man worked almost 18 hours on the grader clearing roads and streets with barely a stop. He made no complaint and probably never considered stopping until he was finished. Another appeared inconspicuous because he was in so many places. Seeing one job completed he moved on to the next. When the emergency was over, it was discovered he had worked almost 48 hours straight without a rest. A staff work instructor stayed with the road crews from the early to the late hours. As residents at the center finally dropped on their beds, a satisfying sleep came quickly, but first they still were hearing soft rain falling and the occasional noise of the grader at work. It had been a long day and a rewarding one. This timely extension of Job Corps effort into the life of the Lewiston community was appreciated and won't soon be forgotten by the corpsmen or the local residents. Learning in Class The instructors in the educational program are faced with many of the same problems that confront the work staff. The main emphasis may be on reading and mathematics but to sink in, classroom work must be related to everyday problems. As in the field, there must be encouragement to ward self-confidence and a great deal of patience. A young man drops out of high school for many reasons-social, economic, and emotional. Each corpsman's reason is different, but each story has the same sense of tragedy. Generally, he thinks that his academic weakness is the main reason for his failure to get a job and lead a normal adult life. He often blames his former teachers or school system for not meeting his specific problems in learning. Sometimes he brings his disillusionment and mistrust of teachers with him to the classrooms of the Job Corps. Approximately 30 percent of the Lewiston corpsmen were nonreaders on arrival. It is more than inspiring to see a young man of 18 or 19 again learning to read, working desperately and enthusiastically to destroy this greatest single barrier to his leading a normal, useful life. The majority of the academic training is programed; the student, for the most part, teaches himself. He completes problems presented to him in a systematic and meaningful sequence, and checks the answers himself. Cheating is practically nonexistent. Though the educational personnel are still finding more and better ways to meet the academic needs of the corpsmen, the program has already been very successful. In addition to the basic program of reading and mathematics, other courses are presented that prepare the corpsman more fully to find a job and keep it. He receives training in job interviews, for instance, and in filling out a job application form. Work attitudes are discussed, and the concept of responsibility is made more meaningful. Basically, the program is designed so that corpsmen from many backgrounds and with a wide difference in abilities can fit into it comfortably with a minimum of frustration. Perhaps upon finishing the program, the boy will not be a scholar; but, he will be able to read a newspaper, a magazine, a work manual, compute his income tax, and face a new job with confidence. Learning from Each Other At Lewiston, there are approximately six or seven corpsmen to each dormitory. Since no consideration is given to race in the makeup of each dorm, it is the first time in the lives of many that they are forced to understand a human of another color or religion. There has been extremely little conflict, and a great sense of tolerance and comradeship has developed. This fact becomes particularly significant when one considers the wide variation in ethnic backgrounds of the corpsmen. The men take pride in the upkeep of the dorms and compete each week for honors for the cleanest and best-kept dorm. The winners are generally given a small reward, such as a special trip to go camping, or a special privilege. The dorms are supervised by the resident counselor staff, who act as big brothers, fathers in some cases, to the corpsmen. Some of the corpsmen, the younger ones particularly, become homesick and discouraged at times and need the special attention and guidance of a counselor they have learned to trust. Finally, there is that large and important block of time when the corpsmen are not sleeping, working, or going to class. Fortunately, Lewiston has good facilities for recreation. In the center, there must be enough things to do to involve almost every corpsman in an area of his specific interest. If interest does not exist, then the program must be adapted to draw him to it. Some of the staff and their wives, for instance, run an arts and crafts program on a volunteer basis in the evenings. Their program is tremendously suc cessful. When one considers the life some of the corpsmen led such a short while ago, it is even more amazing to see them painting a delicate plaster cast, stitching a wallet in leather class, working with skill in the photo lab, or transferring their love of cars to the scale models on the center's slot car track. The center has a baseball and a softball field, volley ball court, archery range (both indoor and outdoor), weight-lifting and boxing facilities, and a recreation hall for ping-pong, pop records, snacks, and conversation. Almost all of the instruction and supervision of these areas is done voluntarily by the staff as well as the corpsmen. Challenge of Center Life The Job Corps life has to be a complete one as much as possible. New standards of living must be accepted by the corpsmen. In some cases, better health and moral standards must be provided by example and guidance. Little can be forced upon them, but a great deal can be given. Their friendship cannot be taken for granted, but is the product of sensitive understanding on the part of them and the staff. The staff constantly faces the responsibility of setting an example and showing understanding. There is an intensity in a Job Corps Center that requires constant self-appraisal, and a realization of human limits when one is working desperately to alleviate inadequacy. The human drama, the interplay of personalities, and the heroic efforts generally go unnoticed. Yet the staff has the reward of seeing progress and the presence of ability that was once just latent potential. Director John C. Schaumburg has coined the phrase for the Lewiston Conservation Center: "You come to the Job Corps a boy, you graduate a man.' The change in the boys as they become men is evident to the staff members and to their families. The mother of one of the Lewiston Job Corpsmen wrote to the staff over the holidays to wish the members a Merry Christmas and to thank them for what they were doing for her son. "Our son, who once couldn't write his own name, now writes to us," she said. "When we talk to him on the phone, we notice the improvement in his speech, his attitude toward his fellows, and we thank God for folks like you who care enough to help a boy whose parents could not help him financially and otherwise." # # # Take 15 Seconds For Safety— Wind Socks Fly at Lake Cachuma During the 11 years of operation of the Lake Cachuma Recreation Area by the county of Santa Barbara, Calif., five persons have lost their lives in boating accidents on the lake. A major cause of these accidents is the high winds which frequently sweep across the lake. The winds are strong in all coastal valleys and particularly in Santa Ynez River Valley because of its proximity to the cool ocean. In an effort to prevent drownings due to boats capsizing in the heavy winds, the county has installed a storm-warning system which has proven very effective. The system is briefly presented on a sign at the boat-launching ramp. The sign is headed: "Take 15 Seconds To Save Your Life. Reading The Following May Do The Trick," and it is followed by safety instructions and a drawing of the lake. Three storm flags (large yellow wind socks) are hoisted to the top of poles when the wind exceeds 20 miles per hour. One of the flags is at Tequepis Point, one is at the launching ramp, and one is on the Tecolote Tunnel inlet tower. At least one of the flags is visible from nearly any position on the lake. When the storm flags are flying, no boats are allowed to leave the dock area and those boats on the lake are warned to seek shelter in coves or proceed to the dock area with extreme caution. Regarding boats which might already be on the lake when the signals are raised, the flag system also helps avoid liability responsibility. A recent storm front at Lake Cachuma caused a seaward flow of air in excess of 25 miles per hour, making it necessary to raise the flags from 9 a.m. to 3 p.m. Some fishermen had been able to get out on the lake prior to the hoisting of the flags, and they gradually made their way back. However, the gate at the launching ramp was locked against boats leaving. Upon request or in an emergency, a boat coming in can be escorted to the dock by the parkpatrol vessel. The county managing agency of the Lake Cachuma Recreation Area, Cachuma Project, has done a commendable job in establishing this system and seriously attempting to make this water surface safer for boaters. # # # The cutter head of the 20-foot diameter tunnel-boring machine is shown here as it completed "holing-through" Tunnel No. 1 on the Navajo Indian Irrigation project, N. Mex., on March 19, 1966. "Sixty Years of Tunnel Driving" Cont. from page 32. and the emergency measures taken to surmount them, raised the cost of the tunneling from $44 a cubic yard of excavation to $447 a cubic yard. Another dramatic tunneling job, operation "Grand Valley Rescue," involved a race against time to save some orchardists on the Grand Valley Project in Colorado from an impending $2 million loss of their 1950 fruit crop. A landslide had demolished 500 feet of an old diversion tunnel that conveyed irrigation water to the threatened orchards. In early March, a few days after the slide, Reclamation negotiated a contract for a 2,240 foot tunnel around the damaged section. Two construction firms, operating as a joint venture, set to work with a 72-day deadline for completion. The tunnelers met with no adversities, beat their deadline by 24 days, and water was delivered in time to save the orchards. Usually tunnels are driven from as many faces, or headings, as access and economy permit, through auxiliary shafts or adits excavated from the surface. But Reclamation's longest tunnel to datethe 13-mile Alva B. Adams Diversion Tunnel through the Continental Divide in Colorado-was driven with no auxiliary adits or ventilation shafts at all. The 9.75-foot diameter tunnel had to traverse the entire width of the Rocky Mountain National Park, and any shafts from the surface would have marred the park's natural beauty. The job was completed successfully without them, though it took longer. In closing its 61st year as a tunnel-building organization, the Bureau of Reclamation has over 40 miles on eight major tunnel jobs in progress or under contract on four water resources development projects in California, Colorado, and New Mexico. As the years pass, and as Reclamation must look to more distant sources of water supplies to meet the increasing needs of the arid and semiarid Western States, the Bureau's tunneling activities can be expected to grow in size and complexity. # # # Rubinoff and his violin-a Stradivarius insured for $100,000has set the Lake Powell wonderland behind Glen Canyon Dam, Ariz., to music. The Lions Club of the town of Page recently sponsored the famous violinist to play at the high school auditorium. In the concert following a tour of the area, Rubinoff told how impressed he was at the beauty of the area. Livestock Increase in the Columbia Basin The young lady smiling beside the spotted calf is Jannette Pearce of Moses Lake, Wash., in the center of the Columbia Basin project irrigated area. A couple of years ago, Jannette was crowned Washington State Dairy Princess, the first chosen from the project area. Miss Pearce found the lucky calf on her grandparents farm where 180 cows produce about 10,000 pounds of milk a day. In the last few years the Columbia Basin project has become an important dairying area, and a good producer of other livestock as well. Just over 103,000 cattle were counted on the project farms last fall, a full 26,000 head over 1964's count. This sharp increase was due to a technical change in census procedures as well as the year-by-year increase in cattle. More than 50 percent of the cattle fattened on the project were shipped to the coast, while 15 percent were sold locally. Cattle for slaughter usually average 1,060 pounds each. |