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War or peace
Soldiers’ lives stand still
as families learn to cope
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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
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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.
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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
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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.
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