*Sherry Thrift Bradshaw (’84 BUSADM)

Sherry Thrift Bradshaw The Front Nine book

Sherry Thrift Bradshaw The Front Nine book

The Front Nine: Making Your Shots Count in Life, published by LifeBridge Books, points out parallels between life on the links and divine principles that lead to a life of significance. The book is available at Amazon.com.

J. Sam Blackman (’85 PRTM, M ’87 CNLGUID, M ’06 HRD)

J. Sam Blackman Clemson: Where the Tigers Play

J. Sam Blackman Clemson: Where the Tigers Play

Sam Blackman co-authored the book Clemson: Where the Tigers Play is a book that chronicles over a hundred years of Tiger athletics, listing yearly accounts of statistics, records, bowl and tournament appearances, and historical moments. The book is available at local bookstores including the Clemson University bookstore.

Core Strength

Martin

Disaster doctor knows what it takes to endure.

At 2:04 p.m. EST on October 17, 1989, the “World Series Earthquake” struck the San Francisco Bay Area. As the Oakland Athletics and San Francisco Giants went through their warm-ups, viewers at home watched in amazement as the Loma Prieta became the first major earthquake in the United States to have its initial jolt broadcast live on television.

Heavy equipment cranes and backhoes probe and lift debris from the crushed Interstate 880 freeway in Oakland, Ca. on Friday, Oct. 20, 1989. The Bay area was hit with a 7.1 earthquake on Tuesday, causing the two-level freeway to collapse. Over 250 persons were killed. (AP Photo/Paul Sakuma)

Heavy equipment cranes and backhoes probe and lift debris from the crushed Interstate 880 freeway in Oakland, Ca. on Friday, Oct. 20, 1989. The Bay area was hit with a 7.1 earthquake on Tuesday, causing the two-level freeway to collapse. Over 250 persons were killed. (AP Photo/Paul Sakuma)


While instrumentation recorded the tremors, word went out among the civil engineering and geologic communities that a major event had taken place. Among those packing their bags was James R. Martin II, then a Ph.D. candidate at Virginia Tech, now the chair of Clemson’s Glenn Department of Civil Engineering. This was to be his first major disaster assessment in the field, and he would be working with his doctoral adviser, Wayne Clough, an internationally known earthquake engineer who would eventually serve as president of Georgia Tech and secretary of the Smithsonian. As he traveled west, Martin had an opportunity to reflect on the winding road that had brought him to this particular place and time.

A firm foundation

As a kid growing up in Union, South Carolina, Martin’s family vacationed widely up and down the East Coast, traveling on the interstate system that took them south to Florida, north to New York and as far west as Ohio, visiting family and friends along the way. Martin was impressed with the vast ribbon of concrete and steel, with its smooth wide lanes and massive bridges. As impressive as the highway was, what impacted him just as much were the gigantic construction projects going on along the edge of the interstate, just outside the car windows. There were factories, shopping centers, dams and power plants — intricate and complex structures that fired Martin’s young imagination. “It was my mom who taught me to be present in the world,” Martin says. “She always said, ‘Pay attention to what’s going on around you; be a student of life.’ If I returned from a school field trip and couldn’t describe everything I’d seen that day in minute detail, she’d be very disappointed.”
His parents also taught (and illustrated by personal example) that a contributing citizen of the world had to move beyond observing to becoming involved. His father worked for the phone company, but also devoted a great deal of time to public service. James R. Martin Sr. was the first African-American elected to public office in Union County. He served 17 years on the Union County Council and the Catawba Regional Planning Council, and he worked closely with Sen. Strom Thurmond for many years to advance development of rural communities. His mother, Dora T. Martin, enjoyed a 38-year tenure as an educator and served 23 years on the Union County Council. A board member of the Catawba Regional Council of Governments, she was elected state president of the South Carolina Association of Regional Councils. [pullquote align=’left’ font=’oswald’ color=’#685C53′]“I grew up in a household where it was easy to be inspired,” says Martin. “Both of my parents were living examples of how we are called to service — to try to make a positive difference in people’s lives.”[/pullquote]

Dora and James Martin, 1999

Dora and James Martin, 1999


It isn’t surprising, then, to know that it was the impact on people that Martin noticed during his first field experience following the Loma Prieta earthquake. “The human element is really first and foremost,” he observes. “An earthquake or flood is a human tragedy first before it is a case history.”

Looking beyond the build

Field reconnaissance must be performed early in the aftermath of a natural disaster before cleanup efforts remove vital evidence. Researchers like Martin are typically concerned with the performance of civil infrastructure such as bridges, buildings, dams, ports and power plants. And the empirical field evidence reveals what worked and what did not.
Over time, Martin developed the belief that civil engineering has to embrace an understanding of social policy, in addition to mastering infrastructure’s technical requirements. He and his colleagues realized the need for a more multidisciplinary approach, which was the foundation for establishing the Disaster Risk Management Institute at Virginia Tech. This National Science Foundation-funded effort has helped establish an education and research environment that includes social and economic perspectives in investigating disaster risk resilience.

James Martin in Japan

James Martin in Japan


Martin represents a new maturity in terms of the discipline itself. “Traditionally, civil engineering has been involved with just the technical aspects of a project, but if you want to be part of the big decisions, you have to go beyond that,” he says. “When we talk about sustainable infrastructure, civil engineering has to be part of the big decisions — where a bridge is going to be built, how it’s going to be financed and who will be served by it. Sustainable infrastructure goes beyond just the engineering parameters that govern the design.”

A personal quake

In 2000, tremors of a completely different sort rocked Martin’s world. He noticed numbness in his legs after a workout. Over the course of the next few days, the numbness got progressively worse, and in two weeks he had lost about 50 percent of the movement and feeling in his legs. He began to notice problems with his vision. His reasoning and short-term memory began to falter. After exhaustive testing, he was officially diagnosed in late February 2000 with multiple sclerosis (MS). His condition worsened, and he required care for everyday living until he began to slowly regain the use of his hands. Eighteen months after the initial attack, he was able to hold a pen and scribble his name. It took another four years to really be able to write legibly and 10 years to regain fine motor skills for things like buttoning a shirt — a task that still can be a challenge.
MS can be debilitating, and it was clear to Martin early on that the disease has to be fought from every angle — physically, mentally and spiritually. Martin was committed to fighting the disease with all he had. He learned about diet and exercise, and explored Eastern approaches to healing. “Healing is about hard work — it’s tremendously hard,” he says. “But the important thing I’ve discovered is that if you really make up your mind to do something, I mean REALLY make up your mind to do something, you can do it.” In the 13 years since he was diagnosed, he has never missed a single day of a planned workout. Even if he gets home at 3:00 a.m. and has been up for 48 hours, he works out. There are no exceptions, ever.
His message of determined resolve is one that he has shared as a motivational speaker and one he wants to introduce to an even broader audience. Martin has completed two manuscripts. It’s Raining details how he dealt with the spiritual and emotional aspects of struggling with a disability. In Buying Time, he outlines the steps one must take to extend the quality of real life. His ultimate goal is to establish a foundation to help people deal with disabilities. “[pullquote align=’right’ font=’oswald’ color=’#685C53′]Most of us at some point are going to have some difficult bridge to cross, and we are going to be tested,” he says. “At that point, you have to reach down inside and bring out that inner strength you need to cross that bridge.[/pullquote] And we can’t bring out what we didn’t put in, so we need to constantly nurture the really important things.”
Martin has been drawing on his inner strength since the day he enrolled in the Citadel for his undergraduate degree. Being from Union always meant that Clemson was a choice for college, but he felt that the Citadel experience would present opportunities for growth, especially in terms of leadership. “Beyond the academics, I knew that the environment there, with its lack of diversity at the time, would be a little uncomfortable, but [pullquote align=’left’ font=’oswald’ color=’#685C53′]I’ve always felt that you have to be a little uncomfortable to grow, and if you are committed to growth you don’t care about going into places where you’re uncomfortable.[/pullquote]” At the time of his graduation, Martin was one of a handful of African-Americans in the class, and he was one of the first African-American engineering graduates at the Citadel. Diversity is important to Martin and as the first African-American department chair in the College of Engineering and Science, he sees his appointment as a milestone for the college and University.
“My welcome has been extremely warm and inviting, which I think illustrates Clemson’s commitment to a diverse faculty and staff, and by extension, a diverse student body,” he says. “It’s forward movement, and whether you are talking about personal challenges or academic advancement, what you look for is forward movement.”

Forward movement

Martin is working to achieve forward movement in Clemson’s Glenn Department of Civil Engineering as well. “We have a very good department,” he says. “And I am inviting faculty, students, staff and alumni to join me in an effort to establish a culture of greatness.” Martin points out that Clemson’s location along the I-85 corridor, coupled with its academic computing power, offers unique opportunities. “We live in the fastest growing area of the country right now,” he observes. “And Clemson’s cyber-infrastructure gives us the chance to put together big data for civil systems. We can make a positive global impact with the information and research we can develop.”
Had he stayed at Virginia Tech, the current academic year would have provided some sabbatical time for Martin, which he would have used to polish his manuscripts and refine his research. The opportunity here, though, was something he couldn’t pass up. Having an endowed department is one thing that attracted him to Clemson. Virginia Tech’s civil engineering department received an endowment when he was there, and it made a tremendous difference in what could be accomplished.
“Clemson’s civil engineering alumni are a passionate group,” he states. “From the first time I set foot on campus, I just had the feeling that this is where I am supposed to be, and they’ve reinforced that belief over and over. We have a chance to build something really solid, really special here. And we will.”

Backstage Pass

 

The curtain rises on a production of “Mamma Mia” to a packed house at the Brooks Center for the Performing Arts. Three hours later, the three-song finale of “Mamma Mia!,” “Dancing Queen” and “Waterloo” has even the most staid patrons standing and singing along to the music of ABBA, silly grins plastered on their faces.
It was a production befitting the 20th anniversary of the Brooks Center. The acting was superb, the music almost magical. And the technical support for the production came off without a hitch. So much so, that it was an invisible part of the production. Just like it’s meant to be.
But that’s where you find, as Paul Harvey used to say, the “rest of the story.”

Putting it together

Clemson was the first stop on a series of one- and two-night shows for the cast and crew, led by executive producer Stephen Gabriel of Work Light Productions. But they didn’t just come to Clemson for the production itself. They spent the previous ten days “teching” the show — putting all the pieces of the puzzle together, as Gabriel says. It’s the time to make sure the light, sound and scenic details get ironed out and to figure out how the set will break down and set up in the cities they’ll travel to during their 10-month national tour.
This is Gabriel’s seventh time to bring a production to Clemson. The relationship began eight years ago when he met Mickey Harder, director of the Brooks Center, in New York at a meeting of the Association of Arts Presenters. Harder was on the hunt for theatrical bookings; Gabriel was looking for a venue to tech a family musical.
Gabriel offered a challenge: Could Harder provide eight of Clemson’s very best students to work with them from 8 a.m. until midnight for 10 days, free use of the theatre and lodging at a local motel for the crew in exchange for two productions at the Brooks Center?
Harder’s response? “We can do it.”
She laughs, thinking back. “I had no more idea if we could do it or not. Have you had those moments in your life when you knew that this is not going to come again? I knew this was a golden opportunity for what we are trying to do at Clemson, so I decided — I’m going to tell him ‘yes.’ And then I’m going to go back and tell these kids they’re going to have to work their buns off.”
That year, and six times since, Gabriel has “teched” his productions at the Brooks Center. And Clemson’s performing arts students have been right in the midst of it. [pullquote align=’left’ font=’chunk’ color=’#86898C’]For 10 very intense days — from 8 a.m. until midnight — students work in the costuming shop, problem-solve with the sound crew, set up and adjust lights, work on the set and learn what it takes to re-work a Broadway show for smaller venues and constant travel. It’s a chance to learn from professionals and find out what it takes to translate the knowledge they’ve learned into skills of the trade.[/pullquote]
What the students get out of these two weeks is more than just hands-on experience. Harder and David Hartmann, chair of the performing arts department, set up Q&A sessions with members of the company so that all the majors, not just those working with the show, can get answers to questions like, “What’s it like to travel with a show?” and “What does it do to relationships?” or “What do you look for in a technician?”
It gives students a chance, says Hartmann, to actually talk to the producer, designer and technicians, to help them make career decisions and answer the basic question: “Do I really want to go on the road?”
Joshua Carter, a senior from the Chicago area, spent the 10 days as a production assistant assigned to the resident director (Martha Banta) and the choreographer (Ryan Sander). “It was my job,” he says, “to make sure that they had everything they needed while here in Clemson.” That involved everything from arranging meals to coffee runs to serving as a tour guide and problem-solver. What it also involved, he says, was “direct access to these two amazing individuals. I could observe their process and really see how they worked. They were incredibly nice and approachable and encouraged me to ask questions.”

Alumni on the road

Almost 20 graduates of the program have gone on to work for Work Light Productions, a result of contacts made through this collaboration. Gabriel begins to tick off names: “Our head audio on this tour, Jeff Human, is a graduate. Our associate production supervisor, Mike East, is a graduate. This past year on the tour of ‘American Idiot,’ the head carpenter, Eric Stewart, was from Clemson. We have put so many grads on our tour, and our production supervisor has brought even more to Spoleto.”
Human, a 2007 graduate, knows the reality of being on the road. Based in Chicago, he travels the world and averages less than a week a month at home. For this production, he gets the opportunity to travel with his fiancé, also a member of the crew, but that doesn’t always happen. He and East were members of that first group of students who “worked their buns off” when Gabriel brought his first production, “Broadway Junior on Tour,” to Clemson.
Both cite the contacts they made as they talk about their professional journeys. Human interned with Work Light in 2005-06, then went on to work for Technical Theater Solutions (TTS) in Charleston, which partners with Work Light to manage the technical part of the production and also handles the technical aspects for Spoleto. East’s story is similar: He worked on the light board in Work Light’s first production at Clemson, then worked Spoleto in the summer with TTS. While he was in graduate school, he got a job offer from TTS and headed back to Charleston, where he is now vice president of operations. And that job brought him full circle: back to this production of “Mamma Mia,” overseeing the technical crew and the Clemson students.

Getting a foot in the door

It’s not an easy thing for these students to participate in this two-week merging of the professional with the academic, as Hartmann describes it. They’re responsible for contacting their other professors across campus, making provisions for getting notes, taking tests and keeping up with academic work that doesn’t stop just because they have this opportunity.
But the tradeoffs are tremendous, says Hartmann. “It has led to jobs,” he says, music to every parent’s ear. Hartmann describes the intense two-week experience as a professional internship, where the students get a sense of what it takes to work in the world of theater.
Gabriel explains it this way: “You learn at a certain curve when you’re in school, and then you learn exponentially in the first few months when you’re applying it professionally. [pullquote align=’right’ font=’chunk’ color=’#86898C’]The value to the students here is they get two weeks of the real world. Everything they’ve been learning — this is how it is applied. Hopefully, they walk away with an understanding of the level that they have to perform at and the speed of it.”[/pullquote]
But the students get more than just two weeks of experience; they get connections that are crucial to their future. “You have to have knowledge, but you have to have connections to get a foot in the door,” says Harder.

Youth and enthusiasm … and opportunity

That snap decision on Harder’s part eight years ago began a successful partnership. What Gabriel didn’t know was that the performing arts program at Clemson was very young, having just graduated its first class of 12. What Harder didn’t realize was that Gabriel was in the midst of forming his company for the first time.
Both have grown and changed. Gabriel’s company has transitioned to taking Broadway musicals on the road; Clemson’s performing arts program, with concentrations in music, audio technology and theatre, has sent 134 graduates out into the world and currently enrolls 97.
Taking a Broadway show on the road is hard work, and it takes a lot of hands. With this particular production, it’s college students who round out the crew in preparing and teching the show. But for Gabriel, that’s not a compromise.
“We’ve found that the level of the training these students get makes it so that we don’t miss a beat,” he says. His experience with Clemson students has also taught him that “young and enthusiastic makes up for what might be lacking in experience.” He recalls a time during the production of “Frog and Toad,” when an audio problem had them all stumped. “This young, kind of geeky looking guy walked up and said, ‘If you do this, that and the other, it will work.’”
That young guy was Robert Allen ’08, who after a one-year internship with the Brooks Center, went on the road with Gabriel and Work Light Productions as part of the crew for “Avenue Q.” He’s recently finished up touring the U.S. and Canada for a year, running video for the show “American Idiot.” Now, Gabriel says, Allen “walks in the room and he’s very commanding. He knows how to solve problems.”
“We learned early on,” says Gabriel, “that you can find some young, very talented people, and if you give them opportunity, most of them rise to the occasion.”

From a Student Perspective

Mamma Mia
Kelsey Bailey
Year: Senior (graduating May 2014)
Hometown: Chamblee, Georgia
Major: Production Studies in Performing Arts: Theatre
“When I was a senior in high school, I had the experience to come see “Avenue Q” in its second national tour while it was in “tech” at the Brooks Center. Since my cousin, Mike East, was a recent graduate from the Production Studies program at Clemson and working as a part of Technical Theatre Solutions, I was able to get a backstage view of what a show of that magnitude looked like. Meeting members of the crew and seeing how all the technical elements fit together reinforced how much I wanted to go into technical theatre.
Mama MiaAfter the performance, I stood and watched the beginning of the “load out” from the front of the stage. Itching to be up there doing the same thing, I knew I wanted to work on a production like this. Clemson was the only place I could find where I could experience working with a national tour while I was still in school. I didn’t need to look at any other universities after that show; I knew Clemson would be the perfect fit for me.
While working with “Mamma Mia,” I was on the props crew. I spent most days organizing, cleaning, repairing, inventorying and maintaining the props. During rehearsals and shows I was backstage as an assistant to the show’s head of props. I was in charge of tracking props and making sure actors got them in time.
Being able to work on props crew for this show reinforced my love for what I do. I learned to come up with creative and out-of-the-box solutions for problems and saw how professionals had done things as well. Just being a part of the internship gave me the confidence to see myself touring when I graduate.
A lot of us refer to this internship as a two-week job interview, because you have to bring your best to work all day every day, but for me they are the best two weeks of my year.”

A store lost in time

The red brick store that sits on 307 College Avenue hasn’t changed much in the 78 years since it was built. It’s one of the few Clemson landmarks that doesn’t get renovated, updated or even painted. The faded black sign on the front reads:

JUDGE KELLER
GENERAL MERCHANDISE
REASONABLE PRICES

And when you push open the front door, you feel like you’ve wandered back in time to the days when your receipt was written on the brown paper bag that held your purchases.


The store got its start across the street in 1899. A member of the very first class of Clemson cadets, Isaac Leonard Keller left school after two years and opened Keller’s Store, stocking cadet uniform supplies. Legend has it that he could determine sizes and hems of uniforms without even measuring, and so he was given the nickname “Judge.” In 1918, he moved across the street into a wood-frame building, where the store remained until 1936, when the current brick building was erected.
The cadet uniforms might be a thing of the past, but within the walls of Judge Keller’s you can find the uniforms of contemporary Clemson students and fans. Stacks and racks of T-shirts and shorts, sweatshirts and hats cover almost every available surface. For years, they offered overalls, dyed orange, for sale.
The Judge’s grandson and namesake, Isaac Leonard Keller ’70, runs the store today with the help of his son, Ben. But that doesn’t mean you can’t see vestiges of earlier generations. Three hats that belonged to Leonard’s dad still hang on the wall. And if you look through the boxes on the shelves, you might still find a nice pair of white leather shoes from the 50s.

Why does the terrapin cross the runway?

 

Laura Francoeur and her team balance wildlife protection and air safety.

To rescue a turtle on a roadway is one thing.
To rescue a turtle on a runway is quite another.
Look left. Look right. Look UP.

This is the mission on a New York afternoon, as the Diamondback terrapins poke their heads from their telltale geometrically patterned shells, plodding to cross the JFK International Airport runway jutting into Jamaica Bay.
The wildlife patrol team plucks them from danger and tucks hatchlings into a see-through plastic bag while adults go into the back of patrol pickups, the first step in relocating them to safety.
The loudspeaker atop a yellow-striped, white patrol SUV babbles airport tower chatter until, clear as a bell, comes “Four Left” — the two words you were warned about.
“Go, now,” commands Laura Francoeur. “Off the runway.”
We hightail it to the safety of the crew-cut coarse grass apron. The twin turbine engines roar as the jetliner whooshes by no more than 10 yards away, leaving you feeling out of scale on this landscape, oddly like some small animal beside a highway.
Awed by the din, I look at Francoeur, who smiles, then quips, “It’s just another day at work.”

Managing wildlife and protecting the public

Clemson alumna Laura Francoeur is chief wildlife biologist for New York’s John F. Kennedy International Airport, “Gateway to the World.”
But today, the world will have to wait, while Francoeur picks up Diamondback terrapins following their instincts.
[pullquote align=’right’ font=’oswald’ color=’#3A4958′]In 2012 more than 1,300 terrapins were picked up by runway patrols during summer nesting season. The critters became media darlings, even getting their own Twitter handle #JFKturtles.[/pullquote] “I did a Google search once for JFK and turtles and there were more than 900,000 hits,” Francoeur says.
To the public and media, Francoeur and wildlife patrol staffers are saving turtles. Actually they are protecting the airport by managing a wildlife problem. While the terrapins pose little hazard to the planes, they do cause a big headache for airport operations.
“Pilots on the taxiways will see a terrapin or a bunch of them, and will hold their positions and radio the tower to have someone from operations come out to pick them up,” Francoeur says. “During nesting season in the early summer, sometimes there are dozens of terrapins in the way. Delays are usually no more than 10 minutes, but they have gone on for nearly an hour.”
Why does the terrapin cross the runway? To get to the other side.

Terrapin crossing the runway.

Terrapin crossing the runway.


Runway 4L juts 400 feet into Jamaica Bay. On one side the terrapins live their lives and mate. On the other, females dig nests to lay their eggs. The biologists have had to figure ways to block the terrapins. Existing fences did not stop the turtles, which would look for gaps to slip under or trudge to the end and go around. The best solution so far is corrugated plastic pipe laid on the ground. The airport has installed more than 4,000 feet of it. “They can’t get a grip and slide back, and the pipe is staying on the ground,” Francoeur says. “The terrapins finally give up and lay their eggs outside the fence.”
Francoeur presented the JFK terrapin work during the 15th Wildlife Damage Management Conference held at Clemson last March. She had time to catch up with friends and colleagues, including her graduate program adviser, wildlife professor Greg Yarrow.
Wildlife-damage management, regardless of the problem species, has four basic components, according to Yarrow, now a division chair in the School of Agricultural, Forest and Environmental Sciences. It’s problem-solving that follows a process: You define the problem by identifying and assessing the damage. Next, study the behavior and ecology of the problem species. Then choose and apply controls, and finally evaluate the results.
Yarrow remembers Francoeur, who graduated in 1995 with a master’s in wildlife biology, and her thesis about deer damage to soybean fields.
Nicknamed “Spike” for her short-cropped gel-spiked blond hair, Francoeur was one of “the graduate students we had then who went all out all the time,” Yarrow says. “They were a group of great graduate students that put Clemson wildlife biology on the map.”
“Wildlife management was the right fit for me,” Francoeur says.

Arbitrating the conflicts of nature and development

Wildlife and airplanes have needed managing since the beginning of flight. Orville Wright wrote in his diary about a 1910 run-in with birds. In 2012, approximately 10,900 wildlife strikes to U.S. civilian aircraft were reported. Since 1988, more than 250 people have died because of wildlife strikes worldwide, according to the U.S. Bird Strike Committee. Damage to nonmilitary U.S. aircraft from wildlife strikes costs about $700 million a year.


A day with Francoeur and a colleague, wildlife biologist Jeff Kolodzinski, offers a glimpse of JFK from the outside in. The terminals, ticketing counters, TSA checkpoints, quick-bite joints, concourses and baggage carousels are out of sight, but not out of mind. “Our job is safety, looking for and controlling wildlife hazards,” said Francoeur.
It’s a deceptively simple statement, as complicated to achieve as is running an airport as big as a New York City borough. About 15 miles from downtown Manhattan, JFK borders the borough of Queens, Nassau County and Long Island.
In statistical description alone, JFK is a mind-boggling place, a city within a city. Some 49 million passengers buckle up for more than 400,000 takeoffs and landings a year on four runways linked by 25 miles of taxiways. Sited on 5,000 acres, the airport core is the 880-acre Central Terminal Area encompassing six airline terminals along with parking lots, hangars, administrative buildings and cargo facilities connected by 30 miles of road. More than 35,000 people work there. JFK’s economic impact in the region exceeds $30 billion a year.
[pullquote align=’right’ font=’oswald’ color=’#3A4958′]It is a microcosm of the world coping with economic and environmental factors, where nature runs into increasing conflicts with its human neighbors.[/pullquote]
Francoeur began her career in Newport News, Va., where she conducted wildlife-hazard assessments for airports and landfills for USDA Wildlife Services. Since 1999, she has been part of the wildlife management team dealing with animals that live or pass through the airports operated by Port Authority of New York and New Jersey — JFK, LaGuardia, Newark Liberty International, Teterboro and Stewart International outside of Newburgh, N.Y.
The work is challenging, even daunting. Animals don’t follow regulations and sometimes neither do people. [pullquote align=’left’ font=’oswald’ color=’#3A4958′]The job requires a multi-tasker — part biologist, bureaucrat, trainer, forensic investigator and enforcer.[/pullquote]
On any given day, Francoeur may work on how to discourage hawks from using airports as hunting grounds or preventing deer from dashing across runways. There are meetings with Federal Aviation Agency officials who regulate airports, USDA Animal and Plant Health Inspection Service professionals, as well as state and local leaders. Topics can involve everything from designing new parks (tree selection can affect bird roosting) to supervising taxicab sanitation (some cabbies were tossing their edible trash where animals could eat it).
JFK also has a unique stakeholder — the U.S. Park Service. The airport and the Gateway National Recreation Area Jamaica Bay Wildlife Refuge interlace in the marshes and upland scrublands that harbor more than 325 bird species.

A CSI for bird collisions

Birds, especially bigger ones like gulls, geese and brants, are an obsession.
“We were mostly in the background until 1549,” said Francoeur. On January 15, 2009, US Airways Flight 1549 taking off from LaGuardia Airport collided with Canada geese, forcing Capt. Chesley “Sully” Sullenberger to land the plane in the Hudson River, saving all 155 passengers and crew.
“Collecting information on bird strikes — reporting them, when and where it happened, the species involved, the extent of damage and how long the plane was out of operation — helps us know how to prepare and respond,” Francoeur says. “We do a lot of training to help airport personnel to know what to do and who to call.”
Being a CSI for bird collisions is also a big part of the job. When a bird collision occurs or a bird carcass is found around the runways, the wildlife management team dons latex gloves and breaks out the evidence collection kits. Often the remains of a smashed bird or one sucked through a jet engine are not readily identifiable.
“It’s called ‘snarge,’” says Francoeur. Scientists at the Smithsonian Institution Feather Identification Lab made up the term for the mess of bird tissue, blood and feathers biologists bag and tag for identification. Tools ranging from DNA to microscopic feather analyses help researchers look for clues and narrow the search. The lab processes about 3,000 cases a year, adding to the FAA Wildlife Strike Database.
Set up in 1990, the database contains more than 133,000 reports. The actual number of strikes is far greater. Officials estimate that only 20 percent — one in five — wildlife strikes are reported.
Experts say hazards from wildlife conflicts are rising, as animal populations increase and adapt to living closer to humans. The number of Canada geese — the species that caused Flight 1549 to ditch in the Hudson River — has risen from 1 million birds in 1990 to more than 3.5 million in 2012, according to U.S. Bird Strike Committee data.
Meanwhile, the number of passengers getting on planes nationwide has soared from 310 million in 1980 to 715 million in 2011 on 25 million flights — a number expected to climb to 37 million by 2030.
The friendly skies have gotten a lot more crowded. It’s a serious concern, but for Francoeur and her colleagues it’s a manageable one for now.
More stories about wildlife management at JFK can be found at:
http://usfwsnortheast.wordpress.com/2013/08/30/why-does-the-terrapin-cross-the-runway/
http://www.nytimes.com/2010/01/03/nyregion/03birds.html?_r=0

Circle of Gratitude

Friends and family honor Mayberry’s memory

At the Clemson-Boston College football game, friends and teammates of former Clemson football player Robert P. “Bob” Mayberry Jr. announced that $1 million and 74 dollars has been raised to establish an endowment to honor Mayberry’s memory and values. The endowment will award partial scholarships to football trainers and/or managers.

Mark Richardson ’83, a member of the committee that initiated the effort, said that the scholarship was a fitting tribute. “We are confident it would have been Bob’s dream to honor those who work hard day in and day out with no expectation of recognition beyond that which accrues to the whole team.” The fundraising committee also includes Jubal Early, Steve Horvath, Steve Luquire, Robert P. Mayberry Sr. and Kendall Alley ’83, M ’85.
Mayberry started on the 1981 National Championship team. Following graduation in 1983, he joined his father in the automobile business, married and raised a family, and seized every opportunity to demonstrate his passions for Clemson and for helping others. He died in 2012 after a battle with cancer.
Pledges and gifts in support of the Robert P. “Bob” Mayberry Jr. ’83 Endowed Memorial Grant-in-Aid may be addressed to the Clemson University Foundation and mailed to Connie Sexton, IPTAY Major Gifts, P.O. Box 1529, Clemson, S.C. 29633.



Barker Scholars update

More than $2.8 million has been donated to the Barker Scholars Endowment, established to honor President Barker and his wife, Marcia. The endowment will support need-based scholarships for undergraduates. More than 2,000 contributed to the fund, with more than 80 founding partners who contributed more than $25,000 each.
Donations may still be made online, by check or by gifts of appreciated stock. Make checks payable to Clemson Fund, P.O. Box 1889, Clemson, S.C. 29633, and indicate “Barker Scholars.”

Fort Hill Club looks to the long term

Since 2006, the Fort Hill Clemson Club has funded annual scholarships for students through the money raised from their annual Recruiting Wrap Up. But this year, they decided a change was in order.
The event has more than tripled in attendance to 700 and increased more than 1,000 percent in sponsorships to $21,000. Held the day after recruiting ends, it includes chats with the coaches and players, barbecue and getting the inside scoop on the season to come.

Jerry Handegan and Eric Breazel

Jerry Handegan and Eric Breazel


This year, club leadership took a look at their profits and their goals. “There were always two schools of thought,” says former club president Jerry Handegan. “Do we give immediate money now, or do we create an endowment? People wanted to do scholarships. So we just gave our $10,000 annually for that.”
According to Eric Breazel, also a past president of the club, “As the event got more and more successful, we began to ask the question, ‘Should we think more long term?’ What pushed us over the edge was a chat with the financial aid and admissions staff, and hearing their perspective on the benefits of endowment — being able to attract students and offer them four-year scholarships. It was a no brainer.”
The club is actually doing both for now, giving an annual scholarship until the endowment reaches a high enough level to support more scholarships. The club invites scholarship recipients to the event each year, and according to Breazel, that makes the day even more special. “Obviously, folks come to see Dabo and the recruits. But while we’re welcoming new student-athletes we’re also celebrating new academic scholarships as well.”
And their message to other groups? “I would strongly like to encourage other groups or individuals to take a second or third look at making a gift that will make an impact for generations to come, not just for one year,” says Breazel. “Clemson’s still young and has centuries to go. An endowment can make a significant difference.”
To learn more about how you can make an impact on the future of Clemson, visit clemson.edu/giving, call 864-656-5896 or email cufund-L@clemson.edu.



Call Me Mister

Wells Fargo supports Call Me MISTER®, Emerging Scholars

Call Me MISTER and Emerging Scholars have in common their goal of improving educational opportunities for underrepresented populations. They also have in common the support of Wells Fargo, which donated $500,000 last fall to support the programs. Call Me MISTER seeks to place more African-American males in elementary school classrooms as teachers. Emerging Scholars’ mission is to increase the number of college graduates from economically disadvantaged areas and first-generation families. Since 2006, Wells Fargo has given $1.71 million to support the two programs.



Butch and Joy Ferree

Butch and Joy Ferree

Ferrees create trust for scholarships, experiential learning

Maurice “Butch” Ferree ’65, M ’67 and his wife, Joy, have created a charitable remainder trust valued at more than $1 million to benefit students in the College of Agriculture, Forestry and Life Sciences.
Half of the money will establish the Dr. Maurice E. “Butch” Ferree and Joy Culver Ferree Scholarship Endowment to provide scholarships for students in the college. The other half will create an endowment to provide experiential learning opportunities for students.
“We just both love Clemson,” said Butch. “I don’t have anything but good memories of being a student here. Looking back, most of my professors were tough as nails, but they loved their students. They were making men out of boys — that stuck with me. That experience was so valuable for me.”
“Clemson is a place I have loved all my life,” said Joy. “We want to see it continue to grow, and we wanted to help deserving students complete their education here.”



New leaves honor great generosity

The grounds of Fort Hill are home to three new bronze oak leaves sporting the signatures
of the new members of the Fort Hill Legacy Society, whose bequests or testamentary trusts were realized at $1 million or more.
Ethelyn Berry Smith dedicated her life to education. She taught several years in Kershaw County, and continued her devotion to education by establishing the Harry Graves Berry Bioengineering Endowment to honor her brother, a member of the Class of ’41.
Tragedy struck Ernest and Virginia Carroll when their only son, Ernest Jr., was killed in action in June 1944 during the invasion of Normandy, while Ernest Sr. was serving in the Pacific theater. The Carrolls created the Ernest Hill Carroll Jr. Endowed Scholarship Fund at Clemson, where he had attended before enlisting in the Army.
Porter H. and Sara L. Adams have long been tied to Clemson. Porter graduated in 1940, and their son Porter Jr. graduated in 1964. After 26 years of service in the U.S. Air Force, Porter Sr. taught both high school and college, then established the Porter Adams Family Endowed Unrestricted Scholarship.


As part of the inaugural Week of Gratitude held on campus in October, the Student Alumni Council presented a $75,000 check to benefit the Student Alumni Council Scholarship Endowment Fund and the Student Memorial Chapel.

As part of the inaugural Week of Gratitude held on campus in October, the Student Alumni Council presented a $75,000 check to benefit the Student Alumni Council Scholarship Endowment Fund and the Student Memorial Chapel.