UNIVERSITY OF WISCONSIN-MADISON ARCHIVES
ORAL HISTORY PROJECT

Interview #574
DAVIS, WILLIAM P.

DAVIS, William P. (1930- )
							Associate Vice Chancellor of Health Sciences
At UW: 1973-1985

Interviewed: 2001	
Interviewer: Barry Teicher
Length: 5 hours, 13 minutes

Childhood and family; Naval hospital work as a ward corpsman; Korean War; Bethesda Naval Hospital; Directorship of facilities planning in the surgeon general’s office; Appointment as executive officer of the Navy School of Hospital Administration; Appointment to UW as associate vice chancellor of health sciences;  Robert Cooke; Center for Health Sciences; Space allocation in the Center; Family practice program; John Renner; Construction of Clinical Science Center; Move from the old hospital to the new site; Patient move; Consultant work; Retirement.

First Interview Session (November 6, 2001): Tapes 1-2

Tape 1/Side 1

00:00:13	William Davis was born in the mining town of Frostberg, Maryland.  He explains that his father was the weigh-master at a mine, meaning that he weighed the coal dug by each miner and computed how much to pay the miner.  WD describes the other members of his family and talks about his town.

00:03:43	He discusses his education at a parochial grammar school and then high school.  Every day for four years he hitchhiked to high school, which was twelve miles from his house.  He relates several anecdotes from high school and mentions courses that interested him.

00:10:15	WD graduated in 1948. He describes his extracurricular activities, including drama. He anticipated becoming a teacher but ultimately decided to go into the service upon the advice of a friend. 

00:13:29	WD describes his experience as a ward corpsman in the navy from 1949 to 1951.  A disagreement with the chief nurse led him to transfer to a new department.  

	The only department with an opening was the diet kitchen.  WD talks about his work weighing foods for patients and mentions a nurse dietician with whom he worked.

00:18:20	At the start of the Korean War, WD was drafted into the marines.  He was flown to San Diego and took a bus to Camp Pendleton, where he was assigned to work as a rifle company corpsman.  

00:24:28	Twelve days after arriving at Camp Pendleton, WD was shipped to Korea without proper military or medical training.  He describes his experience on the U.S.S. Okanogan making dog tags for the men.

00:27:13	WD’s ship docked at Inchon, Korea two days after a major assault had taken place.  Several days after the landing, he encountered his first firefight.

00:30:45	End of side.  

Tape 1/Side 2

00:30:46	WD talks about the rifles he used during the war.  He describes the first casualty he witnessed while on the battlefield.  He was criticized for staying with the injured man; as a company corpsman, he was supposed to move on quickly to help the other injured men.

00:34:56	He describes his company’s movements through South Korea.  On one occasion he was the only corpsman on a landing ship tank on which many people were sick from food poisoning.

00:38:01	WD relates the problems his company encountered while landing at Wonson.  The ship was delayed for eight days because the harbor had been mined.  While bringing an injured man to a doctor on a nearby ship, WD bought candy and cigarettes for the men on his ship.

00:41:11	By the time the group finally landed at Wonson, the South Koreans had occupied the city and so WD’s commanding officer moved the men to another city.  WD describes one of the Koreans he treated during the fighting.

00:43:41	On October 26, the company arrived at Sudong, where they encountered the Chinese.  During a battle he mistakenly diagnosed a man as dead (and later befriended).

00:46:07	WD describes the winter uniforms the men wore, which included rubber boots that left many men with frostbitten feet.

00:47:50	His regiment was supposed to lead an attack at the Chosin reservoir, but they were far outnumbered by the Chinese and they withdrew by airplane.

00:49:36	WD explains how he was wounded.  While he was shouting towards some injured men, a mortar shell exploded directly in front of him.  Shrapnel entered his mouth and hit the inside of his cheek.  He was flown to a MASH unit for treatment.

00:54:24	After five days at the MASH unit, he was flown to an army hospital in Fukuoka, Japan and then a navy hospital at Yokosuka, Japan.  He underwent multiple procedures for his injured face and chest.

00:57:39	In December 1950, WD was flown to Honolulu, HA for additional treatment.  On Christmas Day, he was flown to California and then bussed to a navy hospital.  The comedian Jack Benny also traveled to the hospital on the bus to entertain the wounded men. Benny made a joke out of sleeping in the bed next to Davis’s. 

01:01:35	End of side. End of tape. 

Tape 2/Side 1

01:01:36	WD recalls he was not able to eat the Christmas dinner the hospital provided because of the hole in his mouth.  He remembers a Thanksgiving dinner given earlier that year, which the men ate while a sniper with poor aim shot at them.  

01:03:35	On December 27, he was sent to a Philadelphia naval hospital, where he stayed from January 1 until April.  He discusses the plastic and dental surgery he had in this hospital, and notes that over his lifetime he has had surgery 46 times.

01:06:47	WD recalls a personnel officer’s decision to put him on a destroyer ship even though he had been on a liquid diet for four months and was supposed to be discharged.  The captain decided to ship him back to Annapolis.

01:10:05	He stayed in Annapolis until 1954, during which time he got married and reenlisted.  As a second-class petty officer he worked in the pharmacy and then the patient affairs office.

01:11:34	After being promoted to first-class petty officer, WD was stationed in the arctic, where he helped build the Distant Early Warning Line across the top of Canada. He describes a temporary stop-over in Red Hook, Brooklyn. 

01:14:56	WD spent three months in the arctic.  Because it was summertime, it was light all the time.  Every day he worked eight hours in the sick bay, eight hours in the dispensary, and then had eight hours off.

01:16:18	WD recalls a murder that occurred during a card game on another ship.  He says it was important that the men and the Eskimos not come into contact with each other, because each group carried endemic diseases that posed a threat to the other group.  One day the Eskimos were allowed to approach to sell their goods.  WD did his best to sterilize the goods that the men bought.

01:19:22	In September 1954, he returned to the U.S. during a severe hurricane.

01:21:34	A year after arriving in the U.S., his ship was sent to the Caribbean, where the navy was studying a British instrument used to detonate acoustic torpedoes before they reached a ship.  The crew spent their leave in Havana.

01:23:51	WD recalls treating a man who had sun stroke poisoning.  The shipfitters built a bath tub in which the man was immersed for three days.

01:24:51	WD took the navy-wide exam for commissioning into the medical service core.  In June 1954, he learned he had been made Ensign.  He became the administrator for the psychiatric department at the Philadelphia Naval Hospital.  He describes the psychiatric department and relates some anecdotes, one about ducktail haircuts. 

01:29:05	In 1958, WD began to study at the Navy School of Hospital Administration in Bethesda.  He finished first in his class and then moved to the Bethesda Naval Hospital as the finance officer.  He was put in charge of building a patient care addition to the hospital despite his lack of experience in this area.

01:32:31	End of side. 

Tape 2/Side 2

01:32:35	WD says he learned about building the patient care addition from the superintendent of the construction company.  Shortly after supervising the construction of the addition, he was ordered to move to the planning department of the surgeon general’s office.

01:33:51	A year into his work in the planning department, WD was appointed as director of new facilities planning.  In this position he developed plans for new hospitals.  An architect would then use these plans as a basis for the design.  Once the hospital was constructed, WD helped the hospital staff create a plan of how to operate in the new facility.  He held this position from 1960 to 1968, one year of which he spent on leave completing his B.A. degree at George Washington University.

01:36:41	When the third recruit training center for the navy was constructed in Orlando, FL, WD was sent to be the personnel officer of the new hospital.  He describes his responsibilities in this position.

01:38:35	In May 1969, a detailer offered WD a job as executive officer of the School of Hospital Administration.  He accepted and moved back to Washington.  He describes this job as the best job he had in the navy.

01:41:48	While working as executive officer, WD developed the curriculum for a Masters program in education administration.  He then went through the Masters program himself.

01:44:14	He explains he wanted to leave the navy to become an administrator at an academic institution and describes his academic teaching experience while in the navy.

01:46:26	Robert Cooke recruited WD to come to the University of Wisconsin as his administrator.  WD discusses Cooke and his reasons for coming to UW. 

01:49:08	WD describes his first trip to Madison, when he met the acting dean of the medical school, Henry Pitot, the associate deans, the hospital superintendent, and many other people. Chancellor Edwin Young encouraged him to accept the position, which he did.

01:53:00	End of side.  End of tape.

Second Interview Session (November 8, 2001): Tapes 3-4

Tape 3/Side 1

00:00:19	WD describes how his salary was determined at UW.  He says that one motivation for coming to UW was that his six children would be able to attend the university at a lower rate or for free.  

00:03:02	He talks about his role in overseeing the construction and occupancy of the new medical center.  He had a hard time adjusting to his job in the Center for Health Sciences and figuring out what the center should do.

00:04:46	The people with whom he talked while trying to determine the role of the Center included Associate Vice Chancellor Len Van Ess, acting dean of the new School of Allied Health Professions, Frank Larsen, the School’s first appointed Dean, John Peterson, and many others.

00:12:47	Robert Cooke was vice chancellor and George Lythcott and WD were associate vice chancellors, WD explains.  He mentions Lythcott’s work in improving the prison health system in WI.

00:14:26	One of their tasks consisted of expanding exchange programs with other institutions.  The biggest problem they had related to their proximity to the Medical College of Wisconsin, located in Milwaukee.  He describes the competition between the schools.

00:17:28	WD explains that in the 1970s many medical schools wanted to train people in the new specialty of family practice.  He talks about John Renner, the first chairman of the Department of Family Practice at UW, who convinced St. Mary’s hospital to create a program in family practice.

00:21:15	The medical library posed a problem because of chronic underfunding, WD recalls.  He comments on the role the Center for Health Sciences had in determining the budget.

00:22:42	The Center for Health Sciences had to find space for many schools and departments.  When WD arrived, the Center was renting space in twenty-six different buildings.  The personnel office for the hospital was located across the street from the hospital on the second floor of a barn.

00:24:15	Two weeks after WD arrived in Madison, the chairman of the anatomy department complained to him about a former member of the staff who refused to vacate his lab space.  WD succeeded in removing the person, which greatly impressed the chairman of the department.  He did not have any difficulty giving orders to people.

00:27:29	WD talks about the boards and committees on which he served, including the Parking and Transportation Board, the Personnel Classification Committee and the Construction and Remodeling Committee.  

00:30:50	End of side. 

Tape 3/Side 2

00:30:53	WD continues to discuss his involvement with the Construction and Remodeling Committee.  This was his favorite committee of the three on which he served.

00:33:44	He remembers trying to obtain funding for a computerized library catalog for the medical library.  This was the first computerized library catalog on campus.  He describes his early experiences with computers.

00:36:23	An important problem on campus and in the Center for Health Sciences was the laying off of people who then bumped other people out of their jobs.  WD made an agreement with the personnel office so that any bumping done in the Center affected only the Center.

00:38:01	WD says another big problem was the lack of parking.  He describes his work on parking as the worst job he had at the university.  He found a successor who was able to turn down people’s constant requests for special favors.

00:39:21	He mentions that the occupational and physical therapists had to do clinical work before they obtained their degrees.  He reviewed the contracts that other institutions drew up with the students.

00:40:44	The Center for Health Sciences belonged to an association of academic health centers.  WD discusses some of the association meetings he attended.  A problem many schools shared at this time was acrimony between the nursing school and the medical school.

00:43:54	WD and Robert Cooke chose Gordon Derzon as the new superintendent for the hospital in 1974.  WD explains that Derzon was Cooke’s first choice; WD felt he did not have good interpersonal skills and would not be a good superintendent.  Under Derzon the financial situation of the hospital improved.

00:48:00	WD describes Robert Cooke and his involvement with many national organizations and committees.  People were unhappy with his constant absence from the Center due to his involvement with these organizations.

00:49:13	WD discusses the funding of the Center for Health Sciences.  When Cooke decided he needed new office furniture, one of the items he bought was an expensive couch.  A delivery person phoned the Capital Times and reported that he had just delivered a $7000 couch to Cooke.  Although the figure given was incorrect, it caused great embarrassment.  The office’s softball team was later named Cooke’s Couches to memorialize the event.

00:53:56	WD mentions Founder’s Day speeches he gave about the construction of the university Health Science Center, which was the largest and most expensive building ever built by the state of Wisconsin.  The first speech he gave, in Ashland, WI, was a disaster because he missed his plane, he did not have the appropriate clothing, and the speech he gave was extremely boring.

01:00:41	Remodeling was a big part of his job, WD recalls.  

01:01:35	End of side.  End of tape. 

Tape 4/Side 1

01:01:37	David Kindig, the new vice chancellor for health sciences, was a specialist in preventive medicine and social medicine.  He and WD took a trip to Haiti to try to set up an exchange program with a medical school in Port-au-Prince.  

01:03:53	WD returns to the topic of family practice.  He discusses John Renner’s decision to establish family practice sites around the state to which his residents could go.  Both Renner and WD traveled around the state to find suitable sites.

01:08:40	From 1973 to 1975, WD spent most of his time working on the Center for Health Sciences.  Beginning in 1974, he began to allocate space within the Center to schools.  An initial design for the hospital changed as administrators decided that primary care would be an important function of the hospital.  WD describes how difficult it was to change the design.

01:11:28	Construction of the nursing school was funded by a large grant.  Although the funding agency was unwilling to turn over any nursing space to another department, the medical school and the hospital were able to lease some of the nursing school space instead.  The medical school never had enough space.

01:14:27	WD describes the Clinical Science Center and the land it obtained from the VA Hospital and the Forest Products Lab.  A day care center was established in two buildings rented from the Forest Products Lab for $1 a year.  Chancellor Irving Shain insisted the day care center be open to everyone.  Many graduate students living in Eagle Heights enrolled their children at the day care center, which gave it an international character.

01:18:34	The VA Hospital was more difficult to deal with than the Forest Products Lab because it was necessary to deal not only with the local hospital, but also the VA central office in Washington, WD recalls.  Local VA administrators were happy to cooperate with the UW hospital in order to reduce duplication of services, but the central office in Washington made things difficult.  It was the first time in the United States that a VA hospital entered into a cooperative agreement with a university hospital. WD describes the politics surrounding the agreement.

01:23:59	WD says the state provided 40% of the funding for the $125 million building, and 60% came from federal grants and a loan.  The hospital also raised funds of its own.  The medical library was named after Dr. Weston, a long-time faculty member and beloved physician who died during the hospital’s construction.  Several other donors also had stacks or rooms within the library named after them.

01:27:05	He mentions other organizations that contributed funds.  One man gave one million dollars in oil company stock to the university even though he was not an alumni.  He requested a plaque in honor of his brother, a UW alumni who died in the First World War.

01:29:18	Fund-raisers included the University of Wisconsin Foundation, Irving Shain and Edwin Young.  The hospital did not actively try to raise funds.

01:31:31	The master plan for the institution was designed by Hellmuth, Obata and Kassabaum (HOK), an out-of-state architecture firm.

01:32:27	End of side.  

Tape 4/Side 2

01:32:31	WD continues to discuss HOK.  After the hospital was constructed, HOK offered him a job but he refused.  Another company with which he worked later offered him a job helping to move hospitals.

01:34:50	He explains why the hospital was built in two phases.  The second phase, which involved constructing facilities to hold beds in addition to the 350 beds built during the first phase, was designed by an in-state firm, Flad Associates.  Because of state regulations, four prime contractors were used: a general contractor, a plumbing contractor, an HVAC contractor and an electrical contractor.  In WD’s view, the state office responsible for overseeing the four contractors did a poor job.  He says building the hospital in one phase rather than two would have been much more efficient.

01:39:12	WD points out that the building is fascinating because it was designed to be expanded.  It has been remodeled six times since it was constructed.  He explains how the building was designed to be modular.  The elevators and stairwells are located at the joints between the modules.  Eight- to 10-foot high interstitial spaces between the floor contain all the mechanical systems.

01:41:24	He describes the heating, ventilating and air-conditioning systems.  At another hospital, he installed fake thermostats in the nurses’ stations to give the nurses the impression that they could control the temperature, but he was not allowed to do this at UW.

01:44:17	It was not common to use interstitial spaces, but it was an idea HOK had successfully tried elsewhere.

01:45:19	The nursing school moved in before the signs had been installed, and Dean Valerie Prock could never find the way to her office.  She ended up laying yarn along the path from the parking lot to her office.

01:46:13	Another feature of the hospital was “nurse servers.”  Outside of every patient room, there was a cupboard containing linen, medications for the patient and the patient’s records.  WD does not think the nurse servers were worth the expense because nurses have never used them for the purpose for which they were designed.

01:49:23	WD describes the distribution system for food and supplies.  Items were placed in a cart sitting on a rail system.  After the intended address was dialed, the cart would automatically move to the correct location. Before choosing this system, WD visited two other hospitals that had installed this system.  He recalls that a group of Russian physicians and medical workers once visited to see the cart system and the interstitial spacing.

01:54:08	WD talks about the programs the hospital and the VA hospital shared or cooperated on: the morgue, radiology, and laboratory services.

01:55:01	The nursing school moved in during 1978, after phase one was finished.  He comments on the federal granters with whom he worked.  Three or four times a year they would come to Madison to ensure that people were doing what they had said they would.

01:57:13	Space allocation became an issue early during the construction process.  The helicopter landing space was not part of the original design.  It was initially put on the roof, but was then moved outside the emergency room.

01:59:09	WD explains that one of the prime contractors caused a problem during phase two by refusing to do tasks he claimed had been part of phase one.

02:00:25	He describes how space was divided between departments.  At times, the negotiations over space became contentious.

02:02:52	End of side.  End of tape.  

Third Interview Session (November 13, 2001): Tapes 5-6

Tape 5/Side 1

00:00:11	WD describes the training employees received to help them adjust to the new hospital.  Some tasks were assigned to new people; for example, nurses had formerly served the food to patients, but this became the responsibility of the food service staff.

00:04:56	He mentions that the nurses were very reluctant to move to the new facility even though their responsibilities were cut back.

00:07:15	Lettie Zimmerman was hired to supervise the orientation and training process.  In addition to her, WD’s staff consisted of Dick Aradine and Roy Klink.  He describes the roles they played in the move.

00:10:49	WD discusses the research animal housing unit and the design of the building in which this unit operated.  The surgeons’ desire to meet with patients in their offices caused a problem because patients crossed paths with animals being moved into the research animal housing unit.  WD finally convinced the surgeons to consult with patients in the clinic instead.

00:13:30	Getting around the new building was not an easy task, WD remembers.  His staff spent four months trying to figure out how to number the rooms.  As a test, volunteers would try to find locations within the building.  Six or seven naming or numbering systems were considered.  Merle Redfern, an architect on staff, convinced WD to use an alpha-numeric system to number the rooms.

00:15:59	He recalls how a firm was selected to put up signs in the hospital.

00:17:28	WD talks about how equipment and supplies were purchased, and mentions how thrilled people from the nursing school were that 15% of the seats in the auditorium were designed for left-handed students. 

00:20:18	The purchasing department was very helpful, WD recalls.  Supplies were stored in a warehouse on South Park St. and then brought to the site.

00:22:10	He describes the process of creating an occupancy schedule.  The nursing school, which was the first group to move into the new hospital, did so at the beginning of the fall 1978 semester.  The next groups to move were food service and central service.

00:24:49	Reynolds moved the equipment from the old hospital to the new site.  WD had difficulty with the medical school faculty because each physician was allowed to move only three file cabinets.  Although he presented the move to them as a wonderful opportunity to archive a lot of their old materials, some faculty instead chose to pay to move their extra papers.

00:27:27	He continues to describe some problems he faced during the move.  Some faculty wanted to move materials that could not be moved or were not appropriate to the new site, such as a fireplace and wallpaper.  The psychiatric faculty asked for extra sound-proofing between their offices and requested the right to choose their own carpeting.

00:30:42	End of side.

Tape 5/Side 2

00:30:45	WD continues to talk about the psychiatric faculty’s request for plush carpet.  The department of psychiatry paid the extra cost.

00:31:37	Lettie Zimmerman and the public relations department put together a brochure describing the new building and wrote press releases.  WD mentions some problems with the Capital Times’ false claim that none of the beds they had purchased fit through the doors.

00:34:56	There was a lot of public interest in the hospital.  Shorewood and other west-side neighbors did not want a large parking lot built.  Because they did not realize how many patients would come from outside Dane County, they thought patients ought to take the bus.

00:37:00	The line dividing Madison and Shorewood Village ran through the hospital.  Although it fell into both political jurisdictions, the city of Madison provided the fire service.  WD mentions a problem with false fire alarms.  The fire department quickly tired of responding to almost daily false alarms, and the maintenance officer finally found that they resulted from dust in the interstitial spacing that was stirred up by air currents.

00:39:10	Testing the systems that distributed oxygen and other gases was a big job.  An environmental health officer was hired to keep track of toxic substances.

00:41:41	The medical school and the comprehensive cancer center moved in during spring 1979.  The last group to move in was the hospital.  The hospital needed to balance the cost of moving patients with the revenue they provided, and decided that two hundred patients was the upper limit they could move.

00:43:00	WD describes the patient move.  He rented brand-new trailers from a local company to move the patients.  The company charged $1.  Volunteers from the student body and the army reserves helped to move the patients.

00:48:35	He recalls how he established the route for the moving trucks.  He talked to the main office of the train company, which agreed to stop the trains on moving day.

00:51:00	WD explains why March 31 was chosen as moving day.  After studying the weather in March for the preceding ten years, he decided the 31st was the Saturday with the best chance of good weather. For a rehearsal of the move, staff people played the role of the patients.  He describes how patient beds were fixed to the floor of the trailers.

00:54:23	WD describes moving day.  He observed the move from the fourteenth floor of the Wisconsin Alumni Research Foundation building, which gave him a view of the entire process.  The critical patients were moved first in a mobile intensive care unit.  The rest of the patients were then moved.  The entire patient move took a little over two hours.

00:57:55	At a noon press meeting, the press wanted to know what problems they were encountering and were amazed to learn that the move was already finished.  The only problem involved a resident who got motion sickness.

00:58:45	The Clinical Science Center was dedicated and officially opened earlier in March.  WD explains some people opposed the name that had originally been chosen, the University of Wisconsin Medical Center, because it was not broad enough to describe the work done by nurses.  Although Clinical Science Center is its official name, WD notes that it is always referred to as the University Hospital.

01:00:53	End of side.  End of tape. 

Tape 6/Side 1

01:00:57	WD purchased all new electric beds for the new hospital.  The patients were transferred to the beds while they were in the old hospital, and then the patients and beds were moved together.  He explains what a mud bed is and how difficult it was to move.

01:03:07	There were banners on the trucks letting people know about the move.  People watched from the street.

01:04:00	He describes the hospital’s dedication ceremony.  The Steiger family funded the creation of a meditation room as a non-religious alternative to a chapel.  For the dinner they used the silver service set from the U.S.S. Wisconsin, which was being stored at the State Historical Society.

01:08:24	There were several open houses for the public and huge crowds came to see the new building.  Two young children rode the delivery carts through the hospital while no one was watching.

01:10:18	WD recalls a problem with the valves of tanks holding nitrous oxide.  There was also a problem with the heating and cooling system that took two or three weeks to fix.

01:12:36	He describes the pride he felt after the hospital was completed and some of the obstacles he had to overcome.

01:14:30	In about December 1978, WD had to replace six fire doors to meet new building regulations in order to obtain a certificate of occupancy.  Because it would take six months to replace these doors by going through the appropriate bureaucratic channels, WD ordered the doors directly from the manufacturer.  The dean of the medical school agreed to pay for the doors using soft money from the University of Wisconsin Foundation, on the condition that WD repay the school in supplies.  Without this purchase, it would not have been possible to open the hospital on time.

01:22:30	The next part of WD’s assignment was to remodel the old hospital building for teaching and research.  He lists the schools and departments that moved into the remodeled building.  It was necessary to go through lengthy discussions to decide who would get what space and what kinds of changes were needed in the building.

01:27:04	WD mentions several problems with the old building, including insufficient laboratory ventilation, uneven floors and asbestos.

01:31:47	End of side.

Tape 6/Side 2

01:31:51	WD talks about new student lounges that were added to the remodeled building.  He describes the remodeling process, which lasted from 1979 to 1984.

01:34:28	He explains that the year before he retired, he helped plan several hospital moves.  After he retired, he helped the American Automobile Association move its headquarters from suburban Washington to Orlando.  He also did some work as a consultant for the City University of New York Medical School.

01:38:51	WD describes some work he did on the remodeling of teaching hospitals in New York city. 

01:46:00	He spoke at a symposium held by the University of Michigan, which was planning to move its hospital.  Later he helped to plan the construction of a major addition to Columbia University Hospital.  He enjoyed the experience because he was always met at the airport with a limousine.  Another project involved moving St. Luke’s Hospital in Jacksonville, FL.

01:50:56	WD talks about his decision to retire to Wisconsin.

01:52:40	He makes closing comments on his career at UW.

01:56:53	End of side.  End of tape. 

END