AN UNBELIEVABLE STORY. In 1973 an Italian submarine named Enrique Tazzoli was sold for a paltry $100,000 as scrap metal. The submarine, given to the Italian Navy in 1953, was actually an incredible veteran of World War II service with a heritage that never should have passed so unnoticed into the graveyards of the metal recyclers. The U.S.S. Barb was a pioneer, paving the way for the first submarine launched missiles and flying a battle flag unlike that of any other ship.
 
In addition to the Medal of Honor ribbon at the top of the flag identifying the heroism of its captain, Commander Eugene "Lucky" FLUCKEY, the bottom border of the flag bore the image of a Japanese locomotive. The U.S.S. Barb was indeed, the submarine that "SANK A TRAIN".
 
July, 1945 (Guam) Fleet Admiral Chester Nimitz looked across the desk at Admiral Lockwood as he finished the personal briefing on U.S. war ships in the vicinity of the northern coastal areas of Hokkaido, Japan. "Well, Chester, there's only the Barb there, and probably no word until the patrol is finished. You remember Gene Fluckey?" "Of course. I recommended him for the Medal of Honor," Admiral Nimitz replied. "You surely pulled him from command after he received it?"
 
July 18, 1945 (Patience Bay, Off the coast of Karafuto, Japan) It was after 4 A.M. and Commander Fluckey rubbed his eyes as he peered over the map spread before him. It was the twelfth war patrol of the Barb, the fifth under Commander Fluckey. He should have turned command over to another skipper after four patrols, but had managed to strike a deal with Admiral Lockwood to make one more trip with the men he cared for like a father, should his fourth patrol be successful. Of course, no one suspected when he had struck that deal prior to his fourth and what should have been his final war patrol on the Barb, that Commander F! luckey's success would be so great he would be awarded the Medal of Honor.  
 
Commander Fluckey smiled as he remembered that patrol. "Lucky" Fluckey they called him. On January 8th the Barb had emerged victorious from a running two-hour night battle after sinking a large enemy ammunition ship. Two weeks later in Mamkwan Harbor he found the "mother-lode"...more than 30 enemy ships. In only 5 fathoms (30 feet) of water his crew had unleashed the sub's forward torpedoes, then turned and fired four from the stern. As he pushed the Barb to the full limit of its speed through the dangerous waters in a daring withdrawal to the open sea, he recorded eight direct hits on six enemy ships.
 
Then, on the return home he added yet another Japanese freighter to the tally for the Barb's eleventh patrol, a score that exceeded even the number of that patrol. What could possibly be left for the Commander to accomplish who, just three months earlier had been in Washington, DC to receive the Medal of Honor? He smiled to himself as he looked again at the map showing the rail line that ran along the enemy coast line.
 
This final patrol had been promised as the Barb's "graduation patrol" and he and his crew had cooked up an unusual finale. Since the 8th of June they had harassed the enemy, destroying the enemy supplies and coastal fortifications with the first submarine launched rocket attacks.
 
Now his crew was buzzing excitedly about bagging a train. The rail line itself wouldn't be a problem. A shore patrol could go ashore under cover of darkness to plant the explosives...one of the sub's 55-pound scuttling charges. But this early morning Lucky Fluckey and his officers were puzzling over how they could blow not only the rails, but one of the frequent trains that shuttled supplies to equip the Japanese war machine. Such a daring feat could handicap the enemy's war effort for several days, a week, perhaps even longer. It was a crazy idea, just the kind of operation "Lucky" Fluckey had become famous...or infamous... for.
 
But no matter how crazy the idea might have sounded, the Barb's skipper would not risk the lives of his men. Thus the problem... how to detonate the charge at the moment the train passed, without endangering the life of a shore party. PROBLEM? Not on Commander Fluckey's ship. His philosophy had always been "We don't have problems, only solutions".
 
11:27 AM "Battle Stations!" No more time to seek solutions or to ponder blowing up a train. The approach of a Japanese freighter with a frigate escort demands traditional submarine warfare. By noon the frigate is lying on the ocean floor in pieces and the Barb is in danger of becoming the hunted. 6! :07 PM Solutions! If you don't look for them, you'll never find them. And even then, sometimes they arrive in the most unusual fashion. Cruising slowly beneath the surface to evade the enemy plane now circling overhead, the monotony is broken with an exciting new idea. Instead of having a crewman on shore to trigger explosives to blow both rail and a passing train, why not let the train BLOW ITSELF up.
 
Billy Hatfield was excitedly explaining how he had cracked nuts on the railroad tracks as a kid, placing the nuts between two ties so the sagging of the rail under the weight of a train would break them open. "Just like cracking walnuts," he explained. "To complete the circuit (detonating the 55-pound charge) we hook in a micro-switch ...between two ties. We don't set it off, the TRAIN does." Not only did Hatfield have the plan, he wanted to be part of the volunteer shore party. The solution found, there was no shortage of volunteers, all that was needed was the proper weather...a little cloud cover to darken the moon for the mission ashore.
 
Lucky Fluckey established his own criteria for the volunteer party: ...No married men would be included, except for Hatfield, ...The party would include members from each department, ...The opportunity would be split between regular Navy and Navy Reserve sailors, ...At least half of the men had to have been Boy Scouts, experienced in how to handle themselves in medical emergencies and in the woods. FINALLY, "Lucky" Fluckey would lead the saboteurs himself.
 
When the names of the 8 selected sailors were announced it was greeted with a mixture of excitement and disappointment. Among the disappointed was Commander Fluckey who surrendered his opportunity at the insistence of his officers that "as commander he belonged with the Barb," coupled with the threat from one that "I swear I'll send a message to ComSubPac if you attempt this (joining the shore party himself)." Even a Japanese POW being held on the Barb wanted to go, promising not to try to escape.
 
In the meantime, there would be no more harassment of Japanese shipping or shoe operations by the Barb until the train mission had been accomplished. The crew would "lay low", prepare their equipment, train, and wait for the weather. July 22, 1945 (Patience Bay, Off the coast of Karafuto, Japan) Patience Bay was wearing thin the patience of Commander Fluckey and his innovative crew. Everything was ready. In the four days the saboteurs had anxiously watched the skies for cloud cover, the inventive crew of the Barb had built their micro-switch. When the need was posed for a pick and shovel to bury the explosive charge and batteries, the Barb's engineers had cut up steel plates in the lower flats of an engine room, then bent and welded them to create the needed tools. The only things beyond their control was the weather....and time.
 
Only five days remained in the Barb's patrol. Anxiously watching the skies, Commander Fluckey noticed plumes of cirrus clouds, then white stratus capping the mountain peaks ashore. A cloud cover was building to hide the three-quarters moon. This would be the night. MIDNIGHT, July 23, 1945 The Barb had crept within 950 yards of the shoreline. If it was somehow seen from the shore it would probably be mistaken for a schooner or Japanese patrol boat. No one would suspect an American submarine so close to shore or in such shallow water. Slowly the small boats were lowered to the water and the 8 saboteurs began paddling toward the enemy beach. Twenty-five minutes later they pulled the boats ashore and walked on the surface of the Japanese homeland. Having lost their points of navigation, the saboteurs landed near the backyard of a house.
 
Fortunately the residents had no dogs, though the sight of human AND dog's tracks in the sand along the beach alerted the brave sailors to the potential for unexpected danger. Stumbling through noisy waist-high grasses, crossing a highway and then stumbling into a 4-foot drainage ditch, the saboteurs made their way to the railroad tracks. Three men were posted as guards, Markuson assigned to examine a nearby water tower. The Barb's auxiliary man climbed the ladder, then stopped in shock as he realized it was an enemy lookout tower....an OCCUPIED tower.
 
Fortunately the Japanese sentry was peacefully sleeping and Markuson was able to quietly withdraw and warn his raiding party. The news from Markuson caused the men digging the placement for the explosive charge to continue their work more slowly and quietly. Suddenly, from less than 80 yards away, an express train was bearing down on them. The appearance was a surprise, it hadn't occurred to the crew during the planning or the miss! ion that there might be a night train.  When at last it passed, the brave but nervous sailors extracted themselves from the brush into which they had lept, to continue their task.  Twenty minutes later the holes had been dug and the explosives and batteries hidden beneath fresh soil.
 
During planning for the mission the saboteurs had been told that, with the explosives in place, all would retreat a safe distance while Hatfield made the final connection.  If the sailor who had once cracked walnuts on the railroad tracks slipped during this final, dangerous procedure, his would be the only life lost.  On this night it was the only order the saboteurs refused to obey, all of them peering anxiously over Hatfield's shoulder to make sure he did it right.  The men had come too far to be disappointed by a switch failure.
 
1:32 A.M.
   Watching from the deck of the Barb, Commander  Fluckey allowed himself a sigh of relief as he noticed the flashlight signal  from the beach announcing the departure of the shore party.  He had skillfully, and daringly, guided the Barb within 600 yards of the enemy beach. There was less than 6 feet of water beneath the sub's keel, but Fluckey wanted to be close in case trouble arose and a daring rescue of his saboteurs became necessary.
 
1:45 A.M.
   The two boats caring his saboteurs were only halfway back to the Barb when the sub's machine-gunner yelled, "CAPTAIN!  Another train is coming up the tracks!"  The Commander grabbed a megaphone and yelled through the night, "Paddle like the devil!", knowing full well that they wouldn't reach the Barb before the train hit the micro-switch.
 
1:47 A.M.
   The darkness was shattered by brilliant light and the roar of the explosion.  The boilers of the locomotive blew, shattered pieces of the engine blowing 200 feet into the air. Behind it the cars began to accordion into each other, bursting into flame and adding to the magnificent fireworks display.  Five minutes later the saboteurs were lifted to the deck by their exuberant comrades as the Barb turned to slip back to safer waters. Moving at only two knots, it would be a while before the Barb was into waters deep enough to allow it to submerge.  It was a moment to savor, the culmination of teamwork, ingenuity and daring by the Commander and all his crew.  "Lucky" Fluckey's voice came over the intercom.  "All hands below deck not absolutely needed to maneuver the ship have permission to come topside." He didn't have to repeat the invitation. Hatches sprang open as the proud sailors of the Barb gathered on her decks to proudly watch the distant fireworks display.  The Barb had "sunk" a Japanese TRAIN!
 
On August 2, 1945 the Barb arrived at Midway, her twelfth war patrol concluded. Meanwhile, United States military commanders had pondered the prospect of an armed assault on the Japanese homeland.  Military tacticians estimated such an invasion would cost more than a million American casualties.  Instead of such a costly armed offensive to end the war, on August 6th the B-29 bomber Enola Gay dropped a single atomic bomb on the city of Hiroshima, Japan.  A second such bomb, unleashed 4 days later on Nagasaki, Japan, caused Japan to agree to surrender terms on August 15th. On September 2, 1945 in Tokyo Harbor the documents ending the war in the Pacific were signed.
 
The story of the saboteurs of the U.S.S. Barb is one of those unique little known stories of World War II.  It becomes increasingly important when one realizes that the 8 sailors who blew up the train at near Kashiho, Japan conducted the ONLY GROUND COMBAT OPERATION on the Japanese "homeland" of World War II.  The eight saboteurs were: Paul Saunders, William Hatfield, Francis Sever, Lawrence Newland, Edward Klinglesmith, James Richard, John Markuson, and William  Walker.

WEBNOTE:
 
Eugene Benett Fluckey retired from the Navy as a Rear Admiral, and wears, in addition to his Medal of  Honor, FOUR Navy Crosses...a record of awards unmatched by any living American.  In 1992 his own history of the U.S.S. Barb was published in the award winning book, THUNDER BELOW. Over the past several years, proceeds from the sale of this exciting book have been used by Admiral Fluckey to provide free reunions for the men who served him aboard the Barb, and their wives.

NOTE: RADM Eugene Fluckey, the renowned skipper of the submarine BARB, died at 93 in early July 2007. 

Plans for Fort Ben Harrison

An Indianapolis firm has been hired to manage the final crucial stages in redeveloping Fort  Benjamin Harrison from a former military base to a bustling village at the heart of Lawrence.

Plans for the former installation at 56th Street and Lee Road include 1,000 more town homes and apartments, plus 100,000 square feet of offices and shops.

The Fort Harrison Reuse Authority said Tuesday 5 September 2006 that Browning Investments has been hired to complete the redevelopment, which began when the base was officially closed in 1995.

Planners envision a civic square and multistory buildings with the "New Urbanism" style in vogue in Carmel and other upscale communities across the country that are redeveloping their downtown districts.

It's a concept that developers said is already beginning to work for the former Fort Harrison on the Northeast side of Marion County.

Harrison by the Park LLC has renovated some of the 100-year-old military buildings into $200,000 condos and is planning construction next year on multi-story town homes with a higher price tag.

"People love living in a historic area with all the amenities," said Patrick Phillips, a managing member of the company.

Fort Harrison was a thriving military base before the closure and the abandoned buildings that followed gave it a negative property value of about $9 million. But the promise of a fresh start came within a year of the closure, when Fort Harrison was conveyed to the community for $6 million so redevelopment could begin.

Since then, about 1,750 of the 2,300 acres of the base have been turned into a state park and golf course. The remaining 550 acres were taken over by the Fort Harrison Reuse Authority.  So far, the authority has sold or redeveloped all but the last 115 acres, land destined to take on a village atmosphere.

In the past 11 years, the reuse agency has sold land for bank branches, pharmacies, a shopping center, restaurants and other businesses, including the Benjamin Harrison YMCA.

The authority says about $250 million has been invested. About 1,100 new jobs have been created -- roughly the same number of jobs lost when the fort was closed.

Ivy Tech Community College of Indiana has a large school building on the former base. There are nearly 1,000 new condos, town homes and apartments already built or created by remodeling old buildings, some of them selling for more than $300,000.

And the reuse agency has demolished and removed nearly 1 million square feet of old military structures.

Ehren T. Bingaman, executive director of the agency, said Tuesday that Browning Investments will help select private developers that will invest millions of dollars over several years in this last, large phase of redevelopment.

Browning will not buy any of the land or become a developer on the former base. The contract is still being completed, but the company will be paid on a fee basis for the services it offers.

"We'll help review the details in the master plan and then schedule a sequence for the projects and help select the developers who will actually implement the plan," said Dennis Dye, executive vice president of Browning.   Browning executives are scheduled to meet today with the Reuse Authority and others involved in the master plan. Then, a schedule and cost estimates will be prepared before developers and builders are asked to offer their proposals for available sites.   "Clearly by 2007, we'll begin to see the first phases and to realize the vision of where we want to go. I'd expect to see real development activities next year," Dye said.  Some concrete steps have already been taken to prepare for the final phases.  The old Hawley military hospital has been demolished to make way for a new commissary building. Brick walls for the massive new structure are going up.

Bingaman explained that the Reuse Authority expects to sell a $12 million bond issue within a month to pay for the new commissary and related expenses.  It's all part of a land swap so the authority can get 13 acres of prime land along 56th Street that will be in the heart of the new village center.  The old commissary and post exchange shop along 56th are still used by active, reserve and retired military members and their families to buy discounted goods.  The Army reportedly will forgive $3 million that the Reuse Authority still owes the federal government in connection with the conveyance of the property to the community in 1995. 

From the Indianapolis Star - 6 September 2006

Pay story from 2/94 Arty to the 101^st
by Dick DARCY, Jerry HEARD & Doug LAWHORN

Part I:                 

Dick DARCY says. “Jerry HEARD says it was interesting to read Chicks remarks. I just returned from the 40th anniversary reunion of the 2nd Bn, 94th Arty (175mm) with whom I served in Vietnam, 66-67.)

This item brought back a few memories.  On my second Vietnam tour (Nov '71-'72), I replaced Bob ADAMS as the Americal Division Finance Officer.  The Division at Chu Lai was standing down and I was to rename the DSSN the 196th Infantry Brigade (Sep).  The Brigade was reinforced with a Cavalry Squadron along with 3 line Infantry battalions, and a 105mm howitzer battalion at Camp Redhorse along with the standard support battalion and admin company into which the finance element was integrated.

On my first payday after Bob had left for Long Binh, the old man was hopping mad that A/2/94 Arty had not been paid.  The first answer to my question to the pay element was "who is A/2/94 Arty."

Background: the 2/94 Arty had been part of XXIV Corps Arty (which had stood down).  Rather than lose the capability of the "big guns," the battalion was attached to the 101st Abn Div at Phu Bai while Alpha Battery was detached and further reattached in direct support of the 196 IB.  Who knew?  (Brigade TOC of course, but they thought there was a pay fairy.)  And, more importantly, where were its PFRs?  (Remember, we were converting to JUMPS.) 
The old man didn't care about the details-just get them paid.

After some frantic calls, we determined the records were with the 101st.  Brigade aviation gave me a OH-6A Loach and a pilot and I flew to Phu Bai.  Long story, short--I found the records in a storage area of the finance office where, it appeared, were all of the battalion's finance records.  I think I had the foresight, but would not swear to it 35 years later, to bring a roster.  I grabbed what I believed to be Alpha's records, piled them on the Loach, and flew back over the Hai Van pass to DaNang (the Brigade was occupying the old III MAF Hq west of Freedom Hill).  To say that the records were in poor shape from being transferred from Corps support one month (a finance section), to Division support the next month, to Brigade support the following month, would be too kind.  Remember the USARV/MACV policy was that stand down units got 90 day drops and replacements came in from other units who stood down but whose members were not qualified for the drop.  The pay story of A/2/94 Arty is just a microcosm of the administrative mess Vietnam was in late '71 and and all of '72.  We got Alpha Battery paid but it took several months to get the pay in order and convert those that were still manual to JUMPS.  Our reward was to inherit Headquarters, Bravo, and Charlie Batteries from the 101st when the Division stood down in the spring of '72.  Now we had a Brigade of 6 line battalions (3 In, 2 Arty, and 1 Cav) all engaged.  And my finance troops wanted their drops, too.  I convinced the Brigade commander that there would be few finance replacements and that we should be the ones to turn out the lights.  He agreed and froze every 73C in the Admin Co.  Was I popular!  It was our good fortune to get stand down orders which took us out in June, '72.   Since I had 7 months in country, I was reassigned to the USARVCFAO in Long Binh with duty at Nha Trang...but that is another story.”  (Editor: I am posting this reflection because the youngster members of RAFINO have no clue what we went through in those days.  I understand that we still have problems when a Reserve or Guard unit is activated.  The problem seems to be that the two pay systems will not talk to each other.)

Part II:

Jerry HEARD adds to the story, “My Finance part of 2/94 Arty is even more complicated. When we arrived in-country in 1966, my Btry was assigned to 1st Marine Division and placed on the Marine pay system. We were paid off a pay list by a Marine Officer which allowed our guys to take some in cash, send some home, and let some stay on the books. It went fairly well except that when the Americal came in we were converted to the Army system and many of my guys had lots of money "on the books". We were forced to draw it all in cash and some of my guys had literally hundreds of extra cash on hand. But I converted to Finance after I returned and got it all straight (Ha HA)--ON the question of merging USAR/NG pay with active--I had a fit as Commandant in 90-92 because DFAS wouldn't listen to advice about merging the systems. But then it has only been 15 years!”

Part III:

Re:  Dick DARCY story in Bulletin dated 23 June 2006

Jerry HEARD story and comments dated 26 May and 23 June 2006

Doug LAWHORN continues the story about the return to the CONUS of the 101^st ABN and the part that I played in its Finance Office reconstruction.

But first a little background to set the stage for the comments. Like Dick I also shut down a Finance Office upon my departure from Nam. I returned from RVN in February 1971 and was assigned to the Finance Center under Col James STRINGER in the Quality Assurance Department.  The Department was in the middle of the JUMPS world wide conversion with the mission to help in the preparation of the Army military finance offices.  The travel time and distances were extensive and not conducive to any kind of home life after a year’s tour in RVN.  After implementation, a lot of the offices had trouble with the new system and how it worked.  General RICHARDS’ group in DC developed a model office concept which would provide the accuracy of input required for the computerized system.

Beginning in 1972, various teams were organized to again traverse the world wide offices to implement and assist in installing the proper organizational concept.  Information came in that the 101^st had a significant pay day problem.  We understood that after payday activities were so bad that the MP’s had to direct traffic and maintain order.  I am unsure of the exact date but around June 1972 the 101^st Commanding General came to the Center to ask General FAZAKERLEY for help. With advice and help from throughout the Center it was decided the team would consist of myself and Capt Al JOHANNSON. 

On our second try, we met General RICHARDS at Fort Campbell and had the initial meeting with the Commanding General and then a group meeting of the pertinent Commanders of the 101^st   for the purpose of introducing Al and myself and explaining our mission.  The Commanding General ordered full compliance and support for our team.

You would not believe the sight that welcomed us at the Finance Office.  As Dick had mentioned stand downs plus attachments and detachments in the latter days were chaotic.  Boxes of files were located everywhere in two different but side by side WW II barracks.  Some boxes were partially opened; others were still sealed and yet more were arriving daily by every mode of transportation available to the U.S. Army.  Firstly, there were no shelves or cabinets to store the records and secondly the personnel consisted of one very young Finance Captain and five (5) MOS 73C assigned to the office.  Why there were not more 73C made available I don’t know but the Commanding General knew that more personnel were necessary.  He ordered the AG to scan the complete Division and assign, to the Finance Office, every soldier that could add 2+2 and get the correct answer of 4 at least 3 times out of 5 tries.  This consisted of cooks, mechanics, clerks and even the General’s own personal driver.  It was a complete hodge-podge of backgrounds and experiences assembled with one mission.  What a mess from the beginning.

With the departure of General RICHARDS we assembled at the office.  Our first meeting with the troops was to introduce ourselves and outline the mission and the goals to be accomplished.  We briefly espoused the concepts of the model office and that the mission appeared to be a 24/7 job until the desired results were attained.  That was greeted with a very loud groan. Al took all the troops to initiate training in AR37-104 and the document flow and procedures of the new look of the office.  The Captain and I met, as per the CG’s guidance with the Division AG and the Post Engineer.  We quickly completed our coordination with the AG to outline and establish the rules of work between the two offices.  He agreed to cooperate to the fullest realizing that a lot of the problems had been generated from his end of the work effort.  The Post Engineer reviewed the set up of the two buildings and was ready with some recommendations.  The first order of business was shelf space.  After our explanation of the requirement for shelves, he recommended to build an A frame type with pocket shelves that could accommodate files on both sides.  He also recommended how to cordon off a section of the barracks to receive and secure the file room. Along with the training session Al had the troops secure and sort every loose piece of paper into strict alphabetical order.  Once done we had about 6 piles each about 12 inches tall.

In accordance with the QA checklist for all Finance Offices, the next day Al and I presented to the Captain a detailed sketch of how the office should be structured including each desk and chair. We assigned the 5 73C personnel as chief of the sections, i.e., Control, Pay, Quality Edit, Key Punch (part of Control) and Customer Service.  The Captain needed to insure control and comprehensive supervision of the Cash Section. The rest of that day and evening was spent setting up the physical office in accordance with the plan. This completed the second day in the office.

The next day we started with Block Tickets and flow of documents. This brought back memories of my days as a 2^nd Lt in the 3^rd Infantry Division receiving raw recruits off the bus to be made into soldiers. I remember so well the soldier we selected to receive and handle the flow of documents through out the office.  He was about 6’3”, all raw bone and muscle and almost had to turn sideways to fit through the doors but a very intense and at the same time nice guy. He was overwhelmed by the 6 piles of documents that were on the front part of his desk.  He desperately wanted to start with those piles.  My guidance to him was; that most of them had probably already been processed via a pay complaint and would force him to continue behind schedule.  He was to find a brick or concrete block and place on top of the 6 piles and not touch them until he had some spare time on any day after completion of the current days work.  As of that moment we were up to date and current and processed only those documents that came in that day.  We secured a date time punch clock to accurately record the initial time of receipt in the Finance Office to stop any arguments.  Any order over 3 days old prior to reaching the office was questioned.

The 3 main processing sections were located on the upstairs of each building to eliminate any access to the public.  This caused some flow problems due to going down stairs in one building and back upstairs in the other.  Time consuming and accident prone, i.e., dropping records. Amazing before the end of the week the Post Engineer delivered the shelves.  They were made of hard wood, sanded down and varnished.  He had installed wheels on them which I initially rejected but he showed me that they had locks to hold them steady and then later it was a good thing because we did want to move them out in the bay so that more people could help get all the initial filing done.  At that point I mentioned to the Post Engineer that the stairs was a problem and why.  He agreed and indicated that what he would do is knock a hole in the top floor of each building and build a covered walkway in between. What support.  This was done in one week.  Then we needed something to move all the block tickets around.  The Commissary was replacing their shopping carts so we grabbed some and two of the light armor mechanics took them and in one day had them running as smooth as a brand new one. With the walkway and the carts identified problems were solved and/or reduced.

The CG had promised to give me a month prior to his review of progress.  Most of us old timers know how that goes.  At the end of 3 weeks he showed up via helicopter to get a walk through. No problem but for all of those who have spent any of the summer months in Fort Campbell you know it is hotter than blue blazes. All the windows were open to get any breeze that might blow through.  When we were at my document initiator with a lot of loose documents lying around, a puff of wind blew up or wind from the helicopter blades caused them to blow out in all directions.  The soldiers immediately jumped up to try to secure them.  The CG thought this was a problem and indicated that he would talk to the Post Engineer about air conditioning the two barracks. Great. 

Payday was approaching, so Al and I took that opportunity to go back to the Center for some R & R.  Prior, to that we had a meeting with the CG, Chief of Staff, AG and the Division CSM. It was agreed and so ordered that there would be no pay complaints as normal.  For those soldiers that received zero pay, they were to address the matter with their 1^st Sgt and then depending on the apparent reason for the zero amounts the 1^st Sgt was to escort (not send) the individual soldier(s) to the appropriate office for resolution and action, be it AG or Finance.  It had to be an emergency to be considered. Payday was considered a success despite all the incidents along the way.

Upon our return, my document initiator was the most joyous individual I think I had ever encountered.  He came running up to me with two block tickets (about 10 each records) indicating that they were both totally off the first old pile.  He was not to review and take action but process as any other transaction under control of block tickets. During the next two weeks you could see the office evolve into a smooth working team such as the old Boston Celtics.  The hours had been horrendous from 7 AM to around 10 PM each and everyday. Some of the non married types were using mattresses to sleep in the office.  They would only go to their own barracks to get a shower, shave and get a new clean set of clothes. We almost had to call in the MP’s again but this time it was to keep the stampeding wives, girl friends and other family members from storming the office. This team, for the past 6 weeks, had done nothing but work except to eat at the mess hall, go to the chapel on Sunday morning and grab whatever sleep they could steal.

At this point in time, the Post Engineer completed the air conditioning and what a God send. Also the office had received another Finance Corps officer as a deputy and two Finance NCOs.   So, two weekends prior to the next payday, I told the Captain that it was time to be a complete normal group again.  We started ending the day around 5 PM. We set up a picnic on Saturday.  The NCO went to Special Services and secured Softball equipment, volley ball set, horse shoes and other games to play.  The mess hall Sgt was contacted about feeding the crowd and he indicated that he had a scheduled drill for bivouac service so he said he would set it up for us.  There was a very large field behind the office so we settled on that location.  It was an ordered formation for the troops and they were to escort their complete family as well.  All came with the children playing drop the handkerchief, ran races and otherwise worked off a lot of energy.  At 5 PM we all stood Retreat after a very successful afternoon of fun and games.  Everybody appeared pleased. Payday problems after all this seemed to be nothing more than what could be expected normally.

The camaraderie and cohesiveness brought together was awesome to be part of and to see develop almost in front of your eyes. This group became the Finance Section and I think speaks volumes as to why our Corps is so well thought of through-out the Army.  Once the permanent 73C PMOS types started to arrive, most of the soldiers did not want to leave the section.  Of course the support directed by the CG and the Division Staff and the Post personnel was outstanding.

The Team’s ability to accomplish all this would not have been possible without the support and help from all the people who operated the JUMPS system at the Center.  My every call was done almost immediately to the point that I had to be careful for what I asked. I must respectfully recognize especially the support of General Dick FAZAKERLEY, Col Jim STRINGER and Col Ralph DIXON.

Years of Army Experience

By COL Paul G. LAIRD

Introduction by the author. “My purpose in writing this is to give my deepest thanks to those unselfish members who give their time and skills to keep us abreast of our many members present and past.  It has given me immense joy.  A part of me dies when one of our group dies or is in great pain.  I send my very best to each of you who remain.  I would like to share a few of the interesting experiences, in the first person, that I faced during my years of service.”

I grew up during WWI in an area where patriotism was a common thing—a coal and steel area south of Pittsburgh, PA.  It was thrilling to hear the Veterans’ stories (my first passion was for Army service), and I soon entered the Army Reserve Citizens Military Training Corps for Field Artillery training with the 6^th FA Horse drawn French 75 howitzers.  My second passion was the steam train.  I fell in love with the trains passing our street on the river.

Commissioned as a 2^nd LT in the FA reserve Corps in 1939, I was early to active duty, this time with a 155 Long Tom Regiment.  As our regiment was slowly staging for overseas I was sent to Brooks Field, Texas to obtain my combat A/O wings.  While in flight training my unit filled up to strength and went to England.  I was returned to the III Corps Area for reassignment and then drafted to the Fort Jackson Disbursing Office where I soon found my career nitch and I have never looked back

I went by rail to White Horse, Yukon Territory then to their Sub Port of Embarkation, Prince Rupert, B. C. – a paradise and a staging area for the Far East.

Later in the Office Chief of Finance I assisted in the early use of punch card checks and the introduction of addressograph plates for a new pay system.  I also assisted in Department of Army, Comptroller of Army with the new management system; the 13 primary programs.  Our situation room became the Department of Army Korean War Room where I served as briefer.

I was the troop ship commander for 27 days for the trip to Trieste with one rape and one suicide en route.  Upon arrival I discovered that I was to leave for western Italy to run a dependent evacuation center for 3 months.  Upon return to Trieste I became Comptroller AMG to handle the final stages of the Marshall Plan Fund.  Later when Trieste was returned to Italy I went to Hq. EUCOM.

When I reported to the Chief of Staff he remarked, “I hope you have a head on your shoulders, I haven’t seen one yet who did from your branch.”  As a junior member of a Defense Comptroller Team studying NATO country capabilities it soon became clear that they only used me for taking care of liquor and baggage.  I balked and complained until I was relieved and sent down to the Finance Office to get me “hands dirty”.  I did get my hands dirty but finally learned a new Army accounting system with the wonderful and knowledgeable guidance of Earl ALBERS, Jim SHROYER and many others. 

I learned by doing, however that is only partly true.  The bigger truth is that I learned from my colleagues, junior and senior military and civilians, young and old.  I remember a truly exceptional FC Officer, Forrest McKEON, who carried the always famous Rome Finance Office on his capable shoulders to new heights of respect and service.  He did it all with meager staff and innovation.  He was a real joy to know.

Ever in my mind is the splendid performance of Frank SCHOEN who traveled as my eyes and ears to wherever we were supporting Vietnam troop units without a bit of fear.

Oh yes, one more strange encounter.  I was the Eighth Logistics Command briefer.  On one occasion as I was briefing a 3 Star Logistics General he broke in and said, “Don’t give me this shit, I’m a 3 Star General and know more about logistics than anyone, you especially.

While with AMC at T-7 I was project officer for the PEMAR system.  It had problems and the only Commodity Command achieving a viable system was the Missile Command.  GAO praised that command and said that all else was a flop.

I retired early thinking that I had the inside track for the budget position of the Food Agriculture Organization in Rome.  I had to be retired and in Rome to be considered.  I was there but the FAO Comptroller refused to interview me.  After floundering around for a year or so I finally went to Iran with the Computer Sciences Corporation to work on a financial management system that never had a chance after the coup. 

My wife Paola and I returned to Italy after she lost most of her pancreas from an infected water virus.  She now has Alzheimer’s Disease, a deadly companion to her diabetes. 

I am an unlikely person to live in Italy.  I don’t like sea sports, I don’t ski and I don’t like Italian cultural events.  But Italy has been most kind in giving our military retirees health care and support.  Italy is a generous nation.  It is a lively democracy with more than 40 political parties, 330 senators plus 30 senators for life.  There are almost 600 in the chamber.  Discussions are always lively and they even come to blows at times.  My living here even aroused a jibe back in my Pennsylvania hometown.  To wit: “Isn’t America good enough for you?”

In recent years I was a passenger in a car on the Autostrada when the driver fell asleep.  It took them 2 hours to cut me out of the car and I spent two months in the hospital.  I suffered an aneurysm from the seat belt, broken back, broken hip and ribs.  I am barely able to walk, buttons are awful and folding a newspaper is a problem.  What can I expect at 86 years.  My mind is still clear and memories are vivid.  I wouldn’t change a day of my life.

Thanks to all of the FC friends for the joy of being one of you.

Report from Kabul, Afghanistan – COL Sam YOUNG

(Editor: This article contains only a small part of what COL Sam Young and his staff are doing.)
COL YOUNG begins with, this has been a very busy day, 24 January 2004, with potential for great things to happen with the Afghan National Army in my functional area.  Naturally it deals with money. 

(1)       The Afghan Ministry of Defense (MoD) leadership has not yet accepted the idea it will sometime in the near future have to start paying the salaries of its soldiers which the U.S. is now paying.  They have surplus year end money which, after purchasing the things they need, can still pay two months of a percentage of the soldier's salaries (exactly what the U.S. leadership has unsuccessfully sought).  The MoD does not want to give any money back to the Ministry of Finance.  I tentatively secured approval for the MoD to start paying some of the salaries.

(2)      The new leadership of the MoD and the General Staff has identified computer requirements which they want the U.S. to buy (there are very few computers in the MoD).  I showed them they could use some of their year end surplus to purchase the computers themselves.  They agreed! 

(3)      The culture here in the military is the officers and their families are provided for, the enlisted soldiers are not.  I was asked to agree the Medical budget which the Finance Director and the other key leaders felt was to low.  I told them I could not do that as I did not know their applicable laws, did not know the details behind their medical requirements, and only could see what was on the sheet they gave me (officers & their families health care provided, enlisted soldiers their's are not).  I asked them to consider changing the law or policy, whichever applied, to allow the enlisted soldier's families to receive health care.  I explained my reasoning which they agreed with (conscripted vs non-conscripted).  Now we need to work to make that happen. 

Today a U.S. Army Reserve Finance Lieutenant Colonel arrived for from 3-6 months temporary duty to work a military pay issue.  Although she does not work for me, she works with me.  I am asking that she work all military pay issues for the Afghan military which will take a "Sam deferred" load off of me.  That will happen!

I also have a newly arrived MPRI contracted RM retired Army Lieutenant Colonel working for me.  He is starting to teach some classes and work the automation requirements in the finance offices of the military and to place the Ministry of Finance automated funds management system in the MoD (1st Ministry to receive it - again my initiative).And there is another MPRI RM type on his way here to assist me in the budget area.

I am excited about the way this is going and what I am getting to do.