Northwest Public Television | Tyler_William
Robert Bauman: Now you can give it right back to her?
William Tyler: Yeah, I plan on it.
Man One: Exactly. All right, get this off your face there.
Bauman: Does your daughter live here in Richland?
Tyler: She lives right across the street from me.
Bauman: Oh, does she? Oh, there you go. Well, you can really give it to her then. [LAUGHTER] She can't avoid you.
Tyler: Well in fact, we work together at HAMMER.
Man one: I’m rolling.
Bauman: All right. Well I think we're ready to get started. So let's start by having you say your name and also spell it for us.
Tyler: My name is William T. Tyler. W-I-L-L-I-A-M, T, T-Y-L-E-R.
Bauman: And you go by Bill?
Tyler: Bill, yeah.
Bauman: All right. And today's date is August 28th of 2013. And we're conducting this interview on the campus of Washington State University, Tri-Cities. So let's start, if we can, by maybe having you talk about what brought you to the area. When did you come to work at Hanford, and what brought you here?
Tyler: We came out here on vacation from Oklahoma in 1947 to see my dad's brothers and sisters. And we were going to stay for a week or so. And my dad applied for a job here and got it, and we stayed. I thought it was the end of the world. This was not a pretty place in 1947. But I went in the Navy in 1950, got into the nuclear program and came out here in 1955. Went to work at Hanford. Worked as an HPT until '82, I believe. And then I went into management in health physics.
Bauman: So HPT, you mean health physics technician. Is that was HPT is?
Tyler: Uh-huh. Sorry.
Bauman: That's okay. So how old were in 1947 when you came on vacation?
Tyler: I think I was 15.
Bauman: Okay. What sort of job did your father get?
Tyler: He worked in transportation.
Bauman: And you already had aunts and uncles who came here?
Tyler: Yeah.
Bauman: So you said you thought this was the end of the world. What do you mean by that? What are your first impressions of the place?
Tyler: [LAUGHTER] Well, my first impression is we got here July the 5th. And my aunt and uncle had a little cafe on downtown Kennewick, on Kennewick Avenue. And it was about 104 degrees out. And we were driving down the street looking for it. And my dad says, man, I wouldn't live here if it's the last place in the world. And back then there was not a lot of trees. There was in Kennewick, and a few in Richland. But every time the wind blew, it was dusty and the tumbleweeds flew, and a lot of dust storms. In fact, they call them termination winds. Because everything was booming out in Hanford and every time the wind blew, people didn't like that and they'd just pick up and quit. So they called it termination winds.
Bauman: Do you know when your aunt and uncles came here?
Tyler: My aunt was born here in Kennewick. My uncle came out here in '37, '38, somewhere along that area.
Bauman: Oh, okay, so you'd had relatives here before the Hanford site.
Tyler: Oh yeah.
Bauman: And so when your family first came in 1947 and you dad got the job and stayed here, where did you live?
Tyler: We lived in Kennewick for a year. And then we got a house in Richland in 1948 at 635 Basswood.
Bauman: That was a government home then?
Tyler: Uh-huh. It was ranch house. And we moved in Thanksgiving Day of '48. And my future wife moved in next door the same day. I didn't know that was my future wife, but it turned out to be. And I still live on Basswood. Different house, but--
Bauman: So did you go to high school here then?
Tyler: I went to Kennewick. I started in Kennewick because that's where we lived and I didn't want to transfer. So I rode the intercity bus every day to Kennewick and back. I graduated in 1950 and then somebody in Washington wanted me to join their services. [LAUGHTER]
Bauman: So how would you describe, outside of your first impression, how would you describe the community of Richland in late '40s, early 1950s?
Tyler: It actually—it was a very good place to live. I didn't realize it at the time. It was smaller, much smaller--probably 5,000 people in each of the cities. It was a good place to live if you could ignore the wind blowing and the dust storms and that sort of thing. But it kind of grows on you. I know I wouldn't live anywhere else.
Bauman: In those early years when you were here in the '40s and '50s, do you remember any particular community events that stand out in your mind?
Tyler: Yeah, Atomic Frontier Days, the Grape Festival in Kennewick, and then the fair. Nothing big or spectacular, but it was something to do.
Bauman: Can you describe Atomic Frontier Days a little bit? What sorts of things--
Tyler: Well, normally they had a queen and a parade of course. And it was just kind of a—I don't know how--just a parade and kind of a get together type thing for the people that lived here.
Bauman: So let's talk about your work a little bit now. You said you started working in '55.
Tyler: ’55.
Bauman: So can you talk about who you worked for at time and a little bit more detail about what sorts of work you did? What area of the Hanford site you worked in?
Tyler: Okay, I started February the 22nd, 1955. And my first work assignment was 200 West Area tank farms. And then I went up to the REDOX facility which was a separations facility. A couple months later, then I went to U Plant. And then I went to T Plant, which were all separation facilities. And then I went over to PUREX in December of 1955. That was prior to startup. We started up our first spiked run was I think March or April of '56. And I worked there until '62 I believe. When I worked there, we also was switched with the 100 Area HPTs, or RCTs, or radiation monitors for exposure reasons. Because they got a lot more exposure than we did, so we would switch with them. And I got to work in all the 100 Area reactors except N when they were running, and some of the 300 Area.
Bauman: So just about everywhere?
Tyler: Yeah, I worked basically in every facility out here except 234-5.
Bauman: And so was GE the contractor? What contractor did you work for?
Tyler: GE. They were the prime contractor. And they left here in '66 I believe. Then Rockwell and Westinghouse and Fluor Daniel and MSA.
Bauman: So as a health physics technician, what exactly did that mean? What sorts of things did you do on a daily basis?
Tyler: Well as you know, there was a lot of contamination, radiation. And our job was to set the dose rates if people were going into a radiation area. We would go in, set the dose rates, stay with them. Got to make sure that the dose rates didn't increase while they were in there. We surveyed them out when they were done with the GMs and alpha detectors to make sure they didn't take any contamination home with them. And that was our prime responsibility. We maintain control of personnel exposure rates and their contamination, if they had any, and made sure that everything was as clean as we could get it. That's the short and sweet version.
Bauman: Yeah. And you did that, obviously, at all these different areas you worked at on the site?
Tyler: Everywhere, inside, outside, burial grounds.
Bauman: Were there ever any incidents while you were doing this where people did have excessive exposure or anything along those lines?
Tyler: Yeah, there was a lot of them. When GE came here--well, they were the prime contractor. Back in those days, you really couldn't talk about your job. You could say that you worked at Hanford and that was pretty much it. But yes, there was a lot of good memories and bad memories. Some really high exposure rates almost on a daily basis, because everything was running. And what will go wrong probably does. And it was very interesting work. It was something different every day. It's the kind of job that you look forward to doing and working. I did. I really enjoyed it.
Bauman: So what was the process or procedure if someone had an overexposure?
Tyler: Well, you had your dosimetry, which—Battelle read that. So you know what they got. And that's the record that's with you forever. At that time I think we worked--[PHONE RINGING] Shit. We worked under a 50 millirem per day limits, or 300 a week. And sometimes you would exceed that. But we were issued dosimetry everyday when we came to work. And you had a film badge which was read I think once a month. But they kept a running record of your exposure. That's why when we, when 100 Area radiation monitor--[PHONE RINGING] Hello. Can I call you back, Ian? Okay, thanks. Sorry. I don't know how to turn it off.
Bauman: So we're talking about the dosimeter--
Tyler: Yeah, they kept records of all your exposures. And then every month they would send you a copy or let you know what it was. But if before the end of the year was out, if you were running short of exposure, then they would transfer people--particularly the radiation monitors--to different areas. And they what they were doing was using our exposure instead of--and letting their people cool down a little bit. It was just a way of equalizing the dose rates to the personnel. And it worked good in theory. And there was some--and I probably shouldn't say this—but there was some little minor ripples in the water, because people accused the other people of hanging back and now I got to come save you, that sort of thing. But it was all in fun. Everybody knew how serious the job was. And that was just part of their job.
Bauman: And so how long did you work as a health physics technician then?
Tyler: I think until 1982 and I went into management in health physics. At that time, they called us managers. And I was the manager of East tank farms until 1988. And then I transferred over to the West Area environmental group and took that over. My responsibilities were all of the outside radiation contamination areas. Burial sites. '89 I retired. Came back three months later and went to work in the environmental restoration part-time. And I did that until 1995. And then when Bechtel came in, I left there and went back to health physics side and become a evaluator at HAMMER for radiation protection, which I still do.
Bauman: So you still work for--
Tyler: Two to three days a week.
Bauman: So you mentioned earlier the sort of secrecy of some aspects of Hanford. Obviously secrecy, security were a very important part of. I wonder if you could discuss that at all, any ways that impacted your work?
Tyler: GE had a very rigid plan of how they wanted things to go. And security of course was top secret. If you went—and a few people did--they go down and have a beer at the bar and they get to talking. And you never know who you're talking to you. And there was cases where people didn't have a job the next morning. Because security would overhear them. And you were pretty much done. So people didn't talk about their job. They didn't even talk about it with their family. Security was very strict. When you—well, for instance, when you go to work in the morning or if you're on shifts, same thing. You would catch the bus at the bus lot. Get on the bus, go through the barricade at the Y. If I was going to PUREX, we'd go up, pull in to the front gate of PUREX. You'd get out, off the bus. Go through the badge house. Pick up your dosimetry. Go out. Get back on the bus. The bus would pull inside the gate. Get back on the bus. Go down to PUREX. Get off the bus. Go through their badge house. And they would check your lunch bucket and all that. And then go into the building. And then in the evening, just reverse that process and back out again. So they were very strict. If you drove your car, you could not drive it past the main gate of East Area. You parked outside. And when you could drive inside, security would check the glovebox and the trunk and whatever was in the car. So it was very regimented.
Bauman: I wanted to ask you about, in 1963 President Kennedy visited for the opening of the N reactor. I wondered if you were there and have any memories of that event at all?
Tyler: I was not there because I was on shift at that day, or I probably would have been.
Bauman: Mm-hm. Obviously, one of things that happened with Hanford is the shift from focus on production to focus on clean up. And I wonder if that shift impacted your work in any way?
Tyler: Yes. Like I said before, I was the manager of East tank farms. And my office was at Semi Works, which is in 200 East Area, which was a pilot plant for PUREX. Semi Works was running. We were doing strontium cesium runs. But then when the edict came out that we were going to phase out and clean up, one of the first facilities--well I think it was the first facility—that we started tearing down was Semi Works. And D&D did the work. But we shut it all down and demolished the building and just imploded it in place. Built a dirt berm over it, cleaned it up. Most of the cells and the tanks are still in place, but they're full of grout. And then there's concrete over it. And what we did was tear down—this was approximately a three-story building with three stories underground. So when we tore down the building—it had a lot of piping and columns—we tore down the building and left the west wall standing. And we filled everything we could get inside like the basement and concreted it in place. And then we undercut the west wall. And this is probably four foot thick. And got a couple of Caterpillars and chains and hooked it over the top of the west wall. Pulled it down over like a lid. And then dirt berm over it, and there it is. And the stack that was there—the exhaust, the big stack—they imploded that and laid her right alongside the building. One guy did that. We deconned it first, and he came in, and a dynamite expert told us where we was going to put the stack and put a stick out on the end in the ground like they do now on the TV. And laid that stack right down on that stick, all by himself. [LAUGHTER]
Bauman: So that definitely did make for significant changes then, the shift from production?
Tyler: Very significant, because that was kind of pilot test for all the other anticipated deconning and decommissioning they we're going to do, which is still going on.
Bauman: Let's shift now and talk a little bit about HAPO. I wonder--I know you've been involved with them quite often. I wonder if you can talk about your involvement when you became involved in HAPO and how that came about?
Tyler: Well let's see. First, HAPO was a GE acronym which stands for Hanford Atomic Products Operations, which was the name of GE's part of this. GESA, which is another credit union down the street, was the General Electric Supervisors Association. GE was very particular about their managers or supervisors were a step above the blue collar worker. And I think they still maintain that. If you were a supervisor, it's white shirt and tie. And you don't fraternize with--So when the credit committee wanted to get started, that's the name they chose, just HAPO. And it's '53. And I was looking at one of the early--the record book. And I think there's five or six of the charter members of the first—that I worked with that were radiation monitors just like I was. But I never joined HAPO until my wife was--she likes C First. And I never joined HAPO until I think '71. And then a friend of mine that I worked with talked me into getting on the committee that approved loans, credit committee, which I did. And then I got invited later to go on the board of directors and got voted in and been there ever since. I really enjoyed it. It's a great credit union.
Bauman: So is it the board of directors then, primarily is it either current or former Hanford employees?
Tyler: No. It used to be when we were federal, you had to work out here to join HAPO. And then they relinquished or changed the bylaws so that anybody could join HAPO. If you give them $5 and signed up, you were a member for life. But initially it was you had to work here to join.
Bauman: And you said you didn't join until '71. What led you to decide to join at that point?
Tyler: The guy I carpool with, one of them, convinced me that I should do that. [LAUGHTER] And I didn't like C First. I never did like C First. But my wife liked them because you got at the end of the month, you got all of your checks back. And she liked that. But I joined HAPO and started my own checking account. And then she finally joined shortly after I did. And now the rest is history. [LAUGHTER]
Bauman: So, I know you weren't part of the formation of the credit union. But I wonder if you can talk about it a little more? If you know more, were the employee unions at Hanford involved in the credit union, establishing that?
Tyler: Yes.
Bauman: And anything you can talk about that?
Tyler: Helen Van Patten was one. GESA started it first. And then the blue collars said well, we got to have one of those. The first store was down by the Spudnut Shop. I think we had one or two employees. And everything was in a ledger, handwritten. Joe Blow borrowed $25. It was very basic. But fortunately, it kept growing and membership increased.
Bauman: So the unions saw it as a way to provide credit union opportunities--
Tyler: Right.
Bauman:--for blue collar workers or laborers or whatever? Okay. So I want to—going back to your work at Hanford, what are some of the more challenging aspects of your work, and maybe some more rewarding aspects of your work?
Tyler: That’s a good question. Probably one of the most challenging was the responsibility when you're out on a hot job where the contamination levels are great and the radiation levels are great, and you have a whole crew of people. It challenges you to--it's always in the back of your mind that something's going to happen and I'm not going to see it, or I'm not going to catch it. And somebody's going to get overexposed. And that's always in the back of your mind. Because--and I have to beat my own drum here for a bit—radiation monitoring and health physics now, whatever they are, it's a very challenging job. You're responsible for--you're taking care of people. And they trust you. And they expect you to look out for them. And it's a lot of responsibility, but most everybody accepts that gladly, because they know how important it is. Because you're responsible for--you could get somebody really overexposed, and who knows what the consequences are? As far as rewards for that, I think is the satisfaction of when the job is done, that you knew you did your best job. Nobody got hurt. Nobody got overexposed. Nobody got contaminated. And the job got done.
Bauman: Were there any events or incidents or anything, sort of unique things that happened during your time working at Hanford that sort of really stands out to you?
Tyler: When I first hired in, like I said, I went to REDOX. One of the problems they had shortly before I got here was they had a ruthenium—they ran some ruthenium and they played it out in the stack. And then it broke loose. And it kind of went out in the desert and on the ground. And you had ruthenium chunks of—it looked like white paper that built up on the inside the stack and then finally broke loose and fluttered out and went everywhere. And one of my first jobs with a GM and a walking stick was walking out through the desert and finding these things. Little specks, big specks, didn't have any trouble finding them. [LAUGHTER] They were very hot. And I remember we used the KOA cans from T Plant, which were little round cans, metal cans about that big around, about this high with a snap-on lid. And that's what we put them in, with dirt for shielding. And then buried them. But there's been a lot of incidents of hot burials from PUREX. I remember some where we used a burial string. We used a locomotive, a whole bunch of flat cars. And then at that time, they'd build big wooden boxes. And I recall one big one that had enough lumber in it to build two B houses. Huge—it sat on two flat cars. And we put it in, and we took readings over the top of the tunnel as it went out of the tunnel towards the burial ground. And it read greater than 500 R. And as you know, 500 R for an hour is a lethal dose rate to 50% of the people, 60%. And then you go down the railroad track behind B Plant, pull it across the highway which patrol barricaded the road. So you pull the string across the road and then back it into the burial ground. And then you had to sink—this box was built on skids. And a big long steel cable lay on another flat car, three or four flat cars away from it. So you would pull that. And you would pull it down into a burial trench. And the Cat would be down there ready. And the train would back up and they would grab that cable, put the eye on. Hook it to the Cat. And then the Cat skinner would pull the cable off. And the train would move up until the boxes sit here and the cables here. And the Cat's down here pulling. And then we'd get up to the--and there was a dock where you could slide it off. And you would turn that box and pull it in. Pull it down into the trench, down to the other end, wherever you wanted it. Unhook the Cat. Leave it. Pull the Cat out. And then they would backfill that box. And that's the way they did the burials. And it worked great except when the box collapsed unexpectedly.
Bauman: Then not so great.
Tyler: Yeah, that's not a good--that happened once or twice.
Bauman: During your years working out there, were you ever concerned about your own safety, health, protection, in any way?
Tyler: Well as stupid as it may sound, no. I never was. Because I always figured I knew what I was doing. And I received some very good training in the Navy, which helped. But I never worried about it. I always trusted me.
Bauman: Were you a member of a union when you were working at Hanford? And what union was that? And I guess, what sort of relationship did the union have with management here at Hanford during the time you were here?
Tyler: Good and bad. [LAUGHTER] I used to be chief steward for the radiation monitors. I went through two negotiations. And after the last one, I decided I didn't want any more of that. Chief steward's a thankless job, but somebody's got to do it.
Bauman: What does that mean exactly? What—chief steward--
Tyler: Well, you're the union rep plant wide for all of the HPTs. And I had this grandiose idea that I could just change everything. It's a great idea, but it doesn't work. It's a job that somebody has to do. And it's a job that is thankless. Because somebody's always mad at you. Whatever you do, in some of the people's eyes, you could always do better. And it's just not a good job. [LAUGHTER] But I enjoyed it. You learn a lot. And you learn both sides of the fence--how the company thinks and how the union thinks. And then you try and compromise.
Bauman: Were there ever any times you were here where there was a strike or any sort of--
Tyler: Two--'66 and '76.
Bauman: And were those sort of across the site?
Tyler: Yep. And in '66, after we settled the '66 strike, GE left.
Bauman: Was that one of the reasons they left?
Tyler: Yeah, well, they had planned to leave. And then that's when--because when GE was here, they were the only contractor. And then when they left, they kind of broke it up into the 200 Areas and the 100 Areas. And it's always been different contractors, not just one prime contractor.
Bauman: Do you remember what some of the key issues were in '66 and '76 in terms of--
Tyler: Wages. Wages were always the key issue. Well, I take that back. '66 or '76 was, they were going to do away with the buses. And that was a key issue for everybody. It didn't happen, but it was a--that was when they spent all the money redoing the bus lot. And then a couple years later, they did away with the buses anyway. But we did get air conditioned buses. Before we had old buses, the old green buses. Well like the ones sitting down at--
Bauman: The CREHST Museum?
Tyler: Yeah. Those were some of the newer ones. The older ones were international buses that looked like a truck. Cold in the winter and hot in the summer. But they worked. When they did away with the buses, see, that did away with a lot of jobs in the bus lot. Maintenance, everything there, which was a lot of people.
Bauman: So part of that was about jobs and issues of transportation?
Tyler: Mm-hmm.
Bauman: Anything I haven't asked you about that you'd like to talk about or that you think we should talk about?
Tyler: Well, we've covered pretty much every--well, we've covered pretty much everything I think. I don't really know what you're looking for.
Bauman: Just your experience. That's why I wonder if there's something that you experienced some event or something that I haven't asked you about yet that you think would be important to—
Tyler: Well. When I retired, I took the first early out and then got bored to death and came back. When I was in the environmental group in West Area, a good friend of mine was an environmental manager outside the site. But he talked me into coming back part time and become a waste shipper and a waste handler. Which was--I'd never done it. I knew what it was. But I finally relented. I enjoyed it. It's entirely different. Because I was kind of burned out on radiation protection, and I wanted to do something different. Didn't want to retire, but I wanted to do something different. So I went to the classes and become a certified waste shipper and a waste handler. And we took care of all of the sites outside of 200 East, 200 West. All the burial sites, all the drilling sides, the river, pretty much everything. And it was very interesting. Until '95, when I decided I didn't like the contractor. [LAUGHTER] And I went back to health physics.
Bauman: Most of the students I teach now were born after the Cold War ended. Obviously most of your career, the Cold War was going on during most of the time you were working at Hanford. So I'm wondering what you think would be important for young people today and people in future generations to know about working at Hanford during the Cold War?
Tyler: I'm trying to remember. We had the strike in '66. And there was almost another strike four or five years later. In fact midnight was the deadline when we were supposed to go on strike. And at 11:30, we got a notification that the President had put a stop to the strike because of the situation with the Cold War thing. And I think that's the first and the last time that ever happened. But as far as--
Bauman: So then about 1970 or so?
Tyler: Early, yeah, '71 or '72 maybe. No, it was before that, because I was still on shift. It was probably '68, '69 maybe. But as far as the Cold War, it's still going on in different forms—my personal opinion. You look back at history--and I've lived through a lot of it--nothing has really changed. Like what's going on now, and the Bible says there'll be war and rumors of war. And that's correct. Because whatever our President does—whatever he does is going to be wrong in a lot of people's eyes. It's kind of like if you don't do it, you should have. And if you do do it, you shouldn't have. [LAUGHTER] It's a different type of cold war. Instead of—we used to worry about Russia. And I'm not too sure that—maybe we should still be worrying about Russia and a lot of other countries that--Things have changed. But they haven't—the basic things that caused the Cold War hasn't changed. There's all kind of weapons. I don't know.
Bauman: All right. I think that's all the questions I have for you.
Tyler: Okay.
Bauman: I want to thank you for coming in today.
Tyler: Thank you for having me.
Bauman: Pleasure to talk to you.
Tyler: Good.
Robert Franklin: And do you like to go by Robert or by Bob?
Robert Parr: Bob.
Franklin: Okay—
Parr: If I get going too far, Robert is usually a buzzword that causes me to refocus.
Franklin: Okay. We will have to put out your full legal name when we introduce you.
Parr: Okay.
Franklin: But then I’ll refer to you as Bob from then on.
Parr: Yeah, okay.
Franklin: Okay, you ready Victor?
Victor Vargas: Yeah.
Franklin: Okay. My name is Robert Franklin. I’m conducting an oral history interview with Robert James Parr on November 17th, 2016. The interview is being conducted on the campus of Washington State University Tri-Cities. I will be talking with Bob about his experiences working at the Hanford Site. And for the record, can you state and spell your name?
Parr: My last name is spelled Parr, P-A-R-R. My first name is Robert, R-O-B-E-R-T. My middle name is James, J-A-M-E-S.
Franklin: Great, thank you. Thanks, Bob. So tell me how and why you came to the area to work at Hanford.
Parr: I graduated from WSU itself in 1973 with a degree in police science and administration.
Franklin: In Pullman.
Parr: Pullman, the big campus. And after I graduated, I went into work into law enforcement. I ended up in the late ‘70s working for the State of Washington State Liquor Control Board, long before cannabis, as an enforcement officer. It was a good agency, both regulatory and criminal enforcement. So it was—no day was the same. But when I looked at it, the pay and benefits weren’t what I thought they would be. And then I noticed—I saw an ad in I believe it was either the Seattle Times or Seattle Post Intelligencer that Atlantic Richfield Hanford—ARCO—was looking for people to work for them in their uniformed security group called the Hanford Patrol. So I checked it out, and I found out that their pay was much better than I was working for the state. So I went and interviewed with them at a hotel—I think it was the Doubletree, or is the Doubletree now at Southcenter in Renton, Washington. So I did the interview, and I noticed that everyone else being interviewed, we were all ex-military or law enforcement. So I took the interview, and then they offered me a job. I had previously applied with ARCO, and of course at that time the transition occurred, so it was now Rockwell Hanford. So they offered me a job starting in—I interviewed, I think, sometime in the December timeframe, and then right after New Year’s they offered me a job starting to work in February 1980. So I was married at the time, so we moved over to Tri-Cities, got an apartment, and I had done my physical and all the screening before. And then I started to work for Rockwell Hanford in February of 1980. My initial employment—my initial job was with Hanford Patrol. So, they had their own—they called it an academy, and it was at what is the 1100 Area, which used to be—one of the activities we did at the 1100 Area was the bus lot. Because we had buses onsite. So at the office where the buses were dispatched from, about the back third of it was the Hanford Patrol Training Academy. It wasn’t much, but that’s where I went to work, and initial training was about seven weeks. While I was there, I received my—I already had had a clearance from the Department of Energy—security clearance. So my security clearance showed up, and since I had a security clearance—many of my peers in this class—there were about 20 or 30 of us—didn’t have clearances, so they were work approvals, what we called WAs. But I had my Q security clearance, so I went right to work. My first assignment was in 200-West, 200-East, and 100-N. So I worked out at the north end of the site for a couple months. And then I got reassigned to 300 Area, which was a composite area of—we did fuels production and research there. So it was the contractors—we had Rockwell providing security and fire services and transportation. United Nuclear was operating fuels production for the N Reactor at the north end of 300 Area. We also had Northwest National Labs, Battelle Memorial who was operating in there; they had several facilities. And then Westinghouse Hanford was doing fuel production and research for the Fast Flux Test Facility, which wasn’t online yet, but almost was nearing completion. So I did that for—I was there for quite some time. And then about less than six months after I showed up, I got promoted. The Hanford Project, the uniformed security and protection onsite hadn’t really adjusted to changing times in society there. They issued us revolvers, and that was when revolvers were starting to be phased out. Automatics, or a more modern sidearm, was being issued. So the big change in technology was their alarm systems. Westinghouse Hanford had led the way. They actually wrote the software. We were using computer-operated security system at 300 and 400 Areas, 400 being Fast Flux Test Facility. So I got to get in on the ground floor of that. I participated in the acceptance test process for both 300 and 400 Areas. We brought the system online. It was state of the art. Westinghouse had gone out and found the best equipment and the best systems, and then wrote their own software for the system. So it was much beyond the old analog systems we used to have onsite. Many of the alarm systems at that point, particularly ones at the Plutonium Finishing Plant were technology from the ‘50s and were probably installed in the ‘60s. And here it was the ‘80s—and the mid-‘80s by now. So we did that, and eventually Rockwell, they also put in a similar system at Plutonium Finishing Plant. But they had a problem: the people that they hired to write their software were two guys in a garage. And it didn’t go well. God bless them for trying, but it didn’t go well. So they ended up buying the Westinghouse software and then they had their software people come in and make some adjustments to it based on their equipment. So they were similar systems. So I got qualified to operate all of them, and shortly thereafter I got promoted again. So now, instead of being a supervisor in an alarm facility on a rotating basis, I was now the coordinator responsible for all four rotating shifts, first at 300 Area and eventually at Fast Flux Test Facility. So I did that until 1993. During that time, Department of Energy was also ramping up its efforts on security, trying to be a little more professional and coming into a more modern era. So they had developed a central training academy down at DOE Albuquerque, at that field office. So they came up to Hanford, and they had developed a training program to teach supervisors on security forces how to train their employees. So I took it, and that worked good. But I was also—when I first moved to Tri-Cities I was on Coast Guard Reserve and I drilled at Station Kennewick, a small search and rescue. It’s the navigation station. So I drilled there, but the Coast Guard started downsizing in the Reagan administration. So I shifted over to the Army National Guard, and shortly after I joined the National Guard, they sent me to a school to learn how to be what the Army called an instructor. So all of the sudden I had two pieces of paper—one from the Department of Energy and one from the Army—saying I was an instructor. Well, in 1993 I was offered a job at Plutonium Finishing Plant with the training department. So in the fall of ’93, I left Safeguard and Security, the Hanford Patrol, and went to work at Plutonium Finishing Plant as a—you could call it instructor, but the official job title was Training Specialist. And then they went through several changes, so I think I’ve been a technical instructor, I’ve been a senior training specialist, and so four or five different job title changes; same job. At Plutonium Finishing Plant, they hadn’t quite—they had a vacancy, so they put me in it, and initially my manager’s idea was, well, you can assist someone on a key training project. So I got assigned as the second instructor on several training projects. And then one day, he walked in—the manager walked in, and he was looking for one of the employees that I was paired up with on one of the projects. And he said, well, where is he? And I said, I don’t know. He said, well, are you running that class today? And I go, what class? Because my peer and I hadn’t even talked about it. So next thing I know, I was now the person responsible or person-in-charge at Plutonium Finishing Plant. And it was a program we set up in response to a finding: when you have an event in those days, they would investigate it and then they would figure out what the corrective actions would be. So the finding, the corrective action, was that we would start a training program at Plutonium Finishing Plant for person-in-charge. So we mirrored it after a similar program at FFTF. And next thing I know, I’m running a training program, and we’re putting all the supervisors—the workforce supervisors in the plant are going through it so they can learn how to perform work at the plant. Almost all our work at the plant was done in either procedures or work package. Work packages were usually maintenance- or construction-related. So I got to be the—my title soon became the PIC-meister. Because not only did I have to coordinate their training, but I also had to develop their certification and qualification. So I did that much of the time I was there. And then other programs started going my way. I also ended up teaching Safety Basis. Because at a DOE facility, it’s somewhat similar to the Nuclear Regulatory Commission-regulated facility, an operating commercial reactor. But their idea is that the Safety Basis is those documents, those commitments that have been made on how the plant can be operated. In other words, to a non-commercial DOE facility, it’s your operating license. So every time we proposed an activity, we had to look—or sometimes even a construction or maintenance package, we had to ensure it was within the Safety Basis. So I ended up teaching that course. So pretty soon my work focus seemed to be emergent training. Anything we had an event or an incident, where training was needed the day before yesterday, it ended up on my plate. So that’s what I did. By that time I was in the Army National Guard, and then after 9/11 happened, the 27th of September that year, I got a phone call at work telling me to come in. So I cleared work as fast as I could, came home. My eldest daughter was living with me. She fixed a boxed lunch for me, and I got in the car and I started driving towards Fort Lewis. And that first time I was gone sixteen months. Then I was home and I left again for a year-and-a-half. Went to Iraq twice. And then I came back, and in between that, there was all kinds of little three- to four-week taskings from the Army. And then in 2008, I left for four months, and came back for three months, and then I left in—January 2010, I got a phone call, and the phone call was, Sergeant Major, are you going to be on the plane tomorrow? I go, what plane? Well, you’re flying to Afghanistan tomorrow. Well, thanks, could you send me a set of orders? So they faxed a set of orders, and I walked up to my manager and said, I’ve got to leave. And that was about 9:00 in the morning, and by—before 11:00 I was turning in all my keys, my security badge and everything, and I was leaving. And then I didn’t come home for two years. And I came back, and by that time, President Obama was President of the United States. He used stimulus money to many federal agencies. And the Department of Energy took it, but their approach was a little bit different. While in the Army, we used some of it, but we hired companies to come in to do work for the Department of Defense. Whereas DOE used the approach of having their contractors hire more employees. So I came back and the stimulus money was running out and they were overstaffed. So the next—they offered a voluntary reduction of force, a layoff, early retirement. So I asked my management what my retirement’s worth. And they—so I drove down to, I think it was Stevens Center, not far from WSU Tri-Cities. And I walked in and they went over my retirement with me, and god bless them, they gave me credit for time served. Not like a jail sentence, but my time on active duty with the National Guard. So I raised my right hand and said, I’ll take it. And I left, and my last day was the end of September in 2011. And I had four years of great veteran’s benefits through the VA bill. So I took my veterans benefits and came back to WSU Tri-Cities this time. No athletic eligibility so the university couldn’t screw with me much. And I got another degree.
Franklin: And what’s your degree, what was that degree in?
Parr: The second degree is a Bachelor of Arts in Social Science. So I got to take all those cool classes that—the first time around, I declared my major the first year. And in the early ‘70s, once you declared your major, your goose was cooked, you took what they told you. They offered you a very narrow pathway. So the second time around I got to take fun things like economics and lots of psychology and some English courses. A lot of history. So I think I developed into a better-educated, much broader person.
Franklin: That’s really fascinating.
Parr: Yeah.
Franklin: Good to see someone come in the social sciences, too, as a historian. So I see here on some of the notes Emma had written up that your father worked at Hanford as well?
Parr: My father was an Army officer. Hanford started out as an Army project. Corps of Engineers and the DuPont Corporation, which was quite a corporation back in the day. It still is. But they did a lot of work for the government in the ordnance field. And the Navy used the approach—because the Navy was heavily involved—not heavily—but involved in the Manhattan Project, and they were doing some of the uranium research. So the Navy ran it through their Ordnance Corps. The Army ran it through the Corps of Engineers, but the Corps of Engineers didn’t have all the resources. So one of the things was, because at the time Hanford was believed to be a viable target in the event of total war. So initially we sided—my father was Coast Artillery which later became Antiaircraft Artillery. So my father was one of the officers that was detailed here temporarily to site the guns. And they did some site work, and eventually that siting work, when they put one of the Nike systems—the missiles, to ring the Hanford Site and I believe around Fairchild Air Force Base in Spokane. Some of the siting work that they had done in the ‘40s was used to site the missiles when, I believe, they were being placed in the ‘50s. So my dad was here temporarily. He was one of a lot—a lot of Army personnel came and went. I think people get the—we even had MPs here. We of course had antiaircraft artillery which later became air defense. So for many years there was a heavy Army presence here. It wasn’t totally—it wasn’t like you’d see an Army uniform everywhere, but Colonel Matthias was the commanding officer. And a very unique approach, because his approach was that—and Dad told me about it—his approach was that he was the commanding officer, and he was responsible. Later, when I came back to work here, I didn’t see that same attitude with the Department of Energy. Because one of the things I noticed is—I worked for a lot of contractors. First started looking at ARCO, then it was—when I came here it was Rockwell Hanford, then it was Westinghouse Hanford, then it was Babcock & Wilcox, which a lot of people think of them as the maritime boiler company, but they’re also heavy into the nuclear business. A great company to work for. They were only here for a year. And then it was with Fluor. Then eventually when they broke up all the little contracts, I worked for a company called NREP, which was the training contractor—one of the training contractors onsite. And then eventually after I left, after I retired, NREP went away and they consolidated back. One of the things that I noticed about DOE is a contractor will be—of course they don’t screw with Battelle. It’s hard to screw with those guys because they do great work for a lot of different things, and they’re on the cutting edge of so many different technologies and they’re so important to our national wellbeing. But DOE would start beating up on the contractors. So you know that contractor’s probably going to be on its way out. And Department of Energy over the years—god bless them. They’re great Americans. But they can’t seem to make up their mind how they’re going to run. Sometimes it’s—when I first came here it was five or six principal contractors, and then they went to one big contractor, and then they broke it down again, and then they subcontracted out a lot of work, and then now they’re bringing it back.
Franklin: Do you think that has to do with the fact that DOE—higher-ups in DOE are subject to political appointments?
Parr: Not only the political appointments but also the budget process. But I don’t see that constant shifting—you see it in other federal agencies, cabinet-level agencies, but not the extent that DOE does it. It’s almost like, well, we can’t do it. And then oftentimes, I’ve known—I think one of the things that’s responsible for a lot of—for some of the problems—we didn’t have a lot of problems—but some of the events we had out at Hanford were directly related to the field office, Department of Energy Richland. They’re great people and everything, but sometimes I think the guidance they gave, and oftentimes the funding for the program was stopped at the end of the fiscal year, we were told, don’t spend any more money on it, leave it as-is, do something else. Well, that’s kind of what happened at the PRF explosion. But it wasn’t DOE—it wasn’t the field office’s fault? Strange.
Franklin: Can you talk a bit more about that event? That was in ’97?
Parr: Mm-hm.
Franklin: And you were working at PFP—
Parr: I was in a training group. It occurred on a weekend. So got to work, and you could actually see the—some of the—you had to know what to look for, but you could see the external damage to the facility. And of course, I had been involved in training the shift supervisor. I was at his oral board when he qualified as shift supervisor, because I supported oral—one of the things I got assigned with was supporting the oral boards. So I was at his oral board, and I’d known him for several years, and I thought he was probably one of our better shift supervisors at Plutonium Finishing Plant. But I had—I noticed, as we did it, and then they came looking for the training packages, well, we never—we did initial training on operating of PRF, but it got stopped, they withdrew the money from it. So I don’t even know where the training packages were. But they were concerned—and I noticed that our emergency response to the event was flawed. We didn’t respond well. We hadn’t trained on it, and we hadn’t really devoted a lot of time and effort to emergency preparedness. It hadn’t been a focus. So I got involved in the corrective action. I ended up teaching. We now instituted a drill program at the plant. So I got involved in the drill training program. In other words, how to train people that are working the drills. Many of us were ex-military, so we understood how to run a drill. No big thing. But we had a formal training program. I ended up adding some material to the PIC training program. So there were a lot of corrective actions, and eventually we demonstrated readiness to go back to work. But the issue still was we were told to stop working at PRF. So it just—and we didn’t really devote—we should have devoted time—we should have had the resources to look back at that and figure out what the hazards were that were still remaining in PRF. But we were told not to spend any more money on it. So when it’s the end of the fiscal year and you’ve got no Costco to charge activities to, you don’t work.
Franklin: Our project’s grant funded.
Parr: [LAUGHTER]
Franklin: We’re a subcontractor, so I understand. Can you talk a bit about—so you would have been at Hanford during that—and I think on patrol during that transition period when the Cold War ended and when production wrapped up and we shifted into this new phase. I wonder if you could talk about that transition.
Parr: Well, the big transition initially was—and the one was much harder to discern—was the transition from the Carter administration to the Reagan administration. All of the sudden—it was much easier to see in the National Guard, because all of the sudden, new equipment started showing up and you started getting money to train with and send soldiers to schools. But here at Hanford we started getting new equipment. That’s when we—security had pretty much done—we’d upgraded all our alarm systems. But then we started getting money for communication systems, Hanford Patrol’s initial entry training started changing. And I noticed it elsewhere onsite, because we went from kind of a standby mode as far as defense work then, to actively producing material. Really significant change. And that went on for several years. As the Reagan administration ended and we went into President Bush’s administration, the level of effort kind of reached its maximum, as far as funding for defense work. And then I remember when the wall came down, we kind of backed off defense work. And then, okay, stop that, we’ve got enough plutonium. We closed down PUREX. FFTF was going away because they decided that that type of reactor wasn’t going to be it, even though we had received funding from the Japanese to do work. And they couldn’t find research work for FFTF, so they started shutting it down. Even though it was, at the time, it was probably the most modern reactor the Department of Energy had. But we had never, never gone to the idea of making a dual-purpose reactor and producing power. We’d done the engineering studies for it, we’d done some of the preliminary design work, but we never installed them.
Franklin: I thought N Reactor was.
Parr: N Reactor was, but we were going to do that to FFTF. So we’d actually—there was actually a piece of ground at the Fast Flux Test Facility where they were going to do that. And the engineering and preliminary design work had been done. So we kind of shifted from that, and it’s as if we were struggling for a national energy policy—where are we going to go?
Franklin: Interesting.
Parr: So we kind of—and the N Reactor—when Chernobyl went, the N Reactor, I believe, was in a fueling outage—its annual outage. So then we began to look at the fact that the N Reactor was a unique reactor. Very effective, very economical to run. Washington Public Power Supply System had built their generation plant next to it. But the political—Chernobyl caused a lot of—well, obviously, it was a severe blow to the Soviet Union. And the Ukrainian people are still having to deal with it. But the ramifications and fallout from any event in an industry, and nuclear’s probably one of the more visible ones, causes a ripple effect elsewhere. And our ripple effect was we never—we did the engineering analysis, but I think the political outcry was a little bit too much to reopen—or resume production at the N Reactor. Then also we really didn’t need any more plutonium; we had sufficient for national defense. So it kind of became the issue. There’s a lot of politics. So let’s go into that for a minute. Let’s talk red and blue states. Red being the party—a red is a Republican state; a blue state being a Democratic state. We are a blue state. Both US Senators come from the other side of the mountains. In this area we have one voice in Congress that speaks for us, the local congressman. So when even Spokane, which is Republican, too, when it begins to turn against this industry and this area, then politically it becomes no longer viable. Then of course we had—the congressional delegation from Oregon was speaking out against it. So it becomes politically unviable.
Franklin: Right, right. It was kind of—Chernobyl kind of kicked off like a perfect storm to just kind of hurt the nuclear industry and Hanford.
Parr: And then—I believe it was 2000—there was an event in Japan, a criticality at a production facility. And that also caused a wave of consternation. Although it was interesting, because one of the subjects I instructed at PFP was criticality safety. And we were very diligent about it. We did refresher—everyone got a—you got your initial site training and then because you worked at PFP, we had a PFP specific class talking about the risks we had for criticality safety. And then we had an annual refresher course. So we looked at what was going on in the industry, using the lessons learned, and some of the changes in process we were doing to plan. It was usually a one- to two-hour refresher class every year. So we looked at all that. But when the Japanese had their event it was kind of interesting. Some of the experts—or the people I depended on to give me advice on what to put in the training event—were criticality safety experts from Northwest National Labs. And all of a sudden, I’m calling someone—well, he’s not here. Well, where is he? Well, he’s in Japan. Then I realized, okay. So, some of our top people in our industry from right here at Hanford went over to deal with the issue.
Franklin: Interesting. You worked for a lot of different contractors. That’s always kind of a—it’s interesting to me how, you know, because we say Hanford Site, but that really obscures the organization of the site and the work. I’m just wondering if you could talk a bit more about that—shifting between contractors like that, and how that affected the mission of the site, how that might have affected employee morale, and how it kind of affected you personally.
Parr: Well, I think that the big transition—because I got here after Rockwell had come in. So I’m working for Site Safeguard and Security. And I get my paycheck from Rockwell. But I work at 300 Area, which in those days—United Nuclear was about 10 to 15% of the puzzle. Because I knew—I saw what our funding was for security services coming from. But most of it came from Westinghouse Hanford, Northwest National Labs, Battelle Memorial. And I noticed that, working with their security staffs from all four companies, that they were very—Northwest National Labs was very, very different. The people they had working their security programs were security professionals. They were very much into assets protection. Not only people, but information and also property. So assets protection was very big for them. One of the things that I—the first thing that struck me was when I went to work at 300 Area, they’ve got a book—a three-ring binder—and it’s got every one of their facilities with a floorplan and a description of what’s there, is there any special nuclear material there, are there any classified document storage areas? You know, what is the security force protecting? Incredible. No one else had one. Westinghouse was pretty much on the same level. Very much an administrative security. Had great programs. If you needed—if something unusual happened and you needed their management’s approval on it to get it, you were talking on the phone with those people and usually within three to five minutes, they’d be calling you. Incredible. They had a different mindset. They were building FFTF at the time, and they were very much—their corporate and company philosophy was very much on operating reactors. Because they built reactors, they built reactor vessels themselves, so they were very much into that commercial power production. They were a large government contractor, not only for DOE but other agencies. They did a lot of defense work. They did a lot of work for other federal agencies: Department of Treasury, Department of the Interior, Department of Justice. So there was a big mindset of meeting the customer’s needs. Westinghouse was very employee oriented. Of course they were only about 1,500 employees, whereas Rockwell was several thousand more. So it was very interesting working for Rockwell but being in a Westinghouse Battelle UNC facility. So I kind of—we kind of felt like orphans. It’s like—no, I’m very serious. Each one of the contractors had their own company newspaper. So, Rockwell, we’d get it two or three days later. Westinghouse, the day it was published, it was brought by our building, too. Even though everyone that worked in that building except for the janitor—the custodial staff—was a Rockwell employee, Westinghouse delivered it. They reached out to us. And then when they ran the big—at that time, and that’s when DOE field office went to one big contractor—of course Battelle had their own thing. So that didn’t change. But all of the sudden, it’s like the management of my own group was very—they worked in a Rockwell facility at the north end of the site. They weren’t too happy. But we didn’t have any problems making the transition, but they did. There was a lot of turmoil—not a lot, but a significant amount of turmoil in the north end of the site, particularly in Safeguard and Security, because all of the sudden Westinghouse had a successful program and they went out there and they weren’t impressed by some of the programs they found.
Franklin: So that’s the reason, then, for some of that turmoil or hard feelings?
Parr: Oh, yeah. Westinghouse, you didn’t want to lose control of special nuclear material. That’s really a bad thing. And Westinghouse’s standard, how they did their administrative program and their controls, was much more developed, much more thorough. So when they moved in—so now they’re taking over Plutonium Finishing Plant, which had a large amount of plutonium back in the days. They weren’t—it was kind of a shock to Westinghouse. Oh, we’ve got all this—before it was just fuel components. Now they’ve got weapons grade material that’s designed for ultimate defense work—the end use being defense work. So there was a little turmoil there, but then in about six months it all kind of evaporated. And then employees were actually sad when Westinghouse left. Because Westinghouse was much more attuned to employee communication, employee benefits. Rockwell—it was kind of interesting. I remember one time I had to go to east. This is where Rockwell Hanford’s corporate office was. I go out there and I’m walking around and I look, and in all these offices—even in cubicles—because there was some offices, but there was also cubicle land. You’d walk out and you’d see pictures of the B-1 Bomber which was a Rockwell aircraft, when Rockwell still made aircraft. And I’m looking around, and down at Westinghouse, everyone was an ex-Navy nuke or ex-commercial power nuke. But out at Rockwell, they were all refugees from when the B-1 program got canceled, so Rockwell moved all these engineers out here. So it was a very different mindset: the aviation versus naval nuclear and the commercial nuclear industry.
Franklin: Interesting. So you said Rockwell was the aviation.
Parr: Yeah, North American Rockwell, the old aviation company. Probably the most famous aircraft that—I’m sure that they made other ones—but the one that comes to mind is the P-51 Mustang. That was their biggie.
Franklin: You’ve mentioned of the older security systems that were still in place in the 80s and you said analog. Can you give me an example of an analog security system?
Parr: Well, it was a system where the point of where the actual, shall we say, sensor, whether it’s a magnetic or whatever, when contact is broken it sends—you lose connectivity, so it would send a signal and it would—the little mechanical panel would go red and make an audible tone and go red. So kind of a dated technology, whereas--
Franklin: How would you track that from a central area?
Parr: Well, it’d be hardwired, usually to a facility that would be nearby.
Franklin: Okay.
Parr: At PFP, the alarm facility—the central alarm facility was a little wooden building—no, I’m serious—
Franklin: I believe you.
Parr: --that was near the main entry point into the plant.
Franklin: Okay.
Parr: But a more modern system would—you could actually, you’d get—the signal would—you could actually query the signal to see the strength of signal and is it because the system—there’s a power problem? In other words, is there a problem with the system, or is it an actual alarm? So you could query it back. And there were no microwaves, there were no—they were usually—their presence detectors were very limited in capability and obviously, no cameras—or very few cameras.
Franklin: So like CCTV would have been a big introduction.
Parr: So when they did install CCTV, there was—the fuels production facility was the first one to bring it online. They actually had—you could see the entry point into the secured area, you could see the hallways, you could see the primary rooms where the primary points of value were. And then on the perimeter, they normally had fixed cameras, pan-tilt zoom, but then they also had cameras with low-light capability, with flood lights on them. So it was much—and then there was actually a perimeter fence line and security system. Although at the 300 Area it was kind of dicey, because we were retrofitting a security system into an area where there’d been none. So there was some areas you couldn’t put a double fence line, so we ended up with a single fence line, supplanted with motion detectors—microwave motion detectors. And then they also had a fence that was monitored. They called it a taut wire system, because it was a weapon that if it ever were touched—and sometimes by small animals or tumbleweed—we seem to have some of that out here at Hanford—it would go off. So you’d take a look on the camera, see what it was.
Franklin: Oh, okay, yeah I bet that would help you reduce a lot of false alarms.
Parr: One year after a fire—we seem to have fires out at—well, range fires at Hanford are not unknown. But we had one fire, and I can remember at FFTF that the debris from the fire kept plugging up our perimeter system for several days thereafter until we got a work crew in there to actually pick up the debris and partially burned pieces and the full tumbleweeds. Because the fire would generate a lot of heat in the air, so not only do you have debris from the fire itself, but you also have debris being moved by the air currents. And the way the wind was blowing off Rattlesnake Mountain.
Franklin: Did you—sorry, I’m just looking over some of my notes here, and I wanted to ask you about—oh, shoot. It says here that in the 1980s, you helped during an anti-nuclear protest at the Federal Building?
Parr: Oh, I remember that. No, I didn’t do it. I was on duty that day. And what we’d done is, in the ‘80s we had anti-nuclear protests. And we believed that one was going to be big. So Safeguard and Security and the Hanford Patrol being the uniformed service, they pulled a lot of us in to work that day, and then they took key people—and they actually had buses from Site Transportation, they were going to take care of the demonstrators. Because once they crossed onto the Federal Building property, that was DOE’s area of responsibility, no longer the city’s. So anyway, there’s about—there weren’t that many protestors, perhaps 20 or 40 at most downtown. So there were all these people, and we probably had 50 to 70 people staged and ready to go. Get the buses, put them on the buses, and take them to the federal magistrate. Then all of the sudden, there’s a call come out. There’s people without badges inside West Area at the north end of the site. And apparently—we’re down—I think I was at either—I can’t remember if I was at the 300 Area in the alarm facility or 400 Area—but I’m listening to this, and all of the sudden the frequency’s going crazy—patrol’s primary operating frequency—and then the second frequency, the tactical frequency, is getting busy too. You can hear the voices on the radio, a little bit of stress going on. And we’re all laughing like hell, because, you know, hey, that’s where the weapons-grade material is. Aren’t we protecting that? Of course, we were heretics. We’re giggling, you know. It’s funny because it’s not happening to us; it’s happening to someone else. Because we had additional staff at 300 Area and we had additional staff at FFTF because it’s an operating reactor at the time. So apparently what the demonstrators had done is they walked in from Highway 240, and West Area isn’t that far in. They’d walked in, hopped over the outer fence, a single fence line in West Area—hopped over the fence line in West Area and they’re marching towards—and of course, unless you know West Area, the big, tall, long buildings all look alike. They’ve all got stacks and water towers. You can’t tell the difference between one of the old canyon buildings—one of the old production facilities—and PFP. So, all of the sudden, they’ve got protestors in West Area, but all their resources, except for the bare minimum, are downtown. But then it gets even better. When they got the protestors, they put them on a bus, and they thought they’d just being going to the district court in Kennewick. No, took them to the federal magistrate, out of town.
Franklin: Wow.
Parr: Yeah. So, it was kind of funny. But we had gone and—the funny thing was, because of the—they actually, in those days, most of us wore tactical uniform, camouflage or whatever. But the people who were actually going to detain and transport the protestors all had to be in full uniform, you know, pants and shirt and badge. So it was one of the better events.
Franklin: I interviewed a gentleman a while back who worked at PFP who talked about when they would load the product up, and there would be very heavy security and people that almost looked like they were in black ops, or like very—I was wondering, were you ever involved in any of that or did you—
Parr: The Department of Energy had a courier program, and they were based, I think, at Albuquerque at the time. And they usually had a transport vehicle and escort vehicles. They were specially trained to protect the shipments. There’s other ways to move things, but usually once a weapon is produced, it’s turned over to the military, and their transport is their responsibility. But components—whether it’s plutonium or whatever—would usually be transported by the courier group. When they took all the material out—and that happened while I was—probably most of it was done while I was in Afghanistan. It was the same courier group. They had extremely good communications, so it’d always be known where they were, and there were contingency plans in case there was an event. And I don’t think they ever—other than a mechanical failure of a vehicle, I don’t think they ever had an event. And of course protestors were always fixated on, you know, the media was always fixated on the white train. Yeah, okay. [LAUGHTER] I’ve never seen one, but—[LAUGHTER]
Franklin: What were the most challenging and rewarding aspects of working at Hanford?
Parr: The most rewarding one was—I think the people. When I worked in training, I got to know everyone—almost everyone in the plant would come to one of our training events. Some groups needed—the higher-risk job, the more training you got. So it was working with the people. And then some people, it was just a paycheck. But the employees who took pride in their work and enjoyed their work, those were always the fun people to be with. Not that they were there for fun, but just, it was very rewarding to work with them. Now I’m retired and I still see some of them around the community. So it’s always fun to see someone that I spent—you know, worked with. I still see the vice president of the Steel Workers’ Local, because I worked—I got to work closely with him. So to see those people, and to see their successes and to do that. The difficult part, sometimes, was employees who were just there—or people who were just there for the paycheck. Or struggling through personal issues. Being able, trying to help them, or to get—a shift, a work crew doing a work package, they’re people. And the strength of any group is always at the level of the lowest performer. So the performers who were struggling, those were the tough—or the ones who were—sometimes you get cynical. People get emotional. And dealing with the cynicism. I think one of the toughest things I ever had was—I wasn’t involved in the project; I was training, but I wasn’t the trainer for that particular project, but I was doing some other training. They worked hard, they were staging the materials—I think it was the Pencil Tank Reduction at PFP. They were about to take the pencil tanks, clean them up, reduce them in size, and then shift them off to scrap. And they were making hard to get the materials to write the pre-procedures to do the job, get their training in order, and get ready to go. In the aftermath, when Department of Energy said, well, we’re not going to do that right now. But materials had already been—a considerable amount of resources had been pushed in that project to get it ready to go. But then Department of Energy said, well, no, we’re not going to do that. We’re going to take that money and we’re going to use it for something else. Planning at Hanford is always one of our toughest things. Has been for years. There’s so many things we did that—where it never came off, or things changed. Not too far from here are the bus lots at 1100 Area. And the parking lot’s at 300 Area. We spent a lot of money—or the government spent a lot of money improving those parking lots, making sure they had the good drainage and so on and so forth. Improving the bus lot and making it a much safer, much more efficient operation. And then we canceled bus service. A couple years later, I know that our local law enforcement—I think Richland Police Department—used it for a pursuit driving course, that piece of ground, and now it’s gone commercial. But all the things we do, and then all of a sudden—boom—we never realize the full value of what we had spent money on.
Franklin: You kind of—I’m sensing from that and the comment you made earlier about the lack of energy focus—maybe do you see kind of a lack of focus at Hanford or kind of surrounds some activities at Hanford?
Parr: I think when Congressman Foley—Tom Foley—was speaker of the House, and he was from—let’s see, we’re four, I think that’s 5th Congressional District, in Spokane. Speaker Foley—and this was probably about the time of the Chernobyl issue and all of that—Speaker Foley proposed, in a public statement, transitioning Hanford from Department of Energy back to Corps of Engineers. And knowing a lot of engineers, Army engineers, they’re great people and they do great things. And I looked at that, and I go, I don’t think that’s the right move. But now looking back on it, and having worked with the Corps of Engineers in both the reconstruction of Iraq, before we withdrew, and then a lot of the work—there’ve been some mistakes—a lot of mistakes in Afghanistan and Iraq. But looking at some of the work they’ve done there, I hate to admit it, but I think Tom was right. We should have switched. Because I think the Corps of Engineers is a lot more focused and a lot more planning. Because they don’t look at—oh, we’re going to—I think the Corps looks at the long-term: five, ten, fifteen, twenty years. And looks for a strategy. Whereas I see Department of Energy, particularly—and I know the field offices are all different. What I saw in DOE Albuquerque was different than DOE RL, was different than DOE Rocky Flats. I think the Department of Energy field offices, particularly Richland, focused on the near-term, not the long-term. The near-term being this fiscal year and maybe next. But I see that in working with Northwest National Labs, I noticed they were always looking at where we’re going to be in four, five years. And I think—because with the Army I got to support a couple projects. Then I was in Afghanistan. We were doing something and I needed some reach-back capability. So unofficially I reached back to Northwest National Labs to give me help with something in Afghanistan that I was encountering. And it took me a couple days to find the right person and then get him up on a secure—I’m not Hillary. So I used a secure—all my emails were in a secure system—and to reach out and get that information, so how we could be more effective in Afghanistan. So I saw that kind of work, and I see—dealing with them and watching what they’re doing, they’re looking at the—they look at, they forecast out in the future. What’s it going to be like in ten, 15, 20 years? What’s the end state? I think RL has gotten, or particularly in my time, they were in the survival mode, reacting, rather than planning. I think one of the key losses we had—we had the DOE RL manager one time was a guy by the name of Mike Lawrence. And later he left, but I noticed when he left—I think Mr. Lawrence was—he planned, he looked at things. He tried to anticipate where the federal budget was going and what the program was going to be. And I think after that, it became a more reactive group. And now I continue to watch, and I watch them—we were spending money—apparently taxpayers were spending money on upgrading the Federal Building, because they’re the primary occupant there. And then they said, no, we’re going to move our office—move our staff out to the Stevens Center Complex, which is right off—between George Washington Way and Stevens. So we’re going to move out there. So you figure, oh, okay, that’s going to cost a little money. And then what’s going to happen to the contractor employees there? Well, they’re going to just—the taxpayer owns the Federal Building, but the Stevens Center is leased facilities. So I can’t—I can’t figure that one out. God bless them, but I can’t figure it out.
Franklin: Yeah, we exist in a similar thing here at WSU. Our project is in a leased facility and it seems to be the way that—I would agree with you that that is—there’s more focus recently on our near-term solutions, especially here in Richland, but ignoring the long-term solutions. Maybe because the long-terms are scary. I don’t know. But—
Parr: You’ve got to—what do they say in the Army? Oh. Embrace the suck.
Franklin: Yeah. Is there anything we haven’t talked about that you’d like to cover?
Parr: Well, it was interesting being at Hanford Patrol initially and watching them come from a more security force that was designed just to check badges and check classified repositories and respond to alarms, become more a professional force. It was really exciting watching their training group. When I first came here, they’d get up and read a manual and that was your training. Their firearms training was superb. Best I ever had. Probably better than anything I’ve seen, even in—I would put their marksmen up against the best of the best. Whether it’s HRT and the Bureau. I definitely think they can out-shoot the Ranger, but—not criticizing the Army Rangers—but their people can out-shoot Army Rangers. And perhaps, Force Recon in the Marine Corps. I think they’re up there with the more elite organizations. And I think that firearms training was incredible. They took people who couldn’t shoot, and they teach them theory and technique and then work with them and find the faults and get them to correct it to that point. I’ve never seen anything like that in any law enforcement academy or any military training. It was incredible. But the rest of it, there was no lesson plans. Training is always analysis, design, development, implementation where you get up and teach it, and then evaluate it to see if the training took. I didn’t see that in Rockwell’s training program for the Safeguard and Security team force. But eventually to see them as, when Westinghouse took over, they started putting those standards in. And I think Department of Energy did it nationwide. So I think watching that change and transition was exciting. Was great stuff. It was an exciting place to work. And right now they’re tearing down the Plutonium Finishing Plant where I spent, what, 17, 18 years of my life—except for some trips elsewhere. But to see it come down, but then to realize what we achieved there. I was there the day a button caught fire, a plutonium button. That was exciting. Because we were testing out the security system, and—why do we have employees taking off their clothing on camera? What’s going on here? And then call up to building emergency, is something going on inside the plant you kind of should let us know about? And why is the fire department coming? And then watching it go through things, and then eventually watching the cleanup process, stabilizing plutonium, and seeing where that goes. So I’m glad I had the opportunity to come in today to talk a little bit about what it was like to work at Hanford. I remember when he had buses and then we didn’t have buses because they decided we didn’t need them anymore. And then watching the density of vehicles on the highways going up to work onsite. I can remember when they decided that—there’s a four-lane road; Stevens is a four-lane divided highway out to the Site. You know, when you’re doing remediation and you’re constructing the Vit Plant, there’s a lot of trucks and trailers with heavy loads that are in the right-hand lane. So then somebody came up with the bright idea of—and they’re slower-moving. So we’re going to have that traffic in the left-hand lane going northbound, and everyone going, they’re driving the speed limit or those going beyond the speed limit would drive in the right-hand lane. Excuse me? Really? Really. And then there was a thing where we decided to put—you know, how far it is from this place to this place. And we’re going to do it both in the English system and also in metric. Good idea, that makes sense, because a lot of the world is metric. Makes a lot of sense. So then they put the signs up, and they put—the letters are about that high in a 55-mile-and-hour zone. So how close do you have to be to read a sign that’s got letters that are about two inches high, going about 55 miles an hour? Excuse me? [LAUGHTER] And also that’s now—isn’t that kind of like a visual impediment to traffic safety?
Franklin: Yeah, seriously.
Parr: The other one is right up on Stevens in the 300 Area. You’ve got 300 Area—I can’t remember the name of the street. It comes out and goes onto Stevens—we used to have our own highway system out there, so that’s called Highway 4 South. So the traffic is going west onto a north-south—onto a road that’s in the right-hand side is going north. But you want to turn left and to head back into town. So they put a stop sign on a wooden post right at the stop line. Well, that’s right on the edge of the traffic—it’s right on the traffic lane. So about every week or so, low lights, not well lit, you get weather, so all of a sudden, about every, once a week, you’d see the stop sign about ten meters over with the pole broken off—the big four-by-four wooden post. So I remember one time, I go, jeez, that’s not very bright. So I put in a safety suggestion. So they thanked me for my safety suggestion. Rockwell Hanford gave me a little product worth 50, 60 cents. Thank you! Okay, but we’re not going to do that, and we’ve already considered it, and it’s safe. And I got that, and I was working shift work. So I’m going home about 7:00 in the morning. And there’s the stop sign over there, the sign sheared off again. So all of the sudden—it never get installed again. They painted a stop sign, they painted stop letters, they moved the sign back. [LAUGHTER] But my suggestion wasn’t going to—so that was kind of fun.
Franklin: Well, thank you so much, Bob.
Parr: Yup.
Franklin: I really appreciate you coming in and giving us a slice of it.
Parr: You know, thank you for doing this, because the Manhattan Project was such an important piece in our history. And being—I’ve been taking a history course and being a former—retired National Guardsman, and the son of a World War II veteran from the Pacific Theater, and seeing the carnage that was Okinawa, and then realizing what the invasion of Japan would have been. I think that puts it all in perspective. And then the work we did—and for me, as a veteran, the big night was the night the wall came down in Berlin. Because that didn’t only put my weekend job in perspective, but it also put the work we’d done out at Hanford. So I think we—the work they do at the national labs, and when we had a criticality safety lab onsite, the work that they did at those facilities—just incredible. I just wish we could have kept FFTF and done power production there. Beautiful reactor. I mean, it had an availability rate of almost 100%. Oh. So. But it’s all about people.
Franklin: Yeah. Great. Well, thank you so much.
Parr: Well, thank you for having me.
Franklin: Yeah. Don’t forget your coffee there.
View interview on Youtube.
Ronald Palmer: Yeah.
Robert Franklin: Okay. My name is Robert Franklin. I am conducting an oral history interview with Ronald Palmer on October 26th, 2016. The interview is being conducted on the campus on Washington State University Tri-Cities. I will be talking with Ron about his experiences working at the Hanford Site. And for the record, can you state and spell your full name for us?
Palmer: Ronald A. Palmer. R-O-N-A-L-D; A for Alan, A-L-A-N; Palmer, P-A-L-M-E-R.
Franklin: Great. So, tell me how and why you came to the area and to work for the Hanford Site.
Palmer: I came to work at the Hanford Site to work on glass for immobilization of radioactive waste. I came here in 1979, November, and worked in the 222-S Building out in the 200-West Area.
Franklin: 222-S. Is there another name for that building?
Palmer: It was next to the REDOX building. It was the laboratory that supported REDOX in the early ‘50s.
Franklin: Okay. And what drew you to—or how did you become a glass person?
Palmer: My technical background. Went to Alfred University in Alfred, New York. Earned a degree in Glass Science. My first job out of school was in Jersey City, New Jersey working for Metro Containers, a firm that made glass jars for beer bottles, mayonnaise jars—those kinds of things. As a quality control engineer, I mainly broke things. I got interested in why glass broke, why and how it fails, and in order to learn more about that, I went to graduate school and did a dissertation on fracture and failure of glass. My thesis advisor at the University of Florida was Larry Hench. Dr. Hench had been the chair for the National Academy of Sciences on what it is we thought we should do with radioactive waste. Turns out, if you put a glass guy in charge of figuring out what to do with nuclear waste, glass gets involved. So I wound up talking with the folks at the—the company running Hanford at that time was Rockwell. They asked me to come out and work on the glass project then.
Franklin: How long did you work on the glass project?
Palmer: I worked on the glass project for just a couple years. Then the funding for that disappeared, and I joined the Basalt Waste Isolation Project, the repository project that was going on at the time.
Franklin: Can you talk a little bit more about that?
Palmer: At the time, the Department of Energy was looking for an underground repository site to permanently dispose of the radioactive waste. There were other sites involved, but the basalt project was one looking at the geological formations underneath the Hanford Site as a place to store the radioactive waste. The basalt flows, which are basically the lava flows left over from the Cascade volcanoes. We built a laboratory in 2221—I’m sorry—2101-M Building in the 200-East Area. It had been a big warehouse and we built a laboratory there with electron microscopes, spectrometers of various types. We were basically a geochemistry laboratory. We were looking at the properties of the basalt rock underneath, in the formation underneath the Hanford Site and the relationship of the properties of those rocks with the glass compositions that we expected to make. So we did some experiments that involved glass and the rock, and simulated ground water, those kinds of things.
Franklin: You mean storing glass in the rock, or--?
Palmer: Well, the glass was expected to be the waste form. So, when you dispose of the waste, you put the waste form—which, what they’ve eventually done is they make the glass and they pour it into stainless steel canisters. The design we used were two foot in diameter by ten feet tall stainless steel canisters. So with the glass in there, you expect, after several thousand years—[LAUGHTER]—the canister has become compromised, and you worry about the reactions between the water, which may come in to the repository, and the glass, and the rock.
Franklin: And so what did you find about that situation? Or can you describe a little bit more the work or the results of that work?
Palmer: We were looking at ways to perhaps slow down the in-flow of water into the repository. One suggested method was to backfill the holes that you’d drill into the ground to put the canisters with a bentonite clay. The water would come in, and it would first see the clay, and the clay would have a tendency, when it gets wet, to swell, and to slow down—if not stop—the in-flow of the water, and therefore extend the life of whatever waste form you’ve put into the ground. So--
Franklin: Okay—oh, sorry.
Palmer: So we looked at various options that we might design into the repository to minimize the eventual damage that you will expect to have happen from water coming into the repository.
Franklin: So that clay, then, would kind of act to plug the leak of—
Palmer: Yes.
Franklin: Interesting.
Palmer: The term we used for that would be engineered barriers.
Franklin: Engineered barriers.
Palmer: So you’d basically find materials that would help keep the water out, and design that—that would be an integral part of the repository design.
Franklin: And were these results adopted here on the Hanford Site or elsewhere, or--?
Palmer: The repository program—the basalt project continued, I think, until 1987. Let’s see. The original Act of Congress that was involved with nuclear waste was in 1982. And that provided for the investigation of three different repository sites. The basalt site underneath the Hanford facility; a formation of a material called tuff outside of Las Vegas, which is called the Yucca Mountain site; and they were looking at various salt formations in Texas and New Mexico and Louisiana and other places as a third potential site. By 1987, they had determined that it was too expensive to look at all three. It’s not cheap to do that sort of research. And they narrowed it down to the Yucca Mountain site outside of Las Vegas. So at that time, I think the other repository sites’ projects disappeared. I was gone from the project by then. I left the project in 1984, so—
Franklin: Oh, okay. And where did you go when you left?
Palmer: I went to—I was out of the nuclear waste business and went to 3M in Minnesota.
Franklin: Okay. And what did you do there?
Palmer: I did research on new glass compositions. In particular, a material called bioglass, another topic of research for my former professor, Dr. Hench. He invented a material called bioglass, which chemically bonds to bone in the body. And as now, it’s being used as a dental material. Not as a solid piece, but as a powder to help with the bone’s—recession of your bones if you’ve got gum disease and that sort of thing. You can place a powder of the bioglass, and then it will help the bone grow back a little bit.
Franklin: Oh, wow, interesting.
Palmer: It’s also being used in toothpaste to help fight gum disease and that sort of thing. So. But I did a little bit of that work for 3M, but not—I also worked on some composite materials that they were designing.
Franklin: So now you’re kind of back in dealing with—later on, you returned to dealing with radioactive—nuclear waste. So can you describe that transition back?
Palmer: I joined West Valley Nuclear Services—there’s a site that’s now called the West Valley Demonstration Project thirty miles south of Buffalo, New York. And I spent 15 years there. During that time, we tested a mockup of a glass melter and how we would run the process. And then built the actual melter and closed that in a hot cell where no one would go to work on it inside. So we had to make sure that the melter would operate remotely without having to send someone in. The West Valley site had only one tank of radioactive waste, compared to the 177 here at Hanford. So it was a fairly straightforward project. We were able to determine the chemistry of the waste in the tank, and that made it easy to just design one glass composition that we used. We made glass—we made radioactive glass from 1996 to 2002. And made 275 canisters—the canisters being two foot in diameter by ten feet tall. And those canisters are now stored—they remain at the West Valley site. Eventually they’ll go into a repository, assuming some repository is eventually made.
Franklin: So did it take six years to vitrify—or sorry, I guess I should ask you—that process is vitrification, right?
Palmer: Yes.
Franklin: So that’s the right word to use?
Palmer: Yes.
Franklin: Okay, so it took six years to do that for one tank of waste?
Palmer: We designed the process to be small and relatively slow. To fill a canister when everything was up and running smoothly was about two-and-a-half days. Whereas the facility running at Savannah River right now—Defense Waste Processing Facility, DWPF, they fill a canister in less than a day. At the Savannah River site, if I remember correctly, had 53 underground storage tanks. So they’ve got quite a bit more than we had at West Valley. And also a variety of compositions, so they had to change the glass composition as things went along. They’ve now made over 4,000 canisters since 1996.
Franklin: Wow. So then it does really depend on the chemical makeup of the tank as to what type of—
Palmer: Yes.
Franklin: So which is why, I guess Hanford’s waste poses a problem in that aspect.
Palmer: Yes, yes.
Franklin: Because of the unknown nature of—
Palmer: Yeah, and at Hanford there’s also a wide variety of compositions in the waste tanks. So the glass compositions can be very different. So you really need to know what’s coming in from the tank the next day in order to make the right mix of raw materials to make the right glass composition. And it’s tricky. Also, if you have to go from one composition to another, you have to know what you have in the tank before you add the new stuff, because the composition is going to change. It’s hard. [LAUGHTER]
Franklin: Do you think that vitrification is the right choice for Hanford’s waste, given its myriad of compositions in the tanks?
Palmer: When Dr. Hench did his analysis of materials to use to immobilize waste in general, glass is clearly the most versatile. There are other waste forms. There are crystalline ceramic waste forms, there are composite waste forms—a wide variety of things that you can use to immobilize the waste. But the processes for those waste forms are much more complicated. It would be very difficult to, say, design a—one of the waste forms is called a tailored ceramic, where you design crystalline components of the ceramic to immobilize specific radionuclides and that sort of thing. It’s hard enough to do for one composition, but to do for 177 compositions, that would have been very difficult. The glass is clearly the most versatile. Is it durable enough? The expectation is that the glass—the waste form in the repository will stay—the radionuclides are supposed to stay within the repository boundaries for 10,000 years. That’s the bureaucratic boundaries that we have to design for. Some people say, yeah, it ought to be a million years. But who would believe us if we predicted a million years? [LAUGHTER] We have trouble believing ourselves when we’re predicting 10,000 years because it’s tough to run that experiment. From the standpoint of glass lasting that long, there are some researchers out there that have been looking at archaeological glasses that maybe may have been in the ground, say, 1,000 years. And try to look at what glass composition—what the glass started out as. In fact, somebody has done an experiment where they’ve excavated the dirt around the glass object and analyzed what is in the dirt that might have come from the glass leeching out and that sort of thing. They’ve also discovered in shipwrecks in the Mediterranean, glass bottles, amphoras, those kinds of things that have been at the bottom of the ocean for 1,000 years. And you can still drink wine out of them. [LAUGHTER] So we like to think if the folks 1,000 years ago made glass that lasts at the bottom of the ocean for 1,000 years, maybe we can on purpose design glass that will last for 10,000 years.
Franklin: Interesting. Why was there the shift—so you started to—you came to work in glass immobilization, and then you said the funding for that program ended. Why was there that shift there in the late ‘70s, early ‘80s?
Palmer: Well, if I remember correctly, the project I was working on was sort of under the table. [LAUGHTER] If I remember—the Pacific Northwest Laboratories—this was before it was a national laboratory—had the responsibility of developing the glass waste forms. And what we were doing was just a very small project compared with what was going on at Battelle Northwest at the time. I think somebody caught us doing that, and they said, you shouldn’t be doing that; that’s Battelle’s job. So they found something else for me to do.
Franklin: Oh, right. So Hanford’s vitrification plant is in the news a lot and is kind of plagued by cost overruns and delays. Being a vitrification expert, is that kind of—I mean, I’m not looking for you to criticize them or anything, but is that kind of the norm? Should we have been prepared for how complex this process is? Do you think maybe that that wasn’t communicated or are there actual kind of real problems with the processes being instituted here, in terms of efficiency and actually handling the mandate?
Palmer: I’m a little surprised it’s taken this long. I was back here after we finished the work at West Valley, I came out to the Project that was—let’s see, Bechtel had just taken it over along with—it was the Washington Group then. And I came out—the Washington Group was the organization that was running the West Valley Project, so we were brother organizations. So I came out to work with some of the folks in the group to try to put together procedures, figure out what we expected to have happen over the project. So I remember coming back here and I think I still have a bumper sticker that says Glass in 2007. [LAUGHTER] I probably got that in 2003. So I’ll hang on to that. For it to have gone out this long, I don’t know. I do know for having spent a lot of time at West Valley, the West Valley Site, instead of—well, here the Hanford Site is 570 square miles. The West Valley site is 200 acres. [LAUGHTER] The Department of Energy folks, who were our overseers, were right down the hall. They’re not miles away as they are out here. West Valley’s also in the same time zone as the DOE headquarters in Washington. It’s not 3,000 miles away and three time zones away. I think geography means a lot. [LAUGHTER] When you’ve got the folks you’re working with and have to solve their problems, when you’ve got them down the hall and you can talk to them day in, day out, it makes it so much easier to get the job done. And then when they can call their folks in Washington where things have to get done in a relatively straightforward manner, I think that helps quite a bit. So it’s the fact that Hanford is so big and it’s so far away from the people who ought to be thinking about it more. But they’re in Washington, DC—what do they care about what happens in Washington State. It really—it’s not primary in their minds. So you sort of get sent to the back of the room.
Franklin: Oh. How does that compare, though, with—you said the Savannah River site has created about 4,000 canisters. How long has that process—has there been similar delays or situation there? How come that process is kind of up and underway—or can you describe—I guess my question is, can you describe the similarities or differences between what’s being attempted here and what’s being attempted at another large site like Savannah River?
Palmer: Savannah River always seemed to have priority over Hanford. Probably because it’s closer to population. And the environment around the Savannah River Plant is a lot wetter--[LAUGHTER]—than the desert out here. So if the tanks leak out here, they leak into the desert. If they leak at the Savannah River Site, they leak into the Savannah River, which feeds several million people. So the Savannah River Site did get more attention in the early days. They’ve done a very nice job getting their plant up and running. We worked closely with them when I was at West Valley. We talked with them all the time in terms of their day-to-day almost troubles and tribulations. We designed—the melters were designed a little bit differently and the canisters were a little bit different. The West Valley canisters had a large mouth and it was a 16-inch opening. Pretty easy to hit the hole with the glass coming out of the furnace. The Savannah River canisters had a much smaller diameter hole and that led to different processes for welding the material shut. But we could compare notes in how you’d do that and how the melters worked. We were operating in parallel, I think—let’s see, if I remember right, Savannah River started their process up in March of ’96 and we started in June.
Franklin: Okay, so you were doing the same thing at the same time.
Palmer: Right.
Franklin: So they’ve vitrified a lot of their waste, but there’s still no current long-term repository. Waste is still being stored at individual sites, waiting. So really, that’s kind of the other step of this process, right, is finding a—or what are your thoughts on that situation, on the—do we need one or two major long-term repositories to kind of collect all the waste in one area, or is better to keep it spread out at its separate sites?
Palmer: It’s going to be wonderful when we get all the liquid waste out of the tanks and immobilized somehow. I’d like to think that—I’m a little prejudiced—that glass is the answer to that. And now that we’ve got the tank empty at West Valley and the material in glass, and Savannah River will get there eventually—they might be halfway through? I’m not quite sure how long they’re going to take to get it done. But it’ll be nice to have those canisters of high level waste somewhere, and the high level waste out of the ground. And with any luck it’ll happen here at Hanford, too. There’s no rush to get those canisters of glass into the ground. We expect that they’ll be stored safely somewhere in some kind of a building, some kind of a structure, that will keep the water out, keep the animals away and whatever else. So you kind of hope that that’s going to happen. And if there—there’s talk about reopening the Yucca Mountain project again. It was always kind of funny—everybody complains that they shut it down a few years ago, and that that was a political action. Well, picking Yucca Mountain was a political action in the first place. In 1987, when they decided to go to just one repository, if you look at the state of Nevada versus the state of Washington versus, say, the state of Texas, Nevada has the least number of representatives in Washington. [LAUGHTER]
Franklin: Ah, a-ha.
Palmer: So it basically was a political act to create that there. So it doesn’t bother me that it was a political act to have shut it down. It may be reopened again. Harry Reid, who’s the senator who asked President Obama to shut it down—Harry’s retiring. So maybe it’ll reopen. I remember, maybe 25 years ago, I went to a PTA meeting, the New York State PTA meeting, and the national president was there. She was from Las Vegas. And I asked her about Yucca Mountain. She said, you and I need to talk. [LAUGHTER] She was not happy about Yucca Mountain, and she was amongst those who were really fighting against even looking at the site. There was a—let’s see. When I was in Minnesota, it was about 1985, I believe, the Department of Energy was looking at a potential second repository. They were looking, first of all, at those sites out west. And then they started to look at granite formations, say, in New Hampshire. The Canadian Shield, which is outstate in Minnesota. So there were folks agitating in Minnesota—oh, my god, they’re going to bring nuclear waste here. And I remember going to a meeting of the local congressman and hearing people shouting about it. And I sort of—on the way out, I mentioned to him, I said, why don’t you just let DOE come in here and discover that it’s really not the place to put it? One of the main things you need to worry about is how do you get all the materials that’s elsewhere to the repository? And the weather in Minnesota in the winter’s not so good. [LAUGHTER] It would make it difficult to bring material in. And in addition to the weather interfering with construction of the facility to begin with. So there were a lot of good reasons not to put it in Minnesota. So it was just a lot of fun to watch the action going on with the anti-nukes, locally, and as well as the people who might have been more in favor of it. I also remember there was—one of my colleagues at the basalt project was back in Boston. I think he was at MIT, giving a talk about the repositories. And he said he noticed some of the kids in the back were sort of dozing off when he was talking about repositories in Nevada and Washington and that sort of thing. And then he suddenly mentioned that—maybe in New Hampshire. And he said—the kids sat up and paid attention all of the sudden. It’s up the street. [LAUGHTER] In New Hampshire. Yeah. So it gets people’s attention when it’s close at hand.
Franklin: It’s a real nimby issue.
Palmer: Yes.
Franklin: How did the work at Hanford—your work at Hanford—kind of inform your later work? Because you started your private sector career at Hanford, right?
Palmer: Yes.
Franklin: So how did that inform your later work?
Palmer: One of the most important aspects of handling radioactive materials is a quality assurance program where you—those of us were doing research on the basalt project, our first thought was how do you do quality control, quality assurance on research? How do you ensure that your experiments are right? Because you’re supposed to be investigating unknown things, so maybe quality control, quality assurance, is too much controls on your process. When it first was imposed on us, we were very concerned about how we can do that. But then we talked to the folks who were quality assurance experts, and they said, oh, what we really have to do is control the process. Control—make sure if you’re using a particular instrument, a spectrometer, whatever, make sure it’s been calibrated, make sure it’s working properly, make sure you have standards to compare against your unknowns. So the quality assurance aspect of it actually made our work a whole lot better. We had to think about it a little harder, but that’s okay. [LAUGHTER] In fact, when I moved from here to 3M and did research there, I kept those thoughts in mind: okay, I need to do research on new materials, on new products, that sort of thing—but how do I set up my experiments so that I know I’m getting the right answers? Or defensible answers, if not the right answers.
Franklin: Where at least you know the process is defensible.
Palmer: And that turned out to be an important part of my work at West Valley. So learning that quality assurance was a good thing has been a big help to my later career.
Franklin: Can you describe Hanford as a place to work?
Palmer: [LAUGHTER] It’s a different place. It was first very strange to get out here and you see people on the corner waiting for the bus and everybody’s wearing a badge. That was a—coming, especially from a college campus—that was a very different experience. I guess I got used to it, but I wasn’t happy with the atmosphere that that sort of creates—having to wear a badge and that sort of jazz. And I remember when I was at 3M, there was somebody coming in and wanted to make everybody at 3M—I worked in their research facility in St. Paul, which was several dozen buildings. They wanted everybody to wear—somebody was coming in proposing that everybody at 3M wear a badge, for corporate security and that sort of thing. My opinion of that was that would change the atmosphere of the research park. Later in my career, I worked for Corning, Incorporated in Corning, New York, and they’ve taken it to an extreme, I think. [LAUGHTER] When you get up from your desk, you’re supposed to turn your computer off. Because even the guy next to you isn’t supposed to see what you have on your computer screen. And you have to wear a badge, and you need the badge to go from building to building. Or from parts of the building to other parts of the building. It created an atmosphere that I wasn’t happy with. I felt that it’s necessary at Hanford, where you’re working with hazardous materials all the time. But I wasn’t—I thought that in a corporate world, I thought it was a little bit of overkill. But the folks at Corning, Incorporated have decided that—[SIGH]—they need to have everybody keeping their mouths shut whenever they needed to keep their mouths shut. Although if you go out at night and you sit in a bar, and you listen to the guys talking at the table next to you, you might find out some things that you—[LAUGHTER]—you wouldn’t find out hanging around the quarters of the research park. [LAUGHTER]
Franklin: Right. What were the most challenging and/or rewarding aspects of your work at Hanford?
Palmer: Most challenging, I think, was—some days, getting to work. Taking the buses out to work. Although that, eventually, once you get used to it, you get reading done on the bus. There was—for a couple of years, I lived in Kennewick, and I took a van pool. So I would get up in the morning walk to the corner, and pick up the van, and spend an hour and then spend another hour at the end of the night, coming home. At the time, I subscribed to two magazines: I subscribed to the New Republic, which was weekly, and on the left side of the political spectrum, and I subscribed to William F. Buckley’s National Review, which was every two weeks, and on the right side of the political spectrum. I was obscenely well-informed. [LAUGHTER] Because I read them cover-to-cover, because I had the van pool time day in and day out. I worked with a lot of interesting folks. And I’m spending this week here getting together with some old friends. Since we were done making glass at West Valley, a number of those folks are out here now. And about a dozen of us got together last night, and it was a lot of fun to see some folks that I hadn’t seen for ten years or so.
Franklin: Oh, that’s great.
Palmer: The aspect of working on a project that the whole world thinks they know about—oh, nuclear waste. One of the things—the most common comment you get is, do you glow in the dark? And it doesn’t matter—that happens at technical meetings, that happens at PTA meetings, that happens on planes going back and forth. [LAUGHTER]
Franklin: It happens to me every time I go to a conference. At least once. Somebody thinks that they’re the first person that thought of that joke.
Palmer: Yes. [LAUGHTER] So it does make for interesting cocktail party conversation. Because everybody has an opinion.
Franklin: Yeah.
Palmer: And—why don’t we just put it on a rocket and send it? Well, rockets never explode, right?
Franklin: No!
Palmer: [LAUGHTER] And even before Columbia and Challenger had their problems, I went to a meeting in Cocoa Beach, Florida down the street from the Cape, and remember talking to someone who worked at Cape Canaveral for a long time and some of the tests that they did. They had one rocket that they called the Titusville Express. Titusville is the next town over, and the rocket went up and hung a right, and fortunately went over the city of Titusville into the water. But that’s not what it’s designed to do. So if you put radioactive materials on those kinds of things, you’re going to make a mess in the water someplace or wherever it comes down. So one of those—a glib, easy answer to—the further away you are from the project, the more answers you have to solve it. That’s true in a lot of different ways. People have—oh, we can solve that problem. It’d be easy; just do this. Ah, well, no. [LAUGHTER] So that makes a lot of fun. And now, as we’ve been talking about now writing a book on the history of this topic, and it’s a lot of fun digging in the background and trying to figure out how people 100 years ago were treating radioactive materials. As they started to understand that, yeah, we ought to take into account time, distance and shielding and those kinds of things. It took a while for them to figure that out, and people got hurt, and died from not knowing.
Franklin: Right.
Palmer: And in some cases, though, I’m finding as I read more, there’s a lot of cases where they did know, but they just left the door open [LAUGHTER] on the cyclotron, that sort of thing. Some of the guys who were working on that were basically cowboys. They just treated it like your standard, old—oh, whatever’s going on in the laboratory, and okay. The stream of electrons in the cyclotron, if they left the door open, somebody was getting irradiated, but they didn’t think—you couldn’t feel it, so what’s the big deal? But you need to keep that door closed. It’s kind of funny to read about the people who—smart people, gone on to get wide renown in physics and that sort of thing—but they left the door open on the cyclotron because they didn’t figure it was a big deal. Or they were just careless.
Franklin: Right, or maybe had a sense of invulnerability--
Palmer: Yes.
Franklin: --when it came to their own mortality.
Palmer: Physicists have a way of thinking they’re invincible.
Franklin: Were there any major events that happened if the Tri-Cities while—I guess you only lived here for five years?
Palmer: Yeah.
Franklin: Were there any major events in the Tri-Cities when you lived here that stand out to you?
Palmer: Mount St. Helens.
Franklin: Oh.
Palmer: It was May 18, 1980. And we had been watching—over the previous year, we would be able to see some of the minor eruptions that had been going on. And I think—if I remember right—it’s 160 miles from here. It was Sunday morning when it happened, and somewhere around 8:00 or something like that. My wife and I were in the grocery store. We were way in the back of the grocery store, and a friend came in and said, wow, did you see what the mountain did this morning? And—no. We’d been inside whenever it happened, and came out and you see these puffy clouds. It kind of looks like cauliflower. The ash falls in like pockets. That day everybody basically stayed inside, because our cars outside got covered with dust. I talked to a friend who went to work that day and took the bus out to the 200-West Area. And he said you couldn’t see the front of the bus from the back of the bus inside the bus.
Franklin: Wow.
Palmer: So it was a dusty day. They had just bought a new fleet of buses that were all air conditioned. The ash chewed up the air conditioning. So we didn’t have that new fleet of buses that summer, so we all rode un-air conditioned buses that summer. And a lot of people wore the face masks for most of the summer going out on the bus during that summer.
Franklin: Oh, wow. So how—did that impact the work at Hanford at all?
Palmer: I don’t know that it impacted the work to speak of. It certainly woke us up to Mother Nature’s power. I remember there was someone here who had—a photographer—who had been going back and forth to Seattle, and he would stop at the St. Helens area and take pictures. He’d gone over the Saturday before. I saw him give a presentation on this afterwards, so this is all secondhand sort of thing. He stayed—he decided he’d stay the night on the south side of the mountain. He took some wonderful pictures the day before from that particular angle. The next morning, it blew, and when it blew, he was facing south, away from the mountain. He didn’t hear a thing. Because the explosion went north and all the sound and all the ash went north. He was talking to somebody and the guy said, look around. He turned around and he could see the plume going off. And he went back to the same places where he’d taken pictures the day before, and had the same picture as the explosion is going on. So it was quite an opportunity for that guy to get those kind of photographs.
Franklin: No kidding.
Palmer: Then the police were coming through, chasing people out. You got to get out of here. Because the snowcap was melting and the floods—the Toutle River, I believe, was being overflowed. He had to get out of there in a hurry, although he kept stopping every once in a while, taking pictures. [LAUGHTER]
Franklin: As any good photographer would.
Palmer: Yes. And the cop would come and say, you’ve got to get out of here. And I remember we—later that summer, my father came out to visit. My father was an eighth grade science teacher. So we had a good time taking pictures and collecting ash for his science class and that sort of thing. We drove around the south end and came up Interstate 5 and saw the destruction from the flood, and drove over to where the Toutle River had washed out some small bridges. And you could see where—the river had gone down to its normal level, but you could see it was ten foot up on the banks, and then there was a mark about ten feet up in the trees above that where the water level had been. So it was mighty powerful.
Franklin: Do you have any memories of the social scene or local politics or other insights into Tri-Cities life?
Palmer: We were part of the Jewish community—Temple Beth Shalom. It’s a small temple. There’s not a whole lot of Jewish folks here. But they had been here along—from virtually the beginning of the Project. The temple was founded in 1950. When we were here around 1980, there were still people who were part of that founding organization.
Franklin: Wow. I’m sorry, where was that located?
Palmer: Thayer Street, south of Lee.
Franklin: Okay.
Palmer: I haven’t been there for a while, so it’s—and I understand they’ve remodeled it. So I’m not sure I would recognize—I think I would recognize the building if I were to drive down it, but I haven’t done that yet. I may do that later this week. There were quite a few interesting people who were part of that organization. There were chemists and engineers who worked out at the Site, and were also part of that organization. There were doctors in the local community who were part of that congregation. And I still have friends who are part of that here, and I expect to see them this week. We didn’t do a whole lot of other things. I was—it was just my wife and I when we came out here. We had a son—my wife’s named Ellen Goldberg Palmer. My son was born here. My older son, Michael was born August of ’82. So he has roots here, but I don’t think he’s ever been back. [LAUGHTER] So one of these days, we have to bring him back and see where he was born and that sort of thing. We later had a second son born in Minnesota. So my sons are connected to the two biggest rivers in the continent. One the Columbia, one the Mississippi. Although neither of them really remembers having been near them. They were both raised in Buffalo, so they don’t remember much about either Minnesota or Washington State. We were very much involved with the synagogue. There were also quite a few mixed marriages. I’m not Jewish. We decided we’d raise the kids Jewish, but that’s all right. That wasn’t a problem. But there were a lot of other mixed marriages as part of the synagogue. Because of the wide range of beliefs of the synagogue, it was always an independent organization. There are a variety of Jewish movements—the two major ones are Reform and Conservative. Reform being a little more liberal; a Conservative rabbi would never have married my wife and I, because they just don’t believe in that—in intermarriage. And we had some trouble finding a Reform rabbi that would do that. But the synagogue remained independent for many years. Until something—it was never clear to me exactly what happened. We took a vote and it was always 50/50, and they decided not to affiliate with either the Conservative or Reform movement. But then somebody decided, we really need to do something. So they had another vote, and it went Conservative. So they needed to have—they felt they needed to do something with the Sunday school and have some sort of official imprimatur of one of the movements. And that caused a split. [LAUGHTER] Especially among those of us who were mixed marriages. And we had a meeting a couple of weeks later in our house, mainly because we hadn’t had enough money to buy furniture for the living room yet, so we had a place where we could have lots of people meet and have chairs around. We actually created another synagogue for those of us who felt we should be more liberal than the conservative end of it. And that went on for a couple of years. I think it’s consolidated again. But I don’t know exactly what the status of the synagogue is now. So even amongst small congregations, you can have big divides. There’s a joke that somebody told me. They sent a Jewish astronaut to the moon to establish a community. And they ask him, why two synagogues? And he said, well, that’s the one I go to, and that’s the one I wouldn’t go to on a bet. [LAUGHTER] So you can always expect—three Jews in a room, you’ll have ten opinions. [LAUGHTER] But politics? I don’t remember much about—I wasn’t much involved in that. I was too worried about day-to-day working and family life. Because I was new at both. I didn’t worry too much about other things. But, yeah, Mount St. Helens was the big one, and our relationship with the Jewish community. That was the two big social parts of our life while we were here.
Franklin: Okay. Could you describe the ways in which security or secrecy at Hanford impacted your work?
Palmer: Not very much. The work we were doing was publishable. We did have to worry a little bit about the composition of the waste. I think some of that might have been proprietary. Because knowing what was in the waste would give information about what was in the material that created the waste, which was for plutonium to make bombs. So I think some of that information might have been proprietary. I didn’t have to worry about it because I didn’t work on that part of the business. I do remember, at the Battelle library in the 300 Area—which was a wonderful place to go; the books there were—it was just a fun place to look around—there was a room down the hall that you had to have special permission to go in that had a lot of the processing information that was proprietary. And I always wanted to go in there, but I don’t think—my clearance wasn’t high enough. We had Q clearances then, and I don’t think they even have that anymore out here.
Franklin: Yeah, not to my knowledge.
Palmer: But the secrecy aspect didn’t affect me very much.
Franklin: How has the attitude towards nuclear waste disposal changed from 1979 until now? Both within the industry and without?
Palmer: I think a lot more people know about it than before. Especially because of the national hullaballoo over Yucca Mountain. People worry about that a little more than they—they probably didn’t know they had to worry about it. [LAUGHTER] and suddenly there’s a big squabble over it, so, gee, maybe I should worry about this. The other facility that’s been in the news lately is the Waste Isolation Pilot Plant in Carlsbad, New Mexico, WIPP. About two years ago there was an accident there. It was a small explosion underground and they needed to figure out exactly why it happened and now what can they do to prevent it from happening again. So I don’t think it’s up and running just yet. They’re still sorting out new procedures and that kind of thing. But, yeah, people are hearing about it more. I don’t remember anybody really—I mean, if I talked with old friends about nuclear waste in 1979, they’d say, say what? They really didn’t know what was going on and they had no idea of where the materials were located. But nowadays, they do worry about it more. There are folks with the nuclear power plants, we all know that there are the spent fuel being stored at all the nuclear power plants and folks are starting to be aware that—is this the right thing to do? There may be—it seems to take time for people to want to solve problems. [LAUGHTER] It’s just—it’s like the kids in the MIT classroom. Okay, that’s Washington State, I don’t need to worry about it. You know, wait a minute, it’s in New Hampshire; maybe I do need to worry about this. And if you suddenly realize that, yeah, that nuclear power plant down the street? Okay, there’s no radioactivity coming from it, but there is this other stuff that maybe can cause a problem.
Franklin: There’s spent fuel being stored there in the area that wasn’t designed as permanent storage for it.
Palmer: Right, right.
Franklin: How has the approach to nuclear waste disposal changed from 1979 until now? Or has it?
Palmer: I don’t know that it has. I’d like to think we’re smarter about it. I’d like to think that we have better solutions for it now than we did then.
Franklin: Such as?
Palmer: The immobilization processes. Eventually we’re going to have to ship the materials from one place to another. They’ve done tests on shipping casks and designed them so that they’re not going to fail. And there are folks who are still working on new designs for shipping, say, spent fuel—I’m sorry, I think it’s called used fuel now—from reactors where they’re stored now to—there may be some intermediate storage facility, or some permanent storage facility. I suspect that we may eventually go to some kind of an intermediate storage facility. And where that would be is a hard question to answer. They’re now looking at the process of siting a repository at—I forget exactly what the buzzword is for it, but it’s basically an informed—that’s it—informed consent of the community. For instance, in order to site the WIPP project at Carlsbad, New Mexico, they basically got buy-in from the community. From the mayor to the chamber of commerce, to the local citizens. There are other folks in the state of New Mexico who would rather it not have been there. But they live in Albuquerque, and that’s a couple hundred miles away. So now you worry about, what do you define as community? Is it the people who live in Carlsbad? Is it the people who live in New Mexico? Is it the people who live in the Southwest? So the concept of informed consent is absolutely necessary. But defining it is very hard to do.
Franklin: Right. Because you don’t always get to choose—as a project planner you don’t always get to choose who has buy-in or who feels like they should. You don’t get to exclude some people just based off of your own—they get to choose whether or not they feel—
Palmer: Yeah, and in the past, we’ve done horrible things where we just ignored people. There are places in the Southwest where they had uranium mines. And downstream from the uranium mines were the Navajo. There were—I’ve read somewhere, I’m assuming it’s true—is that there was never cancer in the Navajo Nation until there was uranium mill tailings nearby, coming in the water supply from upstream. The informed consent, will hopefully help us not ignore some people who ought to be part of the process.
Franklin: Right. What would you like future generations to know about working at Hanford and/or living in Richland during the Cold War?
Palmer: We tried. We tried really hard to do the right things. I do remember—hmm—early ‘80s, Ronald Reagan was elected in 1980 as President. He was a little more hawkish than Jimmy Carter before him. I got promoted to a manager’s position, and I got invited to—the vice president of the Site, who every once in a while got new managers together to give them a little lecture and welcome to management. [LAUGHTER] And I remember him saying something about—yeah, Reagan’s going to put us back to work. We’re going to build more bombs and do all that sort of thing. And I think I said at that point to myself, I got to get out of here. [LAUGHTER] Because if that was going to be the attitude—I mean, cleaning up the mess is one thing; building new stuff that goes boom in the night? Nah, I didn’t want any part of. And that was—some of the reputation that those of us who worked at Hanford is that, you know, yeah, we want to make more bombs. No, a lot of us are here because there’s a mess to clean up. And we were chemists of all kinds of varieties who wanted to know: okay, what is it that we have to do to make this not a problem anymore? And it’s a good intellectual problem to try to solve, and an engineering problem to solve. And we don’t want to make new things that disrupt the community. We want to take care of the mess.
Franklin: What about the—there’s kind of an inherent contradiction in there, though, right? In that you find joy in solving the problem and fixing the problem, but without the bombs—without the desire to make the bombs, we wouldn’t have the waste to clean up, and you might not have come here. You’re certainly—your life, part of your life’s work is encapsulating waste, which—there is waste from energy plants, but you seem to have spent much more time dealing with waste from production plants. So I understand maybe not wanting to see new—more new waste being produced, but that’s kind of an interesting relationship that I think you have with waste.
Palmer: Yes. I wasn’t around to make the decisions in the first place. I’d like to think that I’m around to make some personal and professional decisions now. Let’s say, when you go to the grocery store, you have these plastic bags. I—in the back of my car—I always have with me the reusable fabric bags when I go to the grocery store.
Franklin: Yeah, me too.
Palmer: So I don’t create the mess in the first place. I think that may be one thing that I’ve learned, looking at the history of what we’ve done with radioactive materials and radioactive waste, specifically, is that we could have done better if we’d have just thought about it a little bit. There’s new problems all the time coming on. There’s new industries coming on. Genetically designed organisms—genetically engineered organisms, those kinds of things. There’s nanomaterials. All these are new industries, and we hope that they’re thinking about the potential for problems. Having worked a little bit with some of the folks in the nanoparticle business, they were looking at those problems from the beginning. When they’re designing their materials, especially in the ceramics field. I know people who were there, at the beginning of designing new materials, and they were absolutely looking at potential harm that the materials might do.
Franklin: Do you think that same kind of forward-thinking was there at Hanford, during the World War II or Cold War, but that the importance of the initial mission overweighed concerns about the legacy of nuclear waste?
Palmer: Yeah, they were in a hurry. So cleaning up garbage was, at best, a second thought. They got it out of the way, and put it somewhere where it wasn’t going to bother anybody for a while. They’ll worry about it later. And it took them a while for later to show up. They suddenly noticed—I think it was about 1973, when they noticed, oh, there used to be 100,000 more gallons of waste in that tank than there is now. I wonder where it went. That was also the time when organizations were created to look at environmental issues. The EPA was founded in—what, I think it was about 1970? It was one of Nixon’s—
Franklin: That sounds about right.
Palmer: One of the good things that Nixon did. EPA and OSHA for that matter. I remember doing things as an underground in the laboratory that you cannot do now. I mean, using benzene to clean glassware. Not going to happen now, but it happened in the ‘60s as a routine thing. That’s how you cleaned the glassware, was boil it in a pot of benzene, because it did a nice job of cleaning the surface of Pyrex.
Franklin: Oh, yeah, I’m sure it did.
Palmer: [LAUGHTER]
Franklin: Wow.
Palmer: Yeah. That was another thing, is that I probably got exposed to more dangerous materials working in a chemistry lab than I did working in a radioactive lab. [LAUGHTER] I know we took care of doing things in 222-S. Although there were some laboratories I didn’t really want to go into. [LAUGHTER] But you learn how to do good science and good laboratory experiments from the folks—the woman who worked with me as a lab technician, Sadie Kunkler, had been there since before I was born [LAUGHTER] in that laboratory. She started working there in 1950. So she had 30 years of experience of how to work in a laboratory, and how to—
Franklin: This was here at—
Palmer: At Hanford, in 222-S. She taught me a lot, an awful lot, in terms of how you work in a laboratory. There were parts of laboratory experiments that I was not competent to do. [LAUGHTER] But she was very, very good in the laboratory in terms of making sure things were clean. And when you’re doing experiments where you’re trying to measure small amounts of material being leeched out of a glass with water, everything needs to be clean. The water has to be pure. If you’re looking at dissolving glass, it’s mainly sand, silica. If you know anything about the dust that’s in the air, it’s also sand. So your materials—in order to do a proper experiment, you need to keep the dust out. Otherwise, your experiment is not going to be a—
Franklin: Well, you have to purify your water, too, so there’s no silica in the water.
Palmer: Right, right.
Franklin: Is there anything that I haven’t asked you about that you’d like to talk about before we—?
Palmer: We covered a lot of stuff that I hadn’t thought about in a long time. [LAUGHTER] Thank you.
Franklin: Yeah, thank you.
Palmer: I’m going to be talking to some other old friends this week, and I will—I think you know some of them. Steve Buckingham is one who’s been part of this program. Michael Kupfer is another one that I worked with at 222-S. I hadn’t—I called him yesterday, and he wasn’t sure who I was—again? What? We haven’t talked in—I haven’t talked to him in over 30 years. So, we’re going to get together and talk some more. And I’d like—Mike was here and had some very interesting experiences in the lab, working in glass and other projects. I think he might have some interesting things to say. There was one thing I think that actually got me the job. Working with glass at high temperatures is a tricky thing to do and one of the crucibles that you use is platinum. When I was in graduate school, somebody in the laboratory was making glass and used, as a centerplate in the furnace, silicon carbide. Silicon carbide can take the heat okay. But if you happen to drip a little bit of glass on the silicon carbide centerplate and have it next to the platinum crucible, the platinum crucible will dissolve. What happened in this particular case, the guy left the crucible with glass in it in the furnace, and he came back several hours later and it was gone. You allow the furnace to cool and you take out the centerplate, then you can see a ring of platinum that had been the crucible. It was now part of the centerplate. When I came out to Hanford, and went out to dinner with the folks who were interviewing me, they mentioned that they had a problem—they weren’t sure what happened. They had a bunch of—maybe half a dozen crucibles on a centerplate. And some of them dissolved. They caught it before they were all disappeared, so I eventually got to see it. But some of the crucibles had been eaten away. Because I had that experience before, my response was, oh, you used the silicon carbide centerplate. And they said, yep. And I think that got me the job. The fact that I had had that experience and so—that was the kind of experience they were looking for. Someone who would not make that mistake. Because those little platinum crucibles are, you know, 1,000 bucks a piece or more.
Franklin: Yeah, that’s not a cheap material to work with.
Palmer: [LAUGHTER]
Franklin: Kind of a happy accident, huh?
Palmer: Yeah. Well—a happy experience for me to have that available in my list of things that I’ve done.
Franklin: Yeah, especially during an interview. Well, great, well thank you so much, Ron. It’s been a great interview.
Palmer: It’s been good, thank you.
Franklin: Okay.
View interview on Youtube.
Douglas O’Reagan: Okay. Well, thanks for being here, first of all. To start off, would you please pronounce and spell your name for us?
Sue Olson: Sue, S-U-E. Olson, O-L-S-O-N.
O’Reagan: Okay, thank you. And I am Douglas O’Reagan. I’m conducting an oral interview here as part of the Hanford Oral History Project. It’s February 5th, 2016. This interview is being conducted on the campus of Washington State University Tri-Cities. So just to get us started, would you please tell us something about your life before you came to Hanford? Where you were growing up and so on.
Olson: I was born in Claude, Texas. I graduated from Panhandle High School as valedictorian in my class. I went to Texas Woman’s University in Denton, Texas. Then went to University of Texas in Austin, Texas. I was—[COUGH] Excuse me. I was in college in an accounting class at the University of Texas in Austin when World War II was declared. I heard the President declare World War II. So at the end of that year, I took a civil service test as clerk typist and I started working for US Corps of Engineers. I first worked at Pantex Ordnance Plant in Amarillo, Texas, and I had to transfer to Tyler, Texas to an army replacement training. And then after that, I received a teletype that I was to enter in for Hanford. We had received a teletype from a lady who had transferred up here, and she had said, don’t come here. It’s rattlesnakes, sagebrush, and dust storms. [LAUGHTER] So I transferred to the Manhattan Project in Oak Ridge, Tennessee. And Manhattan Project had three areas—I worked for the army major who was in charge of one of the areas there. DuPont was the contractor there. And at Oak Ridge, I met Robert Olson, who was with me at DuPont. Before I met him, he worked at the University of Chicago to work on the Manhattan Project—he worked on at the University. And he transferred to Oak Ridge; I met him there. We were married there, and then we transferred to Hanford, with DuPont. We arrived here October 1st, 1944.
O’Reagan: What sort of work did you do at Oak Ridge?
Olson: Well, he and I were at DuPont getting ready to work. The work on the Manhattan Project was to develop the bomb. That was what it was for. And he worked at Oak Ridge.
O’Reagan: Do you know what sort of—was he working in chemicals or physics? Do you know what sort of work he was doing there?
Olson: No, because it was all secret.
O’Reagan: I see. And did you say you were also working there as a clerk?
Olson: I worked as a secretary for the Army Major, who was in charge of the X-10 area in Oak Ridge.
O’Reagan: Okay. When you arrived at Hanford, what sort of work did you undertake here?
Olson: Oh, I signed up to be secretary and DuPont was the contractor here for the first year or so. And they sent me out to 200 West Area to be in the stenographic pool. I was the only secretary there. There were several departments, and all the departments brought their paperwork in to me. [LAUGHTER] And I took dictation for all of them who wanted to write letters of any type. Then they sent another girl out—another secretary out, but she couldn’t take dictation. So I did all of that. There were several departments. I don’t remember the names of all the departments, but it was a major process.
O’Reagan: Was it similar to what you were doing at Oak Ridge, or was it a new kind of work?
Olson: It was the same kind of work, secretarial work.
O’Reagan: Right. What was your impression of the Tri-Cities when you arrived? Was it like you had been warned?
Olson: No. [LAUGHTER] We drove along the highway south of town, and Bob looked over and said, there it is. And we could see a few houses. We went to the hotel to check in at the hotel, and the hotel was called the transient quarters. [LAUGHTER] The hotel in Oak Ridge was called the guest house. We were in the hotel about three days. Then we moved into—at that time the houses were assigned to people. There were only the two of us, and so they moved us into a one-bedroom prefab on Winslow Street.
O’Reagan: In Richland?
Olson: Winslow Street in Richland. And there was one street behind that, and behind that street was desert, all the way out to the river.
O’Reagan: What were your impressions of the house? Did you like the house?
Olson: Well, the house was adequate. It was 600 square feet.
O’Reagan: Mm-hmm. Had a question and it went right out of my mind. [LAUGHTER] Okay. So could you tell us, what was an average day at your job? You said you took dictation, but what other kinds of work—
Olson: Typing. In 200 West Area in 1944, it was typing. Except for the people who dictated. One man came in one day and he dictated the evacuation process, which took him several hours to do it. And the evacuation process—if it had ever had to happen—the process was that it would be on buses—cattle car buses. [LAUGHTER] The seats were on the sides of the bus, vertically, not horizontally across as they are in most buses. But there was never an evacuation process. There was preparation for it, if it had happened.
O’Reagan: Interesting. I understand the transportation to get to jobs on the Hanford site was difficult. Did you take buses?
Olson: Well, there were buses. There were buses, yes.
O’Reagan: was that a long commute?
Olson: Yes. I don’t remember the number of miles, but it’s a long commute from Richland into the West area.
O’Reagan: What was your husband working on?
Olson: He worked on—it was a group of scientists that were—13 or 14 or 15, something like that—and they wrote the separations process. Which was part of the process.
O’Reagan: I guess that was probably a different part of the Hanford site from where you were working?
Olson: No, it was in 200 West Area, too. Yes. And it was a group of scientists who had transferred from Oak Ridge along with Bob.
O’Reagan: Right. Could you please describe Hanford as a place to work? It’s a broad question. Let’s see—what were some of the more challenging aspects of your job?
Olson: Well, that I typed for eight hours a day. I typed or took dictation eight hours a day. No coffee breaks, nothing like that, and everything was confidential. Nobody discussed their job with any other person.
O’Reagan: I would guess you would have had to have had pretty high clearance to be taking dictation on all these sensitive matters. What was that process like?
Olson: Well, I worked in Two West and then I transferred to B Plant, and I went to 300 Area. My next job, I worked for Wilfred Johnson when he was assistant general manager. And I worked in the 703 Building. I had Top Secret clearance there. So I had kept the filing cabinet locked. I took dictation from him. The rest of it was the type you’re making phone calls.
O’Reagan: When did you find out about what the goal of the Hanford site was, to make the weapons?
Olson: When the bomb was dropped, I read it in the local paper.
O’Reagan: What was your reaction?
Olson: I was happy. That the US was going to be safe.
O’Reagan: Right. Do you—trying to think how to phrase—is that your impression of that’s when everybody around you found out as well, or was it sort of a general surprise that the—
Olson: Yes. It was a surprise to everybody, I think. That’s my opinion. Except the men like my husband who were working on it.
O’Reagan: Did you continue working at the Hanford site after the war?
Olson: Yes. I worked there for ten years.
O’Reagan: Did your work change substantially once the war was over?
Olson: Well, as I said, I worked as a secretary in 200 West, and then I moved to B Plant. And I worked in B Plant, and then I went to the 300 Area and was a secretary for the head of metallurgy. And then I had the job as—I was then an executive secretary for Wilfred “Bill” Johnson. And I retired after that period.
O’Reagan: Did the workplace environment change in that time? You mentioned there were no breaks at first.
Olson: Change in what way?
O’Reagan: You mentioned it was very focused work during the war, no breaks, really concentrating to get the job done. Did that become more relaxed eventually, or was it still the same pace?
Olson: Not in the jobs I worked on. Everybody was there to work.
O’Reagan: Interesting.
Olson: No coffee breaks, nothing like that.
O’Reagan: Interesting. How about—can you tell us something about your life outside of work during the wartime?
Olson: We skied. Bob was from Wisconsin. He was a skier. And I grew up in Panhandle, Texas, and I did not ski. But I took lessons. And we skied on weekends.
O’Reagan: Where would you go?
Olson: We went to the closest one, over by—the closest one, which was south of East Richland. Tollgate. We went to Tollgate and skied there. And then we went up to the Snoqualmie Pass, and we skied there when it had only three rope tows. Before they put in any kind of lifts. It was—and I don’t remember the year for that, but—shortly after we got here, we went to Snoqualmie Pass.
O’Reagan: Did the social environment—did life in Richland change for you outside of work once the war was over?
Olson: Well, there were a few more activities, because while the war was going on, there was nowhere to go. [LAUGHTER] We had a friend from Oak Ridge we played bridge with part of the time, and then we skied weekends.
O’Reagan: Did you feel it was easy to meet new people when you moved here?
Olson: Did I feel--?
O’Reagan: I’ve heard some people say that when they first got here, they had a very easy time meeting people; I’ve heard other people say when they got here, they were so focused on the work, they didn’t get to meet as many people—
Olson: Oh, no, no, because we had friends from Oak Ridge who were transferred who were scientists. And people who were at work in that kind of work. So we visited with them, and they—we all had a little group, all the people that came from Oak Ridge. So we had several friends.
O’Reagan: Let’s see. Could you describe any ways in which security or secrecy at Hanford impacted your work?
Olson: Well, of course. [LAUGHTER] No visiting, no coffee breaks—we worked.
O’Reagan: Did the secrecy continue outside of work? I’ve seen in some communities that people feel that they can’t talk about the work, and that sort of gets—someone last week was describing how she sort of felt she had to be on her guard about speaking about her work. She was afraid of that. Did you feel any sort of sense like that?
Olson: We didn’t discuss—we did not discuss work, because we were busy with whatever we were doing—playing bridge or dancing or skiing. So there was no reason to discuss work.
O’Reagan: Sure. When you retired from being a secretary, you mentioned you eventually got into real estate. Is that right?
Olson: Yes.
O’Reagan: Was that right away, or did you have a [INAUDIBLE]
Olson: No, it was not. My husband died in 1974, and so I was at home. I did volunteer work for 20 years. I had no plans to go back to work, but after his death, I decided to work in real estate.
O’Reagan: Will you tell us about your volunteer work?
Olson: Oh, yes, Kadlec Hospital Auxiliary, and Mid-Columbia Symphony Guild, and Girl Scouts. All types of volunteer work.
O’Reagan: Great. What kinds of things did you do at the hospital?
Olson: Volunteer work. I would go down at 7:00 in the morning, and I answered the phone in one of the departments—I think it was the children’s department, that was part of what I did.
O’Reagan: And when you started getting into real estate, can you tell me about that?
Olson: Yes, yes. I took classes at CBC. I studied hard for it, and I passed the test. I started to work for a company called—let’s see—Sherwood and Roberts. They were a company that had offices in this state and California and some other state. I worked for them four years, and then I transferred to other companies.
O’Reagan: Mm-hmm. Did that job change over time? I know the communities started expanding during that period—
Olson: Oh, well, yes, there was more work as the company got larger.
O’Reagan: Could you describe any ways in which you think of the Tri-Cities as changing over the first couple of decades you lived here?
Olson: Well, it got larger. Larger, and they built more houses out past Winslow [LAUGHTER] Winslow Street. Well, of course it changed. There were more activities. Everybody was more—and there were people transferring in and out from large companies. There were a lot of people who came here who had worked for other companies that came here. And some had worked for General Electric or whoever the major contractor was.
O’Reagan: Let’s see. Of course, during a lot of this era, the Cold War is going on as well. Did you feel that that was something sort of just off happening in the world, or was that something that you felt impacted your life?
Olson: The Cold War?
O’Reagan: Yeah, of course, there’s sort of this global conflict going on. There’s a lot of still building nuclear weapons, there’s thinking about use of nuclear weapons. Some people have described sort of a fear during that time, and other people have described they were happy—they went about their work and it didn’t bother them.
Olson: No, there was no fear to me personally. I was happy to see that the US was doing a job extremely well. I hoped it would continue to be good.
O’Reagan: Mm-hmm. Let’s see. This is a general question. How would you like future generations to know about working at Hanford and living in Richland during the period that you lived here?
Olson: I think they should all be very proud of it, because it ended the war.
O’Reagan: Right. Is there anything that you think children growing up today might not know about this period?
Olson: I have no idea whether they know or not.
O’Reagan: Sure. Is there anything you think, beyond—sorry, I have to—trying to think through, just—as people have lived here for some time start thinking back on their lives in the community, how they would like people to think about the history of the local community? I guess you’ve answered that to some degree: we should be proud about the contributions of the time. I guess what I’m trying to get at is—what was different in, say, the ‘60s or the ‘70s, in living in this era than it is today? Anything come to mind?
Olson: I don’t think there was anything different from living in any good community or city.
O’Reagan: One of the local community leaders here—we understand you knew Sam Volpentest—
Olson: Yes.
O’Reagan: --who contributed a lot to the local history. Would you describe your knowledge of his impact, what he was working on when you got to work with him?
Olson: He was a major impact. He saved the Tri-Cities time after time after time. He made contacts in Washington, DC and he kept them. He flew back and forth frequently. Without his perseverance, the Tri-Cities would never have become as good as it had been. He kept sure that Hanford was going, which, at that time, was a main project in the Tri-Cities. And the best one producing.
O’Reagan: I always like to ask—what have I not asked about that I should be asking about? What else should I be asking you about?
Olson: Oh, I don’t know. Nothing else. [LAUGHTER] I think you asked very well, thank you.
O’Reagan: Well, if anything comes to mind, or anything you’d like to expand upon comes to mind, we’d of course love to hear it.
Olson: All right, thank you.
O’Reagan: But otherwise, thanks so much for being here. It’s been very interesting.
Olson: Thank you.
O’Reagan: All right.
Douglas O’Reagan: Would you please spell and pronounce your name for us?
Teena Giulio: My name is Teena Giulio. First name is T-E-E-N-A. Last name is G-I-U-L-I-O.
O’Reagan: Great, thank you. My name is Douglas O’Reagan. I’m conducting an oral history interview on May 4th, 2016. The interview is being conducted on the campus of Washington State University Tri-Cities. I’ll be speaking with Miss Giulio about her experiences working at the Hanford site and living in the Tri-Cities throughout the 20th Century. Okay. Thanks for being here.
Giulio: Thanks for having me.
O’Reagan: So I understand you were actually born in the Tri-Cities.
Giulio: Yes, I was. I was born in the Tri-Cities in 1961. Moved away when I was, oh, four or five, and then moved back when I was 13. I’ve been here pretty much ever since, for the most part.
O’Reagan: Where did you move away to?
Giulio: Denver.
O’Reagan: Hm. Was that—were you too young to sort of notice differences? Did you notice differences when you came back?
Giulio: Oh, I noticed differences. I didn’t like it. We lived for probably three or four years up in the Seattle area. I identify that with home because of all the trees and the green and the smells and all of that. Denver just didn’t have that. Nostalgically, I like the spring here, because when it rains you get the smell of the sage and the dirt and the Russian olive trees—not that I like it, but it’s just that nostalgic smell.
O’Reagan: Where within the Tri-Cities did you live when you moved back?
Giulio: In Richland.
O’Reagan: Mm-hmm.
Giulio: In Richland. When I was very little, we lived in Richland, moved to Kennewick, moved to Finley. [LAUGHTER] And then moved away.
O’Reagan: So you came back in, I guess, middle school? Is that right?
Giulio: Just began seventh grade, yes.
O’Reagan: What was it like in Richland’s middle schools?
Giulio: [SIGH] Well, everybody else had pretty much had grown up together, so I felt like I didn’t belong. I felt very out of place. [LAUGHTER] I really don’t know what to tell you, other—it was very clique-ish back then. I don’t know if it is still now, but yeah, it was very clique-ish. I just didn’t feel like I was part of any of that. [LAUGHTER]
O’Reagan: Did that change by high school?
Giulio: Yes. Yes, of course I had made friends and continued those friendships on even until today, which is nice. It’s kind of a shared thing, so yeah.
O’Reagan: Right. Let’s see. So I understand your family were long-time Hanford workers.
Giulio: Yes. Both grandfathers worked out at Hanford. My father and his brother worked out at Hanford. My uncle’s sons and daughter worked out there, and then I worked out there also.
O’Reagan: What did your grandparents do?
Giulio: I’m not sure what my paternal grandfather did. But my maternal grandfather—I think he worked out at the 200 Areas. I guess it was like there was a coal bin or coal cars or something like that. He worked in that.
O’Reagan: Do you know what time period that would be?
Giulio: In the ‘50s and ‘60s.
O’Reagan: Okay. And How about your parents? What did your parents do?
Giulio: Let me see. Well, let me go back to my grandparents.
O’Reagan: Sure, yeah.
Giulio: They came out in the late ‘40s, I believe—late ‘40s, early ‘50s—to take part in all of the building and expansion and all of that. My parents—my father worked in several different areas, and—can I get my paperwork? [LAUGHTER]
O’Reagan: Yeah, sure.
Giulio: Let me see. Where did he work? Let me see. He started working out there as a delivery person, delivering top secret documents and other materials as needed to the 100 Area. Let me see. Transferred to operating engineer, and his first job was unloading the coal cars for approximately three years, which—that’s what my grandfather did, too, was the coal cars. He also built bunkers in the coal rooms, worked in the boiler house, water filtering, pump houses. [LAUGHTER] Let me see. Yeah, and that—I think, I believe, that’s where—shift work—so yeah. He kind of got around to all the different areas, but it was mainly in the 200 East and West Areas.
O’Reagan: Okay. So sort of a technician-laborer-type role?
Giulio: Mm-hmm. And he went back—it’s like he left and got hired back or got laid off and got hired back. Because there were several times in my paperwork here that I’ve noticed he worked for different contractors at different times. I think that was fairly common back then, too.
O’Reagan: Did you have a good impression of what your father was doing growing up?
Giulio: No. No. He was always very—I don’t want to say secretive—he just didn’t talk about it a whole lot. I did wonder why he didn’t shower at home. [LAUGHTER] As I got older, I realized that he showered at work after work, before he came home. When he got transferred to Rocky Flats, that was the same thing. They got cleaned before they came home so you didn’t bring coal dust or any type of radioactivity type of contamination home.
O’Reagan: Do you remember or how you started to get an idea of what was going on at Hanford in general?
Giulio: No, not really, other than stories from my grandmother. I spent a lot of time with my grandmother after my grandfather passed. I spent the weekends with her, and we would talk a lot about a lot of different things. She would tell me the stories that she remembered. When they moved out here, and he first started working out there, she told me that she would pack his lunch for the day and he would walk off to the corner where everybody would meet. They—at that time, they had bus systems, and all over the city of Richland, the buses would pick up the workers. She said that all the windows were blacked out except for a small area for the driver. So nobody knew where they were going; they just got on the bus, took a long ride out, got off, and did what they were supposed to do. They all had very specific jobs. And then they cleaned up, got back on the buses with the blacked out windows, took a long ride home, and got off on the corner again. So that was my indoctrination of how secretive it was, way, way back. And she said that nobody knew what they were doing. They all had very specific jobs. They didn’t know what they were doing, they didn’t know what it was part of. Oh, she also said that they moved—they occasionally did different jobs. Like they would stay at one position for a while and then they would take them to a different area to do another job. So they—nobody could really put together, mentally, what was going on, until after—you know, everything kind of broke loose and came out as to what was going on. Probably—I’m not sure if they were here when they dropped the bomb on Hiroshima. I want to say that they were. I’m trying to recall the stories that she’s told me. I want to say that they were here, because after the bomb was dropped on Hiroshima, she said that all the news stories came out that it was the plutonium from Hanford that was in the bombs that were dropped. Then everybody realized how important what they were doing was. So they must have been here in the ‘40s and worked throughout the ‘50s.
O’Reagan: Was your mother a homemaker?
Giulio: My mother worked—my mother worked as—it would be considered a paralegal now. She worked in one of the law offices here in town. So, no, she didn’t work out at Hanford.
O’Reagan: Okay, great. Let’s see. So after high school, what was your next step?
Giulio: [LAUGHTER] I really wanted to get a job out there. So I took several low-paying, not-very-prestigious jobs, until I could get my foot in the door out there. My father wasn’t working there at the time, and nepotism was pretty rampant. [LAUGHTER] I finally got a call that somebody wanted to interview me, and I started out there in 1981. It was actually exactly one year after Mt. St. Helens blew. So maybe that was ’82. I don’t remember. Anyway, it was exactly one year after Mt. St. Helens blew, I started working out there. I worked out at 100-N as the mail carrier. I got delivered twice a day, the mail from 200 East Area, which was like their main process station, I guess you’d call it. And I would sort the mail and deliver it to the various people out there at 100-N. So you could say I got around. [LAUGHTER]
O’Reagan: Why was it you wanted to work out there?
Giulio: The money. The money, the security, the benefits. And it was kind of like that’s where you were supposed to want to work at that time. [LAUGHTER]
O’Reagan: Hm. What were some of the sort of low-paying jobs you worked first?
Giulio: I worked in a furniture rental store. [LAUGHTER] And I worked in a funeral home—actually right out of high school, I worked in a funeral home, at Enon’s for a while. And then there was one in Kennewick that I worked at, but they were—it was kind of interconnected; they did work for each other. But I worked the front offices and typed contracts and did—it wasn’t really glamorous.
O’Reagan: Sure.
Giulio: But I liked it. Good people.
O’Reagan: How long were you working with the mail out at Hanford?
Giulio: I want to say close to a year. And then, at that time, after six months, you were eligible to transfer and apply for other jobs onsite. So I saw an opening in the—what do they call it—the site paper, or whatever it was. Saw a job opening for a metal operator and I read the description, and I thought, oh man, this sounds like a lot of fun. And what it turned out to be—I did get the job—what it turned out to be was various positions on an assembly line production of fuels for N Reactor. And, yes, it was; it was very interesting. And I really liked what I did.
O’Reagan: Could you describe sort of what you were doing in as much detail as you’re comfortable with?
Giulio: Sure. You know, I’m not sure if it’s classified or not. I would imagine at this time it may be not—may be unclassified. The fuel rods for N Reactor were—I want to say about this long. The outer tube was about that big around. And then there was a smaller tube about that big around that slipped inside there. So how those were produced were the uranium core billets—that’s what they were called—and they were extremely heavy, very, very heavy. They came in billets that I believe were about that tall and about that big around. They were put through an extrusion press. They had to have cranes and little carts and stuff to wheel them around with. I didn’t take part in that particular job. It was a very dirty job. [LAUGHTER] Very hot. I don’t remember the foot-pounds of pressure that it was pushed through, but it was pushed through the extrusion press and came out in a very long tube. Like probably as long as this room, if not longer. I believe—well, of course they had different sizes. They had the larger size and the smaller size that they produced. And then they were cut into the lengths that we needed. I didn’t take part in that. [LAUGHTER] Let me see. I’m trying to remember the exact order. And then they were run through a salt bath. Two different type—no, not two different types. There was just one type of salt, but two different temperatures. They were hung from a rack that kind of—it would look like a carousel, and these huge, huge salt baths. It was molten salt, is what it was. I did do this for a while. You loaded the rods onto the rack and this carousel would lift it way up and take it over and slowly dunk it into the first molten salt bath, which—I don’t remember the temperature, but it was extremely high. That was a fairly dangerous job, because you had to make sure that no water got in there. So you had to make—you had to blow the rods off, make sure there was no water, because it was reported to explode if you got water in the molten salt. So it went through that first salt bath, it raised up, and went to another salt bath which was cooler. Then I want to say water after that, different temperatures of water, and the thing came off. At that point, it went to I want to say an acid etch. Because the billets, when they were pushed through the extrusion press were coated with graphite, and this helped it go through the press, obviously. So you had to wash off the graphite. Yeah, you washed off the graphite and etched it and they came out in this very shiny—it looked like aluminum, but it was really pretty. And then we would—yeah, they would take a—[LAUGHTER] I’m trying to remember this! I don’t remember exactly how it was done, but the ends, they had to etch out the ends, because they were to the end with the uranium. So they’d etch it out, probably about that much. Then it would go through what we called brazing. In the braze room, you put the fuel rods upright, heated it up, and put beryllium rings in the end. No—put the beryllium rings in before it gets hot.
Man Off-camera: [INAUDIBLE]
Giulio: [LAUGHTER] Sorry my story’s so boring. [LAUGHTER] That’s funny. [LAUGHTER] I like it! [LAUGHTER] So, anyway. You put the beryllium ring at the end, heat it up, and the beryllium ring would melt and meld with the outer core. And I don’t remember what the outer core—not the outer core, but the outer cladding was. I’m sure it wasn’t aluminum, but it would melt. And then another part would be—something—how did they do that? Don’t remember. [LAUGHTER] Yeah. I did—wow. I just really don’t remember the whole process. But it’s–yeah, there’s a huge, long process. At one point, we would weld the ends shut. And I want to say that was after they brazed it, because the brazing would melt the cap, and then it would get cut somehow. I don’t think I did this.
O’Reagan: It sounds like a lot of different sort of technical skills.
Giulio: A lot, yeah, a lot of manual skills. But a lot of it was done by machinery, too. And the photograph that I have is for the—it was called the TIG welder. This is one of the larger fuel rods, and you’d put like a rubber thing in there and twist it tight so that the argon would not get out. This was what we called the Chuck, and it swiveled on this little thing, and you would insert this end into the Chuck and it would go around and around and around. On the other end, there were tungsten, little—I don’t know what they’re called—that would heat up inside the chuck here and weld this part shut. Apparently, I was one of the best ones they had. [LAUGHTER] At least, that’s what they told me; I don’t know if it was true or not.
O’Reagan: Was the picture taken by a coworker?
Giulio: No, there was a photographer that came through at a certain time. I don’t even remember why. But this particular picture was in the Federal Building for the longest time. When it finally came down, they gave it to me. And this right here where it says, “I love you, Teena, 1981,” that—I sent that to my father. And then when he passed, of course I got it back. But he kept it for a long time. But yes, this particular picture was in the Federal Building on a wall, on an easel, I’m not sure, but I want to say it was probably close to 15 years. [LAUGHTER] So, yes, the welding part was part of the process, and then there was another process where it was etched out so that there was a little ch-ch-ch-ch on each side. Then it would get stamped with the specific number. I did do the stamping. It was all done with a little hammer. You’d just kind of put in the numbers and go whack! Stamp the numbers in.
O’Reagan: Was this all learning by doing, or was there a formalized training process?
Giulio: No, it was all on-the-job training. And yes, I did, I liked all of it. Oh! I remember now. Yeah, because right next to the station, on the other side, was where it was—the part was etched out. Yeah, I did that, too. It was done with lubricated water. Then there was also a quality control type of thing where it was all done underwater with—was it radar? Some kind of a sensor, the fuel rod would turn around and around and around, and this little sensor would go along the fuel rod to see if there was any gaps between the cladding and the uranium. Because when you got heated in the reactor, if there was any gaps, it would explode.
O’Reagan: Mm-hmm.
Giulio: So there was lots of quality control measures that were done also. We had an autoclave where they would test the fuel rods, where they would heat the fuel rods up in this autoclave to the temperatures that would be heated in the reactor. That would be the better place for it to blow. [LAUGHTER] But they always had—they always checked the welds, they checked the cladding, they checked the uranium, all of that along the whole process. And I did almost all of that.
O’Reagan: What was the timeframe for this?
Giulio: Early ‘80s.
O’Reagan: Okay.
Giulio: Early ‘80s. And this says 1981, so I believe I started out there May 18th, 1981, and I worked out there for four or five years. I don’t remember. I took a leave of absence and then came back as a security escort. [LAUGHTER] Which—I liked that, too.
O’Reagan: By the early ‘80s, was it unusual being a female technician out there?
Giulio: Yes.
O’Reagan: What was that like?
Giulio: Yes. It was—it really wasn’t too much different for me, because I had always had male friends—close friends. I got along with most of the guys, except for some of the older guys. They didn’t take too well to women being out there doing their job. There was a little bit of harassment. But it was very subtle. Let me see. I want to say there was--one, two, three, four, five--six women in the whole building, doing this very large job, and I was one of them. So it was definitely one of those first steps for women into this man-dominated career.
O’Reagan: Mm-hmm. How many people would be working at a time roughly?
Giulio: Almost all of us.
O’Reagan: Right, but what sort of scale of workforce at the time, would you estimate?
Giulio: In my particular area?
O’Reagan: Sure.
Giulio: Probably 50 to 60.
O’Reagan: Okay, interesting. Let’s see. Can you describe some of your coworkers for us?
Giulio: [LAUGHTER]
O’Reagan: In just sort of broad terms.
Giulio: Well, we had the older guys who had been out there since the beginning of time. Most of them were pretty nice. There were a couple characters. One I had kind of a soft spot for, only because he was kind of a codger. His name was Ralph. He worked in the sandblast area. He was kind of hunched-over, not a real happy guy. But he was really, really nice. During break time he would put his safety goggles up on top of his hard hat and he’d take off for his break. Then he’d come back, has anybody seen my goggles? Where are my safety glasses at? [LAUGHTER] And the whole time they’re on top of his head. And somebody would say, Ralph, check your helmet. [LAUGHTER] I don’t know why he appealed to me. Probably because he was so unique and I’m attracted to very unique people. [LAUGHTER] Then of course, we had the age 30 to 40 men. That was kind of like they had started out there, maybe five to ten years before I had. Then of course, the younger generation, which I would have been.
O’Reagan: Let’s see. Did a lot of people come in and out of those roles, or was it a pretty steady set of people?
Giulio: It was pretty steady set of people. Occasionally we would get new people, but mostly it was pretty steady. When somebody met retirement age, of course, we just kind of moved into different roles, or they would hire somebody new.
O’Reagan: So you were gone before the end of N Reactor?
Giulio: Yes. Yes. I remember just after I—well, actually thinking, as I was doing the security escort job, thinking I should probably find something offsite, because I don’t think this is going to last much longer. [LAUGHTER] So that’s where that ended.
O’Reagan: Do you have the impression that was sort of a common feeling at the time?
Giulio: I didn’t at the time have that feeling, but I do now. I do now think that it’s just—okay, it’s one thing after another. You’ve got one site that closes, well, another one’s still open, you’re going to go do something there. Or it’s a new job in another area that’s taken up. Especially with the cleanup effort that’s going on out there now. It’s not the—is it privatization? Is that what they’re calling it? I don’t remember. But, yeah, it’s becoming non-government work anymore. Yeah, and I remember thinking that it was probably a good idea for me to get off site.
O’Reagan: How much emphasis was there on transparency in the safety risks of what you were working on?
Giulio: Can you repeat that?
O’Reagan: So, how much were you sort of made aware of any health risks—or how much emphasis was there on safety while you were working out there?
Giulio: I want to say there was not as much emphasis on safety as there is these days. I know today it’s almost fanatical. I mean, it’s like everything from paper cuts are analyzed. But there was a very strong safety culture, only because we were working with heavy machinery, heavy material, sharp objects, hot objects, the potential for cuts and smashes and all kinds of things were very prevalent. They wanted you to be aware of what was possible. But, as I said, I don’t believe it was as prevalent as it is now.
O’Reagan: Mm-hmm, sure. So do you have any kind of specialized nuclear training for working with those materials, or just sort of general warnings?
Giulio: Actually, I was going to say no, I didn’t have any training, but I did. There were several training classes that we were required to go through on a yearly basis. What they call Rad Worker, which was radiation worker training, general safety training, and—I’m trying to remember what else. So, yes. Yes, I was trained.
O’Reagan: Sure. Can you tell us about the security escort job?
Giulio: [LAUGHTER] The security escort job. I actually liked that. It did get very boring at times, because we weren’t allowed to—there was no cell phones, for one thing. We weren’t allowed to read or play cards or do anything like that. I came back at that time because I had had a Q clearance, which was one of the highest clearances you could have at the time, which I got during the mail carrier job because I was handling classified information at that time. I escorted—it was mostly construction-type workers, trade workers, into buildings and areas where they needed to go to do their job. I stayed with them until they did their job. Sometimes it was really boring. [LAUGHTER] But I met a lot of great people. That was probably what I liked most about all of my jobs, is that I met a lot of great people. I liked everything that I did from mail carrier, metal operator, and the security escort. Security escort was lots of fun, because I got to go lots of different places onsite. It was 200 East, 200 West with the well drillers, with the construction people, in the 105 Building, out at 100-N, which is where I met my husband. [LAUGHTER] I was in—no, I wasn’t in the 300 Area. It was mostly at the 100 Areas and 200 Areas, and sometimes out in the deserts with the well drillers and geologists.
O’Reagan: How was it you met your husband?
Giulio: [LAUGHTER] Through a mutual friend, actually. The friend had been trying to get me to go out with him. But I told him it was—I like you only as a friend. So it was the 109 Building, actually. I went in there with the construction workers and this friend, Kurt, yelled down from the top of the stairs, Hey, Stoner! What are you doing? [LAUGHTER] Stoner’s my maiden name. So I went upstairs to speak with him for a couple minutes, and my husband was sitting at a desk. So Kurt and I talked back and forth a little bit and I looked over at my—well he wasn’t my husband then—at Monty, and there was just something that kind of clicked. I was like, man, I’d like to know who that is. I thought his name tag—they were patrolmen—I thought his name tag said Guido. [LAUGHTER] Come to find out, it wasn’t Guido. That’s just what they called him. So I went back downstairs with my construction workers and did my job and went home. As I walked in the door that night, the phone was ringing and it was Monty. He had looked up my name and was calling me to see if I would go out with him, and I did.
O’Reagan: Was, even in general, sort of social scene built around the Hanford workers, or was it just sort of a Tri-Cities scene and that happened to be—I guess I’m trying to get a sense of what was the social scene like for relatively young people in that era.
Giulio: [LAUGHTER] A lot of going out on Friday nights. [LAUGHTER] That kind of seemed to be the thing to do, is on Friday nights, everybody would meet at some place, usually in Richland, for a couple drinks and if anything took place afterwards, go to somebody’s house, and have some more drinks and maybe watch TV. Yeah.
O’Reagan: Did you have any hobbies?
Giulio: I liked to ride my bike. At the time I didn’t do much hiking, but I like to do that. I think I pretty much worked a lot. Worked a lot, went home, and took care of my home.
O’Reagan: Sure. Let’s see. I went through those.
Giulio: Hobbies—what else did I do? Boy, that’s a long time. I like cars. So I would go to car shows. I had a couple friends who were in bands, so I would go watch the bands at different venues.
O’Reagan: Such as where?
Giulio: In the park. At different--[LAUGHTER]—different bars around the Tri-Cities. So I’d go have a couple drinks and listen to them, and during their breaks, they’d come and talk to me and we’d have some fun. Yeah. At that time, a lot of it seemed to revolve around drinking. [LAUGHTER]
O’Reagan: Mm-hmm. Let’s see. How much was sort of secrecy or security a part of your Hanford working experience?
Giulio: As mail carrier, it was—I didn’t read the classified material. It wasn’t addressed to me, so I didn’t open it. But I definitely had to keep it very secure and make sure it got to the correct person, and that they—they had to sign for it, also. So there was this custody—chain of custody type of thing. The paperwork—okay, I received it, yes, I filed it, I got it to the person it was supposed to go to, he filed it, I kept that piece of paper, and then what paperwork needed to go back to whoever sent it—had to make sure it got back to that person also. Not a lot of secrecy at that time, other than the classified material. The metal operator job—not a lot of—no.
O’Reagan: Okay. Let’s see. Were there other pictures there, or was that it?
Giulio: Oh. This was a picture that I found when I was going through my father’s paperwork. I’m not sure where or when it was, or even what it’s all about. This is my father right here. He was never one to really smile much in photographs. I think I recognize this person, but I can’t recall his name. I believe it was one of my father’s friends at the time. Like I said, I don’t remember what it was or where it or when it was, and there’s nothing on the back! So. Yeah.
O’Reagan: Let’s see. I had a question that blanked out of my mind. I hate when that happens. While I’m thinking, anything we haven’t discussed that you had thought maybe would be worth sharing?
Giulio: Hmm. [LAUGHTER] A story that my grandmother told me. [LAUGHTER] Ha. When they moved out here, they had just started all the Alphabet Houses. They had started building them, and they were able to get into one. She told me, at that time, nobody locked their doors. Because it was all government, everything was—all the repairs were taken care of by the government. The houses were painted, the landscaping was placed, all of that. She said that one night, her and my grandfather and my mom and her brothers went out to—I don’t know if it was dinner or a movie—but they had gone out. They came home and pulled into the driveway, everybody got out, and she—I think she said my grandfather walked in first. He opened the door and walked in, and then she walked in, and she’s standing there holding the door, and she goes, Sam, this is not our house. [LAUGHTER] But it was all dark. It was dark enough in the night that all the lights were off, and most people went to bed fairly early back then. Yeah, she said that they very quietly went out the door and shut the door. I guess they had gone one house farther than what they needed to. But she said it was pretty spooky. [LAUGHTER]
O’Reagan: So you grew up here in the ‘60s, ‘70s and onward. Was the Cold War or the anti-nuclear stuff, or the other sort of national stuff something that impacted your life at all, or was that just sort of out?
Giulio: It did impact my life to a certain degree, yes. Because coming from this area, most of us had been around it for the majority of our lives—or all of our lives. When I moved to Yakima in the mid-‘80s, I met some anti-nuke people. Or a lot of the people that I became friends with were decidedly anti-nuke. I met one gal who had actually come to—I don’t know if they called it a protest then, or what—but they would breach the fences, and then they’d get arrested because they were on government land. So, yes, I became friends with someone like that. I tried to explain to them the measures that were taken so that the average Joe didn’t get contaminated—as far as I knew, the measures that were taken. And of course, they’re all thinking everybody glows green out here or blue. You touch something, you get your skin scrubbed off with a wire brush. That was in the age of Silkwood—is that what the name of the film was?
O’Reagan: I don’t remember.
Giulio: Me either! [LAUGHTER] It had Meryl Streep and Cher and somebody else in it, I don’t remember. Yeah, I think it was Silkwood, Karen Silkwood. Okay, so we’ll stop that. [LAUGHTER]
O’Reagan: Oh. But that wasn’t really a point of contention? They were able to sort of live with disagreement with you on that, I guess?
Giulio: Yeah, we agreed to disagree. I don’t think they were particularly pleased that I had worked out here or was working out here, but—
O’Reagan: How have the Tri-Cities changed over the course of your living here?
Giulio: Oh, my gosh. It’s not so Hanford-centered, which I find very nice. We’ve got different companies in here with different missions. I’ve seen part of the reservation opened up, and different businesses in there, and not even nuclear-related businesses. Which I find refreshing, so that it’s not like this entity that is just sitting there taking over. Yeah, it’s much—the Hanford site is much smaller now. There’s no special nuclear material out there anymore. Obviously, there’s waste out there, or else we wouldn’t have the cleanup effort that we have going on—which, by the way, I like that also. Not exactly sure how it’s going or where it’s going or what’s happening to it, since I don’t work out there any longer.
O’Reagan: Okay.
Giulio: Yes. Nice to hear about that.
O’Reagan: Okay. I think those are the main questions I had written down here. Anything else that comes to your mind?
Giulio: Not that I can think of.
O’Reagan: Great. All right, well thanks so much for being here.
Giulio: Thank you!
O’Reagan: All right.
Giulio: And if you’re interested in speaking to my cousins, I can give them contact information. If you’re interested in speaking to my husband, I can talk to him, see if he would be—because like I said, he started out there in 1986 and he’s held every position on patrol except for training.
O’Reagan: Yeah, that’d be great. Emma helps coordinate all that, so she’s already been in contact with her—
Giulio: Yes.
O’Reagan: I can tell her to ask.
Northwest Public Television | Noga_Leroy
Leroy Noga: Leroy Noga. But I usually go by Lee all the time.
Robert Bauman: And your last name is N-O-G-A?
Noga: N-O-G-A, yeah.
Bauman: Okay. All right. My name's Robert Bauman. Today's date is October 15th of 2013. And we're conducting this interview on the campus of Washington State University Tri-Cities. So let's start if we could just by having you talk about how and why you came to Hanford. When that happened, what brought you here?
Noga: Well, I had hired--in the state of Minnesota. And they painted a picture of all the pine trees and everything, and several of us come out here in 1955. So I drove out here--it was January in '55. And from Spokane to here—it was at night and it was foggy where you could cut it with a knife. I couldn't even see the white line on the side, hardly. Anyway, I stayed at the Desert Motel in Richland. And next morning, got in the car and I see all this stuff that looked like I was on the moon or something. Sage brush. Where's all the pine trees, you know? I couldn't believe it. Everybody's got a picture of Washington with the beautiful pine trees and everything. [LAUGHTER] Including us from Minnesota. Anyway, so then of course I hired in with GE. And stayed in the dorm, men's dorm. And that was another shocker because I'm a ballroom dancer and used to going to several ballrooms in Minneapolis. Big ones--the Prom, the Marigold. And I would always never have a problem to pick up a woman--a nice looking woman to dance with. And here everything was--the women were afraid to go out. They stayed in the dorm and there wasn't anybody to dance with. I was very disappointed and I thought, as soon as I get enough money, I'm leaving town, and I'm going on. I was single at the time, of course. But then I went to work in K Area and K-West. Around suddenly and after I got to see the area a little bit. Of course, I'm from Minnesota, land of the ten-thousand lakes--we actually got a lot more than that. But here it was rivers, and I was unfamiliar with rivers. But after I got acquainted just a little bit, and found out how the hunting was--very good duck hunting and pheasant hunting at the time. I thought, hey, this isn't so bad. And then I tried the river fishing, which was quite different. And that wasn't so bad either. I was able to catch fish. And then I did dance with a local girl that said, well Lee, just stick it out a little while. It kind of grows on you. And I still remember that statement, and I'm still here—
Bauman: [LAUGHTER]
Noga: --after all this time. And I wouldn't move. Of course the area has changed a lot.
Bauman: Mm-hmm.
Noga: And we had dust storms then. A couple of us bachelors, we stayed in a Bower Day House. And after one dust storm, I think we had about a half of inch of dust on the floor the next day. And that was typical. They weren't too well built, as far as keeping the dust out. And I can remember another time there living in the same house where we had a big snowstorm and then we got a chinook after that, chinook wind. Which we used to get a lot of those warm chinook winds, of course. And I remember the water had melted so fast, that the water had washed a full six pack right in front of our house. And I thought, well that's nice. [LAUGHTER] And anyway, as far as--you were going to ask me some questions.
Bauman: Yeah. Well I going to--about how long were you in the dorms then? And then how long did you live in the Bower Day House?
Noga: Well, I was in the dorms--gee, that that's going way back. I don't remember. Maybe a year a year or maybe a little longer. I remember I missed a piano, because I used to play the piano. And I rented a piano and put it downstairs in a dorm. It was kind of something you don't usually do. But I did it anyway and played. And we ate breakfast every morning at the Mart which is now the Davidson Building, I think it is--right there across from the post office.
Bauman: Oh, okay.
Noga: Big mart, everybody was eating there.
Bauman: What was Richland like as a community in the 1950s?
Noga: Well, everybody kept their doors open. Never locked them. It was a government town so it was very safe. With no crime like there is now. You remember the officers’ club and stuff out the area where they had--well the government tried to keep us here, and so they had big functions out there. Dances and name performers out there. And I was out there a few times--out here in north Richland. The government, of course, didn't want us to quit. And some of us stuck it out, like myself. And I worked for ten years for GE and then GE pulled out. And that's something that really irritates me to this day because--I don't know if--you probably don't want to televise this, but anyway, I think that was timed. The government always has these contractors come in and then they change. And I was—they had a ten year contract to be vested. But they had an age clause. You had to be 28 years old and I was a one month away from that. So I either had to go back east and work for GE back there—but I had a family of four now. And of course I didn't want to go back there and leave my family here. So I didn't get vested. And then different companies come. And Westinghouse, and on, and on. And every time I really had a nice job—I really loved it--a different company would come in. I had to change companies or I had to change jobs. I finally got tired of it and I quit. And I started my own business. And I might mention this--while having my own business, I did security systems, and fire systems, and stuff like that. And I was the first company that installed the first security system out here in the 300 Area. It was ultrasonic over the fuel rod of the pool. And so I thought that was something that maybe someone else didn't do out here, related to the area.
Bauman: Right. And so what year was that then? Roughly around the time period that you quit and started your own business?
Noga: Well, it had to be after ten years. I quit—I don't remember just exactly what year I quit out here. I worked for Battelle. And then I think Westinghouse come in. I think that's when I quit. Rather than change companies again, I just got tired of it.
Bauman: Mm-hmm.
Noga: Yeah--
Bauman: Let's go back--if it's okay to go back a little bit. You mentioned your first job was to K-West.
Noga: Yeah.
Bauman: So what sort of job was it? What sort of work were you doing then?
Noga: Well I was instrumentation, of course. And did all the instrumentation out there. It was a very--I liked it because it was such a variety of different instrumentation. And then some of the really nasty work we had to do as an instrument person was go on the rear face with the water dripping down. All dressed up in rain gear, gloves, and everything double, you know. And the radiation was so intense back there that you could only spend about 15 minutes, 20 minutes, or something. And you were back there to replace these bad thermal temperature devices on the rear face. I didn't really like the working in the reactors too much. And I tried to get into the 300 Area labs, which I finally was able to do. They didn't like to let us go out there in areas, but I finally made it. And then we--in the 300 Area that was very interesting, too. Because there we got the moon rocks and we analyzed those. And I worked with chemical engineers and whatever to get the right instrumentation. Whatever they needed to put that stuff together so they could do what they want. It was interesting work.
Bauman: Yeah, right.
Noga: We had what they called multi-channel analyzers at that time. We didn't have computers yet. It was—the computer age was just starting.
Bauman: If we can go back again to talking about working on the rear face of the reactor. You said, you could only be there for about 15 or 20 minutes. Was that only 15, 20 minutes that day, and then you couldn't go back in again that day?
Noga: Yeah, you were burned out for--well I can't remember the period. You were burned out. You couldn't go back there for maybe a month.
Bauman: Wow. And so I assume you had some sort of dosimeter, or badge, or something like that?
Noga: Yeah, you had pencils and stuff.
Bauman: Mm-hmm.
Noga: Mm-hmm. Which they read when you came off the rear face.
Bauman: Were there ever any times working there that you had an overexposure, or anything like that? Or any of your coworkers, or anything along those lines?
Noga: Well, I was never overexposed, I don't believe. I think there probably were some incidences but--
Bauman: None that you were--
Noga: No.
Bauman: Okay.
Noga: They were pretty careful--radiation monitoring were pretty careful to always check the time and they always read the dosimeters. And that was pretty well adhered to.
Bauman: And then you said you moved to the labs. Is that the 300 Area, or--
Noga: Yes.
Bauman: And you worked there for several years, or--
Noga: Yeah, I worked there for—I don’t know—eight years or so, maybe. And then when I quit, I came back as the--I quit for, I think 12 years, when I had my own business.
Bauman: Mm-hmm.
Noga: And then I came back as a manual writer. It was an engineer’s title. I forget the glorified name I got. [LAUGHTER] But it was a manual writer writing procedures N Reactor. Instrument procedures for the--because I was an instrument person. It was an ideal task for me, as an engineer to write the test procedures for instrumentation. For the instrument people there at N Reactor.
Bauman: And which company was that, for then? Which contractor that--
Noga: Phew. UNC.
Bauman: Oh, okay.
Noga: My mind isn't very good as far as old stuff because--
Bauman: That's good.
Noga: I just remember the stuff—lucky to remember the stuff today.
Bauman: One of the events--sort of big events in this period--President Kennedy came to visit in 1963. Where you working at--
Noga: Kennedy?
Bauman: Yeah. President Kennedy.
Noga: I remember that.
Bauman: Were you on-site? Did you see him?
Noga: Oh, yeah.
Bauman: I was wondering if you could talk about that at all and describe your memory of that.
Noga: Well, I just remember that he was here and I saw him. That's about all I remember about it. Yeah. That was quite an event.
Bauman: Do you remember anything about the day at all, or--
Noga: Well, everybody was just really happy and pleased that he came. He was pretty well loved, you know--as a man.
Bauman: I wonder--you mentioned earlier--some of the security at Hanford and obviously it was a place that emphasized security, secrecy. Did that--in what ways did that impact your work at all? The sort of focus on security or secrecy?
Noga: Well, I don't know how far you want to digress from—wherever I want to go?
Bauman: Wherever you want to go, yeah.
Noga: Well talking about security brings up something that I thought I'd mention. And that is after I got to work there at GE for a while, and talking with regional monitoring people, and stuff like that. They got to know me, and I got to know them, and they found out that I was interested in old cars—antique cars. So one of them told me about--there's an old Chevrolet cab convertible out there in the boonies. Somewhere between H Area and F Area. And I said, oh really? And I thought the guy was just blowing wind maybe. I didn't really believe him at the time. But then I got still interested. I got to talking to him and maybe another monitoring guy, and it sounded like there really was one out there. So I looked into it further and I thought, well if there is, how do I get it? How can I get it? So I talked to Purchasing and Purchasing says, well you'll have to bid on it. And I said, can I bit on it? And if so, I don't even know if I can find it. I said, is there a minimum that I can bid for it? No, no minimum. Just fill out the papers. So I bid a minimum of $25. And I got a security clearance to go off the road. Because this was just out in the boonies. No roads, just out in the sage brush to look for it. Somewhere between H Area and Rattlesnake. So I asked a friend of mine who had a Jeep if he'd go out there with me. And we used his Jeep and we hooked a trailer behind, and off we went. We got permission to go out there. And we drove around quite a bit. And we finally found it. And we winched it on. And then I thought, well now I wonder if I can get a title for this thing from the state? [LAUGHTER] But being the contract from the government, and that I bought it--the state didn't hesitate at all. And I got a title for it. And this is one of the originals from an old homestead out there. You could still see some remains of the homestead. Of course the government went and destroyed everything. And most of the automobiles--I don't know if you know this--but most of the automobiles that were out there, the government made a special attempt to destroy all the engines. They took sledgehammers and busted the engines up. They made special attempts to--so the automobiles would never be used again. I don't know why, but that's what they did. This one somehow escaped. And the engine was still in it. But the head was off of it. But it was still restorable. And I have not restored it yet, after all these years. But now comes a time when I'm trying to get somebody interested in it. And if so, restore it and give it to him. Because I don't have that many years left. I'm hoping that somebody might help me a little bit financially to do it. And I would then donate it to whoever.
Bauman: But you still have it after all these years?
Noga: I still have it. Yup. It's been in the garage for all these years.
Bauman: Yeah. That's interesting that it was a car from one of the old town sites—old home sites there that was still sitting out there.
Noga: Yes.
Bauman: I had not heard that.
Noga: Yes. I brought it up because it is a very rare incident. And I think I'm probably the one and only that has done something like this. At least maybe the first one.
Bauman: [LAUGHTER] Right.
Noga: And I'm also the first one, like I say, to put a security system out here.
Bauman: Mm-hmm. So thinking back on your years working at Hanford, what were--and maybe you've already talked about this--what were the most challenging aspects of your work there and the most rewarding parts of working at Hanford?
Noga: Well, most challenging? Hmm. Oh, you know, it was all challenging, really. [LAUGHTER] It was very different. The instrumentation—when I first went out there, I was not a technician. I was a trainee--I had to be a trainee first. And my technician was not all that—didn't seem like he was there that long either. He didn't know all that much either, I don't think. [LAUGHTER] And I can remember one incident, they had an instrument that had mercury in it. We had to be careful how you calibrated it. And it wasn't my fault, because I was just a trainee. But my technician blew the mercury out. It went all over the control room which was not a big--nobody really appreciated that too much. That was challenging. That was kind of challenging. You had to be very careful, as an instrument person, with what you did. And if you worked in the control room, like in--what's the first--the reactor they're making a--
Bauman: B Reactor?
Noga: B Reactor. If you worked back there at the panel gauges, you had to be very carefully that you didn't bump something, because they were very sensitive. Any movement, jar or something--and you could trip the reactor while the reactor was up. And you had to calibrate some of those things while the reactor was up. You actually had a lot of responsibility there. If you knocked the reactor down--and you could--you didn't hear too many good comments. [LAUGHTER]
Bauman: Yeah. How about the most rewarding part of your work in Hanford?
Noga: Well, when I—I don't know. There was a lot of rewarding things. When I came back to work again after a 12 year hiatus, so to speak, they closed N Reactor down, and I had to find another job. There weren't that many jobs available at PUREX because there was a lot of people looking. PUREX had a job for a project engineer job. And I interviewed for it and I said, well I'd kind of like this. But I don't think I'm qualified. I said, I'd like to have it, but I'll be honest with you, I don't think I'm qualified. Because I don't have a degree. A chemical degree is what you should have had for that job. But down the senior engineer that was doing the hiring--he called me and he said, Lee, you've got the job if you want it. So I thought, what the heck, I'll try it, you know? [LAUGHTER] But I was able to find the niche there where I was needed. And it just so happened they were replacing all the electrical main panels, you know--and everything like that. So I was then the project engineer for doing that. And the people from Kaiser, who actually came out and did tests and everything--I had to approve everything that they wrote up. And from the PUREX standpoint to see if it was safe, and so on, and so forth. That was rewarding. It was a challenging job. And then from there, I went to Kaiser. And there I got a job writing procedures for electrical code violations. So I had to write procedures to correct all—bring all the stuff up to code. This was a little bit out of my element, because I was an instrument technician. But I just got the code book out and learned quick. And that was rewarding, too.
Bauman: I wanted to go back to--
Noga: I wore a lot different hats out there.
Bauman: Yeah, right. I want to go back to almost sort of first question I asked you. You said you came from Minnesota and you'd heard these sort of stories of Washington State, or whatever. What were you doing in Minnesota before you came here? And how much--what did you know about the Hanford site itself? Did you know what was being done at the Hanford site, and that sort of thing?
Noga: Well, I guess I should have known more. I really didn't know anything about it, particularly. I was just young, I guess. The recruiter came through and it sounded good. The money sounded good. And some of my--I went to Dunwoody Institute there. That's where I hired out from in Minneapolis. And some of the other students also hired in with GE. So I thought it probably was a good thing to do to start out. Good experience. That's actually what I trained for there at Dunwoody was instrumentation. I went there--I tried to go to college, but I didn't have any money really to support myself. And it was even tough to support myself at Dunwoody because I didn't have no help at all. I had to work part-time every night.
Bauman: Do you remember how much your first job at Hanford paid?
Noga: Oh, boy. [LAUGHTER] I don't. But there was overtime, of course. It paid pretty well. Although I've made more even before that, one time. It's a little off the subject again. But I worked on the Garrison Dam in North Dakota. And here again, I wore a different hat. Me and a buddy of mine, we hired in--we bought a brand new toolbox, put it a saw in it, hammer, and blah, blah, blah. And hired in there at the Dam as journeymen carpenters. The union--which is real strong--they'd been needing people so bad that the union official didn't check us out, which he should have. And big money. I saved the checks for a long time. We went double-time. Worked on Sundays. An astronomical amount of money. But then we got greedy because we heard they were making even more on the outlet side. I think I worked on the inlet side, and we when on the outlet side. Well, I worked there about two weeks and then union guy got wise and we had to quit. I can't remember but I it was a couple of hundred dollars a week, which was pretty good money at that time. I don't remember.
Bauman: You talked earlier about finding the car, and being able to purchase the car, I guess.
Noga: Yeah.
Bauman: Were there any other sort of unique things that happened or things that stand out in your memory during your time working at Hanford?
Noga: No, other than meeting a girlfriend out there. [LAUGHTER] I don't know. I worked in almost every area out there. I worked in all the hundred areas. I worked at PUREX. I worked in 200 Areas, 300 Areas. I worked in almost every lab in 300 Area. I worked in 325, in all of them, 329.
Bauman: Of all the different places you worked, the different jobs that you had--was there one that you enjoyed the most, that was--looking back on it, you'd say it was maybe your favorite job that you had out there?
Noga: Well, all the work I did in 300 Area was very pleasing to me. And of course after that things changed a lot when they start shutting down things. I really did like N Reactor. I will say that. They were the--of all the places I worked, it was like a family. They were the friendliest, nicest bunch of people to work with. Everybody seemed to know everybody, and you know, it was very pleasant.
Bauman: So it's a group of people you worked with that made that so enjoyable.
Noga: Yeah. Yeah, the whole N Area was just--I really hated to see that close. It was, like I say, like a family.
Bauman: So if you look back at your time working at Hanford, overall, how would you assess your experience working in the Hanford site?
Noga: Well it--other than what happened to me changing jobs all the time, other than that bitterness--really my employer was the government. And they should be the ones that--I shouldn't—break in service, and all that stuff. You shouldn't have lost it like I did. I lost it when I quit. And then I went back to work there again. But that's the bitterness I have.
Bauman: Mm-hmm.
Noga: Which you'll probably leave out of this interview. [LAUGHTER] But other than that, it was a--I'd never tried it really. It was a wealth of experience and rewarding. Like I say, we did interesting things. Counted moon samples and it was very interesting--always. All the experiments we did, it was different. The engineers were always trying to think of something different to do. How to lower the background so that you could count very low background stuff and radiation. It was always interesting, always challenging. And then after that when the work there at 300, when I quit and went back, it wasn't fun anymore then. I mean, then things are closing down, pretty much. I closed PUREX down. I worked there and then they quit. They closed down. N Reactor closed down. And everything was closing down. That's when the fun stopped, kind of.
Bauman: Yeah, I was going to ask you then obviously, at some point, the effort shifts from production to clean up. And I wondered how that impacted some of the things that you did? Was it that you saw a lot things shutting down at that point?
Noga: Well, after things started shutting down, of course just overall morale went down. And the sense of purpose didn't seem to be there anymore.
Bauman: I teach a class on the Cold War. And a lot of my students that I teach were born after the Cold War ended. And obviously, you were employed at Hanford in the 1950s and 1960s--the height of the Cold War in many ways. If you were talking to someone who didn't really know much about the Cold War, or was born after it ended—how would you explain or describe Hanford during that time?
Noga: Well, let's see. That's a big question. How do I feel about it? Do I approve of how the government just took over things and ordered everybody out without any money? Reimbursement until much later? How do I feel about that? Well, I've got mixed emotions about some of that stuff. How do I feel about dropping the bomb on Hiroshima? We made the stuff and how do I feel about that? I still have probably mixed emotions about that, too. But I guess it's something we had to do. I have to accept that. One thing I will say, what went on at Hanford could never have happened in the time frame that it happened there at Hanford. How they designed and built like the PUREX Building, for instance. It's simply amazing. Outstanding workmanship and performance. It's unbelievable, almost, what happened in that short period of time. And it was a very dedicated workforce. Of course we didn't know a lot of what we were doing when we first came out here really. But we just did our work. It was interesting. And we all really were dedicated and liked our job.
Bauman: Is there anything I haven't asked you about yet? Or is there anything else about your experiences at Hanford that you'd like to talk that you haven't had the chance to talk about yet?
Noga: Gee, I don't know. I have a son that still works out—more or less works for Hanford. And he is getting a furlough, maybe today. Because our government’s shutting down. Mixed emotions again. [LAUGHTER] As far as Hanford, like I say, it was a good experience for me. And I'm not sorry I came out here. Not sorry I went to work for Hanford. Lots of good memories. And a lot of my friends, a course though who are gone. I'm one of those hold-outs. [LAUGHTER] Yeah, just so many of my friends that hired in when I did, they're no longer around. I'm 83 right now, so. Yup, time goes fast.
Bauman: Well, I want to thank you for coming in today and sharing your memories and experiences. I appreciate it.
Noga: Thank you.