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January 21, 2003 edition

War or peace

Soldiers’ lives stand still
as families learn to cope

Christopher Windhorst of the 566th Area Support Medical Company in Fort Hood, Texas, wears a vacuum-sealed camoflauge suit designed to withstand chemical weapons. Windhorst is an army medic who was deployed to Southwest Asia for possible war with Iraq.
JOSEPH VICTOR STEFANCHIK / WASHINGTON POST

By ANNE HULL
WASHINGTON POST

KILLEEN, Texas — On the eve of his son’s deployment, Donald Heckman took the 30-year-old Army medic out for an $8 steak. They went to a restaurant near Fort Hood, the Army post where Heckman’s son was stationed.
Heckman watched his son douse his steak in A-1. In some ways, he hardly knew the brown-haired soldier sitting across from him. The reasons were messy: divorce, estrangement and, later, a mutual stubbornness. His son even had a different last name because his mother had remarried.
But when the soldier learned last week that he was being sent to Southwest Asia for possible war with Iraq, he called his father. Heckman was on the next flight from Indianapolis.
After squandered years, minutes suddenly mattered. Spc. Christopher Windhorst of the 566th Area Support Medical Company was shipping out in three days, with a protective mask and vacuum-sealed camouflage suit designed to withstand chemical weapons.
For 43 years, Heckman had kept a St. Christopher medal with him for protection. He took it from his wallet.
“This is all I can give you,” he said.
“Dad, you’ll get killed wearing something like this over there,” his son told him. “They don’t believe in this.”
Defense Secretary Donald Rumsfeld just signed orders to send 62,000 Army soldiers, Marines and Air Force personnel to the Persian Gulf in case of war. This deployment followed a Dec. 24 order to send about 25,000 troops to the region.

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Heckman’s son was one of 400 soldiers ordered to deploy from FortHood last week, most of them engineers, drivers and medics in the 13th Corps Support Command.
With every order signed at the Pentagon, individual lives cleave and cling in new ways. The Army advises soldiers to execute their wills and transfer powers of attorney. There is an overwhelming sense of housekeeping, both practical and emotional, which is what brought Heckman to Texas last week.
“We just haven’t had the time to say the things to each other that we need to say,” he said.
No one would say they were preparing for war. But this month, the 1st Cav began an intensive evaluation of its troops, testing their knowledge in areas such as mine awareness and nuclear, biological and chemical warfare.
Heckman’s son didn’t love the Army. He joined when he couldn’t find work as an electrician in Indiana. Now, as a medicwith the 566th in the 13th Corps Support Command, Windhorst knew how to stabilize the wounded and lead evacuations.
“Everything my son tells me about the military just shoots right over my head,” Heckman said. Heckman had just started his new job at the car dealership when his son called with news of the deployment. Heckman told his boss he needed a week off and would quit if necessary.
“There’s just no time to make it right,” Heckman said.
Windhorst had his own family now: a wife, Brenda, and a 3-year-old daughter, Cicily. “Grandpa,” the little girl said as she held Heckman’s hand. He blew $20 trying to win a teddy bear for her in a carnival game.
When Windhorst showed his wife the Army’s instructions about what she should do if he became missing in action, she left the papers on the dresser without looking at them. She was 2 months pregnant. As Windhorst got his things ready to leave, she imagined him in a battlefield, treating the wounded. All she could think to say was, “Don’t wander off.”
Deployment day. The cold, wet wind that had been blowing off the plains finally stopped, and the sun broke through as the 400 soldiers marched from the barracks. They carried rucksacks, duffel bags, sneakers, M-16s, canteens, masks, Hershey bars, Bibles and Chips Ahoy.
At the staging area, each soldier was weighed with gear, then a manifest was created for the chartered DC-10 that would fly the troops to somewhere in Southwest Asia.
Buses took the soldiers to an airfield on Fort Hood. One soldier hung from the window and waved to her husband and son on the sidewalk. The husband lifted the boy up to the window so he could put his cheek against his mother’s.
Processing 400 soldiers took six hours. Heckman sat in the bleachers with his daughter-in-law and granddaughter.
Finally, Windhorst climbed on the scale with his gear: 219 pounds. He rejoined his unit on the bleachers. Then it was time. A chief cupped his hands and yelled to the soldiers, “Kisses and hugs, right now.” The buses were here.
But Heckman was already gone. Brenda couldn’t bear to watch the bus pull away, so they’d left a few minutes earlier. Before they did, Heckman and Windhorst stepped away from the crowd. Windhorst opened his field jacket so his father could see: There, on the dog tags, was the St. Christopher medal.

Tuition hike
gets approval
from Regents

By HEATHER DARATA
UNIVERSITY JOURNAL

The Board of Regents approved a 23.5 percent tuition hike for SUU students, the largest single tuition hike in the school’s history, when it met Friday at the University of Utah.
The first-tier hike of 4.5 percent was mandated by the Regents Nov. 8, 2002, Dean O’Driscoll, assistant to the president, said.
The second-tier hike of 19 percent was approved Friday by the Board of Regents.
SUU President Steven D. Bennion and SUUSA President Matt Glazier defended the tuition hike as necessary to prevent a decrease in the quality of education at SUU.
Four regents voted against approving the tuition hike because of concerns with the request.
The tuition hike will mean an additional $222 per semester for undergraduate residents, O’Driscoll said. He said he feels the extra money will be a challenge for students to find and may possibly result in more students taking out student

 

loans to pay for their education.
There has never been anything like this in the school’s history to look back on and see what kind of an effect it will have on students, O’Driscoll said.
He said he hopes the increase will not have a negative effect on enrollment.
Approximately $1.4 million will go toward three areas of improving the quality of education that SUU offers: strengthening student recruitment and retention, strengthening employee retention and development, and providing student support, O’Driscoll said.
The first area, strengthening student recruitment and retention, will have $306,000 to go toward student advisors, a student success course, student recruitment and additional marketing to increase the awareness of SUU, O’Driscoll said.
Strengthening employee retention and development will have $504,500 to pay for faculty and staff retention, faculty and staff development, additional faculty positions and additional summer offerings, he said.
The final area, providing for student support, will have $652,500 to improve old software that assists with student recruitment, financial and alumni efforts, student employment, increase financial aid and enrollment reduction coverage, O’Driscoll said.
SUU also received $174,600 after the Board of Regents approved and distributed $4 million the Legislature restored in December 2002 out of a proposed $12 million cut.