bankruptcy will require shared sacrifices not just from citizens, but also from outside interests such as the municipal insurance company, which guaranteed this bad debt. Bankruptcy will steer Harrisburg towards fiscal revival, whereas the Recovery Plan will not.

2. If you are elected as mayor, what is one chief community development or anti-crime initiative you would work to implement?

Public safety is one of the most important issues facing the City of Harrisburg, and mitigating gun violence is of the highest priority. First, I would establish an Anti-Gun Enforcement Program in the Criminal Investigations Division of the Bureau of Police to give the issue the attention it deserves. Rather than cordon off a small area for a few days, I will implement a proactive policing strategy targeting a long-lasting reduction in gun violence. A top priority will be to make certain that every streetlight in the city is working.

3. What, in your opinion, does Harrisburg need to better promote economic development in the city?

In addition to creating financial stability and promoting public safety, I will strengthen the city’s basic services for lighted streets without potholes and with timely snow removal; as well as for solid water mains and clean, safe parks.

Clearly, Harrisburg’s revival depends on basic city services. A safe, well-maintained Harrisburg would attract businesses and creative, working people to locate here and to enjoy its natural and urban wealth. A safe and appealing city is good for residents and critical to economic growth.

Eric Papenfuse

1. What’s your position on the financial recovery strategy being implemented by the receiver? Do you favor or not favor municipal bankruptcy for Harrisburg?

I do not favor municipal bankruptcy for Harrisburg. Bankruptcy would bring significant negative impacts for both businesses in Harrisburg and residents. I support the receiver’s efforts to negotiate a fair settlement of Harrisburg’s debt, and there are clear signs of success. If the receiver is able to effect a plan to relieve Harrisburg of the massive debt generated by years of mismanagement, the city will be poised for a new era of growth. It will then need solid leadership to restore confidence and trust.

2. If you are elected as mayor, what is one chief community development or anti-crime initiative you would work to implement?

Fighting crime in Harrisburg must focus on its root causes, as well as on details like increasing street lighting in our neighborhoods and neighborhood policing. But the single most important thing we can do to impact crime is to improve Harrisburg’s schools. We will focus our efforts on exploring innovative ways to improve education, including helping to provide parents options in where they send their children to school. I propose keeping school libraries open late so that students have a safe haven for the evening hours. And we must work with non-profits to create after-school and mentoring opportunities. I will launch a task force to research what is working in other parts of the nation and provide recommendations for what will work in Harrisburg.

3. What, in your opinion, does Harrisburg need to better promote economic development in the city?

Harrisburg needs a mayor who will cooperate and welcome business interests into our city. The city presently does not even have an economic development official. The mayor is the prime ambassador for the city and establishes the image that is reflected throughout the region, country and the world. I would move to immediately improve Harrisburg’s image as collaborative and cooperative with neighboring areas and with business interests.

I have a comprehensive plan to encourage economic development that includes the following priorities:

Creating an economic map of the city, neighborhood by neighborhood, to determine needs for small businesses and services.
Supporting smart use of tax abatements to spur new commercial development and to support improvement of residential real estate.
Creating a Business Incubation Plan to assist small businesses.
Supporting smart and effective use of KOZs to stimulate development in the city.
Partnering with CREDC, the African American and Latino chambers to support their initiatives, possibly offering office space in City Hall to strengthen cooperation between city and small business.
Rebranding the city as a warm, friendly and progressive city that is open for business.

Mayor Linda Thompson

1. What’s your position on the financial recovery strategy being implemented by the receiver? Do you favor or not favor municipal bankruptcy for Harrisburg?

I have supported the receiver’s plan and worked closely with the receiver and his team to implement the plan. I have said bankruptcy is an option of last resort if needed to leverage participation in the debt solution, which would be done in cooperation with the receiver. Implementation of his plan, which is very similar to the original Act 47 plan and my Act 47 plan, requires significant work beyond the day-to-day operations in City Hall. We are focused on a solution to the debt crisis, but also working to improve city services to Harrisburg residents. We’ve had our challenges, but I feel we are making real progress for our residents. Some have advocated filing bankruptcy without a plan. This would have been catastrophic for the citizens of our city. The cooperative approach with my administration, the receiver, City Council and the county is working. The city will soon complete the monetization of the incinerator and the parking facility, which would eliminate all related incinerator debt.

2. If you are re-elected as mayor, what is one chief community development or anti-crime initiative you would work to implement?

The city administration has instituted the Neighborhood Safe Zone Initiative in several neighborhoods in the city, and it is an excellent way to focus resources on a stressed neighborhood to implement police actions, ordinance violations and other social services, which clamp down on street crime, while we build community stability and local cooperation with our police and social service programs. We are arresting criminals in our city, and we are taking firm action to right blight.

3. What, in your opinion, does Harrisburg need to better promote economic development in the city?

This administration continues with our strong message that Harrisburg is open and welcoming to business. We are growing our tax base and creating job opportunities for our residents. Since 2010, we have issued 1,800 new business licenses and created 1,442 new full- and part-time jobs. Promoting economic development starts with the same things city residents want: a safe city; an efficient, well-run city government that provides information and is timely with permits; one that encourages investment; and a solution to the debt problem, which has created many false perceptions about the city. Progress is taking place in all areas. Solution to the debt crisis will send a positive message about the stability and the costs of doing business in our city. These are basic things that businesses and developers interested in developing in our city need to know. When we are successful with development, it demonstrates certainty about the future. Reasonable city fees and taxes, competency and cooperation of the city administration and public safety are key. We need younger and older professionals living in our city to increase the city’s tax base, and who will support our local businesses and grow additional businesses that produce income for the city, so we can focus reinvestment in our more distressed neighborhoods. Offering more incentives, like the LERTA and KOZ program that I have proposed and state tax credits, will help promote economic development.

Hospital that Once Was: In a few decades, Harrisburg State Hospital went from thousands of patients to zero.

May 19, 2013 | by Jason Wilson

Just east of the Pennsylvania Farm Show Complex are the grounds of the Harrisburg State Hospital, the commonwealth’s first public facility for the mentally ill and disabled.

Originally planned in 1845, the official name became the Pennsylvania State Lunatic Hospital in 1848 and eventually just the Harrisburg State Hospital. The hospital was an outgrowth of progressive reforms in Pennsylvania government, but also the tireless lobbying efforts of famed social reformer Dorothea Dix.

The first “main” building was built and designed by architect John Haviland. The large structure could accommodate 300 patients, as well as hospital staff and administration. Room, board and treatment were funded by the patients themselves or provided for by the counties of admission. The initial fee was $2 a week per patient, but was later based upon ability to pay.

As admissions to the hospital grew, the construction of the north and south wings became necessary. One wing was for female patients and the other for male patients. Over time, more wings were added, each 20 feet back from the former.

This design, called the “Kirkbride Plan” was named for Dr. Thomas Kirkbride, superintendent of the Pennsylvania Hospital for the Insane in Philadelphia. This plan allowed as much air and natural light into the buildings as possible. To the rear of the main structure was a bakery and boiler facility for heating the hospital. As the 19^th century wore on, the hospital kept expanding, including numerous types of trade buildings, such as a carpenter’s shop, blacksmith’s shop, paint shop and a 150-acre farm, which made the entire hospital largely self-sustaining.

By 1893, the main building was showing signs of wear. Therefore, the General Assembly appropriated $100,000 to remove it and build a new administrative building, completed by architect Addison Hutton in 1895. The commonwealth went on to appropriate more funds to remove old buildings and construct new ones, and the overall plan of the hospital was changed to what was termed the “cottage house” system.

Architect Hutton, along with John Dempwolfe, practically redesigned and reconstructed the hospital in its entirety from 1893 to 1912. The new hospital could accommodate 1,000 patients, and the male and female areas mirrored each other in construction. Numerous employee quarters were also constructed on the grounds, including physician quarters and residences for married employees. Tunnels connected the buildings and also served as conduits for steam and electric.

During the 1930s and ‘40s, the hospital continued to grow in terms of patients, but was able to avoid expansion through parole of patients, as well as transfers to other hospitals. At its peak in the 1940s, more than 3,000 patients were housed at the hospital. By the 1960s and ‘70s, changes in the approach and treatment of mental illness led to the gradual abandonment of numerous buildings.

Patients at the hospital decreased until the late 1990s. Governor Ed Rendell officially closed the Harrisburg State Hospital in 2006, but not after it gained some fame for being used in 1999 for the set of the film “Girl, Interrupted.” Most buildings have now been taken over for use by other state agencies, but a walk around the grounds is still a journey through the history of institutional architecture and mental health in Pennsylvania.

Jason Wilson is a historian for the Capitol Preservation Committee.

Linking Locals: Harrisburg-area professionals connect online.

May 19, 2013 | by Don Helin

I vividly remember when I got what writers refer to as The Call, the day Medallion Press phoned to tell me that they wanted to publish my first novel, “Thy Kingdom Come.”

I was thrilled, of course, but quickly realized that I was blissfully ignorant of what publication actually meant: contracts, legalese, marketing plans, a website, social media, blogs, newsletters, e-books, tax matters, etc.

I needed a place to go for answers to specific questions and items. And it would be helpful if I could get those answers and meet people who might advise me without dashing to a bunch of nonproductive meetings. When I scoured LinkedIn, I found the answer for me: “Linking Locals West Shore – Harrisburg” started by Joe Malis, a professional financial planner.

Linking In

LinkedIn is a social networking website like Facebook and Twitter, but more focused on a business and professional point of view. It operates the world’s largest professional network on the Internet with more than 100 million members in more than 200 countries and territories. There were nearly 2 billion people searches on LinkedIn in 2010.

In Greater Harrisburg, Linking Locals is the largest public LinkedIn group with nearly 1,900 members. In 2009, Malis began building the membership with a community philosophy of “pay it forward,” giving to others without expecting anything in return.

“I’m Italian and like many other nationalities, new immigrants relied on their community to provide work, shelter, safety and protection,” said Malis. “They fed each other’s families when food was short, offered companionship, empathy, they watched each other’s children, offered a helping hand to the members of their group until they got on their feet.”

For LinkedIn to be of value, individuals must be active within their group. They must engage in the discussions and, when they have something noteworthy to share or need help finding a reputable painter or realtor, for example, they can start a discussion. By participating, group members get to know one another. It’s a natural tendency to do business with people we know and trust. And, once members trust one another, they can begin referring business or sharing their skills.

Linking Locals offers networking opportunities for its members, as well as face-to-face connections. Lunchtime networking and happy hour events are held monthly. Plans are now being finalized to offer breakfast networking opportunities, as well. So, no matter the member’s personal obligations or time restrictions, a networking opportunity is available to build relationships with other Linking Locals members. Conversations from these events continue in Linking Locals discussions.

Chris Lawrence, the marketing manager at Quantum Imaging & Therapeutic Associates, is a member of the group.

“I was at a stage where I needed to get references on three projects for our company that involved contractors (painting, carpeting and building),” he said. “We have already completed the first two projects, a direct result of referrals from Linking Locals recommendations. I was spared from having to interview prospects, and that saved me a world of time that I could use on other duties.”

Linking Locals also offers members the opportunity to form sub-groups. One such group is the new Linking Locals Lone Wolf Group, which is for individuals who are either a “one man shop” or work out of their home as a satellite office for a larger company. Group members hold each other accountable to meet their own personal goals, whether they be daily, weekly or monthly, professional or personal.

In addition, Linking Locals recently entered an agreement with the West Shore Chamber of Commerce to co-host and jointly market additional networking opportunities. “Our first monthly event will be open to the public and provide speakers to educate or offer interesting information on a variety of topics,” said Malis.

As in any group, problems have arisen along the way.

“All too many LinkedIn users see the group discussion boards as free advertising platforms, screaming I have something to sell,” Malis said. “These sales pitches promoting a product or service stifle interaction between group members, discouraging discussion.”

Also, many of the so-called social media experts teach their LinkedIn clients to start a discussion daily, as though they are blogging. This too can drive potential clients and referral sources away. Too much of either can kill a group, turning it into a ghost town.

“This is the exception,” Malis said. “The vast majority of LinkedIn users are professionals who wouldn’t consider such behavior.”

Next Steps

So, what’s next for Linking Locals West Shore – Harrisburg?

“My goals are simple,” Malis said. “First, to engage more members in the group, second, to grow the happy hour meet and greet events to over 100 attendees, third, to ensure the co-hosting relationship with the West Shore Chamber is mutually beneficial, and fourth, to encourage more discussions and posts.”

Lisa Heintzelman, president of Illuminations Consulting, is likewise enthusiastic.

“We have the opportunity to meet face-to-face twice a month, while continuing the conversations online,” she said. “I particularly enjoy the diversity and collaboration with other members. Joe encourages members to develop relationships. I see our strategic partnerships as a win-win because members may become referral partners and that helps us all.”

I’ve been a member of the Linking Locals site for about two months. In that short period of time, I have met a number of businessmen and women in Harrisburg and the West Shore and learned a great deal. And one of the best parts is I don’t have to put on a blue suit and tie to learn. I can do it from my own house in sweats if I want and can keep working on my computer. No commute. No wasted time. And I get the help I need.

For more information on the site, Linking Locals West Shore – Harrisburg, go to the LinkedIn website: www.linkedin.com. If you are not already a member, sign in, then go to groups and search out the site. There is a Help Center if you should need assistance.

Don Helin published his first thriller, “Thy Kingdom Come,” in 2009. He recently published his second, “Devil’s Den.” Don lives in central Pennsylvania and is hard at work on his next thriller. Contact him at www.donhelin.com.

Tour de Stash: Some of Harrisburg’s most creative ladies join forces for new boutique.

May 19, 2013 | by Dan Webster

Don’t be confused by the name, midstaters: Pennsylvania has not legalized the goofy green. Stash is the newly minted name for a vintage boutique store co-owned and operated by four city residents: Anela Bence Selkowitz, Jessica Flynn, Haley Harned and Jen Merill.

You might recognize these women from their day jobs as photographer/events promoter of Studio A, spunky and agreeable barista of Little Amps, craft all-star and freelance journalist, respectively – and now they’ve combined their artistic passions to galvanize their love of second-hand attire. Spawned out of a conversation to begin a multi-level food/clothing co-op, they settled on part of the dream, Stash.

The store is a discussion of its own. Owned by Bill Andring, whose law practice once occupied the space, both the exterior and interior seem serendipitously suited for the Stash girls’ concept. Situated on the corner of Green and North, the storefront is defined by its black columns and large, oval windows with a wainscoated skirt of light blue panels outlaid by golden pinecones.

Flynn said they all walked and gathered at the Green Street location, marveling at this corner building, only to find that they were at the wrong place. The prospective landlord was up a few doors waving them down to a row house they ultimately decided against. Fortunately, the first floor of the 234 Green St. was tenant-less, and Andring was happy to lease them his former office.

Inside, as they prep the interior, Merrill points out that almost all the accoutrements are “sustainable and upcycled. The driftwood was gathered by Anela to make the clothing stands, and the bookcases were bought at auction,” so the ethos of recycling will be all encompassing. For the interview, they all sat on top of a recently purchased second-hand carpet.

When asked who their target market is, Flynn answers, “everyone,” and Bence Selkowitz says, “we hope to attract the vintage lovers as well as 50-year-olds,” before Harned adds, “and the 12-year-olds as well.” Their ambitious and synchronized goals are butting up against conventional wisdom that says clothing storefronts are a dying breed, much like the print publication you are reading. But Merrill sees the Etsy online model as overhyped and senses that people in this area are ready for a shop like this.

Situated in between the thriving, upscale restaurant operations of Home 231 and Mangia Qui, a stone’s throw from the Capitol complex and positioning themselves as a 3rd in The Burg destination, Merrill can at least justify the “location, location, location” mantra. Just as important, however, they will sell their clothing at a generous and democratic price point.

“The bulk of the items will be less than $50,” says Harned, “and most dresses will only cost between $20 to $30,” says Selkowitz. While they’ve decided against consigning, at first, they will offer men’s, women’s and children’s clothing along with some specialty items like furniture and accessories.

“This will be a clean operation, everything will be steamed and sanitized,” says Harned, so you won’t need to dig through racks and racks (i.e. thrift store style).

The paradigm of fashionable/vintage stores is evident in places like A Passage in Time located in Lancaster and various boutique joints in the Hampden neighborhood of Baltimore. What Bence Selkowitz and cohorts realize is, unlike those stores, they have to avoid price gouging, so they can cater to their market while Harrisburg can add to its growing compilation of valuable (and hip) entities in the Midtown and Uptown neighborhoods. The next evolution can be found in places like Stash.

Stash is at 234 Green St., Harrisburg. Hours are Wednesday to Friday, 11 a.m. to 2 p.m. and 4 p.m. to 7 p.m.; Saturday, 11 a.m. to 7 p.m.; and Sunday, 11 a.m. to 4 p.m.

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