The Birth and Growth of The University of Oklahoma’s Historic

Petroleum Land Management and Energy Management

Program

6th Edition

This publication made possible through the support of the OCAPL

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Dedicated to Mr. Keith Starr Bennett and Mr. William M. Majors, Jr.

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The Directors

1958-1966 Dr. William Keown David Ross Boyd Professor of Management

1967-1970 Dr. Rodney Boyes

1970-1972 Dr. Jay Heizer

1973-1996 Dr. Burt Scanlan David Ross Boyd Professor of Management

1997-2006 Ted Jacobs 2006- Steve Long

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The Birth and Growthof the University of Oklahoma’s Historic

PLM/Energy Management Program

Chapter 1

A DEGREE PROGRAM IS BORN

A sense of satisfaction clearly was present in the Oklahoma City home of William M. Majors Jr. back in mid-April 1958, when a meeting was started to review the first Petroleum Landmen’s Institute. Majors, president of Cal-Ray Petroleum Corporation, chaired the planning committee for the institute, which had been held March 31 to April 4, 1958, in the University of Oklahoma Stu-dent Union Building. The committee also included six other members of the Oklahoma City As-sociation of Petroleum Landmen (OCAPL) and representatives of OU and the American Associ-ation of Petroleum Landmen (AAPL). “There was a strong feeling we needed to raise the status of the petroleum landman to a pro-fession,” said Majors. “The five day institute was an early step. We were astonished when the reser-vations came pouring in. They were finally shut off at 400. The funny thing was, they weren’t all landmen. They were secretaries, congressmen, lawyers, IRS employees, and others who worked with landmen. That was when we realized that education for landmen would go.” However, satisfaction turned to surprise and delight at the conclusion of the Institute with a momentous announcement by Dr. Horace Brown, dean of the College of Business Administration at the University of Oklahoma. “We have decided to develop a degree program in petroleum land management as part of the OU College of Business Administration,” Brown said. “Dr. William H. Keown (who later became a David Ross Boyd Professor of Management) will direct the program starting in September 1958.” That was the quiet but historic beginning of the University of Oklahoma Petroleum Land Management Program, the first of its kind in the world. This unusual academic program played a major role in the continuing efforts of landmen to achieve and maintain a professional status. It brought together a remarkable combination of busi-ness management, accounting, law, geology, petroleum engineering and a broad knowledge of the petroleum industry to prepare students for the landman’s tasks of acquiring leases and participants for drilling wells. Similar programs had been offered by at least ten other universities at one time or another since the OU program was launched in 1958-59; however, a number of institutions (in-cluding University of Texas, Colorado, Houston, Mississippi, LSU and UC-Berkley) have dropped their programs during the lean years while the University of Oklahoma has steadfastly remained true to the vision established by Dr. Keown. The OCAPL has helped provide financial support, speakers, field trips and seminars since the beginning. Industry leaders and corporations have also supported the program with scholar-ships and summer jobs.

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The OU Petroleum Land Management Program stemmed from a national movement by members of the American Association of Petroleum Landmen to get a degree program started as part of their overall drive for professional status. The AAPL was founded in 1955 and the mission of the original board was to ensure that the knowledge required of a landman was embraced by an institute of higher education. The success of the institute was directly connected to the beginning of the Petroleum Land Management Program in the fall of 1958, which amounted to the culmination of a dream for land-men all over America.

Historical Footnote: The Organization of Petroleum Exporting Countries (OPEC) was formed on September 1, 1960, in Baghdad, Iraq.

In the Spring of 1958 the AAPL designed in collaboration with the University of Oklahoma College of Business Administration the first of its kind Petroleum Landmen’s Institute. The insti-tute costs $50 for five days of education and was sold out.

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Chapter 2

THE DRIVE FOR PROFESSIONALISM

The work of petroleum landmen has been going on since the early days of drilling for oil in America. As far back as the 19th century, someone has had to check the titles of land owners in courthouses, talk to owners, negotiate leases and acquire participants before rigs could be set up on drill sites. As oil and gas exploration companies grew, men began to specialize in this crucial part of the industry. From the early days, they had to utilize a remarkably unusual variety of knowledge and skills. They had to have some understanding of geology for potential sites, of the engineering it takes to drill a well and of the laws regarding property and mineral rights. They had to understand the petroleum business - the costs of drilling a well vs. the potential revenue and how the costs of leases fit within the overall picture. They also needed the kind of personality it took to get along with all kinds of people, from small farmers to wealthy land owners, corporate executives, geologists and engineers. “I don’t know if I can put it into words,” said George Foster Brown, first president of the American Association of Petroleum Landmen, “but you’ve got to like people. You’ve got to be able to talk to people, which means you have to listen to them. “You don’t want to promise you are going to get production on their land. You give the odds and you’re honest with them. You’ve got to like people to leave them liking you.” Most of all however, the landman need that certain indefinable inner drive to accomplish a task, to bring everything together so the drilling can begin, said V. Ross Brown, Oklahoma City independent who taught and lectured in the OU Petroleum Land Management Program from 1970 - 1982. “Yes, a landman has to check titles and negotiate leases,” said Brown. “But it’s more than that. Before anyone can move a rig onto a drill site, someone has to get the leases signed, get the partici-pants together - close the deal. The devil is in the details and that someone is a landman.” However, until 1958, when the Petroleum Land Management program was started by the OU College of Business Administration, there was no special educational program anywhere in America to prepare young people for the career of a landman. “They came from several types of backgrounds,” said William M. Majors Jr., president of the Cal-Ray Petroleum Oklahoma City. “Some were oil scouts, who looked at the wells of other companies and figured out which nearby lands could be leased. Sometimes the oil scouts moved on to become landmen. Oftentimes lawyers or people with backgrounds in real estate or title work moved into this role. Even technical types like geologists and petroleum engineers migrated into the landman profession.” Because of the required variety of knowledge and experience, landmen did not have the body of knowledge, educational program or certification of professionals such as doctors or lawyers. In an effort to improve their image and status, they had been forming associations in local areas throughout the country since 1938. They gathered to talk about their common problems and ex-periences - to learn from each other. Early in 1954, a group of 16 landmen from seven states, led

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by George Foster Brown, gathered in Denver to discuss the need for a national landmen’s organi-zation. By February 1955, pledges to join the newly-formed American Association of Petroleum Landmen had been received by 601 landmen from 200 companies in 21 states. The first annual meeting was opened on April 28, 1955, in Fort Worth, Texas, with 1,000 registered members and 500 in attendance. As part of the struggle for professional status, the groundwork for a degree program in petro-leum land management had been started in July 1954. Correspondence about forming the national association was sprinkled with references to a degree program, according to “Path to Professional-ism,” a history of the AAPL published in June 1985. “Landmen borrow from several professions to specialize in their distinctive field,” wrote T.H. Kaplyn, a charter AAPL member. “He needs to be part lawyer, geologist, engineer, scout, psychiatrist, salesman, horse trader and diplomat,” wrote Kaplyn, “and there is no particular academic curriculum designed to fit his needs.” The need for an improved image was a touchy issue, as indicated by David Turner, a charter AAPL member from Oklahoma City. “Landmen were not considered really professional,” said Turner. “We were called lease hounds, and we detested that. It placed us in about the same category as a used car salesman. We had to improve our image.” Other Oklahomans also played a major role in the early days of the movement to establish a degree program for landmen. During the mid-1950’s a “Petroleum Land Work” Program was created by the Oklahoma City Desk and Derrick Club and the Oklahoma Landmen’s Association. This two-month program was specifically created for secretaries, Human Resources, Accounting, Finance, and other industry support personnel. “Meetings were held one night a week at the OU Medical school for about eight weeks at a cost of $10,” said Majors, one of the organizers of the program. “We had lectures on various parts of the business. About 400 to 500 people attended. The surprise was that landmen came in addition to the support people. Obviously they felt there was a need for information — for finding out what others were doing.” The interest generated in that institute for support personnel, helped foster the basic idea, said Majors, that landmen needed and wanted an educational program designed for themselves and for young people coming into the field. It also resulted in a nucleus of Oklahoma City industry leaders who took the action in 1958 that led to the formation of the Petroleum Land Management Program at the University of Oklahoma.

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Chapter 3

THE STRUGGLE FOR A DEGREE PROGRAM

When the American Association of Petroleum Landmen held its first annual meeting in April 1955, President George Foster Brown appointed John Nunn of Midland, Texas, as chairman of the Education and Publicity Committee. One member of that committee was Keith Bennett, a 1949 Finance graduate of the University of Oklahoma and a landman for Continental Oil Compa-ny. Bennett felt strongly about the need for an education program, according to the AAPL history. “We had so many people coming into the field that had no experience and didn’t know what an oil and gas lease was,” said Bennett. “We had to take many of them by the hand and train them. I thought what a shame this course was not being taught at any place by anybody. At a very tender age myself, I wanted to train others when I barely knew what I was doing.” Representing the committee, Bennett contacted the business and law schools of the Univer-sity of Colorado to see if they were interested in a course for petroleum landmen. They were inter-ested, he reported, but Colorado’s curriculum did not include some key courses recommended for the program. Then, Bennett contacted the University of Oklahoma and the University of Texas. His action was direct. “I just picked up the telephone and called the president of the University of Oklahoma (George L. Cross) and asked to be put on the agenda for the next board of regents meeting,” said Bennett. “I told him I wanted to present an idea for a series of courses that would help young men become better landmen.” OU already had a history of creating the first Petroleum Geology degree (1900) and Petro-leum Engineering (1925). The reputation had been established that OU was producing leaders of the oil and gas industry all across the country. Dr. Cross viewed the establishment of this degree in the business college as an industry trifecta. In January 1956, Bennett met with some members of the OU Board of Regents and a faculty committee in President Cross’ office. In February, Bennett reported to the AAPL Board of Directors that he had been in contact with both the University of Oklahoma and the University of Texas about the possibility of a degree program for landmen. He said the basic philosophy of such a program would be: “The broadest education is the best thing for a landman to have.” However, Bennett expressed some frustration in his efforts. He said the universities post World War II had been bombarded by a multitude of professions seeking degree programs, in-cluding steamfitters, hotel operators and dairy associations among others. “Every professional organization would like to have a university course of study,” said Ben-nett, “and here we come with a similar request.” Majors recalled that the universities were responding with favorable talk but little action be-cause of budget problems. “They had to give up something before they could add courses,” said Majors. The AAPL received some encouragement during its second annual meeting in April 1956 from Tom Sealy,

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Midland attorney and then chairman of the University of Texas Board of Regents. During his ad-dress to the convention, he said: “People may wonder why, but I’m constrained to think that down the road, perhaps nearer than you think, there will be developed a curriculum for a landman or a land management course, if you prefer, with a degree in land management.” That evidently was the first recorded time in which the words “land management” were used in connection with a course of study, according to Dr. William H. Keown, in his history of the OU Petroleum Land Management program through 1965. In June 1956, Bennett received a letter from Dr. Horace B. Brown, who had been named dean of the College of Business Administration at the University of Oklahoma. Brown voiced concerns over the courses for such a program. “It seems to me that we cannot tell at the present moment how many hours or how many courses this will result in,” said Brown. “There is no magic, of course, in a particular number, and I am sure that we are both agreed the objective is simply to cover the field adequately and supply the men in training with the information and know-how that they need for professional experience as landmen. Of course, this is an area in which textbooks are not available, and I presume that other teaching materials are non-existent, or at least in limited supply.” J. Phil McGowan was appointed chairman of the AAPL Education Committee in Decem-ber 1956. Early in 1957, the committee decided to shift its efforts to a private school, instead of state schools, and the University of Houston was selected. The committee held conferences with the president of the University of Houston several times, studying degree requirements in several fields, but no head way was made again due to budgetary concerns. However, in September 1957, a group of Oklahomans took the lead in the degree movement. William Majors, then vice chairman of the AAPL Education Committee, led a subcommittee in reporting on the possibility of an in-residence training program at the University of Oklahoma. The sponsorship of this program was authorized by the AAPL. As a result, the first Petroleum Landmen’s Institute was held from March 31 to April 4, 1958, at the Student Union Building of the University of Oklahoma. It was set up by the OU Extension Division and supported by Dr. Horace Brown. “We asked Horace Brown to be on the planning committee, because we wanted him to be-come familiar with what landmen did,” said Majors. “We worked four or five months to plan the institute.” It was so successful that a second institute was scheduled in October 1958, and they contin-ued annually. More important for the potential of a degree program, however, was the fact that Brown became interested. He acquired approval from the University of Oklahoma in time to come to the historic review meeting at the home of Majors and announce a degree program would be started that September. “Horace, Bill Keown and I started working on the curriculum immediately,” said Majors. At the fourth annual meeting of the AAPL in New Orleans, held in June 1958, W. Paul Miller of Oklahoma City reported for the AAPL Education Committee. “It’s all over but the ribbon tying,” Miller said in announcing the start of OU’s degree program in Petroleum Land Management. He offered two resolutions, which were passed unanimously by the AAPL.

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One was to commend OU on its presentation of the first Petroleum Landmen’s Institute and resolved that similar institutes would be provided in the future. The Second resolution was to congratulate the University of Oklahoma as “the first college or university in the United States to offer a fully accredited course of training” for prospective landmen. The AAPL offered its full cooperation and agreed to assist in any way possible to help OU make the course available. Thanks to the efforts of such men as Bennett, Majors, Nunn and McGowan, and their committee associates “the curriculum was begun.”

Historical Footnote: The University of Texas created the second PLM program in 1959.

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Chapter 4

ORGANIZING THE CURRICULUM

Once the decision was made to start a degree program in petroleum land management in the University of Oklahoma College of Business Administration, the challenge was to draw together courses from different disciplines, colleges and departments to prepare potential landmen for their wide variety of tasks. They not only needed to understand geology, business and petroleum engineering, but they needed to realize that landmen represent their companies to the public, said Dr. William H. Ke-own, first director of the program. “Landmen are the principal contacts between companies and the landowning public,” Ke-own said. “In addition to arranging leases, they also arrange the settlement of claims against their companies. They need knowledge of law and of their companies’ needs, and they must know who has leased what in their area.” Beyond all this, they had to find participants and close deals — in short, “get the job done,” as V. Ross Brown said. With this variety of needs, and with the normal budget constraints of the university, it wasn’t long before stresses developed among the faculty, students and industry representatives. They were discussed by Keown in a 1965 address to the 11th annual meeting of the AAPL in Denver. He called it: “How would you like your PLM Curriculum: Rare? Medium? or Well Done?” With only eight students enrolled in September 1958, the budget problem was solved with a combination of existing courses including four credit hours of military science. “No new courses were designed, and no additional personnel were employed as instructors,” said Keown. “This gained time in the approval of the program and avoided the resistance of some vested interests on the campus which could have seen this curriculum as being a `competitive threat.” Of the 128 credit hours required for a degree in management, no change was made in the 74 hours specifically prescribed. An additional 30 hours were required in the major and minor fields, and these were allocated to management, accounting and business law courses most useful to land-men. The remaining 24 hours normally are “free electives,” and these were preempted in the PLM curriculum for courses in geology and petroleum engineering. As a result, a PLM major would take business management courses plus technical courses in historical geology, basic geology drawing, surveying, oil and gas law, petroleum geology, oil-field development and the economics of natural resources in a classroom with engineering and geology students. In addition, the PLM Major would take managerial accounting, income tax and accounting for the petroleum industry, plus business law courses such as negotiable instruments, partnerships, corporations, property and insurance. A senior course providing an overview of the Petroleum Industry was developed by the third year of the program. While the curriculum was established within the budget, the stresses nevertheless emerged from 1958-61, which Keown labeled “The Tempestuous Years”. These involved the faculty, stu-dents and industry representatives, or as Keown said, “just about everyone.”

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THE FACULTY: “Many of them did not know what a landman is and why a special curriculum should be required,” wrote Keown. “And, because of the limitations inherent in the diverse curriculum, our PLM students often did not have as good a technical background in a given subject area as the oth-er students. Placing a non-technical student in a technical course causes a number of instructional and grading problems for a teacher. My faculty colleagues are intelligent and reasonable men, but many hours of conference and many cups of coffee were consumed in adapting professors’ atti-tudes toward the needs and abilities of these fledgling landmen.”

THE STUDENTS: Rapid growth in the number of students caused part of the stress in this sector. By the spring of 1960, just four semesters after the program was started with eight men, more than 100 students were enrolled in the curriculum. Some came because of the “missionary effort” of students already enrolled, said Keown, and some because they heard about summer job and employment opportu-nities. Others decided to “give PLM a whirl,” he said, because they were not doing well where they were. “Thus, the new program attracted large numbers in a short time,” said Keown, “some of whom were ill-suited or improperly motivated for this work. The problem of dealing with misfits probably needs no more elaboration, since they also exist in industry, as we are all aware.”

THE INDUSTRY: “The stress from industry men — company recruiters, employers, and local associations of petroleum landmen — arose from the widely held notion that the curriculum was teaching men to be fully-trained landmen,” said Keown. “But this could not be true in the very nature of things. As we have seen from the description of the curriculum, the existing courses would hardly give any details about the day-by-day work of landmen, and the original plan for the AAPL to provide funds for the employment of practicing landmen as special instructors did not come about.” Nevertheless, Keown said nearly everyone in the petroleum industry — including landmen — assumed that graduates of the program would be fully qualified as landmen. “It has taken years of patient explanation to show that we are not trying to be a vocational school for landmen, but a university to develop potential leaders for the future of the oil and gas industry,” Keown had stated. Discussion about the basic role of the program has continued throughout the life of this pro-gram as the university has always strived to keep the curriculum relevant to the needs of industry. During the early years, however, Keown described three common attitudes toward the job of the landman and their implications for the curriculum. 1. The “P” in PLM was emphasized in reference to the petroleum industry by those who see the landman’s job as a career. They wanted the curriculum to deal with the oil and gas lease and “people.” 2. The “L” for land ownership and exploration, was emphasized for those who viewed the landman’s job as a profession with kinship to law, geology and engineer. Their aim was to develop a course of study as specialized as these professional occupations. 3. The “M” stood for management, for those who wanted the curriculum to provide broad training in business and management for development of future leaders in the oil and gas indus-try.

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These differences of opinion and resulting misunderstandings contributed to the “tempes-tuousness” of the early years, said Keown, but the common striving for excellence soon led to stability.

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Chapter 5

THE CREATION OF THE STUDENT ASSOCIATION

From the beginning, one of the major goals of the Oklahoma City Association of Petroleum Landmen was to bring the students together through their own association. “One of the unusual things about the program is that it draws together classes from a variety of disciplines,” said William Majors. “So the students did not see each other in many of their classes, as they did in other disciplines such as geology, petroleum engineering or law. The members of the Oklahoma City Association of Petroleum Landmen felt it was important that a student association be formed. The Oklahoma City association agreed to provide speakers for meetings of the student group and manpower for their activities.” As a result, the University of Oklahoma Landmen’s Student Association was organized in the spring of 1959 with William F. Brodnax as first president. The number of students quickly grew from eight in the fall of 1959 to more than 40 in the spring of 1959, and more than 60 in the fall of 1959. An increase of seven-fold in two short years! The active role of industry was one of three major stabilizing factors, said Keown, along with more students starting out as fresh-men rather than transferring in, and the cooperation of the faculty. Helped by industry leaders, the student association started holding regular meetings, arranging field trips and holding an annual awards banquet. Early students, such as David L. Bole (later of Randall & Dewey Inc. of Houston) and Jack Sweeney (later of Walter Duncan Oil Properties of Oklahoma City) recalled that the student as-sociation made a big difference to them. For Jack Sweeney, who graduated in 1963, the student association was the No.1 factor in help-ing him focus on a career. “I got to know the other students and liked to be around them,” said Sweeney. “I still like to be around landmen. I also got to know all the facets of the industry — geology, engineering and law. I felt a part of all that was going on.” “College is sink or swim for most students,” said Bole, who graduated in June 1961. “The student and industry support was a big help to me. During my first year in college, I could not see myself as a geologist or engineer, though I wanted to go into the oil industry. I was drawn to the Pe-troleum Land Management program by the broad scope of support from the faculty, students and industry. That set it apart from other curricula. Dr. Keown also was a major reason I responded to the program. That was because of his values, the type of person he was and his credibility as a David Ross Boyd Professor. He was a stand-up type of guy — low key but authoritative with impec-cable credentials. He challenged students — tried to get them to do better. He supplemented the program with speakers and seminars through the student association.” Through the student and Oklahoma City associations, students met people in industry and could identify with them, Bole said. This was especially important for students from urban areas, and it was emphasized in summer jobs.

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“Students who grow up in small towns identify with the doctors, lawyers, educators and other professionals they know,” said Bole. “That doesn’t happen so much with students from urban set-tings. The students and Oklahoma City associations, working together, helps overcome that.” Brodnax continued as president of the student association in the fall of 1959. After that, the early presidents included W. Frank Spooner in the spring of 1960, David Bole in the fall of 1960, Warren F. Young in the spring of 1962, Jack Sweeney in 1963 and Fred H. Hallman in 1963. For David L. Meara, who graduated in 1976 and became vice president for exploration of Champlin Exploration Inc. in Enid, Oklahoma, by 1989, the student association and PLM pro-gram changed his life. He has given a great deal back to the program as an instructor and as one of the founders of the OU Petroleum Land Management Alumni Association. “The PLM program gave me a chance to find my slot in life,” said Meara. “I came to OU from central Illinois as a springboard diver. I was floundering in school as a C student. The student asso-ciation was extremely helpful to me, and I went from a C student to an A student. Dr. Burt Scanlan challenged me, and the student association helped me meet that challenge.” Through the student association, students continued to be recognized at the annual ban-quet with special awards for their outstanding work, scholarships and leadership. The association continued as an integral part of the total educational effort in the petroleum land management program.

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Chapter 6

SCHOLARSHIPS AND GROWING FINANCIAL SUPPORT

“From the very beginning, when we first started talking about a degree program, industry leaders recognized that scholarships would be needed to make a petroleum land management program go,” William M. Majors, Jr. stated. Scholarships required money, of course, and it was clear from the start that scholarship money would have to come from outside the University of Oklahoma. However, the Oklahoma City Association of Petroleum Landmen was ready with a plan to give the OU Petroleum Land Management program a quick start in providing scholarships. That came with the fourth annual national convention of the American Association of Petroleum Land-men in 1958. “In those days, local associations hosted the national meetings of the AAPL,” said William Majors. “If the local association could operate efficiently and have money left over, it could keep that profit. We hosted the national meeting of the AAPL in Oklahoma City that year, and we earned a profit of $10,000. The Oklahoma City association voted to turn all of that money over to the University of Oklahoma Foundation for scholarships in the PLM program. Our idea was to develop scholarships for four or five students a year.” The first scholarship recipients were W. Frank Spooner, Gary K. Boren and William F. Brod-nax. Each received a scholarship in the spring of 1959 for the 1959/60 academic year. Goza and Bole also received scholarships in 1960-61 along with Fred H. Hallman, Wade S. McAlister, Roger Norman, DeWayne Pitt and Warren F. Young. David Dubler and Jay Smith received scholarships in the fall of 1960. Through the first five years, 69 semester scholarships were awarded to 29 students with a total value of $12,350. “A committee was established by the Oklahoma City Association of Petroleum Landmen to screen candidates for the scholarships,” said Majors. “We personally interviewed each student.” In addition, the Julian J. Rothbaum Award was established in 1960 to recognize the outstand-ing senior in petroleum land management by Rothbaum, a member of the OU Board of Regents and vice president of Francis Oil and Gas Inc. of Tulsa. The award was based on scholarship in courses required by the program, leadership in student organizations and ratings by students. The selection committee was composed of three officers of the student association, the faculty advisor and a representative of industry. It amounted to $100 in cash, a certificate and the winner’s name placed on a bronze plaque in Adams Hall at the university. Frank Spooner, president of the student association in the spring of 1960, received the first award. In 1958 the AAPL initiated the Landman Scholarship Trust. That trust was started with five $100 scholarships in 1958, and by May 1965 it had resources of $50,000. The AAPL scholarships are distributed among all colleges and universities with petroleum land management programs. The AAPL scholarships are administered by the Education committee and awarded based on a rigorous protocol of student essays and personal scholarship interviews. Of the $14,000 in schol-arships to students of the OU petroleum land management program in 1989-90, 50% came from AAPL, said Scanlan. The top scholarship amounted to $2,500.

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Over the years the scholarships have remained a cornerstone to the success of the PLM program. What originated from the contributions of the AAPL national organization and the mul-titude of local associations (OCAPL, TAPL, DAPL, etc.) has spread to corporations, alumni and friends of the program. In addition, a Petroleum Land Management Development Fund was established at OU to receive contributions, supplement the university budget and to assist the program through library acquisitions, audio-visual materials, field trips and improve contacts between the university, lead-ers in industry, prospective students and alumni of the program. Throughout the decades, the scholarship program and other development funds were adjust-ed to changing needs and the growing cost of education.

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Chapter 7

KEOWN’S RECOMMENDATIONS

“The quality of the `output’ depends mainly on the quality of the `input’ or recruitment, the quality of the educational content (including the course of study, extracurricular activities and summer training jobs) and the employment opportunities,” Dr. Keown was fond of saying. During its first seven years, the University of Oklahoma’s Petroleum Land Management program pro-duced 77 graduates. After the first four received their degrees in 1960, the program graduated eight in 1961, 18 in 1962, 18 in 1963, 16 in 1964 and 13 in 1965. The slight decline in 1964 and 1965 was considered healthy by Keown, who was glad to see the program stabilized with about 40 students enrolled in 1965 after sudden growth to 100 in 1960. Among the first 77 graduates, 52 were employed in the oil industry at that time, including 43 by companies and nine operating as independents. Five were employed outside the industry and six were in law school. Others went into military service. The University of Texas program at this time had 73 graduates after starting one year after OU. As a result, Keown turned to the future with a series of observations and recommendations. In some ways, he was prophetic. “It is as certain as anything can be,” he said, “that the inertia of some of us and the friction among others will ultimately convert the period of stability to one of stagnation unless the orga-nizations and their members are revitalized with a sense of purpose which is relevant to these times.” He posed two major questions: 1. How can the organizations which are interested not only in the education of landmen but

of the oil and gas industry be strengthened? 2. What can these organizations do to enlarge and improve this educational program? In answer, Keown recommended that the AAPL review and reformulate, if necessary, its pol-icy with regard to the education of landmen; establish goals of three to five years for its educational policy and clarify the roles and relationships between the AAPL and local associations. He suggested, among other things, that the AAPL establish a national program which would guide local organizations interested in the education of landmen, energize the local associations to carry out their local programs and maintain close relationships with universities cooperating in the AAPL educational purpose. Local associations, he said, should encourage qualified young people to consider land work and enroll in PLM programs and maintain contact with the students. He expressed a need for the landman’s job to be re-examined at least every three years and for the AAPL to work with major companies to support the programs with scholarships, summer jobs and long range employment plans. Local associations, he said, should work more directly with the programs through seminars, speeches and providing workshop materials. Universities, he said, should provide quality PLM programs tailored to the changing needs of landmen and of the busi-ness commercial needs of the global energy industry.

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Dr. Keown’s visionary statements established a firm foundation and ring as true today as in the early ’60s. Keown stepped down in 1966 due to personal health reasons and turned the reins over to Professor of Management Rodney L. Boyes. Boyes was serving as Management Department chair at a time when OU installed its first IBM 650 computer in 1957. Departments were encouraged to develop computer-related courses and a simulation exercise called the “Carnegie Management Game” (developed by the Carnegie institute of technology) evolved into Management 158, a required business school core course in 1967. Boyes wrote the text for this course and in 1971, Management 158 was renumbered to MGT 3313, and made part of the core requirements. Boyes was instrumental in the college’s introduction of computers into the curriculum, antic-ipating the direction that business programs would take with advancing technology. The entrance of courses offering computer-based simulations of managerial decision making and other business management studies were core subjects in the early curriculum of the PLM student. “The program was in excellent shape at this time due to the thoughtfulness placed by Dr. Keown in the evolving curriculum of the petroleum industry courses,” said Dr. Boyes. “Scholar-ships totaled about 10 (at that time),” Boyes wrote years later. “We had to fight to get students to take surveying — they didn’t like trigonometry. We did not want the number of majors to grow significantly, because we were concerned about having enough jobs for placement.” The summer job market was good, Boyes said, and he found strong support from the Ameri-can Association of Petroleum Landmen and local landmen. Boyes continued to direct the OU PLM Program until 1970, when he left the university for a position at the General Motors Institute in Flint, Michigan, as department chair of Industrial Management. Dr. Jay Heizer, also a professor in the Management program, succeeded Boyes as director of the PLM program in 1970 and continued for two-and-a-half years until late 1972, when he left to teach in Europe for Boston University.

Footnote: Excerpts from the book, “Collegiate Education for Business Administration at The Univer-sity of Oklahoma: A History” by Daniel A. Wren

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Chapter 8

SCANLAN’S YEARS

THE BOOM In 1973, Dr. Burt Scanlan became director and infused new life into the program. When he became director of the division of management in the College of Business at the University of Oklahoma, he also became director of the Petroleum Land Management program. However, he was the first to say he knew nothing about the program after coming to OU from the University of Wisconsin, where the oil industry is not active in exploration. However, industry did continue its support, and the OU program did start to grow once again under Scanlan with an emphasis on excellence. The AAPL continued its scholarship pro-gram and corporate giving has continued. Even summer jobs were provided to students, despite the recessed economy. The Oklahoma City Association of Petroleum Landmen continued to provide $5,000 a year to help maintain the PLM office at OU and to provide speakers and other help for seminars and field trips. The OU PLM Alumni Association also was organized with plans for further support. In addition, the Petroleum Landmen’s Institute was continued annually for the continuing education of landmen. Other related institutes were added on an annual basis. “A student came into my office and asked about the awards banquet,” said Scanlan. “He said he was president of the OU Landmen Association and that he needed some funds for the banquet. He said the association also planned to sell tickets. I told him I knew nothing about the program but I would find out.” The program had dwindled to about six students absent the leadership of Dr. Keown. So Scanlan went to William Majors Jr. of the Oklahoma City Association of Petroleum Landmen for help. “Bill Majors agreed to help get the students together and put on the banquet,” said Scanlan. “I told the president of the student association we would have the banquet, but the students would have to sell enough tickets to pay for it. They did. Then, I started raising funds so this wouldn’t hap-pen again.” Scanlan went to corporations to seek funds in addition to the annual support by the Okla-homa City Association. Eventually, he asked the OCAPL to provide annual support to a PLM office in the College of Administration at OU’s Adams Hall, including a secretary. This gave Scanlan the financial assis-tance he initially needed in recruiting students, counseling the students about their issues and in seeking additional funding from corporations. The dramatic events on the global stage of the OPEC Crisis I (1973/74) and OPEC crisis II (1979/81) forever changed the psychological mentality of the general public with respect to the oil and gas industry. In October 1973 OPEC announced it was raising the price of crude oil and simultaneously cutting production by five per cent per month to those countries that supported Israel in the Yom Kippur War. The Arab oil embargo drove the spot price of oil from $10 per barrel to $26. The second shock to the world’s petroleum system occurred with the disruption of supply due to the Iran-Iraq war in 1979. Crude oil prices escalated to $36 a barrel and Americans panicked while lining up at the gasoline pumps.

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As the nation’s energy policy moved to the front pages of the newspapers, enrollments in U.S. universities with energy related curriculums grew to unprecedented levels. The PLM program sky-rocketed from a student body of 40 in 1973 to a peak of 793 declared majors in 1981. For Scanlan, these were trying years to keep up with the growth. “There were three jobs for every graduate,” said Scanlan. “The word got out that there were job offers for every graduate and we were stressed.”

THE BUST What goes up must go down and so it did with a resounding crash in the mid-80s. A third oil shock occurred in 1984/85 when Saudi Arabia implemented a new production policy to recapture market share from the growing non-OPEC producing nations and the OPEC countries cheating on their supply quotas. In two short months, West Texas Intermediate (WTI) crude oil trading on the NYMEX plummeted from $32 to $10 a barrel. The weakening oil price led to the collapse of Penn Square National Bank in Oklahoma City, a bank with a loan portfolio of over $2 billion in oil and gas loans to upstream companies. Refinancings, bankruptcies, layoffs, hiring freezes, and early retirements were the order of the day in the late ’80s — not exploration. By 1988/89 PLM student enrollment had dropped to only 22 students –a decrease in enrollment of 771 students in eight years! However, Scanlan applauded the continued support of the program by industry, including the office and scholarships. Under Scanlan, an office with a paid secretary was developed for the program with funding by the OCAPL and by a number of major and smaller oil and gas compa-nies. Scanlan wrote in 1984 that the key factors in the success of the OU program included the support and active involvement of the Oklahoma City Association of Petroleum Landmen and the existence of the PLM office. “In my opinion,” he said, “the success of the PLM program at OU is more a result of efforts by OCAPL than it is by anyone else.” The city association not only led the development of the PLM degree program, but also origi-nated the first continuing education program through the Petroleum Landmen’s Institute. In ad-dition, the city association took the first initiative in establishing a scholarship program and has continued its support in activities and providing summer job training, he said. “The number of students whose careers as landmen really began with summer and part time employment opportunities provided by numerous companies and individuals associated with OCAPL is beyond counting,” Scanlan said. “The time devoted, active involvement and support of the OCAPL Education Committee and the OCAPL officers over the last 20 years in the PLM curricula has been extremely extensive and in fact has been the mainstay in the program’s develop-ment and the stature it has achieved. “All this, and there is more, says nothing of the financial support received over the years. It has enabled the program to remain viable and indeed be dynamic and pace-setting in nature. I do not believe it is over stating the case to say that the PLM program at OU is to a very large extent the OCAPL.” The PLM office gave students something tangible to identify with, Scanlan said. It was a place where students could come for personal counseling, guidance on curricula planning, resumes, permanent or summer job search procedures and a place for students to meet each other. “The fact that it is there,” said Scanlan in 1989, “physically gives them a feeling of belonging to and being a part of something which is not just like other degree majors. It is special, something different which requires a little more of the student who wants a PLM degree.” While the curriculum remained essentially the same for petroleum land management at OU through 1989, the senior level petroleum industry course has been adjusted to the changes in the

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industry. It was taught for years by V. Ross Brown of Oklahoma City starting in 1970. It later was taught by David Meara of Enid with two lectures by Brown, and by Roger Atherton for two or three years during the early 1980s. While Brown continued teaching the courses established by Dr. Keown with respect to a broader perspective of the industry, Meara said he personally focused on the technical aspects of working as a landman. The course in 1989 included computer applications, interstate gas con-tracts, joint operating agreements, farm outs and negotiating deals. While the PLM program shrank with the decline of the industry during the 1980s, in 1989 it was in a position to grow slowly with an emphasis on quality, Scanlan said. “When we talk to prospective students,” he said at that time, “we always tell them they must excel academically and they must have an extraordinary commitment to the PLM program. They are expected to take part in activities, go to meetings and seminars. That’s where they meet leaders from industry and get to know each other. We want the kind of students who will take a profession-al attitude, who want to do things right and who have ethics.” That focus on excellence was supported by the Oklahoma City Association of Petroleum Landmen, said Gary B. Hale, 1989 association president and district landman for Woods Petro-leum Corp. of Oklahoma City. The city association approved continuation of the annual $5,000 support for the PLM office at OU, but Hale said some adjustments were being made at that time. “We have voted to give $3,500 for the PLM office, and we are asking the student association to earn the other $1,500 with a project,” said Hale. “The project is for the students to index all of the articles published over the years in the `Landman,’ official journal of the AAPL (since 1974). “A tremendous amount of valuable information has been published in the ̀ Landman,’ but it’s difficult to find an article on a specific subject unless you know the date of publication. Many com-panies have kept the issues over the years, so an index would help landmen all over the country. We want the PLM program to survive at OU, and we feel the students will understand these difficult times if they help with their efforts. We must look to the year 2000 and the need for new landmen because so many have left the industry. The OCAPL is down in membership from a peak of 1,435 to 732, and the national AAPL is down from 14,000 to 9,000. As the industry begins to grow, those who left must be replaced.” Neither Hale nor Steven A. Muns, previous president of the city association and landman for Anson Company of Oklahoma City, was a graduate of the PLM program at OU. However, both led the continued support of the PLM program, and Scanlan said that indicated the underlying strength of the program. “There is no problem in keeping the PLM degree program going,” said Scanlan in 1989. “We have plenty of money for scholarships now, and corporate giving has continued. There is no ques-tion in the oil and gas industry that this is the flagship PLM program. We intend to keep it that way with our concentration on excellence.” For 1988-89, the office income reached $27,900, including $19,850 from nine corporations, $5,000 from the Oklahoma City association and $3,000 from other sources. The office budget included $24,170 for operations and $2,135 for activities for a total of $26,305. In addition, the PLM program provided $14,000 in scholarships, $7,000 from the AAPL and $7000 from industry’s individual support.

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Chapter 9

FORMING AN ALUMNI ASSOCIATION

While the Oklahoma City Association of Petroleum Landmen (OCAPL) supported the Petroleum Land Management (PLM) program at the University of Oklahoma consis-tently during its first three decades, alumni of the historic program could see a broader organization was needed. With graduates living all over the country in Canada and abroad, they could see the potential of a broader base of support for the OU program as well as potential in helping each other. On Jan. 29, 1986, James L. Whalon, a 1973 graduate, hosted a meeting in the ORCA Energy Company office in Bethany. The founders committee also included David Bole, Bill Creel, Bill Majors, Terry Pargeter, V. Ross Brown, David Ferguson, David Meara, Jack Sweeney and Linda Whalon. As a result of that meeting, the University of Oklahoma Petroleum Land Management Alumni Association was organized, with headquarters in Oklahoma City. James Whalon was elected the first president with Jack Sweeney as vice president and Dave Ferguson as secretary/treasurer. With the stated goal of providing a forum for communication and network of support among landmen sharing a common educational and professional background, it was clear the association could have a direct influence on the PLM program at OU. The alumni dis-cussed subsidizing student internships as well as speakers and field trips for students at OU. The idea was to create a fund separate from that of the OCAPL. Beyond that, the alumni considered continuing education programs for landmen, boosting the ever-present drive for professional status among landmen, bringing job seek-ers and job providers together and bringing buyers and sellers together for deal opportuni-ties. A major project was started to develop a directory of the more than 700 graduates of the PLM program at OU during its first three decades. With a computer program written by David Meara, the directory was produced and is being sold to landmen to develop funds. The directory not only lists each graduate with his or her home and employment, it also listed them separately by company affiliation and by city. In addition, the association arranged social events around national conventions of the American Association of Petroleum Landmen and around University of Oklahoma football games. The association also discussed support of a $1 million endowment fund for a profes-sorship and of the support of the PLM program at OU. In addition, educational programs were scheduled each year. It’s one more way in which landmen continued to gather their forces and resources in support of each other and the program that gave them their support.

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“Basically,” said Whalon in 1989, “we have organized to provide continuity for a pro-gram that has now lasted more than 30 years, to provide education and a base of support for our members.” Like the city and national associations, the alumni group was one more indication of an intangible but definite strength among landmen. They enjoyed working together, per-haps because only they understand the nature and demands of their work. “It’s part of the natural selection process,” said David Bole. “If you’re 6-foot-10, you play basketball. If you weigh 260 pounds and stand 6-4, you play football. It takes an un-usual variety of interests and talents to be a landman. “We like the oil business, but we do not do what engineers or geologists do. We want to be what we are, and we tend to like each other because we understand each other. So we enjoy working together, and that gives us the strength in an organization like the alumni association to give something back to a profession and the PLM program, which has given so much to us.”

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Chapter 10

RESURGENCE

While the number of students in the University of Oklahoma Petroleum Land Man-agement program was just beginning to increase again in 1989-90, the overwhelming senti-ment among graduates and other landmen was for the program to survive and remain an integral part of landmen’s education. Historically the program had been financially supported by the AAPL, OCAPL and corporations. During this period of duress the true nature of the PLM program was re-vealed. The alumni rose to the occasion. The reasons varied amongst the individuals. For some, it was the realization that this program and others like it provided oppor-tunities for careers with major companies. For others, the PLM program at OU led to a chance to own their own firms as independents. For still others, it provided opportunities for a diversified, well-rounded education leading to multiple career paths in management, law, finance, banking and other fields. For all, it was the relationship with the university and the call to give back. Opinions still varied on whether the program should provide technical expertise to work as a landman or a broader view of the energy industry. While David Meara tended to bring more technical instruction to the senior level course on the petroleum industry, Dr. Burt K. Scanlan intended to protect the overall variety of courses that make up the curricu-lum. “What would students do if there are no jobs in the industry at the time they gradu-ate?” Scanlan asked in 1989. “Because they have a well-rounded education in management as part of the College of Business, they can do other things. They can go into management in other industries, and increasingly they are going for a masters in business administration or into law school. The growth of the natural gas industry is providing new opportunities, and government agencies also provide a growing field in which PLM graduates can excel. That’s why we are stressing quality, not quantity, among the students.” One example of the proof of Scanlan’s position is the career of Paul M. Thompson, a 1966 graduate who became president of Phillips Coal Company, a subsidiary of Phillips Petroleum Company. He was one of the first, if not the first graduate of the PLM program at OU, to become president of a large corporation. He credited the PLM program for his preparation for management as well as for a landman career. “To me, the key is that the broad business education allows a graduate to go numer-ous directions,” said Thompson in 1989. “It is something a graduate can fall back on if the industry is down. Dr. William Keown believed in a well-rounded professional degree, and that has been a big help to me.” Thompson started out as a landman for the firm that later became Amerada Hess and then went to General American Oil Company. He went to Phillips when General American was acquired by the Bartlesville firm. He continued to work with landmen at Phillips Coal, which had operations in Texas, Louisiana, and northeast Wyoming at that time.

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“The PLM program offers three options for students,” said Thompson. “They can be-come career landmen, go into the petroleum industry and then go on to management, or they can go into non-petroleum businesses. That’s the strength of the program.” Two common careers among graduates - working for large petroleum firms as land-men or becoming independent operators, were represented by Thomas L. Holland and Robert M. Zinke. Holland directed the land department for ARCO Oil & Gas Company in Dallas in 1989, while Zinke was an independent as president of Zinke & Trumbo Ltd. of Tulsa. They graduated together from the PLM program at OU in 1975, and they remained close friends and fishing companions. Holland went to Alaska for ARCO and worked in the permitting of drilling sites with agencies such as the Alaska Land Commission and the Corps of Engineers. He recruited landmen for ARCO. “I considered the program strong when I was at OU under Dr. Burt Scanlan and V. Ross Brown,” said Holland in 1989, “and we feel it still is. We have five or six landmen from OU at ARCO now. At ARCO Oil & Gas Company, we recruit about half of our landmen with experience and half from colleges. We must build for the future, so we must continue to grow our own talent. Because of the cutbacks in the industry during recent years, there are a lot of experienced landmen out there looking for jobs, but sometimes they take a job just to get a job and then go on to other things. We need a strong PLM program at OU for the future.” Zinke, who owned his own business starting in 1980, said the PLM program was just right for his preparation to become an independent. He chose the program for that reason. Zinke grew up in Midland, Texas, and went to Austin College in Sherman, Texas, before visiting OU. He had considered the University of Texas. “I visited with Dr. Burt Scanlan,” said Zinke, “and I found the OU program attended to exactly what I wanted with a rounded education in business management as well as the industry. The OU program was tailor-made for someone who wanted to be an independent. It gave me the education I needed.” Like so many other graduates, Zinke supported the PLM program with his time and money. He also continues as a member of the Tulsa Association of Petroleum Landmen. As Thompson, Holland and Zinke represented the diversity of career directions for graduates of the PLM program, land management also became a viable career for women. More than 100 women were among the more than 700 graduates of the program listed in the 1989 alumni association directory. The first woman graduate with her class listed in the directory was Beth Durham of Durham Enterprises in Alexandria, Louisiana. (Note: since numerous graduates were not listed with their class, it can’t be certain she was the first woman.) These women graduates of the PLM program at OU certainly were not the first in the industry. The first recorded woman to work as a district landman for a major oil company was Gloria Knox in 1956. She was featured in an article headlined: “The Landman Wore Lace.”

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That, of course, was years before the feminist movement. The “Landman” magazine reported that the first women admitted to the Colorado Association of Petroleum Landmen were Iola Clark and Elizabeth Pickard in 1967. Among the first women members of the American Association of Petroleum Landmen was Hellen Reasoner, who started Hellen Reasoner Petroleum Land Service in Wichita Falls, Texas, during 1973. In 1989, about 10 percent of the AAPL members were women. While land management offered a rigorous life for both men and women, with con-siderable travel and working with all kinds of people in pressure situations, the profession continued to attract intelligent people with a wide variety of interests and talents. Why did so many in the profession join forces and spend countless hours in working for the profes-sion in associations and education programs? Perhaps the best answer to that question was given by V. Ross Brown, Oklahoma City independent who taught and lectured in the OU program for years and was a founding member of the alumni association. “Being a landman has given me a chance to live life on my own terms with my own business,” said Brown in 1989, “and to take care of my family in a marvelous way. I feel for-tunate to be a part of it, and I feel the need to give something back.”

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Chapter 11

THE QUEST FOR PROFESSIONAL STATUS CONTINUES

While the University of Oklahoma took a major step toward professional status of landmen with the founding of its Petroleum Land Management degree program in 1958, the effort still continued more than 30 years later. There was no exact definition of what constituted professional status, but there were plenty of opinions about what was needed. They were voiced by leaders such as David L. Bole, who became president of the Acarus Group Inc. of Oklahoma City, and V. Ross Brown, Oklahoma City independent, as well as numerous others in the AAPL. “Professional status includes things like a degree program, a professional organization, certification, ethics enforcement, continuity of what it takes to be a landman, stability of the profession and endowment for the future,” said Bole in 1989. “We are just reaching the stage where we have graduates of the PLM program at OU now reaching their mid-50s. They are in a position to give something back through an endowment.” Brown took this a step further. “We are still developing the body of knowledge needed for professional land work,” said Brown at about the same time. “An important step has been taken by the Certified Petroleum Landman program. However, because a landman uses and needs knowledge from many fields to do the job, we still have no textbooks encompassing the profession, nor graduate programs in petroleum land management to develop professors who might write such texts.” Despite such feelings, landmen were unanimous that they have come a long way since 1958. For one thing, degree programs at OU and elsewhere have fostered the notion that education was needed in a variety of areas to get the job done in land work, and that ethics were required. This was combined with continuing education, pioneered by the Oklahoma City Association of Petroleum Landmen with its Petroleum Landman’s Institute, also start-ed in 1958. It wasn’t until 1978, however, that degree programs and continuing education were followed by certification. That year, a Certification Committee was created by the AAPL. In November 1978, the committee met in Denver to discuss the proposed scope of the program, including eligibility. A system for recertification was approved by the AAPL in its annual meeting at El Paso in 1979. It was instituted in January 1980 as a volunteer program available to members of the AAPL and non-members. Landmen with 10 years or more of experience were grandfathered into the program. Applicants were given an examination to become a Certified Professional Landman. The examination, covered curative and contract law, leasing, lease administration, well trades, operating agreements, pooling and unitization, federal and Indian lands, ethics and negoti-ations.

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Continuing education and certification as a Certified Professional Handman (CPL) and Registered Professioal Landman (RPL) was another important milestone by the AAPL in its continuing efforts for professional accreditation. Beyond that, a first attempt to assemble a “body of knowledge” was completed in 1984 by the AAPL. It was called the “Comprehensive Land Practices,” a handbook for landmen written by 35 authors — most of them instructors in landman educational programs with experience in the industry. This compilation was another major step in educating the professional landman with standardized contracts and agreements while always emphasizing the ethical moral code of the land profession. While no one was willing to say professional status had reached the level most landmen desire, it was clear in 1989 that they had come a long way since that April evening of 1958, when Dr. Horace Brown announced the University of Oklahoma would start a degree program in land management as part of the OU College of Business Administration.

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Chapter 12

ANOTHER LEADERSHIP TRANSITION

Despite the continued cutbacks of the energy industry during the late 1980s, Dr. Burt Scanlan continued his struggle to rebuild the University of Oklahoma Petroleum Land Management Program. As director, he focused on recruiting quality students rather than quantity with a goal of slow, steady growth. During the spring of 1990, however, Dr. Scanlan began experiencing some very seri-ous and ongoing health problems. Between that time and his formal retirement in 1996, he tried several times to work on some type of normal schedule, but complications continued to arise. Sharon Bouchillon, who assisted Scanlan in directing the OU PLM Program, carried on the administrative work. With the program dwindling, however, the university began giving her other duties. The university picked up her salary in September 1992, and she became secretary of the College of Business Management Division, serving 42 professors. Despite this, she continued helping PLM students on the side to keep the program going. With the resulting void of leadership by a director, however, the program eventually fell to as low as three students. Meanwhile, a movement was under way to rebuild the program with a whole new approach to preparing students for the changing energy industry. The University of Texas had eliminated its Petroleum Land Management program in 1993, and OU PLM alumni decided to consider whether the program that had given them their start in the energy industry should be continued. With Dr. Scanlan suffering from illness while the energy industry was going through drastic changes, it was an obvious question for the alumni and for Dr. Richard Cosier, dean of the College of Business. “Dean Cosier could have eliminated the program, and no one could have blamed him,” said Jack Sweeney of Walter Duncan Oil Properties in Oklahoma City and president of the American Association of Professional Landmen (formerly the American Association of Petroleum Landmen) in 1993. “Only about 12 students were majoring in Petroleum Land Management at that time, and many of the industry leaders who had hired OU PLM grad-uates for years were no longer there because of employee reductions and changes in energy firms.” Cosier, who had served on the faculties of Notre Dame University and the University of Indiana before becoming dean at OU, examined the program. He decided to keep it going despite the illness of Dr. Scanlan. “I found a strong commitment by the College of Business to the PLM Program,” said Cosier, “and it had a strong tradition as the first of its kind in the country. Oklahoma is a strong oil and gas producing state, and I felt we should have the program.” With Sharon Bouchillon’s assistance, ways were found to help the students. The Petro-leum Industry course, which had been taught by V. Ross Brown of Oklahoma City, David Meara of Enid and Roger Atherton since 1970, was dropped in 1994 because of too few

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students. Bouchillon said students majoring in Petroleum Land Management were given independent study projects to gain credit for the required course. Alumni were becoming concerned, and that was clear from 1993 letters encouraging financial support. They said corporate donations had fallen, and the PLM program needed help. On August 27, 1993, President James W. Wallis of the Oklahoma City Association of Petroleum Landmen appealed to other local association leaders for assistance to make up for a $4,000 shortfall in the 1993-1994 OU PLM budget after a $3,000 contribution by the association and industry grants. On November 3, 1993, nine members of the University of Oklahoma Petroleum Land Management Alumni Association wrote a letter seeking new members and urging donations through the OU Foundation Inc. to help keep the OU PLM office open. Sometime early in 1995, Dr. Scanlan called Majors, who operated Cal-Ray Petroleum Corporation in Oklahoma City, and Sweeney. Majors, one of the founders of the program, had maintained his interest through the OU PLM Alumni Association and Oklahoma City Association of Petroleum Landmen over the years. He was well aware that of the 12 PLM programs that had been started at universities in North America, only six remained at that time. They included programs at the University of Houston- Downtown, Texas Tech University, the University of Mississippi, the University of Louisiana at Lafayette, and the University of Calgary in Canada as well as the program at OU. “Dr. Scanlan (who was recovering from a stroke) asked what we should do,” said Ma-jors. “I told him I was not ready to throw in the towel.” Scanlan said he also met with Sweeney at the Legends Restaurant in Norman, Oklahoma, and explained that the program would “go the way of Texas” and disappear unless the curriculum was revised. “I told him the program needed a spiritual leader,” said Scanlan, “and I no longer could do it.” Based on those conversations, Majors and Sweeney formed a Steering Committee. The Steering Committee considered whether the PLM Program should be continued at OU and if so, whether required courses should be added. “With the number of students down to three or four, we wondered if we could keep a straight face and ask Dean Cosier to keep it going,” said Sweeney. “The answer was: `Yes.’ So we started working on how to improve the program.” On July 1, 1996, the Steering Committee recommended that the OU PLM Program “not be eliminated,” and that the program be revised to ensure its success. In arriving at pro-posed revisions, the committee had solicited input from firms such as Kerr-McGee Corpo-ration, Oklahoma Gas and Electric Company, Kaiser-Francis Oil Company, Nations Bank and ARCO Oil & Gas Company to name a few. The proposal included that students majoring in PLM be required to take courses in Law of Real Property and Law of Commercial Transactions. Students also would be required to choose nine hours from a list that included business and real estate finance, investments and investment analysis, commercial banking, cost accounting, international business, financial intermediaries and markets and financial planning. The committee pro-

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posed that the Petroleum Industry course be expanded to two semesters, and that the first semester be required. Beyond all this, the committee recommended changing the name of the PLM Program to reflect the revisions. Land and Natural Resource Management and Energy and Resource Management were considered. The name eventually would be changed to Energy Manage-ment. The recommendations were delivered to Dean Cosier, who was receptive. He appoint-ed Prof. Mark Sharfman to review the recommendations and do his own study, including the needs of the business community that would employ the graduates. In addition, Cosier told the OU PLM Alumni Association that 70 to 75 percent of the program budget would have to be raised through contributions. He asked the alumni to raise $150,000 over three years to hire a director. Cosier said he would work with the direc-tor and his staff to secure a permanent base funding of $1,000,000 to support the program well into the future. In May 1997, the OU PLM Alumni Association sent letters to members, seeking dona-tions. Association Executive Committee members agreed to pledge $300 each year for three years, and Majors challenged supporters with a pledge of $1,000 a year for three years. Within 80 days, the alumni association raised $80,000. Instead of waiting for the fund raising to reach $150,000, Cosier responded immediately. He announced the position of Energy Management Program Director as a full-time, non-faculty position at the OU Mi-chael F. Price College of Business. The qualifications called for a master’s degree or a PLM degree and three years of experience in the industry. “We decided to go outside of academia to the energy industry for a director, rather than make it a faculty position,” said Cosier. “The reason was that we needed the support of industry, and we needed a market for our graduates.” Ted Jacobs, a 1978 graduate of the OU PLM Program, was chosen among four finalists and hired as Energy Management Program director on Oct. 1, 1997. He had 17 years of experience in the industry. While he had grown up in Waco, Texas, his ties to the University of Oklahoma went beyond his PLM degree. He was the grandson of John C. Jacobs, OU legendary track and field coach. His father graduated in 1946 from the University of Okla-homa in mechanical engineering, and he spent summers with his grandfather on the OU campus. “I loved my visits with my grandfather, and I loved being on campus,” “We would go to the field, and he’d run his bird dog around the track (now named Jacobs Field), get cokes at the old cafeteria. He’d let me swing on the ropes in the old field house — just great memo-ries.” Jacobs fit the position well, said Cosier, because he had extensive experience in the industry and had been an active alumnus. The road ahead, however, would not be easy. Jacobs would face three major challenges — recruiting students, completing the changes in the PLM Program and raising money — not necessarily in that order. He wasted no time getting started on all three.

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Chapter 13

THE TURNAROUND BEGINS

Ted Jacobs immediately entered the energy industry after his graduation in 1978 as a Petroleum Land Management major at the University of Oklahoma. He went to work for Getty Oil Company in Tulsa as the first OU PLM graduate to receive a starting salary of more than $20,000. He was transferred to Midland, Texas, by Getty. In 1981, at the peak of the oil boom, his experience paid off. He became District Landman for Texas Oil & Gas Corp. in Okla-homa City. The oil boom went bust, of course, after the failure of the Penn Square Bank in Oklahoma City on July 5, 1982. Energy companies started cutting back, and “I was just glad to have kept my job,” Jacobs said. In 1984, he went to work for Tidemark Exploration Company in Tulsa. Tidemark later merged with Samson Resources of Tulsa. In the fall of 1987, Jacobs left Samson and went to work for ONEOK in Tulsa. After seven-and-a-half years with ONEOK, Jacobs was one of the victims of a com-pany-wide 30 percent work force reduction. He moved to his hometown of Waco, Texas, and went to work for the Greater Waco Chamber of Commerce as Director of Development and Special Events. While in Tulsa, Jacobs’ son Justin was diagnosed with leukemia. As a result, Jacobs became active in the “Make A Wish” Foundation. He organized and directed the “Field of Dreams 5K Run” in Tulsa. The idea was to raise money to help continue the granting of wishes of children with threatening illnesses. Justin’s wish was to go to Washington, D.C., and meet President Ron-ald Reagan in the White House. Make A Wish contacted the office of Sen. David L. Boren, now president of the Uni-versity of Oklahoma. “Senator Boren’s office helped make that wish come true,” Jacobs said. “My son and family will be forever grateful for his effort to bring joy into a very sick child’s life.”“While at Waco,” he said, “I read about the position of director in the OU PLM Alumni news letter, and I said: `what a great opportunity to go back to my alma mater and revive the program that I had graduated from and had given so much to me!’” Jacobs’ return in 1997 to his alma mater and to the program which had launched his successful career in the energy industry marked the beginning of an exciting rebirth of the program. The vote of confidence in Jacobs’ hiring as the first full-time, non-faculty director of the program was the kick-start to the turnaround. Jacobs took an aggressive marketing approach to the task at hand. “The students were the product and industry was my client,” Ted is quoted as saying. With his extensive years of industry experience, he would serve in a liaison role between the university and energy industry, seeking internships, scholarships, post-graduate employment for his students and much-needed financial support. The enrollment numbers in the program’s history directly correlate to the ups and downs in the industry. The Baker Hughes rig count mirrors the fortunes of the program.

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In 1981, when the PLM program peaked at 793 enrolled students, the domestic rig count averaged 3974 rigs per week. In 1995, when the program plummeted to its lowest point at six students, the rig count had declined to an average of 943 rigs per week. The direct impact on the program caused by the cyclical nature of the exploration and production sectors of the industry was a situation which Jacobs and others affiliated with the program addressed during these rebuilding years. The deregulation of the natural gas industry created a new opportunity for the program to diversify and meet an emerging area of new growth. Students Chad Elias and Jody Crook introduced themselves Ted’s first day in the office that fall of 1997. Ted knew one of the first things he needed to do was revitalize the student association and he worked with Chad and Jody to recruit new students into the program. They went to the classrooms and personally enlisted the students to join the student as-sociation. The new enrollees were eager to learn more about the new director and what direction the program would take. As one of the remaining students enrolled in the PLM program in 1997, Chad Elias was due to graduate that December but many of the required course credits were not being taught due to the low enrollment. In order for him to gain the required credits, he was pro-vided with independent study activities such as field trips taken with a local geologist, etc. Even with the low student enrollment and his pending graduation, Chad actively promoted the program, placing a poster in the Adams Hall foyer with his contact details and informa-tion on the program’s opportunities for scholarships and internship. Meanwhile, Jody was an incoming freshman from Velma, OK, and arrived on campus with an interest in geology and engineering. He read about the PLM program in the univer-sity degree catalog and made his way to Adams Hall where he found the recruiting poster which Chad had posted. The two young men soon met (and became life-long friends) when Jody attended the OCAPL 50th anniversary celebration where he also met Jack Sweeney. The hiring of Ted Jacobs as the new Director and his imminent arrival in October was an-nounced at this event. Chad was subsequently named outstanding graduate by the AAPL that year and quickly climbed the corporate ladder after his graduation. His experience gave Ted a “suc-cess” story he could use when recruiting new students. Chad’s steadfast participation in the struggling program, and his subsequent impact as “advisor/mentor” to students as the program’s resurgence began, are part of the legacy of loyalty and “brotherhood” the alumni continue to leave at OU.

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Chapter 14

THE CURRICULUM BROADENS

While focusing on securing internships and scholarships for the students, and oth-er budgetary support for the program, Ted also began to move forward with curriculum changes to the program. The Steering committee and previous director, Dr. Burt Scanlan, had envisioned these changes to protect the program and better prepare the students to meet the ever-changing needs of the industry. The new curriculum and the program’s name change to Energy Management were approved in 1999 by the State Board of Regents. “Our idea is to produce a graduate who is exposed to negotiating a wide variety of contracts and understands how the entire industry works from wellhead to burner tip,” Jacobs said. “Be-fore, the program was designed to get a graduate ready for an entry level landman’s position, but the needs of the energy industry were changing.” The new Energy Management curriculum now provided energy concentrated courses from the divergent colleges across campus. Within the College of Geosciences (home to the #1 Meteorology School in the United States) the students were required to take a three-hour class in meteorology. Introduction to weather and climate provided the students a basic understanding of the influence of weather on the domestic natural gas market as well as implications of the industry on the environment. The Mewbourne School of Petroleum and Geological Engineering consistently ranks among the Top Five of its kind in the nation. Energy Management students were now re-quired to take a combined nine hours of petroleum (natural gas) engineering and geology. During this timeframe, the Michael F. Price College of Business was consistently ranked in the Top 100 Business Colleges by the US News and World Report. Students were now required to take upper division level finance courses in areas such as derivatives and securities, energy risk management, investments and financial markets. These senior level course offerings combined with the core level classes in accounting, marketing and eco-nomics ensured a high level of quality in the program. Lastly, the College of Law-world renowned in the field of oil and gas law-combined with the Price College offered legal study classes in the areas of commercial transactions, real property and oil, gas and environmental law. With this curriculum, graduates could prepare to negotiate natural gas contracts and contracts on the commodities exchanges as well as work with leases, land titles and other traditional landman duties, Jacobs said. The effects of the cyclical hiring practices associ-ated with the price of oil and gas could now be buffered by the flexibility of the curriculum and the diversity of the graduates. While these four colleges provided the foundation for students majoring in Energy Management, the curriculum now also allowed them to minor in any of the other business disciplines of Price College. Jacobs introduced an energy management course that he taught for upper classmen exposing the students to various aspects of the energy industry and real life work experi-

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ences. He invited industry executives to teach a subject each week with respect to their specific area of expertise. Students also were required to read Daniel Yergin’s Pulitzer Prize-winning book, “The Prize.” The course still serves as a gateway to all the energy manage-ment students into the other upper division energy management classes. By the spring of 2002, Jacobs reported a majority of the energy management students were choosing finance as their minor, which provided job opportunities in multiple aspects of the oil and gas industry including land, business development, oil and gas finance, and commodities trading. The wisdom of these revisions which resulted in such a truly unique program was confirmed when in its first year as the Energy Management Program in 2000, OU received the “Most Innovative in Excellence Award for Curriculum Design” by the Southwestern Business Deans Association. The award was earned through competition among 200 busi-ness schools within universities in an eight-state area of the Southwest (Oklahoma, Texas, Arkansas, New Mexico, Kansas, Louisiana, Missouri and Mississippi). Nim Razook, Energy Management Faculty Advisor, wrote in the proposal for the award, “That the college chose to reinvigorate a nearly moribund program is a tribute to a marvelous group of graduates, primarily PLM alumni, and to the program’s director and PLM graduate, Ted Jacobs.” The students recognized Ted was working and hustling for their benefit so they worked equally hard to spread the word about the program. The focused energies of the devoted alumni and support from the “Longhorn Landmen” (graduates of the UT PLM program dedicated to keeping the PLM degree alive) were invaluable to the sustainment of this unique program at OU. Enrollment began a steady climb. When the natural gas indus-try was deregulated with the passing of the Natural Gas Wellhead Decontrol Act of 1989, a new opportunity for the students was born with the advent of commodity marketing and trading. From Ted’s first year with less than six students, the program grew to 41 in 1999 and by 2005 the numbers had climbed to 152. (See Appendix 6)

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Chapter 15

INTERNSHIPS

The internship program allows the students to put to practice their academic training while simultaneously learning something about themselves: likes/dislikes and strengths/weaknesses. Industry has been quoted as saying the OU graduates are equivalent to hiring a two-to-three year employee from a major oil and gas company with a strong training program. Much of this success is attributable to the OU internship experiences. In the earliest years of the program, the AAPL had assisted the PLM students in a summer job placement program. “If we can prove to these companies that we can supply them with a steady stream of outstanding students who have strong energy and finance backgrounds,” Jacobs had said, “I think the financial support will come.” He revitalized the internship program with the assistance of Devon Energy in the summer of 1998, when they put more than 10 students working together 168 hours per week on a special project. Bur-lington Resources was the next company to offer an internship, followed by Duke Energy. The internship program once again was off and running. By 2000 approximately 45 students were working industry-related internships; many of these students had more than two internships on their resumes by graduation and had offers for full-time employment upon leaving OU. The internships gave rise to new schol-arship programs, such as the Duke Scholars, created after the successful internship of the first student from OU at the Charlotte, NC based company. With the evolution of a newly deregulated natural gas industry, emerging compa-nies, such as Duke Energy and Enron, started recruiting MBAs and graduates from the Ivy League schools to fulfill their hiring needs for their commodity trading floor and front line positions. Ted believed his students could perform at any level and his mission now was to get one of these natural gas trading firms to come to the OU campus and recruit. He ap-proached two key contacts at Enron, Sally Beck, the spouse of an OU PLM alum, and Mike McConnell a 1982 PLM graduate. His conviction was soon rewarded when Enron hired Jody Crook in 1999 giving the new Energy Management program instant credibility in marketing and trading circles. More internships and full-time positions soon followed with Enron, Duke, Reliant, Williams, El Paso and Morgan Stanley, to name a few. Tom Seng, VP of Marketing and Trading at ONEOK, created a Well-Head to Burner Tip course which caught the attention of the midstream energy sector and led to even more companies taking a closer look at the Energy Management students and program. Seng taught this course for seven years, making the 250 mile roundtrip from Tulsa one evening a week and giving back his salary in a memorial award honoring his sister. The major companies quickly realized OU’s Energy Management students were fluent in “energy” and they became some of the most highly sought students on campus. These students were the big draw to campus. With their stellar job performances and growing rep-utations, corporate recruiters from premier energy companies such as Enron, Duke Energy,

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Reliant Energy, BP, Dynegy and El Paso Energy, began actively recruiting Energy Manage-ment majors. Until then, they had “never recruited’ at OU. In addition this led to these companies extending their interview time on campus and hiring students from the other business school disciplines in Finance, Accounting, Market-ing and MIS. The entire business college was benefitting from the strong reputation of the Energy Management program.

T H E I N D U S T R Y P A R T N E R P R O G R A M 4 1

Chapter 16

THE INDUSTRY PARTNER PROGRAM

The unique relationship with the energy industry is enhanced through the scholar-ships awarded to students actively involved in the program. In 1960, eight students received scholarships donated by AAPL, Sohio Petroleum and Mobil Oil. During the program’s lean years, Jack Sweeney was instrumental in ensuring the scholarship monies were still avail-able and distributed. By the spring of 1998, approximately $17,000 was distributed to 16 students at the annual banquet attended by eighty guests. In the spring of 2000 the amount had climbed to $55,000 distributed to 22 students. The spring 2007 banquet awarded 54 students with over $300,000 in scholarships. The internships fostered scholarships because the industry wanted to reach out to the students. The AAPL scholarship interview process gave industry representatives access to the students and more face time with the future movers and shakers. From this process the Industry Partner program emerged as a formal way for compa-nies to have “buy in” with the students. The formation of the Industry Partners program provided a base level of monetary support for the growing program. Dependent upon the level of financial commitment (Platinum/Gold/Silver/Bronze) Industry Partners receive the benefits of addressing the student association, guest lecturing in a classroom, sponsor-ing students at the annual NAPE convention, participation in the Price Business College Golf Tournament and a seat in the AAPL Scholarship interview process. Currently there are 20 companies active in the Industry Partner program providing invaluable funding and student enrichment opportunities for the Energy Management program. Class field trips, expenses associated with attendance at industry workshops, seminars and conferences plus the EMSA costs for social and philanthropic activities would not be possible without the Industry Partners program. Industry Partners also provides finances for the EM Director, staff and industry adjunct professors. The program has been privileged to have numerous alumni volunteers return to the University to share their expertise in the classroom.

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INDUSTRY PARTNER PARTICIPANTS

P E R M A N E N T E N D O W M E N T S 4 3

Chapter 17

PERMANENT ENDOWMENTS

Currently, there are nine “endowed” scholarships awarded annually to a student based upon academics, leadership and/or participation in Energy Management Student Associa-tion. These are:

• Julian J. Rothbaum Outstanding Senior Award Voted on by the student association

• William M. Majors Scholastic Achievement Award Honoring the graduating senior with the highest GPA

• William Turner Rapp III Memorial Award Endowed by the Ward Petroleum Company in remembrance of Bill Rapp (an employee and 1976 PLM grad)

• Don Key Leadership Scholarship Endowed by Hanna Oil and Gas Company to recognize Don Key (an employee and 1983 PLM grad)

• Sara Williams Memorial Scholarship Endowed by the Dallas Association of Professional Landmen

• Jim and Sandra Stafford Scholarship Endowed by National Association of Royalty Owners (NARO) and Oklahoma Energy Resources Board (OERB)

• William Khourie II Memorial Scholarship Endowed by the Friends of Billy Khourie, a 2009 student.

• Women in Energy Scholarship Endowed by the women alumni of the program

• Nim Razook Outstanding Legal Studies Award Endowed by Jim Dewbre (1983 grad) and a host of alumni

Over 80 of the program’s best and brightest students have been recipients of these prestigious awards, and many are currently engaged in highly successful careers in and out of the industry. (See Appendix 1) In 2006, Robert Zinke, a 1976 graduate of the program and successful Tulsa oilman, approached the university about his desire to make a significant contribution in support of his alma mater which had prepared him so well for his success in the industry. As the cur-rent Chairman of the Energy Management Program Advisory Board he created the Robert M. Zinke Faculty Chair. His vision is to provide heightened accreditation for the energy program in the academic community. Dr. Nim Razook, long-time faculty advisor and Legal Studies Department Head, was named as the inaugural Chair. Zinke’s gift also provides additional financial support to the Director’s position and to the student enrichment activi-ties.

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Chapter 18

NAPE

In the early 90’s the AAPL allowed the various university landmen programs across North America to join the at the AAPL booth at their annual NAPE conference in Houston. In the early years a couple of students would network with the industry and raise awareness of the rebirth program. Then in 1999 the AAPL Educational Foundation voted to purchase seperate booth space for the accredited universities and grant admission for up to eight students per uni-versity. Beginning with its own individual booth OU began the tradition of making luggage tags for distribution to visitors to the booth. This gift draws people to the OU booth and allows the students and visitors to get acquainted while they work with the individual’s busi-ness card. The NAPE booth allows the students to showcase themselves and the program. Due to the growth of the OU Energy Management program and the growth of the AAPL convention students now load up a bus to head to Houston. The students attending NAPE are sponsored by the companies who are a member if the Industry Partner Program and with whom the students will intern during the summer. In addition to the responsibil-ity of working the OU booth at NAPE the students are asked to also work at the booth of their sponsoring company. This allows the students to get to know the people and corporate culture of their host company. The students also go out to dinner with their sponsoring firm, attend other private industry functions held during this three-day event, and mingle with the students from other universities. It is a privilege and honor bestowed upon a select group of active students in the pro-gram to attend NAPE.

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Chapter 19

WILLIAM M. MAJORS MENTORING PROGRAM

The star in the crown of OU’s unique Energy Management program is the William M. Majors Mentoring Program. An (informal) mentoring program had existed through the guidance provided by program supporters and alumni such as Jack Richards, Charlie Snider, Pete Brown, Joe Warren, Joe van Auken and of course, Jack Sweeney. This new ini-tiative, which again places the student in direct contact with an industry professional, was the brainchild of PLM alumnae and former OCAPL president, Kim Swyden, current pastor at Hidden Hills Baptist Church in Edmond, OK. As Jacobs remembers, “in 2000 the PLM students were invited by Robert Hefner and Kim Swyden (who worked for GHK Energy at the time) on a field trip to visit a drilling rig location in western OK. During the bus ride, Swyden asked the students if they had any ques-tions. The floodgates had been opened, and the students peppered Swyden and Jacobs with inquiries about every aspect of the industry. Swyden remembers, “I was actively preparing for the ministry at this time and was paired with another pastor as a mentor. I spoke with Ted about how pairing a professional landman with a student might be as beneficial for these students, in converting the theoretical to the practical, just as my mentor had helped me.” The shared vision with Jacobs evolved into a formal proposal to the OCAPL Executive Committee (of which Swyden was president at the time) and creation of the adopted agree-ment and endowment for the program by Chesapeake Energy in 2001. The program was named for William M. Majors, Jr. 92-years old at the time, who was a founder of the OU PLM program and a strong supporter of its rebirth as the Energy Management Program. He had chaired the 1958 Petroleum Landman’s Institute that led to the founding of the OU PLM program. “At 92 years young, Bill Majors is just as much the lightening rod today,” said Jacobs in 2001, “as he was 43 years ago, when he helped found this program.” In the early years, the program searched for a regular venue and funds to support the varied social events such as monthly luncheons with guest speakers. OCAPL and OERB have since become joint sponsors in support of the monthly luncheons which are now held at the Petroleum Club. Participation in the Majors Mentoring program is highly sought after by both the indus-try mentor and the student mentees. The relationships between the mentors and students can become close, resembling a family dynamic between a child and a parent/uncle/aunt/grandparent/best friend. Over the years a number of life-changing situations have occurred directly attributable to the nurturing relationships established in the William M. Majors Mentoring Program.

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Chapter 20

HIRE SOONER The unique culture of the energy management program is a direct reflection of the student association, the mentoring program and the close relationship with industry. In recent years, nearly 100% of Energy Management students have been employed at gradua-tion with salaries near the highest of students in the business college and the entire campus. The collaborative arrangement between the program, industry and the University’s Career Services department has been instrumental to this success. In the first years of the program’s new curriculum, eight major companies recruited on campus for Energy Management students. In fall 2007 over 37 energy companies inter-viewed on campus. The successful internship program and the record high salaries and job placements, developed through the support from Career Services (both on campus and on the road), have helped create yet another strong tradition within the program which had been the smallest major with the fastest growth in the business college. The dedication of Brenda Peters, and the staff in counseling the students with respect to writing resumes, dressing for success, and interviewing tips attribute to the success of the placement of the OU grads. In addition, Career Services over the years has fostered significant relationships with a number of energy and non-energy recruiters advising them of the uniqueness of the energy management curriculum and the students. In connection with the annual Fall Career Fair they created a special event called “Meet the Industry” in which recruiters meet all the students in a relaxed business environment while at the same time reconnecting with fellow recruiters and alums. Their efforts have extended and expanded the base of career path opportunities for the EM graduates. It takes a village.

P I V O T 4 7

Chapter 21

PIVOT

The mid-2000’s brought about a sea change in:

• The OU Energy Management Program• The Oil and Gas Industry• Social Media

Sea Change 1 – Change in the Program’s Leadership In the fall of 2006 Ted Jacobs was recruited to the University of Tulsa to create a new energy management program. Enter Steve Long. Steve, a native of Norman and 1976 BBA alum, brought thirty years of domestic and international energy industry experience plus expertise in not only the upstream aspect of the oil & gas industry, but also midstream marketing and trading. Long’s extensive contacts across the globe opened the door for the students not only in the classroom, but also with new employment opportunities. As President Boren directed the Board of Advisors of the Energy Management pro-gram “the time is now to generate a firm foundation of financial support for this unique program. The stars are aligning properly to endow the program and avoid the pitfalls of the past. Energy is a key component of the University of Oklahoma and the State. OU has a proud tradition-rich history that has created a program that is often imitated, never duplicated. Dr. Keown was a visionary. We are still following his blueprint and design. It is incumbent upon us to raise the bar of excellence and keep the OU PLM / Energy Manage-ment Program on the cutting edge.” With this goal in mind, Long and the Dean of Price College hit the road hosting recep-tions in Dallas, Denver, Fort Worth, Houston, Midland, Oklahoma City, and Tulsa. “One of the unexpected rewards of returning to OU has been to meet the alums,” Long explains. “A graduate of the 60’s has a dramatically different story to tell than the graduates from the 70’s, 80’s, and 90’s. But with all of our alumni events over the years there is always one consistent theme – a passion for the University and this special program.”

Sea Change 2 – The Shale Gale In the midst of a worldwide economic crisis in 2007, technological advances in tapping resources from shale created a surprising energy surge that took the nation – and indeed the world – by storm. The shale gale originated with George Mitchell in the Barnett Shale surrounding Fort Worth and was taken to a new level with the advent of combining the technologies of horizontal briefing and hydraulic fracking by companies like Chesapeake, Continental, Devon, and XTO. The economic commercialization of the shale plays started a new boom in the OU Energy Management Program as the land grab began with shale plays now active in 33 states across the lower 48. In 2007 the program didn’t have enough

4 8 P I V O T

graduating seniors (42) to meet the industry’s demand for new blood. Enrollment in the program skyrocketed as employment opportunities neared 100% placement.

Sea Change 3 – Technology Technology Technology After the invention of blogging at the turn of the century social media began to ex-plode in popularity. Sites like MySpace and LinkedIn came into existence in the early 2000s. YouTube rolled out in 2005 creating an entirely new way for people to communicate and share with each other across great distances. Then in 2007 Facebook and Twitter became available to users throughout the world bringing a new way to share ideas and photos. Ins-tagram, SnapChat, Pandora, and Spotify, popped up to fill specific social networking needs. All of social media created an environment where users can reach the maximum number of people. As the shale plays swept across North America and with the combination of social media, 2007 was a pivot year in the exponential growth of the program.

P E R M A N E N T E N D O W M E N T S 4 9

Chapter 22

LEARN & EARN

The Opportunity Book With the exponential growth in the program starting in 2007 an issue evolved --- how best to communicate with the students? As such the Opportunity Book was created. This book provides the students just what it says: “Opportunities”. The book is updated daily and resides on the front desk of the Energy Management office. Included in the book are:

• Calendar of activities• Jobs & Internships• Recommended classes• Contact information• Scholarships• Special events

Augmented by social media, the Opportunity Book provides an incentive to drop in the office to visit with other students and the Energy Management staff.

EMSA Points Another Opportunity for the students includes the experiential field trips. Each school year the students learn outside the classroom via

• Energy Policy Field Trip In the fall a group of students visit Washington DC. In our Nation’s Capitol they meet with lobbyists, senators, congressional staff, consul-tants, industry advocates, trade associations, and corporate govern-ment relations executives.

• Energy Finance Field Trip In the spring a group of students visit Wall Street while attending the IPAA’s Oil and Gas Investment Symposium.

• NAPE The annual trek to Houston for a busload of students to witness where deals are done (and network with the Sooner Nation).

Due to the growth in enrollment a system was created to reward those students that are “actively” involved in the program. The philosophy behind the EMSA Point System is to provide “objective” criteria to determine who is active in EMSA and eligible to participate in special events, trips, scholarship interviews, private luncheons, etc. The point system was devised to acknowledge the students that attend meetings and encourage participation in philanthropic opportunities.

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5 points For attending the monthly EMSA meetings 3 points For participating in any Community Service event 1 point For socials, intramurals, Price College events, cross campus energy re-

lated events, joining the EMSA Facebook, etc.

EMSA points are recorded by the Secretary and acknowledged at the monthly student association meetings. As the program grew and became competitive so did the drive for EMSA points.

I T ’ S A S M A L L W O R L D A F T E R A L L 5 1

Chapter 23

IT’S A SMALL WORLD AFTER ALL

Abundant and affordable energy is one of the cornerstones of the United States econo-my. While the U.S. represents 5% of the world’s population, we consume 25% of the world’s energy. The combination of technology and transportation have dropped many country borders and opened the global competitiveness of the economy. As countries like China, India, and Brazil enter into world trade it’s now more important than ever that OU prepares our students to be global citizens. With his years in working overseas Steve Long created an Energy Management Study Abroad experience in the United Kingdom during the summer of 2009. According to Long, “I’ve personally experienced and witnessed the benefits of being exposed to a different cul-ture, both personally and professionally. Since most of our students have not flown inter-nationally my thought was that London would be a good destination for the students. Lan-guage isn’t a barrier, security is good, and London is the corporate headquarters of many energy companies operating not only in Europe, but Africa and the Middle East.” The Energy Management students begin their study abroad experience with corporate site visits in London. Private meetings are held with energy executives from Anadarko, BP, ConocoPhillips, and Shell. As a global financial hub, visits were also scheduled with Gold-man Sachs, Citibank, JP Morgan, and Lloyd’s of London. After visiting London the students then head to class. In the summer of 2009 a group of 15 students studied at the University of Aberdeen in Scotland. Starting in 2010 the pro-gram shifted to the University of Reading (100 miles or 160 kilometers west of London). By the summer of 2017 the group grew to 30 students. The Study Abroad program is scheduled such that the students return to the United States around the first week of June. Internships are a critical component of the curriculum. The goal is to allow the students to have an international experience and then return in time to work in the industry for 8-10 weeks. One out of four OU students graduates with a study abroad experience. Spending time overseas not only fulfills academic goals, but it exposes the students to a new culture, a new language, a different business environment all the while bonding with a group of Energy Management classmates. Win … Win … Win…

5 2 H i s t o r y R e p e a t s I t s e l f

Chapter 24

HISTORY REPEATS ITSELF

If a student wanted to pursue a petroleum landman degree in the 60’s and most of the 70’s they had two choices – University of Oklahoma or University of Texas. However, after OPEC Crisis I (1973) and OPEC Crisis II (1979) the psychology of the world changed forever as the world lapsed into a global recession after each event. The OPEC oil embargoes and sky rocketing oil prices demonstrated to all the vulnerability of the economy to a source of energy that had to be imported from a collection of politically volatile countries. As a result the search for domestic resources launched a new wave of demand for PLM students. Subsequently PLM degrees were offered at:

1. OU2. Texas3. Colorado4. Centenary5. Mississippi6. Bakersfield7. Louisiana at Lafayette8. Houston9. Texas Tech10. LSU11. Evansville IN12. Calgary

The oil glut of the early 80’s combined with the 1982 collapse of Penn Square Bank caused a ripple effect of massive industry lay-offs and company mergers. With the collapse in the oil and gas industry the universities offering PLM degrees dropped from 12 to 4 (OU, Texas Tech, Louisiana at Lafayette, and Calgary). In the mid – 2000s, the advent of the shale revolution brought about a new hyper-de-mand for landmen as companies scoured the lower 48 to acquire land and participate in the latest shale play. New programs accredited by the AAPL popped up across the nation. Year of Origination

1. OU 19582. Louisiana at Lafayette 19783. Texas Tech 19824. Calgary 19855. Tulsa 20076. Western State College 20077. Wyoming 20138. Penn State 2013

H i s t o r y R e p e a t s I t s e l f 5 3

9. West Virginia 201310. OCU Masters 201311. Texas (certificate) 201512. Marietta College 201613. OU Law School (LLM) 2017

Today, two macro-economic issues come into play with (1) the aging Baby Boomer work force and (2) the computer technical skills of today’s college students. After 60 years the OU program is an integral part of the culture of the Price College of Business. How many of the 13 will be here as we go forward?

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Chapter 25

LIVE ON UNIVERSITY

O-K-L-A-H-O-M-AOur chant rolls on and onThousands strong join heart andSong in alma mater’s praiseOf campus beautiful by day and nightOf colors proudly gleaming red and white‘Neath a western skyOU’s chant will never dieLive On University

Momentum continues to build in OU’s landmark Energy Management Program. New cross campus offerings in the areas of energy and the environment, computer technology, alternative energy, etc. are in the curriculum. New companies in all facets of the energy chain are coming to the University of Oklahoma to recruit. As we celebrate the 60th anniversary our vision is to raise the bar of excellence. Achieving a firm foundation of financial support is tantamount to our continued success. Sixty years of proud tradition rich history has created a program that is often imitated, nev-er duplicated. Dr. Keown was a visionary. To this day we are still following his blueprint and design. Please join us as we positon ourselves for the next 60 years.

BOOMER SOONER !

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1960- William Franklin Spooner 1961- Louis Franklin Goza1962- De Wayne Pitt1963- Fred Howell Hallman1964- Gordon George Marcum, II1965- Delbert Ray Goodin1966- Paul Michael Thompson1967- James Edwin McPherson1968- G. Mike Charleston 1969- Donald Ray Sokol1970- Joseph M. Van Auken1971- Fredrick Morgan Agnew1972- Bruce Allen Kenney1973- James Whalon1974- Steve Sandlin1975- Phil Ross1976- Mark Landt1977- John Gilbert

Henry Latimer1978- Donald L. Hansen1979- Stephan Long

Jeffery Myers1980- Stanley Grimes1981- Todd L. Liebl1982- Larry J. Schmalz1983- Brockman D. King1984- Carolyn Taylor Jasper1985- Robert T. Jepson1986- Cheryl Walker Ogilvie1987- Steven L. Creger1988- Jennifer L. Jaeske

Todd G. Elligson

1989- Jamie L. Burrell1990- Bradley P. Hargrove1991- Kenneth G. Hilger1992- C. Kirby McBroom

Kelly D. Smith1993- Sam Carroll1994- Shawn Carroll1995- Craig Wiest1996- Michael C. Coleman1997- Kent Curran1998- Chad E. Elias1999- Jody D. Crook2000- Thinh Quoc Luu2001- Jeremy R. Fitzpatrick2002- Michelle Terry2003- Parker Ryan Neal2004- Jarod Rolland2005- Keith Needham2006- Gregory James Geist2007- Joshua Manard2008- Lindsey Owen2009- Tyler Jennings2010- Samantha Penner2011- Claire Peterson2012- Kristen Anderson2013- David Jackson Dean2014- Omar Karim2015- Philip LeBaron2016- Ivan Lee Jones III

Avery Marczewski2017- Garrett Guinn

APPENDIX 1

Julian J. Rothbaum Award Winners

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APPENDIX 2

William “Bill” Majors Scholastic Achievement Award2004 Richard O’Brien2005 Graham Lowrey Kevin McNally2006 John Raines2007 David Lohmann2008 Michael Bishop2009 Trevor Keyes Samanth McClung2010 David Taylor2011 Rachel Wible2012 Robert Elliott2013 Eric Lyle2014 Caitlin Maggio2015 David Krenger2016 James Culbertson Hallie Oestmann2017 Trevor Berryman Allyson Dixon

Don Key Leadership Award2007 Michael Bishop2008 Michael Heath Thompson2009 Samantha Penner2010 Claire Peterson2011 Brandon Patrick2012 Alex Kaiser2013 Jordan Haverly2014 Kelley Flanagan Megan Flanagan2015 Stephanie Robertson2016 Garrett Guinn2017 Blake Barnett

William “Billy” Norman Khourie II Memorial Scholarship 2009 Stuart Rowlan2010 Justin Ezell2011 Desiree Lynch2012 Courtney Graviett 2013 Trace Dilliner 2014 Cody Keeton2015 Sam Albert2016 Sam Albert2017 Emma Kelly

W i l l i a m T u r n e r R a p p I I I M e m o r i a l A w a r d 5 7

William Turner Rapp III Memorial Award

1982 Jim Ball1983 Thomas Daniel1984 Bruce Coates1985 William Scott Haselwood1986 Christopher Treml1987 Jamie Burrell1988 Jamie Burrell1989 David Brown1990 Kenneth Hilger1991 C. Kirby McBroom1992 C. Kirby McBroom1993 Samuel Carroll1994 Michael Brunsman1995 Michael Coleman1996 Chad Elias1997 Chad Elias1998 Chad Elias Jody Crook1999 Matthew Gray 2000 Matthew Gray Chad Davis2001 Jeremy Fitzpatrick Jeremy McKee2002 Michelle Terry2003 Parker Neal2004 Timothy Andrews2005 Jerris Johnson2006 Gregory Geist2007 Joshua Manard2008 Heath Flowers2009 Jantz Wald2010 Joshua Anderson2011 Travis Hill2012 Jake Stephenson2013 Houston Johnson2014 Philip LeBaron2015 Jake Burris Hunter Hobbs2016 Chad Morgan Maxwell Simmons Amos Smith2017 Pierce Bryant Braden Spratt Charles Sullivan

5 8 W o m e n I n E n e r g y S c h o l a r s h i p

Women In Energy Scholarship

2011 Emma Frates2012 Courtney Graviett 2013 Courtney Graviett Katherine Dean2014 Avery Marczewski2015 Victoria Tolbert2016 Taylor Tytanic2017 Emily Pool

Sara Williams Memorial Scholarship

2009 Lauren Edwards2010 Tamaryn King2011 Megan Maples2012 Alexandra Weaver 2013 Cara McIntire 2014 Erin Thomas2015 Erin Thomas2016 Catherine Mentesana2017 Ashley Laumbach

Jim and Sandra Stafford Scholarship

2008 Colin Barnett2009 Colin Barnett2010 Austin Danford2011 Austin Danford2012 Nicklas Praytor2013 Andrew Luke Tucker2014 James Culbertson2015 James Culbertson2016 Kishen Patel2017 Justin Savage

Nim Razook Outstanding Legal Studies Award

2017 Bailey Brougher

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APPENDIX 3

AAPL Lifetime Achievement Award

William M. Majors, Jr.Jack Sweeney Charles Stanford

Don Clark

AAPL PresidentsJack Sweeney ‘63David Cape ‘81Don Clark ‘62Craig Clark ‘84Jim Dewbre ‘83Don Key ‘83

William M. Majors Distinguished Service Award Recipients1993 – Clark R. Musser ‘671997 – Jack J. Sweeney ‘631998 – Joe Van Auken ‘702002 – Bruce Coates ‘842004 – Robert D. Gray ‘762006 – Monty Barnhill ‘742007 – Chuck Lundeen ‘792011 – Ken Wilpitz ‘832012 – Carrie Askins ‘77

AAPL Outstanding Graduate Recipients1995 – Craig Wiest1998 – Chad Elias2001 – Lauren Brunken2002 – Michelle Terry Webster2003 – Roy Lamoreaux2004 – Jarod Rolland2005 – Keith Needham2006 – John Raines2008 – Michael Bishop2009 – Michael Hammond2010 – Samantha Penner2013 – Gavin Smith2014 – Jordan Haverly2015 – Ben Gorney

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APPENDIX 4

President Vice President Secretary Treasurer1959 Spring William Brodnax Gary Boren Frank Spooner Frank Spooner1959 Fall William Brodnax Gary Boren Frank Spooner Frank Spooner

Spring Frank Spooner1960 Fall David Bole David Dubler Bill Clayton Bill Clayton

Spring1961 Fall

Spring Warren Young Mickey Bottoms1962 Fall Mickey Bottoms Jack Sweeney

Spring Jack Sweeney Fred Hallman1963 Fall Fred Hallman

Spring Gordon Marcum1964 Fall Gordon Marcum Delbert Frieze

Spring Delbert Frieze Delbert Goodin Sam Bailey Mike Miller1965 Fall Paul Thompson John Knightley Lance Harmon Don Harris

Spring John Knightley Lance Harmon Al Erickson Jim McPherson1966 Fall Jim McPherson Charlie Snider Bob Simmons Roger nelson

Spring Terry Barrett1967 Fall Bob Simmons Mike Charleston Stan Estell Ron Hall

Spring Mike Charleston1968 Fall Jim Falvo Spinner Platt Joe Van Auken Don Sokol

Spring1969 Fall Joe Van Auken

Spring Sandy Siegel1970 Fall Gary Skeeters Gerald Caldwell Nick Agnew Rick Trost

Spring1971 Fall

Spring1972 Fall Jack Mildren

Spring Jack Mildren1973 Fall Jim Whalon Monty Barnhill

Spring Jim Whalon1974 Fall Bob Zinke Bill Smith Brian Gore Donna Birge

Spring Steve Sandlin Mark Pierce

1975 Fall Mark LandtBruce Hernandez

Ed Johnson

Spring Dave Meara Mike Vick

PLM/EM Student Association Officers

A p p e n d i x 4 6 1

President Vice President Secretary Treasurer1976 Fall John Gilbert Robert Gray

Spring Henry Latimer Jamie Welin John Lodge1977 Fall Don Hansen

Spring1978 Fall Tom Hauptman Ted Jacobs

Spring1979 Fall Steve Long Jeff Myers David Ray

Spring Pete Wheeler Bruce Snyder Stan Grimes Ron Kelly1980 Fall Todd Liebl Gina Carothers Tom Garner Alan Ribble

Spring David Ferguson David Kutschall Robert Kelly David Thornquist1981 Fall

Spring Van Peters Kevin CearlockElizabeth Eatmon

Albert Carolina

1982 Fall Richard Elicker Rusty Rice Kemper Howe Gerald MeeksSpring Richard Elicker

1983 Fall Will WaggonerSpring Brock King Greg Ryan Linda Downs

1984 Fall Rob Jepson Bill NicasSpring Bill Nicas Cheryl Walker Doreen Tee Denise Smart

1985 FallSpring Bryan Welch Tim Samek Josh Daab Shawn Heringer

1986 Fall Shawn HerringerSpring

1987 Fall Steve CregerSpring Todd Elligson

1988 Fall Mike Herzog Kevin Hoog Brad Hargrove Ken HilgerSpring Kevin Hoog Brian Hargrove Ken Hilger Brad Hargrove

1989 Fall Brad HargroveSpring

1990 FallSpring

1991 Fall Kirby McBroom Sam CarrollSpring Sam Carroll

1992 Fall Sam CarrollSpring Sam Carroll

1993 Fall Sam Carroll Spring Sam Carroll

1994 Fall Craig WiestSpring Craig Wiest

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President Vice President Secretary Treasurer1995 Fall Craig Wiest

Spring Craig Wiest1996 Fall

Spring1997 / 98 Jody Crook1998 / 99 Jody Crook Matt Gray Matt Brown Michelle Terry1999 / 2000 Matt Gray Michelle Terry Kevin Dickerson Nadege Assale2000 / 01 Jeremy Fitzpatrick Michelle Terry Kevin Donahue Clay Shamblin2001 / 02 Michelle Terry Clay Shamblin Nadege Assale Alva Brockus2002 / 03 Parker Neal Jarod Rolland Nadege Assale Adam Griffin2003 / 04 Jarod Rolland Cynthia Crewson Keith Needham Tim Andrews2004 / 05 Keith Needham Ashley Stennis Ashley Cooper Matt Hood2005 / 06 Greg Geist Kierstin Hardland Iann Poole Lauren Powell2006 / 07 Josh Manard Stephanie Rex Amie Watkins Michael Bishop2007 / 08 Michael Bishop Heath Flowers Vanessa Wind Heath Thompson2008 / 09 Tyler Jennings Heath Thompson Clayton Kelley Tyler Ferguson2009/ 10 Samantha Penner Claire Peterson Chris Jackson Kelly Edson2010 / 11 Kelly Edson Matt Hoops Brandon Patrick Kristen Anderson2011 / 12 Kristen Anderson Brandon Patrick Alex Kaiser Lindsey Weitzel2012 / 13 Gavin Smith Stephanie Hagar Mitch Haas Jackson Dean2013 / 14 Jordan Haverly Cara McIntire Alex Henkel Omar Karim2014 / 15 Cara McIntire Nolan Wildermuth Phillip LeBaron Lauren Chastain2015 / 16 Ben Gorney Avery Marczewski Lee Jones Mitch Holliman2016 / 17 Garrett Guinn Bailey Brougher Ledger Newman Taylor Tytanic2017 / 18 Chad Sullivan Peyton Brougher Katie Mentesana Macaulay Okwah

A p p e n d i x 5 6 3

Headcount – Fall Semesters 1958-2017Fall Fall Fall1958 11 1978 380 1998 39 1959 62 1979 487 1999 41 1960 104 1980 570 2000 57 1961 n/a 1981 793 2001 92 1962 n/a 1982 689 2002 134 1963 n/a 1983 382 2003 120 1964 n/a 1984 187 2004 120 1965 n/a 1985 130 2005 152 1966 26 1986 84 2006 231 1967 24 1987 40 2007 293 1968 22 1988 29 2008 3401969 22 1989 22 2009 3521970 30 1990 22 2010 3561971 34 1991 15 2011 4531972 35 1992 16 2012 6051973 40 1993 12 2013 6691974 78 1994 12 2014 6521975 188 1995 6 2015 5711976 242 1996 9 2016 3671977 235 1997 19 2017 240

Degrees Conferred – AY 1959-60 to 2016-17AY AY AY

59-60 4 79-80 81 99-00 10 60-61 8 80-81 126 00-01 10 61-62 18 81-82 111 01-02 11 62-63 18 82-83 122 02-03 21 63-64 16 83-84 100 03-04 22 64-65 13 84-85 63 04-05 27 65-66 12 85-86 34 05-06 27 66-67 11 86-87 23 06-07 42 67-68 10 87-88 11 07-08 63 68-69 7 88-89 8 08-09 61 69-70 9 89-90 9 09-10 95 70-71 7 90-91 10 10-11 84 71-72 14 91-92 10 11-12 86 72-73 12 92-93 3 12-13 99 73-74 19 93-94 4 13-14 10874-75 16 94-95 3 14-15 12375-76 33 95-96 1 16-17 8976-77 62 96-97 1 77-78 60 97-98 3 78-79 67 98-99 2

Headcount and Degrees ConferredEnergy Management/Petroleum Land Management

University of Oklahoma, Norman Campus1958-2017

APPENDIX 5

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APPENDIX 6In Memory Of

John Barresi, 1976John Baumert, 1981Susan Behm, 1980

Keith Bennett, 1949Dan Bond, 1962

Mickey Bottoms, 1964Tom Brock, 1976

Bill Brodnax, 1961Terry Brown, 1964

Neil J. Campbell, 1981Albert M. Carolina III, 1982

G. Mike Charleston, 1968 William Clayton, 1961

Bruce Coates, 1984James Coale, 1983Karen Cook, 1981

Patrick Dailey, 1969John Dorr, 1961

David Duckworth, 1983Roger Elliott, 1976

Darryl Emmert, 1974John Engelson, 1962J. Brent Fennel, 1981 Rusty J. Fleck, 1982

Micky J. Gatewood, 1982Ronald Hall, 1968

Fred Hallman, 1963Paul Hanna, 1951Phil Houser, 1960

F.B. Jackson III, 1964 William John, 1972

Cary Jones, 1983R. Dale Keadle, 1965 Philip Keeley, 1964

William Keown

William Khourie III, 2009 John Klabzuba, 1974John Knightley, 1966

Garland Kramer, 1964William Majors, 1951Wade McAlister, 1962Charles McCann, 1962Mike McClellan, 1963 Jake E. McClure, 1962

Ben A. McDermott, 1963Jack Mildren, 1972

Paul A. Munding, 1973E. Richard Neff, 1960

Joel Payne, 1978Doris Pelham, 1980

William T. Rapp III, 1976 Allie D. Reynolds, 1962

Leon Reynolds, 1981J. Brock Riddle, 1981

Byron Rife, 1965Burt Scanlan

Daris Schell, 2011Jay Hamilton Smith, 1961

Scott O. Smith, 1980Bill Stapler, 1961

Robert L. Swanson, 1950 David Talbot, 1983Roger Trekell, 1961

Mike Vick, 1976Curtis Ward, 1969Dennis Ward, 1964

Fred Leon Ward, 1972John Whitlock, 1979

Bob Wood, 1968