Thursday, June 27, 2013

Angels Feed Homeless, A Story About Gratitude

"We're not supposed to give up on these people."

On the street,  he goes by the moniker "Ninety-nine," and as a black homeless man, discrimination comes in the form of racial slurs from passing cars. As the car disappeared, the words echoed in my brain. But not Ninety-nine's, "There is no quitting," he said.

 Ninety-nine chats with Hayseed, in Portland, Oregon.

In a story that was captured during a three-month stint as reporter/investigative journalist for my community, the abuse of homeless is as obvious as the element that homelessness brings. Some abuse power, and some simply have no gratitude.

In Albany, at the Soup Kitchen, where food for dinner is prepared and served three times a week, I found a haven for angels. The men and women volunteers who spend the twenty-plus hours a week cooking and cleaning for the Soup Kitchen, they do it to simply help society out. At one o'clock every Monday, Wednesday, and Friday afternoon, these volunteers arrive at St. Mary's Church, to start preparing dinner.

From slicing fruit to dicing vegetables, to recycling cardboard and washing dishes, the task is substantial. Each dinner takes a dozen volunteers to prepare the food, cook dinner, serve the average sixty people, and then clean the kitchen. The time spent is about seven hours per meal. That doesn't include the daily rounds that some make, gathering food and kitchenware from donators like Walmart, Albertsons, and Starbucks.

Most are gracious for the effort and the good food. In addition to meals, the Soup Kitchen also hands out groceries to the needy. Some of the patrons at the Soup Kitchen would rather steal food, among other things.

The Albany Soup Kitchen at St. Mary's Church on 9th and Ellsworth, dinner at 5p.m. every Monday, Wednesday, and Friday.


Among the up to 100 that eat at the three-times-a-week dinner, many are more than ungracious, they are stealing from the Soup Kitchen itself.

On a recent Wednesday, when Walmart delivers a boxvan of groceries, ranging from 1/2 gallon milks to quality meats, I witnessed no less than three substantial food thefts as well as an Oxford House resident explode after being confronted.

Oxford treatment houses were created in the 1970s by an ex lawmaker, when his own treatment facility lost funding, the lawmaker and resident alcoholic funded the home himself.

The Oxford House is a drug treatment facility that requires community volunteerism and active participation in rehab. Some residents are volunteer workers at the Soup Kitchen because of that treatment requirement. And most do a good job. Some use the kindness of the women that run the Soup Kitchen, to their "advantage" by showing up late, clocking in and leaving, clocking in and not working, and only showing up for the food truck. The last reason is because much of the donated food is handed out as groceries to the needy. In light of this fact, many show up on Wednesday to either steal the food, like Michael Wilde(a problem street alcoholic) did try, or to clock in for treatment and bag up groceries and then leave.

At one point on this particular Wednesday, I watched as a volunteer cook asked the treatment house workers to peel garlic. Nobody moved an inch.

 The Soup Kitchen during dinner prep.

One of them muttered, "Not all at once," referring to the table full of Oxford residents.

At a real job, that sort of work ethic would be met with a final check, at the least. Should we ask ourselves if managing drug addicts in a positive, but "stay clean" message, should social responsibilities also be a part of the message? And be included in the treatment?

These are questions that need to be answered. Massive amounts of theft occur in these "communities," such as homeless meals and shelters, and treatment facilities. The amount of disrespect, that the homeless and addiction cultures bring, is costing the the people that deserve the incredible help.

The St. Mary's Soup Kitchen, run for 30+ years, is not the only charity arena with angels and devils. Love, Inc., Albany Helping Hands, Signs Of Victory Mission, all have certain "qualities" in treating the social problem of homelessness. But they all have varying degrees of serious problems.

Addressing those problems is the start of real rehabilitation. The kind of rehab that keeps bodies clean and alive with zest for life and appreciation for those who spurred that second chance at a life other than drugs and streetlife. Some problems, such as Signs Of Victory management being accused of theft, are in need of better leadership. Some, such as the Oxford House resident unable to maintain a gracious attitude in addition to his laziness(Pat, the eldest volunteer at the Soup Kitchen, told him "You don't work."), are in need of stringent rules regarding living in the treatment program.

Integrating social responsibility into the drug treatment will help bring the addict up to speed regarding the interaction with the public. No longer should manipulation, thievery, and violence be the answer. A deep regard for the well-being of other people should be passed along.

Just as it was passed to you.


















Marcy and the always present smile. Juice cart included.


This is my first draft- interviews with Oxford House, The City of Albany, and St. Mary's forthcoming.

Friday, June 21, 2013

A Steelhead Haiku by Ronald Borst

wake up with coffee
morning clouds blanket the sky
time to go fishing

Self portrait on the South Santiam River, via 10 second shutter delay.

Wednesday, June 19, 2013

10 Tips For A Summer Steelheader

In late spring, and into the heat of summer, the river runs ice cold. But the fishing can be red hot.

Summer steelhead where I live in western Oregon, run mostly in the 6 to 10 pound range, with plenty of 12 pounders around. Fish upwards of 18 pounds have been caught. These hatchery-grown seafaring trout have broken hearts, in addition to fishing lines.

The Waterloo boat ramp and casting lessons.


Tip #1 is obvious. In summer weather, conditions are like a ripe apple, perfect for taking the kids fishing. The preparation involved in bringing the kids along isn't much different than any other outing, as plenty of water and snacks are always good. Teaching the skills that lead to successful fishing is not just tying knots and casting lures, it is also respect for nature. Leave no sign and thank-you for not littering.

Tip #2 How to deal with the crowds is a common question along the river, as the times have brought less fish and more people. But it is okay, because an active and critically thinking rivermonger can, and will find water to fish. The key is to not pass water up. If you are either hiking the bank, or boating the river, fish any water that is fishable.


The South Santiam, away from the crowds.


Tip #3 is about what areas to fish and move with, and when to stay in an area. I tend to fish as I go, casting to the water while covering the riverbank on foot, and this tactic allows me to fish a lot of water. But when I find those bottlenecked, riffly, spots- then I slow down, because summer fish like those three to four foot deep stretches where the water is choppy. And they hold in those spots, gathering steam for the run upriver.

Tip #4 Cover water. As you progress, albeit slowly, downriver in search of chrome, cover the tailout sections and the seams that divide currents. These fish are efficient, and will use the tailouts and seams to hide as well as travel along.

Tip #5 Light line is essential. 8 pound mainline and 6 pound leaders are the norm for me out on the stream. Keep your drag set fairly loose, and keep that pole in the air!

 Moose & Elka on the Siletz, a dandy summer stream, fish it in June, right after the rains hit.

Tip #6 is also common sense. Because of the light line aspect, a pole that can handle these small-diameter lines will be in the 9 foot and longer range, with a line rating of 4 to 10 pounds. The standard 8 & 1/2 foot, 8-12 pound test, classic winter steelheader will not suffice in summer. My best pole is a bargain find, a 'Field and Stream' IM7 graphite 9 footer, rated 6 to 10 pounds. It handles both, light line and acrobatic fish, exceptionally well.

Tip #7 is about leader length, which changes in summer, due to gin-clear water and heavy fishing pressure. These fish are wary. In Tip #5, we discussed light line, and the same concept applies here. Longer leaders are more effective. By isolating the lure, the fish has "less" to decide. And in that clear water, the lure acts naturally, which obviously is less spooky to a steelhead.

Tip #8 focuses on essential gear. Drift fishing in the summer months means lower riverflows. Because of that, you will find rocks more plentiful, and moss seemingly growing from your hook at times. Keeping hooks "sticky" sharp translates into more fish. Carry a file in your tackle, and know how to sharpen "tack sharp" hooks.

Tip #9 is for drift fishing sinkers and leaders. Whether using lead or "slinkies," rigging the snap-swivel backwards will prevent line twist on both the leader and the mainline. In the photo, my lead sinker holder is the black 1/4 inch tubing, and the mainline is attached at the "wrong" end. Attach the leader to the empty side.

Tip # 10, I like to purchase frugally, pack lightly, and leave tangible things for my kids. This means being as efficient as possible. From homemade leader totes, to re-used containers, my fishing days are insured. And the kids' days too.


Thank-you for reading and remember, THANK-YOU FOR NOT LITTERING. Have great days on the river. 

 Self-portrait, South Santiam River at Waterloo, Oregon.

Fly fisherman, South Santiam.

Thursday, June 6, 2013

Innovative Management & Courage To Try New Things

It was an unexpected statement from a seriously passionate educator. And it came from the very top.

"Education is begging for a stirring up."

In Oregon, supposed "progressive state" fails to apply, after 10 straight years of educational budget cuts. At LBCC in Albany, new ideas are welcome, as many have been affected by those fierce budget cuts. In the words of LBCC staff and students alike, "We need to think about the future."

 Linn Benton Community College, and needing a "stirring up."


All it takes is the courage to get on board the innovation train, and try an idea. Steve Iverson did it, in a time when approaches to different ideas were not accepted. Iverson went with his ideas, and his company, Nucor Steel, became a model for management, and for business.

Nucor has little traditional management. In an era of massive structure between CEO's and bottom layer employees, Nucor bucks that trend, and has but four levels of management. And no "mission statement." Bucking business trends indeed.

Points to consider:

1) In "Business Essentials" by Ebert & Griffin, Nucor is examined briefly in Chapter 10. In that chapter, the book asks why Nucor is so successful, and why a lack of individual performance bonuses has been so successful.

The answer is simple. In a team atmosphere, where different individuals contribute to the the total success, focusing on "the team" is held in higher regard.

The benefits are multi-faceted:
  • pride in performance
  • employees take initiative in performance
  • goals are higher and divisional competition spurs excellence
  • idea sharing
  • little management and a respect for employee minds creates innovation in production processes
An old loading dock, integrated into Talking Waters Garden, by innovative employees at Albany's Water Plant

Of course, sometimes the responsibility will cost employees. But that only occurs if production is poor, or quality is compromised.

2) The book goes on to ask the reader to identify the incentives, "financial and non-financial" in Nucor's awesome structure:
  • managers are obligated to give employees opportunity to earn according to productivity
  • employees should feel confident of fairness and security
  • all employees are encouraged to be "cutting edge," even if sometimes failure occurs
  • performance based financial incentives, creating work ethic and pride
 A friend's computer store, that has employee incentives for production AND solving tough problems.

3) Nucor's smallish management size, and its lack of many levels, contributes to the success of compensation by utilizing Ken Iverson's vision:
  • low-level decisions are not only encouraged, it is the process
  • because of such responsibility, Nucor managers are allowed to fail, creating effort and job-security
  • freedom to manage has created a "get-it-done workforce"
In what I see as a hilarious but relevant question, the book asks:

4) Nucor uses no temps, should they? Why or why not?
  • No, why change one of the most successful strategies in the history of business?
  • No, Nucor employees have pride in their "team," do not blow that.
  • I would ask Steve Iverson, honestly that's what I would do...
The reality is this, in light of such a rich history at Nucor, innovation in production management is encouraged as always, but viewing cost-efficiency as a temporary worker is NOT Nucor's bloodline.

My Nike 1990 Air Jordans, and a contradiction in business, as NIKE is a problem and Air Jordan was the best ever.

This chapter was my favorite in this textbook(another business problem) and will get me reading more about Ken Iverson and Nucor today.

As the American economy turns itself around, Nucor will be not only ready, but at the forefront of global business. Not because they sell alot of steel, but rather their approach to business mirrors the management process at Nucor.

5) Some reasons for Nucor's bright future:
  • Expanded range of distribution, as Nucor has and will continue to expand with innovative production(investments & start-ups) and innovative shipping
  • In the wake of devastating economics, Nucor has still maintained its look, which translates into awesome growth and profit in more prosperable times
  • Because Nucor promotes ideas from the bottom layers, ALL employees will be involved in the process of moving from hard times to sustained innovation, and that fact alone means more ideas to grow as a company, and more importantly, to grow as a person and an employee


Some photos I shot at a friend's wedding, a metaphor for the Chapter featuring Nucor. The metaphor is simple, take pride in yourself and your family. Encourage growth and accept mistakes. Learn as you go and strive for peak performance. Love all...

The photos were shot with Canon cameras, the Rebel XTi & 7D.

Lenses are:
                 EFS 18-55mm IS
                 EF  28-135mm IS USM
                 EF  50mm USM
                 EF  70-300mm IS USM

Congrats to Aaron & Lisette, and to Nucor, and to the A-Team,
Good Luck Everyone!



















In the end, it was Ken Iverson's vision, and Nucor's commitment to that very culture in the company. Maybe we should all take notes.

A Business101 exercise in using all the resources on a team, and a Priestman staple.



Attribution:

Ian Priestman's Business 101
Business Essentials, Ebert & Griffin
LBCC interview w/ President Greg Hamann
Industry Week, "Tale Of A 'Maverick'" from Dec. 2004
Good2Work, "Nucor: Decentralized Authority and A Sense Of Individual Responsibility" by Maria Pikalova
Personal reflection and experience

Saturday, June 1, 2013

Aaron & Lisette



                            Click any photo to scroll larger images.






Aaron & Lisette
Mother's Day May 12, 2012
Flinn Building
Downtown Albany







































More to come...

Thompson's Mills State Park in Shedd, Oregon

Copyright Ronald Borst - April 6, 2017