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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

Richard Richards ; The Weber and Davis County Communities Oral History Collection include interviews of citizens from several different walks of life. These interviews were conducted by Stewart Library personnel, WeberState University faculty and students, and other members of the community. The histories cover various topics and chronicle the personal everyday life experiences and other recollections regarding the history of the Weber and Davis County areas. ; 81p.; 29cm.; 2 bound transcripts; 4 file folders. 1 video disc: digital; 4 3/4 in. ; Oral History Program Richard Richards Interviewed By Rebecca Ory Hernandez 7 August 2012 13 August 2012 24 September 2012 i ii Oral History Program Weber State University Stewart Library Ogden, Utah Richard Richards Interviewed by Rebecca Ory Hernandez 7 August 2012 13 August 2012 24 September 2012 Copyright © 2013 by Weber State University, Stewart Library iii Mission Statement The Oral History Program of the Stewart Library was created to preserve the institutional history of Weber State University and the Davis, Ogden and Weber County communities. By conducting carefully researched, recorded, and transcribed interviews, the Oral History Program creates archival oral histories intended for the widest possible use. Interviews are conducted with the goal of eliciting from each participant a full and accurate account of events. The interviews are transcribed, edited for accuracy and clarity, and reviewed by the interviewees (as available), who are encouraged to augment or correct their spoken words. The reviewed and corrected transcripts are indexed, printed, and bound with photographs and illustrative materials as available. Archival copies are placed in the University Archives, which also houses the original recording so researchers can gain a sense of the interviewee's voice and intonations. Project Description The Weber and Davis County Communities Oral History Collection include interviews of citizens from several different walks of life. These interviews were conducted by Stewart Library personnel, Weber State University faculty and students, and other members of the community. The histories cover various topics and chronicle the personal everyday life experiences and other recollections regarding the history of the Weber and Davis County areas. ____________________________________ Oral history is a method of collecting historical information through recorded interviews between a narrator with firsthand knowledge of historically significant events and a well-informed interviewer, with the goal of preserving substantive additions to the historical record. Because it is primary material, oral history is not intended to present the final, verified, or complete narrative of events. It is a spoken account. It reflects personal opinion offered by the interviewee in response to questioning, and as such it is partisan, deeply involved, and irreplaceable. ____________________________________ Rights Management All literary rights in the manuscript, including the right to publish, are reserved to the Stewart Library of Weber State University. No part of the manuscript may be published without the written permission of the University Librarian. Requests for permission to publish should be addressed to the Administration Office, Stewart Library, Weber State University, Ogden, Utah, 84408. The request should include identification of the specific item and identification of the user. It is recommended that this oral history be cited as follows: Richards, Richard, an oral history by Rebecca Ory Hernandez, 7 and 13 August 2012 and 24 September 2012, WSU Stewart Library Oral History Program, University Archives, Stewart Library, Weber State University, Ogden, UT. Richard Richards October 2012 1 Abstract: Richard "Dick" Richards, WSU alum, attorney, author and Republican Party National Committee Chairman (1981), grew up in Ogden, Utah and became involved with politics as a young man in high school. Richard is now retired and resides in South Ogden, Utah after spending most of his political career in Washington D.C. He sat down with Rebecca Ory Hernandez from Weber State University to discuss his life growing up in Ogden, his family, education, career and devotion to Weber State University. Richard endowed the "Richard Richards Institute of Politics and Ethics" at Weber State University which awards scholarships to high school students, and currently serves on the board. He and his wife, Annette Bott Richards, have five children. ROH: Today we are beginning an oral history with Richard Richards in his home in South Ogden, Utah. My name is Rebecca Ory Hernandez. Why don't we go ahead with you just stating your name and where this interview is being held? RR: My name is Richard Richards, most people call me Dick. I'm in my home at 5273 Daybreak in South Ogden. I'm prepared to discuss my early history with Rebecca and I look forward to it. ROH: When and where were you born? RR: I was born in Ogden at the old Dee Hospital on May 14, 1932. Nearly all my brothers and sisters were born at the same hospital and had the same doctor, but that was a long time ago. The hospital is now gone. ROH: Where did you grow up? 2 RR: I grew up in South Ogden. I lived in Ogden until I was about 12 years old, and then moved to South Ogden and lived here until I was drafted into the army in 1952. ROH: What part of South Ogden? RR: My first home in South Ogden was 3999 Norton Avenue. That's just next to 40th Street and 40th Street was the dividing line between Ogden and South Ogden. My father bought that home during the war. It was a 1,000 square foot home and I had seven sisters and a brother. So, 11 of us lived in this 1,000 square foot home. There were a couple of bedrooms in the basement that accommodated us, but 11 people in that small home. I can't even remember how we ate dinner. There's no way we could have eaten at the same time because the kitchen wasn't that big. I have no recollection of how exactly we operated in the home, but we lived there for several years. ROH: Where did you fall in the family line-up of children? RR: My brother was the oldest child and I was next to him about a year and a half later. All seven girls came after me. Four of them were born in the month of May one year apart, so the family grew rapidly and it was all girls after my brother and me. ROH: I can't imagine having that many children under one roof. RR: I don't know how we did it. I really don't. I had one sister that was really fastidious and she needed the bathroom for a long time. We agreed that she could have 3 the bathroom for an hour starting at six o'clock in the morning. After that the family had it. ROH: Are all of your siblings still around? RR: One of them passed away. That's the one I was talking about. All of the others are scattered around from California, Idaho, Oregon and I have two sisters living in the Ogden area. ROH: Do you stay in touch with them? RR: We have family reunions. We just had one at Park City in July. We had 123 family members there. We've been doing this for about 20 years and we have not had one death in the family or one child born with severe disabilities out of all 153 of us. We have been a blessed group. We have MBA's, Ph.D's, and a couple of doctors. We've got some pretty good children and grandchildren. My father came from the coal mining camps of Utah when he was in the tenth grade. He didn't graduate from high school. He was tired of living in the coal mines and said, "I'm not going to be a miner, I'm getting out of here." He went up to Salt Lake and got a job helping a sign painting company called Bird and Jex Company. Later on, he decided he didn't want to work for them and he set up his own company here in Ogden. His first shop was no bigger than this living room, but he's the guy that brought us out of the coal mines. ROH: What was the name of the sign shop? 4 RR: Richards Sign Company. That was a long time ago, but that business still carries the name. It's gone through three generations. My father had a stroke many years ago and as a result he couldn't work so he sold his business to a guy by the name of Derek Warner. He ran it for some period of time, then he retired and gave it to his son. His son retired and now it's the next generation working the Richards Sign Company. The company was so well respected that no matter who owned it, they wanted to keep the name. It's still there on Grand Avenue and a bustling business, but it's different. They don't even have a paint brush down there anymore because everything is done by computer. When my dad sold it, we did it all by hand. ROH: Did you learn how to paint signs as well? RR: I did and I earned my living painting signs while I was in law school. Even after I graduated and I was practicing law, the income was so meager that at night I painted signs to make some money to take care of my family. I always hoped that potential clients didn't see me painting signs or they'd wonder about my ability as a lawyer. ROH: That's interesting. What about your mother? RR: My mother lived in Ogden. She met my father in a church activity and her father was a railroader and they lived down on Grant Avenue. My mother did graduate from high school and I don't know if she worked before they were married. ROH: Do you recall which high school she graduated from? 5 RR: It would have been Ogden High School because that's the only one there was. ROH: Okay. They met at a church activity, but can you be more specific? RR: Apparently, it was a Golden Green Ball, a dance of some kind where my father met my mother or shortly after because they participated in the dance and won a prize. A great uncle of mine introduced them. AR: What I understand is that she had caught his eye and she was walking along the street and he pulled over and said, "Could I have a date?" She said, "Yes, if you'll go to church with me." They did enter a contest with the Golden Green Ball and they won. ROH: Did you inherit their love of dancing? RR: No. I don't' dance. ROH: I'm surprised. I thought all politicians liked to dance. AR: He's got a son that dances. ROH: What were some of the things you did as a young person? RR: Before we moved out to South Ogden, I lived on Monroe and we played Kick-the- Can and all kinds of games in the streets. We didn't have television of course. We didn't pay too much attention to radio so we played outside. We played with each other. ROH: Where did you go to school? 6 RR: I went to school first at Quincy for the first grade and so on. Later on, I went to Madison. I was at Madison for a while, then my family went to South Ogden and I went to Riverdale Junior High School. After Riverdale I went to Weber High School. ROH: So you lived on Monroe for a little while? RR: Yes on 26th and Monroe. The family lived there, but as the family grew and more kids were born in the family we had to find a bigger place and my dad bought a house in South Ogden during the war for about $5,000. The house we lived in on Monroe is now a little parking lot for a neighbor. There's nothing there, but it was a very small yard and very small house. ROH: Are there any memories that you have from being at Quincy or Madison that you'd like to share? RR: Not at Qunicy, but when I moved to Madison, I was the newcomer and they had to see whether I was tough enough to be in that environment. They picked fights with me and forced me to fight. I wasn't going to fight. Kids carried me over to the park across the street and I was to fight with a guy and I beat him up, so I was successful there. Then, I had to try one more and I got in a fist fight during art class. The teacher came down, banged our heads together and stopped us. I punched the guy in the nose and his nose was bleeding. I was crying and I didn't want to fight. The teacher came down and knocked our heads together. The guy I was fighting hauled off and punched her and knocked her down. He was expelled from school. They didn't do anything to me because they knew I didn't 7 want to fight with this guy and that was apparent. He was kind of a bully and it was good. I passed the test fighting those two guys and from then on I was accepted. ROH: I just can't imagine that. Annette said she had something she wanted to share. AR: An interesting thing, I was at Quincy School and I was standing over by the water fountain. His brother, Jim, was a year older than me and Dick was a year younger than me. I remember thinking, "Oh, that's Jimmy Richard's little brother." He was running around. That was our first meeting and then he went to Madison and I continued on at Quincy. ROH: Okay. Were there any favorite subjects that stood out to you at that time as a young boy? RR: I liked the art classes, but we didn't have many of them until I went to high school. I was not a good student. I was a troublemaker and I just got by as far as the academics were concerned. There was always trouble, and a lot of it was my fault. I remember when I went to Riverdale Junior High School we rode the bus from South Ogden out to Riverdale and there was a kid in the neighborhood by the name of Tommy James. Tommy crowded in front of us in line for the bus. As I walked past him he took a seat up front and I hauled off and smacked him in the back of the head. When we got to Riverdale I chased him down and picked a fight with him and he just beat the hell out of me. That was the only time I was ever really beat up. He just kept pounding me, the big tall guy with long arms and I would be swinging at him and I'd be missing him by about four of five inches. 8 Incidentally, the principal came down and grabbed us and took us up to the principal's office. He said he was going to give us the board of education. He had a board that he used to paddle kids with and the board had holes in it so he could get a good swift whack. He asked what happened and I owned up. I said, "I picked the fight, it's my fault." I guess that impressed him and he said, "Well, get going and get back to class and I don't want any more of this." ROH: In junior high, Did you have any particular subject that you were fond of? RR: No, I was just getting by doing what I could do. ROH: Being a kid. RR: We rode the bus and I always rose a rumpus on the bus, so the driver kicked me out and said, "You're going to walk home." I said, "Okay." Instead of walking home I went around to the back of the bus and climbed in the window on the side he couldn't see. I rode in the bus with him until we got to Ogden and we got to the bus stop. I jumped out the window and ran up front and said, "Haha Clink, I beat you." He felt bad that he was going to make me walk and before he left he said, "Hey where's the Richards kid, I was only joking I wasn't going to make him walk." I played a joke on Clink. Incidentally, I've had an occasion to work with the Fernilius' again in my business. When we get to that I'll tell you. ROH: You went to Weber High. Tell me about that experience. RR: Well, I shaped up. ROH: Did your parents have a car growing up? 9 RR: Yes. In fact, I remember when I was six years old my brother and I had our tonsils taken out. We went to the doctor's office in the old First Security Bank building and had our tonsils removed. My father picked us up in his brand new Pontiac car. He paid $600 and got a beautiful blue Pontiac car. That's the first car I can remember my folks had. ROH: When you were young, do you remember where you went shopping for new supplies and clothes and things like that? RR: As a kid, I didn't do that. I don't remember that. As I grew up a little bit I remember being in town because I would go to the paramount theater that had the Popeye club. On Saturdays, they'd have Popeye and a series of the Lone Ranger or something and I remember going to town for that. Other than that, I don't remember going to town. ROH: In town are you talking about Ogden? RR: Yes, I'm still talking about Ogden. These were younger years. ROH: Is this the 25th Street area? RR: Yes. Actually there were several theaters in town at that time. There was an Orpheum, a Colonial, Lyseum, The Egyptian, and the Paramount. That's five theaters. Most of the kids went to the Paramount because that had the Popeye Club and the series. Movies cost about a dime and I would work around the yard and I'd get a dime or 25 cents and I was able to go to the movies. ROH: Okay, so we're going to go back to high school now. 10 RR: Before high school, let me talk about Riverdale Junior High School because that was really a turning point for me. That was a rough school. When I went there I was in the 7th and 8th grades and we were rough on teachers there. We drove a couple of teachers out of the room crying. There were several of us that were involved in this kind of stuff. ROH: How did you do that? RR: Just by not paying attention or throwing spit balls or whatever. We drove a couple of substitute teachers out of there. We were upstairs in a room that was called Idaho because it was kind of shaped like Idaho. My friend and I were in the back of the room raising the devil and there were two kids in the middle of the room that were raising Cain and the teacher came in and he just stood there with his arms folded for a few minutes waiting for everybody to shut up. They didn't shut up so he walked down the aisle and gave each of these kids a karate chop on the side of the head and whacked them in the kidney and knocked both of them out. Both of the kids fell with their faces on the desk and my friends and I shut up. That cured us. He really knocked the two kids out. One of the kids' families sued him because when he hit him in the kidneys he bruised him. This teacher didn't say anything and I don't know what happened to him, but I didn't see him again. That was sort of a turning point for a lot of us. After I left junior high school and went to Weber I shaped up. It was a 180 degree change for me. ROH: How many kids were in your class in junior high? RR: I would say there were 20 or something like that. 11 ROH: That was a good-sized class. Is there anything else from junior high that you can recall? What was your favorite part about being in school? RR: Recess. I remember I was supposed to be in arithmetic class, but before the class started I went down to the shop. There was nobody in there except a few kids. The teacher wasn't there and I had never had any experience with some of these tools like the buzz saw. I picked up a chunk of wood and I was going to cut it, but I put it in the wrong way in the saw. It threw the wood and knocked the window out of the class. It would have killed a kid if it hit him. I didn't know what I was doing. I got out of there and sneaked into my arithmetic class by crawling on my hands and knees to the desk so the teacher wouldn't see me coming in. It was a funny school, I had a friend called Toshi Shiba and he went around the junior high school with a water gun and he would shoot the light bulbs and it would pop them. In those days they didn't have a chandelier glass over them, they just had a globe. My friend went around shooting those things and the shop teacher caught him and grabbed him and shook him up and said, "I never did like you Japs anyway." Nothing ever happened as a result of that, but today that would be a disaster. ROH: It sounds like you were a bit precocious. RR: I was not a good little boy. I never did anything really bad, but I did a lot of things that were border line. ROH: Did your parents ever get called to school? 12 RR: No, and I never told them when I had a couple of teachers assault me in junior high school. One guy was a music teacher and he was in the auditorium with the music class and a kid in that class had stolen my baseball mitt. I spotted it because it had my name on it. He had used a leather puncher to punch holes in it so that my name would not be visible, but I saw it anyway. I went into the class and confronted the kid about the mitt. The teacher said, "You get out of here." I said, "I'm not going until I get my mitt." He came down and grabbed me by the shirt and took me out in the hall and he was slapping me on the side of the face front-hand and back-hand. He hit me several times, but I never told my parents about that. You know, that just happened. It was not uncommon in the schools for a teacher to whack a kid. ROH: That is true. Moving on to high school at Weber High, where was Weber High? RR: Weber High School was on 12th and Washington Blvd. We had to take a bus from home to school. When I got into high school I really settled down. It was a major change in my life. I was elected sophomore class president when I went out there. Right out of this junior high school environment to the high school and we had kids from other junior high schools come in from Eden and Huntsville. I don't know the circumstances, but I was elected sophomore class president. ROH: You don't recall running for president? RR: No, I don't recall any of that except that I was elected and I was in a sign painting class and I painted some signs for sophomore assemblies. I misspelled the word "sophomore." They said, "It's got an "o" in it." 13 ROH: You said you got more serious in high school. What were your academics like? RR: I was a good student. It was the beginning of a new life for me. AR: One of the teachers said that Dick was the worst and best student that she ever had. ROH: Did you go to high school together? AR: No, I went to Ogden High School. ROH: Did you have a favorite subject in high school? RR: Yes, I liked the debate class and I participated in the debates and extemporaneous competitions and I did well. So, I did a lot of it. It's interesting because the debate teacher at Weber High School was the same principal that dragged me up to the principal's office when I was at Riverdale. ROH: Is that right? He moved from the other school to that school. He must have had some kind of impact on you. Who were your friends in high school? RR: I had several that lived out here in South Ogden like, George Palmer, Carl Hassel and Bud Reed. I had a lot of friends. We did things in a group out here. Nobody played alone. ROH: What were some of the things you were involved in other than debate? Were you involved in any clubs or activities? RR: No, because I worked after school. Instead of taking the school bus, I would take the city bus and go from 12th Street down to my dad's shop and work after 14 school. I didn't have any time for any of the athletics. I did win the intramural boxing championship for my weight when I was in high school. I didn't play football, basketball, or baseball or anything. Those intramurals took place within the classroom for the most part. ROH: So you continued to fight in high school. You got into boxing? RR: Not a lot, but we had an intramurals program in boxing and I won that in my class. I boxed with the kids that were in the other class. I also wrestled. I met another kid in the other class wrestling, I got down on the mat like you're supposed to and he was over me and the referee said, "Go!" He pinned me so fast I didn't even know what I was doing. I was out of that competition in 15 seconds, just as long as it took for the referee to count me out. This kid was a skinny kid with a glass eye and he went on to win the state championship in his weight a couple of years. He was a very good wrestler. I think his name was Garcia. ROH: So, if you ran for sophomore class president, you were interested in politics at that time. RR: Yes, and that is one of the things that I gravitated toward was the speech class and the debate and that sort of thing. About that time I had developed my philosophy as a Republican. One of my debate partners was a democrat, one that I called the yellow dog democrat. He would rather vote for a yellow dog than a Republican and that's still his philosophy. My father talked politics to us at the dinner table. He talked about a conservative writer at that time called Westbrook 15 Pegler. Pegler was a conservative and he hated the Roosevelts. Most of his column was anti-Franklin and Eleanor and my dad talked about that. There were also some things happening in our life that got me to be a conservative. During that time when we were growing up, we had a coal furnace. The coal man would come to your house, open the coal chute and empty the coal out in the basement. John L. Lewis was the head of the coal miners' union and he called a strike. When he called a strike, we couldn't get coal and everybody complained about that. Even my grandmother and my father complained about it. My father said, "I'm not going to be at the mercy of John L Lewis," and he changed the coal furnace to a gas furnace. John L. Lewis was really big at that time. ROH: When was this? RR: I would say in the early 1940's. Coal mining was a big deal. My grandfather was a coal miner and he still lived down in Carbon County. Coal miners liked John L. Lewis because he got the wages up. He forced people to pay more and if they weren't willing to do that he would call a strike and limit the coal production. My dad talked about that a lot at the dinner table and that had an influence on me. ROH: Who was your friend that was the person who would vote for anyone but a Republican? RR: Jerry Hatch. He was my debate partner. His dad was in the state legislator as a democrat. Jerry always was a democrat. He never changed. He is still a democrat. 16 ROH: When you were in high school did you realize that you wanted to go to college at that point? RR: Yes. In fact, I wanted to be a lawyer at that time and when I wrote my name on the book just to identify it as my book I would write, "Richard Richards Esquire." AR: I've got a page out of something when he was the student of the year and he tells what he wants to do in the future. RR: When I was a senior in high school, I was chosen to give the Valedictory speech. I was not the Valedictorian, but I was chosen to give that speech at the graduation. ROH: So you ran for president and got interested in debate, how did that come about? Were you listening to the radio at that point or did you hear other people speak that influenced you? RR: We listened to the radio and read the newspaper. We always had newspapers and I even take four newspapers here now. I spend a couple hours every day reading the Wall Street Journal and the Investor's Business Daily, The Standard, and Deseret News. ROH: That's incredible. Did your dad take a lot of newspapers too at your house? RR: I don't know how many he took, but I know we took some. ROH: I was just trying to find out where the influence of the debate would have come from because you were interested in both battling physically and verbally so I find that fascinating. 17 RR: Well, I think the word "debate" means to "beat down." ROH: Did you have teachers that inspired you in high school? RR: My debate teacher was the principal out at Riverdale that banged my head. He was my coach all the way through. ROH: You were in school and you were working so give me an idea of your schedule. RR: I would go to school and after school at 3:30 p.m. I would go to my dad's shop and work for a couple of hours and go home. I always worked on Saturdays. My dad probably was the greatest influence on me of anybody because he always said, "I'm not going to give you money, but I'll give you a job. You can work for it and you can have the money." That's the way he was. ROH: So you were student of the year in your high school. RR: Well I don't know if that's what they called it, but maybe they did. ROH: Yes, we will get a copy of this. I'm looking at a photograph that says, "The typical boy graduate is Dick Richards, he's only 5'8" but he has short brown hair and warm brown eyes. He likes school this year but in the past years he skipped school every chance he got. Now he's sorry he's leaving." Is this college or high school? RR: That's high school. ROH: Do you remember what you talked about in your speech? 18 RR: I don't think I have a copy of that speech, but I have a copy of my college speech when I spoke at graduation there. ROH: You were public speaking at a young age. We're going to finish up talking about high school years and move on to college. When you graduated from high school, you wrote the commencement speech. What did you do after high school? RR: Obviously, during the summer I worked for my dad. In the Fall I enrolled at Weber Junior College. Weber Junior College at that time was on 25th Street at about Monroe and Madison. There were about four buildings there and one of them is still there— it's the Deseret Gym building. The other buildings are gone. It was a very small school. Interestingly enough, the president of that school was Dr. Henry Aldus Dickson. He knew an awful lot of the kids by name. We were all very friendly with him. He took a liking to me and I'm not sure why, but he said to me one time, "Dick, are you having a little trouble raising money to go to school?" I said, "Yeah, I'm working but I don't have the money yet." He said, "Well, you drop in my office and see the secretary and she'll give you a scholarship." So I walked in the office and they gave me a twenty-five dollar scholarship. That was a full quarter's tuition. I actually have a copy of that scholarship. ROH: That's fantastic. RR: He liked me and he wanted to help me out. I guess he knew I came from a family of a lot of kids. All of my siblings were still at home. ROH: Did your brother ahead of you go to college? 19 RR: I don't remember. I guess he went to college before me, but I didn't have a lot of relationship with my brother at that time. He was a year and a half older than me and he had different friends. We did some things together, but mostly we each had our own friends. ROH: What did you study at Weber College? RR: I studied debate, philosophy, political science, and economics. I did a lot of those subjects, I didn't do any basket weaving and that stuff. No political correctness at that time. I got enough credits in what I studied in history, philosophy and economics that I was able to transfer them to law school without having a bachelor's degree. When I applied to law school they said, "Well you haven't got a bachelor's degree, you can't come here with what you've got." I said, "Look at the catalog." The catalog said, "153 acceptable hours," or something and I had them. I said, "There they are." He said, "Well, I guess you're right." They enrolled me in law school without having a degree from Weber. ROH: Where was that? RR: University of Utah law school. ROH: How old were you when you started law school? RR: I started law school after I'd been in the army and returned, so there's a gap there. ROH: Did you go into the army after Weber? 20 RR: In August of 1952, I was drafted. The Korean War was on and we were all drafted. It was kind of interesting at that time because there was a lady by the name of Agnus Christe who was the head of the selective service office who really resented Mormon kids going on missions and not going in the army. So, the day you turned 18 you got a draft notice. You couldn't go on a mission. ROH: Did you have any other friends that you were in the army with at that time? RR: I was drafted ahead of my friends for some reason by a matter of a few months. I was drafted with one kid from Ogden by the name of Jim Pollus and we went to basic training together. I went on to leadership and OCS and he did not. He's passed away since. My friends I had here in South Ogden came to Fort Ord after several months that I had already been there so I was ahead of them in the army. ROH: Well, we just kind of skimmed over Weber College, so the next time we meet we'll talk about Weber College, the Army, and Law School. Thank you very much for sharing your young years with me and we will continue next time. This is the end of the interview on August 7, 2012. Thank you. RR: You're Welcome. ROH: Today is Monday, August 13, 2012. We are in the home of Richard Richards, who goes by Dick. I am Rebecca Ory Hernandez from Weber State University and we are going to continue his oral history. We will pick up with your university years from where we left off last week. Why don't you tell me a little bit about your time in law school? 21 RR: After I came home from the Army, I decided to go to law school. I had done some other things in the meantime, but when I found out I was going to go to law school I needed some more credit hours. I went back to Weber and picked up some more hours in political science, history, and philosophy. I was married and had two children. I had to work because I had to make a living, so I worked for my father part-time and painted signs. I worked in Ogden for my dad about 20 hours a week and went to law school. That was an hour a day going down and an hour a day going back. That didn't leave me a lot of time for studying. I really didn't study very hard in law school, but I studied all day Sunday and started at 5:00 a.m. It was a tough grind. I decided it ought to be easier if I lived in Salt Lake because I wouldn't have to commute. So, I got a job with the state liquor commission. It was a political job. Governor Clyde was the governor and I think Laurence Burton was his assistant at that time. Anyway, I got a job with the liquor commission selling liquor out on 23rd South and 13th East. They paid $1.65 an hour and that wasn't enough for me to make a living so I decided even though I'm going to live in Salt Lake I better commute to Ogden to work because I could make $2.50 an hour painting signs. I moved to Salt Lake to the student housing. It was called "Stadium Village." That's where the stadium is now. Rent was $30.00 a month so it was livable for a student. While I was in law school, I was active with the Young Republicans and I was asked to become the Young Republicans state chairman. I didn't know about that because it takes time and doesn't pay so I thought I'd 22 better check with the Dean. He said, "I think you could be of help to us so you go ahead and take that job." I took it and the interesting thing is, later on when the law school was trying to get an appropriation from the state legislature to build a new law school. Jerry Hanson and I invited his grandfather who was a leader in the state legislature to come to the law school and see what kind of shabby condition it was in. He visited the law school and said, "Boy, this is bad." Our main classroom in the law school was a row of tables about 24 inches deep and about six or eight feet long and they were covered with Masonite. They were really old-fashioned. The chairs were all separate and it was a noisy place. When they saw that they said, "Let's make an appropriation for a new law school." They usually invited the governor to come speak on "Law Day" which was the first of May. The assistant dean said, "The governor doesn't like lawyers, he won't come here." I was up to the governor's office talking to Laurence and I asked, "Would the governor like to go up to the University of Utah law school and speak on May Day?" He said, "Sure, we'd love to do that, but we haven't had an invitation." I asked, "Will you come if you get an invitation?" They said, "Yes." I drove back to the law school and went in the dean's office and said, "The governor would like to come if you'll give him and invitation. You type one up and I'll hand carry it to him." He was really pleased that we could get the governor there. The assistant dean that said the governor wouldn't come was embarrassed. ROH: Who was the governor at the time? 23 RR: George Dewey Clyde. The dean of the law school was Dean Diksra. He was a good dean. The assistant was a fellow by the name of Emory. Emory was a democrat and he didn't want the governor up there anyway. ROH: It must have been really good for the law school. RR: These were big helps in getting a new law school. Anyway, I hadn't graduated because I was seven hours short for graduation. I did it in two years. I didn't have time to go for three years. I was married with kids and didn't have time for that. I took extra credit and went through the summers. A couple of the fellows were in the same plight so we asked if we could take the Bar early with the preceding class. They agreed to let us take it. We took the Bar and I passed the Bar before I graduated. I had to go back to pick up seven more hours. Needless to say, I wasn't a very diligent student after having passed the Bar already. They changed the system after that. From then on you had to have a degree. They won't let you take the Bar until you've completed law school. We ruined that for the next-comers. ROH: Did you specialize in anything in law school? RR: No, I just graduated. I was not at the top of my class. I was in the top third of the class, but I did not strive to be number one. I didn't have time to study and do all that because I was working. In fact, working 20 hours was against the rules. They said if you go to law school you can't work 20 hours because you wouldn't be able to keep up. They tested me when they found out I was traveling to Ogden, but I did okay and that all worked out. After I got out of law school, I got a 24 job with the Clayton and Gould law firm in Ogden. Since they were both prosecutors I couldn't do any criminal work. If you can't do criminal work as a young lawyer, you're never going to do any trial work. I said, "I want to get courtroom practice so I'm going to quit." I quit and went on my own. I remember my first month I did not make one dime practicing law. The second month I made $50. It was a struggle. By the end of the year I was making pretty good money, but our total was $6,000 a year my first year. ROH: Do you remember your first case? RR: Yes. I remember my first major cases anyway. I went to the judges and said, "I want to try lawsuits. Give me your guys in jail who don't have any money and can't bail out and I'll represent them for free." Between the judges they gave me ten felons and they were spread out over about a year's time. I got eight acquittals out of the ten. Immediately, I had a lot of criminal clients. They would ask, "Who's your attorney?" They would give them my name and that generated a lot of business for me. I got tired of the criminal stuff, but it was a great experience to try the cases. The first murder case I had was a fellow that came into town on a Greyhound bus, got out of the bus station, walked across the street to the Friendly Tavern, pulled out a pistol and said, "So you're the "blankety-blank"?" He shot a guy about seven times. That was Joe Edgington. He killed him right on the spot. He didn't even know him and the guy was completely nuts. He thought he was somebody else. He casually walked across the street toward the police 25 station. Several witnesses saw him throw the gun in the bushes and keep on walking and they arrested him. L.G. Bingham and I were assigned to defend him pro bono and that was my first major criminal case. L.G. Bingham, in my opinion, was the smartest lawyer in town. He was a good thinker, but he was not a real studious guy and he didn't spend a lot of time preparing the case. Sometimes he would go into court without any defense in mind. He'd find a defense as the prosecutors put on their case. He won a lot of cases. He was very talented in doing that. He and I defended this guy and ended up pleading "not guilty" by reason of insanity. That stuck and he went to a mental institution. I haven't heard anything from him since. That was my first case. L.G. Bingham and I defended another case of a couple of fellows that murdered a man on North Ogden Divide. Maybe you read about it. They picked up a sailor from Salt Lake and took him up to Ogden. They'd been drinking and they thought he had money so they took him up to rob him. The guy resisted and they hit him. They took off all his clothes, threw him in the car and left the guy naked. He was walking down the highway naked and finally fell over the side and froze to death. They were looking through his clothes because they thought he had some money in it. They looked through his shirt and no money in his shirt and threw it out the window as they traveled down the canyon. There was no money in the pants, so they threw the pants out along with the shoes and socks. His clothes were strewn down the canyon for a half a mile and nobody really understood what it was all about. One of the boys called the police and gave himself up. They arrested the other guy a few days later. Ray defended one of 26 them and I defended the other one. They got off with a voluntary manslaughter and two years in prison. They were young guys, drinking and doing stupid stuff and ended up killing a man. I tried cases from 1961 until 1980 when I went to Washington to work full-time with Ronald Reagan. I did spend some time in the early 1960's in Washington with Laurence Burton. That was for two years. I was there at the time that John Kennedy was killed and the Senator of Texas and John F. Kennedy's Vice President, Lyndon Johnson, became the president. ROH: How did it come about that you ended up moving to Washington? RR: Laurence Burton asked me to help him on his campaign. I was one of two major campaign managers on his campaign for congress and he won. He invited me to come back to Washington. I went back there as his legislative assistant and after a year I was made his administrative assistant. Dr. Aldus Dickson, who was a good friend of mine as I indicated earlier said, "Dick, do not stay there more than two years. Laurence is going to ask you to stay, but don't do it." ROH: Why not? RR: He said, "If you do you'll get caught up as a professional staffer in Washington and you'll never develop a career of you own." The pay is good and it's an exciting thing if you're a staffer to a senator and they have big issues. I followed his advice and I came home. ROH: When did you come home? 27 RR: I came home in 1964. I was here when the election was held and Barry Goldwater was soundly defeated. I decided I wanted to run for party chairman. I'd been Young Republican chairman, so I ran for party chairman and won overwhelmingly. The reason I did is because while I was working for Laurence I traveled to all of the counties in the state when they held their county convention. Those were the guys that were going to be delegates to the state convention. When I met them on the county level and they came to the state, they at least knew who I was. I ran against a guy from Salt Lake that should have won. He had a lot of money, was a prominent business guy, and kind of a moderate fellow, but I beat him about six or seven to one. Afterward he said, "I knew you were going to beat me, but I didn't think you were going to stomp me into the ground." He was a good sport. I was the party chairman for two years. In 1966, the state of Utah turned from a Democratic state to a Republican state. People say this has always been a Republican state. However, they were heavily Democratic all over. All of the counties were controlled by Democratic county commissioners. In Weber County, prior to that time, only one Republican had been elected to county office for 50 years. That was Sherriff Mac Wade. This county was so strongly Democrat that a Republican may as well not even get on the ballot. We turned that around in 1966 and won control of the legislature, both the House and the Senate, by a vast majority. I think there were only five Democrats in the Senate when we got to it. There were only ten in the House. In fact, we elected too many. It was a bad deal to have that many Republicans and 28 so little opposition. That gradually faded out. That was one of the most exciting elections of my life because it was such a wonderful victory. I was re-elected party chairman in 1968. I had a good record and got a call from the Republican National Committee in Washington. The chairman of the Republican National Committee asked me if I'd come back and interview for a job working for the National Committee. I went back and I remember the feeling. I got out of my hotel and got that stinky, humid Washington air and I said to myself, "Dick, what in the hell are you doing here? Turn around and go home." I went to the interview with the deputy chairman and the chairman of the committee at that time, Rogers Morton. They offered me a job and I took it. I became the head of party development. After I did that for a while, I was promoted to the political director of the National Committee. I brought my family back and we lived in Maryland. We also lived in Virginia down by the Pentagon and had some nice experiences. We went to the grave site ceremony of John Kennedy when he was taken to Arlington National Cemetery. Later, at the top of the cemetery, they put a forever memorial for John Kennedy. Laurence and the other congressman from Utah, Sherm Lloyd, were there. Somehow or another we got on the parade route out to the cemetery. The soldiers and the Marines were lined up all the way and we had no way to get off. Laurence was joking and said, "Don't throw out any beer cans." We went up past the soldiers and when we got to the cemetery, the guy that was in charge told us we had to leave. We didn't want to after all that effort, so we sneaked into the press section and got kicked out of the press section too. We 29 went up the road and nobody paid attention to us there, but everybody including the Kennedys came up that road. The Carsons and the Kennedys were there. The Emperor of Ethiopia and Charles Degall came in. We were almost within touching distance of each of them. It was really kind of interesting to see that. In part of the ceremony they had the Irish Guard do a drill procedure and when they were through they marched out. As they marched out me and this kid marched in where they had been and we ended up right in front of the congressman. Laurence Burton said, "Hey Dick, look who's standing behind you." I looked behind me and there was Adlai Stevenson, who was the ambassador, and all these big-shots. We stood directly across from the grave site where the Kennedy casket was standing. The Kennedys were all on the other side. I was not even 20 feet away from Jacqueline Kennedy and her kids when all of this happened. In fact, we had a chance to walk by the casket. That was a good experience. Then, of course, Lyndon Johnson became the president and in 1964 he forced the passage of the Civil Rights Act that Kennedy could not get done. Kennedy didn't have the horsepower in the Senate to get it done. The House passed it, that wasn't a big problem, but it was the Senate that didn't want to pass it. They filibustered and did everything they could to avoid passing it. Lyndon Johnson just beat them up and on the 4th of July, they passed the Civil Rights Act. ROH: What was that like living in Washington when that happened? 30 RR: That was an exciting time. They had Martin Luther King Jr. speak at the Lincoln Memorial. There were hundreds of thousands of people there. I was at the Capitol and we talked about going down, but we figured it wasn't a good thing to do to go clear down there and get involved in that crowd. We were also there at the time the Blacks rioted on 14th street and burned a lot of the buildings. That was pretty close to the same time Martin Luther King Jr. gave his historic speech at the Lincoln Memorial. That was a big event at that time. It was an exciting time and an exciting point in history. ROH: Do you remember having conversations with your family about those events in the evenings when you were home with them? RR: My kids went with me when we saw the Kennedy ceremony. I explained that to them and when we got home and they were excited about it. They liked John Kennedy, they though he was a wonderful fellow. They got to do things that other kids don't get to do. They got to go to the White House, the Capitol building, Williamsburg and Jamestown. We went down to Jamestown and that was one of the great experiences where we saw replicas of those three little boats that brought the pilgrims here in 1607 and built the first permanent settlement in America. They gave us the history about how most of them starved to death or were killed by the Indians or by something else. There were very few survivors. That was a real eye-opener to us about early history. We got up to the Baltimore Harbor where Frances Scott Key saw the Star Spangled Banner and we saw the battlefield of the fight between the British and 31 the Americans on the Potomac River. Of course, the British captured Washington and they burned down a lot of things. They tried to burn down the White House and burned down a lot of it. They torched the various places in the Capitol and you can still see where the smoke was where they had gone with their torches. That was a great experience for my kids. They all became far more interested in American government. ROH: You've written a lot about your time in Washington in your book, so I won't repeat a lot of that, but tell me a little bit about how you felt about your career at that time. You had some significant leaps and bounds from Ogden to Washington at that point. RR: Reagan was anticipated to be a candidate for president in 1968. The convention was held in Miami Beach and Nixon, George Romney, and Rockefeller were candidates. Nixon was the clear leader. I was the state party chairman at that time. I knew the Nixon people and they knew me. They talked to me many times about helping on the Nixon campaign and I said, "Well, I'm the chairman of the party so I can't do that." We invited Ronald Reagan to come to our convention and the Nixon people were just livid after Reagan spoke. We only had about 14 national delegates at that time. This was the year we picked our delegates to go to the national convention. Nixon was clearly the favorite, although George Romney had some friends here because of his Mormon ties and ties to Utah. A guy from Cutbank, Montana who was a close associate of Reagan and a guy I knew as a party chairman said, "Dick, how would you like to have Ronald 32 Reagan be the keynote speaker at your convention, he'll do it for free." I said, "Hey, great. We want him." He came and Annette and I met him in the old Hotel Utah the night before he spoke. That was the first time we met Ronald Reagan. Annette was enamored because he was a movie star, and I was enamored because he was a politician. Anyway, he spoke the next day and he just mesmerized our delegation. Every one of them would have turned around and voted for him against Nixon if he ended up being our candidate. As we got down to Miami Beach, Nixon was nominated and Reagan withdrew his name, but George Romney stayed in and I was given the opportunity to second the nomination of George Romney for president back in Miami Beach. That was a high point for me. Nixon won of course. After he won the convention delegates, they hired me to do some ground work as a field man for Nixon in about 8 Western Rocky Mountain states. I had Washington, Oregon, Alaska, Hawaii, Utah, Idaho, Wyoming, Montana and Arizona. I organized the ground campaign and it is interesting because the thing that attracted me to the National Party Leaders to begin with was my organizational technique for recruiting people to go door-to-door. We called it the neighbors program. I was called back to New York after Nixon was nominated to meet with John Mitchell who was in charge of the campaign. They asked me about this program that I had in mind and Mitchell liked it, but some of his aides didn't like it and they started to argue with me. Mitchell sat there and just smoked his pipe and never said a word during my presentation. When it was all done, they started asking, "How do you know this is going to work?" I said, "We've done 33 it, we know how this thing works, you don't have to worry about that." Mitchell said, "We're going to do it. I like it. Richards, we'd like you to come to work full-time for us." I said, "I can't do it because I'm the party chairman out in Utah, but I know somebody who can do that program for you." They wanted to do it in Oregon first and he was running a primary against Rockefeller. Oregon was a liberal state and Nixon's people said, "We're not even going to go there, it's just a waste of time." So they didn't go there, but they sent my friend Alan Peterson, who was the guy that I recommended to do this. Peterson was an intern to me when I was party chairman in Utah. He knew my program, so they hired him to run the program and Nixon won. Nixon had never been there and Rockefeller had been there three times. Rockefeller's slogan was, "He cared enough to come." Everybody expected Rockefeller to win, but Nixon did win. Nixon said, "That's my secret weapon. I want to do that." Peterson was hired to run this program all over the country and did a great job with it. After the Nixon campaign, the next effort I got involved with was when Ronald Reagan was running against Gerald Ford. Nixon left, Ford became the president and Ford wanted to run. These same people that brought me back to Washington all thought I would be for Ford and wanted me to be involved in his Ford campaign. They asked me to get involved and I said, "I can't do that. I'm for the other guy." They said, "You're for Ronald Reagan? You can't be against the seated president. You're a party chairman and you're against our incumbent president?" In fact, the owner of Zion's Bank in the state of Utah, Roy Simmons, 34 met me at the airport and said, "Dick, that's crazy. You're going to go for that "class B" act against the president." ROH: Why was that? Why were you so pro-Reagan? RR: I just really liked the guy. I saw something in him and I thought, "This is the guy that ought to be the president." Reagan and Ford contended against each other at the convention in 1976 and it was a very close battle. We lost it right at the last minute and we felt bad about that. Prior to the time that I went to work with him Ronald Reagan had a group called Citizens for the Republic. This was a political action committee that was not for his benefit but where he could raise money and give to conservative candidates. Paul Laxalt was Reagan's closest friend in Washington, the former governor of Nevada and the Senator at that time. He invited me to join the Citizens for the Republic. I got a letter from Ronald Reagan saying, "I understand you're willing to do this, I'd love to have you join us." I became a member of the executive committee for the Citizens for the Republic. After we lost to Ford, we held a couple of monthly meetings and the meetings were usually held in Florida or someplace a distance from me and I had to fly over there and I had to pay a hotel bill. It cost me money to do it, about a thousand bucks every time I went to one of the meetings. After I went to a couple of them I thought, "This is a big waste of time." I got up in a meeting Paul Laxalt was conducting and said, "You know the next battle we're going to have is a convention fight just like the one we just lost and I don't see us getting any better prepared than we were then. I think we're wasting time." Ronald Reagan was 35 sitting at the far end of the table and he was doodling. After I said that he stopped and said, "That's right," and he pointed the pen at me. Paul said, "Well, does anybody else have anything to say?" We said, "No." No one else was going to interfere after the president said that. He said, "Okay, Dick, I'm appointing you to form a committee to come back to the next meeting and tell us what we ought to be doing. Richard, you're the chairman of the committee." We held some meetings after that and came back to the next meeting and gave him a report on what I thought we ought to be doing. We put together a program and I presented it. Everybody at the meeting thought it was a great idea except for two people. One of them was John Sears, who later became the chairman of the Reagan campaign. The chairman was fired at the night of the New Hampshire primary. The other guy was a fellow that had been with Reagan for many years named Nofziger. They all said, "Hey, this is great we want to do it. So after the meeting was over, I headed home and Paul Laxalt remained there for a while with this guy from Cutbank, Montana and Paul said, "I like Dick's idea, but who's going to get to run it? The program entails some work." Frank said, "Well, why don't you ask Dick?" Paul said, "He's a lawyer, he doesn't have time to do this and we don't have money to pay him to get it done. That's a lot of time involved." Frank said, "Well, before you write him off, ask him." So Paul called me on the phone and asked, "Would you run this program that you proposed to us? We will pay all of your expenses and enough money to pay your overhead of your office while you're gone working for us, but we don't have the money to pay you for your time." I said, "Okay." 36 I spent several months doing that and after Reagan got nominated and he was going to do the campaign, he said, "Dick, we want you to run the Western half of the country." Dick Wirthlin was put in charge of it and Bill Casing was the chairman. Dick Wirthlin was the strategist and would say, "We want you to take everything West of the Mississippi River except Texas and build the ground organization." After we won, Reagan wanted me to be the chairman of the transition team for the Department of Interior. I headed the team where we transitioned the Department of Interior from the Democrats to the Republicans and that was an interesting experience because they were paranoid about us and we were paranoid about them. It was common courtesy for the outgoing administration to cooperate with the incoming and let them have whatever information they wanted. So, we went down to the Department of interior, I recruited a group of guys to work with me on the campaign. Paul Laxalt had a couple people he wanted to do that and we took over down at the Department of Interior. We decided what we wanted to do, what people we wanted to remove and what changes we wanted to make. During that time, there were a lot of rumors in the paper about what was going to happen to Dick Richards. You saw them in Ogden. Is he going to be Secretary of the Interior? Is he going to be chairman of the party? When we got through with the Department of Interior, I got a call from the White house and they asked, "Dick, will you be available at 5:00 p.m. to take a call from the White House?" I said, "I'll be here." At 5:00 p.m., I get a telephone call from Ronald Reagan and he said, "Hi Dick, this is Ron, you've been reading about rumors that I was going to 37 appoint you chairman of the National Committee, so I want to make those rumors a reality. Would you take that chairmanship for me?" I said, "Mr. President, I'd be glad to." That's how it happened. ROH: It was that simple. RR: That simple. That's the way Reagan was, he was straight forward and simple. Let me tell you a thing I learned. This is a little out of order, but it shows Reagan. After I was elected, I was invited to go to the meetings that took place once a month between the president and the leaders of the House and the Senate. Bob Michael was a minority leader of the House. He was from Peoria, Illinois. One time, as we walked into the meeting, President Reagan says, "Hi Bob, how are things in Peoria?" Bob says, "Shucks, Mr. President, we've got it tough. We've got 5,600 caterpillar workers unemployed. We're trying to get a contract to sell our ditch-digger to the Russians and we just can't get it done." The president said, "Well, what's the matter? Is that a piece of high-tech equipment or something?" He says, "Hell no, it's a ditch digger, anybody can make a ditch digger." The president said, "Then I don't understand." He said, "Well, we have to get permission from the Department of Commerce in order to make the sale and they haven't made a decision." The president walks over and put his hand on his shoulder and said, "Bob, they just did." That day, Bob announced to his people in Peoria that the President approved their sale and they all went back to work. That's the way Reagan did it. I would have thought that he would have said to his Chief of Staff, Jim Baker to call Secretary Mossbacker and see what's holding 38 this up. Well, he didn't need to do that, he was president he could make the decision. ROH: Today is Wednesday, September 5, 2012. We are in the home of Richard Richards continuing his oral history. This is Rebecca Ory Hernandez from Weber State University. Present are Rebecca and Richard Richards as well as Annette Richards. Why don't we pick up from when you were still in Washington D.C. and you've finished your political piece of working with the White House? Tell me what you did after that presidential term was completed. RR: After I completed my two year assignment at the Republican National Committee, I chose not to run longer because there were too many problems fighting with people that wanted to control the National Committee and all that stuff. As I left, Ronald Reagan called me down to the White House and said, "Dick, you've been a loyal lieutenant to me for a long time, but you've never really been in my administration. I would like you to come and be part of the Reagan administration. What I'd like you to do is go over to the Department of Interior and be the Under Secretary to Jim Watt. Jim is having trouble and I think you could help him out. I said, "Well, Mr. President, I've been a volunteer for you for about six years and I'm broke. I need to get out and make some money. So, I really don't think I can do that." Not only that, I was beginning to have some health problems and I knew that it would be a torture chamber to go through some kind of hearing with the Senate controlled by the Democrats. I could not imagine that the Democrats would approve someone who had just been chairman of the Republican Party to go be the Under Secretary of the Department of Interior. I 39 passed that up and I opened up a lobbying lawyer business in Washington and began representing various interests. ROH: What was the name of the company? RR: Initially, I was with a couple of other lawyers, but when I started my own company it was called, "Commerce Consultants International" (CCI). When I left the National Committee, I had a going away party sponsored by the National Committee. It was to introduce my replacement, but also it was sort of a going away party for me and Ronald Reagan came. I heard from some inside people that some of the folks at the White House said, "Don't go for Richards, you didn't go when Dick Allen left or when others left. Why go for him?" Reagan said, "Well, I like him and we'll go." So, Reagan came and he spoke and said, "Dick Richards was my friend when it took courage to be my friend." That refers to the fact that I was the only state party chairman that supported Reagan against Gerald Ford while Ford was the president. That set me apart from the others and that's why Reagan appreciated me. It took courage to do that. I opened my office and immediately got some clients. One of the first clients was Sikorsky Helicopter Company. They had been trying to sell their helicopter to Taiwan for about six years. At one time they had a deal, but when Jimmy Carter was president he killed it. I met with a representative who was a lobbyist for Sikorsky and also a General from Taiwan. He came to my office and said, 'We want to buy the Black Hawk, and if we can't get it in the next six months we're going to write it off and we're going to buy the French helicopter 40 called the Augusta. We'll give you six months to get this done." I contacted Ed Meece who was counselor to the president and told him what we wanted to do. He went to the president and the president said, "Let them have what they want." That was six years of red tape cut by the president. I became a hero to Sikorsky because they'd been trying for six years. I developed a pretty good base of aerospace clients. I represented Sikorsky and I did some work for Boeing, General Dynamics and Pratt Whitney jet engines. I did a lot of work for them over many years. It turned out to be a very good client. ROH: Were there any other major clients when you were working? RR: I had some interesting ones. I was asked to represent the Kingdom of Thailand. I was the foreign agent for Thailand here in the United States. The United States was pressing some trade violations against Thailand. They were copying some of our medications. I remember they had a fake Sudafed that they sold and they copied our movies and all kinds of stuff. They stole a lot of intellectual property. The United States was going to punish them for it. When I was representing them, I talked to the Prime Minister and saw the other people that were movers and shakers over there and I asked, "What's your deal?" They said, "We'll stop stealing in two years, but we've got to do that now because the American products like medications are too expensive for Thai people to buy so we have to copy them and sell them at a lower price. We'll stop in two years." I asked, "Why?" They said, "Because we're working on our own copyright and patent laws and when they're in place to protect us then we'll protect you, but we're not going to protect you until we're ready." I went to the White House and I talked to the 41 domestic advisor of the president who was a friend of mine, Roger Porter. I said, "They said they'll quit in two years." He started to laugh and he says, "How am I going to tell the president they're only going to steal for two years?" I said, "Well, you know, the Japanese lied to you, the Chinese lied to you, everyone else lies to you, but these guys are at least telling you the truth." They withheld the sanctions against them. I represented this fellow by the name of Chachi. He was the first elected Prime Minister and after a couple years he got on an airplane with one of his generals by the name of Suchinda. The general pulled out his pistol and said, "Okay, Mr. Prime Minister, you're out and I'm in." He took over and executed Chachi right there with the airplane. Later on, Suchinda was trying to establish himself there and a lot of students rioted and picketed and so forth. About 1,500 of them just disappeared. I guess he had them killed and removed. When the king found out what happened he told him, "You're out. You can't be the prime minister here." Suchinda walked away. The king had a great deal of moral influence, although he had no legislative or statutory right to make those decisions. That was an interesting experiment. ROH: Did you ever have to travel to Thailand? RR: I traveled to Thailand once in a while, but my area was mostly in the Far East. I did a lot of traveling. In fact, someone asked me about traveling to Hong Kong and I looked it up and found I had 22 round-trips to Hong Kong in the 10 years of my passport. I did a lot there. 42 ROH: What about in Bangkok? RR: I did a lot in Bangkok. Later on, I represented a company in California called Sunrider International. I went to Bangkok, Malaysia, Indonesia and other countries to get permission for Sunrider to sell their product there and to convince them that our method of selling was legitimate. It was multi-level marketing and that was not common in the Far East, so we had to talk them into letting us do that. ROH: What happened next in your career? RR: That went on for several years. I represented people during the George Bush administration and did some part-time volunteer work for George Herbert Walker Bush in his campaign. I did some organizing in neighborhoods and in Washington, Oregon and here in the West. In fact, I was telling Annette that while I was involved with George Bush, he invited me to fly out with him to Boeing in Seattle. They were honoring the astronauts. They had the living astronauts there and I didn't pay a whole lot of attention to who was there, I never took any pictures or anything because I was there on a political trip. I think about a half a dozen of those guys and Neil Armstrong was there. They were given an award by Boeing Company for their exploits. They had an airplane like the one George Bush flew when he crashed into the ocean and he was rescued. He was really excited about that. He was looking at that and reminiscing. I was talking to Barbara Bush while he was doing that and she was excited for him because he hadn't seen one of those airplanes for a really long time. 43 ROH: Did you do any lobbying after that? RR: I did lobbying almost up to the time that I came home to Utah. Having been the Republican National Chairman, I had excellent contacts with Republicans and the Republican presidents. After Bill Clinton got elected, most of my contacts were gone. They were now Democratic contacts, so I figured that was a good time for me to go home. ROH: What year was it that you came home? RR: I think I came home about 1993. We were looking for a place to live here. I had a nice home in Washington and the value of it increased significantly. I had a profit on that property, but the tax laws were such at that time that if I sold my house, even though I bought another house I didn't get any kind of tax break on it and the government would have taken about $70,000 from me in taxes. I said, "Well, I'm not going to do that. I'll put the money into a new house." I bought a house here in South Ogden. I bought it without Annette seeing it. I came out and I saw this house and I walked in and it was a beautiful house on 46th and Jefferson, a big gray rock house. I walked in there and the neighbor was a real estate agent for Weber County. I walked in and looked in the foyer and I didn't even go through the house, it was just so beautiful and I was impressed so I said, "I'll take it." I gave him a check that night for earnest money. I said, "One condition, my wife has a week to decide whether she wants to come here." I called Annette and she didn't want to be bothered coming out. My daughter who lived here went to see it and she said, "Oh mom, you'll love the house." We agreed and we moved 44 into the house. We lived there until I started having a pretty serious heart problem and we couldn't keep up the land. The property was too big and complicated. We had to move, so we moved here into the condominiums. ROH: Tell me a little bit about your health problems you are referring to. RR: When I was living in Virginia I went out for a bike ride with my youngest son. As I pumped up a hill I had severe chest pains and I stopped at the top and I said, "Brian, I have to stop and rest." He wanted to go on so I told him he can go on but I had to rest. When I went home Annette saw me and she said, "Dick you look terrible, you need to go to a doctor." I said, "Well, I'll do it tomorrow." I was kind of gray and having a lot of pain. I waited until the next day and went to a doctor. They examined me and said, "You've had a major blockage of your arteries, but don't worry about it because the worst that could happen to you already happened." We thought that was pretty crazy to say that, so I went to a very famous cardiologist I had contact with as a result of some of my business. He ran a heart hospital in Phoenix. They tested me and said, "You've got some blockage." They gave me an angiogram and put in a stent. The stent lasted just one day and it was clogged up again. This was just a couple of days before Christmas. I said to the surgeon, "What do you recommend?" He said, "I think you ought to get a mechanical fix." He meant a bypass. I said, "Well, I ought to do it. This is a good time for me to do that. Business is slow in Washington. So when can you do it?" He said, "I can do it 45 tomorrow." I called Annette and said, "I'm not coming home for Christmas, I'm getting open-heart surgery tomorrow." Annette had Christmas in Virginia with the family before she came to see me. I remember after the operation when I looked in the mirror; I looked like my father looked on his death bed. My voice was just like him. Annette saw me and she started crying. That was my first open-heart surgery. I got over that for a while and later on I developed another problem. In fact, I'd been in Korea and worked out in the exercise room in the hotel in Korea and I thought, "I'm doing great." By the time I got to the airport I was having trouble, so that was the sign that I needed it again. Then, I ended up having open-heart surgery again here in Ogden with Dr. Cain at the McKay-Dee Hospital. That one was kind of interesting because I went to Salt Lake to the Beehive House and I was participating in a political meeting there. The pains became more severe and more severe. I didn't think I was going to make it home it was so bad. Immediately, I saw a sign that said "Hospital Next Right" so I took the road up to the hospital on Antelope Drive and went to the emergency ward and went in and told the lady, "I need some help." She said, "You look terrible. Sit down." They got me in a wheelchair and got me some oxygen and said, "You need to see your heart doctor tomorrow." I went to see him and that's when he said, "We'll do another operation on you." So I got another open-heart surgery here. The one I got in Phoenix I got about five or six bypasses. When I was here in Ogden I got a couple more. It seemed like every two years I would have problems. 46 Later on, I had a problem again and I saw the same doctors and they said, "We won't open you up, we've opened you up twice and we're not interested in performing another open-heart, we never know what we're going to get into." I was in serious trouble and nobody would touch me. I went to the LDS hospital in Salt Lake and they didn't want to do anything and McKay-Dee didn't want to do anything. My son got on the internet and found a vascular surgeon out in Daly City, California who was doing some experimental laser surgery. We decided to try that. I went out to see them and they acknowledged that I needed some surgery, but it was experimental and the FDA would not let them perform that surgery unless I had an independent doctor look at me beforehand to say, "If he doesn't get it he'll probably die." It was one of these compassionate things. They said, "There's no insurance, so if you come out here, you'll have to bring cash with you." The vascular surgeon's secretary or nurse negotiated with the hospital and everybody involved and I had to take $15,000 out to Daly City Hospital and they performed that surgery on me. It's called TMR Transmyocardial Revascularization. They open you up and pull the ribs apart and punch holes in your heart with a laser. They move the laser right up to the heart muscle and punch a hole and blood will start coming out and they rub their finger on it and it seals it over and they move over and punch another until they punch 25 holes, sew you up and that's it. I'll tell you, it was the best operation I've ever had. The impact was dramatic. I walked out of there in a couple of days and the only thing that was wrong with me was I hurt a 47 lot on the soft tissue. Otherwise, it was like I'd never had a heart problem. That lasted me for several years and we decided I could go on a mission. Annette and I volunteered to go on a mission and we were called to the Rochester, New York mission and that included Buffalo, Rochester and Palmyra. While I was there I had the problem again and I was hospitalized. When I got home everything looked pretty good. I ended up over here at Ogden Regional and had a few more stents put in. I got to a point where I was really in trouble and my doctor said, "I tried to go in there and put in another stent, but I couldn't even get my wire in the artery. I tried four times and then I gave it up. I have to tell you, you're in pretty serious shape. I don't think you'll live on too much. I'd give you about two months unless somebody can fix this and we don't have a doctor with the ability to fix this particular problem." It was the main descending right artery. ROH: What year was this? RR: It was about 2007. The doctor said, "Let me call Mayo, Johns Hopkins and Cleveland. If anybody could do it one of them can, but I don't even know if they'll touch you." Cleveland said, "Come on back and we'll look at it and decide what to do." So we went back there and we checked in on a Monday and they did all kinds of tests on me until Friday and I met with the surgeon and he said, "Mr. Richards, you're in pretty bad shape. You've got about two months and that's about all you can live with this. The only way we could avoid that is if we could fix it. We don't even want to try. We don't open up people three times, now you want 48 us to open you up the fourth time. We don't normally do that." I said, "Well, doctor, you're the best hospital in the country to do this, you're the best doctor and I'm a tough patient. I want you to do it." He started laughing and he said, "I guess if anybody can survive it, you probably could. I won't agree to do it, but stick around for a day or so and I'll talk to some other surgeons and we'll see if we can work something out. But you have no promise from me." On Sunday, we got the telephone call from them and they said, "If you're still willing to take the risk and give appropriate releases, we'll do it on Tuesday." They called back and said, "We've got a cancellation Monday, come on in Monday morning." So I went in Monday morning and that's when they did the operation on me. It was kind of interesting though, the doctor did not want to do it. I knew he didn't want to do it, so he was looking pretty glum when they were about to do it. They did twelve open-heart surgeries a day at that hospital. He looked kind of glum and I said, "Well, doctor, let me tell you something that will make you feel better. I'm a Mormon, and we have a scripture that says all men are given a gift and you have a gift to heal people and I have the gift to be healed." He gave me the thumbs up and shoved me in the operating room and that was it. He called my doctor here and said, "You know, if it hadn't been for his attitude, we would have never touched him. He had such a good attitude. We thought he had a reasonable chance to survive." After about a year my doctor said, "Write to this guy and tell him you're still alive, I think he'll be interested in hearing it." ROH: It's been five years later. Are you doing well now? 49 RR: I'm doing pretty well. I've got some problems, but I'm doing pretty well. ROH: So does this heart issue run in your family? RR: Both of my parents had strokes, so I presume it runs in the family. I've got seven sisters and none of them have the problem. I have one brother and he's had one little problem, but hasn't had a stent put in. I've ended up with nine bypasses, four open-heart surgeries, fourteen stents, and a pacemaker and I'm just ticking along until it's time to go. ROH: Were there any prominent surgeons here in Ogden that worked with you on this? RR: Doctor Cain at McKay-Dee Hospital and my cardiologist here is Doctor Diehl at Ogden Regional. He's put in about seven of my stents. He's not a surgeon, he's a cardiologist. So, that's my medical history. ROH: Let's back up here a little bit. You moved back here from Washington. Were you involved in law practice when you moved back to Ogden? RR: I still represented Sunrider Corporation out of California. I was their general council. I really wasn't though. I had the title, but I was more of a consultant to them and did routine corporate work for them. I did a little bit of other lobbying. I did not do legal work, but I did some lobbying for people. ROH: Were you lobbying for Utah constituents or people back in Washington? RR: Mostly back in Washington. 50 ROH: Can you tell me some of the people you were working with then? RR: I was working with people in the aerospace business and I had to lobby the congress for them to put a little pressure on Taiwan to buy a bunch of Boeing aircraft. Taiwan Airlines wanted it, but they had some guys in the Taiwan government that didn't want to spend the money although they had billions on hand. Our job was to build a little bit of fire under the head of the government in Taiwan so they'd buy the airplanes from us. We had a bad balance of trade. They sold us a lot more than we sold them. To sell them eight or ten 747's was a big deal and we promoted that pretty aggressively. I didn't do a whole lot more, I really was quite retired. ROH: Did you get involved with any groups in the community? RR: I got involved with some friends and we played golf once a week. I did a little work in politics. I helped Orrin Hatch and other Republican candidates. I didn't do a lot. I didn't have the energy to do a lot and I didn't feel safe to travel. I did do some traveling to visit my son in Alabama and my daughter in New York and stuff like that, but I've been retired. However, I'm writing some papers on how I think we can improve the presidential election system in America. ROH: I know you have written a lot. RR: I've had people ask me to represent them and I've turned them down because I couldn't be reliable. If I had to go someplace tomorrow at 10:00, I'm not sure I could do it because of my health. I wake up some mornings and I just can't operate. 51 ROH: I know about you're involvement with Weber State and you've indicated that you guest lecture at the University of Utah. Why don't you tell me a little bit about that? RR: My interest was primarily with Weber State. When I left Washington after having seen the legal profession and the lobbyist I thought, "We have a real problem with ethics in this country." I wanted to do something about ethics and I talked to Ann Milner who was president of the university. I embarrassed my wife in what I said, but I said, "Ann, you ought to teach ethics on the campus. If you do that, you'll be a hero and if you don't do it you'll be a bum." She said, "You mean I'll be a bum?" I said, "Yes." We laughed about that. We talked about ethics and the development people got in touch with me. He said, "If you want to do something about it, why don't you put up some money to start a foundation?" So I did. I put up quite a bit of money for it. We started our ethics program and what we've been doing is giving scholarships out. For the last couple of years we've given scholarships and I think last year we gave about $20,000. That is, $1,000 scholarships to 20 people. ROH: Tell me a little bit about who is receiving the scholarships. RR: We put on a program in conjunction with Garff Motors, who has a program for high school students. We decided to have each of the high schools in the area participate in a contest to write the best essay on how we can improve ethics in our community. The people who wrote the best essay in 20 high schools were given a $1,000 scholarship to Weber State. We've done that for two years and I 52 presume we will continue to do it. In the meantime, I decided to write a book. I started writing my book about what I had done and so on and I've got some good help from Gene Sessions up on the campus. It took me a long time. Writing a book is not an easy project. My wife had a lot of good notes. My secretary kept a lot of good notes. I had a lot of press releases. A lot of what I put in there I got from newspapers because most everything I did was written up in the press somewhere. The book is called, "Climbing the Political Ladder One Rung at a Time" That was designed primarily to encourage young people who like politics to get involved. Also, to tell them how I was able to go from nowhere to the National Chairmanship and that they can do the same thing. As I give talks around, one of the first questions everybody asks is, "How did you ever get to become the Republican National Chairman?" The press says, "He came from Podunk Utah. Where's Ogden?" They had no idea where Ogden was. I had no family that was previously involved in politics. My family didn't have money, so how did I get to be National Chairman? ROH: Do you think that in today's environment that something like that could happen to someone? RR: It would be pretty rare because I've never heard of it happening before either. ROH: I'm sure that's what a lot of the students say is that it's really remarkable. RR: Well, what I tell them is that if they are willing to do the grubby, unglamorous work like licking the envelopes, putting on the stamps and running the errands, 53 you can work yourself up that ladder. Candidates love volunteers and if you're a good volunteer, you will just keep progressing up the line. The guy that I hired to be the executive director of the party here when I was the national chairman was Dave Turner, a young kid out of Utah State that volunteered to drive a car for me when I was a candidate. He was just a young kid interested in politics and he was a driver. From there he just moved up the ladder until he ended up in a pretty good position. ROH: What is he doing now? RR: He worked for Hudd for a while and he's just trying to get some years in for government service and he's working for the national security people at the airport. ROH: Back to this ethics business. It's curious to me because I don't know of a lot of ethics programs at other schools, so what inspired you to create something related to ethics at Weber State? RR: Well, because we needed it. We really need it. When I talked to them, Ann said, "Talk to the head of the business department." I talked to him and he said, "Well, we devote an hour or two in the course of study on ethics." I said, "That's nothing. We ought to have a whole program of ethics." I really pushed it hard and Nathan Clark pushed me to put up the money to start it and that's what we've done. Every day you can read in the newspaper about some major breech of ethics on the part of a governor, a senator, or someone that works for the city— everybody. There's ethical breech all around us and a lot of times these kids 54 don't know any better. I've seen surveys where they ask kids if they have ever cheated in school. Seventy-five percent of them say they've cheated and when you ask why they say, "Well, everybody else is cheating and I'm competing with them. If I have to compete with them then I guess I have to cheat." I thought, "We need to start teaching them a little bit earlier." If we can get a hold of these kids in high school and get them involved in ethics, it's going to a make a difference. Someone asked me, "How are you going to measure success?" I said, "I don't know that you can, but somewhere along the line you're going to touch somebody and that's going to improve their attitude on ethics." That's what it's all about. It's a difficult thing. It's prodding all the time and trying to get people to buy scholarships for the kids, but we have had some experience from these young kids that won the scholarship that say, "I could not have gone to college without that scholarship. That made all the difference in the world to me." We give it to them not because they are rich or good students, but because they have the best ideas about ethics. I still spend a lot of time and effort on this ethics stuff. ROH: I think that's great. RR: However, I do have a complaint against the university on this and I've talked to a lot of these guys that raise big chunks of money. I say, "Why don't you tell the people that are giving to earmark some of that money for ethics?" The university doesn't want to do it because they want the money to go into the building or whatever they do. There's no reason why we can't tell a guy that's going to give a million dollars that $50,000 of that can go into ethics, but the university has their 55 own program and it isn't channeling the ethics program. We're getting the new president soon and I'm going to be approaching him. Ann has been supportive, but nothing has happened other than holding those meetings. We had the former governor speak to our group a year ago and we gave out all these scholarships and there wasn't one word in the press about it. Standard Examiner never wrote one word about it. We had the pictures taken of all these kids that got scholarships and we were hoping they'd get their picture in the paper and they did not. I called Doug at the Standard and I asked if he would run a story on the ethics program. He said, "Yes. When is it?" I said, "It was last night." They did not even know what night it was and I said, "You guys at the university and the public relations department failed, you should have seen that the press was there." Again, this is the second year they didn't do it. We've decided that we've got to have a public relations guy on our board. It's their job to get the press. ROH: Is there anything nationally that you're aware of happening with ethics? RR: No. It was kind of interesting when Jon Huntsman was the governor, he came up when they named the Richard Richards Institute. Governor Huntsman and Jake Garn were there and they named it. Huntsman said, "You're the only university around here that's promoting ethics. I'm going to support you. I'm going to help you." Well, he hasn't. I sent him an email when he was over in China and said, "You said you wanted to help us I thought it meant you were going to give us some money or get other people to give some money." We hate to have to go out 56 and grub money a dollar at a time to give these scholarships. Zion's Bank has been a big supporter. They have given us $12,000 each year for two years. That was very helpful to us. The university has paid for the meals when we have the banquet and that's about all the university has done. It really hasn't caught on yet. ROH: It takes some time. How many years has it been now? RR: I've been working on it for about three or four years, but we've been giving out scholarships for the last two. Alan Hall is a big money raiser for the school. I went to Alan and said, "Alan, why don't you tell these guys that are giving money that they can earmark some for ethics." He said he would do it, but I don't think he has. However, in the next week or so that committee meets again and I'm going to go back to Alan Hall and say, "Look, give us some money." In fact, because he writes this business article and I told him, "Alan, why don't you write an article about ethics?" He wrote a paragraph about it out of probably 30 or 40 columns. We got two inches referring to ethics. We're going to have to press it. ROH: I think it would be good for you to write a column too because you've got more experience. RR: I've written some columns only they've been political columns. ROH: What do you think about ethics in politics these days? RR: Well, politics today is meaner than it has been in a long time. When Jake Garn decided he didn't want to run again and Howard Baker from Tennessee, the 57 senator from Colorado said, "It isn't fun anymore. It used to be fun, but it is just mean now. Your colleagues are mean, your constituents are mean, the press is mean and it just isn't fun." Senator Baker told me, "If I knew how good it was on the outside, I would have quit the senate a long time ago." It's just a bad environment and it is getting worse. You can go back in history and you can see even in George Washington's time they slandered one another, but we slander them day after day in the press that gets to millions of readers every day. That's why it appears so bad. ROH: How do you inspire the youth? Let's say these high school kids that you're helping to go to university. How do you inspire them to change when what they're seeing is so slanderous? RR: We've made a couple of attempts to do that. We were assigned by the governor to sit on the committee to tell how to improve elections in the state. I got the students up at Weber to write a program on it and we submitted it to the governor. We also got one on ethics and what the ethics reform ought to be. Our kids on the campus wrote a program on how to establish an ethics program in the state of Utah and the legislation didn't pay any attention to it. We gave it directly to the governor and we gave it to legislatures and we gave it to the press. Everybody saw it but the legislature pre-empted everybody and wrote their puny little ethics reform which is nothing. 58 ROH: I was wondering if that had anything to do with it. I remember hearing about ethics reform a little over a year ago, so I was wondering if that is just one of those things that will take more time. RR: Yes, it will take time beyond my time to get, but whatever we do to get it going is worth it. Like I said, if you ask, "How do you measure your success?" There are no definitive measures, but if you touch the heart and mind of a half a dozen kids, that's good. Out of our first year we had one of our students that got an ethics scholarship and they worked on our committee. They went to Washington to be an intern at the White House for Obama. Another one went to work for congressman Bishop. The kids did get involved and they're doing some stuff. I can pick out two or three kids that I know we've had an impact on and will do something in politics. As I look back, when I was party chairman in Utah, Karl Rove was one of my interns. I didn't even know him. I didn't pay attention to him at that time. Another one was this guy Dave Hanson, who runs Orrin Hatch's campaign and I had lunch with him yesterday. Another one named Alan Peterson who did a nationwide organizational program for Richard Nixon and we had some guys from Ogden participating. Alex Hurtado, he was one of my best political friends and he got involved in this national organization for Nixon. I've seen a handful of people that have become involved and have been very successful, but it's got to be more. ROH: Is there anything else you'd like to add about ethics? 59 RR: There is one thing that's happening. Isaac Goeckeritz is putting together a film on ethics to promote the ethics up here. He has interviewed Jake Garn, Richard Wirthlin, Mr. Mack, the governor, and a whole lot of people talking about ethics in their business. Bob Garff talks about the ethics of his father in the automobile business. They're talking about ethics and he's preparing it and his wife said he is coming close and maybe by Christmas he will have it done and it will go on the air at KUED. I think it will be good enough that it will open up a lot of other things. Another guy that's in that is Dan Jones and he talks about ethics in the polling business. ROH: That will be good to see. Isaac Goeckeritz, for future reference, is a local historian, film documenter, a Weber State graduate, and one of Richard's relatives. RR: We were involved with the one on the Union Station, he did the one on the hill out in Uintah, "The U," he did one on homeless vets and now he's doing one on ethics. He's also doing other stuff. KUED loves him, they say he's got a great deal of talent and they're going to keep using him. ROH: Today is September 26, 2012 and we are in the home of Dick Richards. Present are Rebecca Ory Hernandez and Dick Richards. We are going to continue your oral history. The last time we spoke we talked a lot about the Ethics Institute at Weber State, so today I would like to talk a little more about present day and what is happening in your life. What are your involvements here in Ogden and in 60 the state related to politics? I know that you have been a guest on a few T.V. shows, so why don't you tell me a little bit about that? RR: I was on two Ted Capner shows, that's the Sunday afternoon broadcast. The first one after he read my book he invited me to come and talk to him and we talked about the things that are in the book. You've seen many of them. The other discussion we had just a week or so ago was on how we can cut down the cost of presidential campaign. This year's presidential campaign will probably cost 4 billion dollars. Each one of the candidates will raise about a billion dollars for their campaign and the political parties will make another half a billion. Then, 527 committees, or so-called super-packs, will each raise about a half a billion or more and that will put us at least $4 billion for the presidential campaign. The point that people don't understand is that the Supreme Court has rules that anyone can get involved in a campaign and spend all the money they want provided they do not coordinate with the candidate. All these committees raise money and you know what their message is going to be, they don't have to say vote for Obama or vote for Romney, you can tell what they're promoting. They get involved in it and that will bring the cost to over $4 billion. My proposal was that in order to prevent this limit the time, since you can't limit the money. Reduce the time of the campaign and allow the candidates to do their exploratory effort up until about the 15th of April in the election year. By the 15th of April they have to announce whether they will or will not be a candidate. If they say they will be a candidate, from that day on they can start raising money. They'll have to go through the primaries of the various states from that time before November. 61 If you're in a state with a caucus convention like we have, you might have your first caucus about three months after the candidate announces. We'd have the county conventions and the state conventions and if you had to have a primary you'd push the campaign between the Republican and the Democrat clear back to about August of September. They can't raise or spend a billion dollars between September and November, so it will really force the whole process to slow down to eliminate cost. Romney had been running for about 6 or 8 years and Obama has been running for 3 and it's just boring, wasteful and non-productive. The conventions and the debates they have are really about nothing and they reduce themselves to just petty criticism of the other guy. If you had only a three month campaign period they'd talk about what they want to do. They'd talk about the positive aspects of their campaign. ROH: Who profits from all of this money? RR: I made that point on television. The only ones that profit are the television stations, the radio, the newspaper, the campaign managers, and the advertising firms. The public doesn't profit by it. It's the guys that make money out of the campaign. Professional fundraisers get a percentage of the money they raise, the television people get money for everything they run, the campaign managers and the public relations people get 15 percent of what they spend on television. Just imagine a $200 million campaign on television and the guy is going to make about $30 million for putting the ads on the air. That's a big deal. ROH: So the candidates don't actually make any of the money they are raising? 62 RR: No, the candidates don't get it. It's those that are in the campaign business that get the money. Nobody likes to give it, but when you've got a campaign and they keep hitting you up for money, you feel the pressure and you make contributions. Everybody but the guys that make money on the campaign would like to see it shorter. ROH: Do you think that will happen in our lifetime? RR: It could, but I don't know whether it will or not. There has been a drive in the past for regional primaries or a national primary. If we had regional primaries, that would help a lot because then the candidate would have to talk to all of the American people instead of just eight states. Where they are now they go to Illinois and they talk about automobile manufacturing because that's the big issue there. They go to Ohio and they talk about the agricultural subsidies. It really isn't a national campaign, it is a series of little local interest campaigns. That's not good for the country. ROH: Are there any other shows that you've been featured on other than the one that you just mentioned? RR: No, I've been on his show a couple of times and I speak once in a while at the Hinckley Institute. I get invited more to the University of Utah to speak than I do Weber State, but I do participate on the campuses and I've been asked to talk to civic groups in town. My health is such that I have been turning them down. I don't know whether or not I'm going to feel well enough to do it. I just say, "No, I don't do that anymore." 63 ROH: Are you doing any local speeches during this campaign? RR: I write down suggestions for the candidates to send to them and they never follow those. What happens is that when a guy gets to be the campaign manager doesn't want other people telling him what to do. They look at guys like me and say, "Oh those guys are over the hill, they don't know the campaigns are different today." They don't pay any attention to us. They're wrong. I found my way to the national chairmanship by doing a good campaign on the state and local level and then on the national level. The principles of running the program we run is the same today as it was 20, 30, or 50 years ago. The average American has nothing to do with the campaign. They don't know the candidate. They don't meet the candidates and they don't even know who they are. If you put on a program where you give them the opportunity to participate in the campaign they're flattered by it. They want to do it. What we had done over the years was recruit people. For Richard Nixon, we set up a telephone operation and called people in the various neighborhoods and said, "I'm a volunteer for Richard Nixon, we think he's uniquely qualified to be president of the United States. We're doing what we can, will you help us?" A lot of people say yes and ask what they can do. We send them brochures and ask them to go door-to-door and tell the people about Richard Nixon and give him their personal endorsement. We know it flatters people and they think their job is very important. 64 Many years ago, one guy up in Portland called up after we went through the primary and said, "I did my work in the primary, but I'm 82 years old and legally blind. I don't think I can do it in a general election. So, you better get someone to take my place." He thought that the little role he had in the neighborhood was so important that if he didn't do it, there would be a problem so we'd have to get somebody to take his place. T The campaign chairman doesn't make any money if you do this volunteer work and neither does the television or anyone else, this is a very quiet campaign. The only person that makes any money on this is the guy that rents you the building and maybe the telephone company that has telephones from it. ROH: That's interesting. Are you doing any other kinds of present day consulting? RR: No, I'm actually retired. I'm helping a couple of little businesses, but I'm basically retired. I'm one of the 47 percent that's living off of the government program called Social Security. ROH: Can you share a little bit about the businesses you're helping? RR: I've been helping a company that makes a gasoline additive that reduces the pollution of your automobile and increases your gas mileage. Interestingly enough, my role is to get government people to look at it and try it out. I have found that people that work for the government in the motor pools don't care if you save money on gasoline. It's not out of their pocket. You can give it to them and ask them to try it out, but they don't do it. We talk about the need to increase 65 mileage and reduce pollution, but the guy that's running the motor pool at the state of Utah, Salt Lake and Ogden don't care. ROH: Is it corn-based? RR: No, it's not a food-based. It's made of algae. It does not affect the corn prices or the wheat prices. I use it in my car and I get five more miles per gallon in the city and on the highway. ROH: That's fascinating. RR: It's just a little tablet you put in the gas tank. It looks like a jelly bean and when you fill your gas tank you drop it into the tank. ROH: Is it available on the market? RR: Yes, but it's only on the internet. You can't sell it at the gas stations because it cuts down their gas sales they don't want that. I've got to give my wife credit that she put up with all of the things I've done and all of the moving. I have dragged her and my kids around the country time and time again and they've never complained. I think they've had a great benefit from doing it, but at the same time a lot of people complain if they've had to pick up and move every year or two. We never lived in a house for more than 10 years until we were 13 years in that house in McLean, Virginia and that's the longest we've ever been in a house. AR: Actually, we've been here now about as long as we've been there. It wasn't easy, I'll tell you. 66 ROH: Annette, you do history, right? AR: Yes. I've been doing that. I went to a meeting in Salt Lake on this new family search and they asked how long people have been researching and I'd been researching the longest. Over 50 years. I started when I was pretty young. Our oldest daughter was three months old when I got involved. ROH: Okay. Thanks Annette. Let's talk a little about present day politics, just a couple of quick questions. Are you involved at all in present day politics as far as on the national level? RR: Once in a while a candidate will call me and ask if he can sit down with me for a while and talk about the campaign and I give him some ideas. Otherwise, I'm really not involved. I was called by the campaign chairman for Governor Rick Perry and asked if I would be the Utah chairman for Perry and I said, "We've got to get passed John Huntsman first." I couldn't work for Perry as long as John Huntsman was in the race, but if Huntsman was out I'd be glad to help Perry out. I think he was a good candidate except he can't talk and answer questions. ROH: Other than Perry, are there any other names? RR: Well, I gave a little bit of advice to Hatch's opponent, but I said, "Orrin is a good friend of mine. I can't tell you how to run against him, but I can tell you what I think the issues ought to be." I spent an hour with Dan Lillianquist and I thought he was a good candidate, but he ran a bad campaign. ROH: What makes a bad campaign? 67 RR: If the campaign doesn't connect with the public and the voters it's a bad campaign. What you've got to do is talk about a message that they want to hear about and you have to have a good point of view on it. That's what these polls are about. They're polling all the time, "How do you feel about immigration? How do you feel about this or that?" The candidate tailors their message to appeal to those people. Unfortunately, it gets to be just a pandering deal to them. I respect Jon Huntsman because he said, "I'm not going to go to Iowa because I'm against ethanol subsidies. If I got to Iowa they're just going to "boo" me and I won't make any headway there, so I'm not going to go pander to them." I respect him for taking that position. Most of the candidates will go to one place and pander to them and it's just not healthy for the country and I think it's too bad. I'm 80 years old and my health isn't good, so I deliberately took myself out of a lot of this. I did join the tea party and I'll tell you why I like it. Number one, this is middle class America, the silent majority starting to make a little bit of noise. They're not looking for something special for themselves; they just don't want things special given to everybody else. They say, "We've got to cut down our spending." It isn't a question of raising more money, it's spending less money. When they go out and they have a rally of 15,000 people, there's no paraphernalia on the ground or a mess. They don't create a problem. It's clean, it's nice and these are good American citizens voicing their opinion. I read where people say, "The tea party is fading and they are not going to be all that critical in the campaign." They're kidding themselves. The tea party is alive and well and they will be very active in the campaigns when it comes closer to election time. 68 They don't campaign all year long, but they will be out working and they will have an impact. ROH: I think it's interesting that today that we have a new party. I think most people would find that interesting historically to look back and see the beginnings of this new party. Thank you for sharing. RR: One of the things that I propose in election reform is that they allow all parties to campaign in primary elections. Let them all get into the campaign and you'll wash out those that aren't really going to be a contender and you're going to end up with two or three. Maybe there would be three candidates in November, but there's nothing wrong with that. Maybe the guy that wins the presidency only had 47 percent of the population, but that's okay. Other people ought to have the right to voice their point of view and have the American people hear it. ROH: I had a young political science student ask me a question that they wanted me to ask you. He said that a lot of his friends are just not interested in politics at all. I would say between the ages of 19 and 26 are the age of his friends right now. He wanted me to ask you why they should be interested or get involved in politics because their perception of everything they see is negative. RR: That's unfortunate. A lot of people are turned off by the negative campaigns. I am. I'd get tired of listening to them. In fact, I asked Ted Capner if he watched all of the debates and he said, "No." I said, "Neither did I." I couldn't watch them all because they were not productive. I'd tell these young kids, "If you are really interested in politics, find a candidate that you like who's telling the story the way 69 you like it and join that campaign. If you get involved in it you will see your way through all of these things. You'll see how productive it can be." When you're only 19 years old, you're not thinking about retirement, medical expenses, or high taxes. You just haven't been out in the real world yet. As soon as you get a job and get your paycheck and you find out how much money was taken out for social security and worker's compensation and all these other things you think, "Hey, I thought I was getting $200 and I got $150." That shocks them and that's the eye-opener to these people. It kind of goes along with what Winston Churchill said, "When you're 19 years old, if you're not a liberal you've got no heart, but when you're 55 years old, if you're not a conservative you've got no brains." ROH: Right. That was what he asked, "How does it impact my life? All I'm trying to do is survive." He's actually got a wife and a child. He's working, going to school and he's involved on campus in leadership. He said, "I don't see how I can even be a blip on the radar of what's going on nationally." RR: Well, that's a story I tell in my book. I started out as the junior Republican chairman at Weber Junior College in 1952. In 1980, I was the Republican National Chairman. I climbed up. President Reagan said, "He's had every job on the way up. This is the first chairman I know that's worked his way through the state and national chairmanship positions." There's opportunity out there for these guys and in order to really understand it, I think you have to get involved in a campaign. The guy who's going to school and has a wife and kids says, "I'm 70 worried about my health insurance and if we have another baby we can't afford the cost of it." Then insurance becomes interesting to him. After a while, he gets hurt on the job or he gets sick, then social security, Medicare, and disability becomes interesting to him. These things become interesting as he grows older and he's facing that proposition. Young people don't look that far ahead. They think they're invincible and indestructible. They just don't see the problems down the road. ROH: Right. So let's talk a little bit about your family. I know you've got lots of children. RR: I've got five. ROH: That's a good-sized family. Are any of them involved in politics? RR: No, that is the interesting thing. My oldest son is a professor of philosophy at the University of Alabama. His name is Richard Albert Richards. He was named after Annette's father. He started out to be a dancer professionally and he danced around the world as a ballet dancer. He was quite good, but not good enough to be a star, and if you're not a star you can't make a living doing it. He finally decided that it wasn't for him and he went back to school to study philosophy. When he went back to school, he took the college ACT test and he got in the 98th percentile and he was offered a full fellowship at Johns Hopkins in Baltimore. He got his degree there. He was a very good student and he had very good recommendations by the number one philosopher there and he went around to some of the colleges to seek employment and he ran into people that 71 said, "White men need not apply, we're going to hire a minority or a woman. So don't bother to apply." My oldest daughter, Julie Dockter, is married to a real estate salesman and they have four sons who are all doing very well. One of them is a businessman doing a lot of business with China and has made a lot of money. Another one is a medical doctor and his name is Dr. Dockter. Another one is in college studying something in physical sciences and the other one is a computer expert at Novell in Provo. My next daughter is married to a lawyer who's practicing law in New York. She's interested in politics, but she doesn't do much of it. She reads a lot and she gets involved a little bit but she has three kids and teaches early morning seminary and some other things. Her name is Jan Stevenson. My next daughter is Amy Hartvigsen and her husband is a landscape architect down in Alpine and they have four boys. The oldest is now on a mission. They have really talented kids. There is a lot of talent around my grandkids. My youngest son, Brian, works for the state of Utah in Utah Workplace. That's my family. I have ten grandchildren and eleven great grandchildren and four of those great grandchildren are part Chinese. My grandson, Chris Dockter married a Chinese girl from Taiwan. 72 ROH: I couldn't help but notice that you have a lot of art hanging in your home. RR: It's all family art. My father was the artist. ROH: Other people in your family are also artistically inclined. RR: Yes. My brother is an artist and he taught art at Dennison University in Dallas. My son, Rich, painted that big picture on the wall there. On the wall up there I've got paintings of my father, my brother, my daughter, and my son. We've all got a painting up there. My father is the best artist of the bunch. I have sisters that are very good. I think you saw the picture of the dogs in my bedroom. One of my sisters did that. There are a number of good artists in the family. The etching above the piano was by my brother. That big picture there is done by my son, Rich. The Abraham Lincoln was given to me by the Republican Party of Utah when I completed my term as state chairman. The star is a little thing that Richard Nixon gave out when he was elected president. The eagle is from the inauguration of Reagan and Bush. Geronimo is one that I just purchased. A friend of mine, Jay Taggert, former superintendent of the schools for Utah gave me the Teddy Roosevelt. ROH: Is there anything else that I might not have asked you that you would like to address? RR: I tell people jokingly that I used to be a genius, but now I'm just very bright. As a result of my heart operations, I have lost some mental acuity and I'm not as sharp as I used to be. My memory isn't as good. I have bad days so I'm limited. As a former National Chairman, I always have access to a seat at the national 73 conventions. They have one for former chairmen and I couldn't go so I asked them if my nephew could use my credentials so he went to the last convention. I went to every convention from 1968 until George W. Bush ran. I did not go then, but I went through Nixon, Reagan, and H. W. Bush. I've been to a lot of conventions. ROH: Is your nephew involved in politics now? RR: He's a lobbyist so he's a little bit involved in politics, but he likes to get involved. He has worked for candidates in the past. I don't have any children that wanted to be lawyers or wanted to be in politics. I wouldn't encourage them to be lawyers because I'm unhappy with the profession now. ROH: I was going to ask you if you encouraged them at all when they were younger to go into law or politics since they were living in Washington. RR: My girls were more enamored by living in Washington than my sons. They loved going to the White House and going to Kennedy Bunk Port and going to the parades and inaugurals and so on. They really enjoyed that. Everybody really loved being in that historical place, including me. ROH: Are there any stories about Ogden that many people might not know about or historical stories that would be just interesting to share? RR: Did you see the film that Isaac did on 25th Street? There is some historical stuff that I'm involved in on that 25th Street thing. When I went to law school, I drove from Ogden to Salt Lake and I had a couple of people that paid me to ride with 74 me. One of them was Annabelle Weakly and the other was Jane Larson. She was about 70 years old and she wanted to go back to school. She graduated from Weber College when she was 70 or 72. I got to know both of them fairly well. After I got out of law school I wanted to try lawsuits and I wanted to go to trial. If you want trial experience as a young lawyer you're not going to get it in a civil case. I went to the judges and said, "I want some trial experience so give me your criminals that don't have any money that are in jail and can't make bond." We didn't have a public defender system then. Over a period of one year they gave me 10 criminals and I tried the 10 felonies to a jury. I got 8 acquittals out of my 10 and that put me in business. I had lots of criminal business. In fact, it was too much. I ended up trying to get rid of it because I got tired of the criminals, but that's where I got my experience in the court room. I'll give you a quote from a guy if it won't sound politically incorrect, "One day I was walking along the street and this black guy came up to me and said, are you Mr. Richardson Richardson?" I said, "Well, I guess I am." He said, "Are you the man that represented Copeland Griffin?" I said, "I guess that's right." He said, "Well, let me shake your hand. You must be good. He was the biggest crook in town." Two of my defenses were for one guy and I won both of the cases and this impressed those in the black community. All my life I've been interested in politics, not for the sake of winning, but for the sake of helping the country. I've been concerned about the country. I see things that I don't think are right and I don't know whether I told you this story but when I was pretty new in the practice, we saw some misconduct and what I call 75 criminal activity on the part of elected officials in Weber County. I was instrumental in getting a grand jury called and ended up putting a sheriff in jail and some other things. These guys were doing a lot of things wrong. ROH: No, you didn't mention that? Who was the Sheriff? RR: It was LeRoy Hadley. I was representing a guy by the name of Ralph Anderson. He was a federal prisoner being housed in Ogden and waiting for his appeal in the tenth circuit. He appeared to have the run of the jail. Every time I'd go up to jail to see another client I'd see him hanging around. He wasn't in a cell, he was hanging around. One of these guys that had tattoos on his arm and had a pack of cigarettes rolled up in his shirt sleeve tried to hire me to represent him and he wanted an appeal to the tenth circuit. He was in jail for burglarizing a couple of post offices. He and his brother-in-law would drive a particularly adapted automobile up to these small post offices, break in, wheel the safe out and put it in the trunk of the car and drive up into the mountains and blow it up with dynamite and take out the money orders and postage stamps. He said, "Dick, I'll hire you. I'll give you $10,000 to represent me. I've got $60,000 stolen in postal money orders up in Pocatello. I can sell those for $20,000 and I'll give you half of it." I said, "No thanks. Not interested." Anyway, as time went on I talked to the guy and one day his wife came to me and said, "Mr. Richards, they're going to let Andy out of jail again this weekend. I'm afraid if he gets caught out of jail when he's supposed to be in jail the sheriff will say he escaped and he'll get an extra 5 or 10 years punishment." 76 When I found out they were letting him out of jail I said, "I've got to tell the judge. I am an officer of the court so I have to tell Judge Anderson, the federal judge in Salt Lake, what's happening here." I called the judge and he said, "You ought to call Judge Ritter." I said, "Judge, I don't like Judge Ritter and he doesn't like me so I'm telling you. I've now done my duty." As a result of what happened here a grand jury was called and the grand jury heard the evidence that the sheriff would let him out on weekends and he'd go burglarize someplace and share what he stole with the sheriff. The grand jury said to contact him and ask him to give some specifics about one of the burglaries that only the burglar would know. We'll find out if he's telling the truth. He said, "I knocked off the Red Pantry Café on the corner of Ogden Avenue and 25th Street. I got in by kicking in the back door with my foot and I left a shoe print on the door so I had to get rid of the shoes afterward. When I went in I got into the cigarette machines, I got into jukeboxes and I stole the stuff out of there. One thing that was very peculiar is when I got the jukebox money, there were a lot of quarters with red fingernail polish on them. I don't know what that meant, but that's what I took." They called in the man that owned the Red Pantry Café and said, "What about the money in the jukebox? Is there anything unusual about it?" he said, "Oh yeah, part of those quarters are what I call show quarters. I put red fingernail polish on the ones I put in so I get them back. When somebody saw other people put in for music they'd play music. They were show coins. I got to keep them and 77 the guy that owned the music company would take all the others." That was proof that my guy stole the money out of the jukebox. Finally, they put the sheriff on trial. When it was known that the sheriff let the guy out, his attorney said, "Sheriff, isn't it true that the reason you let him out was to take him to your home and show him what good law abiding citizens lived like and to get a little spirituality in your life?" The guy said, "No, that isn't true." The lawyer asked the question, "Well, why did you let him out?" He said, "Greed, Mr. Alsup. Greed." They convicted the sheriff and the sheriff was put in jail down in Davis County. ROH: What year was this? RR: I don't know what year it was. I went back to Washington shortly after that. The sheriff came up to me one time when I was alone and said, "Richard, you son of bitch. I'll get you for this." He threatened me, but I didn't say anything about it. He went to jail and some of the other public officials lost their jobs and it kind of cleaned up the community. The interesting part of that is that one of the guys that we had as our plaintiff in our action against the county officials was the lieutenant governor's father. He ran a janitorial supply place in Ogden on 25th Street. His name was George Bell. His son is now the Lieutenant governor. It took courage on the part of his father to act as a plaintiff in the case. It was a taxpayer's lawsuit filed against him because they were crooked. The