UNIVERSITY of PENNSYLVANIA

Tuesday,March 18, 1997Volume 43 Number 26

IN THIS ISSUE2 Benefits Update: SEC March 19

Hi-Tech Safety Expo March 26-27Wharton’s Higher StillJob Opps: Old and New

Chairs for Law’s Austin and FittsSAS Research Fellowships for FourPenn and the City: April 4

3 Benefits Redesign:The End is Near

OF RECORD: Maternity/Tenure

4 Council Discussion on Benefits

6 Speaking Out: PENNCare Costs

8 OF RECORD: English Fluency forTeachers of Undergraduates

10 Rose Fund; Tutoring/Learning Center

11 Women of Color Awards;OF RECORD: Religious Holidays

12 PENNCOM: Coordinting theEyes and Ears of Public Safety

_________________________________

COMPASS Features14 Mazel Tov! A Major Collection

16 Talking Point: Dennis Culhane onBetter Ways to Help the Homeless

17 Problem? Post-It, Solve It

18 Academic Support: Rallying Around___________________________________19 OPPORTUNITIES22 Penn Printout: The Digest23 CrimeStats, Update24 What’s Next for Addams Hall?

In Tony Ventello’s photos of the smoldering Addams Hall, the view is from the roof of the adjacent parking garage.

2 ALMANAC March 18, 1997

Benefits: SEC March 19The Senate Executive Committee’s ad hoc

committee examining the redesign of benefitswill report to SEC at its meeting tomorrowafternoon (March 19), Dr. Peter Kuriloff toldCouncil earlier this month.

“After consideration of those recommen-dations, we will forward our final recommen-dations to the President, Provost, and Execu-tive Vice President,” the co-chairs of theredesign team say in a progress report on page3 of this issue.

Elsewhere in this issue: Highlights of theMarch 5 Council discussion are on pp. 4-6,and Speaking Out takes up the topic, pp. 6-7.

Hi-Tech Safety: March 26-27In a two-day exposition sponsored by the

Residential Advisory Board, Penn PublicSafety will set up and demonstrate some ofthe existing and proposed safety devices thatare called for in the master plan. The programwill be of special interest to those in theschools and centers who have responsibilityfor the security of the buildings and laborato-ries, or who have budgetary responsibility forproviding such security, according to Secu-rity Director Chris Algard, who has co-authored a guide on pp. 12-13 of this issue.

The fair is open 10 a.m. to 4 p.m. onWednesday and Thursday, March 26-27, inBodek Lounge at Houston Hall. All membersof the University are invited; for guided grouptours, call 573-7800 to arrange in advance.

Wharton’s Even Higher Up...In last week’s summary of Penn graduate

schools’ and departments’ positions in the1997 U.S. News rankings, we regrettablystopped short of the departmental level whenit came to business schools.* Not only wasWharton in the top three schools in the nation,but eight of its disciplines ranked in the topfive—and two of those were in the NumberOne slot. The exact positions:

1st: Finance; Real Estate.2nd: Entrepreneurship (after Babson);

Marketing (after Northwestern).4th: Accounting (Stanford is 1st); Interna-

tional Business (Thunderbird is 1st);Quantiative Analysis (MIT’s Sloan is 1st).

5th: General Management (Harvard is 1st).________* We used the Web version, which did not match

the printed magazine in that the departmentswere on the Web, but titled as undergraduaterather than graduate. We regret the incompleteresearch and are grateful to Dr. Susan Wachterof Real Estate and Finance for her exuberantcorrection.—K.C.G.

News in Brief

Penn’s Role in West Philadelphia: April 4Former Senator Harris Wofford, CEO of the Corporation for National Service, will be at the

Penn Faculty Club April 4 as part of a student-sponsored Conference on Penn’s Role in WestPhiladelphia: The Creation, Dissemination, and Application of Knowledge, open to all membersof the University community. The former president of Bryn Mawr, who served in the U.S. Senatefrom 1991-95, will be the luncheon speaker.

Reservations are required for the luncheon but not for other portions of the day-long programfocusing on “how Penn can better integrate its three academic missions of teaching, research, andservice with a specific focus on our immediate environment, West Philadelphia,” according toHillary Aisenstein of the Undergraduate Assembly, the organization co-sponsoring the confer-ence along with SCUE.

Campus speakers for the conference include Provost Stanley Chodorow; Executive VicePresident John Fry; Dean Gary Hack of the Graduate School of Fine Arts; Dean Ira M. Schwartzof the School of Social Work; Dr. William Kissick, the George Seckel Pepper Professor of PublicHealth & Preventative Medicine; and Dr. Douglas Massey, professor and chair of sociology; andDr. George Thomas, lecturer in historic preservation and urban studies.

The conference begins with coffee, 9:30-10 a.m. on the first floor of the Faculty Club,followed by a keynote address. There are three research sessions, and the day ends with“Channeling the Energy” at 4:30 p.m., led by Dr. Thomas. For information or to makereservations for the luncheon, e-mail the Urban Conference Planning Committee aturbconf@dolphin.upenn.edu by March 28.

Dean Colin Diver has namedsenior faculty members to two ofthe Law School’s prestigious en-dowed chairs: Professor ReginaAustin as the William A. SchnaderProfessor, and Professor MichaelFitts as the Robert G. Fuller, Jr.Professor of Law.

Both were cited for their teach-ing, scholarship and communica-tion. “Their work is widely recog-nized by legal scholars throughoutthe nation,” the Dean said.

Professor Austin, a 1973 alum-na of the School, has been on thefaculty since 1977. She is an expertin torts and insurance law who isparticularly known for her work in cultural conflict and international torts; the socioeconomicand legal status of the working poor; and environmental racism. Between her graduation fromPenn Law and her appointment to the faculty she was an associate of the Philadelphia firm ofSchnader, Harrison, Segal & Lewis—whose partners joined with the William A SchnaderFoundation to create the Schnader Professorship in 1968. Mr. Schnader had been AttorneyGeneral of Pennsylvania, president of the National Conference on Uniform State Laws, and afounder of the Uniform Commercial Code.

Professor Fitts is a Yale Law School graduate who joined the Penn Law faculty in 1985 andis serving as associate dean with responsibility for academic activities. His areas of expertise areadministrative law, the separation of powers, legislative powers, and the law and the politicalprocess. Before coming to Penn he served in the Office of Legal Counsel in the JusticeDepartment in Washington, D.C.

His chair was established in 1971 by Robert G. Fuller, Jr., a 1964 alumnus of Penn Law whohas been active with class reunions and served on the Biddle Advisory Council. The Fuller Chairhonors “professors who demonstrate scholarship and the ability to communicate to students aknowledge of the essential principles of law and a humanistic understanding of the applicationof these principles.”

Above: Professor AustinAt left: Professor Fitts

Endowed Chairs in the Law School:Regina Austin and Michael Fitts

Four SAS Research Fellowships in 1997-98The School of Arts and Sciences has announced four recipients of Faculty Research

Fellowships for 1997-98. The internally-funded program gives each of these faculty membersa semester free of teaching and administrative responsibilities to carry out research on theprojects shown here:

Dr. Rita Barnard, associate professor of English: Literature and the Politics of Place;Dr. Jeffrey R. Fear, assistant professor of history: Organizing Control: The History of

Thyssen Management, 1871-1934;Dr. Philip Nelson, associate professor of physics and astronomy: Materials Properties of

Lipid/Macromolecule Complexes; andDr. Matthew H. Sommer, assistant professor of history: Husbands Cashing in Wives: The

Prostitution and Sale of Wives in Qing Dynasty China.

Job Opps: 300 Are On-LineHuman Resources now lists some 300

unfilled positions at its Web site, and allunfilled jobs, both old and new, can be foundthere at http://www.upenn.edu/hr/.

In addition, new positions are posted dailyon the Web and in hard copy at HR’s kiosks(see locations, p. 19.). To mesh with thissytstem, and with a new search mechanismthat is being developed at HR, Almanac ex-pects to give first claim for space to newlylisted positions and their descriptions.—Ed.

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In 1994, the Senate Committee on the Faculty was asked by DeProvost Walter Wales to consider whether Penn should instituteextension of the tenure probationary period for junior faculty membwho give birth. The committee decided to broaden the scope ofdiscussion and undertook a full-scale review of Penn’s parenting policAfter considerable discussion and responses to a report publishedcomment in Almanac, the Committee recommended the adoption of twdistinct policies. The first is a revision of the current Faculty MaternPolicy; the second is a new policy allowing extensions of the tenprobationary period, not only for faculty members who become parebut also for faculty members who experience similarly career-disruptevents. (In identifying those events, the Senate Committee followedprovisions of the Family and Medical Leave Act of 1993.)

Both of these policies were discussed by the Faculty Senate andDeans and subsequently approved by us.

On the issue of whether the policy on the extension of the tenprobationary period should be retroactive, we have agreed uponfollowing:

Any currently employed member of the standing faculty who believhimself or herself to be eligible for an extension of the tenure probationperiod because of an event occurring before the adoption of the pomust make a request for consideration to the Provost’s Staff Conferewithin one calendar year of the adoption of the policy.

Judith Rodin, President Stanley Chodorow, Provost

Faculty Maternity PolicyA member of the standing faculty who bears a child will be relieved

teaching duties, without loss of salary or benefits, during an acadesemester if incapacity due to the prenatal, delivery and recovery pewould reasonably require her to interrupt the teaching of her courses insemester for three or more weeks. For purposes of determining wheteaching would be interrupted, it is presumed that a woman will incapacitated for six weeks following delivery. In such cases, the chaithe department or the dean of the school, in consultation with the ProvoOffice, will make such arrangements as are necessary and appropriateregard to covering her teaching responsibilities, including the cancelinan affected course or the employment of substitute instructors. This refrom teaching duties is not a leave of absence. Outside the perioincapacity, and as compatible with her particular situation, the facumember will be expected to meet her other normal departmental University responsibilities, including research, committee membershand advising. The preceding sentence does not authorize assignmeadditional such duties to compensate for the period of necessary absfrom the job.

ALMANAC March 18, 1997

Policy on Extension of the Tenure Probationary PeriodA. A nontenured member of the standing faculty shall be eligible for a

extension of the tenure probationary period (or, in the case of clinicieducators in the health schools, the promotion review that normally occin the ninth year) corresponding to the semester or year during which

(1) a child is (or, provided that the child had not reached his or hsecond birthday, was during the immediately preceding semestersummer) born, adopted, or placed for foster care, into the facumember’s household;

(2) by reason of a serious health condition (as defined in Secti2611(11) of the Family and Medical Leave Act of 1993) persisting foa substantial portion of the period for which the extension is sought, tfaculty member is required to act as the primary caregiver for a parechild, spouse, or domestic partner (as defined in the domestic partbenefits policy); or

(3) by reason of a serious health condition (as defined in Secti2611(11) of the Family and Medical Leave Act of 1993) persisting foa substantial portion of the period for which the extension is sought, tfaculty member is unable to perform the functions of his or her positioB. The length of the extension shall be one year unless the facu

member requests one semester instead and the department chair andean agree to its feasibility in light of the school’s tenure review proces

C. Extensions of the tenure probationary period shall be withouprejudice to the obligation of the University to provide faculty memberwith twelve-months’ notice of termination.

D. Requests for extensions of the tenure probationary period shall made in writing via the Chair and/or Dean for consideration by thProvost’s Staff Conference subject to timeliness requirements adopted publicized by the faculty member’s school. Normally, requests will bviewed favorably by the University and granted unless specific ancompelling factors require their denial. The action of the Provost shall communicated in writing to the faculty member and shall specify anrevised date of tenure review and termination date of the probationaperiod and (in the event that the request is denied) shall specify the groufor the denial.

N.B. The statute defines a “serious health condition” as “an illnesinjury, impairment, or physical or mental condition that involves”—“(A) inpatient care in a hospital, hospice, or residential medical cafacility”; or “(B) continuing treatment by a health care provider.”“Health care provider” is defined (2611(6)) as: “(A) a doctor ofmedicine or osteopathy who is authorized to practice medicine surgery (as appropriate) by the State in which the doctor practices;“(B) any other person determined by the Secretary [of Health anHuman Services] to be capable of providing health care services.”

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The benefits redesign recommendations now under discuwere put forward by both the Benefits Advisory Committee andAcademic Planning and Budget Committee. Since the announcof the benefits redesign plan, a very substantial communicaprocess has been followed to further explain the recommendatioto receive feedback from across the University. In advance opublication of the special supplement, “Benefits Programs oUniversity of Pennsylvania: Review and Recommendations,” wwas published in Almanac on February 11, members of the BenefAdvisory Committee met with the Ad Hoc Committee on BenRedesign of the Faculty Senate and the Personnel Benefits Comof University Council.

We discussed with these groups both the eight-month proceled to the recommendations and the rationale for the recommendSince publication of the special supplement in Almanac, we havereceived and considered some 300 e-mail responses some ofcontained questions that we answered, but most of which confeedback on the recommendations.

We also have met with members of the faculty in each of thschools, and we have held 23 sessions with some 3,000 membestaff, both to explain the recommendations and to solict questionfeedback. We also have attended two sessions of University C

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to listen to its concerns, and we have received and considered aon the recommendations of its Personnel Benefits Committeresponse to many questions on health insurance benefits, we pubthe article, “Answering Questions: More on Health Insurance Befits,” in the March 11 issue of Almanac to more fully explain ourhealth insurance proposals.

Last week, we returned to the full membership of the BenAdvisory Committee, which is comprised of faculty, staff and admistrators, to provide them with feedback on the many and vadiscussions, questions, and responses we have received frocampus community, and to seek their counsel and advice.

We anticipate recommendations from the Senate Executive Cmittee after its meeting later this week. After consideration of threcommendations, we will forward our final recommendations toPresident, Provost, and Executive Vice President.

From our perspective, this process has allowed for very informexchanges and an unprecedented amount of dialogue on an isgreat importance to the University community.

— Barbara Lowery, Associate Provo— H. Clint Davidson, Vice President/HCo-chairs, Benefits Advisory Committ

3

COUNCIL March 5 Discussion on Benefits Redesign

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nac March 4, p. 2.

After the standing reports of officers at theUniversity Council March 5, the major itemfor discussion was the proposed redesign ofbenefits (Almanac Supplement February 11).A report by the Council’s Personnel BenefitsCommittee was the focal point, and its writteportion appeared in last week’s issue. The folowing exchanges, edited by Almanac stafffrom a tape transcription, give the contextof the PBC’s report, and some the responsesthat came after it.—Ed.

Dr. Larry Gross (serving as moderator inthe absence of Dr. David Hildebrand): If yourecall, the Personnel Benefits Committee sthat they would be prepared to make commeor initiate a discussion. I should also note thahave two requests to speak from people whonot members of Council, and I’ve told them thI would hope to be able to have them speak omembers of Council had a chance to speWe’ll begin with the Personal Benefits Commtee, Professor Hackney.

Dr. David Hackney: The Personnel Benefits Committee, to be exact, said that thwould follow the instructions of University Council and report. I’m not sure the Committee feeready to report. We’ve met four times since wgot the draft four days before it was publishedAlmanac. We’ve carried on extensive delibertions by e-mail, as those who were on the receing end of that can attest. The time for reviewthe proposals is very short and many memberthe committee were concerned that, had thbeen more time, they might have had differeopinions on some of the recommendations thegoing to give you, or more specific suggestiofor changes. But ultimately we voted on a serof propositions related to the benefits redesreport, and there were no unanimous votesany of these....

[Dr. Hackney then presented the 20 propotions that appeared in Almanac last week, cit-ing in each case the percentage of the Pvoting yes/no. He then continued informal dcussion.]Dr. Hackney: I have something compelling

to add. I attended the meeting of the SenExecutive Committee at which the sentimenwere very different*. There was a great dealconcern about the health insurance programparticularly the large rise in the PENNCare Beefit. I think the reason there’s a difference oopinion between the PBC and other people wmay not have been as involved in benefits aswere in the past is that the PBC had been awof the fact that the health care premiums wdropping to zero—and had believed that thwas not an appropriate thing to have happen

I think to people who weren’t watching whawas going on, it looked like the University wasimply giving you a better benefit—when ifact, what was happening was a combinationa coincidence and an accident.

And the reason that it didn’t get dealt wiearlier was in part because there was no VPresident for Human Resources and in pbecause it kept looking as if we were about

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have benefits redesign. So I think that perhthe difference of opinion on that subject is lated to being aware of the history.

The discussion of graduate tuition benewas exactly the same in the two committeThat is, a promise is a promise—if you cacount on it then what happens to undergradtuition next time around?

Dr. Anthony Tomazinis: Some of us havread and reread the statement by the BenAdvisory Committee and we have a numbeobservations to make. First we do not agree wor we felt very alarmed by, the language of report itself and the philosophy behind it.

We were very surprised to find that the denition of “competitiveness” for this Universithas changed all of a sudden. Once upon a we thought that competitive meant that we shobe in a position that we’re going to attract best professors, the best administrators, anbest students. Now we find that at least witthis statement [the “Review and Recommentions”] the definition is that in order to be competitive we must be the cheapest outfit on block—we shouldn’t let anybody else be cheathan we are....We looked at the history andhaven’t found this multi-year deficit threat to tUniversity, or deficit operations today, or rduction of income. We also see a huge streaexpenses from many other sources. So we cback and said, Who is providing this definitiof deficit, or competitiveness, in the namewhich we are called upon to start examincarefully everything that we are spending?

Then we came to the specifics. We foundI found, my school has found, my colleaguhave found—that the graduate tuition is the fmeasure of concern, of credibility, of reliabilitDo we accept the word of our President, of Dean, of our Provost, as final word upon whwe can determine our acts in this world, or ia statement which is good for today, but tomrow may change? Most of us determine our lion what those officials tell us, and we think tit is a contract of immense significance: President said it, period, this is it; the Provsaid it; the Dean said it, period. When we hnegotiations to make with other colleagues,mention to them “who said so,” in detail, woby word, with every comma there, to make sthat we do not misunderstand key issues;think that we make a contract. It is beyond bethe shock, that we discover that all of a sudbecause five or six people have changed, the new definition, new duration, new weighbeing applied. We believe those are mistak

There is a third item. It appears that the oclient for this report is the President, who mbe convinced that this is the course that should follow. But it happens that there amany other clients. Presenting to the Presidhow much profit, or how many savings, is hof the calculation. The question is who paysit, and how much each one of us will be payfor it. There is no indication of how much moit will cost to each of us. For instance there comprehensive health insurance [he discusseincrease in PENNCare cost]. If there is anywork to be done by that [Benefits Advisorcommittee it is to realize that there are sevclients, and although the President is a v

important client and as of now is uncommitted,there are others who also have choices to makand it is imperative that that statement becomeclearer....We cannot vote before we see printinthat will come two weeks from now.

Dr. Peter Kuriloff: David, I’d like to ask youa couple of questions. Several things came up SEC around health care. One was that the menthealth components are quite inadequate. I’vheard from the current president of the APA, theAmerican Psychological Association, who’s onour faculty, and from some very distinguishedpsychiatrists on the faculty and from some counselors on the faculty. All of them feel that withthe exception of the PENNCare and Blue CrossBlue Shield 100, those benefits are very inadequate. There’s also deep concern about thcaps; and the third thing is long term care. wonder if your committee had looked at that andthe provisions for that.

Dr. Hackney: The PBC did not discuss anyof those issues in this last three weeks since wgot the report. I’d agree with you that all three ofthose are issues. The long term care issue is othe Benefits Committee started to look at somewhat last year. It’s a tough problem. These arrelatively new contracts and there weren’t cleaguidelines, to say the least, as to what wouldconstitute a reasonable price or a reasonable sof provisions. I certainly agree that it is some-thing that should stay on the table. I don’t recalits coming up during the benefits redesign.

My recollection of the discussions about thehealth insurance plans was that the provisions othem were going to stay the same both to makthem relatively more familiar to employees whenthings changed and because it was a limit of thnumber of things that could be dealt with in thaperiod of time. But I think that the existence ofthose lifetime caps is a big problem; I thinkyou’re right. But during this period, you’ll findthe PBC was in a pure reaction mode trying toanalyze the things that had come to it, and didnhave time to go very much farther....

Dr. Kuriloff: It would be a big service if youcould pick up on that and the mental health piecin the future.

Dr. Hackney: That relates to a question thatthe Committee is very concerned about, and thais, “What is the role of the Personnel BenefitsCommittee?” This year it didn’t really haveanything to do until the report came out. Many ofthe things it traditionally would have done, weredone by the Benefits Redesign Advisory Com-mittee and since the PBC was out of the loopthey couldn’t give any comment to what wasgoing. So I got some very dissatisfied com-ments—from people who’d had their armstwisted to join the Personnel Benefits Commit-tee this year because benefits redesign was coming up—that nothing was going on.

We had two meetings. At one meeting wespent all our time complaining about the fact thawe were frozen out of the process. At the othecommittee meeting we spent a brief amount otime talking about a financial planning issues foremployees, but concluded that it wasn’t really acost effective thing to do. But the PersonneBenefits Committee has not really had too muchof a function this year, except for these last fewweeks.

And I suppose in the future, the question is“Is there a role for the Personnel Benefits Com

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mittee, and if so what will it be?” At the momenat least in the way this process has gone so freally has not had a role. And it believes firmthat it has not had time to analyze these repthat have come out. So there is a great deaconcern that it was not involved while the repwas being generated and its ability to give intligent feedback is limited by the time pressu

[A speaker asks Dr. Hackney if in connectiwith graduate tuition benefits there was adiscussion about honoring the contracts of thoalready here.]Dr. Hackney: The suggestion from the com

mittee was not to change the graduate tuitiobenefit for anyone who’s currently employedfor people who have accepted a job here haven’t started working. The rationale for thwas that people had come here under an extation that that was the benefit and that it shonot be changed. The broader issue of wheany of the other benefits should be changedto do with whether or not they are considerpart of an employment contract; [the Commtee] did not consider all of them to be employment contracts; some were considered provements for the employees, specifically life insurance proposal. The Committee diddiscuss any option to choose old or new on tand I can tell you my opinion on that: It would hopelessly complicated... and I think almost one would choose the old plan if they understothe new plan; I’m not sure how many people

[A speaker asks about ways to cushion a psumed drop in real income as a result of conbution to health insurance, and also asks there will be assistance for employees to fout about and deal with HMO limitations?]Dr. Hackney [After agreeing that real in

come could come down]: What has happened ithe recent past is that employee income wenwell above the rate of inflation because of tway premiums for health insurance dropped

Specifically about PENNCare: It didn’t exisuntil two years ago, and when it came out, Health System said they wanted to put a vaggressive price on it; and they set at a price was equal to the comprehensive—a fairly babones but for many people quite acceptaindemnity plan. The PBC worried, at the timhow they could offer that rich a plan at that pribut was willing to go along with it so long as tUniversity was not insuring that plan. Whhappened is the Health System was no lonwilling to offer that plan at that price this yeaSo the Benefits Advisory Committee took sugestions as what reasonable price would given the richness of the plan, if the Univershas to take the risk on the plan.

[As to HMOs’ limitations, he continued:HMOs provide explicit caps they tell you about—and we can assume those will be in the OEnrollment data. But the other problem is ththey have proprietary information about whconditions and procedures they consider apppriate, what treatments they will pay for awhich they consider excessive, and they genally will not tell anyone about that....

Peter Freyd: I heard in SEC and have mown anecdotal evidence that people have dculty working with Keystone.... I wandered dowto Center City and found the drugstores nwilling any more to work with Keystone, be

ALMANAC March 18, 1997

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cause of what they said were ridiculous delayspayment. The large chains seem to have workarrangements with Keystone. This is a minthing but it’s a beautiful illustration of the hugcomplexity of decisions we’re being asked make within a couple of weeks. There are ramfications of this far beyond what anybody hmentioned....The one I just brought up is timpact of this change on the West Philadelphcommunity.

Peter Kuriloff: I think if these changes gothrough as proposed, which means substantiamore people might move toward an HMO, ittotally incumbent on the University to act like500-lb. gorilla in the dealing with the HMOs thaare on our contract, and make sure that theysatisfactory—that the turnaround rate, the aswering of phones, the paperwork are not prolematic in any way.

[Dr. Gross turns to the two observers who haasked to speak. Note that their remarks afollowed by Dr. Barbara Lowery’s response, opage 6, to some of the questions raised througout the meeting.[Before the prepared statement Mr. Lukasicommented on PENNCare pricing. He has epanded that into a Speaking Out letter, whistarts on page 6. Dr. Lowery and Mr. Davidsonrespond to him on page 7.]

Remarks of Paul LukasiakThe benefits redesign proposal is gros

unfair to Penn’s support staff. The Committhas obviously ignored the fourth principal undwhich it was supposedly operating, that “Nsingle group should bear a disproportionate bden for benefits cost containment.”

Let’s take, as an example, two single mothof two—one a file clerk making $20,000 a yeathe other an upper-level administrator maki$80,000. Both of them are currently enrolledPENNCare, and are receiving life insurancefour times salary.

To sustain the same level of health coverathe file clerk will have to contribute 6 and quarter percent of her gross pay—approximately8 to 10 percent of her paycheck. Or she can ga significantly lower level of coverage—and stwind up with a paycheck significantly smalleCan anyone at this table imagine a beneproposal that would demand an equivalent choand sacrifice from the administrators?

[Comments to have been made on differentiin life insurance coverage were deleted by tauthor with the notation that he agrees with tPersonnel Benefits Committee recommention to substitute life insurance of $50,000 fthe proposed 1 x annual salary.—Ed.]

The administrator, who already has a colledegree, can take graduate courses at Whartoimprove her job skills for free. The file clerk wihave to pay out-of-pocket to increase her jskills, because Penn continues to refuse to many of its employee tuition benefits transferab

Let’s be honest. Penn has decided to maksignificant reduction in the total compensatiopackage it gives its employees order to mon

For the last several years, when we askabout the low salary increases, we were toldlook at how Penn was holding the line on heacare costs. So we did and on balance we wsatisfied. Now we are being told “Oops! Wmade a mistake! We never meant to pay t

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much.” The bottom line here is that Penncutting out take-home pay, and support stafbeing hit with the biggest cuts.

There is no way that a committee composalmost entirely of upper-level administratoand medical doctors would ever come up witproposal that required themselves to make kinds of choices and sacrifices being askedthose of us on the low end of the salary scalethis proposal goes through as planned, thwho make the decision will need to see a docbecause either the part of their brain that contconscience has ceased to function, or they need the strongest sedatives available if texpect to get any sleep.

One final thought: Penn’s support staff very aware that the reason we are being singout is that, unlike the faculty, we have nothilike the AAUP to support us. We trust thUniversity to treat us fairly. This proposal isviolation of that trust, and is sending a vestrong signal to us—that the only way to recefair treatment will be to organize ourselves bargain collectively. Before Penn decides impose this plan on us, it had better think loand hard about the long-term implications.Statement of John Hogan

My name is John Hogan. For eight and a hyears, I’ve worked in the Penn libraries, curently at the Biddle Law Library. Thus I’ve beea member of AFSCME Local 590, which reprsents the Library support staff Currently 1 seras local treasurer and as a member of the locnegotiating team. We will be discussing tUniversity’s proposed benefit redesign in ourcontract negotiations later this year. But I thougit might be useful for an A-3 employee with aunusual amount of the security to offer somgeneral comments on his own behalf

I’ve heard a great deal of surprise and dismfrom my fellow A-3s, organized and unorgnized, at the breadth and abruptness of thproposals. Coming on the heels of numerouslayoffs and of the sudden outsourcing of omajor business service and the prospectoutsourcing of several more, these proposalsonly increase the fear and demoralization of University’s employees. It seems the Universis following the example of the City of Philadephia in their 1992 contract negotiations, whthey tried to balance their budget on the backcity employees through benefit cuts and pvatization, only without the fiscal crisis thaappeared to justify the City’s harsh and precitate action.

The University is also following the City’sexample in a more sinister way. For years University, like the City, justified the lowerthan-market salaries they paid their staff pointing to the generosity of the benefits pacage. The redesign committee, like the City, hisolated the benefits package from this contenoted its generosity and proposes to reduce it tomarket standards with no compensating increain salaries.

And as I sat in the meeting to explain tproposals to the Law School staff an impressbegan to form that became clear only latEmployees with twenty or twenty-five or moryears of hard, dedicated, extremely effectservice to the University are being told that tunderstandings under which they came to where, on the basis of which they have plann

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their futures and the education of their childreare vapor, and that they were naive to believthat those understandings actually representcommitments by the University. Not only that—they are being given this message by people whave been at the University for three yearsless, who don’t know the staff or their work. ThLaw School meeting was conducted by someowho worked for City Council during the 199negotiations and has been at Penn for aboyear. I find that harsh. I also find it insulting analarming.

Penn’s employees deserve better. If the Uversity is in trouble, it is not because her suppstaff put her there. Any proposal to fix thUniversity at the staffs expense is unfair; ashould be unacceptable to the University comunity. I hope the University community agree

A Response from Dr. LoweryI’d like to answer just a few of the question

that have been asked. One is about the procIn putting together the committee for benefiredesign the administration asked the FacuSenate’s input on that committee. Everyoagreed that the chair of the Personnel Benecommittee should be on it because we do appciate the advice of the PBC; and also, David wa superb person for the Committee, as you c

6

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probably tell. He knows quite a bit about beefits and we appreciated his input.

Issues like long term care and mental hea[were brought up but with so much work to dthe Committee decided they] would have to put aside until next year; hopefully the Personel Benefits Committee would want to do thothings. It is not that we are not interested in thewe just did not have the time to do that—it iscomplex job.

In terms of Keystone, questions have sortcome out of the blue very recently. We visited the schools except two and never heard anythabout Keystone until yesterday and the day fore when we visited Nursing and Medicine aheard issues about Keystone. We will look inthose issues and find out what the problem i

With respect to the lower paid employeeDavid, I hope you will confirm that the BenefitAdvisory Committee worked very hard to maksure our lower paid employees were not takithe brunt of the health care burden. Sixty percof our lower paid employees are in the HMOand if you notice, those HMOs are priced velow in comparison to other programs. In addtion to pricing those about as low as one can (high from zero but it is relatively low) theCommittee decided to add a prescription planthose two plans where it had not been beforeat some cost, but actually the average presc

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ontributions. Short timely letters on Universityject to right-of-reply guidelines. Advance notic

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tion user will be better off than in the pastbecause the prescriptions are worth a lot ofmoney. A number of our higher paid employ-ees, most of our highly paid employees, tend tobe in the indemnity plan in Blue Cross/BlueShield. Their cost sharing is 37 percent. The costsharing that we put in for the lower paid employ-ees is 6 percent. The University picks up the restSo you see both ends of the spectrum there; anI think the committee worked very hard to be fairto the lower paid employees.

As you know Michael Wachter and I havevisited all of the faculties on campus, with NewBolton Center yet to do tomorrow. I’ve beenvery happy with the kinds of feedback we aregetting. People are being honest with us, they aresaying here are the problems, here are the thingyou have to fix; and we have been open tolistening to that.

I’m pleased that the Personnel Benefits Com-mittee have given us some feedback. It may notbe what we started out to do, but we are listeningto the feedback and I suspect—I hope—thatSEC will do the same. I think it is important forus to get your feedback.

We have worked with the SEC committee forfour weeks now, I think, not three. In any event,we have worked with the SEC committee and wewould like to see your further input as we pro-ceed to the decisions.

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Benefits: Keeping ExcellenceIn Almanac dated March 11th you noted

we could e-mail comments to the BenefAdvisory Committee; however, a responwas received from them by someone estating that it has already moved out of thhands and our comments need to go furtup. I would therefore like to submit thfollowing for publication.

Over ten years ago I came to the Univesity Library System with more than 15 yeaof library experience. What attracted me wthe benefit package. I had worked previousin Drexel University’s Library and then in Federal Government library. My plan herePenn was to finish my own education aprovide an excellent education for my family.

It was with great interest that I read aticles about our new University Presidewhen she first arrived. She spoke often ab(I believe the term was) “University excelence.” We were to strive for excellence heat Penn. I believe I have kept my part of tbargain, but I feel the administration hasnkept theirs.

Isn’t our “business” education? Then whwould we even suggest cutting into any tyof educational benefit? Shouldn’t we be tring to get more of our employees and thefamilies to get degrees?

Aren’t we striving for excellence? Thewhy are we looking to businesses in the are

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‘Unethical’ Pricing of PENNCareSomething has gone seriously wrong

this University in the last couple of years. Swrong, in fact, that the people making thdecisions have stooped to use unethical pring tactics to insure the health of Universitof Pennsylvania Health Systems, while plaing at risk the health of the people who wohere and their families.

Dr. David Hackney’s description of thedecision to aggressively price the PENNCaoption confirmed what many people hasuspected: that Penn and its Health Systesubsidiary had conspired to use predato

and following their example? Shouldn’t webe setting the example?

I was told at the benefits meeting hehere at the law school that money had tosaved somewhere; if not on benefits, wheI don’t know, but I do know that you do noattract and keep excellent people by takingaway things they were promised when thcame, even if it is just being let off earlyhalf hour a day during the summer.

My challenge to the Administration is tkeep the excellence we have and to setexample of excellence for others—in eduction, in benefits, and in the morale of iemployees.

— Joseph F. Parsio, Assistant HeadStacks, Biddle Law Library

Circulation Department

pricing to create the conditions under wha popular low cost health insurance optcould be eliminated and replaced with a hipriced option that would funnel our haearned dollars into a wholly owned subsiary of University of Pennsylvania, Inc. was a variation on the classic bait and swpractices that have been outlawed for mretail products. How predatory the priciwas can be seen in charts 1 and 2.

Chart 1 shows how, for the last two yeaHealth Systems has priced PENNCare atsame rate as the least or second least exsive health care option—Blue Cross Coprehensive—in order to attract business frother providers. The Comprehensive Pwas particularly targeted—PENNCare fered everything Comprehensive did amuch more, for the exact same price. Chademonstrates how the Comprehensive phas always been among the most affordaoptions; and has averaged well under 10%the cost of Plan 100 coverage since 19PENNCare will cost 60% of the price of Pl100.

The Comprehensive Plan was specificadesigned to provide employees with a locost alternative to traditional indemnity plaIt was a plan designed to be competitive wHMOs, and in fact was considerably cheathan the HMOs for most of the last ten yeaBecause of the ridiculously low pricing PENNCare for the last two years, 25%

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ALMANAC March 18, 1997

issues can be accepted Thursday noone of intention to submit is appreciated.—Ed.

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employees changed to the UPHS plan. Nthat PENNCare has a large chunk of market, the affordable option that the Coprehensive Plan offers is being eliminatesupposedly because of low enrollment. Bis obviously that the cause of the low enrment was the predatory pricing of PENNCaPenn Care is going up in cost to employee$109.50; the most expensive plan is goingin cost by less than $14.

Not only are these kind of tactics immoral, they also cost employees time money, and pose a potential risk to the heof Penn’s workers and their families. Peohave changed their family doctors to partpate in PENNCare; they have chosen petrician for their children. They have chosnew cardiologists for treatment of their hedisease. Now, they will either have to chaback, or pay an unconscionable increastheir health care premiums. And every tiyou change doctors, you put yourself at because you lose the security that continof service provides.

The Rodin/Fry administrators were waware that Health Systems was deliberaengaged in unethical practices designeeliminate the competition, yet did nothingprotect the interests of employees. Thersomething extremely wrong when Univsity administrators will permit their emploees to be placed at risk for the benefit of of its subsidiary corporations.

It is clear what is happening here—UPand Penn conspired to engage in predapricing to grab a large share of the marketeliminate much of the competition—and thraise prices to employees. It is equally cthat the primary concern of the Benefits Rdesign Committee —dominated as it wasupper level administrators and UPHS affated medical professionals—was not mataining affordable health care options Penn employees, but maintaining a roband healthy profit margin to justify the bloasalaries UPHS administrators. Over the couple of years, Judith Rodin, John Fry,

LMANAC March 18, 1997

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William Kelley have assumed extraordinarrisks on behalf of Penn and UPHS in order expand Health Systems. We, Penn’s faculand staff, are now being told to pay the coof assuming that risk.

This entire Benefits Redesign Plan needto be completely junked, and a committee ofaculty and support staff needs to start thprocess over. Penn’s administrators havdemonstrated that their priorities and ethicare incompatible and inconsistent with thacademic mission of this University, and thlegitimate interests of the people who worat Penn.

— Paul Lukasiak,Administrative Assistant, SSW

Response on PENNCare CostsMr. Lukasiak’s letter focuses on the pricin

of the PENNCare option and the Comprehesive option to make serious allegations abothe University administration and its motives ibenefits redesign. Since the proposals arerecommendation of the committee we chaand not the individuals mentioned in the lettea response from us seems in order.

Mr. Lukasiak believes that the change ithe pricing of PENNCare represents, and ththe entire health care redesign represenpredatory pricing. He bases this claim on thinitial low price of PENNCare, which hebelieves was to eliminate competition, followed by the recommended price increasethe Benefits Redesign proposal, which hebelieves was to secure an unfair return UPHS or the University. This claim is entirely without merit. In predatory pricing, thegoal is to eliminate competition. Under therecommended Benefits Redesign, competion is actually increased and not decreaseThis is the opposite of Mr. Lukasiak’s claimsWith the new point-of-service plan (POS)competition among all providers increaseand, in fact, the Keystone POS option, witits larger network of primary care providersis in an advantaged position relative to UPHS

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ther the University nor UPHS knew at whalevel to set premium rates because enroment and actual claim experience could nbe predicted in advance. It was decided to sthe PENNCare price, provisionally, at thsame level as the Comprehensive plan unactual claim experience was determined. Tfact that that price was zero, reflects thmalfunctioning of the health care pricingformula, a malfunctioning which we haveelaborated on throughout our communications in recent weeks. All plan options, except Plan 100, were priced at zero, includinplan options offered by providers other thaUPHS. Mr. Lukasiak’s own tables, Charts and 2, reflect that malfunctioning. At a timewhen medical costs and cost-sharing weincreasing, Penn’s employee contributionwere declining. The recommendations reetablish cost-sharing based on the percentasharing from 1994. None of these factorsuggest predatory policy; instead they rflect the opposite: increased choice amoncompeting providers with relative price dif-ferences reflecting difference in plan costand with cost-sharing equal to that of justhree years ago.

The decision to price PENNCare at thlevel of Comprehensive left both priced inappropriately. If employees left the Comprehensive plan for PENNCare, it clearly wanot because of the pricing of PENNCare assuggested in the letter. Moreover, while somemployees in the Comprehensive plan dmove to PENNCare (the majority did not)the low enrollment in the Comprehensivplan pre-dated the introduction of PENNCarand is not the result of the introduction of thaprogram as claimed.

Now that we have actual claim experience, we know that the contributions for thPENNCare option were set too low, that was not a cost-efficient plan, and that aincrease in contributions is indicated. Thfactors that make the PENNCare plan attrative to employees—rich benefits, no contrbutions and lack of restrictions on access care—also make the plan too expensive fPenn to provide without changes in cossharing.

Our comments in Almanac on the similar-ity of the out-of-network benefits in the pointof-service and the benefits in the Comprehensive plan were in response to questioabout the plans. While there are differencein the two plans that our employees will neeto evaluate at Open Enrollment, the point-oservice plan may offer an acceptable anmore affordable option to employees in thComprehensive plan than accessing the beefit under PENNCare. It is the case that indi-viduals in the Comprehensive plan will facsome cost sharing as they move to other optioin the new plan, as is the case with all othemployees. It is also the case that the costs the cost-sharing in all plans will be greater thain the HMOs. The committee has been veopen with the community about the lower cossharing in the HMOs because the majority Penn’s lower-paid employees are in those plaThis is a principle set early on by the BenefiRedesign Committee and one that we hope wcontinue to guide decisions about health beefits costs.

— Barbara Lowery, Associate Provos— H. Clint Davidson, Vice President/HRCo-chairs, Benefits Advisory Committe

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Chart 1: Cost of Family Coverage for Health Insurance at Penn, FY 95-98

FY 95 FY 96 FY 97 Proposed FY 98Penn Paid*** $337.55 $337.55 $354.45* Penn Pays (?)

total / employee total / employee total / employee total / employeePlan 100 496.38 158.83 496.38 158.83 521.20 166.75 ? 172.00HMO DE 487.72 150.17 486.63 149.08 462.87 108.42 ? ?HMO NJ 436.72 99.17 422.72 85.17 402.03 47.58 ? ?HIP NJ 508.47 170.92 459.00 121.45 367.53 13.08 ? ?QualMed** 393.22 55.67 382.05 44.50 362.12 7.67 xxxxxxxxxxxKeystone 356.97 19.42 321.30 (10.33)* 321.30 0.00* ? 26.00Comprehensive 349.55 12.00 332.05 (5.50)* 305.49 0.00* xxxxxxxxxxxPENNCARE n.a n.a 332.05 (5.50)* 305.49 0.00* ? 104.00HMO PA 358.55 21.00 339.38 1.83 301.90 0.00* ? ?KHSE POS* n.a n.a n.a n.a n.a n.a ? 52.00

* In FY 96 and before, employees received Flex credits if the amount that Penn was contriribu-ting was greater than the cost of the program. In FY 97, the those credits were discontinued.

** Despite Penn’s claim that the new Keystone Point-of-Service (POS) is something new, theQualMed plan was a limited Point of Service plan beginning 1/1/96.

*** Penn’s formula, on which it based what it contributed for health care, was based on Penn pro-viding each employee with 68% of the cost of Plan 100 toward any of the plans (70% of costtoward single coverage)

Chart 2: Percentage of Cost to Employees—Other Plans and Plan 100’88 ’89 ’90 ’91 ’92 ’93 ’94 ’95 ’96 ’97 ’98

Comp/Plan 100 0.44 0.42 0.47 0.14 0.09 0.08 0.08 0.08 -0.04 0.00 xxxxKeystone/Plan 100 0.71 0.65 0.58 0.29 0.24 0.37 0.22 0.12 -0.06 0.00 0.15HMOPA/Plan 100 0.56 0.71 0.71 0.65 0.40 0.42 0.25 0.13 0.01 0.00 0.15QualMed/Plan 100 0.37 0.33 0.29 0.22 0.30 0.38 0.37 0.35 0.28 0.05 xxxx

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OF RECORD

The Pennsylvania English Fluency in Higher Education Act, siginto law in 1990, requires the University to evaluate and annually ceto the Commonwealth that all new undergraduate instructional persare fluent in the use of the English language in the classroom. In 199at the request of the Deans of the undergraduate schools, the ProOffice developed a single, University-wide standard of fluency uniform procedures for the evaluation and certification of such flueThese were published “Of Record” in Almanac, on May 28, 1991.

Last year, in response to some concerns expressed by both facustudents, I appointed an ad hoc committee, chaired by AssociateDwight Jaggard of the School of Engineering, to review our standafluency and procedures to determine if any adjustments were neAlthough the Committee found that some fluency problems remain, fomost part the procedures have worked well. Graduate Group ChairUndergraduate Chairs in particular believe there has been great impment in the quality of TAs since the inception of the English evaluationcertification procedures.

The committee did suggest some changes in the language of thepolicy in order to clarify its intent. It also updated the policy to take accof the new Test of Spoken English (TSE) introduced in 1996 byEducational Testing Service. This test uses a new scoring system

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must be reflected in our policy. It also will require a change in ourcertification form, which will be distributed later this semester.

Finally, the committee recommended that a very limited new cat-egory—Grader—be created for graduate students who serve as gradeand have very limited contact with undergraduates solely through officehours. Upon the written referral of the graduate group chair, graduatstudents whose native language is not English and who receive scores the Test of Spoken English of 45 or above but less than 60 may be certifieas graders by passing the Grader Exam administered by the EnglisLanguage Programs. Passing of this exam, which is tailored to one-on-onquestions and answers, will certify graduate students as sufficiently fluenin English to serve as graders with limited office hours, but does not certifythem to undertake other instructional duties at a later date. Graders cahave no responsibility for classroom teaching, tutoring, recitation, orlaboratory sessions.

I have accepted the recommendations of the ad hoc committee. Threvised policy, which follows below, is effective immediately. In additionto publication in Almanac, it is being distributed as a Provost’s Memoran-dum to academic deans, department chairs, and graduate groups chai

— Stanley Chodorow, Provost

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Procedures for the Evaluation and Certification of theEnglish Fluency of Undergraduate Instructional Personnel

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Pursuant to the requirements of the Pennsylvania English FluenHigher Education Act, the following procedures for the evaluationcertification of English fluency in the classroom of all undergradinstructional personnel (as defined below) shall be effective immediand supersede previous school or University procedures.

I. Undergraduate Instructional PersonnelAll persons hired on or after July 1, 1997, as members of the Sta

or Associated Faculties, Academic Support Staff, graduate and psional student teaching staff, or as tutors, or for other undergrainstructional duties (including, for example, leading laboratory or dission sections or holding office hours), regardless of rank or title, inSchools of Arts and Sciences, Engineering and Applied SciencNursing, the Annenberg or Wharton Schools, or the Graduate SchoEducation or Fine Arts, must be evaluated and certified as having mUniversity’s standard of English fluency in the classroom before comtion of the hiring process. In addition, all individuals who hold appoments elsewhere in the University and who are to be engaged teaching, tutoring, or other instruction of undergraduates must alevaluated and certified before appointment. Only members of the ViFaculty, instructional personnel whose entire undergraduate instructio(including office hours) will be conducted in a language other English, and graduate students who have no direct instructional co(including office hours) with undergraduates (e.g., some graders search assistants) are exempt from this requirement.

II. Standard of English Fluency in the ClassroomTo be certified by the University of Pennsylvania as “fluent in

English language in the classroom,” a speaker must always be intelto a non-specialist in the topic under discussion, despite an accoccasional grammatical errors. General and field-specific vocabmust be broad enough so that the speaker rarely has to grope for Listening comprehension must be sufficiently high so that misundersings rarely occur when responding to students’ questions or ansWhile teaching, the speaker should be able to use transitions to shrelationships between ideas, and to set main points apart from details. When asked an ambiguous question, the speaker should beclarify the question through discussion with the student. When askrestate a main point, the speaker should be able to paraphrase cWhen challenged, the speaker should be able to defend his or her peffectively and appropriately.

Prospective instructional personnel, regardless of rank or title, whnot meet the above criteria shall not be certified and may not be assto any undergraduate instructional responsibilities.

III.Certification Proceduresa) Newly-Hired Standing Faculty MembersProspective members of the Standing or Associated Faculties, o

Academic Support Staff, regardless of rank or title, shall be evaluatcertified by their department chairperson as to their English fluencyclassroom on the basis of one of the methods of evaluation listed in IV, below. The department chairperson shall certify their English fluin the classroom to their Dean, or to the Dean’s designee (generaUndergraduate Dean), and the Dean shall certify same to the Pro

b) Native English-Speaking Graduate Teaching AssistantsProspective graduate teaching assistants whose native lang

English shall be evaluated and certified by their department chairpeto their English fluency in the classroom on the basis of one of the mof evaluation listed in section IV, below. The department chairpersocertify their English fluency in the classroom to their Dean, or tDean’s designee (generally, the Undergraduate Dean), and the Decertify same to the Provost. (This procedure applies to all native Enspeaking graduate and professional student teaching staff, includinundertaking instructional duties as tutors, leading laboratory or discsections, graders, or holding office hours.)

c) Non-native English-Speaking Graduate Teaching AssistantsProspective graduate teaching assistants whose native lang

other than English who have not taken either the Test of Spoken Eor the ACTFL Oral Proficiency Interview, or who score below 60 oTSE or below Superior on the ACTFL, shall be referred by their dment chairperson to the English Language Programs for profesevaluation of their English fluency in the classroom. [See sectionbelow, for further information on these tests. Registration deadlinevaluation by the English Language Programs are May 1 for the FaNovember 1 for the Spring term, and March 1 for the Summer term, for those prospective teaching assistants from abroad who are paing in the summer International Teaching Assistants Program or fordepartments have made special arrangements with the Director of Language Programs.]

It is anticipated that most graduate students whose native langnot English will not be sufficiently fluent in the use of English inclassroom to undertake undergraduate instructional responsibilitieing their first year of graduate enrollment at Penn. Such individualbe able to acquire fluency in English in the classroom by enrollingELP’s summer International Teaching Assistants Training Prograduring the academic year, by enrolling in GAS 600 (fall semester)ELP’s intensive English language and cultural familiarization cours

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through alternative programs appropriate to the student’s needs. Grstudents placed in any of the above programs must be re-evaluatedELP before the Director may certify to the Provost that they are flueEnglish in the classroom.

d) All Other Undergraduate Instructional PersonnelAll other undergraduate instructional personnel, regardless of ra

title, shall be evaluated and certified by their department chairpersontheir English fluency in the classroom on the basis of one of the meof evaluation listed in section IV, below. The department chairpersoncertify their English fluency in the classroom to their Dean, or toDean’s designee (generally, the Undergraduate Dean), and the Deacertify same to the Provost.

IV. Evaluation and Testinga) Methods of EvaluationDepartment chairpersons and deans shall certify only those pro

tive instructional personnel whose English fluency in the classroombeen evaluated using one or more of the means of evaluation listedand has been found to meet or exceed the standard of English fluethe classroom set forth in section II, above.

The following methods of evaluation may be used as the basisdepartmental certification of all undergraduate instructional persoexcept prospective graduate teaching assistants whose native languother than English:

• A score of 60 on the ETS Test of Spoken English (TSE).• A score of Superior on the ACTFL Oral Proficiency Interview• Academic presentation and discussion (such as a colloqulecture, seminar, or scholarly conference presentation) evaluattwo or more members of the standing faculty and/or the EnLanguage Programs staff.• Extended, in-person discussion with two or more members ostanding faculty, and/or the English Language Programs staff, ocandidate’s past and future research interests and teaching plexperience.• Observation and evaluation of teaching performance in the croom by two or more members of the standing faculty and/orEnglish Language Programs staff.• Videotape of classroom teaching or academic presentation eated by two or more members of the standing faculty and/or the EnLanguage Programs staff.

All prospective graduate teaching assistants whose native languother than English shall be referred by their department chairperson toEnglish Language Programs for professional evaluation of their Enfluency in the classroom, using the ETS Test of Spoken English (TSfuture replacements, the ACTFL Oral Proficiency Interview, or Interactive Performance Test (IPT) administered by the English LangPrograms (and described in V.b, below).

b) Referral to and Consultation with the English Language ProgramsUsing one of the methods listed above, department chairperson

Deans (or the Dean’s designee) shall either certify to the Provost prospective faculty member or other undergraduate instructional penel is fluent in English in the classroom or refer them to the EnLanguage Programs (ELP) for further evaluation before they undeany undergraduate instructional duties.

It should be borne in mind that, at the discretion of the departchairperson or the Dean, both native and non-native speakers of Emay be referred to the English Language Programs for further evalubefore certification of their English fluency.

The department chairperson or Dean may find it useful, espewhere the native language of prospective faculty members or instrucpersonnel is other than English, to consult with the Director of the EnLanguage Programs before certification of English fluency regardinadvisability of further evaluation or the most appropriate methoevaluation.

c) Pre-Admission Testing of Non-native English-speakingGraduate Teaching Assistants

In order to facilitate the certification of all prospective graduteaching assistants who are fluent in English in the classroom, schoodepartments outside of SAS are strongly encouraged to adopt the eteaching fellowship policy of the School of Arts and Sciences, anrequire that prospective teaching assistants whose native language than English take the Test of Spoken English prior to appointme

ALMANAC March 18, 1997

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undergraduate instructional duties:“In order to hold an appointment as a teaching assistant in the School Arts and Sciences, a student whose native language is not English msubmit scores from the Test of Spoken English (TSE),”

[1989-91 Graduate Admissions Catalog, p. 58].

V. Further Evaluation and Appealsa) Further Evaluation by the English Language ProgramsProspective instructional personnel who are not certified under sectio

III, above, shall be referred to the University’s English Language Programs for further evaluation.

b) Interactive Performance TestGraduate students whose native language is not English and w

receive scores on the Test of Spoken English of 45 or above but less th60 may be certified for classroom instruction by passing the InteractivPerformance Test (IPT) administered by the English Language ProgramThe IPT consists of a 10-minute mini-lecture with a question and answcomponent on a topic in the candidate’s academic discipline.

c) Evaluation and Certification as Graders with Limited Office HoursAlternatively, and upon the written referral of the graduate group chai

graduate students whose native language is not English and who recescores on the Test of Spoken English of 45 or above but less than 60 mbe certified as graders with limited office hours by passing the GradeExam administered by the English Language Programs. Graders wilimited office hours are defined as graduate students who are responsifor grading exams and assignments and holding individual appointmenwith undergraduate students for the purpose of explaining grades aanswers to exam questions or assignments. Graders with limited offihours can have no responsibility for classroom teaching, tutoring, recittion, or laboratory sessions. Passing of this exam, which is tailored to onon-one questions and answers, will certify graduate students as sufciently fluent in English to serve as graders with limited office hours, butdoes not certify them to undertake other instructional duties at a later dat

d) Appeals of Certification DecisionsAppeals of certification decisions made by department chairperson

may be directed to the appropriate Dean, and appeals of certificatiodecisions made by Deans or by the Director of English Language Prgrams may be directed to the Provost.

VI. Deadlines for Certification and ReportingIn the case of appointments to the Standing or Associated Faculties,

submissions to the Provost’s Staff Conference or Mini-Conference foappointments in SAS, Wharton, SEAS, Nursing, ASC, GSE, or GSFA(and for any faculty members in other schools who will ever teacundergraduates) shall include in the required documentation a certifiction by the Dean stating that the candidate’s fluency in the Englislanguage in the classroom has been evaluated and found to meet or excthe University’s standard of fluency. The Dean’s certification shall alsoinclude a brief description of the means used to evaluate such fluency athe results of such evaluation. (The Provost’s Memorandum of Octob13, 1988, outlining required documentation for Provost’s Staff Conference submissions will be updated and reissued to reflect this requiremen

In all other cases, including graduate teaching assistants and acadesupport staff, the certification must be approved by the Provost before finapproval of the appointment in the school or department and prior to thstart of the term for which the individual is first hired for undergraduateinstructional duties (specifically, by September 1 for the Fall term, byJanuary 1 for the Spring term, and by May 1 for the Summer term).

Each Dean shall report to the Provost, no later than August 1 of eayear, that all faculty and other undergraduate instructional personnel (defined in section I, above) hired since the Dean’s previous certificatiohave been evaluated for English fluency in the classroom prior to theappointment and were found to meet or exceed the University’s standaof fluency.

VII. Monitoring and Reporting of Complaintsa) MonitoringEach school shall have in place one of the following procedures for th

ongoing monitoring of English fluency in the classroom of all undergraduate instructional personnel:

• A systematic program of classroom observation of both faculty anteaching assistants by faculty members or English language specialis

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• Inclusion of a question about communication with the instructothe student course evaluations of all faculty, teaching assistantslaboratory or recitation instructors each term. (Student evaluatmay also be supplemented by peer, alumni, or other teaching evalution mechanisms.)• Other monitoring mechanisms proposed by the Dean and apprby the Provost.b) Reporting of ComplaintsIn addition, each school shall ensure that all complaints regardin

English fluency of instructional personnel are reported (with the chairperevaluation of the complaint) to the Dean and Undergraduate Dean, and

(continued from previous page)

10

Rose Funds for Research:April 14 Deadline

The Rose Foundation has generously vided a gift, known as the Rose UndergraduResearch Award Fund, whose income recnizes outstanding achievement in researcstudents in any of the undergraduate schoThe Rose Fund is administered by the CollegArts and Sciences, with awards made annuon a competitive basis by the Council of Undgraduate Deans.

To be considered for a Rose Award, asearch project must be nominated by a memof the faculty. The deadline for nominationsMonday, April 14, 1997. Nominations consist othe faculty letter of nomination and an applition prepared by the student. Students shcomplete the application (see locations beland submit it to the faculty member who willnominating the project. If the nominationinitiated by the faculty member, he or she shoensure that the student has filled out an apption to accompany the letter of nomination.

The faculty letter of nomination should adress the quality, originality, and importancethe student’s research. It should not exceed pages. Nominations will be reviewed by a comittee of faculty who will make recommendtions to the Council of Undergraduate Dean

All undergraduate research projects aregible for the Rose Award; they need not hbeen funded by the Nassau Fund or by oundergraduate research grant in order to qufor recognition. Depending upon the incoavailable, up to five awards of up to $1,500 ewill be made each year. In addition, an awarup to $500 may be made to the faculty advisoof each project. In cases where there are mustudent research investigators and/or advisthe awards will be divided among the partpants. The criteria used in judging the projewill be the quality, the originality, and the importance of the research.

Awards will be announced by the CounciUndergraduate Deans before Commencemand publicized in the appropriate campus me

Applications may be obtained from anythe undergraduate deans.

Arts and Sciences: Dr. Robert Rescorla133 South 36th Street/MezzanineCGS: Dr. Richard HendrixSuite 100, 3440 Market StreetEngineering: Dr. David Pope109 Towne BuildingSchool of Nursing: Dr. Mary Naylor475 Nursing Education Building.Wharton School: Dr. Richard Herring

1100 Steinberg-Dietrich Hall

Dean (with a description of the resolution of the complaint) to the Provostthe Deputy Provost in the case of faculty, and via the Vice Provost for GradEducation in the case of graduate students.

VIII. Review of English Fluency Standards and ProceduresThese standards and procedures will be reviewed periodically by

Provost’s Council on Undergraduate Education, and in the light of Pesylvania Department of Education regulations, when issued. It should be noted that each school, at its option, may institute English fluerequirements more stringent than the minimum standards outlined above

Please feel free to contact the Office of the Provost or the DirectoEnglish Language Programs should you have questions regarding the a

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About the Tutoring and Learning Resources of theDepartment of Academic Support Programs

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Tutoring and Learning Resources, a comnent of the Department of Academic SuppPrograms, offers a unique set of services. Tservices are used by many students at theversity, but are sometimes overlooked by thwho could benefit most. The Departmenseeking the support of faculty and advisors, are in a position to identify students in acadedifficulty and refer them to services that wprovide academic support. In addition, Tutorand Learning Resources, like all of the Depment of Academic Support Programs, seekcultivate and maintain partnerships with facuand school administrators that create innovaacademic support services for all students. office offers an array of programs and servthat address a variety of academic needsconcerns of students, and complement clroom instruction. Students benefit most wthese services are developed in collaborawith individual faculty, schools and departme

Some ways which Tutoring and LearnResources assists students are:

• individual assessment of learning nee• “walk-in” tutorial services and learninstrategy instruction;• individual tutoring sessions in most udergraduate courses;• school-based on-site tutorial support;• mid-term and final exam review worshops, and “clinics” (scheduled on-site hsessions for any course within a disciplin• professional instruction focusing on ademic reading, writing, critical thinkingstudying and time management;• “Mastering the Ivy League,” a workshseries for first-year students;• “Academics Plus,” a workshop series international students;• “Success at Penn,” a workshop seriesreturning adult learners;• instructional resources for faculty, istructors, and teaching assistants;• programs and services for students wlearning differences or disabilities;• faculty-approved Old Exam File.During the 1995-96 academic year, Tutor

and Learning Resources employed 468 tuwho made 5249 tutoring contacts in a varietvenues. Eight hundred eighty-nine contacts wmade in On-Site Tutoring sessions. One-ontutoring was offered in 112 courses in fall 19and 89 courses in spring 1996. During this speriod, 10 learning instructors provided ademic support in reading, writing, and studyto 1,038 undergraduate, graduate, and prosional students in individual or group settin

Compass feature on

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Seventy-five outreach workshops were presentedthroughout campus.

While most students may access the servicesby self-identifying, it is extremely effective whenreferrals are made by faculty and/or advisorswho recognize that a student is having academicdifficulty. Students may be referred by calling57-EXCEL (573-9235) or sending an e-mailmessage to tutoring@pobox . Those making thereferral are encouraged to inform the students ofthe service to which they are being referred.

Tutoring and Learning Resources has hadsuccessful working relationships with many in-dividual faculty and departments in hiring tutorsand developing special academic support initia-tives such as those with the Mathematics andBiology Departments, Wharton, Nursing, SEAS,and the Department of Athletics.

For example, the Nursing Academic ResourceCenter (NARC), developed by Tutoring andLearning Resources in collaboration with theSchool of Nursing’s faculty and students, pro-vides Nursing students with on-site walk-in in-struction in academic reading and studying aswell as workshops on learning strategies appro-priate for Nursing courses.

Faculty and Tutoring and Learning Re-sources’ staff can collaborate in a variety ofways:

• referral of students needing help;• identification of talented majors to serveas tutors;• tutor training;• development of group tutorial programssuch as collaborative learning, student- andor faculty-led discussion groups;• development of creative instructionalstrategies to enhance learning in the course.The staff from Tutoring and Learning Re-

sources welcomes opportunities to work withfaculty in developing creative support strategiesor to work with students who need more assis-tance than a faculty member has time to provide.

For more information about the programsand services of Tutoring and Learning Resources,located in 110 High Rise East, contact BernadineAbad, associate director, Tutoring Services (573-9235 or abad@pobox); Myrna Cohen, associatedirector, Learning Resources (573-9235 ormcohen@pobox); or Terri White, director, De-partment of Academic Support Programs (898-0809 or twhite@pobox).

For more information on Academic SupportPrograms, located in 209 High Rise East, visitthe web site at http://dolphin.upenn.edu/~dasp,or contact Terri White (above). [Ed. Note: See p.18 for a related Compass feature.]

ALMANAC March 18, 1997 page 18

11ALMANAC March 18, 1997

At the tenth annual Women of Color luncheon on March 7, thehighest awards given* were in the Outstanding Women of Colorcategory, where one staff member and four students were chosen.

Terri White, Director of Academic Support Programs, was the staffhonoree. Three graduate students, all members of Law ’97, won—Aretha D. Davis, Claudia Colindres Johnson and Jennifer Y. Kim—and one undergraduate, Shweta Parmar, C ’97

Special Recognition plaques were given to two staff members—Melvis Williams, administrative assistant in the Office of AffirmativeAction, and Winnie Smart-Mapp, staff assistant in the Center forCommunity Partnerships—and to one undergraduate, Suzy Lee, C ’97.

A special presentation was made to Women of Color’s campusfounder, Joann Mitchell, the former director of the Office of Affirma-tive Action is now Associate Provost and Special Assistant to thePresident at Princeton.

Certificates were presented to three staff members—Doreen Beardonan instructor at the Presbyterian Medical School of Practical Nursing;Irene Clements, an adminstrative assistant in the Materials Sciencesand Engineering Department; and Mary Chapman, a senior secretaryin Benefits/Human Resources; and to four students: Kentra Carby,C’98; Melissa Muniz, C ’97; Janice Ferebee-Murphy, SSW ’98; andAretha Davis, Law ’97.

Women of Color Awards: the 1997 Honorees

* The Helen O. Dickens Award for Lifetime Achievement is not always given, and was not given thisyear. In years past it has been given to Cora Ingrum (1993), Director of the SEAS Minority Program since1982; Dr. Gloria Twine Chisum (1994), a University alumna and trustee who headed the Commission onStrengthening the University; Peggy Thomas (1995), a surgical Technician in Operations at HUP; andRuth O. Seward (1996), Director of the Department of Social Work at Presbyterian Medical Center.

Terri White, Staff Honoree

OF RECORD

University Policy on Secularand Religious Holidays

(Effective July 1, 1996)

1. No secular or religious holidaysare formally recognized by theUniversity’s academic calendar. How-ever, in setting the academic calendar foreach year, the University does try to avoidobvious conflicts with any holidays thatinvolve most University students, fac-ulty, and staff, such as July 4, Thanksgiv-ing, Labor Day, Christmas and NewYear’s.

2. Other holidays affecting large num-bers of University community membersinclude Martin Luther King Day, RoshHashanah, Yom Kippur, the first two daysof Passover, and Good Friday. In consid-eration of their significance for manystudents, no examinations may be givenand no assigned work may be required onthese days. Students who observe theseholidays will be given an opportunity tomake up missed work in both laboratoriesand lecture courses. If an examination isgiven on the first class day after one ofthese holidays, it must not cover materialintroduced in class on that holiday.

Faculty should realize that Jewish holi-days begin at sundown on the eveningbefore the published date of the holiday.Late afternoon exams should be avoidedon these days. Also, no examinations maybe held on Saturday or Sunday in theundergraduate schools unless they arealso available on other days. Nor shouldseminars or other regular classes be sched-uled on Saturdays or Sundays unless theyare also available at other times.

3. The University recognizes thatthere are other holidays, both religiousand secular, which are of importance tosome individuals and groups on campus.Such occasions include, but are not lim-ited to, Memorial Day, Sukkot, the lasttwo days of Passover, Shavuot, SheminiAtzerat, and Simchat Torah, as well as theMuslim New Year, Ra’s al-sana, and theIslamic holidays Eid Al-Fitr and Eid Al-Adha. Students who wish to observe suchholidays must inform their instructorswithin the first two weeks of each semes-ter of their intent to observe the holidayeven when the exact date of the holidaywill not be known until later so that alter-native arrangements convenient to bothstudents and faculty can be made at theearliest opportunity. Students who makesuch arrangements will not be required toattend classes or take examinations on thedesignated days, and faculty must pro-vide reasonable opportunities for suchstudents to make up missed work andexaminations. For this reason it is desir-able that faculty inform students of allexamination dates at the start of eachsemester. Exceptions to the requirementof a make-up examination must be ap-proved in advance by the undergraduatedean of the school in which the course isoffered.

— Stanley Chodorow, Provost

The Great Penny Drive for Kids Who are Seriously IllDonations to the Great Penny Drive—coordi-

nated by the PennVIPS—support families caringfor a seriously ill child, whether it be a terminal,critical, or chronic illness. The Great Penny Drivefor the Kelly Anne Dolan Memorial Fund runs nowthrough March 31.

The Fund was established in 1976 by Kelly AnneDolan’s parents after experiencing their daughter’sfive-year battle with a rare form of leukemia. It isdedicated to the uninsured needs of families caringfor seriously ill dependent children through advo-cacy, financial assistance, education and resourc-es.Volunteers across campus will be collecting loosechange in jars. Everyone is asked to donate thoseunwanted pennies—stashed in strange places,dumped in former ash trays, weighing down pock-ets—that could add up to a small fortune. Bringthem to one of the 20 drop-off locations at right. Formore information callPenn VIPS at 898-2020.

— Bonnie Ragsdale, Associate DirectorStaff, Faculty, & Alumni Volunteer Service

Center for Community Partnerships

Drop-Off Locations for Pennies

African American Resource Center,3537 Locust Walk

Book StoreCHATS, 1920 Dining Commons3401 Walnut, Suite 220AComputer ConnectionDental School, 4001 SpruceDining Services, 220 S. 40thFaculty ClubFranklin Building, Rooms 003, 427, 737Hill House Dining HallHuman Resources, 3401 Walnut, Suite 521AISC Academic Computing,

High Rise East, Room 211Mayer Hall LobbyMellon Bldg. Suite 519PENNCard Center, 220 S. 40thStouffer Dining HallStudent Community Involvment,

200 Houston HallUpward Bound, 3933 WalnutVan Pelt Library, Shared Catalog Dept.Veterinary School, Rosenthal, Room 111

The Penn Web’s series—now atwww.upenn.edu—for Women’sHistory Month now highlightsAlice Paul, who took her Ph.D.in 1912 with a dissertation on thelegal status of women in Penn-sylvania.The SSW alumna wenton to chair the Congressional Com-mittee of the National AmericanWomen’s Suffrage Associationwhich succeeded in winning thevote forwomen in America. Shealso wrote the Equal Rights Amend-ment, and founded the NationalWoman’s Party and WorldWoman’s Party. On her death in1977, at 92, Penn’s Association ofWomen Faculty and Administratorsset up the Alice Paul Awards in herhonor, and the Women’s StudiesProgram named its research armfor her.

The 1997 Alice Paul Awards ceremony is at an April 8 breakfastat the Faculty Club; email yvonne@mail.med to attend.

Penn Women Who Made History

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PENNCOM:Coordinating the Eyes and Ears of Public Safety

________* Almanac Supplement March 26, 1996

A year ago, the Division of Public SafetStrategic Plan* emphasized that the grepromise for improvement of safety and secuon campus is security technology.

Since that time, the Division has looked host of products and tested many that seepromising for this campus and its varied nePerhaps more important is the planning wthat sets up the framework for using technolin combination with an array of police and emgency services, to address each safety proin the most effective way.

This is an overview of some of the devithat can—in some cases already do—contrto improved safety indoors or outdoors at PThe primary systems being used are:

• Command and Control Center• Access Control System• Intrusion Alarm System• Computer Aided Dispatch System• Closed Circuit Television Systems

(CCTV)• Blue Light Telephone System• Radio DispatchThe large diagram at center shows the in

mation flow of the systems into the command control center, known as PENNCOM.

The philosophy for the use of technology increase the prevention of crime and decrearesponse time for law enforcement or other lsafety services to respond toany life threatening incident.Each system depicted aboveserves a certain function formeeting this criteria.

The Command and Con-trol Center (PENNCOM) is the central dis-semination point for all the informationprovided by the various field devices that issent back to the corresponding system. Athese inputs of information are fed to the Cputer Aided Dispatch System (CAD) whereappropriate response unit is called into actiodeal with the event. For instance, if an alcame in through the Access Control Systema door in a certain building had been foropen, that information would be relayed frthe Access Control System operations moto the CAD. Here it would be recorded anPolice/Security Officer on patrol nearest building would be Radio Dispatched to invegate. The Radio communications would tallow PENNCOM to be in constant contact wthe responding Officer should additional sources be required to deal with the incidencan be seen, the technology acts as addi“eyes and ears” allowing Public Safety to eftively and appropriately respond to Life Saissues.

Each of the PENNCOM systems provivarious features that are essential for the otion of a state-of-the-art Command and ConCenter. Each area will be discussed generiwith more detail to follow in future publication

For the Command Center, the operat

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console/work area is ergonomically designedallow the operators quick movement to any aand for arm’s length operations of any of tpieces of equipment used. The speed of assing a situation, making a decision, then rsponding the correct way can sometimes mthe difference between life and death. Ththen, is a factor in the wraparound design ocommand center. All of the services outlineabove will eventually operate out of a singCommand and Control Center once the nPublic Safety facility is completed. Currentlythese operations are divided between the ornal Public Safety building on Locust Walk anthe new facility on 40th Street.

The systems used all have field device remote device inputs to there equivalent “heaend” central receiving computer located PENNCOM. The field devices provide specifinputs that allow for the CAD operators tcorrectly respond to any received alarm.

Access Control SystemThe Access Control System consists o

main computer at PENNCOM which controthe database for the system related to card hers, card readers, door locations per buildi

door alarm points per building, etcAt each building there is anothesmaller computer housed in Controller Panel which is designed to manage up to 8 dooand the corresponding door dvices. This panel can communcate with the main computethrough a variety of network options. Based on the significanLAN and fiber network already inplace, the panels will connect t

the LAN via TCP/IP and communicate with the host. Should the nework not be available in certain a

eas, the panels can be connected back to thevia fiber optics, dedicated copper lines, dial-phone lines or even with cellular phones as a resort. Each of these panels is equipped withhour battery back-up which will support aAccess functions at the building level shouthe building power be interrupted. It will support all readers, door locks and hardware.

The panels are designed to control the accto the buildings independent of the host. Eapanel can store up to 100,000 card holder recoif necessary. Most will be configured to stofrom 10-40,000 on average. The most importreason the panels need to communicate withhost is in the event of an alarm. If an alarmtriggered, the panel will continue to attempt connect with the host until such time it cadeliver the alarm information. The panels wstore thousand of transactions until such timecommunications are restored.

As the PENNCOM diagram depicts th“Readers” can consist of a standard MagneStripe card reader, or more sophisticated typsuch as a Biometric “Reader” which can reaphysical characteristic of the person to validatheir identity. The Hand Geometry and Iris Sc

Biometric Readers are being evaluated for posible use in the Residential facilities and certalaboritories where personal verification is required. Also depicted is a RF-Receiver “ReaderThis is used in cases where the individual hdifficulty swiping or inserting a card into areader. This will allow for the use of garage dooopener type RF Transmitter, where simply presing the device will emit a coded signal unique that individual that will be recorded and verifiejust like any other card before automaticallopening a door. Most ADA doors will beequipped with a similar device for ease of acess, but yet not compromise the building secrity.

It is the vision of Public Safety that mosbuildings on campus will eventually have, asminimum, all exterior doors monitored by standard Public Safety designated equipment throuPENNCOM to ensure the security of those buildings. This would consist of a card reader for astandard “Entry”doors. Those doors would alshave an electric lock to allow for automatilocking of doors after hours, door contacts fomonitoring the status of the door, and some tyof exit device that meets Public Safety Standarand the fire code for emergency egress. In adtion each reader door would have a RequestExit (REX) device that would shunt the dooalarm when someone exits through the dooThis is necessary since the door contacts whparted will set off an alarm. It is only when thsystem is electronically told through a valid carread or a Request to Exit shunt that it ignores topen contacts and sends no alarm. All doors calso be timed to allow them to stand open fordetermined period of time with no alarm. Shousomeone hold the door open too long a “ProppDoor Alarm” will be sent to PENNCOM. Allexterior exit doors (typically non-entry doorswould have as a minimum door contacts monitor the status of the door and the appropate exit hardware to meet fire code requiremen

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ALMANAC March 18, 1997

RF-Receiver

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Intrusion Detection/Field Devices-Key Pads-Door Contacts-Motion Detectors-Glass Break Detectors-Holdup/Duress Alarms-Asset Fiber Loops-Asset Cable Pulls

Access ControlField Devices-Card Readers-Biometric Readers-Door Contacts-Electric Locks-Motion Detectors-Video Intercoms

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This will give an alarm to PENNCOM shouldsomeone force the door open. This configurtion will provide good ground floor level security. Card Reader doors may also be added to interior doors in the buildings as deemed necsary.

The Access Control System can also moniMotion detectors, Glass Break detector, Envronmental Alarms, etc., with all events beinreported back to PENNCOM.

Intrusion Alarm SystemThe University has almost 400 different “Bur

glar Alarm Systems” or Intrusion Alarm Systems on campus. All were installed by differecompanies over many years and most are diffent from each other. Public Safety will standarize on a single intrusion alarm system and wconvert over those systems that arecurrently being used. This will allowfor a dramatic savings in mainte-nance alone, but will also provide thestandard response to real alarms thatwill greatly improve the safety of thecampus community. Due to the poorcondition of many of the existingsystems, Public Safety responds tomostly “false alarms.” This waste ofworkforce and the dilution of thepeople resources for “Real needs”will be eliminated with this standard-ization.

The field devices for the IntrusionAlarm System consist of Motion De-tectors, for detecting movement inareas after normal working hours; Glass BreDetectors, that detect the frequency of breakiglass should someone break a window to gentrance; Holdup/Panic Duress Alarms in thbathrooms, environmental detectors such as wter, heat, cold are also supported. All areas of are being standardized. For instance, in all trestrooms, Holdup/Duress Alarms are being

ALMANAC March 18, 1997

stalled as well as a local Audible Alarm outsidethe door of the room. The same alarms anaudibles will be used throughout the campus. Inaddition, both the Access Control System andthe Intrusion Alarm System support the use oAsset Protection devices.

Currently, some school units are securingcomputers and audiovisual equipment using Fiber Wire Loops that when broken will sound analarm or Pull Plug systems that when the equipment is unplugged will sound an alarm. Keypadsare available with the systems to allow a user tARM and DIS-ARM the system for the roomsthat are being monitored. These keypads oCommand Centers are usually mounted on wall adjacent to the alarmed area or at one of thentrances to the building.

Similar to the Control Systems, one or anumber of Communication Panels are requiredat the building location. The number and type odevices needed will be located based on threquirements of the building. The Communica-tions Panel uses a digital dialer to speed diaPENNCOM to report any alarm conditions. Theyuse standard telephone lines for reporting. Thespanels are also equipped with a 4 hour batterbackup to insure security in the event of a powefailure. The host computer at PENNCOMreceives the alarm inputs and makes apermanent record of all alarms as theycome in. The Access Control System hasa software driver that will allow the sys-tem read all of the Intrusion Alarms andreport them directly through the one sys-tem. The advantage of this interface isthat only one operator need be used tomanage the operation of the system sincemost events will be coming through onesystem, one operations monitor screen.

Closed Circuit TelevisionDescribing the technology as an ex-

tension of Public Safety’s “eyes and ears”best defines the purpose of the video

technology in conjunction with othersecurity systems. The use of videocameras has now become a part of

our way of life. All retail stores,banks, ATM machines and evenhospitals use cameras to moni-tor their customers. All use cam-eras and video for reasons of personasafety and property protection. The Uni-versity is looking into the use of very

high speed rotating cameras for certain applications, fixed cameras for others and remote dialup video transmitters and receivers for evenothers.

One of the applications is the use of the HighSpeed Cameras in conjunction with the placement of the Emergency Blue Light Phone throughout campus. The plans call for the cameras to binstalled at strategic locations where 2 to 3Emergency Blue Light Phones could be targeteby one camera. The SpeedDome can turn complete 360 degree sweep in under a second.can also be programmed to positions predefined

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With the speed and the programming flexibilityone camera can be programmed to target the 23 Phones. By integrating the two systems, i.e. tEmergency Blue Light Phones, and thSpeedDome camera system it will allow for thPENNCOM operators to immediately see whea Emergency Phone is picked up. Again back the concept of speed being critical to the implementation of a successful Public Safety opertion. When the picture pops up the operatioimmediately knows what service to send. Shouhe victim be injured, but unable to articulathat, the operator could see it and send a rescnit along with a Police Officer. That difference

n time could save a life. This is a good exampf how the technology infra-structure can trulnhance performance.

Digital video transmitters and receivers willso be used for transmitting video over lonistances using a dial-up telephone. Due to tery expensive installation cost for the use oiber optics or coaxial cable, this is a very goolternative for most applications.

Cameras are under consideration for use in tarking garages and other public areas vulneble to crime.mergency Blue Light Phones

Public Safety is in the process of installingmergency Blue Light Phones thoroughout thampus. The purpose of this technology is ncrease the accessibility of individuals to emeency communications for getting assistanchis selection again goes back to standards. Telected phones are designed using Internatiotandards and are recognizable by citizens of ations. Also the location of the Phones will now betandardized, so that any student will know th phone is located at all the intersections o

campus. The new phonesare solar-powered, self-testing anuse cellular technology to com-municate with the host computer

at PENNCOM. As soon as the Phonandle is raised the operator knows immediatehere that person is located and quickly disatch assistance.

omputer Aided Dispatch Another new and innovative technology beinsed is what is termed “Computer Aided Disatch.” This is a fully automated system that willow for expeditious dispatch of officers when

n needed. All activity will be recorded andudited over time for performance managemenll inputs from the systems, Access ControCTV, Intrusion Alarms, and 511 calls go di

ectly to CAD for dispatch.

adio DispatchRadio Dispatch is the cornerstone fo

ENNCOM communications with the 100 Uni-ormed Police Officers, and the 200 Securituards. Through Radio Dispatch all alarms

ncoming calls, etc. are relayed to the policfficers most closely located to the incidenrea. It is this tool that the Police Officers anecurity Guards use at all times in the field.

In summary, Public Safety is determined tmplement what ever it takes to provide thampus and surrounding community a continung sense of security and well-being.

______Mr. Algard is Director of Security in the Divi-

ion of Public Safety. Mr. Saunders is senior aount manager for Penn with Sensormatic Eleronics Corporation, the security firm workingith the Division on safety technology.

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Listed below are the new opportunities at the University of Pennsylvania. To apply please visit:University of Pennsylvania Job Application Center

Funderburg Information Center, 3401 Walnut Street, Ground FloorPhone: 215-898-7285

Application Hours: Monday through Friday, 9 a.m.-1 p.m.Positions are posted on a daily basis, Monday through Friday, at the following locations:

Application Center—Funderburg Center, 3401 Walnut Street (Ground level) 9 a.m.-1 p.m.Blockley Hall—418 Guardian Drive (1st Floor and 2nd Floor)Dental School—40th & Spruce St. (Basement-across from B-30)Houston Hall—34th & Spruce St. (Basement-near the elevators)Wharton—Steinberg Hall-Dietrich Hall (next to Room 303)

Job Opportunities and daily postings can also be accessed on the Human Resources web page(www.upenn.edu/hr/). A position must be posted for seven (7) calendar days before an offer can be made. Fulldescriptions of jobs posted prior to this week can also be found on the H.R. web page.The University of Pennsylvania is an equal opportunity employer and does not discriminate on the basis of race,color, sex, sexual or affectional preference, age, religion, national or ethnic origin, disability or veteran status.

WHERE THE QUALIFICATIONS FOR A POSITION ARE DESCRIBED IN TERMS OF FORMAL EDUCA-TION OR TRAINING, PRIOR EXPERIENCE IN THE SAME FIELD MAY BE SUBSTITUTED.

POSITIONS WITH FULL DESCRIPTIONS ARE THOSE MOST RECENTLY POSTED.

ment; familiarity with University and University accountingsystem preferred; Macintosh/PC literate with spreadsheets,word processing and databases strongly preferred; familiarwith data entry terminals preferred. (Some overtime &weekend may be required) Grade: G10; Range: $20,637-25,713 3-12-97 Telecommunications

GRAD SCHOOL OF FINE ARTSSpecialist: Clyde Peterson

INFORMATION SYSTEMS SPECIALIST III (03287CP)Assist academic & administrative users in planning, de-veloping & using information systems; configure & ad-minister local area networks using Windows NT Server;work with administrative staff to develop & supportmanagement information systems; design, code, test,debug & document routine & complex programs whichsupport the specific needs of the school; provide highlevel technical support & training for end-users; maintaindetailed knowledge of desktop systems & software; main-tain GSFA systems & software in keeping with Univer-sity standards & policy; diagnose and resolve complextechnical problems with hardware & software. Qualifica-tions: BA/BS in Computer Science or Management In-formation Systems or equivalent; at least four years ofprogressively responsible experience in computing sup-port, trouble-shooting, repair, & maintenance of micro-computer hardware; experience in an academic comput-ing environment preferred; demonstrated ability to de-sign, implement & administer local area networks; expe-rience with Windows NT Server preferred; proven abilityto design & develop rational database application usinghigh level programming tools; experience with MicrosoftAccess & Visual Basic preferred; detailed technical knowl-edge of Windows and Windows NT operating systemsrequired; knowledge of Unix and MacOS desirable; musthave strong administrative & project management skills,excellent communications skills & the ability to presenttechnical materials to non-technical users. Grade: P7;Range: $36,050-46,814 3-11-97 Computing Center

MEDICAL SCHOOLSpecialist: Ronald Story/Janet Zinser

FINANCIAL ADMINISTRATOR I (03314JZ) Work withthe business administrator to prepare & manage a payrollbudget in excess of $7 million annually; create & monitorpayroll spending plans for approximately 75 sources offunding & Center/Department staff in excess of 100;provide human resource services for Center/Departmentstaff; coordinate faculty/staff support with other schools,institutes, departments & centers; prepare ad hoc finan-cial reports. Qualifications: BA/BS in accounting, busi-ness or equivalent; experience with fundamental account-ing and University financial policies and procedurespreferred; proficient with computers & computerizedaccounting; ability to work under pressure; highly orga-nized; ability to work independently; strong interpersonalskills; attention to detail. Grade: P3; Range: $24,617-31,982 3-11-97 CCEBFINANCIAL ADMINISTRATOR I (03315JZ) Providesupport for CPUP activities, including billing, collec-tions, expenditures, reporting & chamber operations;assist in preperation & submission of Sponsored Programprojects; prepare budget & payroll analysis; assist inpreparation of Univ./ CPUP operating budget; administerall personnel & payroll matters; serve as liaison withBusiness Services, Comptroller’s Office, Research Ac-counting, ORA and CPUP, assist Clinical Administrator.Qualifications: BA/BS preferable in business or equiva-lent; 2-4 years experience with accounting or equivalent;knowledge of IDX, FinMIS & familiarity of Universitypolicies & procedures preferred; ability to prioritize work;sound judgement; good communication and interper-sonal skills. Grade: P3; Range: $24,617-31,982 3-11-97Institute for Environmental MedicineFISCAL COORDINATOR I (03315JZ) Provide supportfor CPUP activities, including billing, collections, expen-ditures, reporting & chamber operations; assist in prepa-ration & submission of Sponsored Program projects;prepare budget & payroll analysis; assist in preparation ofUniversity/CPUP operating budget; administer all per-sonnel & payroll matters; serve as liaison with BusinessServices, Comptroller’s Office, Research Accounting,ORA & CPUP; assist Clinical Administrator. Qualifica-tions: BA/BS, preferably in business or equivalent; one-three yrs. experience with accounting preferred; workingknowledge of IDX, FinMis & familiarity with University

ENGINEERING/APPLIED SCIENCESpecialist: Clyde Peterson

SYSTEMS PROGRAMMER III(03282CP) Provide tech-nical consulting on use of software to solve specificproblems; familiarize researchers with new software pack-ages; install & maintain work stations; inventory equip-ment; manage installation of new software & updates;responsible for distributing workstations, network con-nections and modifications; track software & hardwareproblems; handle equipment and software acquisitions.Qualifications: BA/BS in Computer Science or relatedfield require; MS preferred; 4 years in large-scale com-puting environment; ability to work independently, de-velop production quality software systems & teach un-trained users to use computer systems; some experiencewith Macintosh & IBM PC; ability to supervise; goodinterpersonal & organizational skills.Grade: P8; Range:$39,655-52,015 3-12-97 CIS

EXECUTIVE VICE PRESIDENTSpecialist: Sue Hess

AUDIT SPECIALIST (03318SH) Analyze medical records& health system bills; assure CPT codes & ICD-9 codesmatch diagnoses; formulate audit programs; review poli-cies, procedures, & systems of internal controls; prepareaudit work papers documenting audit tests performed &conclusions drawn; make recommendations to improvecontrols & systems; prepares audit reports; conduct en-trance & exit conferences; assist external auditors in theperformance of the annual audit; may supervise work ofless experiences staff; develop and maintain effectiverelationships with staffs of the Medical Group, Depart-ment of Medicine, Hospital of the University of PA,Clinical Practices of the University of PA & physicians.Qualifications: BS in Nursing, Health Sciences, Ac-counting, Business, or related field; Master’s degreepreferred; minimum of 5 years of experience in healthservices, patient care, or quality assurance in health caresetting; experience in third party physician reimburse-ment, billing regulations, CPT-4 and ICD-9 coding andmanaged care; IDX physician billing system experiencepreferred; internal audit or consulting experience pre-ferred. Grade: P8; Range: $39,655-52,015 3-12-97 In-ternal AuditDIRECTOR, INTELLECTUAL PROPERTY (02273SH)Manage intellectual property maters for the Center forTechnology Transfer and the University; assess predict-ability & with fellow technology managers, commercialpotential of intervention disclosures; manage, obtain, &maintain intellectual property protection through exter-nal counsel; provide guidance & manage the prosecutionof patents, copyrights, & trademarks; work with theManaging Director & fellow technology managers todevelop & implement strategies to commercialize theintellectual property assets the University. Qualifica-tions: Advanced degree in life sciences preferred; expe-

rience in patent prosecution of university research results;excellent communication & interpersonal skills; inde-pendent self-starter with a strong work ethic; professionalexperience in an intellectual property law firm preferred.Grade: P11; Range: $56,135-70,246 3-11-97 Center forTechnology TransferGARDENER II (02257SH) (40 Hours) Prune & removetrees, shrubs, and vines, using rope and saddle; superviseand train the Arborist Intern & others; install protectivecabling & lighting protection hardware n trees; maintainaccurate records of work performed; operate chain saws,brush chipper, log splitter, hydraulic spryer & trucks withtrailers; perform light maintenance on tools & equipment,including cleaning & sharpening saws; assist in the teach-ing of classes. Qualifications: Minimum of 4 yearsclimbing & chain saw experience required, includingwork on tall trees; degree in horticulture or related fieldpreferred; ISA arborist certification preferred; familiarwith all industry safety requirements as outlined in thecurrent ANSI-133 standard; valid Pennsylvania driver’slicence required; some supervisory experience & an apti-tude for teaching essential.Grade: G11; Range: $23,425-29,723 3-12-97 Morris ArboretumSECRETARY IV (02256SH) Database management, wordprocessing, handle correspondence & mail; file manage-ment, edit, plan meetings, answer telephones & inquiries;position located at Morris Arboretum 9414 MeadowbrookAve. Qualifications: Three years business experience; acollege degree preferred; current database management& word processing skills necessary; ability to managemultiple projects; excellent computer aptitude & organi-zational skills required; interest in environmental issuesimportant; reliable transportation required (contingenton grant funding). Grade: G9; Range: $17,614-21,9913-12-97 Morris ArboretumTELEPHONE SERVICES ASSISTANT II (03308SH)Receive, log & coordinate repair reports for telephoneequipment, lines & voice mail & software changes; pro-vide instructions to end users; perform first level diagno-sis of users’ problems; investigate, follow-up, hand-offon questions with other office staff; receive & dispatchtelexes; prepare telex bills; maintain telex records; re-ceive end user request for adds, move and changes;maintain record & historical files; ensure project coordi-nation with Operations; interact with Bell of PA; coordi-nate orders with Bell of PA and resolve service andinstallation concerns; prepare input billing/chargeback;process chargebacks; order & monitor telephone creditcards; prepare periodic reports; enter data into TMS(telecom management system); compiles and reports;order office supplies; greet customers and visitors. Quali-fications: Minimum 2 years responsible customer ser-vice & clerical experience with telecommunications ex-perience is desired; 1 year experience as Telecom ServiceAssistant I or equivalent experience in telecommunica-tions preferably in Centrex, key systems and voice mail;strong customer relations skills and organizational skillsrequired; attention to detail & good follow-up skillsessential; self-directed; able to work in team environ-

OPPORTUNITIES at PENN

20 ALMANAC March 18, 1997

renewals. Qualifications: Registered Nurse with a mini-mum of 3-5 years experience; prefer experience inOncology, Radiation Oncology, PACU or ICU; someovertime may be necessary; must be willing to travel toaffiliates on a periodic basis; excellent interpersonal andorganization skills; must have some data managementand computer skills; should be able to organize workpriorities and work independently. Grade: P6; Range:$32,857-42,591 3-11-97 Radiation OncologyRESEARCH SPECIALIST, JR (03303JZ) Perform rou-tine experiments & procedures, assist in designing ex-periments/protocols; perform routine bibliographicsearches; assist in analysis and writing research reports;attend lab mtgs.; monitor & order supplies; maintain logsand records. Qualifications: BA/BS in scientific field;exposure to lab research; able to work independently.Grade: P1; Range: $20,291-26,368 3-11-97 PathologyRESEARCH SPECIALIST I (03326RS) Provide nucleicacid synthesis support; operate & maintain nucleic acidsynthesizer; prepare reports/documents; calibrate instru-ments, order reagents, provide general & preventive main-tenance; maintain database for management of large in-ventory of olignonucleotides; perform experiments inmolecular biology including nucleic acid purification,polymerase chain reaction & dissection of rodents forharvest of tissues. Qualifications: BA/BS in scientificfield & knowledge of molecular biology; at least one-three yrs. previous laboratory experience with techniquesin molecular biology; strong organizational skills, initia-tive, ability to work semi-independently, good interper-sonal skills & knowledge of Macintosh computers. (Con-tingent upon grant funding) Grade: P2; Range: $22,351-29,098 3-13-97 IHGTRESEARCH SPECIALIST II (03331CP) Perform ex-periments using tissue cultures, molecular cloning, trans-fection, Southern & Western blotting, immunofluoresence& cell adhesion under direction of PI; oversee generallaboratory operations; order & maintain radioisotoperecords & general laboratory stocks. Qualifications:BA/BS preferably in sciences; two-three yrs. experiencein tissue culture, Western & Northern dots, molecularcloning & PCR. Grade: P3; Range: $24,617-31,982 3-14-97 Microbiology

RESEARCH SPECIALIST IV (02197RS) Provide seniorlevel technical support in Cell Morphology Core, servicefacility which provides investigator with access to thetechnologies of in situ hybridization, immunocytochem-istry at the light & electron microscope level & othermorphological techniques; interface with faculty & staff;assist with developing & implementing scientific proto-cols in laboratory & standard operating procedures incontext of Good Laboratory Practices. Qualifications:MS in biological sciences; PhD preferred; formal training incell morphology highly desirable; ten or more yrs. experi-ence with working knowledge of cellular morphology &/orimmunology required; proven track record of research in cellin biology including cell ultrastructure & morphology stud-ies; knowledge of regulatory issues relevant to Good Labo-ratory Practices (GLP), important; excellent organizational,written & oral communication skills required; ambitiousresearch programs & protocols require hard-working &enthusiastic attitude, as well as flexibility to respond tochanges within rapidly evolving field of gene therphy;ability to thrive in a challenging & fast-paced environmentneeded. (End date: 2/28/99) Grade: P6; Range: $32,857-42,591 3-13-97 Molecular & Cellular Engineering

NURSINGSpecialist: Sue Hess/Ronald Story

ADVANCE PRACTICE NURSE (02281SH) Deliver pri-mary and medical health care to individual, families andgroups; provide staff & community consultation, collabo-rative treatment planning, health education and healthpromotion; facilitate client access to the health care sys-tem; act as preceptor to undergraduate students; partici-pate in research. Qualifications: Master’s degree required;one year advanced nursing experience required; Pennsylva-nia resgistered nurse license. (End Date: dependent uponviability of practice). Grade: P9 Range: $43,569-57,2173-13-97 Nursing

PRESIDENTSpecialist: Sue Hess/Janet Zinser

COORDINATOR III (0150SH)Manage budget adminis-tration process for Office the Secretary; prepare & recom-mend budgets; give price guidelines & recommenda-tions; handle all financial transactions; make projections& prepare reports; administer reconciliations & realloca-tions; monitor payroll functions; coordinate office ad-ministration; recruit, hire & supervise receptionist &student workers; assess office needs & make recommen-dation for improvements; procurement; contract negotia-tion; coordinate facilitate office operations; provide ex-pert computer support; manage complex projects; assistin management of special events at Trustee meetings,Commencement & faculty ceremonies. Qualifications:BA/BS or equivalent; three-four yrs. accounting/admin-istration experience, preferably at University; excellentfinancial analytic skills; excellent oral & written commu-nication skills; excellent organizational & planning skills;good analytical & problem solving skills; great attentionto detail & sensitivity to confidential information; excel-lent computer skills; knowledge of Excel & MicrosoftWord; knowledge of FinMis highly desirable. Grade: P3;Range: $24,617-31,982 3-14-97 Office of the SecretaryDIRECTOR (03301JZ) Responsible for the overall coor-dination of the University’s corporate and foundationrelation development effort; cultivate and solicit a selectgroup of prospects targeted for specific initiatives; workwith all school, center and central development units onprospect assignment as well as solicitation strategies;identify new prospects; establish solid relationships acrossunits; strengthen overall effort; report to Assistant VicePresident for Development; work extensively with seniorofficers, staff and the leadership of development pro-grams in all schools and centers. Qualifications: BA/BS,advanced degree preferred; seven to ten years of majorgift cultivation and solicitation experience, includingdemonstrated experience in soliciting major gifts fromcorporations and foundations; strong oral and writtencommunication skills; demonstrated ability to organizepractical strategies for realizing gift opportunities; localand national travel required as is a valid driver’s license.Grade: P10; Range: $48,882-64,066 3-10-97 Develop-ment & Alumni RelationsSTAFF ASSISTANT III (02220JZ) Support the Office ofthe Associate Executive VP for Med Center Developmentand Alumni relations; organize projects; staff campaigncommittees; schedule meetings; prepare agendas; take

Classifieds

HELP WANTED— University of Pennsylvania—American Musi-cological Society: Secretary/Receptionist (parttime, temporary). Duties: receptionist (telephone,mail, general inquiries); basic accounts payable/receivable; routine correspondence; publicationspreparation; sales fulfillment. Qualifications: highschool diploma or equivalent; one year secre-tarial experience; excellent communication skills;PC skills, including accounting and word pro-cessing; database experience preferred. EOE/ADA. Send cover letter, resume to: AmericanMusicological Society, 201 S. 34th Street, Phila-delphia, PA 19104-6313.— Volunteers Wanted For Research Studies.The Unit for Experimental Psychiatry, of theDepartment of Psychiatry, University of Pennsyl-vania, is in the process of recruiting volunteersinterested in participating in sleep and sleepdeprivation research studies. We are investigat-ing the effects of sleep deprivation and short-ened sleep on performance measures, includingreaction time and memory function; and we arealso measuring the effects of shortened sleep orabsence of sleep on the way brain activity (EEG)appears as it “catches up” on lost sleep. We haveseveral different research studies running con-currently, and in some of these we are alsoinvestigating the response of the hormonal andimmune systems to sleep loss and sleep reduc-tion. Participation in an ongoing research studywould involve between 3 and 21 days spent inour facility, depending on the particular researchstudy design. Remuneration is dependent uponamount of time commitment involved. If you areinterested in volunteering for one of our researchstudies please call 215-573-5855 for details onthe particular research studies of which youmight be suited. If you are interested in partici-pating, you will be asked a series of questionsover the phone to determine your initial eligibilityfor one of our research projects.

policies & procedures preferred; ability to prioritize work;sound judgment; good communication & interpersonalskills. Grade: P1; Range: $20,291-26,368 3-13-97 Insti-tute for Environmental MedicineFINANCIAL ADMINISTRATOR I/II (02237JZ) Prepareweekly and monthly payroll totaling $6.7 million annu-ally on the University, HUP and CPUP payrolls; overseethe human resources processes; prepare grant and con-tract budgets; oversee the grant proposal submissionprocess for 65 grant proposals per year; prepare grantbudget revisions, carry forward requests and closeouts;FAI: review grant expenditures; FAII: review and approvegrant expenditures up to $5,000; prepare and processmonthly financial reports; prepare quarterly reports onadmissions, patient visits, incentive plan and patient sat-isfaction data; assist the Clinical Department Administra-tor with preparing annual operating budget; prepare adhoc financial reports. Qualifications: BA/BS in busi-ness, accounting, finance or equivalent; thorough knowl-edge of accounting and office standards and practices;excellent computer skills, including advanced spread-sheet, word processing and database proficiency, prefer-ably in a Windows environment; ability to meet internaland external deadlines with minimal supervision; excel-lent written and oral communication skills. FAI: two tofour yrs. business administration experience an academicor clinical setting preferred. FAII: three to five yrs. busi-ness administration experience an academic or clinicalsetting preferred. Grade: P3/P4; Range: $24,617-31,982/$26,986-35,123 3-10-97 General MedicineFINANCIAL ADMINISTRATOR II (03313JZ) Work withbusiness office staff to manage annual budget, currentlyin excess of $10 million; preparation and approval ofgrant and contract proposals; budget preparation andjustification; day-to-day financial management of fundedresearch, act as contact person for all matters related toproposal preparation and grants management; ensure theoverhead, EB rates, and inflation factors are applies;obtain necessary approvals. Qualifications: BA/BS inaccounting, business or equivalent, experience with federalgrants administration, accounting or equivalent; experiencein federal grants preferred; experience with University fi-nancial policies and procedures preferred; proficient withcomputers and computerized accounting; ability to workindependently; strong interpersonal skills; attention to de-tail. Grade: P4; Range: $26,986-35,123 3-11-97 CCEBFINANCIAL ADMINISTRATOR II (03304JZ)(40 Hours)Prepare animal housing per diem rates, cost analysissummaries and projections on the operation of the AnimalServices Unit (ASU), & the preparation of the Institute’sCore standard rates; monitor ASU billing procedures;identify, recommend and implement changes to ensuretimely reimbursement of ASU costs through the rechargesystem; assist manager and the Core Directors in develop-ing and monitoring standard rates; develop subsidiarycost accounting records/databases to monitor trends.Qualifications: BA/BS in accounting or equivalent; 3-5years experience in cost accounting or financial manage-ment; facility working with databases. Grade: P4; Range:$26,986-35,123 3-11-97 IHGTFISCAL COORDINATOR II (03305JZ)(40 Hours) Re-sponsible for FinMIS account administration, maintaineffort reporting, property management and space sys-tems, prepare monthly account reconciliations and assis-tance with the administration of all post award activities;assist with the preperation of standard cost rates for Coresand periodic rate reviews; prepare monthly account rec-onciliations; and assist with the preperation with Instituteand Department budgets. Qualifications: BA/BS inaccounting or equivalent; 1-3 years experience. Grade:P2; Range: $22,351-29,098 3-11-97 IHGTNURSE PRACTITIONER (02196RS)(40 Hours) Assistphysician in the selection and enrollment of patients;counsel protocol patients/families about participation instudies; coordinate radiation treatment, administer medi-cations; independent assessment of treatment & diseaserelated toxities and triage acute medical/surgical emer-gencies; coordinate the patient’s treatment with the radia-tion therapy staff & other departments; coordinate &schedule patient appointments with hospital departments& for follow-up testing; help Director of Head and NeckRadiation Oncology to coordinate clinical activities; col-lect patient information; submission of all protocol forms,treatment information and films to central study groups,pharmaceutical companies, the NCI or collaborative in-stitutions; maintain file on all patients; prepare new stud-ies for submission to institutional review boards; distrib-ute and update protocol manuals; prepare and submit IRB

21ALMANAC March 18, 1997

minutes; draft comments; prepare written materials; over-see production of slide presentations; research, write andproduce presentations and reports for AEVP; in conjunc-tion with Executive Secretary, coordinate all activitiesinvolving Exec VP for Med Center and Health Systemand top volunteers; organize paper flow to ensure timelyreview and response on key items received; draft corre-spondence for AEVP and EVP as appropriate; serve asprimary contact person for requests made by other of-fices; work with and support both executive directors onspecial projects. Qualifications: BA/BS; three years in anacademic development setting with primary writing andspecial project responsibilities; excellent organizational skills,and communication skills - both oral and written; demon-strated ability to function independently, and participate incontributing to a team effort; solid computer skills; knowl-edge of software programs such as Word Perfect, Excel,Filemaker Pro. Grade: P3; Range: $24,617-31,982 2-20-97Development & Alumni RelationsSTAFF WRITER II (03302JZ) Provide general writingservices with major emphasis on gift acknowledgmentletters, presidential correspondence and other communi-cations projects for the Department of Development andAlumni Relations, including campaign and other news-letters, research and writing for speeches and remarks,fundraising appeal letters and endowment stewardshipreports. Qualifications: BA/BS or equivalent; one to threeyears professional writing experience; excellent writing andresearch skills; detail-oriented; computer literate; strong inter-personal skills; knowledge of and previous work experience inuniversity environment preferred. Grade: P3; Range: $24,617-31,982 3-10-97 Development & Alumni Relations

PROVOSTSpecialist: Clyde Peterson

ADMISSION OFFICER II (02248CP) Aid in recruitment,evaluation, selection & matriculation of the transfer &international components of Penn’s first year class; coor-dinate & evaluate advanced standing, review, revise,establish (with faculty input) & implement all Penn poli-cies regarding granting of credit for work done prior toPenn matriculation; advise & coordinate University-widesupport of Penn’s incoming transfer classes (about 300students annually); coordinate advising of approximately250 first-year students on the status of their advancedstanding credit. Qualifications: BA/BS; familiarity withPenn, admissions &/or credit issues desired; one-threeyrs. progressively responsible work experience; excellentpublic relations, oral & written communication skillsrequired; ability to organize, manage & supervise supportstaff; sensitivity, interest in working directly with stu-dents of differing backgrounds (Work schedule mayrequire long, irregular hours & travel up to fourweeks out of the year). Grade: P4; Range: $26,986-35,123 2-28-97 Undergraduate AdmissionsBUSINESS MANAGER III (01113CP) Reporting to theManaging Director, Annenberg Center (MD) and theExecutive Director, Administrative Affairs, Office of theProvost (ED); establish & oversee procedures for allcenter financial transactions; develop & monitor annual& 5 yr budget plans; construct annual budgets usingprogram & center reference options to facilitate expensetracking & revenue & expense matching; manage unre-stricted, restricted (grant) gift & endowment funds; pro-vide monthly analysis to MD & ED concerning financialposition of center , including performance compared tobudget, profit & loss by program & year end performanceprojections; participate in the analysis of proposed pro-gram costs; participate in development & submission ofproposals to granting agencies; serve as primary centercontact for central administrative functions; superviseBox Office personnel & procedures to ensure appropriatecash management; process personnel & payroll actions;participate in contract review & negotiation. Qualifica-tions: BA/BS in business, accounting, management orrelated field; minimum 5 years progressively responsibleexperience in financial administration, preferably in auniversity setting; minimum two years management ex-perience; experience in budget development and admin-istration required; strong spreadsheet and analysis skillsrequired; finMIS training and experience preferred; dem-onstrated ability to work in a complex computerizedfinancial environment; experience with box office proce-dures preferred; ability to manage multiple priorities andmeet deadlines; demonstrated ability to work with diversegroups of people. Grade: P6 Range: $32,857-42,591 3-14-97 Annenberg Center

INFORMATION SYSTEM SPECIALIST IV (03307CP)Provide the primary applications administration, design,support & maintenance in a Unix/Universe PICK envi-ronment for both a hospital and academic informationsystem on campus; advise, support, and train users insystem usage; responsibility for the design & construc-tion of an entity-based data model for the existing infor-mation systems; serve as liaison to integrate services &resources with the central computing organization on theclient’s behalf; serve on internal & interdepartmentalteams. Qualifications: BA/BS or equivalent; 6-7 yearsexperience with a variety of computer systems; at least 5years supporting end-user computing in a networkedenvironment , preferably in the academic and medicalareas; support-level skills in Universe PICK, UNIX andOracle; knowledge of networking protocols includingTCP/IP; strong communication, interpersonal & organi-zational skills; ability to work independently and as partof a team. (On call for emergency outages or off-hoursmaintenance) Grade: P8; Range: $39,655-52,015 3-12-97 Support On Site ServicesMANAGER, MUSEUM SALES (03291CP) Responsiblefor operation of the Museum’s merchandising venturesfor both the Museum Shop & Pyramid Shop; coordinatewith other Museum departments to provide support pro-grams & develop new merchandise related to Museum’scollections, exhibits; develop new outlets for sale ofMuseum’s merchandise, whether it be mail-order, Inter-net, wholesale, franchise; supervise Asst. Mgrs. of bothshops; oversee hiring, training & supervision of shops’staff by the Asst. Mgrs.; prepare annual budget; establishuniform purchasing, inventory, and accounting proce-dures. Qualifications: H.S. grad; BA/BS pref.; 3-5 yrs. exp.in museum shop operation or equiv.; experience in buying,merchandising, budget, bookkeeping & staff supervision;strong admin., organization, interpersonal & communica-tion skills; Internet marketing or other computer-based retailexp.; cross-cultural knowledge of arts & crafts. Grade: P3;Range: $24,617-31,982 3-12-97 MuseumSYSTEMS ANALYST, SR (03289CP)(03290CP) Tech-nical & functional analysis of information processing andmanagement systems, completing feasibility studies, re-designing systems & identifying the interrelationshipsamong systems; develop system design specifications &cost benefit estimates; ensure adherence to departmentaltechnical & quality assurance standards; maintain thor-ough knowledge of system development tools; determinefunctional requirements for client offices; organize, plan& manage projects within the scope of responsibility.Qualifications: BA/BS; minimum of 4 years progressivelyresponsible experience within a large administrative com-puting environment, including a minimum of 3 years insystem design & analysis; detailed knowledge of databasedesign concepts & development methodologies; expertise inADABAS/NATURAL required; knowledge in UNIX &relational database technology & C+ a plus; excellent writ-ten, verbal and interpersonal skills; demonstrated planning& organizational skills; working knowledge of LAN, projectmanagement software & desktop presentation tools helpful;some experience with Payroll, Benefits or Human Re-sources a plus. Grade: P8; Range: $39,655-52,015 3-12-97University Management Info Systems

VETERINARY SCHOOLSpecialist: Ronald Story

RESEARCH SPECIALIST I (03299RS) Perform cellularimmunology experiments, also molecular biological tech-niques; injection of mice with pathogens; harvest tissue;maintain scientific notebooks; contribute in writing ofresearch papers; organize all supply & equipment orders;maintain laboratory; maintain stocks of reagents; main-tain breeding of mice colonies; train new grad studentsand post-docs in standard techniques. Qualifications:BA/BS with 1-3 years related experience; documentedexperience with tissue culture techniques; preferably someexperience in cellular immunology; mathematical skills;willing to work with animals (specifically mice); experi-ence with handling mice; injections, bleeding, sacrificingand obtaining tissues; keep clear records of all experi-ments, as well as other lab business; demonstrate anattention to detail; experience with computer programs,in particular spreadsheet programs such as Excel Grade:P2; Range: $22,351-29,098 3-11-97 Pathobiology RESEARCH SPECIALIST I (03317RS) Perform experi-ments invovling molecular biological techniques directedtoward cloning & expression of canine IL-12; test cellularresponse to cytokines; establish essays; maintain scien-tific notebooks; participate in writing of research papers;

maintain reagents related to immunological studies; main-tain supplies & equipment orders; assist & train labpersonnel & students. Qualifications: BA/BS; one-threeyrs. related experience; demonstrated experience withmolecular biological techniques; experience in steriletissue culture & cellular immunology techniques pre-ferred; demonstrated mathematical skills; willingneess towork with animals (specifically canines); demonstratedorganizational skills & able to maintain records & logs;attention to detail; experience with PC’s spreadsheetapplications such as MS Excel is preferred. Grade: P2;Range: $22,351-29,098 3-13-97 PathobiologySTAFF VETERINARIAN (03334RS) Act as ClinicalAdvisor for Clinical Laboratory Committee; serve asclinical advisor for pharmacy & Chair of Pharmacy Com-mittee; provide clinical coverage & associated teaching;advise on TPN for patients; interact with NICU & ICUprograms participate in & expand, didactic pharmacologywithin School; oversee therapeutic drug monitoring; pro-vide coverage as needed. Qualifications: Board certifiedin internal medicine with expertise in large animal medicine,veterinary, pharmacology & clinical laboratory medicine;active participation in resident teaching program is essential.(Position located in Kennett Square, PA - there is nopublic transportation available) Grade/Range: Blank 3-14-97 Clinical StudiesVET, TECH I (40 HRS) (03335RS) Care of hospital largeanimal patients; perform general nursing care of largeanimal patients including daily duties of hospital & pa-tient care; coordinate emergency services & technicalmaintenance of facilities & equipment; assist with diag-nostic procedures, treatments & wet labs. Qualifications:Certified Animal Health Tech. required(will consider appli-cants with pending certification); ability to stressful situationinvolving patient care; experience handling large animals;good interpersonal skills both written & oral. (Work sched-ule may require rotating shifts, on-call duties & over-time) (Position located in Kennett Square, PA -there is nopublic transportation available) Grade: G8; Range:$18,481-23,132 3-14-97 Large Animal Hospital/NBC

VICE PROVOST/UNIVERSITY LIFESpecialist: Clyde Peterson

P/T STAFF PSYCHIATRIST (02249CP) Provide psy-chiatric care to students of the University of Pennsylva-nia; provide outreach & consultation services for stu-dents, faculty & staff on an individual or group basis;provide on-call coverage for potential crisis situations;complete all appropriate paperwork & agency data col-lection; provide formal & informal supervision to train-ees. Qualifications: M.D. degree and board eligibility orcertification in Psychiatry; licensed to practice medicinein Pennsylvania; certification to dispense narcotics in PA& from federal government; experience in college coun-seling & psychiatry. Grade: Ungraded; Range: Blank 3-12-97 Counseling & Psych

WHARTON SCHOOLSpecialist: Janet Zinser

COORDINATOR II (03298JZ) Provide administrativesupport to Program faculty; coordinate retreat for 750students and faculty, registration of course, workflow,grading system evaluation system, room scheduling, classmaterial, presentation material, course pack, fellows pro-gram; supervise work-study students; prepare letters,memos and other correspondence; coordinate filing sys-tems; maintain lists and student records; special projects.Qualifications: BA/BS or equivalent; one to three yearsrelated administrative experience; demonstrated good writ-ing skills required; organizational and coordination skills;strong computer skills in Excel, Word PowerPoint andWindows 95; excellent skills in e-mail systems and familiarwith University policies and procedures preferred; experi-ence with University Budgeting System, FinMis preferred.Grade: P2; Range: $22,351-29,098 3-10-97 ManagementADMINISTRATIVE ASSISTANT I (03319JZ)(40 Hours)Maintain computerized client tracking system; supportbudget administrator, provide office management; main-tain records of training seminars, and general officeprocedures. Qualifications: HS diploma; some collegepreferred; experience in word processing, database & spread-sheet software for IBM computer; excellent telephone man-ners & interpersonal skills, high degree of personal energy &an ability to work well under pressure & to meet deadlines;2-3 years of office/clerical experience. Grade: G9; Range:$20,130-25,133 3-12-97 Snider Entrepreneurial

22 ALMANAC March 18, 1997

Penn Printoutdigest

23ALMANAC March 18, 1997

The University of Pennsylvania values diversity and seeks tal-ented students, faculty and staff from diverse backgrounds. TheUniversity of Pennsylvania does not discriminate on the basis ofrace, sex, sexual orientation, religion, color, national or ethnicorigin, age, disability, or status as a Vietnam Era Veteran ordisabled veteran in the administration of educational policies,programs or activities; admissions policies; scholarship and loanawards; athletic, or other University administered programs oremployment. Questions or complaints regarding this policy shouldbe directed to Howard Arnold, Interim Director, Office of Affirma-tive Action, 1133 Blockley Hall, Philadelphia, PA 19104-6021 or(215) 898-6993 (Voice) or 215-898-7803 (TDD).

Suite 211 Nichols House3600 Chestnut Street, Philadelphia, PA 19104-6106Phone: (215) 898-5274 or 5275 FAX: 898-9137E-Mail: almanac@pobox.upenn.eduURL: http://www.upenn.edu/almanac

E

The University of Pennsylvania’s journal of record, opinion andnews is published Tuesdays during the academic year, and asneeded during summer and holiday breaks. Its electronic edi-tions on the Internet (accessible through the PennWeb) includeHTML and Acrobat versions of the print edition, and interiminformation may be posted in electronic-only form. Guidelines forreaders and contributors are available on request.

EDITOR Karen C. GainesASSOCIATE EDITOR Marguerite F. MillerASSISTANT EDITOR Mary SchollWORK-STUDY STUDENTS Sonia Bazán, Radhika Chinai,

Lateef Jones, Tony LouieUCHS INTERN Christal SpiveyALMANAC ADVISORY BOARD: For the Faculty Senate, MartinPring (Chair), Jacqueline M. Fawcett, Phoebe S. Leboy, Peter J.Kuriloff, Ann E. Mayer, Vivian Seltzer. For the Administration, KenWildes. For the Staff Assemblies, Berenice Saxon for PPSA, DianeWaters for A-3 Assembly, and Joe Zucca for Librarians Assembly.

The Compass stories are written and edited by theOffice of University Relations, University of Pennsylvania.ACTING MANAGING EDITOR Libby RosofNEWS STAFF: Jon Caroulis, Phyllis Holtzman, Carl Maugeri,Esaúl Sánchez, Kirby F. Smith, Sandy SmithDESIGNER Brad BarthCLASSIFIEDS Ellen MorawetzThe Compass, Suite 210 Nichols House,3600 Chestnut Street, Philadelphia, PA 19104-6106Phone: (215) 898-1426 or 898-1427 FAX: 898-1203Classifieds: (215) 898-3632E-mail: rosof@pobox.upenn.edu

The University of Pennsylvania Police DepartmentCommunity Crime Report

About the Crime Report: Below are all Crimes Against Persons and Crimes Against Society from thecampus report for. March 3, 1997 and March 9, 1997 .Also reported were Crimes Against Property,including 27 thefts (including 3 burglaries and attempts, 11 theft from auto, 2 of bicycles & parts), 1 incidentof forgery and fraud, 6 of criminal mischief & vandalism, 1 of arson. Full crime reports are in this issue ofAlmanac on the Web (www.upenn.edu/almanac/v43/n26/crimes.html). — Ed.

This summary is prepared by the Division of Public Safety and includes all criminal incidents reportedand made known to the University Police Department between the dates of March 3, 1997 andMarch 9, 1997. The University Police actively patrol from Market Street to Baltimore Avenue andfrom the Schuylkill River to 43rd Street in conjunction with the Philadelphia Police. In this effort toprovide you with a thorough and accurate report on public safety concerns, we hope that yourincreased awareness will lessen the opportunity for crime. For any concerns or suggestionsregarding this report, please call the Division of Public Safety at 898-4482.

Crimes Against Persons34th to 38th/Market to Civic Center: Robberies (& Attempts)-1; Simple Assaults-1; Threats &Harassment-2; Indecent Exposure & Lewdness-103/03/97 5:52 PM 3700 Blk Spruce Unknown male masturbating in vehicle03/04/97 10:22 PM McClelland Dorm Fight inside lounge/no injuries03/06/97 2:25 PM Leidy Dorm Unwanted calls received03/07/97 9:53 AM Steinberg/Dietrich Threatening/harassing mail received03/09/97 5:03 PM 3700 Blk Sansom Suspect arrested for robbery

38th to 41st/Market to Baltimore: Threats & Harassment-203/04/97 10:29 AM 4045 Walnut St. Complainant reports various forms of harassment03/07/97 3:54 PM 3900 Blk Delancey Complainant threatened by resident about dog

41st to 43rd/Market to Baltimore: Robberies (& Attempts)-1; Aggravated Assaults-203/05/97 9:20 PM 4325 Sansom Complainant assaulted with gun/taken to hospital03/07/97 9:05 PM 4300 Blk Walnut Male with head injury/taken to HUP03/08/97 7:47 PM 300 Blk St. Mark Complainant assaulted with screwdriver

Outside 30th to 43rd/Market to Baltimore: Robberies (& Attempts)-303/04/97 2:10 AM 2106 Kater St Two complainant’s robbed/wallet taken/no injuries03/04/97 9:21 AM 500 Blk Spruce Wallet and contents taken by unknown suspect03/07/97 10:44 PM 45th & Spruce Sts Delivery person robbed by unknown suspect

18th District Crimes Against Persons10 Incidents and 2 Arrests were reported between March 3, 1997 and March 9, 1997, by the18th District; covering Schuylkill River to 49th Street, Market Street to Woodland Avenue.

03/04/97 5:30 PM 3400 Spruce Robbery03/05/97 7:50 PM 4600 Regent Robbery03/05/97 9:22 PM 4400 Sansom Homicide03/06/97 2:20 PM 4800 Walnut Aggravated Assault03/07/97 1:44 PM 4844 Walnut Aggravated Assault03/07/97 8:11 PM 120 46th St. Aggravated Assault—arrest03/07/97 9:05 PM 4301 Walnut Aggravated Assault03/08/97 12:49 AM 4800 Beaumont Robbery03/08/97 7:45 PM 300 St. Marks Robbery03/08/97 10:35 PM 4636 Woodland Aggravated Assault—arrest

Women’s Outdoor Track Quaker Invita-tional; Franklin Field.25 Men’s Lacrosse vs. Lafayette, 7 p.m.; Frank-lin Field.

Men’s Tennis vs. Swarthmore; 5 p.m.; Levy/Lott Courts.28 Baseball vs. Columbia, Noon; Bower Field.

Softball vs. Lehigh, 1:30 p.m.; Warren Field.Women’s Tennis vs. Princeton, 2 p.m.; Levy/

Lott Courts.29 Men’s Lightweight Crew vs. Rutgers (LevBrett Cup); Schuykill River.

Women’s Lacrosse vs. Harvard, Noon;Franklin Field.

Women’s Outdoor Track Penn Invitational;Franklin Field.

TALKS18 Out in the Classroom—Or Not; 4:30-6:30p.m.; Room B-26, GSE Building (Out-Ed andGSE Student Activities).20 Beverly Little Thunder; Lakota pipe car-rier, speaks about her journey as a Native Ameri-can, lesbian, mother, grandmother, spiritualleader, activist; 6-8 p.m.; Women’s Center(Women’s Studies and Christian Asso. andWomen’s Center).25 Emering Insights into the Roles of the Amy-loid Precursor Protein and Pesenilins inAlzheimer’s Disease; David Cook, pathologyand laboratory medicine; 4 p.m.; ConferenceRoom, Richards Building (Physiology).26 Trends in Campus Sexual Violence Poli-cies and Programs; Jessie Minier; Susan Villari;health education office; 3-4:25 p.m.; Room C-12, GSE Building (GSE Students Activities).

TITLE/PROGRAM CHANGE

26 1997 Afro-American Studies Scholar inResidence Program; title change to: Jazz in Mo-tion: Black Traditions in Tap; Program: talk andfootage of famous black tapdance and move-ment demonstrations.

SPECIAL EVENTS

20 Faculty/Undergrad Reception; 4-5 p.m.; Un-dergrad Lounge, Stiteler Hall (Political Science).21 BGLAD Annual Celebration Week;(Women’s Center). Through March 28.24 Sista 2 Sista meeting; 7 p.m.; Penn Women’sCenter (Women’s Center).25 PEARL Dinner at the PWC; time: TBA(Women’s Center).

SPORTS21 Women’s Tennis vs. Richmond, 2 p.m.; Levy/Lott Courts.22 Women’s Crew vs. Navy/Georgetown (Classof ’91 Plate); Schuykill River.

Softball vs. Coppin State, 1 p.m.; WarrenField.

Men’s Tennis vs. Penn St., 1 p.m.; Men’sTennis vs. St. Joseph’s, 5 p.m.; Levy/Lott Courts.

Men’s Outdoor Track Quaker Invitational;Franklin Field.

CONFERENCES

21 Souls of DuBois Conference—Penn andPhiladelphia’s Community: Friends or Foes;keynote speaker Walter Palmer, SSW; 11 a.m.-5 p.m.; W.E.B. DuBois College House; to reg-ister: e-mail selliott@ pobox. upenn.edu or call898-3677 by March 21; $10, free/PENNCardholders and their families.

Building Asian American Studies at Penn:Contexts and Prospects; Gail M. Nomura, Michi-gan; Gary Okihiro, Cornell; Linda Min, ASAMUndergraduate Advisory Board; Mark Chiang,English and Asian American Studies; GraceKao, Sociology and Asian American Studies; 5-7 p.m.; Franklin Room, Houston Hall (AsianAmerican Studies).24 The Expanded Job Market for SciencePh.D.’s: A program for Doctoral Students; LindaPullan, Zeneca Pharmaceuticals; Karen Kreeger,The Scientist; Peter Kramer, Center for Tech-nology Transfer; 4-6 p.m.; Room A2, DavidRittenhouse Labs; registration required: 8-7530or vick@pobox.upenn.edu (CPPS and Vice Pro-vost for Graduate Education).

UpdateMARCH AT PENN

24 ALMANAC March 18, 1997

Asbury Methodist Church(1884-89 to March 1997)

The destruction by fire of the Asbury MethodistChurch closes a chapter in the history of the Univer-sity of Pennsylvania’s neighborhood.

Before trolleys crossed the Schuylkill, HamiltonVillage was developed by the Hamilton family to takeadvantage of the proximity of their estate to theMarket Street bridge. Sites were given to variousreligious denominations by the Hamilton family inthe hope that the presence of those institutions wouldencourage families to buy and build in the wilds to thewest side of the Schuylkill. Asbury Methodist Churchwas founded in 1844 and soon built a church onChestnut Street. Named for Francis Asbury, thecircuit-riding 18th century preacher, it quickly be-came an important institution in the developing vil-lage.

Two generations later, in 1884, the cornerstonewas laid for an immense new church, the largest inHamilton Village. The congregation selectedScots-born architect John Ord (c. 1840 - 1910, activein Philadelphia after 1871) to design its new structure.After a short period on his own, Ord formed ashort-lived partnership between 1877 and 1879 withQuaker architect Addison Hutton. The most remark-able buildings of that venture were Bryn MawrCollege’s Taylor and Merion Halls. He then moved tothe office of fellow Scot John McArthur who wasdirecting the construction of his masterwork,Philadelphia’s City Hall. When McArthur died in1890, Ord succeeded him and for three years contin-ued that vast project.

Given his partnerships with other architects, theAsbury Church provided the best insights into thenature of Ord’s interests and tastes. Its broad, planarsurfaces and pointed Gothic detail indicate that Ordhad not succumbed to the round-arched forms of theRomanesque of Henry Hobson Richardson. Instead,his taste remained rooted in the English architectureof the era when he was studying in Scotland. This isclose to the work of such men as James Brooks whosework broke with the restrained historicism of AugustusPugin’s Gothic. The ideas of the later architects werereflected in the eclectic mixture of details, broadplate-traceried windows from the 11th century over-laid with striking architectural polychromy estab-lished by the contrast of brown stone walls and lime-stone detail. In plan, the building followed an old typethat is rooted in German architectural forms of the latemiddle ages and which were brought to Philadelphiawhere they remained common. The entrance openedinto a broad narthex with stairs on either side leadingto the upstairs church. The first floor, carried oncast-iron columns, housed Sunday school and otherfacilities that denote the urban character of the churchmission. The great sanctuary space was remarkablefor its breadth and lightness.

Like many neighborhood churches, Asbury lost itscongregation with the expansion of its Universityneighbors. However, it was long recognized that thegreat volumes of churches formed important land-marks in the community. After many years of search-ing, the University planners saw the opportunity totake advantage of its great interior volume by adapt-ing the building to serve the needs of the Fine Artsstudios of Graduate School of Fine Arts. That workwas underway, directed by Santos-Levy Associates.In a nice touch of life imitating art, its dour Gothicexterior was being restored and its interior was beingadapted thanks to a gift honoring the legendary NewYorker cartoonist (and former Penn Fine Arts student)Charles Addams, whose Gothic humor, it is oftenclaimed, was nurtured at Penn.

— George E. Thomas, Ph.D.

The four-alarm fireof Sunday, March 9,was still smolderingthe next day whenTony Ventello ofFacilities Manage-ment took his photo-graphs (at right andon the front cover).Soon afterward,cranes were broughtin and the heavilydamaged north wall(foreground) wastaken down; so werethe peaks of the east-ern and westernwalls, for safetyduring the investiga-tion still in progress.The south wall facingChestnut Street isstill standing, bracedby the scaffoldingthat had been put upto shield the restoredstonework duringrenovation of the in-terior. A new slateroof had just beeninstalled.

What’s Next for Addams Hall: ‘New Effort and New Plans’At week’s end there were more questions than answers: How did the fire start?

The fire marshal is still investigating. Are they going to have to tear it down? L&Ihasn’t ruled yet. Was the building insured? Yes, under Penn’s blanket policy.

The former Asbury Methodist Church was well on its way to opening by fall asCharles Addams Hall, when fire was discovered about 1:45 p.m. Sunday, March 9.About 100 fireman fought the fire for some five hours before they could bring it un-der control. Not just a building but a part of Philadelphia’s past was burning, andPenn’s architectural historian Dr. George Thomas wrote what amounts to an obituaryfor what went up in flames (left). Van Pelt Library’s Roberta Dougherty delved intoa 1903 volume, West Philadelphia Illustrated, for the history of the building and itswooden predecessor, so vital to the Methodist community that it became the “motherchurch” for the area west of the river. And sometimes very far west: a Rev. J. F.Crouch, at Chester, is quoted as saying that “an old lady belonging to his congrega-tion told him that she frequently in her younger days walked from Chester to Phila-delphia, to attend the Sunday lovefeast at Asbury, returning the same day. The dis-tance covered is about twenty-four miles.”

In the renovations under way by Santos Levy Associates, the designers werehandling the fabric of the century--old church as respectfully as if it were stillconsecrated. Stained glass windows were removed for safekeeping (and they remainsafe in storage). The basic layout of the church worked well for what the GraduateSchool of Fine Arts had in mind as a memorial to alumnus Addams. The sanctuarywas not on the first floor but on the second—and the first was already divided forSunday School rooms and offices while the second was an open delight, soaring 38feet at its apex, the space broken only by a choir loft and the decorative details of itsage. Setting a block of studios into the lofty upper room was in progress, and accord-ing to Alan Levy, who is on the faculty at GSFA as well as a partner of Adele Santosin the Center City firm, the word-of-mouth about its rightness came because “Thesteel was in, so the space could be experienced as it would become.” The floor wherethe congregation had worshiped was to have been a floor of classrooms and gallery,with 14-foot ceilings, while the studio floor’s walls, set in the vertical 24 feet above,would have walls only 12 feet high. Another special element was that while theoriginal south facade and entry would still lead to the gallery and classrooms,a second entry on the west would give access to the studios above—an entry set back, to avoid any visual interference with the south-ern facade, and all glass, so that it obscured none of the stone.

“The fire was a very sad event for the GraduateSchool of Fine Arts, for Penn and for everyonewho worked so hard to transform the AsburyChurch into a splendid new Addams Hall,”said President Judith Rodin. “We are extremelyfortunate that no one was harmed in the blaze.All of us who care so deeply about the futureof this important site, Addams Hall and GSFAmust now move forward with new inspiration,new effort and new plans — and we will.”