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I created this digital zine as part of my Computer-Assisted Publishing course. The project explores niche Spotify playlists and the digital communities that form around them. I chose this topic because I believe music taste is one of the most personal and expressive aspects of who we are — it shapes identity, evokes emotion, and ties deeply to our memories. The creative freedom behind this assignment made it especially meaningful to work on. You can view the full project by clicking the title.
I wrote this analysis of the coal mine explosion in Centralia in 1947. I analyzed the administrative negligence, regulatory failures, and policy shortcomings that contributed to this tragedy. Using lessons about ethical and government responsibilities in a public administration course, I was able to break down this case and offer potential solutions.
In 1947, one of the most catastrophic coal mining disasters occurred, killing one hundred and eleven men. The Centralia Mine No.5 was six square miles of tunnels filled with explosive coal dust and gas, two of the greatest hazards a mine could have. There were multiple parties involved in this case, making it, unfortunately, complex. First were the miners, whose voices were suppressed by their superiors. In the study, some of the men were directly quoted concerning their physical health from their working conditions. One said, “The dust was over your shoetops (pg.32),” another said, “I used to cough up chunks of coal dust like walnuts after work.” Those with authority over the mine include the state of Illinois, the U.S. Government, the Centralia Coal Company, and the United Mine Workers of America (or the UMWA). The consistent dismissal of reports for 6 years made this preventable event end in tragedy.
There was a variety of issues throughout the case, but the first one that stuck out was a matter of organizational accountability. Rock dusting, which uses pulverized rock to contain an explosion if there were to be one, was required by Illinois state law. Evidently, the Centralia No.5 lacked this prevention. In multiple reports written by Scalan, an inspector from the Department of Coal and Minerals, he urged the Centralia Company to comply with his recommendations, given that there were thirty-three major hazards found in the mine. A solution that could have helped this situation is collective bargaining. The employees shared their concerns with theunion, their employer, and even Governor Green, yet little change was achieved. A collective bargain would allow the miners to unite and advocate for their rights concerning their safety and working conditions. This could look like the improvement of ventilation systems, regulatory tunnel clean-up, and frequent inspections.
The next issue is the lack of authority that the inspectors had. Scalan and Perez, both who suggested many recommendations, did not have the legal power to force the Centralia company to comply with their urges. The federal government sent Perez, but even he did not have authority over the private sector. The Local Union 52 reiterated these urges but at a higher stake. The members said that if changes were not made, Mine Manager Brown’s certificate to operate the facility would be revoked. Though that sounds beneficial, the board would not allow it, pushing any progress back. A change in public policy would grant the inspectors to halt operation without management approval if immediate danger is reported. This power could be potentially abused, but in this instance, it would have saved one hundred and eleven lives.
Relating to the previous issue is a matter of budgeting. It is known that part of the hesitation to halt the operation came from a matter of money. Those with authority, in this case, were focused on profit maximization, which led to cutting costs within the mine. Because it was a difficult time economically, Governor Green said the company must continue operating until steady. The issue with this is that the government was underfunding safety measures and regulatory maintenance. Outcome budgeting could have potentially been a solution to this issue. This form of budgeting would align the financial resources to the desired outcome. So to start, a large amount of money would be needed to clean up the mine. As incidents and hazards decrease, so would the funds.
Overall, this case ended in tragedy even though it could have been prevented. The issues with authority and accountability could have been solved with the fact that danger was imminent and inevitable. The legacy of this case changed perspective for the future and proved that ignoring hazards in the workplace can cost human lives.
news release: glory state gets a new leader
NEWS RELEASE
For Immediate Release
Email: info@glorystate.edu
O.: 333-333-3333
F.: 333-333-3344
Website: glorystate.edu
Address: 333 S. Glory St.
Contact: Bella Mason
Glory State Gets New Leader
HAPPYVILLE, MN. -Glory State University is promoting its provost to take the position of president of the university. The previous leader, Danny Dimes, has resigned due to a personal altercation.
Debbie Contreras will be accepting the role, making her the university’s first female president. Contreras has been a part of GSU’s faculty since 2005 while executing high-performance academic duties as provost.
The GSU Public Relations Office released a quote from Contreras clarifying her readiness to take on the job. She said, “I look forward to working with everyone at GSU to continue our tradition of combining high-quality, affordable education coupled with cutting-edge research. With my experience as provost, I feel well prepared to take GSU to the next level. I am ready for this challenge.”
Some of the staff have given their opinions on this new change, some are excited, some are more hesitant. Shalia McIntire and Buff Kranenberg, both long-time staff members at GSU, share their thoughts. McIntire said, “This is a great choice for our next president. You won’t find anyone how is more dedicated to GSU than Debbie Contreras, and she has always been a hard worker.”
Kranenberg said, “We need more transparency, both concerning the dismissal of Danny Dimes and the extremely hasty appointment of Debbie Contreras as the new president. My head is spinning from how quickly this all happened. I wish administrators would have sought feedback from the faculty before hiring a new president.”
The resignation of Danny Dimes was due to an arrest, but he still maintains his innocence. He said he did not want his legal battles to overshadow the works of other staff members. His immediate resignment will open new opportunities for Glory State University.
About Glory State University
Glory State University is a comprehensive public university offering more that 80 areas of study. Its 60-acre campus is located in Happyville, Minnesota. The university serves more than 5,000 undergraduate and graduate students.
Glory State University is amidst a faculty change due to controversy. Former president, Danny Dimes, is facing legal troubles after being arrested for a DUI. In response, Dimes has chosen to resign immediately.
His leaving the university has opened a spot for a new leader, which will be filled by Debbie Contreras. Contreras expresses her readiness by saying she is “well prepared to take GSU to the next level.” She concludes by ensuring she is ready for this challenge.
Multiple other staff members of GSU have expressed their feelings towards this sudden change. Shalia McIntire began working for the university in 2005, the same year as Debbie. McIntire expresses that Contreras is a “great choice for our next president.” She said that Debbie is dedicated and a hard worker.
Some members of the faculty do not feel the same as McIntire. Buff Kranenberg expresses his concern by saying that the decision was made too quickly. He concludes his statement by saying that he wishes administrators “sought feedback from the faculty before hiring a new president.”
Though enthusiastic about the opportunity, Debbie Contreras will not be available for additional interviews until she returns from an international conference.