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Newspaper Article - Article about Helen Hunley - Alberta's First Woman Lieutenant Governor by Lynn Neuman McDowell of The Advocate. ; AWI Collection ; By LYNN NEUMAN MCDOWELL of The Advocate " Don't call me Ms.!" This from the first woman to be lieutenant- governor of Alberta, the first solicitor general of the province and first woman to hold a full — and massive — government portfolio in Alberta. When Helen Hunley, who t u r n s 66 today, began her political career as a Rocky Mountain House town coun­cillor in 1960, she wasn't championing a cause for the women's movement or any­body else. She was, she thought, simply doing her civic duty. That sense of duty has taken her from a farm imple­ment dealership to a govern­ment position that super­cedes the premier's. Through it all, she's been Miss Hunley — Second World War lieu­tenant, first woman mayor of Rocky Mountain House, minister of Social Services, and president of the Alberta Progressive Conservative party. Now, however, she's Your Honor. And she'll let you know if you forget. It's not personal pride. It's part of her job as the I2th lieuten­ant- governor of Alberta, per­sonal representative of the Queen. " Whether they like me or not, care about me or any­thing else, they should re­spect the office. That's what I want people to do — respect the office of the Queen." The Queen's representa­tive does everything from at­tending citizenship ceremo­nies and inspecting cadets to opening stampedes and talk­ing to high school students about government. She shakes a lot of hands. When Helen Hunley reaches out her hand, she does it in the old sense of the gesture. Originally, a noble stretched out his hand to show goodwill and that he bore no dagger. The political veteran of 19 years has never backed down from a fight, but she's never carried a hatchet either. " We'd have some dandies," said Art Bott, who was a councillor when Miss Hunley was mayor of Rocky. " But we'd always go for coffee af­terward. If Helen's got any­thing against you, she'll tell you to your face and that'll be it. No way she'd ever hold a grudge." " My office is neutral ground," she says, leaning back into her chair with a cup of coffee. " I'm apolitical now. I've divorced myself totally from loyalties to either party. I'm here to represent the Queen, who is neutral." The conversation always finds its way back to duty and responsibility, just as Helen Hunley, private citizen has. In 1979, the lieutenant- gov­ernor was tired of politics. After four years in the hefty Social Services portfolio, she announced she was leaving public life. But when the call came from Prime Minister Brian Mulroney, asking her to rep­resent the Queen in Alberta, she packed her suitcase, mar­shalled her Labrador dog Kelly and her ingrained sense of duty, and moved to Edmonton. " What are you'going to say — no, I'm too lazy?" asks the dyed- in- the- wool monarchist. Even in retirement, she served as chairman of Rock-y's town library board, chair­man of the provincial mental health advisory council and president of the Alberta Tory party. When a person considers politics, she says, the first question is whether she s willing to make sacrifices: time, personal freedom, sometimes even income. Next, and equally impor­tant, is to determine purpose. " If you want power, that s too bad. You may make it, but it's bad for the people." She says responsibility was t h e factor that most shaped her life. Others agree. " Helen came up the hard way," says Lou Soppit, mayor of Rocky. The eighth of 11 children ( named alphabeti­cally), little was handed to her. As a farm girl she was re­sponsible for chores and con­tributing to the family in­come by picking berries for. ^ tcms a pound. There was never any question she'd get a job to pay for her board when she moved into Rocky at 16 to finish high school. Working the night shift as a switchboard operator may not have done much for her concentration at school ( she tended to fall asleep), but it prepared her for her next big responsibility. In 1941, the 21- year- old joined the Women's Army Corps and soon became a tele­phone operator instructor. She wasn't fussy about rising in the ranks because, she says, shft enjoyed what she was doing. But others had a different idea.

Dept. of Public Health/諛뺤궗 ; [�븳湲�] 諛� 寃�: �슦由щ굹�씪�뿉�꽌�뒗 1993�뀈 留먮씪由ъ븘 �솚�옄媛� 理쒖큹濡� 諛쒖깮�븳 �씠�썑, 鍮꾨Т�옣吏����뿉 �뿰�븯�뿬 湲됯꺽�엳 利앷��븯�뒗 留먮씪由ъ븘 �솚�옄�쓽 諛쒖깮�쓣 媛먯냼�떆�궎怨�, 鍮꾩쐞�뿕吏��뿭�쑝濡쒖쓽 留먮씪由ъ븘 �쟾�뙆瑜� 李⑤떒�븯湲� �쐞�빐 1997�뀈遺��꽣 �겢濡쒕Ⅴ��(400mg, 留ㅼ< 1�쉶)怨� �봽由щ쭏��(15mg/�씪, 14�씪媛�)�쓣 �씠�슜�븳 �솕�븰�쟻 �삁諛⑹슂踰뺤쓣 �떆�옉�븯���떎. �솕�븰�쟻 �삁諛⑹슂踰뺤쑝濡� �씤�븯�뿬 2000�뀈�쓣 �젙�젏�쑝濡� 留먮씪由ъ븘 �솚�옄�쓽 諛쒖깮�� 吏��냽�쟻�쑝濡� 媛먯냼�븯�뒗 寃쏀뼢�쓣 蹂댁씠怨� �엳�떎. 洹몃윭�굹, 理쒓렐 �삁諛⑹빟�쓣 �셿�쟾�븯寃� 蹂듭슜�븯怨� �쟾�뿭�븳 �옣蹂묐뱾�뿉�꽌 �옣湲� �옞蹂듯솚�옄媛� 吏��냽�쟻�쑝濡� 諛쒖깮�븯�뒗 寃껋쑝濡� 蹂닿퀬�릺�뼱 �솕�븰�쟻 �삁諛⑹슂踰뺤쓽 �슚怨쇱뿉 ���븳 �룊媛�媛� �븘�슂�븳 寃껋쑝濡� �깮媛곷맂�떎. 紐� �쟻: �옱諛쒖깮 留먮씪由ъ븘�쓽 �뿭�븰�쟻 �듅�꽦�쓣 �뙆�븙�븯怨�, �솕�븰�쟻 �삁諛⑹슂踰뺢낵 �궪�씪�뿴 留먮씪由ъ븘�쓽 �옞蹂듦린���쓽 愿��젴�꽦�쓣 遺꾩꽍�븯怨좎옄 �븯���떎. 諛� 踰�: 1998�뀈 10�썡遺��꽣 2001�뀈 2�썡源뚯� 留먮씪由ъ븘 鍮꾩쐞�뿕�떆湲곗뿉 援곗뿉 �엯���븳 �궗�엺 以묒뿉�꽌 1999�뀈遺��꽣 2001�뀈源뚯� 理쒖큹濡� 留먮씪由ъ븘 �쐞�뿕�뿉 �끂異쒕맂 �궗�엺�쓣 ���긽�쑝濡� 留먮씪由ъ븘 諛쒖깮�뿬遺�瑜� 32媛쒖썡媛� 異붿쟻議곗궗�븯���떎. 留먮씪由ъ븘 �쐞�뿕吏��뿭�뿉 洹쇰Т�븳 援곗씤�쓽 寃쎌슦, 援곕났臾댁쨷 2踰덉쓽 留먮씪由ъ븘 �쐞�뿕�떆湲곗� 2踰덉쓽 �삁諛⑹빟 蹂듭슜�떆湲곕�� 寃쏀뿕�븯���떎. 異붿쟻議곗궗湲곌컙 �룞�븞 諛쒖깮�븳 紐⑤뱺 �솚�옄瑜� �룷�븿�븯���쑝硫�, 理쒖쥌 �뿰援щ��긽�� 1,158紐낆씠�뿀�떎. 寃� 怨�: 珥� 1,158紐낆쓽 �솚�옄媛� �궪�씪�뿴 留먮씪由ъ븘濡� �솗吏꾨릺�뿀�쑝硫�, 援곗씤�� 731紐�, �쟾�뿭�썑 諛쒖깮�븳 �솚�옄�뒗 427紐낆씠�뿀�떎. 援곕났臾댁쨷 �몢 踰덉㎏ �삁諛⑹빟 蹂듭슜�씠 �떆�옉�맂 �떆�젏 �씠�썑�뿉 諛쒖깮�븳 �솚�옄�뒗 963紐낆씠�뿀�쑝硫�, �삁諛⑹빟�쓣 蹂듭슜�븳 寃쎌슦�뒗 598紐낆씠�뿀�떎. �삁諛⑹빟 蹂듭슜 吏묐떒�뿉�꽌 �옣湲� �옞蹂듯솚�옄�뒗 59%(353紐�)媛� 諛쒖깮�븯��吏�留�, �삁諛⑹빟 誘몃났�슜 吏묐떒�뿉�꽌�뒗 365紐낆쨷 80紐�(21.9%)�씠 �옣湲� �옞蹂듯솚�옄濡� 諛쒖깮�븯���떎 (p<0.001). �삁諛⑹빟 蹂듭슜 吏묐떒�뿉�꽌 諛쒖깮�븳 �옣湲� �옞蹂듯솚�옄�쓽 61.9%(218紐�)�뒗 �겢濡쒕Ⅴ�멸낵 �봽由щ쭏�몄쓣 洹쒖튃�쟻�쑝濡� 蹂듭슜�븳 寃껋쑝濡� 議곗궗�릺�뿀�떎. 洹몃윭�굹 �떒湲곗� �옣湲� �옞蹂듯솚�옄�뿉�꽌 �옞蹂듦린�뒗 �삁諛⑹빟 蹂듭슜�뿬遺��� 愿��젴�씠 �뾾�뿀�떎. 寃� 濡�: �삁諛⑹빟 誘몃났�슜 吏묐떒�뿉�꽌 諛쒖깮�븳 �궪�씪�뿴 留먮씪由ъ븘�뒗 ��遺�遺꾩쓽 �솚�옄媛� �떒湲� �옞蹂듯솚�옄濡� 諛쒖깮�븯�뒗 寃쏀뼢�쓣 蹂댁��떎. �삉�븳, �겢濡쒕Ⅴ�� �삁諛⑹슂踰뺤� �궪�씪�뿴 留먮씪由ъ븘�쓽 �엫�긽利앹긽 諛쒗쁽�쓣 �뼲�젣�떆�궡�쑝濡쒖뜥 �옣湲� �옞蹂듯솚�옄�쓽 諛쒖깮�쓣 利앷��떆�궎�뒗 寃껋쑝濡� 議곗궗�릺�뿀�쑝硫�, �슦由щ굹�씪�쓽 寃쎌슦 �봽由щ쭏�� �삁諛⑹슂踰뺤� �옣湲� �옞蹂듯솚�옄瑜� �슚怨쇱쟻�쑝濡� 媛먯냼�떆�궎吏� 紐삵븯���떎. �뵲�씪�꽌 �옣湲� �옞蹂듯솚�옄�쓽 諛쒖깮�쓣 �삁諛⑺븯湲� �쐞�븯�뿬 �솕�븰�쟻 �삁諛⑹슂踰뺤뿉 ���븳 異붽��쟻�씤 �뿰援ш� �븘�슂�븳 寃껋쑝濡� �뙋�떒�맂�떎. [�쁺臾�]Background: The Republic of Korea (ROK) military initiated antimalarial chemoprophylaxis with hydroxychloroquine sulfate (310mg base once weekly) and 14-days primaquine (15mg base once daily) prophylaxis in 1997 to combat the rapid resurgence of malaria along the DMZ and to reduce the potential spread of malaria throughout the Korea. The increase of annual use of antimalarial chemoprophylaxis may have contributed to the stabilization of malaria in 2000, and its decline through 2004. However, doubts have been expressed about the effectiveness of chemoprophylaxis because late-onset cases of malaria are frequently reported in the soldiers who are regularly treated with chloroquine and primaquine. Objective: To investigate the epidemiologic characteristics of re-emergent viviax malaria and the effects of the chemoprophylaxis on latency of vivax malaria. Method: All soldiers and veterans who entered military service in non malaria risk period between Oct 1, 1998 and Feb 1, 2001 and were exposed to malaria risk for the first time between 1999 and 2001 were followed-up for 32 months after the first malaria risk exposure in the military service. Soldiers assigned to malaria risk areas experienced two consecutive malaria risk period and received antimalarial chemoprophylaxis both times during the 26-month mandatory military duty. Among these subjects, all microscopically confirmed 1,158 cases of malaria were included. Results: Of the 1,158 cases, 731 were soldiers and 427 veterans. Ninety hundred sixty three cases occurred after second chemoprophylaxis was started. Of these cases, 353 of 598 cases (59%) in the chemoprophylaxis group are considered late-onset. In the no-chemoprophylaxis group only 80 of 365 cases (21.9%) were late-onset (p<0.001). Of the late-onset cases in the chemoprophylaxis group, 218 of 353 (61.9%) cases had taken both chloroquine and primaquine regularly. The median latency period was not affected by chemoprophylaxis both in early and late-onset cases. Conclusions: Large proportion of re-emergent vivax malaria in no-chemoprophylaxis group has short latency period. Chloroquine prophylaxis increases late-onset vivax malaria due to a delay of symptom onset. In particular, primaquine was found to be inadequate against late-onset vivax malaria in ROK. Further investigations on malaria prevention strategies are needed to ensure the control of late-onset vivax malaria, because of the inadequacies of current chemoprophylaxis ; open

10/28/2020 University Journal - March 2014 www.fresnostatejournal.com/vol17no6/index.html 1/8 March 2014 Vol. 17 No. 6 Arts | FYI | Newsmakers | Service | Sports FEATURE STORY: Diversity Forum addresses race relations A day-long forum to address the challenges in exploring the importance of diversity on campus was hosted Feb. 19 byPresident Castro and the President's Commission on Human Relations and Equity. See the full story with video here. Dr. Frank Lamas is new vice president for Student Affairs President Joseph I. Castro has appointed Frank R. Lamas as the new vice president forStudent Affairs effective July 1, 2014. Lamas, who has more than 30 years of administrativeexperience in higher education, has been vice president for Student Affairs and dean ofstudents at the University of Texas at Arlington for nearly nine years. A native of Havana, Cuba,and raised in Syracuse, N.Y., he is a first-generation college student. Read the full story. Provost search nets three finalists Fresno State's nationwide search for a provost and vice president for Academic Affairs hasresulted in three finalists who will visit the campus to meet with faculty, staff and students. The new provost will succeedDr. William A. Covino, who became president of California State University, Los Angeles in September. The candidates are: Dr. Christopher Ingersoll, dean of the College of Health Professions – Central Michigan University Dr. Scott Ryan, dean of the School of Social Work – The University of Texas at Arlington Dr. Lynnette Zelezny, associate provost – California State University, Fresno Construction begins on Campus Pointe retail phase, 'The Squ are' Construction of Fresno's newest retail center was formally launchedon Feb. 10 with groundbreaking for "The Square at Campus Pointe."The first 12 business tenants were announced for the project onChestnut north of Shaw, near the Save Mart Center and Highway168.10/28/2020 University Journal - March 2014 www.fresnostatejournal.com/vol17no6/index.html 2/8 The Square is the next phase of the 45-acre mixed-use developmentCampus Pointe project, a public/private partnership between theCalifornia State University, Fresno Association, Inc. and KashianEnterprises, the master developer of the project. Read the full story . President Castro, Chancellor White speak at African-American churches Chancellor Timothy P.White and PresidentJoseph I. Castro spoke atAfrican-American churchesSunday, Feb. 16, as part of CSU Super Sunday — the flagship event of the CSU African-American Initiative that focuses on closing the collegeachievement gap for African-American students. Throughout California, CSU campus presidents, trustees, the chancellor andother higher education officials spoke from the pulpit about college readinessand the possibilities for obtaining financial aid. Launched in 2005, CSU SuperSunday is an annual event where leaders throughout the 23 CSU campuseswork together in a united effort to give underrepresented students the toolsneeded to successfully enter college. To date, almost 500,000 churchgoershave received information about financial aid, been introduced to the 23 CSUcampuses and learned how to achieve academic success at the university. Read the full story and view photo gallery . FACULTY / STAFF SPOTLIGHT Madhusudan Katti's international research team uncovers urban biodive Can thriving urban areas support biodiversity in plants and birds?Surprisingly, yes, according to worldwide research findings ofFresno State Associate Professor Madhusudan Katti and aninternational team. The findings were published in the biologicalresearch journal Proceedings of the Royal Society B. Contrary toconventional wisdom that cities are a wasteland for biodiversity, thestudy found that overall the mix of species in cities reflects theunique biotic heritage of their geographic location. See the fullstory . Benjamin Boone takes music education to the masses Music Professor Benjamin Boone, a composer and accomplished jazzmusician, has been drawing headlines for his "Inside the Music" pre-concertlectures with the Fresno Philharmonic. The lecture series was recentlyfeatured in the Fresno Bee . See the full story . John Capitman appointed to air quality board Dr. John Capitman, executive director for the Central Valley HealthPolicy Institute, was appointed by California Governor Jerry Brown to theSan Joaquin Valley Unified Air Pollution Control District GoverningBoard. See the full story . FYI 10/28/2020 University Journal - March 2014 www.fresnostatejournal.com/vol17no6/index.html 3/8 First Jensen Pistachio professor joins plant science faculty A $1.5 million pledge last year from the California Pistachio Research Board to the Jordan Collegeof Agricultural Sciences and Technology brings Dr. Timothy Spann to Fresno State conductadvanced research and education for the pistachio industry. Read the full story. Inventory of keys is coming; watch for email A campus-wide inventory of keys will be conducted in coming weeks. All administrators, staff andfaculty will receive an email from Bob Boyd, associate vice president of Facilities Management, asking you to logon to awebpage to report the physical keys you have. This information will be reconciled against the Lockshop records.Thisinventory process will also provide you a convenient opportunity to return any keys no longer needed. If you have anyquestions about this process, contact the Lockshop at 278.2172. View a short video on this project. On-site Employee Assistance Program counselor taking appointments Fresno State has selected an on-site, part-time Employee Assistance Program counselor, David Crabtree, throughEmpathia our current provider of EAP services. Appointment times are available 9 a.m. to 2 p.m. on Monday , Tuesday , Thursday and Friday . A licensed clinical social worker, Crabtree is available to provide counseling services to all activefaculty, staff and their family members. His direct phone is 278.1655 and email address is dcrabtree@csufresno.edu . Hisoffice is Lab School Room 185 (confidential side door entry for scheduled appointments). Advancement team wins four communications awards The Council for Advancement and Support of Education (CASE) Western district awarded four honors for excellence toFresno State's Division of Advancement. The university earned a silver award for a magazine insert on former universityPresident John D. Welty. Bronze awards were earned by the Fresno State Alumni Association for the "What Day Is It? It'sHump Day!" video, University Communications editor Eddie Hughes for a Fresno State Magazine story introducing newuniversity President Joseph I. Castro and photographer Cary Edmondson for a water image of Fresno State footballplayer Davante Adams . The awards were presented by the CASE District VII, which represents universities in Arizona,California, Guam, Hawaii, Nevada, Northern Mariana Islands and Utah. Provost's Awards nominations due April 4 Nominations are being accepted through April 4 for the Provost's Awards for the 2013-2014 academic year. Students,faculty, and staff are encouraged to submit nominations of full-time tenured and tenure-track faculty, or an academicprogram for the Assessment of Learning award. Nominations may be submitted in the following categories: Excellence in Teaching Technology in Education Graduate Teaching and Mentoring Faculty Service Distinguished Achievement in Research, Scholarship, or Creative Accomplishment Promising New Faculty Award Distinguished Achievement in Assessment of Learning (Department award) Nomination forms and instructions are available online and in the Office of the Provost, Haak Administration CenterRoom 4116, Henry Madden Library, 4th floor. Peach Blossom Festival is March 13-14 The 56th annual Peach Blossom Festival of Oral Interpretation will be March 13-14 at various locations on campus withapproximately 6,000 children representing nearly 200 San Joaquin Valley elementary schools. The event is hosted by theDepartment of Communication. For more information call 8-4419 or go to www.peachblossomfestival.com . Secret Garden party and Leo Politi Garden rededication, April 13 The Arne Nixon Center Advocates (ANCA) invites you to attend the annual Secret Garden party and Leo Politi Gardenrededicationon April 13, from 3 to 5 p.m. at the Politi Garden on the east side of the Madden Library. The party is ANCA'smajor annual fundraising event, with all profits going to the Arne Nixon Center. Leo Politi was the Caldecott Award-winning illustrator and/or author of over three dozen books. A Fresno native whorelocated to Los Angeles, he was a good friend of Professor Arne Nixon often returned to Fresno to participate in Nixon'schildren's literature classes and festivals. The Politi Garden was created with funds raised by ANCA to honor the specialfriendship between the two men. Paul Politi and Suzanne Bischof, the son and daughter of the late Leo Politi, will attendthe rededication. For more information or to make reservations, please send email to jsanford@csufresno.edu . CLEAR launches a new peer-reviewed journal The Center for Leadership, Equity and Research (CLEAR) has launched " The CLEARvoz Journal ," a quarterly peer-reviewed journal focused on equity issues in education. The online, scholarly journal seeks to promote research in10/28/2020 University Journal - March 2014 www.fresnostatejournal.com/vol17no6/index.html 4/8 elementary, secondary and postsecondary schools with articles that address a range of topics including advocacy, equity,mentoring, diversity and engagement. Read the full story . STAR Day is May 29 The annual Staff Training And Recognition – STAR – Day will be held May 29 . STAR Day is designed to commemoratethe end of a successful year, promote staff development and recognize the accomplishments of our campus staff. Theevent will include a guest speaker, professional development workshops, a service recognition awards ceremony, staffluncheon and a vendor fair. Watch for upcoming email announcements about the event and visit the website for updates. Grants offer new opportunities for nurse practitioner students The College of Health and Human Services was awarded nearly $300,000 ingrants to help fill a regional void of primary health care providers. The grantswere awarded by the Song-Brown Commission, which encourages universitiesand health care professionals to provide quality health care in underservedareas. Read the full story . BRAND BULLETIN Social media and branding elements By Susan Hawksworth Continuing and Global Education Many departments and programs are activelycommunicating by using social media, such asFacebook, Twitter or LinkedIn. According to Dr. TamyraPierce, director of Social Media and IntegratedMarketing, there are nearly 100 Facebook pages andapproximately 50 Twitter accounts associated withFresno State. However, having a good social media presence is morethan just "having" a site. It's important to buildconnectionsand engagement. In addition, any site associated withFresno State should also include the correct use ofbranding elements. Pierce conducted an analysis of the known sites affiliatedwith Fresno State and found that some still feature the old Fresno State and no longer approved sunburst logo orthe university seal. Some sites are using the correct new logo, but it has been improperly condensed to fit theexisting space or cropped. The University Communications office has digital versions of the new logo, sized for use on the various socialmedia sites. They are available by emailing brand@csufresno.edu. "We encourage anyone who is theadministrator of a social media site to help promote our branding efforts by using the appropriate logo and thecorrect name of the university," Pierce says. The content analysis of various social media sites found that many of them are using the university nameincorrectly (CSUF, CSU Fresno, Fresno State University, FSU, for example). We encourage everyone to useFresno State in social media to increase search results. FS is permitted on Twitter and Instagram due to characterrestrictions. CSUF is now affiliated with Fullerton and should not be used (FYI, @CSUF is Fullerton's twitterhandle). "Through our Integrated Marketing Communications work over the past two years, we have designated the use ofeither Fresno State or California State University, Fresno for our name," Pierce said. "Consistency with our logoand name help strengthen our brand." It's a good idea to review your department's or unit's Facebook page(s) and website(s) to ensure the properbranding is used. If you're not sure whether the branding is correct, review the brand guidelines( www.fresnostate.edu/brand ) or contact Dr. Pierce at tpierce@csufresno.edu . S􀵾􇸍􀶋􈬍􀶏􈼍􀶂􈈍􀵼􇰍􀵾􇸀10/28/2020 University Journal - March 2014 www.fresnostatejournal.com/vol17no6/index.html 5/8 Spring into Service, March 22 The campus community is encouraged to participate in a Fresno State morning of service on Saturday, March 22 from 8-12:30 p.m. As part of the campus-wide "Spring into Service" event, volunteers are needed to complete service projectsincluding tree and shrub planting, and installation of a water wise demonstration garden. Families are encouraged tovolunteeer. Please fill out the Spring into Service 2014-Volunteer Registration Form . Volunteer space is limited and filledon a first come, first serve basis. For questions please contact Renee Delport at rdelport@csufresno.edu or 278.7063. STUDENT ACHIEVEMENT Lopez named campus first-ever Gates Cambridge Scholar Senior Stephanie Gabriela Lopez was awarded the Gates Cambridge Scholarship, afull-ride graduate scholarship to Cambridge University, making her the first FresnoState student to receive the prestigious academic honor. The scholarship is awardedto 95 students worldwide each year. Lopez is one of 40 United States studentsrepresenting 35 institutions. Read the full story. Student wins College Entrepeneur of the Year Award Student Roe Borunda, will receive the College Entrepreneur of the Year Award fromthe Greater Fresno Area Chamber of Commerce for her hatchery-assisted business,Roetography. Borunda is a senior, double major (Art and Mass Communication andJournalism) from Fresno whose company was one of four selected to be recognized atthe chamber's Valley Business Awards Luncheon in March. "If it wasn't for programs like the Lyles Center Student Hatchery and faculty and staffmembers at Fresno State to help push me in the direction of my dreams, I probablywould have never known the sky can be the limit," Borunda said. A􀶋􈬍􀶍􈴍􀶌􈱁 Absurd Masterworks , March 14-22 The Theatre Arts Department presents three pieces by the masters of Absurdist theatre, Samuel Beckett and Eugene Ionesco, March 14-22 at the Dennis & Cheryl Woods Theatre. The style of theplays ranges from tragic to comic--from meditations on an adulterous affair to asatire of modern suburban living that morphs into a living puppet show. Other University Theatre productions: Experimental Theatre Company, April 4-6 For Young Audiences - The Velveteen Rabbit, April 5 University Dance Theatre, April 24-26 Othello, by William Shakespeare , directed by Brad Myers , May 2-10. All performances begin at 8 p.m., except for Sunday matinees, which begin at 2p.m. ID must be presented to claim discounted tickets. Tickets can be purchasednoon-4 p.m. Monday-Friday at the University Theatre Box Office at the northentrance of the Speech Arts Building, 278.2216. View ticket information . Other Music events in March: Wind Orchestra Concert, March 6 Keyboard Concerts -Sergei Babayan & Danil Trifonov, March 7 Jazz Bands, March 13 Orpheus Chamber Music Ensemble and El Cimarrón Ensemble present NOTHING and more, March 15 Saxes at Stage, March 18 The Frenso State Guitarists, March 28 Guitar Festival, March 28 Fresno State Symphonic Band Concert, April 210/28/2020 University Journal - March 2014 www.fresnostatejournal.com/vol17no6/index.html 6/8 See ticket information. 'Turning Pages: Intersections of Books and Technology' is March 24-May 30 The Arne Nixon Center for the Study of Children's Literature and the Special Collections Research Center will host"Turning Pages: Intersections of Books and Technology." The exhibition will be held in the Leon S. Peters Ellipse Gallery,March 24 - May 30. The Special Collections division has teamed up with the Center for Creativity and the Arts tocollaborate with this year's chosen theme of Data and Technology. Technologies new, old and reinterpreted have altered the paradigm of the book since its inception. From creation andcontent to format itself, the collective notion of the book, a benign object, is continually changing. "Turning Pages" willprovide a glimpse into some of the ways in which technology has radicalized books and bookmaking. Exhibition artistsinclude Thomas Allen, Su Blackwell, Brian Dettmer, Pamela Paulsrud, and Mike Stilkey. A reception to celebrate the exhibition's opening will be held on Friday, March 28, at 6:00 p.m. at the Madden Library2206. A presentation by book artist Mike Stilkey will begin at 7 p.m. The event is free and open to the public. Relaxedparking for the event in Lots P30 and P31. To RSVP email jsanford@csufresno.edu or call the Arne Nixon Center at278.8116. N􀵾􇸍􀶐􉀍􀶌􈰍􀶆􈘍􀵺􇨍􀶄􈐍􀵾􇸍􀶋􈬍􀶌􈱗 Wade Gilbert (Kinesiology) will co-present on "Athletic Talent Development: Current Status and FutureDirections" at the U.S. Olympic Academy on April 15 in Los Angeles. The academy will togetherscholars and students, athletes and administrators, business experts and leading mediaauthorities to discuss important Olympic issues. Nitaigour "Prem" Mahalik (Industrial Technology) received a $500,000 grant from the Department of Defense to acquireequipment and instrumentation to further the university's ability to teach and research emphasizingsensing and control. Blain Roberts (History) and Ethan J. Kytle (History) were askedby the New York Times to write about the Central Valley drought. Withinhours of publication online, it was the third most-emailed, the ninth most-viewed and the 10th most-tweeted story. Read the column. A new book by Roberts (History)," Pageants, Parlors, andPretty Women: Race and Beauty in the Twentieth-Century South," was published by the University of NorthCarolina Press. Read more . Asao Inoue (English) won a 2014 Outstanding Book Award in the Edited Collection category for his book,"Race and Writing Assessment" from the Conference on College Composition andCommunication, a constituent organization within the National Council of Teachers of English(NCTE). The award honors books within the field of composition and rhetoric. 10/28/2020 University Journal - March 2014 www.fresnostatejournal.com/vol17no6/index.html 7/8 Nancy Akhavan (Kremen School) is the editor of the inaugural issue of CLEARVoz, the peer reviewed journal ofFresno State's Center for Leadership, Equity, and Research (CLEAR). Read the Journal. Steve Spriggs (University Development) challenged a $165 fine for using his cellphone map application whilestuck in traffic and has won an appellate court ruling that Californians can use cellpohnes to look atmap applications while driving. He does not encourage cellphone usage while driving, but hopesthat California legislators will now revisit the issue and fix it. Spriggs story has been widely carried inthe media. Read the USA Today story . S􀶉􈤍􀶈􈠍􀶋􈬍􀶍􈴍􀶌􈱂 Baseball, softball, basketball and lacrosse are in store thisMarch Don't miss out on the Bulldog action as it offers plenty of opportunities forour veterans, faculty and staff, and your family. Baseball Tuesday, March 11 at 6:35 p.m. vs. Penn State - Season ticket holderappreciation. Wednesday, March 12 at 6:35 p.m. vs. Penn State - Season ticket holderappreciation Friday, March 14 at 6:35 p.m. vs. New Mexico - Alumni Night . Saturday, March 15 at 2:05 p.m. vs. New Mexico - Youth Jersey Saturday . Youth wearing jerseys receive free admission Sunday, March 16 at 1:05 p.m. vs. New Mexico - St. Patty's Kick Off/ Saluteto Sundays . Free admission for all active military and veterans . Kids runbases. Tuesday, March 18 at 6:35 p.m. vs. California - Staff and Facultyappreciation night. Free admission for all staff and faculty. Honor professors. Wednesday, March 19 at 6:35 p.m. vs. BYU Tuesday, March 25 at 6:35 p.m. vs. UC Santa Barbara - Greek night, Tankgiveaway. Softball Thursday, March 13 at 5 p.m. vs. Pacific. Social Media Madness - 2-1 Ticketdeal for fans following Fresno Athletics. Friday, March 14 at 6 p.m. vs. Ohio State - Dog Pound Night/Youth JerseyFriday - Youths wearing jersey receive free admission . Meet the Team post-game. Saturday, March 15 at 3:45 p.m. vs. Cal Poly - Throwback Night/AlumnaeNight Saturday, March 15 at 8:15 p.m. vs. New Mexico State - ThrowbackNight/Alumnae Night Sunday, March 16 at 3:45 p.m. vs. Saint Mary's College - Free Admissionfor all Veterans and active military. Kids run the bases . Friday, March 28 at 6 p.m. vs. Utah State . Strike Out Cancer/Youth JerseyFriday -Youth Wearing Jersey get free admission. First 5 Fresno Countybook drive. Saturday, March 29 at 6 p.m. vs. Utah State. Strike Out Cancer . Blood Drive - First 5 Fresno County Book Drive. Sunday, March 30 at 1 p.m. vs. Utah State - Strike Out Cancer. Freeadmission for all veterans and active military. First 5 Fresno County bookdrive . Kids run bases post-game. Freshman autograph signing post-game. Women's Basketball Friday, March 7 at 7 p.m. vs. San Jose State - Free Admission by Redeeming Voucher (Found at gobulldogs.com) to10/28/2020 University Journal - March 2014 www.fresnostatejournal.com/vol17no6/index.html 8/8 Ticket Office . T-Shirt In-Game Giveaway. Kids Fun Activity Zone-bounce house, face painting, and more . Mutts in Motionhalftime Performance. Lacrosse Wednesday, March 5 at 5 p.m. vs. Stanford - Dog Pound/Greek Night . Sunglasses giveaway. Saturday, March 8 at 12 p.m. vs. Colorado - Youth Day : Kids fun activity zone- bounce, face painting, and more . Autograph card giveaway . Team autograph session post-game Wednesday, March 19 at 2 p.m. vs. Columbia - Staff and Faculty appreciation day . Tote bag giveaway . HonoringProfessors. Friday, March 28 at 5 p.m. vs. USC - Alumnae Night. The Journal is published online by the Office of University Communications the first day of each month – or the weekday closest to the first – fromSeptember through May. The deadline for submissions to Journal is 10 days prior to the first of each month. Please e-mail submissions to journal@csufresno.edu . You may include digital photos, video clips or audio clips that are publishable online. Phone messages, PDFs, faxes, andprinted hard copies will not be accepted. President , Joseph I. Castro Vice President for University Advancement , Peter N. Smits Associate Vice President for University Communications , Shirley Melikian Armbruster Director of University Web Communications and Publications , Bruce Whitworth Editorial Coordinator , Margarita Adona • Photographer , Cary Edmondson • Videographer , Randy Haar • Contributor , April Schulthies Web Coordinator , Kevin Medeiros • Editorial Adviser , Angel Langridge Production Assistant , Leilani Esqueda Archives | Academic Calendar | FresnoStateNews | Journal Deadlines | University Communications Print this Page

Bill introduced by the Texas Senate relating to certain required reports received or prepared by state agencies and other governmental entities.

APPROVED ; Traumatic brain injury (TBI) is one of the largest causes of mortality and disability globally. The severity of TBI is clinically categorised into mild, moderate and severe injuries. Moderate and severe TBI often present with clear diagnostic criteria, such as loss of consciousness, skull fractures and/ or structural damage to the brain detectable by neuroimaging modalities such as computed tomography (CT) or magnetic resonance imaging (MRI) scans. However, mild TBI (mTBI), which is thought to represent almost 70% of TBI cases, is often difficult to recognise. In contrast to moderate and severe TBI, mTBI is incurred by a non-penetrating blow to the head, which may or may not result in loss of consciousness, and by most definitions, does not display abnormal neuroimaging findings. The spontaneous resolution of symptoms has also led to the perception that mTBI is a benign condition with no lasting consequences. However, in recent years, several reports have detailed a dementia-like condition in athletes and military veterans exposed to repetitive mTBI during the course of their careers. The condition is currently called chronic traumatic encephalopathy (CTE) and bears a close resemblance to a dementia condition described in the 1930s found to be prevalent in boxers, termed 'dementia pugilistica' or 'Punch Drunk Syndrome'. While moderate and severe TBI is known as one of the largest environmental risk factors in developing dementia, the link between mTBI and development of dementia-like conditions remains to be fully characterised. Accumulating evidence suggests that changes to the neurovasculature and the integrity of the blood-brain barrier (BBB) are early events in the development of several neurodegenerative conditions. The BBB is a highly specialised structure that maintains homeostasis of the central nervous system by limiting the passage of blood-based agents in to and from the neural space. As BBB dysfunction (BBBD) is a known consequence of TBI at all severities, changes to BBB integrity may result from repetitive mTBI and represent an underlying risk in dementia development. However, the magnitude and significance of changes in BBB integrity over time due to mTBI have yet to be fully explored. In this study, changes in BBB integrity as a result of participation in contact sports was investigated. To that end, two of amateur rugby union teams were recruited to undergo an extensive baseline assessment prior to the start of the competitive season, as well as after the season's competition. A sub-group of individuals underwent assessment shortly after completion of a competitive rugby match, to investigate acute changes in the BBB v following exposure to mTBI. The assessment consisted of MRI screening for changes in BBB integrity via novel dynamic contrast-enhanced MRI (DCE-MRI) analysis techniques and changes in neuroanatomical structure via diffusion tensor imaging (DTI). Blood samples were also collected at the time of MRI scanning, allowing for matched screening of potential blood-based biomarkers of TBI, as well the collection of peripheral blood mononuclear cells (PBMCs) to gauge potential adaptive changes in immune response to neural antigens. Together, this assessment represented a holistic approach to mTBI research. A total of 18 players were retained throughout the study period, completing the entire rugby season without a reported mTBI. However, even in the absence of a diagnosed mTBI, significant changes in the BBB integrity were detected in our cohort after a season of rugby, with a sub-group of individuals showing significant increases in BBB permeability compared to baseline. Increases in fractional anisotropy (FA) of axonal fibre tracks within the body of the corpus callosum were also observed after a season of rugby. The serological screening of potential mTBI markers: S100? brain-derived neurotrophic factor (BDNF) and monocyte chemoattractant protein 1 (MCP-1)/ chemokine (C-C motif) ligand 2 (CCL2), found a significant increase in BDNF after a season of rugby, accompanied by a significant decrease in S100?. However, post-match screening of plasma identified an increase in S100? even in the absence of injury. PBMC immune response, as measured by interleukin-1? (IL-1?) production, was found to be elevated in cells collected after a season of rugby compared to baseline cells when exposed to necrotic brain tissue. In addition to the clinical aspect of this study, presented here are 3 case studies are of dementia patients, whose history of TBI was thought to play a role in the development of their conditions. Characterisation of tight junction (TJ) components and BBB integrity displayed loss of the TJ protein, claudin-5, within regions of dense phospho-tau (p-tau) deposits in all three cases. Accompanying the loss of claudin-5 and overlapping with p-tau deposition was extensive extravasation of blood-based components IgG and fibrinogen, suggesting BBBD within these regions. The results obtained from in life assessment of the BBB suggest that the forces associated with contact sports, such as rugby, are sufficient to induced long term changes in BBB integrity. Serological results highlight the need for continued development of blood-based biomarkers for mTBI, particularly if they are to be used in the context of sport-related mTBI. Immune response also offers a possible avenue of future research to how vi changes in PBMCs may feed into long-term sequelae of repetitive TBI. The accompanying findings of BBBD in individuals with a history mTBI also suggest that mTBI may pose some degree of risk to long term neural health.

Product Name: Flat Belly Fix Author Name: Todd Lamb Bonus: Yes Official Website: CLICK HERE Flat Belly Fix is a unique online system that's designed to help you shed several pounds of unwanted belly fat in as little as 21 days… Without starving yourself or doing hours of intense cardio. And I know, you've heard it all before and may have even tried other online fitness programs, only to not see the results you were promised. I've been there. However, there's something different about the Flat Belly Fix that I think will change your mind about online fitness systems and the incredible weight loss results you can achieve from them. I know it changed mine. So, if you're wanting to discover ways to achieve sustainable weight loss and without forking over a ton of cash on equipment, working out in a sweaty gym with strangers and without eating nothing but lettuce, then keep reading. About the Flat Belly Fix Program Just when you think you've heard of them all, you discover the Flat Belly Fix. Let me start off by saying that this online fitness program isn't like anything you've seen before. For one, it isn't just about fitness. Yes, Flat Belly Fix is highly focused on military-style, muscle building, fat burning workouts but it also incorporates nutrition into their system which is definitely worth mentioning, since achieving sustainable weight loss is just as much about what you put in your body as it is what you do with your body. I'll get into the nutritional side of this unique system in just a moment. First, let's get into the details of the entire program. You receive three different manuals when you purchase the program, which are: The 21 Day System7-Minute Flat Belly ProtocolSmoothie Recipe Guide These 3 different guides provide you with all the knowledge you need to not only achieve weight loss with the program but also, to keep the weight loss off moving forward. You're also provided with detailed instructions on the specific exercises to do, all which come with photo instructions, as well as written instructions and the days to execute each. And then, of course, it's time for a hefty dose of deliciousness that comes in the form of smoothies. The 21 Day System also provides you with a lot of information about nutrition and even has detailed meal plan instructions on what to eat and when. So, there's a nice combination of both fitness and nutrition provided. Now, the really interesting thing is that the smoothie recipes coincide with everything you learn about weight loss and nutrition. So, not only are you provided with all the information you need to succeed but you're also provided with an action plan for both your fitness and diet. It's also worth mentioning that since the entire program is online, you have the freedom to do it whenever and wherever you are. You simply download the content onto your desktop, laptop, smartphone or tablet, and access it when you're ready to do some reading, workout or mix together a delicious smoothie. I really liked this because there are many times when I'm working out in a hotel or in my basement or in my backyard and then heading to the kitchen to make something to snack on. So, being able to take this program with you wherever life takes you is definitely a huge benefit. It also makes it easier to stick to the regime. Additionally, Flat Belly Fix comes with a 60 Day Money Back Guarantee. So, if you decide that working out isn't for you and that you'd rather sit around waiting for stubborn belly fat to simply disappear with next to no effort than you can opt for a refund. But let's be honest here, we all know that weight loss doesn't come without some effort. About the Author Behind Flat Belly Fix This unique system was created by Todd Lamb, who has a long list of certifications. He's a veteran police officer of 17 years, a retired SWAT team leader, a SWAT and Canine dog handler, has military experience and the list goes on. Now, you may be wondering what this has to do with fitness. Well, everything Todd has done in the past has a lot to do with keeping in shape and being strong. Police officers, SWAT members, dog handlers, and military members all have an intense fitness regime they must follow. So, what he has learned from his previous careers ultimately shaped his current endeavor, all of which can be found in this program. Brief Summary of the Flat Belly Fix Program Now it's time to dive into the good stuff – the details. Here you'll find a breakdown of the different sections of this program. The 21 Day System The 21 Day System is "the main" portion of the program. This is where you'll find absolutely everything there is to know about this unique approach to eliminating belly fat, from nutrition to human anatomy, eating schedules, proportions, insulin, triglycerides and much more. There's even a chapter that breaks down the different benefits for men and women, which I thought was really great because let's be honest, we aren't the same and we certainly don't lose weight the same either. Knowledge is power, and this section of the system definitely provides you with just that. The 7-Minute Flat Belly Protocol The 7-Minute Flat Belly Protocol is where you'll find all of the exercises needed to put your newfound information into action. Each movement is broken down into pictures and detailed instructions on how to execute the movement, for how many reps, how long to rest in between sets and much more. Smoothie Recipe Guide Just as the name reads, this is where you'll find all of the recipes needed to drink the knowledge you learned in the first section of the program. And don't be fooled – these smoothies aren't gross either. You just can't go wrong with chocolate and avocado, banana nut, chocolate almond smoothies or any of the other delicious recipes provided. Conclusion The Flat Belly Fix program is really easy to follow. It gets straight to the point, eliminates all of the nonsense no one actually wants to learn about and gets you working towards better eating and more effective exercise. The only downside is that the meal timings and composition was a little different to follow, and I would have loved to see all of the quality information laid out in an easy-to-read table. The good news is that you do have it; it's just not laid out as pretty as I had hoped. From your fitness to your nutrition and everything in between, The Flat Belly Fix sets you up on a path towards finally getting rid of that stubborn belly fat. The workouts are intense and will push your muscles to the limits, and the smoothie recipes will make you want to eat smoothies for the rest of your life, and when combined, you're in for one hell of a fat burning regime. Purchase the program today and receive access to it right now. Official Website: CLICK HERE

10/28/2020 Campus News - October 2015 www.fresnostatejournal.com/vol19no2/index.html 1/7 Features | Around Campus | Events | Recognition | Service | SEARCH ARCHIVES October 2015 - Vol. 19, No. 2 P􀶋􈬍􀵾􇸍􀶌􈰍􀶂􈈍􀵽􇴍􀵾􇸍􀶇􈜍􀶍􈴧'􀶌􈰠 M􀵾􇸍􀶌􈰍􀶌􈰍􀵺􇨍􀶀􈀍􀵾􇹔 This is an exciting time for the University! Fresno State is stronger than ever – a place of growingdiscovery, diversity and distinction. Applications from talented and diverse undergraduates from throughoutthe Valley and state hit a record number this year. In fact, our applications have increased at a rate that istwice the CSU average. As I meet these students on campus, I am impressed with the excellence theybring to Fresno State. As we strengthen our student success initiatives, we are seeing our graduation ratesteadily improving. The six-year rate is projected to increase to nearly 58 percent this year. That is morethan a 9 percentage-point increase in the past two years. Our goal is to achieve a 70 percent graduationrate by 2023, and we are well on our way! Thanks to the bold efforts of our faculty and staff, there is muchto be proud of at Fresno State. F􀵾􇸍􀵺􇨍􀶍􈴍􀶎􈸍􀶋􈬍􀵾􇸍􀶌􈱄 Dr. Mohan Dangi: a Fresno State action hero in Nepal One moment Dr. Mohan Dangi was on his way back to Fresno after helping with Nepal earthquake relief efforts, and thenext he was about to be pulverized by a huge rock headed right for his vehicle. The driver gunned it, and thus Dr. Dangisurvived a mortal threat which is reminscent of an Indiana Jones movie. See more . Autism Center is all about serving families Making a big difference is what the Autism Center @ Fresno State is all about. Reaching out to the community, it has10/28/2020 Campus News - October 2015 www.fresnostatejournal.com/vol19no2/index.html 2/7 already established a new center in Madera county. See more . Dr. Andrew Fiala examines the big questions in life Thinking and questioning can lead to a satisfying life, according to Dr.Andrew Fiala, professor and chair of the Philosophy Department and directorof the Ethics Center at Fresno State. "We're not all alike, and we don't haveto be," Fiala said. "Socrates, Galileo, Martin Luther, Einstein — theinnovators have been the unique individuals who think differently than themajority." See more . International Student Services and Programs For the second year in a row, Fresno State has been selected for a nationalExcellence and Innovation Award from the American Association of StateColleges and Universities (AASCU). This year, it's for internationalization efforts. See more . The Castros' first two years at Fresno State Remember key moments with President Joseph I. Castro and First Lady Mary Castro. Photos by Cary Edmondson. Seeslideshow . Trek with TimeOut Enjoy some of the fun times with TimeOut, Fresno State's beloved mascot. Photos by Cary Edmondson. Additionalphotos courtesy of Athletics Marketing and Promotions. See slideshow . A􀶋􈬍􀶈􈠍􀶎􈸍􀶇􈜍􀵽􇴠 C􀵺􇨍􀶆􈘍􀶉􈤍􀶎􈸍􀶌􈱓 Submit your input for the strategic planning process President Castro and the Strategic Planning Committee invite members of the campus community to offer input for thestrategic planning process that will identify campus priorities for the next five years. An online form for input is available here . Information about the draft Mission Statement and Strategic Plan priorities is available here. Nursing students take free services to the Valley This September saw the launch of School of Nursing's Community Health Mobile Unit, which offers free health servicesto rural communities. The mobile unit, made from a deconstructed RV, has two exam rooms for services such asimmunizations and diabetes and blood pressure screenings, plus health assessments, education and referrals.Throughout the fall semester, the mobile unit will travel to rural areas in Fresno County, providing free services to thosewho do not have readily available access to health care. See more . New name for Student Affairs, offices The Division of Student Affairs has been renamed the Division of Student Affairs and Enrollment Management. Officeswithin the division have also changed their names: Career Development Center (formerly Career Services), Cross Culture and Gender Center (formerly Center for Women and Culture), and University Health and CounselingCenter (formerly University Health and Psychological Services). Admissions and Records also had offices that changedtheir names: Degree Advising Office (formerly the Evaluations Office) and Student Conduct Office (formerly JudicialAffairs). Also, the Dream Outreach Center is a new office within Student Affairs and Enrollment Management, housed inUniversity Outreach Center's office. Athletics honors academics This season at home sporting events, extraordinary teaching at the University is being showcased by selected facultymembers — such as Miles Ishigaki (Music) and Betsy Hays (MCJ) — who present the game ball to President Joseph I.Castro in front of thousands of Bulldog football fans. Faculty members from the Jordan College of Agricultural Sciencesand Technology are also recognized during football games as the "Actagro Faculty Member of the Game," with CathyPay Zhu (Agricultural Business) and Hend Letaief (Viticulture and Enology) recently receiving this honorary recognition.Additional recognition for academics takes place during Men's Basketball College Nights, which introduces theaccomplishments of the University's colleges and schools to the community and provides the opportunity to bring donors,alumni, staff, faculty and students from together for a fun evening. Athletics also recognizes faculty and staff with anappreciation day, one for each sport (excluding football) which offers faculty and staff free admission. For moreinformation, or if you know an extraordinary faculty or staff member you would like to see honored at a future event,please contact aslater@csufresno.edu .10/28/2020 Campus News - October 2015 www.fresnostatejournal.com/vol19no2/index.html 3/7 $10,000 grant will help Fresno State serve students in recovery Fresno State has received a $10,000 Early Seed Grant from Transforming YouthRecovery (TYR), a non-profit charity created by the Stacie Mathewson Foundation,which creates and brings together innovative and sustainable scholastic recoverycommunities. The three-year grant provides funding and technical assistance with agoal to help Fresno State "build a recovery community from the inside out by focusingon community-based assets and mobilizing relationships between individuals,associations and institutions." The grant will help Fresno State spearhead recoveryefforts on campus. Activities include the following: Identifying of a small group of students in recovery to help lead the way to developmentof a program. Conducting a survey and convening focus groups of students in recovery to obtainfeedback on the type of support they need in order to have a successful academiccareer. Based on the results, the University may consider bringing Alcoholics Anonymous meetings or otherrecovery support group meetings to Fresno State. Working with Transforming Youth Recovery on an ongoing basis to develop and strengthen our recovery program. For more information, contact Kathy Yarmo at kyarmo@csufresno.edu . WASC team will visit campus Oct. 20-22 The WASC Senior College and University Commission (WSCUC) will be at Fresno State Oct. 20-22 in connection withthe University's accreditation. The team typically schedules open meetings with students, staff and faculty to provide anopportunity for informal input from all members of the campus community about their experiences with the institution.Individuals who are unable to attend the meetings may contact the WSCUC team through Oct. 22 using this confidentialemail: csufr@wascsenior.org . For more information about Fresno State WASC accreditation, click here. E􀶏􈼍􀵾􇸍􀶇􈜍􀶍􈴍􀶌􈱋 Keyboard Concerts presents Isabelle Demers on Oct. 4 Isabelle Demers performs works by Vierne, Prokofiev, H. Martin, Reger, J.S. Bach, Laurin, andThalben-Ball at 3 p.m., Oct. 4 in the Concert Hall. A French-Canadian artist, she is rapidlybecoming recognized as one of America's most virtuosic organists. Recent highlights of hervast performance activities include her debuts at Davies Hall in San Francisco and Disney Hallin Los Angeles as well as a fourteen concert tour of England and Germany. General admissionis $25, seniors $18, and students $5. For reservations and other information, call 278.2337.This concert is co-sponsored with the San Joaquin Valley Chapter, American Guild ofOrganists and L'Alliance Francaise de Fresno. Farm to Fork Exhibition open through December; Great Grape Event is Oct. 10 Henry Madden Library's exhibition, "Farm to Fork: Food, Family, Farming," features the immigration history of the Valley'slargest ethnic populations, as well as their contributions to agriculture in the Central Valley. It will also showcase antiquefarming equipment as part of a "non-petting zoo." The exhibition is free and open to the public through December 18. Inaddition, a series of related "Farm to Fork" events are being planned throughout the year, beginning with "The GreatGrape" on Saturday, Oct.r 10, from 10 a.m. to 2 p.m. at the Department of Viticulture and Enology (located on Barstowbetween Cedar and Maple). For more information, visit www.fresnostate.edu/library or contact Cindy Wathen at 278.1680or ciwathen@csufresno.edu . Universal Design Day is Oct. 16 Universal Design Day is Oct. 16 from 9 a.m.-3 p.m. at the Henry Madden Library, starting at DISCOVERe Hub, first floor.This event is held bring awareness of universal design and accessibility to our campus. Attend a showcase of resourcesand best practices. "Pop-in" to 30-minute workshops. Features include food, prizes, and opportunities in universaldesign. See more . Licensing and Tradmark Vendor Fair is Oct. 22 A Licensing and Tradmark Vendor Fair will be held Oct. 22 from 9 a.m.-2 p.m., North Gym 118, to inform faculty and staffof how to order products with Fresno State's trademark. Companies licensed to provide promotional materials will bepresent with vendor booths and samples. Presentations will be made at 10 a.m., 11 a.m., and 1 p.m. For moreinformation, contact gbehrens@csufresno.edu .10/28/2020 Campus News - October 2015 www.fresnostatejournal.com/vol19no2/index.html 4/7 Pianist Sahan Arzruni performs Oct. 25 The Keyboard Concerts series offers a special event with pianist Sahan Arzruniperforming on Sunday, Oct. 25, at 3 p.m. Arzruni has become a familiar figurethrough many television broadcasts such as Johnny Carson and Mike Douglasshows. He has also been featured in a number of PBS specials. The recital is co-sponsored with the Fresno State Armenian Studies Program and the Thomas A.Kooyumjian Family Foundation. General admission is $25, seniors $18, and students$5. For reservations and other information, call 278.2337. University Theatre 2015-16 season begins The upcoming University Theatre season includes the following: Yellowman , by Dael Orlandersmith, Oct. 2-4 and 6-10, Dennis and Cheryl Woods Theatre A Midsummer Night's Dream , by William Shakespeare, Oct. 30-Nov. 1 and Nov. 3-7, Dennis and Cheryl WoodsTheatre Really Really , by Paul Downs Colaizzo, Dec. 4-6 and 8-12, John Wright Theatre Contemporary Dance Ensemble, artistic director Kenneth Balint, Feb. 12-14 and 16-20, John Wright Theatre Malpractice, or Love's the Best Docto r, adapted from The Comedies of Moliére , March 11-13 and 15-19, Dennisand Cheryl Woods Theatre Blue Willow , by Pamela Sterling, May 6-8 and 10-14, John Wright Theatre Tickets are $17 for adults, $15 for Fresno State faculty, staff, alumni, seniors citizens and military, and $10 for studentsand are available at www.fresnostate.edu/theatrearts . Fresno State Concert Schedule To see the entire concert and recital schedule visit the website .Tickets prices are subject to change, Jazz Composer's Orchestra - Oct. 5 at 8 p.m., Concert Hall Fresno State Guitar Studio - Oct. 6 at 8 p.m., Wahlberg Recital Hall Faculty Brass Recital - Oct. 7 at 8 p.m., Concert Hall Cello Fresno – International Cello Festival Concert I, Symphony Orchestra - Oct. 9 at 8 p.m., Concert Hall,General: $15, Employee: $10, Senior: $10, Student: $5 Cello Fresno – International Cello Festival Concerto Competition - Oct. 10 at 8 p.m. Concert Hall, General:$15, Employee: $10, Senior: $10, Student: $5 FSSO/Cello Festival Final Gala Concert - Oct. 11 at 7 p.m., Concert Hall, General: $15, Employee: $10, Senior:$10, Student: $5 Symphonic Band Concert I - Oct. 13 at 7:30 p.m., Concert Hall Wind Orchestra Concert - Oct. 15 at 8 p.m., Concert Hall, General: $15, Employee: $10, Senior: $10, Student:$5 Invitational Choral Festival - Oct. 21-23, Concert Hall Keyboard Concerts Special Event - Sahan Arzruni – Oct. 25 at 3 p.m. Concert Hall, General: $25, Senior: $18,Student: $5. Not a part of the regular Keyboard Concert series Faculty Recital - Oct. 28 at 8 p.m. Concert Hall Jazz-O-Ween - Oct. 29 at 8 p.m., Concert Hall Conley Gallery Exhibitions Gallery hours during shows: Monday - Thursday, 10 a.m. - 4 p.m. unless otherwise noted. See the website for more. Nov. 2 - 5: Miguel Flores Reception: Thursday, Nov. 5, 5-8 p.m. Save the date: Oct. 9 - RAD American Women reception and presentation, University Dining Hall, 6 p.m. Oct. 28 - Fall Faculty/Staff Breakfast, 7:30 a.m.-9:30 a.m., Residence Dining Hall East Wing (reservations required) Oct. 29-30 - California Latino Leadership Education Summit10/28/2020 Campus News - October 2015 www.fresnostatejournal.com/vol19no2/index.html 5/7 Nov. 15-18 - Accreditation site visit for entry-level Department of Physical Therapy Nov. 19 - President's Forum for Faculty and Staff, 10-11 a.m., North Gym 118 R􀵾􇸍􀵼􇰍􀶈􈠍􀶀􈀍􀶇􈜍􀶂􈈍􀶍􈴍􀶂􈈍􀶈􈠍􀶇􈝂 Brad Hyatt (Construction Management) was appointed by Mayor Ashley Swearengin to the city of Fresno's Capital ProjectsOversight Board. Sam Lankford (Recreation Administration) had his report, "The Impact of the Arctic Winter Games: A Social Capital Perspective,"published this summer. It is the culmination of his 23 years of research on the social benefits of the Arctic Winter Games. Read more . Miguel Perez (Public Health) led 15 public health students on a global service learning course in the Dominican Republic, where theyprovided health education activities to some of the region's most destitute individuals. He also won an HonoraryProfessor award from the Universidad Central del Este (Central University of the East, UCE) in the Dominican Republicas part of UCE's Global Health Week. Kathie Reid-Bevington and Geoffrey Thurner (Jordan College) are participants in the Fresno County Farm Bureau's Future Advocates for Agriculture Concerned aboutTomorrow Class XIII, which is an eight-month educational program for community leaders who want to discussagriculture, labor and immigration, air quality, land-use planning, food production and more. Scott Sailor (Kinesiology) was officially inducted as president of the National Athletic Trainers Association. In this role, he'll lead39,000+ athletic trainers from across the nation, including Fresno State's Dr. Paul Ullucci (Physical Therapy), whoreceived the Most Distinguished Athletic Trainer Award at the 66th Annual NATA Meeting this summer in St Louis. Readmore . Anil Shrestha (Plant Science) was named Winrock International's August Volunteer of the Month for his recent work in two separatethree-week projects in Nepal. See more . Bhupinder Singh (Physical Therapy) presented his research, "Balance Control during Common Rehabilitation Exercises in ObeseFemales," at the American Society of Biomechanics meeting in Columbus, Ohio, this summer. S􀵾􇸍􀶋􈬍􀶏􈼍􀶂􈈍􀵼􇰍􀵾􇹓 Save Mart Center's Shehady Tower turned red for Blood Cancer Awareness Fresno State teamed up with the Save Mart Center, Leukemia Lymphoma Society, Central California Blood Center andthe new Be the Match On Campus student group to support Blood Cancer Awareness Month in September. The partnersmet for a kick-off in the early morning hours of Sept. 9 to view Shehady Tower illuminated in red lights. The lighting is partof the national Leukemia Lymphoma Society campaign, to light iconic buildings in cities across America red. Iin addition to the tower lighting, Fresno State also hosted an on-campus blood drive and marrow registry drive Sept. 16-18. Hundreds of generous members of the Fresno State community donated blood and registered for the national Be theMatch marrow registry. The next on-campus blood drive and marrow registry drive will take place Nov. 17-19. For more information about Be the Match on Campus, contact Giuffrida at 559.278.5716 or tgiuffrida@csufresno.edu . Forthe Leukemia and Lymphoma Society, contact Korina Mendoza at 559.490.6943 or korina.mendoza@lls.org . For theFresno State blood drives contact Renee Delport at 559.278.7063 or rdelport@csufresno.edu .10/28/2020 Campus News - October 2015 www.fresnostatejournal.com/vol19no2/index.html 6/7 Taste of Service Event introduces students to Fresno State's Culture of Service Taste of Service, a new addition to the annual Community ServiceOpportunities Fair took place in early September. In addition to learningabout community benefit organizations and volunteer opportunities theyoffer, the new area provided students the opportunity to try out several on-the-spot service projects. More than 650 students participated in the event that took place adjacent tothe traditional Service Fair. The service projects included writing advocacyletters with the Fresno State Food Recovery Network, making pinwheel toysand cards for patients at Valley Children's Hospital, and writing thank youcards for military veterans who live in the Fresno Veteran's Home. The event was coordinated by the Jan and Bud Richter Center forCommunity Engagement and Service-Learning and sponsored by Associated Students, Inc., Humanics, and StudentInvolvement. Make a Difference Day is Oct. 24 "Make a Difference Day," a national community service event encompassingthe most comprehensive nation-wide day of helping others, is Saturday, Oct. 24from 8 a.m. to 12:30 p.m. The Richter Center for Community Engagement andService-Learning is asking all faculty, staff, students, and alumni to participate.Volunteers may participate individually or as a group. More information aboutthe event, including registration details, is available at http://www.fresnostate.edu/academics/cesl/about/events.html In case you missed it: Fresno State's football win against Abilene Christian Relive the Fresno State Bulldogs' 34-13 football win against Abilene Christian Wildcats, Bulldog Stadium, Sept. 3,2015. See slideshow . Fall 2015 Residence Hall move-in See highlights from the Residence Hall move-in this fall. Photos by Cary Edmondson. See slideshow . New Student Convocation 2015 Fresno State welcomed new freshman, transfer and graduate students at the New Student Convocation in theSave Mart Center Aug. 24. See the slideshow . Ribbon cutting for Physical Therapy and Intercollegiate Athletics Building The University celebrated the opening of its new state-of-the-art 22,000-square-foot building with a ribbon cuttingSept. 15. The facility houses the Department of Physical Therapy, as well as athletics offices, and is located atBarstow Avenue and Campus Drive. See the slideshow . Bienvenida! Enjoy scenes from the Bienvenida celebration in the Fresno State Peace Garden, September 16. See theslideshow . Slideshow photos by Cary Edmondson. 10/28/2020 Campus News - October 2015 www.fresnostatejournal.com/vol19no2/index.html 7/7 Still looking for more news? For the latest University press releases, visit FresnoStateNews.com. For sports news, visit GoBulldogs.com . Find announcements, events, and more on BulletinBoard . For the academic calendar, see the catalog . Find additional calendars through Academic Affairs . A listing of season stage performances is available through Theatre Arts and music performances through the Music Department . Campus News is the Fresno State employee newsletter published online the first day of each month – or the weekday closest to the first – fromSeptember through May. The deadline for submissions to the newsletter is 10 days prior to the first of each month. Please e-mail submissions to campusnews@csufresno.edu ; include digital photos, video clips or audio clips that are publishable online. Phone messages, PDFs, faxes, and printedhard copies will not be accepted. President , Joseph I. Castro Vice President for University Advancement , Paula Castadio . Campus News is published by the Office of University Communications. Archives | Academic Calendar | FresnoStateNews | Campus News Deadlines | University Communications Print this Page

Bill introduced by the Texas Senate relating to required reports and other documents prepared by state agencies and institutions of higher education.

Один із важких наслідків війни на Донбасі – поява стотисячних мас бійців з ПТСР, які після демобілізації і повернення в громадянське суспільство вносять в нього усі особливості мілітаризованих світосприйняття і свідомості, страждають самі і нерідко негативно впливають на взаємовідносини між людьми, подальший розвиток соціуму. Проблема реабілітації учасників АТО (ООС) в Україні за своїми масштабами вийшла на державний рівень. У статті дається аналіз практики культурологічного забезпечення реабілітації учасників бойових дій на різних етапах ліквідації наслідків БПТ. ; The article provides an analysis of the practice of cultural support for the rehabilitation of participants in combat operations at various stages of the elimination of the consequences of CSR (Combat stress reaction). One of the dramatic consequences of the war in the Donbass is the appearance of hundreds of thousands of PTSD fighters who, after demobilization and return to civil society, bring all the peculiarities of militarized world perception and consciousness into it, suffer from themselves and often negatively affect the interrelationship between people and the further development of society. The author believes that the magnitude and urgency of the problem of rehabilitation of ATO (JFO) participants in Ukraine, which in its scale reached the state level, puts forward among the factors that should guarantee its qualified solution, -cultural support for the recovery of victims from CSR.Cultural support of the rehabilitation process in the study is characterized as a complex system of cultural-leisure, informational and advisory and art-therapeutic measures that contribute to the spiritual and voluntary mobilization of victims of the elimination of PTSD, rehabilitation after treatment, successful adaptation to life in new living conditions and self-realization of personality . Based on the experience of the ATO (JFO) and open source information, the author argues that it should be carried out at all stages of the use of the troops for the purpose and continued at medical hospitals and sanatoriums of different levels. The main directions of the work of culturologists during the maintenance of the rehabilitation process are the influence through the system of forms and methods carried out by means of culture, in support of the moral and physical forces of the personnel, the removal of stressful states, spiritual mobilization to overcome the consequences of CSR, the return of victims to the performance of official duties , adaptation to new living conditions in the peaceful society.The study describes the features of the provision of medical care at various stages of the rehabilitation process, reveals the specifics of its cultural support. On the battlefield, where the first medical aid is provided, the creation of a non-regular group of amateur activists-psychologists and culturologists who have a certain level of knowledge and skills in overcoming of combat stress situations, can significantly increase the range of rehabilitation effects already in the early stages of the manifestation of PTSD. In medical units of the first level (medical point of the battalion), where the pre-medical (first medical) medical aid is provided, cultural restraint and individual work with the victims are organized for those with neurotic reactions to stress.The peculiarity of cultural work in medical units of the second level (the medical point of the regiment, the medical brigade company or the military mobile hospital, the in-patient departments of district and city hospitals or hospitals located near the combat zone - where trying to prevent the transition of PTSD to the victims of the chronic stage) is that , that it can be carried out both on the basis of mobile and fixed institutions of culture and rest. Here are organized and held: performances by art workers, cultural and artistic brigades and amateur teams; broadcasting movies and videos; meetings with representatives of creative groups; visiting children; satisfaction of religious needs; Exposition of photo exhibitions; providing artistic literature; culturological health-improving training, etc.In the medical institutions of the third (military mobile hospital, military hospital, central district hospital) and the fourth (military medical clinic, regional clinical hospital, specialized centers and institutes) levels, cultural maintenance of rehabilitation is mainly organized on the basis of stationary institutions of culture and recreation. This period is aimed not only at the development of communicative activity, the formation of "taste" for social contacts, but also on the personal growth of victims of CSR.The author comes to the conclusion that in the Armed Forces of Ukraine there has been some experience in culturological activity in providing rehabilitation of ATO (JFO) participants. However, there are serious shortcomings, such as the lack of qualified art therapists and creativity rehabilitation programs, the lack of a clear system in work at different stages of recovery, a small assortment of forms and methods for the elimination of PTSD in amputees, fighters with neurotrauma and vision loss , which reduces the whole set of forms and methods of cultural influence to the level of amateur and cultural-leisure activities. The analysis allows us to recommend in the implementation of cultural support of the rehabilitation process to make the most of the experience of advanced armies, the capabilities of technical means necessary for the transfer of the Armed Forces to NATO standards. The experience of the war in the East of Ukraine also requires the creation of a sophisticated system of training for effective cultural impact on the achievement of a positive result in the rehabilitation of veterans of combat operations and members of their families.

Один із важких наслідків війни на Донбасі – поява стотисячних мас бійців з ПТСР, які після демобілізації і повернення в громадянське суспільство вносять в нього усі особливості мілітаризованих світосприйняття і свідомості, страждають самі і нерідко негативно впливають на взаємовідносини між людьми, подальший розвиток соціуму. Проблема реабілітації учасників АТО (ООС) в Україні за своїми масштабами вийшла на державний рівень. У статті дається аналіз практики культурологічного забезпечення реабілітації учасників бойових дій на різних етапах ліквідації наслідків БПТ. ; The article provides an analysis of the practice of cultural support for the rehabilitation of participants in combat operations at various stages of the elimination of the consequences of CSR (Combat stress reaction). One of the dramatic consequences of the war in the Donbass is the appearance of hundreds of thousands of PTSD fighters who, after demobilization and return to civil society, bring all the peculiarities of militarized world perception and consciousness into it, suffer from themselves and often negatively affect the interrelationship between people and the further development of society. The author believes that the magnitude and urgency of the problem of rehabilitation of ATO (JFO) participants in Ukraine, which in its scale reached the state level, puts forward among the factors that should guarantee its qualified solution, -cultural support for the recovery of victims from CSR.Cultural support of the rehabilitation process in the study is characterized as a complex system of cultural-leisure, informational and advisory and art-therapeutic measures that contribute to the spiritual and voluntary mobilization of victims of the elimination of PTSD, rehabilitation after treatment, successful adaptation to life in new living conditions and self-realization of personality . Based on the experience of the ATO (JFO) and open source information, the author argues that it should be carried out at all stages of the use of the troops for the purpose and continued at medical hospitals and sanatoriums of different levels. The main directions of the work of culturologists during the maintenance of the rehabilitation process are the influence through the system of forms and methods carried out by means of culture, in support of the moral and physical forces of the personnel, the removal of stressful states, spiritual mobilization to overcome the consequences of CSR, the return of victims to the performance of official duties , adaptation to new living conditions in the peaceful society.The study describes the features of the provision of medical care at various stages of the rehabilitation process, reveals the specifics of its cultural support. On the battlefield, where the first medical aid is provided, the creation of a non-regular group of amateur activists-psychologists and culturologists who have a certain level of knowledge and skills in overcoming of combat stress situations, can significantly increase the range of rehabilitation effects already in the early stages of the manifestation of PTSD. In medical units of the first level (medical point of the battalion), where the pre-medical (first medical) medical aid is provided, cultural restraint and individual work with the victims are organized for those with neurotic reactions to stress.The peculiarity of cultural work in medical units of the second level (the medical point of the regiment, the medical brigade company or the military mobile hospital, the in-patient departments of district and city hospitals or hospitals located near the combat zone - where trying to prevent the transition of PTSD to the victims of the chronic stage) is that , that it can be carried out both on the basis of mobile and fixed institutions of culture and rest. Here are organized and held: performances by art workers, cultural and artistic brigades and amateur teams; broadcasting movies and videos; meetings with representatives of creative groups; visiting children; satisfaction of religious needs; Exposition of photo exhibitions; providing artistic literature; culturological health-improving training, etc.In the medical institutions of the third (military mobile hospital, military hospital, central district hospital) and the fourth (military medical clinic, regional clinical hospital, specialized centers and institutes) levels, cultural maintenance of rehabilitation is mainly organized on the basis of stationary institutions of culture and recreation. This period is aimed not only at the development of communicative activity, the formation of "taste" for social contacts, but also on the personal growth of victims of CSR.The author comes to the conclusion that in the Armed Forces of Ukraine there has been some experience in culturological activity in providing rehabilitation of ATO (JFO) participants. However, there are serious shortcomings, such as the lack of qualified art therapists and creativity rehabilitation programs, the lack of a clear system in work at different stages of recovery, a small assortment of forms and methods for the elimination of PTSD in amputees, fighters with neurotrauma and vision loss , which reduces the whole set of forms and methods of cultural influence to the level of amateur and cultural-leisure activities. The analysis allows us to recommend in the implementation of cultural support of the rehabilitation process to make the most of the experience of advanced armies, the capabilities of technical means necessary for the transfer of the Armed Forces to NATO standards. The experience of the war in the East of Ukraine also requires the creation of a sophisticated system of training for effective cultural impact on the achievement of a positive result in the rehabilitation of veterans of combat operations and members of their families.

The effect of violent computer games on individuals and on society has been the object of a great number of studies reaching across different disciplines, including traditional Humanities, International Relations Studies, and Psychology. Unfortunately, studies conducted within one discipline pay very limited attention to research conducted in other fields. Thus, important research data is rarely shared. The reasons for this lack of cross-disciplinary consideration can be attributed to many different factors. Humanities oriented research is often published in journals other than IR studies, or psychological studies. The various fields engaged in this type of research also employ different methodologies that highlight different aspect while obscuring others. Finally, the research is funded by different agencies, with different agendas. This presentation first describes the current situation through studies belonging to the Humanities, International Relations Studies and Psychology. These studies share an interest in the computer game genre commonly known as the First Person Shooter (FPS), a violent game genre where the gamer controls an armed avatar and observes the game world through a first-person perspective. The presentation discusses how the general research context (funding body, audience, problem formulation), the theoretical framework, and the methodologies of the different studies inform the research. Here, it is noted that Humanities research is often state-sponsored and conducted within Humanities departments or by one of few DH research centres that exist globally. Since the late 1990s, Humanities research has either focussed on discussing how participatory digital games function differently from other forms of culture such as literature or film (see Juul 2005, Malliet 2007), or it has conducted an often Foucauldian or Baudrillardian interrogation of the games, discussing them as deeply ideological spaces (Wark 2007). The methodological tools employed by this research are virtually always qualitative and hermeneutic. International Relations research also comes out of state-sponsored or private universities, but is sometimes connected to organisations such as the Institute of World Politics. Following the cultural turn of IR during the last two decades (Van Veeren 2009), this research has become increasingly attentive to the way that military games engage with global politics and future military conflict. The focus of game studies conducted within the confines of IR studies is thus the way in which the FPS imagines future global conflict. This research is often qualitative and does discuss the narratives and discourses of the games, but it also employs interviews and quantitative methods to investigate how gamers's ideas about global relations are affected by the games (Zamaróczy 2016). Finally, psychological research into violent games comes from a large number of funding bodies, from state-run universities to private foundations, the health care sector, and the US Department of Defence (DoD) (Höglund 2008). The research produced by these various agencies focuses primarily on to what extent violent games produce violent behaviour or not (Anderson et al., 2002), but it also includes studies on how games can train soldiers before combat or help treat veterans suffering from post traumatic stress disorder (Rizzo et al 2006). The link between violent computer games and aggressive behaviour is notoriously difficult to study in laboratory experiments, and a few alternative ways of assessing the relationship have been suggested (Sauer and Nova 2015). Even so, this research is firmly quantitative and often disregards the qualitative aspect. The question that the presentation will address in relation to these studies is how these different fields may benefit from cross-disciplinary exchange. The presentation suggests that by considering results gained in psychological studies, and by making some use of the quantitative and laboratory methods common in this discipline, the humanities or IR researcher would be in a considerably better position to discuss the effect that the FPS has on the individual. In other words, broadening the disciplinary perspective would make it possible to consider not only the ideological, political and aesthetic content of the material, but also how gamers actually respond to the material. Similarly, humanities and IR related research could help researchers working in the field of psychology to ask more relevant and precise questions that take into consideration the qualitative content of a particular game before examining its effects in a laboratory setting. In other words, by considering humanities and IR research, the simple question if games encourage aggression in gamers may be rephrased into the more complex question if games encourage aggression against particular groups in society, or support state aggression against certain nationalities. This discussion may be of interest to scholars conducting research on digital games, but it may also be of general interest to Digital Humanities since the formation of games research takes place in the crossroads of several different disciplines. REFERENCES Anderson, C. A, B. J. Bushman. (2002) Violent Video Games and Hostile Expectations: A Test of the General Aggression Model. Personality and Social Psychology Bulletin, 28.12): 1679-1686. Höglund, J. (2008). Electronic Empire: Orientalism Revisited in the Military Shooter. Game Studies. 8.1. http://gamestudies.org/0801/articles/hoeglund Juul, J. (2005). Half-Real: Video Games between Real Rules and Fictional Worlds, Cambridge: The MIT Press Malliet, Steven. (2007). Adapting the Principles of Ludology to the Method of Video Game Content Analysis. Game Studies 7.1. http://gamestudies.org/0701/articles/malliet Rizzo. A, J, et al. (2006). A Virtual Reality Exposure Therapy Application for Iraq War Military Personnel with Post Traumatic Stress Disorder: From Training to Toy to Treatment. NATO Advanced Research Workshop on Novel Approaches to the Diagnosis and Treatment of Posttraumatic Stress Disorder. IOS Press, Washington D.C., 235-250 Sauer, J. D, A Drummond, and N. Nova. (2015). Violent video games: The effects of narrative context and reward structure on in-game and postgame aggression. Journal of Experimental Psychology Applied. 21.3. 205-214. Van Veeren, Es. (2009). The 'Cultural Turn' in International Relations: Making Sense of World Politics. E- International Relations. May 10. http://www.e-ir.info/2009/05/10/the-'cultural-turn'-in-international- relations-making-sense-of-world-politics/. Wark, M. (2007). Gamer Theory. Cambridge, Harvard University Press. Zamaróczy, N de. (2016). Are We What We Play? Global Politics in Historical Strategy Computer Games. International Studies Perspectives. 0.1, 1–20.

Under immense pressure to bring some certainty into the markets, Barack Obama has moved quickly to announce his choice for main cabinet posts. His planned appointments, as well as his policy announcements, are a study in how to turn crisis into opportunity. A reader of history, with particular attention to the biographies of certain presidents, he has taken a page from Abraham Lincoln in naming a "team of rivals" or at least of big personalities with strong opinions, as his foreign policy lineup: Hillary Clinton will be Secretary of State and General James Jones, a retired Marine commander, his National Security Advisor, while Robert Gates, current Secretary of Defense under Bush, would stay on at least for the first year of the Obama administration. On the economic side, his choice for Treasure Secretary, arguably the most important post in this crisis is Timothy Geithner, New York Federal Reserve chairman, who has been working closely with both Federal Reserve President Ben Bernanke and Treasure Secretary Hank Paulson, and has been part of the decision-making on bank bailouts from the very beginning. This would give continuity to the policy choices already made and bring a stronger measure of certainty and coherence to the process. With the cooperation of George W. Bush, Obama has been shaping the policy-making process behind the scenes, but after calls for him to give some certainty to the markets and to fill the power vacuum of the interregnum period, he has come forward several times this week to reassure consumers and markets that he is ready to continue the federal government's unprecedented spending in order to stimulate the economy. His activist government agenda will be in many ways enabled by the crisis, for example in job creation and energy transformation: he can tie those two goals together by embarking on a New Deal-style of public works while at the same time renewing the energy base of the economy, thereby meeting environmental goals and severing the country's economically costly and politically unsustainable dependency on oil. He is also helped by the fact that bipartisanship is for now a necessity until the first critical period of this dire economic period is crossed. Just like FDR took advantage of the Great Depression to drive through his agenda of redistribution, so can Obama. Energy renewal, job creation, adequate health care, education, regulation and tax reform all are goals that had been neglected for too long but now there is an opportunity to turn them into part of the solution to economic recovery. At times when calls for government action are coming from all sides of the political spectrum, the opportunity to turn those calls into reform is enormous, and Obama is using his bully pulpit early to lead the country in that direction. He is now proposing the rapid approval of an economic stimulus deemed around the sum of 500 billion dollars in federal spending and tax cuts for the middle class. As the pieces of the Obama's cabinet puzzle start falling into place, most observers are surprised at the pragmatism that seems to be guiding his choices. Timothy Geithner is a centrist, a problem solver, a Wall Street outsider, who has worked in different position at the Department of Treasury since 1988, under three different presidents. During the Clinton administration he dealt with the Asian crisis and the Mexican bailout. A dedicated public servant, pro-regulation, young and non-ideological, he has a student-mentor relationship with Larry Summers, Treasure Secretary under Clinton and also a pragmatist, who will now become Obama's economic adviser. This choice as well as others points to a fact-based administration, which coincides with the vision laid out by Obama during the campaign, one that solves problems and is not ruled by ideology. Bob Rubin, a deficit "hawk" with a strong penchant for balanced budgets who was also Treasure Secretary under Clinton, is helping Obama put together the economic team, which so far has no progressive heavy weight economists like Joseph Stiglitz or James Galbraith, both of whom were Obama advisers during the campaign. Similarly, on the foreign policy front, Obama chose Hillary Clinton, in spite of their disagreements in foreign policy during the primary election campaign. And all signs point to his picking of General James Jones, a retired Marine general and former NATO commander, as his National Security Advisor. Jones is a Vietnam decorated veteran with strong cross-party appeal, who was asked twice by Condoleezza Rice to be her adviser at State (but he declined). Defense Secretary Bob Gates, another dedicated public servant, would be asked to stay on at Defense and negotiate the next stage of the wars in Iraq and Afghanistan. He is close to Brent Scowcroft, former National Security Adviser for Bush 41 and Gerald Ford, who has criticized George W. Bush for both the decision to invade Iraq, which he called "a war of choice not of necessity", and the way he allowed it to be mishandled by Rumsfeld. To this eclectic team one must add Vice President Joe Biden, whose foreign policy experience was a main consideration when he was picked by Obama as his running mate. He will certainly be another strong voice at the foreign policy table. The main intention behind these choices seems to be that, once Obama succeeds in forming an effective team out of such strong and experienced personalities on the foreign policy front, he can more comfortably focus on the economy without distractions. These early decisions, whether confirmed, leaked out or strongly rumored, have Washington buzzing. Does the choice of experienced people detract from Obama's message of change? Not necessarily, since it is the President that will set the agenda and who will lay out the vision. Obama invites strong opinions from his aides, and likes to debate options. That is how he envisions the decision-making process, with his advisers as partners in governance, not as passive surrogates. But there are risks to this approach, the main one being how to mesh these big egos with different backgrounds and perspectives into a real team that can work together without undermining each of its individual members' missions. That is exactly what happened to Secretary of State Colin Powell under the Bush-Cheney White House: he did not have the full backing of the rest of the team, especially of the vice-president, so he became ineffective and he never recovered. Another rumor often heard around the capital this week, especially in the anti-Obama camp, is that, given his cabinet choices, Obama seems to be positioning himself to govern from the center of the political spectrum, thus "betraying his progressive agenda" and his left-wing supporters. This claim is incorrect for two main reasons. First, because it is blind to the fact that his so-called "progressive agenda" coincides with the center today. The ideological center has shifted, and "Progressive" is now mainstream. What was considered radical ten or twenty years ago is now what most of Americans want, namely: demands for corporate responsibility and universal health care, concerns about global warming and energy renewal, a foreign policy based on multilateral decision making, respect for human rights and international law. It is still a divided country, but the wide majority wants reform. Second, Obama's blueprint of massive public investment to rebuild infrastructure and schools, and to create "green" jobs, his new "New Deal", will be made possible by the crisis itself. Most experts agree that this is not a time to worry about budget deficits. There are new opportunities created by the crisis itself: the call for government action comes from all sides, so it is time to use the momentous circumstances to bring about the change that has been postponed for so long, and to do it in the service of job creation and sustainable growth. Just like President Roosevelt used the Great Depression to drive through his economic agenda of education and distribution, so Obama should make use of the moment and embark on major investments in a XXI century infrastructure, with a new electric grid, water and sewer system, a world class internet service and health care reform. The new stimulus package announced this week seems to be a first step in that direction. In the next few days the President-elect will announce his choices to head the Department of Commerce and Homeland Security. Bill Richardson, the Hispanic governor of New Mexico, and Jane Napolitano, governor of Arizona are the most likely candidates. Bill Richardson's nomination will be very important since it will not only appease Hispanics (over 67% of who voted for Obama) but also signify a pro-free trade stance by Obama that will assuage fears of Protectionism both in American and abroad. On her part, Jane Napolitano is someone with hands-on experience in Immigration, and her choice to head Homeland Security seems to signal that serious Immigration reform is also on the Executive's agenda. At only three weeks after his election, and at eight weeks before his inauguration, Barack Obama has been forced to use his bully pulpit to restore confidence and pledge continuity to commitments already made by the outgoing administration. He has shown his pragmatism by inviting the best-qualified and most experienced people into his cabinet to face the difficulties ahead, regardless of their ideology or ties to past administrations. His greatest challenge is to continue turning crisis into opportunity, using the unprecedented consensus on government spending to promote his transformational agenda. He must stick to his narrative of change and use his cabinet's experience to make that change happen. Senior Lecturer, Department of Political Science and Geography Director, ODU Model United Nations Program Old Dominion University, Norfolk, Virginia

This
week, Bossier Parish police jurors can choose whether to dig their
political gravesites a little deeper when they decide who to represent them on
the Cypress
Black Bayou Recreation and Water Conservation District.

The agency has been mired in controversy for years
with the ongoing dispute over whether the Jury's two-time appointee to
five-year terms, Robert Berry, also can serve as the district's executive director.
This spring, the Louisiana Supreme Court answered that question definitively by
ordering lower courts to rule that Berry's continued service in both positions
violated the state's dual officeholding statute.

Nonetheless, with Berry's term ending in a couple
of weeks, the agency's Board of Commissioners (with his recusal) inexplicably
asked for his reappointment despite no evidence that he intended to resign
as executive director, which is the only legal way he could continue. Unless
the Jury wants its slot on the Board, its composition filled with area parish
government agency representatives, to go vacant, it must decide in this week's
meeting either to reappoint Berry to a third term, appoint somebody else which
would allow Berry legally to stay on as executive director, or leave the spot
unfilled.

Reappointment would flout openly the highest
court's ruling, but acting above the law has become more the pattern than the
exception for jurors. A year-and-a-half after without vetting anybody else it
handed the parish administrator's post to long-time parish engineer Butch Ford,
he apparently illegally holds the job after Republican Parish Assessor Bobby Edmiston determined
Ford doesn't occupy a Bossier Parish property in his name, which he must do
in order to qualify to register to vote at a parish address as required by
state law to have the job. Jurors turned a blind eye to his not being
registered in the parish for the first ten months of his tenure and then ever
since have winked at the gamesmanship Ford has employed to allow his continued
occupation of a property in Caddo Parish as a residence.

Jurors also in violation of dual officeholding
provisions comprise the entirety of the parish's Library Board of
Control (which will meet prior to the Jury meeting), for several years now.
In fact, all five members now are jurors: Republicans Bob
Brotherton, Glenn
Benton, Julianna
Parks, and Doug
Rimmer, and Democrat Charles
Gray. Each serves knowingly illegally.

This arrogant belief that they may discard the
laws that don't suit them has begun to draw a backlash. Brotherton and
Republican Mac
Plummer already have drawn opponents in the forms of Michael Farris and
Keith Sutton, respectively. At least two other jurors, Parks and Republican Philip
Rodgers, also have had opponents seriously consider challenging them, and it
was only through a disqualification that Gray took office in a district the
demographics of which don't favor him so he likely will draw an opponent.
Qualifying for all dozen positions runs Aug. 8-10, although qualification by
petition already has commenced.

Perhaps only Benton, Rodgers, Parks, and the GOP's
John Ed Jorden and Chris
Marsiglia have any real preparation for challenges, since they were the
only jurors to run against opposition in their last elections (a special election
in Parks' case, after her interim appointment). In fact, the campaign muscles
for the majority of incumbents should be quite flabby with few resources
gathered according to campaign finance reports through last year.

Brotherton – laid up with health problems and
unable to campaign but apparently running for reelection – hasn't had
opposition since 2011 and filed an affidavit for his campaign finance report
then and 2015, which meant he spent less than $5,000 and didn't receive more
than $200 from any one source, and subsequently emptied his account of $734. He
didn't file anything in 2019, meaning he raised and spent nothing (other that
pay with his own money his filing fees). Plummer has filed only affidavits
since his 2008 initial (special) election, through 2015.

Republican Tom Salzer never filed for his only
contest, and even though Jorden faced an opponent he didn't either in his first
try (his opponent
did file to show spending over $1,600, mostly his own funds). Gray spent $1,100
in his only 2019 contest, but most of it his own. Marsiglia spent $2,000 to
defeat his opponent and emptied his account. Republican Doug Rimmer filed affidavits
in his contested 2011 race and uncontested 2015 one, and none in 2019, leaving
nothing.

Among the real veterans, only Benton has faced much
in the way of opposition recently, contested since 2007 and let slide only in
2015. Nevertheless, he spent next to nothing that period, in 2019 picking up a
single political action committee donation and spend $521 on election day for a
party for supporters, emptying his account.

By contrast, independent Jerome
Darby hasn't had opposition since 2007, his first in two decades, and Democrat
Jimmy
Cochran none since 1995. Both last filed by affidavit in 2015 and have nothing
on the books.

Even as Rodgers had to run more than a moribund
campaign in 2019, self-financed with the assistance of family members to the
tune of $14,000, he emptied his account afterwards and will have to round up
dollars again. The only other juror to have run more than a cursory campaign in
the last four years, Parks, drawing upon connections that her husband
Republican City Judge Santi
Parks enjoyed, raised over $23,000 and spent $15,000, leaving her as the
only sitting juror who had funding left in the bank.

In summary, almost all jurors haven't run more
than a cursory campaign, if ever, in recent years. Few have proven they can
compete against a serious and motivated challenger that can raise approaching
five figures in cash and therefore may be ripe to be picked off by such an
opponent. And recent comments made by Rodgers at a recent Cypress Black Bayou meeting
that seemed to indicate he received favorable treatment because he was an
elected official makes him vulnerable in any event.

Given the constant controversy the Jury continues
to court with its members thumbing their collective noses at the law, there's
great potential for significant change if quality challengers can campaign to
expose this behavior. They just have to step up.

Transcript of an oral history interview with Robert D. Forger conducted by Joseph Cates at Forger's home in Newtown, Connecticut, on 16 March 2016 as part of the Norwich Voices oral history project of the Sullivan Museum and History Center. Robert D. Forger was a member of the Norwich University Class of 1949. The bulk of his interview focuses on the history and development of his relationship with Norwich University, including as a student, alumnus, and trustee. ; 1 Robert Forger, NU '49, Oral History Interview March 16, 2016 At His Home in Newtown, Connecticut Interviewed by Joseph Cates, of the Norwich Oral History Project JOSEPH CATES: Mr. Forger, Bob, can you please state your full name and date and place of your birth? ROBERT FORGER: Robert D. Forger, May 24, 1928, in Norwalk, Connecticut. JC: Talk a little bit about growing up in Norwalk. RF: I grew up in Westport. Westport did not have a hospital. And for years we could get our birth certificates in Westport but then they stopped. If you were born in Norwalk, you can't do it. (Laughs) JC: (Laughs) RF: That was a wonderful place to grow up in. It was a town of about 5,000 people. I went to a high school that took in students from two other towns and had a graduating class of about 96, almost 100. And 11 were from one other town and 13 were from the other town, so the other 75 were from Westport. I got a wonderful preparation there. We had a very, very good faculty. If you can believe this, I learned all my English from the Latin teacher. I took four years of Latin. We had to diagram the sentences. Latin sentences. And I had an English teacher whom I had for three years who was hung up on the classics, so we learned very little English, but we sure know all of Shakespeare and everybody else. (Laughs) And I got a good preparation because when I went off to Norwich, the curriculum as a chemist, I had to take trigonometry. And I said, "But I've had trigonometry." Oh, no, you haven't had trigonometry like this. This is really …, so you have to take it. So, I took it and got a 98 and the instructor said to me when it was all over, he said, "You know, I think you've had this subject before." And I said, "I certainly have." (Laughs) JC: What made you decide to go to Norwich? RF: I went to the physical – I wanted to go to West Point and I have a military bend and nobody in the family knows from whence it came. And I wanted to go to West Point and as a junior in high school I flunked the physical because of astigmatism in one of the eyes in which they would not give a waiver. And it was very difficult to get into it at that time because the war was on and everybody wanted to get in and be protected for four years or maybe the three-year curriculum they were doing at the time. So, our local dentist said, "Why don't 2 you go up the Norwich?" I knew nothing about Norwich but his nephew, who practiced not very far from where we are now, had gone there, Class of '39, and had become a dentist and he said, "You ought to go there." So, I applied. We went up to take a look at the place and I got accepted. JC: Okay. This is a question for you. Tell me a little bit about your rook year, about being a rook. RF: I think it was pretty darn easy. JC: (Laughs) RF: I don't think it was bad. A lot of people complained about it but I had read some stories about what went on at West Point, I had a book West Point Today about what they had to go through. As long as you didn't try to think as an individual, and not do what they wanted you to do, you were fine. One of my experiences was, they came in, and I doubt they do this today, came into our room. My roommate, myself, they turned the heat up on high and said, "At 9:30 we're going to have everybody in here." And they had everybody in our room and you had to bring your blankets, you had to wear your mackinaw, wear your blanket – wrapped in a blanket and it was so darn hot in that room and then you had to jump up and down, singing "God Bless America." At 10:00 (inaudible) [0:05:08], everybody left. They left our room in shambles. And we had to get up at 4:30 in the morning to straighten it out for inspection. (Laughs) But that was – and that was not a bad experience, it wasn't bad at all. JC: You were also in a fraternity. Tell me about that. RF: Sigma Phi Epsilon, Sig Ep. In the building where the president now lives. That wasn't as plush as it is now. They've added to it since those days. And it was interesting because nobody was around fraternities in my freshman year and they rushed the new pledges in October of my sophomore year. And the house president got up, I understand, later. He said – now you have to remember, they were all civilians, because Norwich took in anyone who had been there before. To come back in civilian clothes and finish up his education. Didn't have to wear a uniform. Didn't have to participate in the military. Really a very good decision, I think. And, he said, told them, "You have to remember, we're a military school and our future is military. And you guys shouldn't be voting in people who are civilians now, just because they're your friends. You've got to stick with the military." Sig Ep took in five cadets and we were the most cadets, we were down there with cadets with 45 other civilians. (Laughs) And, we developed from there. But it was a really wise thing to say, because some of the fraternities took in only two and that was, I think, a mistake on their part. JC: Well, how did you feel about when they did away with the fraternities? 3 RF: Mixed emotions. It was sort of a second-class citizenship, particularly athletically because we had a troop league and when I left there were six troops. A headquarters troop, which was the band, and five line troops. And we had an athletic league with the troops and an athletic league with the fraternities. And it ended up that the guys who were left behind in the troops, they just felt like second class citizens. They didn't play with the big boys. And I think that was one divisive effect that the fraternities had. But it was a great place to go and to relax. When you went through the front door, why military was out the window. But when you went out the front door, your tie better be straight and your cap on right and in everything else, the military prevailed. JC: Now, you said there was an incident that happened that caused the fraternities to be done away with. RF: Yes, this was what – I left in June of '49 and early '50 when General Harmon came on board as the president. And I believe it was Winter Carnival that year and one of the fraternities, a guy in a drunken stupor went headlong down the stairs and did damage to his neck and his back and everything else and lost a semester of school because of the injuries. And that was the catalyst for Harmon getting rid of the fraternities. He – it took him a while, but he usually gets his way. (Laughs) JC: What is your – what do you remember most about your years at Norwich? RF: I think the camaraderie. I think it was a wonderful small school. I made so many friends. It was the type I liked and could live with and getting up at 6 or 6:15, that kind of thing, it – the rules and regulations never bothered me. I may have been an exception but I never walked a tour in my life. When it was O.D. (?) [0:10:05] my senior year, I can remember the temperature – 10 degrees in the middle of winter, starting a tour line with a hundred guys in it. (Laughs) JC: (Chuckles) RF: And they had a system, which I overlooked at the time, I knew what was happening. The first three guys in the line would peel off and go into Alumni Hall. Now when the line came around again, the next three or five or whatever number they had decided on, would peel off and the other ones would come back out, get at the end of the line. Because it was so darn cold. JC: (Laughs) Now, Homer Dodge was president when you were a student. RF: Yes. JC: Tell me about that. 4 RF: I don't think he was – in retrospect, I didn't have that much of an insight. I don't think he was a very effective president. He was – he wore a uniform, but that was about it. He didn't know how to wear it. He was an eminent physicist and – well we had Fuzzy Woodbury. We had a good physics department. He was the wrong guy for the job. And we finally got to him and he realized he wasn't doing anything. Fortunately, we had a guy, in fact two of them, that were commandants and assistant commandants that really kept the Norwich activity going. And some of the guys that returned, some of the veterans, I can remember the veterans getting after it. They got dressed up in their uniforms and they got all the sophomores together and they said, "We see that you're violating some of the traditions and these are what they are." And one of them was Jack O'Neil. "These are what they are and you've got to start living by them." JC: Tell me about when Eisenhower came to the commencement and gave the commencement address. RF: I don't remember anything about the commencement address, but it was allegedly his first or maybe only one of his first appearances in 1946. In my freshman year, we had three graduates. Who – how they did it – but finished up their last year and their last semester. And Eisenhower came, both senators were with him. JC: (Laughs) RF: As you might expect. And the one thing I do remember is the pushing match he got into with President Dodge. In the military, the lowest ranking guys get in the car first. And the highest ranking last, so he can be the first one out of the car. And Homer Dodge would not let – he would not precede Eisenhower. And Eisenhower solved the issue by putting the palm of his hand in the back of Dodge's back and propelling him into the car. And it worked pretty well. But that's the only thing I really remember about the commencement. JC: Tell me about some of the professors that really had an influence on your life. RF: Well, I think there were probably two. Both junior chemistry professors. They were probably only instructors at the time. And one was Bill Nichols, who taught most of the advanced organic and inorganic. He was only here the one year I was there, in my senior year. He taught most of the organic and inorganic advanced classes. Whereas, the other professors taught the physical chemistry, the more difficult courses. He was a great guy and the other was Jack O'Neil who was a senior when I was a junior and a senior only because he came back. He was the Class of '44 and returned after the war. He ran most of the labs down in the bottom of Dodge Hall. He was a true Norwich guy. And one of the things I think that proved it was when our son, Gary, went up to Norwich, he was the Class of '75. When he went up in '71, we were in the orientation line and Jack O'Neil comes up and said "hi" to me and shook hands with Gary and he said, "Things get pretty rough up there. If you need some relief any time, here's my telephone 5 number. I live right down the street. Give me a call and come on over and get away from it all." And that was really a very nice thing to do. JC: What does the idea of the citizen soldier mean to you? RF: This is a put-up question, because this is something I answered on the questionnaire that your predecessor sent out. JC: Yes. It's on the first page. RF: Read it. "Citizen soldier" by my definition is an individual with a strong interest in the military, who is willing to act in the secondary line of military preparedness, rather than full-time service. Now, that was true in my day. And up until the second Gulf War started. It really isn't true anymore because anyone who is in the national guard or the reserves is going to get called one way or another. JC: Now, you served in the reserves from 1949 to '72, correct? RF: '72, yes. JC: Can you talk a little bit about that? About being in the reserves. RF: It was a nice experience, a great experience. I got some fairly good jobs out of it. I was with a tank battalion in Stamford and the C.O. was a 1934 graduate from the University of Massachusetts. I went to my first meeting and a guy sidles up to me and he says, "You know, that isn't an army uniform. That's a Norwich uniform." I didn't have any uniforms. I graduated in June and this was a September meeting and who was this guy but Phil Marsilius. JC: Oh. (Laughs) RF: (Laughs) Who was the emeritus chairman of the board. He was the S2 of the battalion. And the next day when he brings up another guy and introduces him to me, he's the S3 and it's Tommy, they called him in those days, Andy I always knew him as, Andy Boggs, who was the Class of '44 and who was the S3. (Laughs) JC: (Laughs) RF: And I got this C.O. that I had, I got some good jobs out of it that proved to be good because I could do them. And, he went to summer camp with the Norwich guys. And he was ROTC, not military. ROTC such as Norwich. And he told me later, he gave me these jobs because those Norwich guys could do anything. And he observed it at camp, at his summer camp, they could do anything. And we had 6 two Norwich guys. We had a bunch of lieutenants who had just come in when I left the tank battalion. And he – so I got some pretty good jobs out of it. JC: Where did you go to summer camp? RF: Ft. Meade, Maryland. And we spent a week down at A.P. Hill in Virginia, living in tents in rain storms and everything, because they didn't have a range big enough. That was the closest range large enough to fire the tank guns. Now I guess they all go out to Washington some place, Ft. Lewis, I think. JC: Oh, yes. RF: And of course, we were at, in those days, I got a commission at Armored Cavalry Reserve. Now I think you get branch and material and you sort of get your branch when you graduate, but I'm not sure. JC: I know if they're in ROTC, they pick which branch for ROTC now. If they want to go navy ROTC – RF: Oh, yes. See, we didn't have any navy or any air force. And when our son was there a year and with us paying the money for him, he got offered an air force ROTC scholarship for the last three years. Which we spoke to him and said, "You've got to serve five or six years or whatever," and he turned it down. JC: Now, one thing I wanted to ask you was – you were at Norwich when they still had the horse cavalry, correct? RF: Correct. JC: Can you talk a little bit about that? RF: (Laughs) Well, I was a stellar horseman. They brought back the horses at the end of our sophomore year, the summer between sophomore and junior. As the graduate, you had to take equitation. So, I took equitation in my junior year and my claim to fame was I led the class in being thrown. JC: (Laughs) RF: (Laughs) My roommate at the time was about 5'4" and every day – every Thursday when we went down for equitation, he got assigned the biggest horse, Burma. And he couldn't get up on the darn horse, because he fixed the stirrups the way you had to and they watched over you and made sure you did this, and he couldn't get up on the horse. And they had to boost him up. It was an interesting experience and something I really didn't want to continue. And they took the horses away at the end of our junior year. So, it was over. 7 JC: They came and they went within about a year. RF: Yes. JC: Now, how did Norwich prepare you for life? RF: I think it brought out the – my leadership aspects. I think I had some during elementary and junior high school. I think perhaps they faded in high school but they sure brought them out in being willing to step in and do something and to take charge when you had to. And I'm really quite proud of – when the organization of Society of Plastics Engineers that I was executive director for the last 22 years of my civilian career, I had a president whom I was not close and some you get very close to and others you don't. At the annual meeting, after I retired, he asked me to make sure I was at the annual meeting, he had a poem that he did that went on and on and on, citing really my whole life. And at the end, he said he left us with many attributes. He represented us well in the plastics industry, he did this, he did that. But most of all, was his leadership that we value. And that was brought out later on by a couple of people that I was not particularly close to. (Laughs) They told my son, who ended up with the same organization, they told my son, "We really miss your father, because he always did what he said he would do and he did it on time and we knew exactly where we stood on every issue." JC: Another question that we ask everybody in these oral histories is what does the Norwich motto "I Will Try" mean to you? RF: I really don't know. I think it means you'll do the very best you can under any circumstances, whatever circumstances may confront you. And we use it here every day. I go out in the car and I leave Eleanor behind and she says to me, she says, "Drive safely," and I always reply with, "I will try." (Laughs) JC: So, what did you do after you left Norwich? RF: I only worked for two companies in my life. One was Dorr-Oliver, which was involved in the separation of liquids and solids, starting with ores but later got into sewage and water treatment and things such as that. And then for 33 years with the Society of Plastics Engineers. Which I got aimed into with the only two electives I ever had in my life at Norwich. I was ordered with 84 or 86 credits in chemistry and so much in math and physics and all this stuff and I took a course from Peter Dow Webster; a semester of advertising and a semester of public relations. And I enjoyed it. And I ended up doing this with Dorr-Oliver after I left the lab. And I applied for some way to do this kind of thing, with the Society of Plastics Engineers and got the job at SPE. And I did virtually every job – the meetings manager, and the local sections and divisions coordinator, the publisher of four magazines, associate executive director and then, finally, executive director. 8 JC: So, you didn't go to Korea right after – you ended up with deferment, correct? RF: Correct. (Laughs) JC: Now, how did that happen? RF: I was with Dorr-Oliver in the labs and I got called into active duty. And they said this kind of thing could happen and the personnel director put up a statement that if any of you are called to active duty, let us know immediately. And I got called to be a filler second lieutenant in a Tennessee tank battalion. And down south, your country. (Laughs) JC: (Laughs) RF: And so, they put in, or I had to put in for it but they backed it up through the Department of Mines or the Department of the Interior. And I got strictly a political deferment. And I was the first one to get the deferment and they never lost anybody in the Korean War. And interestingly enough, the deferment was signed by I.D. White, who was the chief of staff for the second army, a major general in Governors Island. And he put a handwritten note on it. "I certainly don't enjoy giving a deferment to a Norwich man." (Laughs) JC: (Laughs) I can understand that. Now, talk a little bit about what you did at Dorr-Oliver. RF: I was – as a result of the courses I took with advertising and public relations and getting back to my high school chemistry teacher, I wasn't – chemistry was not my bag and how he recognized it, I don't know. I said I would like to get into advertising or public relations and they discouraged me. They said, "Well, we just hired a second guy for the ad department. So, chances are you're not going to do it." And four years later when the deferment was no longer necessary, they had an opening and I went down there as the third person in the ad department. After a merger, I went with my boss who was the ad director, who became the ad director of public relations at the revised corporation, and got involved in being the liaison for the technical and engineering societies and the technical publications. And that's what I gravitated into and then applied to SPE for a somewhat similar type of job, and got that job. JC: And, so you continued doing that type of work for SPE and then became the executive director. RF: For a short time. And then with changes and everything, why I ended up doing meetings when the meetings manager left. I ended up doing division when they had nobody to do the technical divisions, only because I had a technical 9 background. And I ended up as an associate executive director and then when my boss got fired, I got the job. JC: Let me see – RF: Can I interject something here? JC: Yes. Absolutely. RF: I believe I was at Norwich in a very transitional time. In fact, as I look back on it, it was – you'd never know what was coming next. When I went there, we had one dormitory, Hawkins, filled with cadets. And we took in, in the summer of '49, about 50 cadets who started in July and then about 50 others who started in September. And, I made a count of this, as it might be of interest. The ones that came in July, only 16 graduated. And in my class, the September class, only 11 graduated. JC: Oh, really? RF: We were losing guys like crazy to the draft. And I was young enough so I didn't get drafted until the war was – I didn't get – I didn't have to sign up for the draft until after V.E. Day and then V.J. Day came and they were drafting people – they evidently didn't need me. The mistake the other guys made was going up to Montpelier to register for the draft. And in two weeks they might pick them off because they came from Long Island City or Aurora, New York or someplace they weren't locals. And seeing this, I went home to Westport to register for the draft. Where they knew me. (Laughs) JC: (Laughs) RF: For some reason, I never came up or they never had the quotas to fill or whatever. But, we had, at one dorm full of Norwich cadets. We had two dorms, I don't know what they call it now, it's Cabot, the one right next to it at the time. It might be Goodyear or something. With – in Alumni Hall, we had four companies of fast tracks, army reserves specialized training guys who they sent to college for a year or so and then when they needed infantry troops they pulled them right out. They were -- at the end of my first year, they were gone. And we had enough when the Class of '50 came in, to fill two dormitories, Cabot and Hawkins. And in Cabot – in Hawkins, pardon me, in Hawkins they had a veteran troop; some guys that wanted to take ROTC but came back – but they had to wear a uniform if they took ROTC. And we had the veterans living in Alumni and fill/Phil/Bill (?) [0:31:02] Jackman Hall. And in my third year, why the cadets took over Alumni Hall. And, we had the veterans just in Jackman. And my fourth year, we had a few of the overflow senior bucks living in Jackman with the veterans because we didn't have enough room with the three existing dormitories. But it was – I went 10 through my yearbook and made a count. I had a hundred thirty-six in the class. And we had 27 that started that went through for four years and graduated – JC: And graduated. RF: -- as you would normally expect. And it was very, very transitional and very unusual. You'd never know what was coming next. In my sophomore year, we were loaded with veterans. They could wear their uniforms if they wanted to, if they didn't have civilian clothes. We had five lieutenant colonels walking around the campus. (Laughs) JC: (Laughs) RF: Which was unusual. JC: You were also involved a lot in the Alumni Association. RF: Yes. JC: Can we talk about that a little bit? RF: Yes. I – somebody put my name in to run for the alumni board. This was like 1983. No, '81. And at that time, they had an election. They nominated three reasonably recent graduates and two were elected and two of the old timers, in which classification I fit in. And two of the three in both classes were elected. But, the problem was, the guy who was the oldest class, always lost, because nobody knew him. And, so, I was on the alumni board for three years and the system was, it may still be, that at the end of three years and four years, those eight guys were eligible and we have girls on there now, were eligible to be elected president of the alumni board. And we knew who was going to be elected. A fourth-year guy who had seemed to be in line forever. And, a third-year guy came up to me and asked me if he was going to run for alumni president and would I support him? And I made an immediate decision. He'd been on the board and never done a darn thing in my estimation and I had done a number of things. When I said, no, I couldn't support him because I was going to run. And, fortunately, we had every preponderance of Boston people and the rest from around the country, although not many outside New England. And I ended up splitting the Boston vote and I had three people in the Boston group whom I knew, who were my contemporaries, and I'm sure they voted for me. And it ended up we had 19 that voted and I got 10 so I got the majority in the first ballot. That was it. I also got hell from my wife when I told her. She said, "You never mentioned it." I said, "No, not until last night was I even thinking about running for office." (Laughs) And she didn't have the right clothes. (Laughs) JC: (Laughs) 11 RF: And then from there, usually the outgoing alumni president is elected the alumni trustee for that year. And in the other year, when there's an outgoing president, it's somebody else who the alumni board recognizes is worth being an alumni trustee. JC: So, you were on the board of trustees? RF: For a five-year term. JC: Five-year term. RF: Yes. JC: And what was that like being on the board of trustees? RF: Oh, it was very interesting. There had to be the five alumni trustees but of the 30 of them, even the board, there were 22 of them that were alumni to begin with. And they supported the president very fairly, particularly when you had a take charge guy like Russ Todd, and I would guess, Harmon and Hart, President Hart. He was there between Harmon and Russ Todd. But it was interesting and I think this is where we were interrupted, that I tangled with Russ three times when I was on the board of trustees. I look upon it as I won one, I lost one and we tied one. (Laughs) JC: (Laughs) RF: The first was when he had the bright idea that we should form a Norwich University savings and loan association. And it could be a bank and put out loans to parents who wanted to bankroll their kids to go to Norwich. And I think I tied that one. Fred Haynes and myself of the Haynes Stadium were the only two that voted against it. But, within a year, they had the savings and loan association in crisis and they ended up selling of -- giving the very infantile savings and loan association they had to the bank which is now ensconced down there by – was down there by the alumni center. I think that one I won decisively. When I was chairman of the alumni board we did a survey of eight colleges that we had considered our equals, our size, Middlebury, Babson, I can't think of any of the others, St. Lawrence. We had two people on the board go to each school and ask certain questions as to how what they did – (break in audio) RF: We did this survey and compared how we stacked up with other schools in a number of different things that the Alumni Association did. And I was only on the board for one year. I was only a trustee for one year. And Russ came up with the idea that we would get a – we would subscribe to some kind of alumni magazine where we had a four page insert, all the rest would be "pat" material. 12 And a number of previously prepared and published that a number of schools did. And I called to his attention that we had done this survey and he had seen it and we stacked up very well with our alumni communications, in other areas we did not. But the communications – and they like the Alumni Record the way it was. And I said, "I think we're going to do this." His only comment was, "I hear you," and he dropped it. We never had anymore – Of course, the third thing I tangled with him on was when President Schneider came. And what they did was, they kept Russ on the board of trustees. And the Alumni Affairs Committee of the board the trustees felt this was wrong. The alumni association thought this was wrong. And that he should not be on the board when the new president arrived. I guess I didn't do a very good job with my point earlier with remaining Norwich graduates around, Russ insisted on leaving the room and I said, "I don't want you to because I'm not going to say anything I wouldn't say to your face." We ended up starting to discuss it and somebody made a motion that we elect him to the board of trustees and have somebody resign so it would be a vacancy. I said, "I resign everything." And I said, "This is the wrong way to do it." And I moved to table the motion until the next meeting. And the chairman at the time didn't even hear my motion. And I said, "This is a parliamentary motion and it supersedes all others." Which is does. And he just didn't even listen to me and he called for the vote and he was elected to the board of trustees. (Laughs) And he was on it until he was 70. And it was interesting because shortly thereafter we played our last game with Middlebury, football game, which was a very disappointing thing that we should give up or have to give up that rivalry which was over one hundred years and only because the conference that Middlebury was in, the Little Ivy League, said that you can only play within your own conference. And, my gosh, we get a call from Carol Todd – were we coming up for the game. And we said, "Yes." And she said, "Will you stay with us." (Laughs) JC: (Laughs) RF: And this was a month after my tangling with him. (Laughs) JC: (Laughs) RF: And all my son could say was, "Who is going to taste your food." (Laughs) JC: (Laughs) RF: But we've come along very, very well with the Todds. And he was, he was a good president, a very good president. JC: Now, you were also a proponent of merging with Vermont College, correct? RF: Yes. 13 JC: Can you talk about that a little bit? RF: (Laughs) It was very difficult to enact. I ended up, and I kept my secretary at SPE busy for a week, writing letters. And I wrote to the class agent of all the five-year classes and we substituted the name of VC class agent in the Norwich letters and the Norwich class agent in the VC letters trying to get them to coalesce. And this was, I think my last year on the alumni board. The only person I was successful in getting to march with our class was my lady. (Laughs) JC: (Laughs) RF: And she marched with the Class of '50. And some guy says, "Where did you come from? I never knew any girls in my class." JC: (Laughs) RF: And we got to our reunion and he wasn't having a reunion and he got there and at the start, he got up before we started the program, and he said, "Bob, I would" -- in front of everybody, -- he said, "Bob, I wouldn't have said what I did if I realized she was your wife." And he says, "I apologize." And Eleanor jumped up and she said, "You don't apologize to him, you apologize to me!" (Laughs) JC: (Laughs) RF: His wife got up and laughed at him and said, "That's wonderful!" (Laughs) JC: (Laughs) Let me think, what else do I want to ask you about. Life milestones. What are your major milestones in life? Can you talk about those? RF: Well, (Laughs) I was among the first to advocate a VC/Norwich union. And did so by marrying a gal who was the Class of 1950 from Vermont College. If I got the wrong year there, she'd kill me for that. (Laughs) JC: I'll fix it on mine. RF: And we had – a number of other people did. And I think it was just very natural that you had a boy's school and essentially a girl's school 10 miles away. And it worked out very well. And the girl's school were willing to relax their rules whenever we had a dance or a big weekend or something such as that. But, let me tell you, it was difficult enough having to ring a quarter of ten every Saturday night. (Laughs) JC: (Laughs) RF: Of course, I dated her only during her freshman year. During her second year, I was gone. (Laughs) 14 I think another milestone was having our son, Gary go to Norwich. Although he was not necessarily in accord with us. (Laughs) JC: (Laughs) RF: He was, unfortunately, he was a very good student, but he tested poorly in the SATs. And he applied for college when they were integrating some of the men's colleges, such as Bowden or Middlebury where he wanted to go. And they were also – with females and they were also integrating them with as far as the Afro-Americans go and diverse Americans. So, he said, when a gal got accepted to Middlebury, he ranked something like eighth in his class out of 250. And a gal who was way down in the ratings got accepted at Middlebury and all he could say was, "She took my place." And it was probably true. And Norwich was a safety school. And he went there and went through. Unfortunately, he doesn't have the love for the place that I do. And I think part of that is because of his wife. And she just doesn't have anything to do with the military and that kind of thing. And the reunion, when I was at his reunion. It falls the same five years as Eleanor's and it was – he was up there for a reunion and it was when I was the alumni president and placed the wreathes on the graves and gave some of the awards and everything. And it was Eleanor's reunion year. And he was there and he drifts in after the alumni parade was over and after everything is over, with his buddy. And said, "We just didn't get up early enough." Which to me was crazy. And I don't think he's ever been back. I think that's the only reunion he was ever back for. And Dave Whaley, he's having a hell of a job getting any money out of him! (Laughs) JC: (Laughs) I'm sure. And you have another son, Jeffrey, correct? RF: Another son, Jeffrey and he said, "You don't think I'm going to go to Norwich and be a rook, when my brother is the regimental supply officer." (Laughs) JC: (Laughs) RF: He said, "It's just not going to happen." He loved Norwich. He went four years to the summer camp so he says that's his alumni. And he loved the athletic department. He learned to play soccer there and he was a star of the Wilton High School soccer team, as the goalie. He – Joe Sable and Wally Baines were just his ideals. They were the ones that ran the summer camp. And another thing that I could mention, the Norwich camaraderie. This flyer came for summer camp and I said, "Well, maybe the boys would like to go." And at the dinner table, I brought it up. I said, "There's a camp at Norwich. You may like to go. I'll drop it on your bed." And they said, "No way." And a week later, they came to me and said, "You know, we think we'd like to do it." So, they did it. And the first week they were up there, it shows how soft-hearted they are, the first week they were up there, they called home on Sunday and reversed the charges, of course. Called home on Sunday and they 15 were both in tears. First time they'd ever been away from home, and (inaudible) [0:11:14], and who walks by but (inaudible) Wally Baines. He says, "What's your problem?" And they said, "Well, we're talking to him at home." He took the phone, he says, "They're finished talking with you. We're going to put them to work." (Laughs) JC: (Laughs) RF: My son, Gary went back another year and Jeffrey went back three years they enjoyed it so much. And Gary called at the start of his sophomore year, and he said, "I can't believe what they're doing to these rooks." He was almost in tears. He said, "They shouldn't be doing this." I said, "Well, Gary, you went through this and it makes them better people." He said, "Yes, but I don't like to see them do it." He was just soft-hearted. (Laughs) JC: (Laughs) Now, he graduated in '75. RF: '75, yes. JC: And Bob Hope was the commencement speaker. RF: Yes. JC: Do you want to talk about that a little bit? RF: Well, that was – Gary told us, for almost a year in advance, Hope was going to be their commencement speaker. And I said, "That's crazy. Bob Hope is not going to Norwich-- (Laughs) JC: (Laughs) RF: -- to be the commencement speaker." And, sure enough, he was. And came strutting in, typical Bob Hope. (Laughs) Making remarks to the audience and everything and it was just a wonderful occasion. The great disappointment was you could get up front and take a picture of your graduate getting their diploma from Hope. Which I did. And the development company that took – we had them developed – lost the negative. So, he doesn't have that. JC: Oh, goodness! Tell me about some of the places that you've traveled. You said you traveled to England, France, Switzerland, Germany, Portugal, Ireland, Canada and Mexico. RF: Some of these were vacation. Some were business. And all of them, Eleanor went along. I think the greatest trip we ever had, I was involved in an organization, The Council of Engineering and Scientific Society Executives – who were guys who were executive directors like myself. About 130 in the U.S. 16 and Canada. I ended up as president of the organization in about 1987, I guess it was. And, they had their annual meeting in San Francisco. And it was the year I came in a vice president. And we left home and went out to San Francisco for the annual meeting on Monday. We went out and it was over on Thursday night. And on Friday, we flew home. On Saturday – it takes all day to get back from the West coast. On Saturday, Eleanor did the laundry, I did the lawn. And on Sunday, we left for my counterpart in Great Britain, the British Isles, his retirement party. We went over on the Concorde. Went to his retirement party and came back on the QE2. So, that was the most eventful two weeks we ever had. JC: I bet it was something flying on the Concorde. RF: Yes. Well, we left at noon from Kennedy and we got over there in time to have dinner. Which, otherwise, it's an overnight flight. JC: Oh, yes. I've done that one a couple of times. RF: And, the other countries -- we were bitten on cruises, both with our close friends and our closest friends over the years, have always been (inaudible) [0:15:24] alumni, the guys that I was associated with and their wives. One time, there were 18 of us, there are only four of us left now. And well two others that moved a long distance away. And we went on a cruise with them. And then we went on a cruise with Bro Park who used to be the alumni – used to be the PR director at Norwich. Organized after he left Norwich. And there was the Mediterranean and we went to Alaska. And for our 50th anniversary, we took a cruise from the Hawaii Islands through the Hawaiian Islands and up to Victoria, British Columbia. And that's the way we got to a lot of these places. Mexico, we went to because we had two sections down there that we visited. And never were we so glad to get back to this country and be able to have a salad and some good water in New Orleans. (Laughs) JC: (Laughs) Well, there's always good food in New Orleans. RF: Oh, yes. JC: What is your favorite memory of Norwich? RF: I don't think I could pick it out. JC: (Laughs) RF: I have – no really, I have so many good memories that I couldn't have one above the other. JC: Well, is there one of those memories that we haven't talked about? 17 RF: I don't know. No, I don't think so. I think maybe this time we didn't – well, it's not a favorite memory, it's a humorous memory. I don't think we talked about it. Some of the veterans, in either – I think it was the beginning of my junior year, pulled out by the roots, the parking meter in Montpelier. And they came and installed it in President Dodge's private parking spot. Dug it into the ground and everything. And we got up in the morning for reveille and here's the parking meter. (Laughs) JC: (Laughs) RF: Which the Montpelier Police came over and traded it at a later date. JC: Well, let me ask you this. What was it like being a teenager during World War II? RF: Well, (Laughs) I was too young to get my driver's license until my senior year. But I think the biggest thing was the lack of transportation. And I was on the football team in my senior year, and we had to take a common carrier, a bus that -- had to get dressed, walk up to the bus route, then get on the bus, common carrier, to go to Fairfield. And get off the bus and walk to their field because you couldn't get enough parents that had enough gas coupons and or you couldn't hire a bus because they couldn't get the gas for a football game. So, -- (Laughs) JC: Was there anything else that you'd like to add, that we haven't talked about? RF: I'll think of all of them after you leave. JC: (Laughs) RF: That will happen you know. JC: That will happen. Let me see if there's anything I haven't – we haven't discussed. RF: I enjoyed my days in the Army Reserve. The tank battalion I was in, we had a great bunch of officers. But the enlisted men we had were out of the bowels of Bridgeport. And these guys, you never knew what kind of a scrape they were going to get into or anything, but they were the best damn enlisted men. I was a supply officer for the battalion. We got ready to turn in our equipment and (Laughs) we were short something like 40 gas cans. Where would 40 gas cans go? The resupply sergeant said, "Don't worry. Me and the boys will have them by morning." And I go over at 6:30 in the morning and here's the 40 gas cans. Lined up. And you know where they got them. (Laughs) JC: (Laughs) 18 RF: I've seen them – I've seen them stop a jeep, two of them, stop a jeep and ask directions. And in the confusion and everything, the first one is talking to the driver and the other one unhitches that gas tank off the back and that's the way they got them. (Laughs) JC: (Laughs) RF: They could do anything, really. And the battalion commander thought I could get anything done. (Laughs) And it was only because of these guys – JC: Yes. RF: -- that did it. JC: Well, can you think of anything else? RF: No. I'm very pleased of graduating from the general's staff school. After I'd been in the reserves maybe two or three years. I said, "I'm going to do 20 years." I said, "I'm going to go to the command and general staff school, and, I'm going to make lieutenant colonel." And I made all three of those. JC: So, you retired a lieutenant colonel. RF: And, as you might say, I'm on the dole now, because I did 20 years and it wasn't until about 19 – no 2002 that Senator Warner from Virginia said, "You have to treat retired reservists the same as the regular army reservists." And up until that time, I was on my own for health care and everything else. That action by the congress -- I got Tricare and prescriptions paid for and every other darn thing. So, what was so – and I think, now deceased Senator Warner, who was Elizabeth Taylor's last husband I think. (Laughs) JC: (Laughs) RF: I think that's about it. JC: Okay. Well, I thank you very much for this interview. It will be a great addition to our collection. And I will --

Transcript of an oral history interview with W. Russell Todd conducted by Joseph Cates at the Sullivan Museum and History Center on May 16 and May 19, 2016, as part of the Norwich Voices oral history project. W. Russell Todd graduated from Norwich University in 1950 and was president of the university from 1982 to 1992. In his interview, he discusses his thirty-two years of active duty in the U.S. Army as well as his experiences at Norwich University. ; 1 W. Russell Todd, NU '50, Oral History Interview Interviewed on May 16, 2016 and May 19, 2016 At Sullivan Museum and History Center Interviewed by Joseph Cates JOSEPH CATES: This is Joseph Cates. Today is May 16th, 2016. I'm interviewing General Russell Todd. This interview is taking place at the Sullivan Museum and History Center. This interview is sponsored by the Sullivan Museum and History Center and is part of the Norwich Voices Oral History Project. OK, first tell me your full name. RUSSELL TODD: William Russell Todd. JC: When were you born? RT: I was born on the first day of May, 1928, in Seattle, Washington. JC: What Norwich class are you? RT: Class of 1950. My father was 26. My son was -- I'll think about that. JC: Well, we'll get back to that. Tell me about where you grew up and your childhood. RT: For the first year of my life we lived in Seattle, Washington. Dad had a job with a lumber company out there, getting experience to come back to work for his father, who ran a lumber company just outside Milton, Massachusetts. So I grew up for the first nine or ten years in Milton, Massachusetts, a very nice place, right on the edge of where Mattapan and Milton come together. There was a lot of traffic. Well, just for an example, during that period of time I came up with my dad to his fifteenth reunion, and the difference in traffic between where we lived and what we found up here was considerable. When I got back to school on Monday the teacher said, "Russell had a day off. He's now going to tell us what he saw." Well, nothing came to mind, and I stood and told them that I had seen something they had never seen, miles and miles and miles of dirt roads. Now I live on one. (laughs) JC: Was that the first time you were ever at Norwich? RT: Yeah. JC: What was your impression of it when you first saw it? RT: It was a very interesting period of time. It was just before World War II affected the United States, and many, many people were sending their sons to Norwich -- rather than perhaps better prepared schools -- because they could get a commission. They assumed that everyone was going to go to war, and the opportunity of getting an education and a commission together at the same time really appealed to a lot of people. Our football team got everybody we wanted of great quality. We won all the games in that time 2 frame. And we had some very, very fine people who came back in 1946, the year I entered the university, and they made a big impression on my life. JC: I'm sure. I assume the buildings were the same. There weren't any new buildings between the time that you went and -- RT: As a matter of fact it was 1941 I believe, and two buildings on the main parade ground were being dedicated. One wasn't quite finished, and the other was, and two new dormitories shows you an example of what I was saying, how it was a golden period in Norwich's history. But saying that, the opposite is true when the war ends. You remember that we had, what, 15 cadets come up here after the Civil War. They all got off the train, (laughs) yeah, we don't think much about that. It's happened each time there's been a war. The incentive, or the idea, or the concept of perhaps having to serve didn't appeal to a lot of people at the end of wars. JC: Right. You kind of have a boom before the war and a bust after the war. RT: Yeah. JC: What made you decide to come to Norwich? RT: I think probably that trip did, that and the fact my dad was always talking about it. He would make us on Saturday nights -- eating beans and franks -- to sing Norwich songs around the table. (laughs) JC: Do you remember any of those Norwich songs? RT: There's a good one. What is it? "Oh, My First Sergeant" "Oh, my first sergeant, he is the worst of them all. He gets us up in the morning before first call. It's fours right, fours left, and left foot into line. And then the dirty son of a buck, he gives us double time. Oh, it's home, boys, home. It's home we ought to be. Home, boys, home, in the land of liberty. And we'll all be back to Norwich when the sergeant calls the roll." JC: That's wonderful. (laughter) I've heard in some of the oral histories "On the Steps of Old Jackman," but I haven't heard that one before. (Todd laughs) So when you came here with your father, was that during homecoming? RT: Well, homecoming and graduation were the same period of time. It was fascinating to me. It was a cavalry school. They had all kinds of drills that we went to and watched, and prizes were awarded. People loading up the water-cooled submachine guns on horseback and racing around, then taking them down, and putting in ammunition blanks, and firing -- you know, first, second, and third prizes kind of thing. Oh, yeah, that impressed me. Then, of course, the parades were fun to see. But it took about three days to get through graduation and homecoming as a single entity. JC: When you came to Norwich what did you major in? 3 RT: That's an interesting story. As I said, Norwich was having trouble at that time recruiting people, and I got recruited by the president of the university. We met in Boston, and he asked me all the things I was interested in, and to him it looked like I should be an engineer, and he wanted me to take an exam that would carry that forward. Well, I took the exam, and I became an engineer, and about the first part of the second semester I discovered you really had to do the homework. I really didn't like that much, and I wasn't doing very well, so I changed my major to history and economics. I really found that fascinating. JC: Well, tell me about what it was like being a rook here. RT: Yeah, another interesting thing. I was sold on the rook system, and my dad had always talked about it. When he brought me up here, people would drop off their suitcases, and go right out onto the parade ground, and start being ordered around by the corporal. I thought that was great. I never seemed super. But I didn't have many followers on that. I was very anxious that my father leave, and get out of there, and go home, and I convinced him to do that. But after, oh, maybe a month the class, who had elected class officers by that time, called a class meeting, and we all got together -- I've forgotten where now. "We got to stop this. We got to tell these guys we're not going to put up with this nonsense. We've got to show our power." I stood up and said, "Gentlemen, this isn't what we want to do. We want to put up. We want to show him we can do it," and I got booed right off the stage. However, they eventually made me class secretary, so I didn't lose all my friends that day. (laughs) JC: Now let's talk about post-war Norwich, because you did say there's kind of a bust. There isn't as many people. RT: Yeah, I think we had 200 in our class, and there was no really classes of Bubbas. Norwich toward the end of the war, when they were really desperate to get money to pay salaries to the faculty, had a high-school level. I think it was two years, the high-school level, and many people went into that and came up here, and that toward the end made some income for the university. But what it did for us, as an incoming class of freshmen, we had our officers, lieutenants, who were younger than we were, but they'd been here two years. You know, that didn't sit over very well either. That was difficult. JC: And the cavalry was still here at that time. RT: It was, yeah, for the first two years of my term and tenure at Norwich, at that point. JC: What do you remember about the horse cavalry? RT: Oh, my God. Oh, my God. Well, let's just put it this way. The first person I visited in Northfield when I came back as president was my old sergeant [Kenoyer?], who we hated. He was tough. But on the other hand, we really liked him, and I felt very, very sorry for him, and I really wanted to see him. His son had won entry into West Point, and 4 about two nights before he was to report in he and a bunch of his buddies were in an automobile accident. I think they were hit by a train and killed. Sergeant [Kenoyer?] was never the same after that. He continued to ride horses in the parades in Northfield and that kind of thing. But he was a character. His education was perhaps at the level he was working, taking care of the horses, and taking care of the riding. He was a good man, but, for example, I had a roommate named George Pappas who was scared to death of the horses, and some of the horses knew it. They knew when you were afraid. And old George would step into the stable area, ready to put on the harness, and that old horse would just back him into the wall and lean on him -- oh, you win. Then, of course, [Kenoyer?] would come by and say, "Kick him in the neb with your knee!" Well, no one was going to do that, trapped in there. So George, he decided that he would skip equitation classes, and instead he took 10 demerits for every single class that he was supposed to be at, and he spent his first semester walking around the parade ground on Saturdays carrying a rifle, doing tours. Many things can be said about George. That's a whole other story of absolute wonder. But it was difficult. We only went down once a week actually to use them, but there really wasn't a hell of lot you can learn in one-hour time once a week. But toward the end of the freshman year we were out trotting around in the neighborhoods, etc. I remember one time one of the captains in the Army ROTC program there, officers, Army officers, lead us on a parade, and we went out across the railroad tracks and up into the hills. And on the way back the horses got the idea they themselves would like to jog back to the stables, and we came charging down that hill totally out of control. Some of the horses and men went all the way to downtown before they came under it. I went through the football practice. (laughs) It wasn't everything it was cracked up to be. Now there were some people here, including a classmate by the name of Bob [Bacharat?] [00:13:18] who really was a polo player. He came from Switzerland. I think that's the reason he came to Norwich was to be able to play polo, and we played polo in that time frame with people like Miami who flew their horses up here. Now, I never saw the plane, but we were told all this and a few years earlier, before the war, that Norwich was playing the big colleges and winning. Toward the end of the first year we played something called broom polo, which they'd throw out a basketball on the floor, and then you'd have to hit it with a broom to get it to go to the goal. Those kinds of things were fun to watch. I remember one time George, my roommate, in skipping class went up into the stands, which are on the south end of the hall, but up above in a balcony, and he opened the window and got a snowball, several of them, and put them up there. When somebody would go by, the stove down on the floor -- there were four stoves in that place -- they'd get red hot, but they really didn't make a hell of a lot of difference when the temperature was 30 below or whatever it might have been outside. And the horses, when you'd take them from the stable to the riding hall, would fight you all the way; they didn't want to go out in that cold. But George, on one occasion, dropped snowballs on those red-hot stoves, and you can imagine, they hissed. As the horse went by, this great hiss came out, and the horse would throw the guy, or run for the far -- I went hell bent for election to the far wall. And when he stopped, I went right up onto his neck and was hanging on. Sergeant [Kenoyer?] came over and gave me hell, you know, "You didn't take control of that horse." (inaudible) [00:15:36] There are people lying down all 5 around, and the horses are running around. Well, there's a certain romance in having the horses, so long as you're sitting in the stands watching a polo game. (laughs) JC: Had you ever ridden a horse before? RT: No, never. JC: So you didn't have any experience with horses. RT: Neither did anybody else. Yeah, yeah. They were wonderful animals though, for the most part. JC: Now you said a lot of the people that were there before the war came back after the war to finish up. RT: Mm-hmm. A lot may be too much of an adjective to use, but Alumni Hall was essentially filled with non-married veterans, or veterans who hadn't brought their wives back. Civilian clothes and having nothing to do with the military. The rest of the dormitories were filled with 200 and whatever it was cadets, and the very few upperclassmen like the one I mentioned who came up through the high school route. We didn't have a lot to do with them, and they were very serious about their studies in the classrooms, very serious about their studies. The fraternization took place after the first of the year when we could go into a fraternity house, and I remember the older veterans -- older, 22 maybe -- who were in Theta Chi, where I was, were a remarkable bunch of people and very, very much appreciated. They didn't always come to dinner with us, but they were in the house and participated with it. They ranged all the way from a parachutist in Europe to a lieutenant colonel in the air force. So that's a big gap. But they were great guys who made fraternity life reasonable. JC: Well, tell me about Theta Chi. Why did you choose that one? RT: Oh, yeah, the same old story, the same reason I came here. My dad was a Theta Chi. Why, of course that's what I'd do. This is my father's fraternity, you know. JC: So what were the fraternities like? RT: They weren't too bad. When General Harmon eliminated them, I thought it was the right thing to do, because there weren't fraternities at other military colleges. And when they were started I really believe they were very useful. They were much more an eating club, and since there wasn't a mess in the university in the 1850s. If you look into some of the old records you'll see at graduation time they invited the alumni back to have dinner, and they had dances. They had inter-fraternity baseball and football, etc. We were trying at my time, in my fraternity, to replicate that. It wasn't perhaps as successful as it might have been. It was great fun to beat SigEp in baseball or something. But it was a different part of the university. I remember one time when I was a corporal, and one of the men in the rank under me, in the barracks, was in the fraternity. We get down to the fraternity, 6 and he would give me a hard time for giving him a hard time. It wasn't what I thought it should be, but it was a good time. I mean, don't misunderstand me. Well, it was a fraternity. (laughs) The girls came in by train, if they were away. Carol came up several times on a train to spring break, or a winter carnival, and that kind of thing. That was good sport to have a place where we could party. There was no drinking - baloney, there wasn't. (Coates laughs) I remember one time we were having lunch, and one of the seniors, one of the veterans that had come back, was the president of the house, and he said, "Our Theta Chi member on the faculty, old Professor Woodbury, is going to be our chaperone for the party. Does anybody know Professor Woodbury?" "I know Professor Woodbury. My father told me about him. I've met him once." He said, "Good. You and your date will sit in the living room with the Woodburys while we're down in the basement drinking." (laughter) It wasn't much fun that night. We had the bars hidden behind sliding doors, or doors that pulled down, and all this kind of stuff, so if we got word that there was someone from the faculty coming we could close it up and all sit down, smile, and look like there was no alcohol in the place. JC: Can you tell me a little bit about winter carnival and some of the dances that you all had? RT: They were good sport. Much of the fun though centered around the fraternity at that time. Yes, of course we went to the dance, etc., but before going to the dance we probably went to the fraternity, and certainly after the dance we went to the fraternity, and that was really good sport. In my senior year my roommate, Rollin S. Reiter, from Ohio decided that in his fraternity they were going to have a special Christmas party. Now, it didn't make an awful lot of sense, because it was right at exam time. We took exams right in that time frame, so he really had to work to get these guys. They were going to do it in tuxedoes, not in our uniforms, so that slowed it down a little, too. But one of the guys, Chubby Jordan, who has since passed away, he was a brigadier general in the Massachusetts National Guard later on, an ex-marine. He didn't want to go do it, so they convinced him that he had to do it, and they would get him a date. When he went to the fraternity house, he was introduced to the worst looking girl in the place, and he immediately started drinking beer and avoiding her and all this. It wasn't even the girl they were going to match him up with, and they just were teasing him something awful. When he got very sleepy they put him on the pool table, laid out flat like in a mortuary and put two lit candles, one at either end of him on the pool table. It was a sight for sore eyes. (laughs) JC: I bet it was. Now you were on the rook committee while you were there? RT: Yeah. In my sophomore year I was the head of the rook committee, elected by the class. During the summer period of time I had to get together with the printers and the university and go through this business. There were big posters that said "Beware, Rook, Beware," and then they listed all the things down. We'd get them printed up here by John Mazuzan down in the Northfield Press, and then we'd sell them to the rooks at $1 apiece. I don't know what we did with the money, in the class coffers I guess. Yeah. I remember that President Dodge, who had no military experience previous, but was a very, very well known scientist and had been the dean of one of the big Midwestern schools in that area, 7 he was brought in by some hefty people on the board of trustees. He didn't fit. He didn't understand us. He was a great academic and did some very fine things for the university. But he called me in one day, as head of the rook committee, and said, "When will this period end?" This was right after supper. I said to him, "Sir, it's very clear. It's right on the chart." He said, "I want it to end at Thanksgiving." I said, "Sir, I don't think you're talking to the right guy. You should really be talking to the commandant of cadets, your left-hand man." He said, "Well, I don't know if I can convince him," and I thought, oh, my God, what have we got here, you know. (laughter) He was a fine gentleman, but the minute it was possible for the alumni to discover that General Harmon might be available, in May of my senior year, Dodge was gone. The alumni just -- it wasn't working the way they wanted to see it work. JC: So Harmon was not president any of the time that you were here? RT: His inauguration was held at the same time as my graduation. It was one thing. He had been here for maybe a month, and I remember that we had a football banquet, and they invited General Harmon to come. And he stood up and told us all that he had been here as a cadet, and he had come back in 1935 as the commandant of cadets, and he loved and understood this university, and he was going to make it famous, you know, kind of, "Yeah!" Just the kind of story we needed. Then he told us a story that just curdled me. It was a dirty story. I'd never heard some guy stand up in a dinner and tell a dirty story. It sort of surprised me. He had that reputation. As a matter of fact, one time later in my career, when I was in the army, I was asked by my boss if I would go back to Hamilton, Massachusetts, where I had lived at one time and see Mrs. George Patton, and tell her that her son-in-law -- as a brigadier general -- was about to be sent to Fort Knox, Kentucky. He was married to one of Patton's daughters, and he is now a bachelor. I was to go with three sets of quarters' plans and say, "Which of these, General, would you choose, because we at Fort Knox can now get the house painted up and ready for you, and all this kind of stuff ahead of time?" Well, Mrs. Patton agreed. When the time actually came general orders was late in his itinerary and couldn't be there, so she said, "Why don't you and Carol just come to dinner, and we'll talk about this? I will pass your message to Johnny when he comes through next week, and your leave is over." So that was just fine. But we had a quiet period in that Mrs. Patton was at one end of a long table, and I was at the other end, and Carol was in the middle, and there was a little old maid with a bonnet on her head, and an apron moving around quietly around the room. Everything went silent, and I said, "I can handle this." I said to Mrs. Patton, "Mrs. Patton, do you happen to know General Harmon?" And she said, "Indeed, I do, Russell, and he's a very disgusting man." (laughter) Now as it turns out, she gave an award right after that, she gave an award at Norwich of a similar pistol of General Patton's famous (inaudible) [00:29:38] to the leading cadet. But she was clear. (laughter) JC: Yeah, I've heard stories about General Harmon. RT: He did a great job. He stayed too long, but he did a great job. 8 JC: Well, what clubs were you in when you were here at Norwich? RT: Yeah, I went out for football. I'd come from a little school in Wenham, Massachusetts, where we played six-man football, and if one guy was sick, it didn't look like we were going to play, you know, kind of thing. I went out for football in Beverly High School, and that was danger. I mean, I wasn't up to that. When we got to Norwich I said, "I'm going back out for football. This looks like --" They were mostly freshmen. There were some veterans that came back, and there were some very good veteran players who came back but weren't interested in playing football. They wanted to study and have a family life. So Norwich had a terrible football team during that period of time. About the second day of practice Joe Garrity, who'd been a friend of my dad's who I had known, put his arm on my shoulder as we walked back to the locker room and said, "I've got a job for you." And I thought to myself, I'm going to be quarterback for the freshman team. And he said, "You're my manager, how about that?" and I said, "Oh, OK." Later in life, when I became president, the alumni director here, Dave Whaley, took me out to visit various alumni clubs. In Chicago a fellow named Hale Lait, who played football and was co-captain in his senior year, started to walk up to us, and Dave says, "Mr. Lait, do you know General Todd?" Hale Lait says, "Shit, he used to wash my jock." (laughter) And it was true! We had a big laundry over there. JC: Were you in any other clubs while you were here? RT: Yeah, I'd have to think upon it. We had an international relations club that I became president of at some point of time under -- oh, come on, his name is skipping me. I'll come back to it. But we brought I people to speak on the issues, and then Norwich formed an alliance with the other colleges where we were all working together, and that was sort of fun working that out. Oh, incidentally, when I was manager for the freshman team I had to write all the letters to the other schools and make all the arrangements, all that kind of thing. It sort of surprised me that the university wasn't doing that; the athletic department wasn't doing that. JC: Did you have a favorite professor when you were here? RT: Yeah, and I just told you I couldn't remember his name. (laughter) Sidney Morse. JC: Oh, OK. RT: Old Sidney Morse was a terrible lecturer, but he was a genius, you know. He understood American history, and that was his forte, and he also was a wonderful human being and understood us. He really got me to dig in and start getting decent grades. He would lecture, but he would have side comments on this thing, and there we are taking notes left and right. I never wanted to miss a class under any circumstances. He invited some of us -- one of them being me -- over to dinner, and he was just a great sport. He was not a big man in stature, but a big man in intellect. JC: Was there a professor you particularly didn't like? 9 RT: Oh, there were some who I'd rather not name who I didn't appreciate or think that they were at the level they should be. JC: What was the favorite class you ever took here? RT: I guess it was history. That's what I worked at. Let me go back to what I didn't like. We lost -- somehow, I don't know how -- one of the economics professors, and President Dodge brought in somebody in mid-semester, and this guy had written many books and was well appreciated around the world, but he was terrible. He couldn't remember any names, he refused to take any attendance, so people didn't come. You could answer him back and forth. I was told, I can't vouch for this, I was told by the people that say they did it. They invited him out the night before his final exam to join them for dinner in Montpelier, and when the time came, they picked up the tip, and went down to the railroad station, and put him on a train going to Montreal. (laughter) I believe it was true. But he just wasn't accustomed to teaching at our level in that circumstance. He was someone that should have continued writing his books. He was essentially a sociologist, but that was a while. I got called in by the dean for skipping class, and the dean was a great guy at that time. I was a little embarrassed by it, but the class was mostly veterans in this particular -- in economics. You know, they had their way. They weren't required to come to class. If they didn't come to class it chalked up one of a series you could have freer, but cadets didn't have that, so I just played like I was a veteran to old Mumbles [McLeod?]. That's what they called him, Mumbles. When the dean called me in, I got right back on it. JC: Decided you'd rather go back to class. RT: Yeah. JC: Did you ever get in much trouble when you were here? RT: Not really. I came close a number of times. Well, let me go back and talk about Carol. Carol and I met one time when we were in about the ninth grade. She was in Beverly, Massachusetts, and we were living in Hamilton, Massachusetts, at the time, and the Congregation youth groups met at a third place, Essex, Massachusetts. There were lots of people of our ages. You know, these groups didn't know each other. And I spotted her. She was -- wow! Wow, yeah. But I never got to speak to her before we broke up and went back. A couple of years later in Beverly High School -- we'd moved to Wenham, and Wenham didn't have a high school, so I went to Beverly High School. Todd with a T and Wyeth with W happened to have lockers opposite each other on the wall, and I said, "My God, there's that girl." I went over and spoke to her, and she invited me to her birthday party, and that'll show it all started with us. But it came to a point in our sophomore year when I had changed from engineering into history and economics. I had to make up some subject material that I didn't get in the first part, and I went to the University of New Hampshire trying to make it up. I went down on the weekend to her house in Beverly, and I stayed with her aunt 10 who lived next door. She was on my team. But Carol when we were -- she said, "Let's stop this tennis game for a minute. I want to talk to you." We walked up to the net, and she said, "You know, I'm through with this relationship. You're never going to be serious about anything you do in your life; you're going to be a perennial sophomore. I want to do more with my life than you are going to do, and this isn't going to work out." OK, I'll show you. I came back and studied like hell for the last two years I was here and sort of caught up. But it was interesting, when I was invited back at graduation time to be the officer who commissions everybody, and at that time the university ordered a master's or a PhD, you know, honorary to the speaker. Loring Hart didn't tell me whether I was supposed to say anything or not, so I had in my pocket a little thing I would say. It went something like this. It is indeed an honor to be here. I represent my classmates in this ceremony, and I'm very proud of the way Norwich is moving. But I would like you to know that 25 years ago, this very day, I received a letter from the committee on academic degrees and standings that read to this effect: "Dear Cadet Todd, The committee has met and has agreed to allow you to graduate (laughs) based on the circumstances that were not your fault." (laughter) So, you know, that's the way life went for me. I dug in and did relatively well. But another interesting thing about that. I don't know about anybody else, but I had a picture in my mind of VMI, and the Citadel, and all these places as being superior to Norwich in their military training, etc. But when I got in the army I discovered that 50% of them were duds, and it just changed my life around and my feelings about my institution. Yeah, it was strange. JC: When you graduated from Norwich what was the first -- you went into the army. RT: Yeah. JC: Did you go straightaway into the army, or was there a period? RT: Well, some of us -- I think it was 12, maybe as many as 15 -- received an opportunity to go into the regular army, not into the reserve army. I was one of those. About half of my classmates who were given that ability to do that chose not to do it, so there were a number of us that went. Upon graduation we received our commission in the United States Army Reserve, and then two weeks later I was brought into the regular army with another commissioning thing, which happened to be by my father's Norwich roommate, Colonel [Rice?] in Boston. He was running something in Boston for the army at the time. That was sort of fun. Then I went immediately off. We graduated about 15 or 17 May or something, June rather. On the second day of July, I reported in to the 3rd Armored Cavalry Regiment Light at Fort Meade, Maryland, as one of these people you had a regular army commission. So there wasn't any time -- there was time enough in between that the family all went down to Cape Cod for a two-week vacation, but I graduated and went into the army. JC: Now did you get married before you were in the army? 11 RT: No, no. No, no. I was still trying to get back in Carol's good graces. Before I left -- well, I went, as I said, to the 3rd Armored Cavalry Regiment. Now the army was doing something really stupid at that time. They had been told to reduce the army's personnel requirements, and rather than reducing in any reasonable way, they chose to take one-third of every squad, one-third of every company, one-third of every battalion, one-third of every regiment. It was a paper army. It couldn't really operate well at all. But when the war broke out in Korea they took from those drawn-down forces and sent them over as individual replacements, supposedly to go into units that also had the same kind of vacancy that was created now. So we had almost no reasonable training while I was in the 3rd Armored Cavalry Regiment before going to Korea, and these people went into units for which they were not trained. The army was really messed up, really messed up. General Abrams one time in discussing this with a group of officers, after he'd become chief of staff of the army, had tears running down his face. "No army should ever do that to its people. There is no excuse for it, and as long as I'm chief of staff I guarantee you that our units will be ready to fight, if we have to fight." You know, oh. It was a terrible mess over there. So before leaving that unit in which I had a miserable career for that short period of time. For example, it wasn't two weeks later that the post's military police battalion left Fort Meade and went to Korea. Company A of my organization, of which I was a lieutenant, became the post's military policemen. Now, we know nothing about being the post's military policemen, not a thing. There wasn't anything in ROTC, there wasn't anything that lead us to believe. What I knew about policing was I'd seen in movies, and I hid behind the "Welcome to Fort Meade" sign in my sedan, and chased down someone that was speeding, and discovered it was the chief of staff of the post. At midnight I went over and had a bed check in the post's prison, to see that there weren't any knives in there. But I got called in and said, "Hey, come on, get off it. You can go to jail for what you're doing," you know. (laughs) It was crazy. I was trying to do my job as I knew it, but no one was there to supervise me in any way. JC: And how long were you doing that? RT: I left there in September. I went in in July, left in September, and got to Korea in late November, first having leave and then going to the West Coast, going through the checks and balances of travel over there. Just about that time MacArthur announced that the war would be over by Christmas, and as a result the army slowed down the number of replacements they were sending over. This was just about the time that the marines invaded Inchon, and it was followed up with the 7th Division behind them, and trapped the North Vietnamese soldiers below us. It was really a magnificent maneuver. So we were just sitting around in California waiting to get orders. Every weekend we'd go into town, and we'd go into some bar and then talk out loud about how we've got to go, and waiting to go to war, this kind of thing. Somebody would pick up the bar tab. (laughs) Then we crossed the Pacific during a hurricane, and that was something most unusual, as you might imagine. The piano broke loose in the lounge. It had been a troop transport in World War II, and they converted it to be a troop ship but for families to go to Japan or other places. At that time these ships were the property of the army, it wasn't the navy. 12 I remember distinctly there was a captain on board, mostly lieutenants, but this captain on board was a ranger, and he'd a big, puffed-up chest, and walked among us, and told us to stand up straight, and "Take your hands out of your pockets." When he'd get tired of doing that he decided we should have bayonet drill, and issued the bayonets, put them on our rifles, and went up on the deck. Oh, God. I said, "I'm not playing this game." There was a ladder still going up the funnel, in wartime where they had a station to look for submarines, OK. I went up there while everybody else was screaming and hollering down below and got away with it. It's a wonder I ever went anywhere in the army. (laughs) JC: So what was Korea like? RT: Well, let me describe it. We arrived the day before Thanksgiving in Inchon, got off the boat. There was a long, long tidal process; the ship couldn't get close to the docks or anything else. So they threw the nets over the side, and we were to go over the side of the ship and climb down into a small boat to go in. But we had all our personal gear with us. We were carrying great bags of stuff. I had two bottles of whiskey in my bag, and some damn fool says, "Drop your bag into the boat." I did. (laughs) But as a matter of fact, they took our uniforms away from us at that time and said, "We will hold them here, because if everybody goes home at Christmas it won't affect you for a while, and you'll be in a regular army uniform." But we got on the boats and went on the shore. They fed us what was left over from the Thanksgiving dinner, and a lot of canned fruits, put us on a train, and sent us up to North Korea. Each of us, each lieutenant, was on an open freight car, you know, enclosed but with doors on both sides, and each one of them had a little stove in it. It was cold, and we headed north, and every time the hospital train came south on that one track we would pull over maybe an hour before it came by, and then stick around and get back onto the thing. In my one car I had 27 people. Those cars were small. They were Japanese-style freight cars, and they were small. We had nothing but straw on the floor and a sleeping bag, but it was a summer sleeping bag, not a winter sleeping bag, and the stove didn't really heat the thing at all. There were slots in the side of the thing. Anyway. We didn't have any ammunition, and we would get shot at on the train. Now, nobody I know of got hit, but it made quite an impression. But still they didn't issue us any ammunition. There was a major in charge, and he was in the last car, which was a caboose kind of car, tight, a good stove, etc., etc. So whenever the train stopped we as lieutenants would run back and sit in his car with him and then take off again. Many of the soldiers would get off and run in to find somebody in the little town we stopped in and buy rot-gut whiskey. Boy, they were in trouble. One of the people in the car behind me, I was told, went blind on the spot. Maybe he was cured later, but it made an impression. We finally got to the capital of Pyongyang, and they put us on trucks and took us to what used to be a hospital. We went on about the fourth floor and were on cots, or on the floor, kind of thing, and at midnight that night some captain in the army came in and said, "OK, everybody out. Get down on the truck below. Let's go. Get your gear together." Well, we all didn't get there first, and the last of us were turned around and sent back. That batch was never heard from again. The next morning we were loaded on trucks and sent up. But before going they fed us a good breakfast. We went down into 13 the basement of this place -- it was steaming and dark down there -- and we had breakfast on some slate or granite tables. Steam is pouring out of the coffee pots, etc., and I filled my cup with coffee and took a big drink to discover that it was maple syrup. I went forward that day sick as a dog, sitting at the end, at the tail of that truck yurking all the way. I'm sure all those men I was traveling with, "Look hey there, look at that lieutenant. He's so scared he's puking," you know. We went on and eventually we came to a stop, and the captain who was leading this convoy came back and told us to get off the trucks and go into these schoolhouses that were available, right immediately, I mean, just saw them and said, "Take them." We went into the schoolhouse, and he turned around and went back to get "another load," quote, unquote. We never saw him again; he never came back. Here we are with no ammunition, carrying guns, living in a schoolhouse, and the Chinese are moving in on us. They were moving down the mountains on both sides of this thing, and then there was a tremendous, tremendous loss of life up the mountain further, coming toward us. The 38th Regiment that I joined after we got out -- I get the men out, and then I jumped on a mess truck headed south, all trying to find where the headquarters for the 38th Regiment was. The 38th Regiment was part of the 2nd Division, and it lost in about two days, coming through a real tight trap -- there was a river, there was a road that wasn't wide enough for two tanks to pass, and then there was a mountain again on the other side, and the Chinese are up on both sides just raking the convoy. One truck stops, you know, they've got to push it off the edge to get the convoy going again. Now I wasn't a part of that, but I joined the company that did, and when I finally caught up with my unit, it was because I had stopped in from the schoolhouse when I saw the 1st Cavalry Division people pull on in close to us, so I went over and inquired. I walked into the TOC, the tactical operation center, and there was a major sitting in front of a map, on a stool, making little marks on it. I waited a while, and he didn't notice me, and finally I said, "Sir, could you tell me where the 38th Regiment is?" and he turned around and said, "No, but where's the division? Where is the 2nd Division?" I said, "Sir, I have no idea. We're trying to find it. We were left off down here." He said, "I don't know where they are. If you --" It was that confusing. They lost something like 4,000 men coming out of that gap. Now, I wasn't affected, not at all, in any way. I was scared to death at times, but then after that I joined the 38th Regiment. When I went in to meet Colonel Pappal -- yeah, something like that -- he shook hands with one, and passed me a bottle of whiskey with the other one, and said, "Son, you're going to need this." I reported in to the battalion commander, and he at the time was meeting with his staff in a little hutch where the Vietnamese -- the Vietnamese -- the Koreans built their houses of mud and mud brick, and they would cook in an open room attached to the house, and the smoke would go under the floors and heat the house. We were sitting on one of those floors, warm and toasty, and they were passing the bottle of whiskey around this circle as we talked about (inaudible) [00:59:47]. By that time the bottle of whiskey got pretty hot. (laughs) It was a very strange circumstance. When he finally got to it, the battalion commander said to me, he said, "Todd, you're going down to A Company." I said, "Sir, and who commands A Company?" He said, "You do." I had about as much opportunity to learn infantry tactics and lead a rifle 14 company as nobody at all. My buddy who I was traveling with who had some experience in World War II in combat in Europe, came back and went to the University of Illinois, and then came into the army the same as I did, through the (inaudible) [01:00:34], he was sent down to a company that already had an experienced commander. You know. Nobody was thinking. I sent the first sergeant back to division headquarters, he got commissioned, and he came back, and essentially he told me what we ought to be doing. Then we did it. Until MacArthur issued an order, that probably came to him to do it, that said all armored officers that had been assigned to infantry units are to be returned to armored units. So I went down to the regimental tank company of the regiment where my company commander, before coming over there, was an infantry officer who was aide to camp to the commanding general who gave him the tank company in the 38th regiment who didn't know a damn thing about tanks. It was really screwed up everywhere. At a point when I was running the rifle company, I was told that a replacement was on the way, flying in, and he would replace me as company commander. Oh, great, that's good news. The guy showed up, and during World War II he had been in the air force as a bombardier. He had absolutely no infantry experience. He had joined the nearest reserve unit to his home when he was discharged. It really wasn't working out. Where we got replacements, the adjutant would go down and say, "Has anybody been through armored training?" Nobody. Nobody. So there wasn't anybody to send to the armored company except the people that came in (inaudible) [01:02:41]. So we were training these guys, but we weren't -- there were some old sergeants that really knew what they were doing, and that's we made. We eventually had a pretty good tank company. I remember my sergeant was a gruff, old son of a bitch. I walked up to a formation he was holding one day, and his back was to me, and I was walking toward the platoon. And I heard him say "The kid says we got to --" I said uh-oh. "Sergeant [Beach?], come with me," and we went in to see the company commander. I told the company commander that I couldn't resolve this one. He said, oh, very well, I'll assign someone else." Sergeant [Beach?] remained behind. Wow, I've done it. Sergeant Beach comes out. I said, "What happening Sergeant?" and he said, "I'm going to be the lieutenant in charge of the other platoon." Ahhh, God, you know. (laughs) It just wasn't the army I knew later on. Yeah. It was a very sad arrangement. It really wasn't until General Walker was killed in a jeep accident, and he was the 8th Army commander, and they sent General Van Fleet over to run it, and we by that time had moved 125 miles to the rear. We were running as an army. Word got out very quickly that General Van Fleet's orders were "I don't want to see your plans of defense, I want to see your plans of attack." And everyone says, "Sure, sure, General. You look at them, and you'll be all alone up there." Well, by God, he took that army and straightened it out and moved it forward and stopped the Chinese, without much additional support. It was amazing to see that happen. I'll never forget that, that one man deciding that he's going to turn the army around and you'd better fall in line. I did have one experience before that happened when I was with the tank company, and I was in a jeep riding down a road, and the division commander had decided that since we had all these losses, and we're all screwed up, that he had a way to make us all feel proud of ourselves and identify. The methodology he used was that one regiment would have a mustache, another regiment would have sideburns, and another 15 would have goatees. Crazy, just crazy. But I'm driving down the road, and an assistant division commander, a one star, is coming this way, and he went right by, and I saluted, and then he stopped and hollered back at me. I jumped out and ran down to his jeep. He said, "You're not obeying the division commander's orders." I said, "Sir, what do you mean?" He said, "You shaved." I said, "No, sir, I've never shaved." (laughter) God. Yeah. But General Van Fleet really pulled that into order, and he relieved a lot of people. He relieved my brigade commander, gave us a lieutenant to be the colonel's slot in the brigade, who turned out to wind up with four stars in the end. They made the mechanism work. JC: Amazing. Now, you were awarded the Medal for Valor in Korea, weren't you? RT: Yeah. I got a Bronze Star for Valor and a Silver Star for Valor, neither of which I really want to talk about much. I think somebody else would have done better to have them than me. I mean, I was pleased, happy to receive it, proud to wear it on my uniform kind of thing, but there was a lot of that going on to bolster up morale of everybody. JC: Is there anything else you want to say about Korea? RT: I don't know. At the end it was a pretty good experience. When we had gone into a stalemate, we started a rotation system back to the United States, and it was a point system. If you came within a certain period of time, then you could go back at a date specific, so we all knew when we'd be going back. There were points for the kind of job you had and all this kind of thing. It was interesting, I went back to Japan, spent a few days in Japan. When we got on the boat I was assigned -- as I had on the way over -- to a large stateroom, and I think there were 12 of us in it, and up and down cots. It was the same gang I went over with. You know, the timeline of where you engaged in combat were the same for all of us, in different units, and that was really pretty special. Two of them, only two of them, didn't come back, and they were both infantry officers. To the best of my knowledge, from the 38th Regiment that I was familiar with, the lieutenants didn't go back whole. The majority of them were killed. Those that were wounded were wounded seriously enough that they didn't come back to the unit. So it was us armored guys that, essentially, came back together, went over together and came back together. Stopped in Hawaii on the way back, pulled into the port, and there's all these hula girls down on the thing, people with big signs, "Welcome Home, Veteran." I said, "Hell, I'm not a veteran. That's a guy that sits outside the post office trying to sell pencils." (laughs) That came as a bit of a shock to us. But, yeah. JC: Well, once you got back to the United States where were you stationed? RT: Before I got back to the United States, on R&R in Japan, I knew of my rotation date. I called Carol, who by that time had finished her year after Smith at Radcliffe, taking the first year of the Harvard Business School program at Radcliffe -- business school faculty, business school-devised location, Radcliffe. I called her and said, "How about meeting me in New York City on such and such a date at the Biltmore Hotel? We'll meet under the clock." Now, meeting under the clock, there'd been a movie about that whole 16 business. So she did, and we went to my family's house. They'd moved to Scarsdale, New York, at that point. I asked her to marry me. She said, "Give me a couple of weeks." So I went back to visit my family. They're not my immediate family, my grandparents in Quincy, Massachusetts, and my other grandparents in Dorchester, Massachusetts. I went to -- my uncle, my mother's brother, ran a hardware store that had originally been his father's, and he said, "What are you going to do about a car?" I said, "I got to get one." I sold my car before I went over. He said, "Well, I've got a good friend who's honest, and I think we can get a good car." So I went over that afternoon and bought a car and called Carol, and I said, "I bought a car today." She said, "A convertible?" and I said, "Yes," and turned it in the next day and got a convertible. (laughter) I'd do anything to make sure she's sweet. She said yes, we were married on the nineteenth of June of that year, and she obviously had to quit her job to become an army wife. JC: So where did you all go after that? RT: The first station when we returned, and I'm talking now about the same group of army officers that went over and came back together, also went to Fort Knox, and we lived in newly-built quarters that were built by a civilian contractor on the edge of there, which were great for a newly-married couple, but they certainly weren't anything special. George and Joanne Patton lived next door to us, a small world, yeah. I've lost my train of thought here now. (break in audio) JC: And we'll get back started. All right, so we were talking about Fort Knox. RT: Fort Knox being a first assignment together in the army was really great. So different. I mean, Fort Knox was organized. Everything was working well. People were happy. Not that we weren't working hard, because we really were. My first assignment was to a training division. It took the number of the division, the third, and replicated it and then trained, basic training. I was in the 2nd Brigade headquarters working on the planning and that kind of thing. I really was disappointed that I wasn't one of the company commanders, but it turns out that that was a tough job. In the tank company, the guy that headed the tank company had more tanks than a tank division, and it was a mess to keep them all straightened out and going around. So one day I went back home for lunch, and Mrs. George Patton, Sr., was sitting in the living room of our house talking to Carol. She had come down to Fort Knox because George and Joanne had just been married, and Joanne got some kind of disease when they were on the honeymoon in the Caribbean. And I reintroduced myself to Mrs. Patton, and we sat down and talked. She asked me what my job was, and I told her. I said, "But I've got to go. I've got an appointment this afternoon to see the commanding general. They're looking for an aide to camp to the commanding general, and I really don't want that job. I really would prefer to get an opportunity to command a company in the division here." She said, "Russell, General Collier is a very, very fine man. He has a 17 fine family life. He is a very, very successful soldier who commanded the 2nd Armored Division at the end of the war in Berlin. You could learn an awful lot working for him." So I went over, and I got the job, and for the next two years I was the junior aide to the commanding general. I did such things as travel with him when he went to different places for different purposes. My buddies all got a hold of me when they found out I was going to do this job, and all had things they wanted changed at Fort Knox, and I was to be their agent in telling the commanding general how he could change the place. Very early on we went out of the headquarters, down the steps, into the car, went past the post theater. I thought, well, here goes. I said, "Sir, do you realize that on this post now an officer must be in his full dress uniform in order to go to the movies?" He said, "Yes, I know that, and it will remain that way." I didn't have many new ideas for him after that. (laughs) He'd go over to the armor school, and the people that are teaching in the combat kinds of business would say, "This is what we're doing now, General, and what do you think? We'd like your approval of it," and I'd sit in the back of the room and listen to what was going on, and understand it. I would hear the people that had served in combat talk about what you ought to do, and I got a great education. Also, every year there was something called the Armor Warfighting Conference. Twice I was there for that. They bring in all the people that belong to the Armor Association, or were serving in an armored position, all the senior people, and they'd talk about what the army ought to be doing in armor. One of my jobs was to go into the airport in the general's big sedan and his chauffer and pick these guys up and drive them back to the post, and I'd chat with these guys, and it was really fun. I got to know an awful lot of people, army commanders, army staff members, and all this. I really felt pretty special that I'd had this kind of an opportunity. Then we also had at Fort Knox in that time frame an armor board. This armor board, when General I. D. White was the commander at Fort Knox -- before General Collier -- that the chief of staff of the army was not pleased with the way the chief of ordnance was managing the tank program and gave the responsibility to the commanding general at Fort Knox. All the bigwigs gathered at Fort Knox to make decisions about what the next tank would look like, what the next armored personnel carrier would look like, etc., etc. Again, I sat in the back of the room, and young captains and majors, most of them West Point graduates who'd gone off to graduate school and were coming back and using their talents. It was a great, great opportunity for me. We were always invited to the house when the Colliers were having a party, and people would say, "Oh, you're going over there and pass the cigarette butts around with them, aren't you?" "No, we don't do that. We're part of that group." Mike Popowski here in town, his dad was one of those colonels on the post at that time. I really got to know all those people. Not that it was doing me any good, but I learned from them, you know. I learned how to act, I learned when to shut up. It was very useful, and it was a great time. The Colliers were magnificent to us. We had a child while we were living there -- it was Tom, and Tom got burnt badly in an accident at our house. He was crawling across the floor, and there was a coffee pot that started percolating, and he looked up and pulled on the cord, and it came over and broke open on his back. The Colliers came over and relieved us of our 24-hour duty, and they took it over; they sat with that baby. We were their family. It was amazing; it was wonderful. 18 Yeah. I began to really understand what the army was about, that it could be a good army. JC: Well, after Fort Knox where did you go? RT: Let's see. Oh, yeah. When General Collier left, he was to be promoted and going to go to Korea, and he offered me the opportunity to go with him, and I told him that I would much prefer to have a tank company in Europe. While I loved the guy and his family, I wanted a tank company in Europe. He said, "We'll take care of that," and he called up the commanding general of the 2nd Armored Division in Europe, the one that they call Chubby Doan, and told him the situation and that I would be on orders to go over to the 2nd Armored Division and a tank company. He said, "I'll give him a tank company." So, wow! You know, we made it, and off we go to Europe. We pull into Bremerhaven, which is the northern port in Germany, and they send forth a little craft to meet the boat. A sergeant first class climbs up the rope ladder and comes over and starts telling people what their orders are going to be, and I was ordered to something called the 13th Military Intelligence Group. I thought, oh, my God, something's wrong here. The colonel who was in charge of us all on the boat, for the boat trip, he got his orders, and he opened it up, and it's the 13th MIG. He said, "What's an MIG?" I said, "The best I know it's a Russian airplane." (laughs) It turned out that he thought he was going to the 1st Infantry Division for a regiment. Well, we got off the boat, and both of us went down to this intelligence group, went through two different fences, guards posted in towers and all the rest of it, and slept in an open bay area over the officers' club. There were a number of other offices there, and they said, "What are you going to do?" I said, "I don't know. I'm here by mistake. I'm headed to the 2nd Armored Division." They said, "No, no, you aren't. We're all in the same business, fellow. Tell us where you're going." And I said, "No, no. I'm an officer, and I'm going to --" They said, "We understood an armored officer was coming, and he was going to go underground and behind the Iron Curtain, and report on the Russian movements." Holy Crow! That's not for me. So the next morning I went down and asked authority to see the commanding officer of the 513th [sic] MIG. He spoke with me, and he said, "No, you're going down. You're not going to do that; that's rumor. You're going down to the headquarters in Heidelberg, and you're going to be an intelligence officer in that headquarters." I said, "I'm not an intelligence officer." He said, "That's your orders." OK. So I went down to Heidelberg. General Jim Phillips was the G2 at the time, and I asked to see him, and I went right up to his office and told him my sad story, that I was going to go to the 2nd Armored Division -- and he was an armored officer -- "Now here I am an untrained specialist in your department." He said, "What were you going to do?" I said, "Well, General Doan in the 2nd Armored Division had accepted me to come and be in tank company." He says, "I'll talk to him about that," and he reached over -- they had a red phone system that red phones went to the different generals in different locations -- he picked it up and dialed 27 or whatever it was, and General Doan answers the phone, and I'm sitting there. He said, "I got a young captain sitting here that tells me he's supposed to be in the division. Tell me about him, what are you going to do with him?" Well, poor old General Doan hadn't remembered much about the phone conversation a couple of 19 months before or something, and said, "Well, I'm going to make him my aide." And he said, "Like hell you are. I'm keeping him here for that." (laughs) I did it all over again for another two years in the headquarters at [Usera?]. [01:26:32] It was a great experience. General and Mrs. Phillips were a mother and dad to us; they'd invite us to Sunday dinner, and little Tom would crawl around the floor or under the table, and General Collier would feed him peanuts or something. It was a wonderful time, and when the Colliers would take a trip and borrow the commander in chief's train, we went with them. It was marvelous. I saw all of Europe. I knew most everything that was going on in the intelligence field, and it was a great experience with wonderful people. But when he got assigned to go back to the United States, I took the Colliers up to the port to put them on. When I came back, this again on the commander in chief's train, I had the train stop in Mannheim, and I got off in Mannheim. I wasn't going to be stopped again and reported in to the 57th Tank Battalion and for the last year there had a tank company. That was probably the greatest experience of my life. It really was a good experience. We were hard training, we were well trained, good people. In the beginning we had a wonderful commander who was a major, and the division commander, General Doan, didn't want to put a lieutenant colonel in that slot. He wanted this man to get that experience, but eventually they had to pull him and let -- the lieutenant colonels were backing up. So we were out maneuvering and we came to the last day of the maneuvers, and the new battalion commander arrives, and we have this party in a beer hall. The new commander arrives, and one of the company commanders in Charlie Company walked up to the head table with two boots of beer. You know what that is? Glass things that replicate a boot. Big. He puts one in front of each of the two commanders and says, "Let's see who's the better man." This poor guy that has just got off the train coming down from Bremerhaven and crossed the ocean picks up his boot and starts to drink. The battalion commander we love drinks it down and wins the contest, and the new battalion commander was so tight from drinking that beer too fast his feet slipped out from under him as he sat at that table and went right down under the table. (laughter) That was his first day of duty, and he didn't improve much after that. We were all pretty cocky, the company commanders; we were doing a lot of good things. But he knew nothing about it. We told him -- we were told that he had served in a tank battalion in World War II, and that's all we knew about him. It sounded great to us, a guy with some real experience. Well, it turns out that he reported in to a replacement company, and they said, "Take this truckload of men and go forward to point A. There will be a sign on the road at so many miles or kilometers. Turn left in there, and that's where your unit will be." Well, he got down there and made the turn, then went up, and three Germans come out and say, "Achtung! Put him in the compound!" and he went directly to the prisoner-of-war camp. He never had any experience. He'd been a public information officer before, and he was terrible. He was so bad that in a morning meeting every time, when he would suggest something the other three company commanders, we'd sort of nod or shake no. And "Well, what's the matter?" You know why? We didn't get any leadership out of him at all. When it came time to leave there, I had probably the most frightening experience in my life. He stood up in front of the entire battalion officer group and said, "Well, now that Captain Todd is leaving maybe I can take command of this battalion." Oh, my God. 20 Oh, my God. He gave me an efficiency report that would sink anybody, but it just turned out that in that moment of time the army changed the efficiency report system whereby your commander rates you, and his boss rates you, and then a third person rates what they did. Well, the third person turns out to have been the fellow that had been recently the brigade commander, and he knew me, he knew my performance, etc., and he sent back the efficiency report to be redone. Ho. (laughs) Yeah. Those were good times though, good times. Scary times, but testing, really testing you. JC: Because you were right there in Germany during really the height of the Cold War. RT: Yeah. As a matter of fact, one time we were out on maneuvers, 200 miles from our base, when the French and British moved into Suez, because the Egyptians said they were taking over the canal. There we are sitting out in the woods saying, "Oh, my God," because the president had said, "Oh, no, you don't." Eisenhower said, "No, you don't. You can't do that. We give you a lot of money to bring your economies back from the war, and we'll stop it tomorrow unless you withdraw." But we didn't know all that, and my guys are saying "We're going to gyro to Cairo," you know, that (laughter) kind of stuff. We finally came back. But if we'd had to go, I haven't seen a unit that would be any more ready than we were. Yeah. It was really a great exper-- In a company command, everybody doesn't have to bypass the battalion commander who's a dud. But when you do have to do that, then you're really thinking on your feet. It was great. JC: What was your next assignment after that? RT: Would you believe back to Fort Knox? JC: Oh, really? RT: Yeah. I went back there to go to the Armor Officer Advanced Course, which was a nine-month course in there, in which they were teaching you at the next level. Now the course we took before at Fort Knox was a course we should have had before we went to Korea. I came away with a great impression of how good that was. It was excellence. When I saw General Collier working with the instructors and telling them how to handle this kind of thing. When I came back three years later, it was a well-organized organization. In fact, General Abrams had been there as the head of the command department. It was a first class education. I really and truly look back upon my Norwich experience as not up to that standard that the army was producing there. At the end of that course I had talked my way into becoming one of the instructors in the command department, and I was thrilled to death about that. On graduation day I'm sitting in my chair on the aisle, and as the assistant commandant went by my seat he stopped and said, "You're going to be working in my office." (laughs) So I then worked for Colonel Chandler, who was a first-rate soldier. He had been horse cavalry, in the Philippines, and was on the Bataan death march. He was really very much a gentleman, very much strong willed, and very much of a tutor, and I worked out of his office. My job was to arrange the schedules of the classes, and we had all kinds of classes -- enlisted classes, officer classes -- so that they would mesh how 21 many people, how many classrooms do we need, how many instructors do we need, on what day are we going to do it? I was bringing home page after page of long paper, and on the kitchen floor working out the details of making this thing work. It was great, but, again, there was an intermediary. There was a lieutenant colonel who was my immediate supervisor who, again, I thought to be a dud. On my first day of working there he said, "That's your desk right over there." And I'm, "Yes, sir." I went over to my desk. Now what do I do? Here I am, I found my desk. There was a major sitting at a desk facing me who never looked up. He was just scribbling away, scared to death of this guy evidently. A few minutes later he came over and said, "Well, here's the first project I want you to do. This is it. I want you to study this, and then rewrite it, and we'll discuss it." Fine. It wasn't five minutes later, he came over and said, "No, I want you to do this one instead." I went through about six of those before I understood what I was doing. I was hopeless that anything was really going to happen. That same day he came over and looked over my shoulder, and I looked up, and he said, "What are you writing there?" I said, "Well, sir, I'm writing myself a note so that I will be able to put these things in the appropriate order." He said, "Well, you're not saying it very well." (laughter) It was awful. My out was Colonel Chandler, and a major got assigned to the office, and he very quickly understood what was going on here and went in and talked to Colonel Chandler, and Colonel Chandler moved him out. Again, we got a very, very fine operating organization going. It was good; it was very successful. But, you know, every time there's some kind of a roadblock in your career, you've got to stop and figure out how the hell you're going to get around it. JC: What was after Fort Knox? RT: Twenty more years of -- let's see. I graduated from Fort Knox. I was selected below the zone for a promotion. Do you know what that means? JC: Uh-uh. RT: When you're considered for promotion a board meets in Washington, and everybody whose career appears between this date and this date is considered. Isn't that right? Well, what they started, and I don't know if they're still doing it or not -- I think they are -- they would go below this zone and choose certain people to be examined with this group, and I was lucky enough to do that and really jumped ahead. In the headquarters there was Major Howard from Norwich University. Major Howard didn't graduate from here, but he was an instructor when I was a student here. He was in another department, or I didn't see much of him. But when I came out on the below-the-zone list, there were two of us at Fort Knox that came out on it, and he called me on the phone, and he said, "Well, I thought Frank would make it, but I never thought you would." (laughter) So things are weird, but Leavenworth was an exciting time. I was a captain. The majority of people were majors and lieutenant colonels. A real shock of my life in the first day was seated at tables, and there's a blank card in front of you, and the instructor said, "Now write your name on it, not your rank. Write your name on that card." Well, the guy sitting opposite me was a lieutenant colonel, and I was a captain, and I don't know his rank. What do I call him? We were all calling each other by their first names 22 rather than you find in a unit. That (inaudible) [01:41:04] like that, I'm up against it here. So I worked hard, harder than I've ever worked, and at the end of the halfway mark in the course they gave us standings of where you stand in the course, and I was number five or something. I said, "I'm working too hard." Yeah, that was good, a good period in our life. We had Saturdays and Sundays off. I had a little golf group I played with on Saturdays, and Michelob beer was local out there. We'd buy a pitcher -- the loser would buy a pitcher of beer, and that was a big deal. That was a big deal. JC: So when did you go to graduate school at the University of Alabama? RT: Strange you should ask that. When I came to the end of the course at Leavenworth a general officer, a brigadier general, came out to the course to announce to the armor officers, to the infantry officers, etc., what your next assignment would be. About the third name he read was a good friend of mine, and when he read off where he was to go this guy went "Ooohhh." The general looked down at him and said, "What's the problem?" He said, "Sir, I don't think anybody in your office ever read my request." "Oh." He said, "Major so-and-so, come out here." The guy comes out from behind the curtain with a big notebook, and the guy flaps through it, and he looks down, and he says, "I don't know what you're complaining about. It says right here, 'Anywhere in the world but Fort Knox.' And you're going to Fort Knox, your second choice." (laughter) Then he got to my name, and he said, "I want to see you right after this." I thought, oh, God, what now? So I went in, and he was in his office. There was a temporary office. And he said, "We've got a problem here," and I said, "Sir, what is it?" He said, "Well, they've got you going to graduate school, and as the chief armor officer I want you to go to an armored unit." I said, "I have a choice?" He said yes. I said, "Where will I go if I go to an armored unit?" He thought for a minute, and he said, "You'll go to the tank battalion in Hawaii." I said, "Can I discuss this with my wife at lunch?" and he said, "Sure," and I came back and said, "We have decided that we're going to go to graduate school," and that's how that worked out. JC: So you went to Tuscaloosa instead of Hawaii. RT: Yeah. (laughs) JC: Now, what degree did you get at Alabama? RT: MBA. It was a good tough course, but it was in the process of changing the curriculum of business schools, and some of it was very tough. Part of it was very simple, but some of it was very tough. I established a schedule where I went in very early in the morning, got in there before 7:00 every morning, went down to the basement of the library where I had an assigned carrel and started working until it was time for a class to begin. I'd go up to the class and go back to the basement, eat my lunch in the basement, go home at 5:00, and hardly ever did any midnight work at home. We lived a good, wonderful family life in Tuscaloosa. Now, it wasn't all easy. There had been the problems of the colleges not admitting blacks, and the president of the United States pushing hard to make them do it. 23 Then there were the riots at Ole Miss, right at that time. The army sent down its chief person who determines whether the applicants will go to college -- army applicants -- and to which college they will go to. So we all gathered, and there were people taking nuclear physics, and [we have to?] discuss with him, and he talked it back and forth, etc. Finally one young captain in the back said, "Sir, this is all very interesting, but the army's practically at war with our citizens. What the hell happen-- What do we do? What are our orders, and what are our instructions here at the University of Alabama, if the same kind of thing breaks out on this campus?" This poor old duffer who'd been the president of some college someplace sort of shook his head and said, "Well, I hope you'd be on the side of the government." (laughter) That hit right in the heart of soldiers. But it was a good program. When I left I was going to be assigned to the headquarters in US Army Europe in the comptroller's office, and you're required to stay in that position for three years to make up for your being chosen for that job. They want to use your knowledge and experience. Just before I left they changed it, and I went to the US Army Support Command in France, which had 57 separate organizations that it commanded, to include a pipeline that came in at St. Nazaire and went out to all of the air bases and army refueling, etc., and repair of tanks, repair of everything. We took German factories over, used Germans. It was a very, very exciting assignment in terms of technology, but I got assigned to the comptroller's office in that damn headquarters, and I was one of three soldiers. The rest were all civilian employees, or French. One of the people that worked for me was from Yugoslavia; he'd escaped Yugoslavia. So it was a mixed up kind of place. We lived at a French house down by the railroad station. We didn't want to live in the government quarters, we'd done enough of that. We wanted to have an experience in France. From that point of view, it was wonderful. The job was terrible, just terrible. They expected me to know everything that they did in their routine because I'd been to this business program. Well, I had to really move fast to catch up with them. My boss was a man by the name of [Birossi?]. He'd been an Italian-American soldier in World War II who married an Italian and never went home, and when they created the support command then he stayed on in Europe and became a very important man in the headquarters as the budget manager of this very vast organization. I worked like hell to try and get it straightened out. They first gave me the responsibility of working the budget of a couple of the major organizations, one the tank rebuild plant, which was -- God, it looked like General Motors out there. I finally got frustrated with it all. We'd all sit in a room, roll out our papers, and bring in the guy, the comptroller, from that organization, and you'd sit facing each other with Mr. [Birossi?] looking over your shoulder, and you'd work out a budget for them. How the hell did I know? I didn't have any basis for doing it, but we'd discuss it to get it. When this was all over and calmed down I said, "This is stupid as hell," to [Birossi?]. He said, "What are you talking about?" And I said, "We've got the world's best information technology program right in this headquarters, those guys that are working the plants do it all by technical means, punch cards, and here we are sitting around trying to argue about a number on a sheet of paper that doesn't mean a damn thing." He said, "What do you suggest?" I said, "I suggest we go to talk to them, get onto their system somehow, and work this thing out that we can make a reasonable stab at it." He said, "OK, wise guy, do it." 24 Now, there was a lieutenant colonel in this overall office who was Birossi's boss, and I went to see him and told him, I said, "Now, I'm not competent to do this. There's no question about it. However, if you give me two of those young captains of finance that work down the hall from me, I can get this thing started and going." So he assigned these two guys to me, and we changed the whole system of how we did the budgeting of US Army Europe. I got some kind of an award for that. Then they put me in another job where I had all kinds of stupid responsibilities. I had a responsibility for efficiency of each of these many, many organizations, and I got permission to send people -- Frenchmen -- back to the United States to be trained in each of those depots to do it. Then we pulled all of this together right as the secretary of defense had initiated a program to improve work force relationships, his program, and they sent it out and said, "Everybody in the army, navy, and the air force will use these procedures." And my two-star boss said, "No, we won't. We're not doing that. We got a god system, we just got it started, and, well, that's the way it will be." OK, you're the boss. So six weeks later, maybe two months later, there's a message sent to the commanding general that said "We're sending over someone from the Department of Defense to look at your program." I got called in to the CG's office, and he said, "You got two weeks to put this program in place." Well, you know, I was put into a position where I got attention, and I could do what I wanted to do, and I could get help to do it, and everything just sort of worked together. It was a great experience. But, again, it's a case of speaking up and saying what you think is wrong and finding a way to do it. I went in on the train from Orleans into Paris to the IBM plant with boxes of punch cards in my (inaudible) [01:53:43] and brought them into IBM, and we worked it out with them to do it at first before we turned it over to our own organization. That's because if we screwed it up, we'd screw them up badly. But those two finance captains did all the work. I just plowed ahead. Another time, in that same job -- I really thought -- when I got there I said, "My career is ruined. My career is ruined. Who's going to believe that I was in a damn headquarters for a support group? No, uh. I'm an armored guy. No." But anyway, they came up with another program, again, out of the Department of Defense. This time it was to work specifically with -- I can't remember the name of it, but, again, it came out of the secretary of defense's office, and again I got the job to do it. But this time I had an opportunity to start from the beginning with it. It was a matter of saving money, and we were supposed to put out programs, out to our subordinate units, and help them find money and other ways of doing business (inaudible) [01:55:09]. We started with the laundries, a simple thing, and went into the laundries with the people we trained, and they would say to the laundress, "How can you do your job better?" They'd say, "Well, I've been working at this for six years. If we did this, and that, and the other thing," and all of a sudden we weren't doing anything but saying "How do you do it?" and then helping them do it, and getting their boss to agree to it. Well, then you had to take all this information and turn it over to another agency who would check your figures, and numbers, and back and forth, and everything. That all seemed to work out, and things were going along rather well when they put me in for an award as the civilian of the year for product improvement. I was called (laughs) into Heidelberg, and they put on a parade, and the commanding general and I are -- there were other people, for other reasons, being recognized that day. I'm standing 25 beside the commanding general when the troops are passing in review, and he said, "What the hell are you doing here? This is a civilian award." I said, "Sir, you signed it." (laughter) And off we went. I just kept working. Living there was great sport, except the French are crazy. We lived in a neighborhood, as I said, on Rue de la Gale, and the house was an old one. It was rent controlled, and we had to slip the landlord money on certain days, and you'd walk up to his house with a paper bag full of money. A door would open, a hand would come out and grab the paper bag out of your thing, the extra money for the -- crazy. In the neighborhood we never made close friends except in one instance. Our youngest daughter, Ellen, went to French school. The other two kids refused; they were smart enough not to do it. Ellen and her friend [Pascale?] (inaudible) [01:57:36] walked to school with her mother and Carol, over to school. The ladies walked back from school. After lunch, walked over, back to get, march them over, again, at the end of the school day. And they talked, and they talked, and they talked. Not a single word of English was ever spoken for three years between these two women. We get back to the United States and got a very nice letter from her, in English, and she said, "You never would have improved your French the way you did if you knew I had been a nanny in Great Britain and speak English." (Cates laughs) Now, that's the dirtiest, rottenest trick I can ever imagine happening. (laughter) When we had a problem with the house, you'd try and go out and find someone that would fix the faucet. Now, there are four sizes of pipe, and there are 12 sizes of faucets, and there are 14 sizes -- and they ask you which one do you want? You don't know. So somebody has to come and measure it and go back, and two days later you've got water running again. When it came time to buy coal, we went down to the place you buy coal, and it was a storefront on the main road, right in the main store, and he's got little glass canisters with different kinds of coal in the window. You don't buy coal that way anywhere else in the world. We went in, and he wanted to know how many radiators we had in the house, and how many veins each radiator had, and how many sections were in the stove, and then he could figure out how many tons it would take to heat the house. He didn't ask if there was any broken windows, or open doors, or boards off on the roof. They did it totally unscientific. Then when you come to that decision, then they say, "Now do you want it from Belgium? Do you want it from --" you know, down the list. We want anthracite from Belgium, OK. Then they come and dump it in the house with buckets in the window of the cellar, and the whole house is covered with coal dust everywhere. And it was expensive. Living there was not easy, but we made a pact that we were going to go once a month with the kids to Paris, every time, every month, and we did, and we traveled a lot. Not any great distances, but we loved parts of France. But the French were very difficult to live with. JC: Oh, I'm sure. I've been there once. (laughs) RT: The worst one was my father had a cousin who was, in relationship to Dad, it was about six up from him in the corporation, and he was the chairman of the board. We got a call that he was coming to visit the French company that was owned by the American company, and they were going to come down and see us in this hovel (laughs). And just about the time we knew that they were coming but not exactly when they were coming, 26 the French left us with a bit of a problem. When they put in the sewer system, they left the septic tank in the house, in the basement, made of clay, and it began to leak. Do you have any idea what living in that house was like? You couldn't flush a toilet. When I'd go off to work and leave Carol, they had a deal with these crazy guys coming in, and eventually they came in. One guy came in, and he took off the top of this thing, and then he went away. She chased him down, and he said, "Oh, you've got to hire somebody else. The union won't allow me to put the hose down in here and suck out what's left. You've got to find that guy." And it went on, and on, and on, and trying to live in that house. Fortunately we got it cleaned up before Uncle George showed up for lunch. (laughter) JC: Sounds like it was quite difficult living in that house. RT: It was very difficult. Every single day one of us crossed the street to the bakery that was directly across the street from us, and we'd order a demi pan, and bring it back for breakfast, or something else. And every single day that one of us went, my own experience was I'd walk in the door -- "Bonjour, Madame." (laughter) The only guy that spoke to us lived next door, and the reason he spoke to us was that nobody else in the neighborhood, or the town, or the city would speak to him, because he had been a butcher during the Nazi occupation and gave the Nazis all the best cuts of meat. We had no phones. It took three years to get a phone, and it was a three-year tour. If you got a phone, you had nobody to call; they'd all gone home. They're crazy, just crazy. (laughs) JC: So what was the next assignment after France? RT: Well, while in France the Vietnam War broke out, and people lieutenant colonel level in Europe were being pulled back to the United States and given a command in Vietnam. So I applied to get a command in Vietnam, and they said, "Oh, no, no, no, no, you haven't finished your tour for having gone to graduate school. You can't possibly go." This is talking to somebody back in Washington. Then another job opened up, and they needed a lieutenant colonel in an armored battalion, and I called them back again. I said, "I'll come back to this job after that. How about that?" "Nope, we can't do that. We can't do that." Eventually they said, "OK, when you come home from --" I put enough pressure on them. "When you come home from France, we'll send you to Vietnam." And when we came home from France, they said, "No, you're going to go to the Armed Forces Staff College. You've been selected among the army, navy, and air force to go to the Armed Forces Staff College, for six months. After that, we'll get you a job that will get you to Vietnam." Well, you know, it's frustrating, just terribly frustrating. After the Armed Forces Staff College they told me I would go to Vietnam, but first I would go to pick up 57 tanks that had just been manufactured of a new design, and I was to form the tank battalion in the United States, train it in the United States, and take it to Vietnam. When that day came, ready to go, we had three rounds blow up in the chamber back at Aberdeen Proving Ground, and they said, "Hold it. You're no longer on the list to go. But you are going to go to the Naval War College." I couldn't get to Vietnam! It was very difficult. 27 JC: What was the Naval War College like? RT: Terrible. The Naval War College, well, we called it the sleeping room. They had two major speakers every day, one in the morning, and one in the afternoon. That was fine. I mean, I loved to hear them, and they did have a message, but it wasn't work. It was sitting there like you're turning on the television. There was no challenge to this thing at all. Now you could go and get a master's degree along with it from George Washington, but I couldn't, because I had a master's degree, so they weren't going to let me take that program. So they hired somebody the University of Massachusetts had fired from their Economics Department, an old man, to be my mentor and take me through a separate program -- nothing comes out of it other than a dissertation at the end. OK, I'll put up with it, but he was awful, and it was a waste of my time. You never had time between these people to really go to the library and do something. It was 20 minutes. What can you do in the library in 20 minutes? No, you don't. Everyone went and get good coffee, sat around and talked, etc. Oop, time to go back into the bedroom. There was nothing going on in terms of substance in the place. When I had my first time as directing my little group, I worked long and hard on the assignments, and came in the next morning and said, "OK, let's see. Now we had readings in this one, and then we had a differing opinion from this requirement, and then this one, and another one. Commander Jones, what do you think about this?" "Oh, shit," he said, "You don't think I pay any attention to that, do you? I'm in the George Washington program. I'm not going to do any of this." That was a general attitude. There wasn't any depth to what we were doing. One day the admiral in charge, who'd married a British lady and had just come back from another tour in London, said, "How would you like to have lunch at my house with a guest speaker, Todd?" I said, "Gee, that would be very nice, sir." I got up there to discover there were 12 or 13 of us at separate tables and he and the speaker was at another table. What did we do? We sat around and chatted, and ate his food, and left. He said, "How'd you like that?" I said, "What are you referring to, sir?" He said, "Well, the opportunity to be with the speaker." I said, "We weren't with the speaker. You were with the speaker." "Well, how would you handle that?" "I'd put in a round table, and we'd all sit around and talk." "What a great idea." Really, really bad stuff. So he did, and then he invited me to come, and I went, and he said, "How did that go?" I said, "Sir, that was wonderful. But if you did that in the classrooms it might help, too." "We don't have round tables in the classrooms?" He'd never been in a classroom. We didn't have one single naval officer who was nuclear qualified come to the course. They sent them to the National War College. We didn't have one single graduate of a senior college who was on the faculty. I could go on, and on, and on about how bad it was. But one day, in Vietnam, I was sitting at my desk outside General Abrams's office, and I got a call from the naval head in Vietnam. I'm trying to think of his name. I know it as well as I know my own. But anyway, he called me and said, "Russ, I got to see General Abrams." I said, "Well, he's tied up at the moment. Come on up and sit down, and I'll get you in just the minute I can break into it." He said, "Good," and he came up. We sat there, and he said, "I got to talk to General Abrams. They're going to announce this afternoon that I'm the new chief of naval operations, and I don't want him to hear it from anybody else but me." I said, "Oh, have I been waiting for this." He said, 28 "What are you talking about?" I said, "You can do something about the Naval War College that I couldn't," and I laid it out for him, and he fired the guy when he got back there. This is Zumwalt, Admiral Zumwalt. He fired the guy and changed all the programs. I mean, they were tough on him, and they've got a good school there now, or at least the last I knew of it, a very good school that has been accredited. But it was awful. JC: Did you finally get to Vietnam after the Naval War College? RT: Yeah, that's why I was sitting in General Abrams's office. I was to be sent over to be on the command list, which meant this list of people the army feels are capable of doing a job as colonel in a combat unit. They sent my name over, and then they called me back and said, "We've withdrawn your name." (sighs deeply) I said, "Come on, guys. This isn't fair." He's "Hold it, hold it, hold it. They're looking for an assistant to General Abrams, and we've sent your name in." I said, "Look, I've met General Abrams a few times. I don't think he was very impressed with me. I don't think he'll select me off of any list of yours." He said, "There is no list. We only sent your name." (laughter) So I went over there, and I sat for, oh, eight months I guess in General Cao Van Vien's office, who was the head of the Vietnamese armed forces, and I acted as a liaison between General Abrams and General Cao Van Vien, of which there was no requirement. Those guys talked to each other whenever they wanted to. But I represented General Abrams when General Cao Van Vien called the other -- the Koreans, the Australians, the New Zealanders, etc., etc. -- together on a Monday morning to have a meeting, and that was interesting, and I learned a lot, and I met a lot of people. Eventually the secretary of the staff rotated home, and I took his slot. You actually work for the chief of staff, but I read and decided which messages that came in that night would go into General Abrams the next morning, so I got to work very, very early and stayed very, very late, day after day after day, seven days a week. But I really loved working for the guy. Every Saturday morning we would meet with the commanders of the army, navy, air force, etc., the CIA, in the basement of our building, and it was general so-and-so, admiral so-and-so, etc., and Colonel Todd. And Colonel Todd sat in the back of the room and checked -- again, a great learning experience. Watching the interrelationship between these very, very senior commanders was a great experience. Then I went with General Abrams every Monday morning down to brief the ambassador. We'd drive down in his sedan. On Sunday I'd prepare a book for him that he'd go over, and then he'd have that in front of him. He never read it. He never sat in front of the ambassador and read it. I'd be on pins and needles all the time that he'd turn to me and say, "What the hell's this?" (laughs) But he was great. Then I got a command. I left the headquarters and went out and joined the 24th Division as a brigade commander, and I'd been there about eight days when it was announced that the brigade was to go home. (laughs) The next day I got a call on the radio, out flying around in my helicopter -- I had seven battalions in the brigade at the time -- from the corps commander, General Davidson, and General Davidson said, "Meet me at coordinates so-and-so," and we both flew into a point. He said, "I'm pulling you out of this. I've got a problem with the Royal Thai Army. The officer we have working 29 with them is not acceptable any longer to the Royal Thai Army. I need somebody tomorrow, and you're it." That was the craziest thing I've ever been involved in. Wonderful, wonderful Thai commander, who began his military experience at age five in a military academy run by the government. He finished his education in France. The French owned Indonesia. Thailand (inaudible) [02:16:30]. So there we were. Day in and day out, he and I would receive the same briefing. He'd get it in Thai, and his aide-de-camp would give it to me in English. We never ever, ever came to the same solution. We were generations in thought apart. For example, in World War II Thailand never declared war on anybody, but went to war against the Allied forces when they thought Japan was winning. This fellow was a captain in the Thai Army, and he did something very spectacular -- whatever it was, I don't know, very heroic. He was called back to the capital, and he was given the Royal Order of the White Elephant or something. They'd give out five for every war. This was something very, very special, parades, the whole business. He went back to his unit, and then the Thais decided that the Japanese weren't winning the war, and they changed and became our allies. Now you're not going to believe this. They called him back and took the medal because he was fighting on the wrong side. (laughs) I could go on forever on this. My brain couldn't absorb it. When I'd left that and gone back to the United States, I guess when this happened -- I don't remember where I was, but anyway, I wrote him a letter, and I said, "What in the world is going on in Bangkok? You were the commander of the 1st Division, responsible for the security of Bangkok. Your father-in-law is the dictator. They're rioting in the streets, and, to the best I know, nothing's happening." He wrote back to me, after some (inaudible) [02:19:06] time, and said, "Well, you just don't understand our way of thinking. The soldiers had killed some civilians who were rioting, so I went back to my BOQ and stayed there two weeks, and when I came back my father-in-law had been deposed, and the fighting was over." Huh? (laughs) And it wasn't that he wasn't a good soldier, and it wasn't that he was afraid of anything. No, we'd fly around in his damn helicopter and take it places I never would have gone. On the other hand, he had some VIPs coming over, and he said, "We can't take the helicopter today. I'm going to use it tomorrow for some Thai VIPs, and I don't want any fingerprints on it, I don't want to make sure there's no bullet holes in the thing. We'll just take this other thing." What? We couldn't come together. At one point, the real one that almost got me in trouble -- I think it was on Thanksgiving -- our base camp also had three units in it from the 1st Cavalry Division, and the Thais, and the Thais who were responsible for the security, and I was responsible to the US headquarters. Well, on the big army base, maybe 15 miles away, on Thanksgiving night everything went up in the air, flares, and shooting, and machine guns, and all the Thais thought this was great, and they all did it. He called me in the next morning, and he laid me out. He said, "No Thai would ever do that. Your Americans did this." Well, OK, I'll suck it up. "I assure you it won't happen again, sir." So come New Year's time, I put out to my staff with each of his units, where they normally served, to stay with them all night and record everything that happened in that TOC. Next morning he got me again when I went in there. I said, "Sir, before we say anything else, I suggest you talk to your TOC officer." He went down there, and those 30 guys, we made them record everything, and he discovered that it was his units that were doing it. What do you suppose his answer to that one was? JC: I don't know. RT: He called in his senior officers and said, "I'm resigning from the army. You've let me down." And he went back into his hooch and stayed there for about three days. I woke up at the end of three days early in the morning, and the whole goddamn Thai Army that was posted in Vietnam was out there in a formation. I walked out to see what was going on and stood behind him -- he was up on a platform -- and they all apologized, etc., and he forgave them, and they went back into the woods to their positions. They'd left their fighting positions to come back and apologize to the commanding general. JC: Oh, wow. RT: (laughs) You can find one worse than that, I'll bet. My goodness. JC: Want to stop again? (break in audio) JC: Let's stop here, because we've done about another hour and 10 minutes. (break in audio) RT: Let's -- (break in audio) [02:23:15] JC: All right, this is Joseph Cates. Today is May 19, 2016. This is my second interview with Major General Russell Todd. This interview is taking place at the Sullivan Museum and History Center. This interview is sponsored by the Sullivan Museum and History Center and is part of the Norwich Voices Oral History Project. So when we left off last time we had gone through Vietnam, and you're ready for your next assignment. What was that? RT: OK. When the Royal Thai Army left Vietnam I moved out to a brigade, as I said earlier. But the time with the brigade was very unsatisfactory to me as a professional. It was a little more than a month, and that's not what I considered to be a command. So thinking about what would happen when I got home, I called to the Pentagon, talked to the people in armor branch. A lieutenant colonel sits on a desk and shuffles the papers for colonels and helps make the decisions. I told him I wanted to have a particular command at Fort Lewis, Washington, that I knew the command was about to change. And they said, "Oh, we've already appointed somebody to that port. But you are coming back to go to the Pentagon." 31 I had fought off the Pentagon earlier in my tour. When I was working for General Abrams I got a call from the Pentagon that said "We're bringing you back to the United States because a new position has opened up, and it calls for a brigadier general, and although you're only a colonel, we want you to fill that position." And I said, "Tell me about it." They said, "Well, you're going to be the army's first drug-and-alcohol-abuse officer." I said, "You've been watching what I'm drinking." He said, "No, this is what we've got in mind for you." And I said, "That isn't going to work. It just isn't going to work. I'm over here on a two-year tour, and if you want me to leave here, I'll give you General Abrams's telephone number, and you can call him and ask him to release me." Well, no, they didn't think they would do that. (laughs) So when I went back I went to the Pentagon, and there I went to work for a four-star general who I had met several times, because he traveled to Vietnam back and forth, General Kerwin, a wonderful, wonderful soldier. And when I reported in he told me that I was going to be the head of the department that he supervised for the Modern Volunteer Army. My job would be to coordinate all of the programs that were going on both at posts, camps, and stations around the country and around the world, and also within the Pentagon, to evaluate where we ought to be going. Well, OK. It wasn't my first choice. I had about, oh, 10 lieutenant colonels working for me in a very small office that didn't have any windows, and there was a lieutenant general working in the chief of staff's office whose title was the chief of modern volunteer army. So I was torn between two very senior officers who didn't agree with each other very often, and the job went on, and back and forth, and up and down, but a lot of answering letters from the Congress and this kind of thing, and then evaluating things that came from the field. Well, one day I was up in the next level in the Pentagon, because I'd been called by that lieutenant general, and he started chewing me out just something awful for reasons I couldn't explain. Finally he said, "I'm going down and see General Kerwin." My boss. What the hell's this about? So I was standing alone in his office. He went out a side door, and I said, "I've got to get to General Kerwin quick." So I picked up -- they have red phones that go between the very senior officers. I picked it up and dialed General Kerwin's office, and he has to answer that, no matter what's going on. And I said, "Sir, we got trouble," and told him what was going on. I saw him later in the day. He said, "Thanks. That really made a difference." From that moment on, he treated me like I was one of his best friends and had faith in what I was doing. Now, they did bring back in a major general who had just stopped commanding the 82nd Airborne Division, and he came in, and he was my immediate supervisor. But General Kerwin made a proposal -- not a proposal -- instructions to everybody about that time that said "Everybody that works for me in the deputy chief of staff personnel office is going to spend four years in this job." I could see my chances of getting a second shot at a brigade just going out the window. Carol and I had bought a house in Washington, the first home we ever owned. In France it was a rental, and everything else was army quarters. So this was special. She loved that house. She took a job in Washington, DC, in the personnel department, and then she had done a lot of that before, and that was sort of a big part of what she had done at Radcliffe after Smith, and she loved that job. In fact, everywhere we went she tried to find a job that would keep her busy and active. 32 So there we were, balancing back and forth. Now what do I do? Well, I'll go back to my old trick and call the people in my branch on the phone, and I called this young man early one morning before anybody else was in the office, and he happened to be there. I told him my plight, that I'd been really cheated in that one month I'd had in the thing, and General Davidson had said I was coming to Europe with him to command a brigade, and that didn't work out once he found out I'd never been in the Pentagon. "So I want a command, and I want to lay it out right now. I want you to start working on it." He said, "Sir, I'm not sure I can do that." I said, "Well, what time do you come to work?" He said, "Well, I'm in here by 8:00 every morning." I said, "Get in at 7:30 on Monday, because I'm going to call you every goddamn Monday I'm sitting at this desk," and I did. Eventually he said, "I've made an appointment with you with my boss, Colonel [Touche?], who oversees all the branches for colonels." I walked over, and it was my old friend from Fort Knox who had been the senior aide when I was the junior aide to General Collier. He had talked it over with the committee that makes these kinds of decisions, and they were going to put my name in nomination to go back onto the brigade commanders list. Great. A few weeks later I get a phone call that says "We put your name before the committee, and you are on the list, and you're number two." Uh-oh. I'm supposed to spend four years working for General Kerwin? (laughs) So a little later they call back and said, "Whoa. Wait. In the 2nd Armored Division the brigade commander has moved up to be chief of staff, and that brigade is open." I said, "OK. Now you guys call General Kerwin and tell him that you're pulling me out." They said, "Like hell we will." (laughter) So I went to see General Kerwin, and he sort of grimaced and (inaudible) [02:32:24]. He said, "You know my policy." I said, "Yes, I do, sir, but this is a once-in-a-lifetime opportunity for me." And he said, "I'll tell you tomorrow." So the next day he called me, and he said, "Against my better judgment I'm going to let you go to that command. But let me tell you this. The day that's over you're coming back to work for me." I said, "Yes, sir. Thank you." I ran home. (laughs) A little later, in time, the moving truck was in front of the house. I'd gone home, checked out of the office, done everything appropriately, and gone back, and there was a phone call waiting for me at home. General Kerwin. He went on to say what he really wanted me to do, wouldn't I know, is that -- "Sir, we've made our deal," and he says, "OK, but remember, I'm going to get you when you get (inaudible) [02:33:21]." And that was very pleasing to me. I loved the idea of working for him. But, again, it was a matter of just working your way through the system. It was terribly important to my career and to me. People were telling me that "You don't have to do this" kind of thing. You know, "You've done all those kinds of things." But no, that wasn't the career I wanted. So I went to the 2nd Armored Division and took over the 3rd Brigade of the 2nd Armored Division at Fort Hood, Texas, and that was a real fun thing. I really enjoyed it. I had a lot of good people working for me. Some of them went on to become general officers later on. The first thing that happened was they told me that the brigade in one month is going to move to Germany on Operation [Forger?]. Does that mean anything to you? Well, in the Cold War we had built all kinds of home hutches and places to store tanks and materials that take a lot of time to get into the theater. If they said, "OK, the balloon went up. Come over here," you wouldn't have had any -- you'd have to wait for your 33 tanks for a month. So they had all those vehicles and stuff over there, and every year we went over and exercised the idea of flying over -- not me, the army did. It was my brigade's turn, and it was just great. I had planned that thing for every possible contingency, in my mind, and we laid it out with the staff. I said, "Now if this happens, or that happens, or this happens, this is what we'll do. Plan A, B, C, and D." And damn, I figured everything except it was going to snow at Fort Hood, and the air force wouldn't show up. (laughter) So we were about two days late getting there, and it slowed things up. But we went out on maneuvers for about a month and a half, and that was a great experience. I'd done it as a company commander when I was stationed in Europe, but as a brigade -- when I went over I've been detached from the 2nd Armored Division of the United States and attached to the 1st Infantry Division, when I got over to Europe. There for the first time I met a fellow named (laughs) -- I met someone, a senior officer, a brigadier general who, because my brigade wasn't part of his division, I had to go through the ropes of him looking over my shoulder for the first three weeks of what we were doing. It wasn't easy. Eventually he and I had a good reputation among each other, and then we're good. It worked out pretty well. Well, his name is Fuller, Fred Fuller. Just to move that part of the story a little further forward, when I went to Forces Command he was the DESOPS, and I was the assistant -- correction, he was the DESPER, personnel, and I was the assistant DESOPS. And again, good friends, you know. No, sir. I had to prove myself all over again to him. That was tough. That was tough. Then when I became division commander at Fort Hood, would you believe they made him the corps commander, and my boss again? And again, I went through the process. I called it rook training, he wanted to test me on everything that was going on, and then eventually he agreed, and we got along. That was a very difficult relationship I had with that individual. So we came back from Germany after the Reforger, and it was time to change division commanders. A general officer that I had met once or twice but didn't know came in as the two-star commanding the (inaudible) [02:38:26]. This was a fight for my life. He, in my opinion, didn't represent a good soldier. He would drive in his jeep with the two stars on the front, down the street, and the men in the division would say, "Hi, General," and he'd wave back, "Hi." No saluting, none of this. He would come around in my battalion and ask the company commander and the battalion commander to see their operational reports, and particularly the readiness reports, whether or not this tank would go or that one. He required them, not required them, but pushed hard for them to like take something off this tank and put it on that tank, and now we've created another tank that this one isn't working, this one if you take the parts and put it on this one, that's one less tank, but will look that much better. It was everything how you looked. Eventually he was promoted to lieutenant general and shipped to Europe, and his chief of staff caught on to his way of life, reported it. He got thrown out of the army, reduced to major general, and was retired. But that was a tough fight, that was a tough fight. In town now there's a major general, retired, John Greenway. Maybe you've met Phyllis. JC: I have. RT: Well, John Greenway was my chief of staff in the brigade, and I don't know how many times he saved my life. He'd say, "No, no, no, don't go up there and tell that general off. 34 Don't do it. Stop here." One time I actually said, "The hell with you, John, I'm going up there." I was really mad. Again, he had ordered my people to do something that was not proper. So John called up the division chief of staff, who was a good friend, and said, "Russ is on the way. Stop him." (laughs) So I never got in to see him, and I calmed down, and the chief of staff discussed it with me in a way. But it was a difficult, difficult system to live with, but I had wonderful people working for me. JC: Well, that's good. RT: Yeah. JC: What year is this? RT: Oh, my God. (inaudible) [02:41:04] I can't remember my birthday. (laughter) It was about '60 something, yeah. I came back to the United States, and I was assigned to forces command, where General Kerwin was, the man that said, "You're going to go work for me," and I went to work for General Kerwin just as I'd been promoted by the system to be brigadier general. I worked for him for two years and then another year with General Rogers, who went on to be the chief of staff of the army, and it was great. Real professionals who understood various ways of handling people beautifully. I must admit, he had a chief of staff who wasn't quite up to speed in my opinion, and as a result I found myself bypassing the chief of staff, which really isn't a very good idea. But both General Kerwin and General Rogers, when I was there, would call me on the phone directly and ask me to do something. As the junior brigadier general at Fort McPherson, Georgia, they immediately appointed me to be club officer, and to be the president of the Association of the United States Army chapter at Fort McPherson. I was really the junior guy in that headquarters as far as a general officer is concerned. The biggest thing that happened to me really there was that that's when we had the baby lift out of Vietnam, and then we had the evacuation of Vietnam. In the operations business at forces command, we had the responsibility of preparing those units in the United States, wherever they might be involved, to prepare them for the influx of people. I was up a lot of nights and really mad at the air force sometimes. They would bring in planes early, before we could finish taking people off the previous planes and get them, kind of thing. They finally came around. But it was a real wonderful experience as far as I'm concerned. I had the thrill of getting a thank you letter from the president and being called in by the State Department, who had the responsibility of taking these people once they arrived in the United States -- when they arrived in the United States the army was responsible for them. We took old barracks and tried to fix them up to be for families and all the rest of it. And the next step was to put them out into the population in America, and that was done by the State Department. At the end of this, the State Department gave me an award and invited me over to Foggy Bottom, and it was carried out in the formal part of that. It's a very ordinary-looking building, but inside, on the top floor, they have collected and put in there all the furnishing and antiques of America. They would go to somebody that had something that the State Department wanted, and they would say "We would like to have it, and we will replicate it exactly, and give you back the replication." They built -- it's a museum, it's a wonderful, wonderful museum of 35 American furniture through time. I was really impressed with it being there. I wasn't that impressed with the State Dept- people in Vietnam. (laughs) It was very interesting. JC: Yes, sir. So this was around 1975, that would be (crosstalk; inaudible) [02:45:47]. RT: Yeah, that's right. Yeah. I did one or two year. JC: Where were you from Fort McPherson? RT: From Fort McPherson, when my immediate boss left General Rogers called me in and said, "I want you to be my full-time top guy and deputy chief of staff operations." I said, "No, General, that isn't right." "What are you talking about, it isn't right?" I said, "You want someone that's been a division commander to be in that job. I mean, you're dealing with all those division commanders, and if the guy that's passing the instructions hasn't had the experience of being a division commander, it doesn't come through right." And he said, "All right. All right." About a year later I was on a board in Washington. You're sent in to do a lot of those things. Interestingly enough, on this particular one I was the head of the board for captains being promoted to major, and I got in trouble with General Rogers. The instructions we had were "These are the formulas, etc., that you follow when you're looking at the history of their being in the service. You can add to this other things, if you, as a board, want to do it." The first thing we added to it was that any captain who had served a normal period of time as a captain in the combat arms branches and had not had a company wasn't to be promoted on this occasion to major. Passing up a captain, you pass up the real army and the real understanding of the army, and, oh, boy. It turns out that we eliminated from being promoted five captains at West Point, instructors, and that reverberated around the world. (laughs) General Rogers finally calmed down. Then on another occasion when I was away in Washington he called me on the phone and said, "The major generals promotion list has just come out." I said, "Oh, good. Who's on it?" and they said, "You are." Oh, wow. After I went back he called me in his office and said, "Now, I'm going to send you to Fort Hood to command a division." Previous discussion, you got to have a command. I said, "Oh, my. Where's George going?" And he looked at me with this great strain on his face and said, "George who?" I said, "George Patton, 2nd Armored Division." I had been in the 2nd Armored Division twice. Four men have commanded the 2nd Armored Division, three of them during World War II. I knew that was my place in life. Well, he said, "You're going to the 1st Cav." Of course, when I'd been there as a brigade commander the 1st Cav was the enemy. (laughter) It was a little difficult to change my mindset that I was now the head of the 1st Cavalry Division, but it turned out to be a good assignment, too. We were immediately assigned a mission of working on something that was called Division '86, and this was the '76-'77 time frame. What we would do is to experiment with different organizational concepts, try them out, and another R&D organization would evaluate whether this was a good idea, or whether it wasn't a good idea. But, man, was that a lot of work. We had soldiers picking up their mattresses and marching over two streets, and then joining another company, because now we were trying -- we were going to have tank platoons with only four tanks rather than five tanks, 36 and these guys had to fill in for the -- you know, back and forth, and up and down. It was a crazy time, but it was very, very rewarding. We lived next door to George Patton and Joanne Patton, and as a matter of fact we had become very close friends over the time we were in the army. We went home on vacations sometimes by accident at the same time, back in New England, and other times purposefully. But we celebrated our twenty-fifth wedding anniversary together, both divisions, at the club, and it was officers. It was really good sport. JC: Was that your last command? RT: No. They sent me to -- at one Fort Hood, after two years of commanding the division, I went down and commanded something called [Tecada?] [02:51:38], which was a research and development experimental station kind of thing. I was doing to the rest of the world what they'd been doing to me, for two years I guess, at which point I was shipped over to Europe to be the deputy chief of staff for operations under General Kroesen. He was one of the most magnificent soldiers I'd ever met. I worked for him once before for a short time, but he was first class. Then I got a call from Loring Hart, president of Norwich University, who I'd gotten to know -- over his 10-year span as president -- pretty well. In my traveling around at various times, I was the head of the Norwich Club of Georgia, the Norwich Club of Fort Hood, the Norwich Club in Europe. They'd come over to visit, and we became close. I had come home on leave to see my dad, who was in bad trouble health wise, and I got a call from Loring Hart to my dad's home down in New Hampshire. He said, "I need you to come up here. I need to talk to you; it's important." And I said, "Gee, I don't know. Dad is not well, I don't know how long he's going to live, and I can't be here very long, so I really and truly want to see as much of him as I can." He said, "Well, afterward, after this weekend" -- it was a big alumni weekend -- "I'll stop in to see you." I said OK. Well, Mother got a hold of me, and Dad got a hold of me and said, "Go on up there." Dad said, "Get a hold of my classmates and tell them I'll be there next year." Well, I knew most of his classmates. When I arrived I found them at lunch in the Armory, and I walked down to the table, the half where they were, and started saying this lie about my father, he's going to be getting well, and he'll see you next year when he comes. All of a sudden the most unusual thing happened. There was this great noise in the Armory, and it kept getting louder and louder and louder. As this individual coming into the room got closer to our table, I discovered that it was General Harmon coming back, and all of these people were saying, "Ernie, Ernie, Ernie, Ernie." I couldn't believe it, you know, really and truly. It showed me just exactly how much he was loved by this institution. That doesn't mean he didn't make a lot of mistakes at times, but he really pulled us out of the woods. So Loring Hart stops in at the house and says, "The board at Norwich University has told me that 10 years is enough, and I'm going to retire. I want you to put your name on the list to be considered." I said, "You're a PhD, you taught English, you became the dean of the university. I don't have any of that." He said, "And you don't need it either, because I'm absolutely certain they're going to choose a soldier." I said, "What do you know, I'm qualified." I went back to Europe, told my boss, and then came back. I made a couple of trips back and forth. I told my boss, which was General Kroesen, what was 37 going on, and then went to see the chief of staff of the army to tell him that I was putting in my papers. You know, after you've been division commander you owe the army something, because of the experience they've given you. So I went to see General "Shy" Meyer, who I'd known in Vietnam, and I was a little dubious here. What will he say? So I told him, and he jumped up from behind his chair, rushed around to my side of his desk, shook my hand, and said, "Boy, that's just exactly what I want to do when I get out." (laughter) Then, unfortunately, and this doesn't have to be spread around, he told me that my name had been submitted to be promoted to Lieutenant General, and it is now before the Congress. Had I not put this in and had I been selected, I was going to go to one of two different jobs, and neither one of them sounded as much fun to me as coming home. Not that I could change my mind. Once you've told the army you're retiring, you're retiring. You don't change your mind. So that's how I got here. JC: What were the other two choices? RT: To be the chief of staff of USEUCOM, which was for the European theater of all of the activities there, and the other one was on the joint staff, doing the DES-OPS kind of work, which is called the J5. JC: So you come to Norwich. Talk a little bit about the application process, because I know Phil Marsilius says in his oral history that they gave you an eight-point plan that they wanted implemented. RT: Yeah. Very unusual I thought, and very useful. Before I get to that (laughs), Carol and I came. We went to New York City and joined a committee of the board who were involved in the selection process. The plane was late, the taxis weren't running, and we were late getting to this thing. Carol was a little nervous that that showed that maybe we weren't working hard enough to get there. They said to me, "We've just finished lunch. Do you want something to eat?" and I said, "Oh, yeah. How about a bowl of onion soup?" Carol said to me afterward, "You could have chosen anything but that cheese dangling out of your mouth." (laughter) But, to me, we had a wonderful conversation, and quite frankly I left in the cab going back to the airport with a member of the board who sat there and congratulated us, because they were certain that the board was now going to select us. Yeah, interesting. Where were we in our discussion? JC: The eight-point plan. RT: Yeah. I can't tell you what the eight-points are right now, but they were all reasonable, one of which was to make Vermont College work, the system of the two institutions together, and that's interesting, too. On that point I tried very hard -- they put a lot of pressure on Loring to go up to Vermont College at least twice a week. He'd go home, changed out of his uniform into civilian clothes, go up to Vermont College, and I don't know what he did, presumably he did good things, and came back again. I got into that routine with him, and I found that Vermont College was in deep trouble, I mean, in my opinion. Over time Vermont College had reduced the quality of their education in order 38 to sustain the number of students they needed, and they had all kinds of programs going that didn't make a lot of sense. They had a nursing program that was excellent. Excellent. They had just bought some programs from -- oh, what's the name of it? JC: Goddard? RT: Goddard College, and they were difficult to mesh into the family. For example, I hadn't been here very long, and I got a call from Mrs. Lippincott, who was the chief officer of Vermont College and had previously been Loring's assistant. I got a call that said, "There's going to be a graduation on Friday" -- this was about Wednesday -- "and it's going to be outside at Vermont College. It's going to be one of the Goddard programs that's graduating at this time. They would like to invite you to be part of their graduation." So I said, "Fine, I'll be there." But before I went I hadn't heard anything more, so I called up to find out, and I said, "Now, what's my role in this? Do I hand out the diplomas? Do I make a speech, do I congratulate them from the platform? What do I do?" They said, "Oh, no, they just want you to sit there and be present. They do all this themselves." OK. I can live with that, and we'll see what happens. The first student to graduate came up, gave a little speech, each one of them, and then took their diploma and put it from their left hand to their right hand, and went back to their chair. The institution wasn't involved. This happened seven or eight times before I really said this is something we've got to look at. Then they decided, or they didn't then decide, the next thing was to have a musical rendition. They had a fellow with a fife and a piano player, and they pushed the piano out toward the group, and the front leg broke off pushing it through the grass. They somehow got it jacked up and started, and the flute player -- well, it was awful, just awful. The next day I said to my vice president, Jim Galloway, major general, retired, I told Jim what had happened, and he said, "You know, you weren't the first. I was the first. The same sort of thing went on, but it was crazier when I was up there." I said, "Tell me." He said, "The flute player was in a tree." (laughter) So we spent some time trying to bring it into the focus. Quite frankly they had some fine professors. They just didn't have a system involved. JC: I've always heard Goddard is a little strange. RT: Well, put it this way. One time Carol and I invited the president of -- oh, in Burlington. JC: UVM? RT: N