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By: Cheryl A. Davenport

 

PSECU, a Pennsylvania-based credit union created by 22 state workers over 80 years ago, was founded to support and secure the financial well-being of state workers when few existed. From these simple beginnings PSECU has grown to include over 400,000 members.  The not-for-profit member-owned institution provides many low or no- fee financial products to its members and 24/7 banking services while upholding the ethical integrity members have come to trust. This commitment to its members is just a part of the overall dedication to the community. PSECU promotes financial literacy, volunteer participation and engages in charitable contributions. Environmental community outreach includes sponsoring the Earth Day Festival and Shredding Event, the Walk 4 Clean Water and support of the Rotary’s Clean Water Projects. These events express the organization’s focus on taking a leadership role in environmental responsibility through clean water, recycling, sustainability and green practices.

As PSECU expanded, the institution resolved that it had outgrown its location at Credit Union Place in Harrisburg. This was an opportunity to magnify their community influence and environmental dedication. Discussions began about building a new facility which would be eco-friendly and sustainable while providing prospects for future growth over the next 50 years. A 47-acre site was chosen close by on Elmerton Avenue in Susquehanna Township. The site, with large open spaces, was ideal as the space provides for biodiversity and promotes local habitat. This site footage exceeds LEED open space requirements by 227 percent. After approximately 5 years of discussion, a $72 million budget and design was developed that would make the new building and surroundings save energy costs while benefitting the community, members and employees. PSECU moved into their new facility in January 2014 with extremely minimal downtime and impact on its member services.

The new PSECU building is operated by a natural gas powered turbine system, also known as cogeneration. The turbines generate heat, which is then used by a heat exchanger to produce heat for the building or an absorption chiller to cool the building. This system also heats the water for the facility. Other options were discussed such as windmill and solar power, but these were determined to have a larger footprint on the environment and the cogeneration system was better suited to meet the buildings current and expanding future needs. The 239,000 square-foot facility and site has the possibility for expansion up to 425,000 square feet.

The goal was to be LEED Gold Certified, which was obtained. Per the U.S. Green Building Council, LEED (Leadership in Energy and Environmental Design) certification points can be earned in many areas of building development, which address concerns related to sustainability. Four levels of LEED certification are awarded based on the number of points earned – Certified, Silver, Gold and Platinum. LEED certified buildings use less energy and water, reduce greenhouse gas emissions and save money. The facility received LEED points by achieving an energy cost savings of 38.1 percent due to cogeneration, and lighting methods. The capture and treatment of 90 percent of storm water runoff, water-conserving showers and toilets, and landscaping design which requires no irrigation all assist in saving water. The cost savings of LEED initiatives help to re-coup initial building investments. The cogeneration system will pay for itself within 5.5 years of initial installation. While producing cost efficient heating and cooling, the system also produces a surplus, which is sold back to the energy grid. Last year alone, $85,000 in excess energy was sold back.

It’s not just the final building product that is important when considering the environment and community. Seventy-five percent of the debris during construction was diverted from landfill into recycled materials, and 20 percent of the building components are made of recycled materials. LEED points were also awarded for the use of low-emitting sealants and adhesives. Building materials were brought in from local sources to reduce the ecological footprint by saving in transportation costs while at the same time supporting local businesses. Per PSECU’s vision, local businesses were sub-contracted to support the project. Also as a part of PSECU’s dedication to the community, a percentage of the building budget was dedicated to the hiring of minority and female workers.

The construction also provides for back-up energy. Supplemental absorption chillers, onsite stored water in case of interrupted water service, as well as a diesel-powered generator, which can power the entire building and its functions, all provide for complete back-up. Alan Brunner, Director of Facilities Operation and Organizational Support Services, a key planner and manager of the project emphasizes “We can’t be down, we have to be online 24/7 for our members.” This fits in to PSECU’s philosophy of ‘brick and mortar-less banking.’ As stated on the PSECU website, “We’re not about having a branch on every corner. We’re about giving members account access where it’s most convenient for them. Their living room. Their backyard. Their cell phone. By not spending money on branches, we can give members competitive rates for loans and savings, as well as a host of low or no-cost services.” Digital banking service is not just about customer convenience and cost savings but also reducing carbon footprint.

Saving energy and reducing ecological footprint also impacts employees, and PSECU believes that the LEED certified building reflects its culture. Employees were updated and engaged throughout the entire building process, and a workspace planning committee was established to help with the selection of office furniture. Adjustable height desks, using electricity generated on site, were chosen so the employee can stand and change position throughout the day. Work stations were made at a lower height to allow more natural light throughout the working space. Seventy-five percent of the lighting is natural daylight, brought in through efficient design to reduce cost, as well as provide health benefits to employees. Holistic business cultures enhance the total well-being of the employees – physically, financially and emotionally. This practice reduces stress and increases employee productivity. The campus encourages human interaction with the physical environment. Employee walking trails through the open green spaces are provided, as well as a rooftop garden patio area for lunch breaks, which has the added benefit of reducing cooling costs and storm water runoff. Other employee benefits to improve health and well-being include bike racks, on-site gym, the promotion of non-smoking, on-site daycare and involvement in the community through volunteering. Employees are also offered ride-sharing high-occupancy vehicle and fuel efficient vehicle parking, with electric car stations planned.

Each new employee is given a tour and orientation to the building and grounds to understand the scope of the entire initiative. Aside from environmental benefits, health benefits and cost-savings – the character of the building is modern and stunning. It is a professional inviting building, even under heavy security measures to protect their members – not what one might expect from a cost-efficient building.

The building of LEED certified projects and sustainability movements in Central Pennsylvania is growing, with PSECU serving as an inspiration. Phoenix Contact has also installed a cogeneration heating and cooling system; Messiah College has expanded sustainability initiatives to include an organic community garden, composting and recycling. Dickinson College offers on its website that 96 percent of the class of 2015 had taken at least one sustainability course.

As PSECU has evolved, its vision and mission encompasses not only the members but the community and environment in a relationship that is advantageous to all. Providing cost savings through energy efficiency and sustainability and ‘brick and mortar-less banking’ affords innumerable benefits.

 

For more information please visit https://www.youtube.com/watch?v=gfjkL3BU-3E

 

 

 

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By Senator John M. DiSanto

 

The General Assembly recently took action to maintain Pennsylvania citizens’ access to federal buildings and prevent the burden of needing a passport to fly within the U.S.

 

Lawmakers came together in a bipartisan fashion and approved compromise legislation to bring the Commonwealth into compliance with the federal REAL ID Act. Passed in the wake of the 9/11 terrorist attacks, this federal law established increased security standards for state-issued driver’s licenses and identification cards and prohibited federal agencies from accepting licenses and identification cards from states that did not meet these standards.

 

Concerned that that federal government sought to regulate what was previously under the domain of the states – driver’s licenses – the General Assembly overwhelmingly voted in 2012 to prohibit the Commonwealth from participating in REAL ID.

 

In addition to the issue of states’ rights and the Tenth Amendment, concerns about Pennsylvanians’ privacy rights as part of a nationwide driver license database prompted passage of the REAL ID Nonparticipation Act of 2012.

 

The National Conference of State Legislators estimated that REAL ID implementation costs nationwide could be as much as $11 billion. It is estimated the initial start-up costs to fully implement REAL ID in Pennsylvania would be $141 million, with $39 million in additional, annual operational costs. The federal government provided PennDOT with just $5.4 million in grants to assist with REAL ID requirements—yet another unfunded mandate from Washington D.C.

 

In addition, the federal law complicates the process of obtaining and renewing a driver’s license. Pennsylvanians will be required to visit a PennDOT facility upon their first renewal after REAL ID compliance, and to produce a certified, raised-seal birth certificate and proof of social security number and principal residence. Also, REAL ID requires a person to apply in person for the re-issuance of their driver’s license if he or she has a material change in his or her personally identifiable information (not including a change in address).

 

While these and other concerns were valid, not meeting the federal requirements comes at a cost to citizens. By June 6 of this year, Pennsylvanians would no longer have been able to gain access to secure federal buildings using their driver’s license. And, by January 2018, Pennsylvanians would need a passport to fly on commercial airlines within the U.S. A recent study determined Pennsylvanians would need to spend nearly $1 billion on passports if the state did not comply with REAL ID.

 

The General Assembly needed to prevent these unacceptable burdens from being placed on our citizens. That meant complying with the federal law while maintaining options for residents.

 

Pennsylvania had already taken 33 of the required 38 steps to enhance ID security as required by the REAL ID Act, such as using digital photos, issuance and expiration dates and a unique identification number on driver’s licenses.  Remaining mandates to be met include having a specific federally approved symbol that is designed to make tampering and forgery more difficult, and requiring a certified birth certificate to issue a driver’s license.

 

Meeting the last remaining federal requirements, while protecting Pennsylvania citizens and taxpayers, was the goal of a lengthy legislative process that featured compromise in the Senate and House of Representatives as well as input from PennDOT. The result was Senate Bill 133.

 

The legislation brings Pennsylvania into compliance with REAL ID, with safeguards for citizens.

 

Senate Bill 133 allows Pennsylvania residents to choose between getting a REAL ID-compliant identification card or a non-compliant card. Holders of standard-issued driver licenses will not be asked to subsidize or cover the cost to issue REAL IDs. Instead, the cost of compliance will be borne by those opting for the federally approved ID. PennDOT will also be required to report annually to the General Assembly regarding the cost to the state of REAL ID compliance.

 

Pennsylvania’s approach to REAL ID prohibits state government from compelling any individual to apply for a REAL ID, and it does not allow Pennsylvania to exclusively mandate a REAL ID for any reason. These are important protections to preserve individual choice for our citizens.

 

Without this legislation, Pennsylvania would have soon become one of only five states to remain noncompliant with REAL ID and without an extension.

 

Now that Governor Wolf has signed Senate Bill 133 into law, PennDOT will begin what is expected to be an 18 to 24 month process to fully implement REAL ID. Given Pennsylvania’s new law to enact REAL ID, it is expected the Department of Homeland Security will provide further extensions that will allow Pennsylvanians, with their Pennsylvania driver’s license or photo ID card, to continue flying commercially and visiting federal facilities in the interim.

 

Our Commonwealth should never blindly comply with every regulation handed down by the federal government, especially those that encroach on what is rightfully a state matter, such as driver licensing. By slowing down the process and creating alternatives, Pennsylvania is implementing REAL ID on its terms, not Washington’s.

 

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Senator John DiSanto represents most of Dauphin and all of Perry County. He was first elected in 2016.

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By Robb Hanrahan

It’s budget time in Pennsylvania and the usual questions are popping up. How late will it be? Or, will it be on time? Every year, the state legislature wrestles with how the Commonwealth will spend its money. Cuts are often considered “draconian” to those who like a program and “necessary” to those who don’t.

So every year around this time on my show “Face the State” the idea of zero base budgeting is tossed about. It’s the total opposite of how we currently decide how much and where the money will be spent in Pennsylvania.

The way we do it now

Currently we use incremental budgeting which always begins with the budget from last year. It’s not a bad way to budget and is used in many businesses and governments. The idea is to approach the coming budget year with the current budget’s numbers. If a department or agency needs more money for programs or services, it requests an increase. The increase must be justified. But here’s where many lawmakers have a problem with this practice. If a department doesn’t use all of the money in the previous budget year, they lose it.

It’s this “use it or lose it” philosophy that has many thinking the only way to go is up. More spending, which requires more revenue, which these days often means more taxes. Money isn’t pouring into the Commonwealth at this point. So to keep the budget balanced without an increase, departments and agencies often have to cut spending. That’s hardly a popular thing to do for one running a multi-million-dollar government agency.

So why not start at zero?

To remove the “use it or lose it” mentality, a process known as zero-base budgeting is floating out there. It’s far from new. A guy named Peter Pyhrr wrote an article about Texas Instruments use of it in 1970. Interest grew in its success. Then, Governor Jimmy Carter implemented ZBB into the state of Georgia’s budget. Carter brought it to Washington where it lasted all of four years until President Reagan killed it in 1980.

It’s a simple idea that gets complicated quickly. Zero based budgeting starts at zero. Sounds good, right?  Each department gathers every expense that it will incur during the next year. Every expense. Then they simply budget for that amount. There’s no “bagging” of last year’s budget and asking for more. The simple genius behind it is that there’s no incentive to spend all of the current year’s budget, and it requires proof of every expense needed. Here’s where it gets complicated. That’s a lot of detail. Detail that requires managers, department heads, even mid-level employees to be recording current expenditures and predicting next year’s. Governments that have used it often had to hire and train more people in order to get it up and running. In other words, it needs more work and is often not very popular with employees.

The reason many government agencies abandoned zero-base budgeting was because it requires time and understanding of its complexity. Units in every department have to justify spending, not only to meet minimal expectations but also to include predictions for providing higher levels of service. The analysis has to be handed up through several levels before finalization. In Pennsylvania, that would have to be done every year. Whew. That would include counting every pencil, paper clip and folder, not just major expenses.

Advantage: detail

ZBB is a great way to have a working knowledge of where every cent is being spent. It provides an efficient allocation of money and can improve cost effective spending on services. It also takes away the “entitlement” philosophy of spending the entire current budget.  ZBB can also weed out stale and outdated programs and departments.

Disadvantage: complexity

With Pennsylvania on a yearly budget cycle, implementing zero-base budgeting would require enormous preparation time and increase the cost of preparing the spending plan. Our state government is huge and complex in and of itself. ZBB requires a microscopic examination of everything that needs money. In my opinion it would probably need a year-round department of its own just to gather the information needed to produce a yearly zero-base budget.

So why all the talk about ZBB?

Because we’re looking at a possible $6-billion-dollar budget deficit by the end of next year if we don’t close the current $700 million deficit this year. Lawmakers are looking for money in every corner and ZBB appears to be an answer to wasteful government spending. In a recent appearance on CBS 21’s “Face the State,” House Appropriations Chair Stan Saylor talked about performance base budgeting. It’s a sort of hybrid off-shoot of ZBB which requires accountability and measurable objectives. PBB presents its own list of challenges but may be a possible road to explore as we face the state budget challenge every year.

According to the National Conference of State Legislatures, almost half the states use performance information but differ in when and where the information is used in the budget process. Basically all information is important in the budget process and performance information can provide background on the purposes of state-funded programs and the results they achieve.

Robb Hanrahan is host of CBS 21’s “Face the State.” The show can be seen every Sunday morning at 8:30 a.m.

 

 

 

 

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By Chris Comisac

Well, folks, Pennsylvania is going to get some more “pension reform.”

I know, the House of Representatives has yet to vote on Senate Bill 1, the latest lacking legislation held up by lawmakers as “reform,” but this is happening.

So what does that mean?

As someone recently said to me, with us “accomplishing pension reform,” we can move on to doing pension reform.

The actuarial note analyzing the legislation indicates there will be no pension system savings, and the risk-shifting within SB1 only matters should the systems incur significant investment shortfalls a couple decades from now. Those shortfalls, should they occur two to three decades from now, will still add more debt to our debt-ridden systems, it just won’t be quite as much added debt – the “historic” savings we’re told SB1 would deliver would come at a significant cost.

It’s pretty clear passing anything with the title “pension reform” has become the goal, not passing something that’s worth passing.

I’m reminded of about two years ago, when I wrote a column in which I argued – with regard to both property taxes and public pensions – doing something isn’t always better than doing nothing.

Carefully reviewing the analysis of this session’s version of “pension reform,” it appears as though lawmakers have found a way to do both: look like they’re doing something while doing nothing.

If this is the “politics of the possible,” we have hit another new low in the Pennsylvania State Capitol.

The comparison between current law and SB1 for both the State Employees’ Retirement System (SERS) and the Public School Employees’ Retirement System (PSERS) shows little-to-no difference regarding the impacts on employer contribution rates, pension funding ratios and the unfunded accrued liability going forward during the next three decades.

So if accomplishing that is the best we can do, then why vote SB1 in the first place?

We’re told by SB1 proponents it’s because the legislation is “transformative,” that it puts the pension systems on the path to future fiscal health because it reduces pension risk for state taxpayers.

It’s not exactly that, but the analysis of SB1 by actuarial firm Milliman notes a future shift in risk (although at least 30 percent of the state government workforce is exempted from this risk shift): “Over time, the bill also reduces future risk exposure because it transfers a portion of retirement benefits to a DC [defined contribution] plan in which the member assumes investment and longevity risks. The provisions of the bill apply only to new members, and the full reduction in risk exposure will be phased-in over several decades as new employees are hired, become vested and ultimately retire.”

But SB1 still maintains a defined benefit plan that is subject to the political and financial winds that blew up PSERS’ and SERS’ unfunded liability to a combined $76 billion. So while exposing state taxpayers to slightly less risk, there’s still plenty of risk for which current and future Pennsylvanians will be financially responsible (not to mention the $76 billion, and growing, debt already on the books).

It’s true that state taxpayers would continue to be exposed to risk even if the current defined benefit plans were closed, and even if they were fully funded today (they’re obviously not).

Because of the way defined benefit plans work (even after they’re closed), underfunding can occur if the systems’ investment returns come up short, the systems fail to meet the other assumptions built into the costs of the defined benefit plans or lawmakers decide they don’t wish to pay the contributions they need to pay. We’ve seen all three happen in Pennsylvania annually during the better part of the last two decades.

None of that occurs with a defined contribution plan.

So if the risk of a DB plan falling short is the top concern as we’re told by SB1 proponents, why choose a less-than-half-measure like Senate Bill 1 that continues the DB plan, albeit a slightly smaller DB plan?

If the upfront costs of SB1 – and there are greater costs associated with the bill’s changes (including the yet-to-be-discussed roughly $50 million cost to the pension systems to implement the incredibly complex three-tiered benefit plan proposal) – are worth the potential of only partial risk shifting in 20 to 30 years, then why not do the whole enchilada?

Pull the Band-Aid off in one quick rip, instead of what amounts to a slow, painful, centimeter-by-centimeter removal – with all of that pain borne and endured by Pennsylvania taxpayers – that doesn’t end up removing the Band-Aid; in Michigan (where their pension problems are smaller than ours), that state’s failed hybrid pension plan was recently referred to as “a Band-Aid on a bullet wound” by one of that state’s lawmakers.

Just put every new employee – no exemptions – into a standalone DC plan.

I know, I know – “We can’t get the votes for that” is the refrain from some legislative leaders who, if given their druthers, would drop SB1 in a second for something that accomplishes a real change, even if that change also comes two to three decades down the road.

In addition to making needed funding reforms – such as shorter amortization periods for both DB plans, as recommended by the actuary that produced the SB1 analysis – to reduce the risk of an underfunded DB plan, a standalone DC plan for everyone would eventually simplify the retirement systems as well as completely eliminate the risk borne by taxpayers, once the only active plan for SERS and PSERS is the DC plan (which would take several decades to occur).

That would be good public policy.

Obviously it’s important to get the votes to send legislation to a governor that’s willing to sign it, but when did that become the definition of good public policy?

If you’re willing to make no impact on employer contributions or the unfunded liability during the next two decades anyway – which describes SB1 – then why not keep pushing a few more years for legislation that puts SB1 to shame on risk transfer?

Sometimes you have to try – and, yes, fail once in a while – to accomplish your goals. Legislative Republicans would do well to remember the Fiscal Year 2015-16 state budget, if they’ve forgotten that lesson, or maybe Act 120 of 2010, the last “pension reform” which was supposed to fix the things lawmakers are once again trying to fix (and the current “fix” doesn’t look much different, actuarially speaking, than Act 120).

There’s been a lot of failure to accomplish the goal of pension reform the last several years – as evidenced by the continued growth of the pension systems’ unfunded liability – but most of those failures involved bills that were better (some only marginally so) than SB1.

Adopting SB1 would simply be another failure a future General Assembly will have to address.

Chris Comisac is Capitolwire Bureau Chief.

 

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The power of the state attorney general to tackle public corruption would be greatly expanded under a legislative proposal stemming from a state investigation into the large public debt racked up through financing deals at Harrisburg’s trash incinerator.

A bipartisan group of lawmakers plan to introduce a bill giving the attorney general authority to investigate and prosecute county, city, and municipal officials and employees for public corruption. Under current law, the attorney general can only prosecute public corruption cases of state officials and employees under certain circumstances. This occurs when county district attorneys refer a case because they have a conflict of interest or lack adequate resources to pursue it.

A state grand jury issued a report last month wrapping up a state investigation of incinerator deals that led up to $300 million in debt during the tenure of former Harrisburg Mayor Stephen Reed. The investigation was launched followed a referral from Dauphin County District Attorney Ed Marsico.

The grand jury recommended no criminal charges in the incinerator case citing a statute of limitations that expired in 2015. However, the grand jury made recommendations to change state laws to help protect municipal taxpayers from excessive debt in the future. These include expanding the attorney general’s prosecuting power to include local officials and extending the statute of limitations to cover wrongdoing discovered after an official leaves office.

The referral system often causes “undesirable delay” in pursuing criminal charges, the grand jury said.

The grand jury report gave momentum to senators who have pushed to enact stronger municipal debt laws since 2013 in response to the incinerator controversy. They have now gained allies in the House who plan to introduce companion bills.

Under the powers bill, the attorney general could prosecute local officials when state laws are violated, said Sen. John Blake, D-Lackawanna, the sponsor. Federal prosecutors have jurisdiction to prosecute local officials for violations of federal laws in such areas as mail fraud and bribery and extortion.

The legislation to expand the attorney general’s power comes after the elective office weathered a series of controversies leading to the conviction of former Attorney General Kathleen Kane for leaking grand jury information to a reporter and lying about it to another grand jury and her resignation from office last summer.

Attorney General Josh Shapiro said this week he strongly supports having the additional prosecuting authority. He also noted he’s seeking a $500,000 increase to strengthen the office’s Public Corruption Unit in the fiscal 2017-18 state budget.

House Judiciary Committee Chairman Ron Marsico, R-Dauphin, said he would take a close look at what he described as giving the attorney general “super power” to investigate local officials.

The attorney general’s office would need a larger budget if that power was granted, said Harrisburg attorney Water Cohen, a one-time acting attorney general.

“The question here is whether the General Assembly, if it expands the jurisdiction of the OAG, will give the office the necessary resources to actually conduct such additional investigations and prosecutions, which can be very complicated and time-consuming,” wrote Cohen.

The Pennsylvania District Attorneys Association will probably take a position on the legislation.

 

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With a Friday court deadline providing a catalyst, lawmakers in the House and Senate are moving to tackle long-debated gambling issues including the reinstatement of a local share assessment on casino slot machine revenue.

Bipartisan votes by the House Gaming Oversight Committee approved two separate bills May 21 to reinstate the local share.

The bills – House Bill 1342 and House Bill 1301– would require that Category 1 and Category 2 casinos pay an annual fee of $10 million to host municipalities and a payment of 2 percent to the host county.

But they differ in how the local share revenue for some casinos would be distributed.

The Senate Community, Economic and Recreational Development Committee has scheduled an off-the-floor meeting Tuesday on House Bill 271, a House-approved airport tablet gambling bill seen as a vehicle for gambling expansion legislation.

Sen. Mario Scavello, R-Monroe, the committee chairman, said he is preparing to amend the bill with provisions to expand legalized gambling and reinstate the local share. The amendment is expected to address the legalization of internet gambling and fantasy sports betting.

Drew Crompton, chief of staff for Senate President Pro Tempore Joseph Scarnati, R-Jefferson, said the Senate plans to send a gambling bill to the House this week.

With the June 30 budget deadline to pass a fiscal 2017-18 state budget just weeks away, lawmakers are under pressure to fill a revenue hole in the current state budget. The budget is based on the assumption that new gambling will generate $100 million for state coffers.

The state Supreme Court has given lawmakers until Friday to pass a new local share assessment that meets constitutional muster.

The court declared the assessment unconstitutional last fall on grounds that it wasn’t levied uniformly on casinos. The court said a provision in the 2004 gambling law requiring casinos to pay a 2-percent tax or 10 million, whichever is higher, to host municipalities created a variable

The May 26 deadline is the second set by the court since last fall’s court order.

“I think it was important for [committee] members to have a vote on the local share before the court deadline,” said Gaming Oversight Chairman Scott Petri, R-Bucks. “I don’t think the court is going to give us another deadline.”

Committee members voted the interests of their own districts on several amendments to change the existing distribution of local share money, said Petri.

The committee rejected amendments to give part of Hollywood Casino’s local share assessment that goes to Dauphin County to Lebanon County and to give a portion of each casino’s local share assessment to a state-run volunteer fire company grant program.

 

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When visiting a close friend his family at West Point, Ryan Aument visited was taken by the atmosphere.  “The uniqueness of going to a military school… I became interested in becoming a military officer.”  He ultimately set his sights on The Citadel, becoming the first in his family of his generation to go to college.  His father, who held jobs as a dairy farmer and trucker, didn’t have military experience, but both he and Aument’s mother emphasized the value of education.

“My mom would talk about the heart of the American dream.  She would say, ‘I want you to have more doors and opportunities opened for you.’  She had a love of history, and we took family day trips to historical sites like Valley Forge, Gettysburg and Washington, D.C.”  He smiles as he remembers one of his mother’s most important activities.  “She kept a scrapbook for me of newspaper clippings of major news events the times when I was a child.  I have those scrapbooks – we did it together.  My mom, who did not go to college, who grew up on a farm, had a bigger sense of the world and global events than other people… that is important.”

A self-proclaimed child of the 80s, Aument grew up admiring public figures such as Ronald Reagan, Jack Kemp and George H.W. Bush.  In high school, he began actively volunteering on campaigns as a member of the Lancaster County Republican committee.  Later, during his time serving on active Army duty, partially in Iraq, he wasn’t able to stay as involved with politics, but he paid attention.  When he returned home, he went through a period he feels is common to many veterans, asking himself: “Now what?”

Wanting to find something as rewarding and fulfilling as active duty, and feeling fortunate that he was able to come home, he decided he had an obligation to serve.  He focused on public service, working to elect George W. Bush for a second term.  It wasn’t until the infamous pay raise of 2005 in Harrisburg that he took a serious look at personally running for the House in 2006.  “I was offended and outraged at the July 2005 pay raise, especially at those who identified themselves as strong fiscal conservatives… until they benefited,” he says.

Ultimately, he didn’t run in 2006, opting instead to help his friend, Bryan Cutler, now the House majority whip, win.  Aument was Cutler’s campaign manager, and assumed that by helping Cutler, he was effectively passing up his own opportunity to join the legislature.  However, four years later, Aument and his family had moved to a different district, and when a House seat came up, he decided it was time for a run.

Having been a campaign manager, he is honest when discussing his own campaign.  Laughing, he admits, “I was probably a difficult candidate.  It gave me a great appreciate for my campaign team.”  He won the seat, served two terms, and went on to be elected to the Senate in 2014.  Aument is passionate about building opportunities for society, such as promoting strong families, strong communities, a quality education system and free enterprise.

Yet Aument is adamant that without his wife’s support, he wouldn’t be able to serve.  “You have to be in it together,” he avers.  “This was not my wife’s dream.  But we feel we’ve been given this privilege.  We’ve been called at this point in life to provide a public service as a family, so we sacrifice as a family.”

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Rob Teplitz

 

Rob Teplitz may have been born in Miami, but he’s become a Pennsylvanian through-and-through.  His family moved to the Commonwealth when he was still a toddler, and made the midstate their home.  Today, Teplitz is following in his parents’ footsteps, working with his wife to raise their sons in what he feels is a great place to grow up.

Though politics wasn’t a mainstay of dinner conversation in his own household, he was still driven toward a career that would help him serve the public.  Thus, he attended Franklin & Marshall College, earning his undergraduate degree, and went on to graduate from Cornell Law School.  “It seemed that a law license would be an asset regardless of what I ultimately did,” he says.

His hunch proved correct.  A few years after he started practicing, he landed a job working for Bob Casey, Jr.  He advised Casey and his team for five years, and then went on to the position of chief counsel and policy director at the Pennsylvania Department of the Auditor General under Jack Wagner, for about a decade.  At the end of Wagner’s second term, Teplitz was faced with the reality that although he had never considered running for an elected position, he was in an excellent position.

“It was 2010,” he recalls.  “I realized I could be in the job where I could serve the community.  It was the right time.”

With the support of his wife, also an attorney, albeit in a non-traditional law career, he threw his hat into a ring that he was familiar with, having been through half-a-dozen other statewide campaigns and local races.  Still, having never served as the candidate before, he didn’t know what to expect from the eyes of the principle.  “Exciting is one word,” he notes when talking about his run for Senate.  “It’s exciting… but it’s also exhausting.  Campaigns are very challenging.  The dynamic is unique; some things you have control over, and some you don’t.  The personal stakes are higher.”

In November 2012, he was rewarded for his perseverance and determination by being elected to the 15th District.  It was the beginning of what he considers to be one of his greatest responsibilities.  His geographic territory, like many other Senators’, is incredibly diverse despite spanning only two counties.  “It’s been a great opportunity for me to see and do things, and meet people, I wouldn’t have met otherwise,” he explains.  “It’s urban and suburban; there are rural farmers and people who live in the urban city.  There are strong – and challenged – schools.  It’s a microcosm of the state.”

To serve such a varied constituency, Teplitz utilizes his ability to listen and communicate.  His main focal points are on schools, jobs, government reform and the Harrisburg financial crisis, and he’s been pleasantly surprised by the camaraderie he shares with elected officials on both sides of the aisle.  “Most of my colleagues are cordial behind the scenes.  I wasn’t privy to those kinds of interactions when I was a staff member.  The casual discussions before and after meetings, or on the floor, are really friendly.”

Of course, when he requires some downtime from his busy schedule, he only has to throw on his running shoes and hit the roads in and around his neighborhood, as well as along the scenic Susquehanna River route.  He can also be seen at one of his children’s activities, or indulging in a little TV after everyone else has called it a night.

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