Chicago Tribune from Chicago, Illinois • 20

23 Section 1 Cr.iea'ro Sviiav. 9. 1975 Goose Island Monster eats junk food I 'It 2. tf- .7 jf si There. Henry Hank Gawlik.

keeper of the monster, aad bis six-maa crew separate the metal front the nonmetal debris. Then the electrically powered monster is turned on vith a frightening, vibrating roar. Two bulldozers pour huge gulps of Junk onto a conveyor belt that feeds it into the monster, which hammers, grinds, shreds, and consumes the debris with roaring zest. MOMENTS LATER, the Ut-tered remains are spewed out, carried up a conveyor belt, and poured into a hopper that drops it Into a waiting trailer dump truck. An operator at a nearby control board makes certain that the monster doesn't overindulge and get indigestion.

Lights flash on and horns sound when the machine reaches its saturation point. The dump trucks carry the combustible portion of the shredded debris to the sanitation department's new Northwest Side incinerator at 720 N. Kilbourn where it is burned. The metal residue is delivered to Pielet Brothers Scrap and Metal, 7955 W. 59th Summit.

The company by contract pays the city $15 a gross ton below the quoted market price for No. 2 bundles or scrap metal. Currently the city is getting S45 a ton from Pielet. By Rudolph Unger -BULLDOG HAMMERMILL" is a mocster that gorges itself oo old refrigerators, stoves, hot water beaters, softs, Ubks, chairs, and tires and spits them out in little pieces. Its gluttony seems boundless.

It chomps on 60 tons of bulk refuse every day and in the course of a year consumes 15,000 to 16,000 tons, about 20 to 25 per cent of the city's annual bulk refuse collection. This demon of refuse hides inside a modern brown-and-biege, brick-and-metal building on Goose Island at 1130 N. Branch Just south of Division Street and Just east of El-ston Avenue. "Bulldog Hammermill" is a huge shredding machine designed by the city's Department of Public Works and manufactured by the Pettibone Corp. THE GOOSE ISLAND shredding station as the building and machine are known was built in 1971 for less than $1 million and disposes of bulk refuse thrown out by residents of 20 North side wards, according to James F.

Callahan, assistant general superintendent of the city's Bureau of Sanitation. fl2very three weeks the wards' sanitation crews pickup bulky objects, discarded by homeowners, free of and deliver them to the shredding station. t'i 4 AM Tritwnt PMo Br wiiiiM Ym A student removes his hat as he approaches Principal Kenneth Van Span-keren (right) in corridor at Orr High School. With discipline a major problem, Van Spankeren was named principal in January and began his program of restoring order and getting Ihe educational program on the road. Students now take their hats off to Orr High's no-nonsense principal Mil i i in i if mm irll Hi til it mi" 1 Tribun Photo by Wtltir NhI The Goose Island shredding machine grinds away at its daily chore of mashing refuse from 20 North Side wards.

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(unbreakable bottles of after Ishave, after shave balm, and By Casey Banas Education editor KENNETH VAN SPANKEREN walked along therschool corridor and merely nodded to a student wearing a hat. In a split second the boy whisked the hat off bis head and gave the Orr High School principal a hurt look. "On you it looks good," Van Spanker-en said. "But not in school." He continued walking, and hat after hat was yanked off heads by students in response to just the very sight of the principal. THE ATMOSPHERE at Orr High School, 730 N.

Pulaski is far different than a year ago when, by the admission of some of its teachers, the school was up for grabs. It was one of eight Chicago public high schools where th principal was replaced last January bo cause of alleged chaotic conditions. One of the big problems was th school's design. Teen-agers tend to get lost and become only a number in an urban high' school of 2,400 students, and the architect had wanted to do some thing about that. So Orr was designed as a school with four clusters or "houses" of four schools-within-a-school.

The idea was that each student would be assigned to a spend most of his or her time there, and receive more Individualized instruction and help from counselors. BUT WHEN THE teachers and students moved into the new school building in the house design quickly became a liability, teachers said. Discipline was the thorny problem. No" disciplinary policies were enforced uniformly for students in all four houses, and some teachers say this is the key reason for the chaos. Students cut classes, often without any reprimand.

They roamed the halls at will. They set off the automatic sprinkling systems in classrooms and rooms were flooded. Fire alarm boxes were in the corridors and, on a typical day, there would be five or six false alarms. Each time the building was evacuated. In a classic example of understatement, Donald Westergren, an assistant principal, said, "It disrupted the educational program." Then Van Spankeren came on the scene last January to a school with 2,406 students and a racial mix of 80 per cent black, 15 per cent Latino, and 5 per cent white.

His two-phase program was simply, 1 restore order, and 2, get the educatinal program, on the road. ONE OF HIS first moves was to pull eight teachers away from their classroom assignments and make them "unit leaders" for the four houses. Their initial cssignmcnt was to restore order by acting as disciplinarians. "Van Spankeren needed every hand on deck to get the lid back on the school." one frequent Orr visitor explained. "He swept the halls clean of kids hanging around." Ho established a uniform discipline policy for students cutting classes.

Previously, outsiders often roamed the building, mingling with students skipping their classes. Now all visitors are challenged at the school doors. Student identification cards are required. AND THE FIRE alarm boxes have been moved inside the classroom. Now, with the new school year in its third month, Van Spankeren wants the unit leaders to become more involved in Icologne.

What a great way to go! Isle of Man, first floor, State; I A I kThe Men Store, first floor. AS Ui oncO (Wabash; all suburbs except iAurora and Chicago Heights. ICall 372-6800 any hour or write Box AA 60690. 1 .00 delivery charge Tribune Map fcration and less in discipline. "is unit leader concept has come un-r fire Tom some Orr teachers who told The Tribune these leaders had no classroom assignments or Job descriptions and Aere wasting taxpayers' money- But Van Spankeren insists the unit leaders fulfill the school's educational design for team teaching within a house concept to tailor instruction to the specific noeds of inner city students.

A UNIT LEADER spends the day in disciplinary and counseling matters and also in meeting with teachers to plan special lessons often crossing depart- mental lines. For some Latino students speak little English. One unit leader works with teachers of geography and TESL for Teaching English as a Sec-ond Language to develop lessons encompassing both areas. Another combination is mathematics and home economics. Some inner city students in a cooking class may not know enough about fractions to follow recipes.

That's when a unit leader develops a special lesson with the math and home economics teachers. Attendance in inner-city schools often Is spotty, with some students virtually disappearing for days at a time. Students normally take four major subjects at the same time, and a long period of absences results in the student flunking all four subjects. BUT ORR HAS a unit leader for a program called OMAT One Major at a Time. Three hundred freshmen and sophomores, selected because of their poor reading ability, take only one major subject at a time.

They meet four periods a day for 10 weeks. Upon successful completion, student has one academic credit and a feeling of accomplishment. Another dropout prevention program is ECHOS I for Exploratory Center for Home and Occupational Study. Students receive special classes to help determine their interests and talents and to focus on career goals. Of 89 ECHOS students in the last school year, 75 are still with the program.

That in itself is a measure of success, said Isaac Greene, ECHOS director, because these students otherwise would I.ave dropped out of school end now be on the streets. Recalling the days of chaos, Jerome Ettingcr, an Orr teacher, said: "I was here at the old Orr school five years ago and was demoralized. I couldn't really see anything 'positive happening. Now students are in their classes and a learning climate exists;" ion orders under 9.95. (Cologne: 4 oz.

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