United States Department of Agriculture

Forest Service Fire Management Volumes 53-54 Notes . NO.2 1992-93

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.r United States Department of Fire Agriculture Management Forest Service Volumes 53-54 An international quarterly periodical No.2 Notes devoted to forest fire management 1992-93

Contents

3 People-Fire Managers Must Talk With Them 17 Smokey Bear 1993 Campaign Arthur W. Magill 25 NWCG Information Resource Management 8 Public Involvement in Fire Management Working Team Valerie Chambers Stephen F. Pedigo

12 Behind the Scene With a Fire lnfonnation Officer 26 Wildland Firefighters, Thank Jerry Jeffries­ Maryjane Cavaioii Recipient of the GEICO Public Service Award for Fire Safety-for Many of Your "Lucky Stars" 15 Another First-Human Resource Specialist Training Doris N. Celarier at NARTC Melanie Goss

18 Smokey and the American Cowboy-Eastward Ho! Rick Hi/(ginhofhan and Marvin Dablemont

20 Continuing Success Story of Training Wildland Firefighters Denny Bungarz and Richard C. Wharton

23 Partnerships-Making Them Work in Times of Limited Resources Glenn A. Carawan, Jr.

Fire Management Notes is published by the Forest Service altha U.S, Department of Agriculture, Washinglon. DC. The Secretary at Agriculture has determined that the Short Features publication of this periodical is necessary in the transaction of the public business required by law of this Department 7 Fire Management Notes-Looking for a Few Subscriptions may be obtained from the Superintendent at Documents, U.S. Government Printing Office, wasrnnqron, DC 20402. Good Ideas Send suggestions and articles to the Chief, Forest Service (A.ttn:Fire Management Doris N. Celarier Notes). P.O, Box 96090, U.S. Departmental Agriculture, Washington, DC 20090·6090

Mike Espy. Secretary Francis R. Russ 10 Handtool Sharpening Gauge U.S. Depanmen! of Agriculture General Manager Bob Hensler F. Dale Robertson, Chief Doris N. cerarrer Forest Service Editor 14 Elena Rio, and Her Brush With Fire Mary Jo Lavin. Acting Director Enid Hodes Fire and Aviation Management Donna Paananen Doris N. Celarier Contributing Editors

U,S. Department of Agriculture programs, services, and employment are open to all on the basis of merit, without regard to race, color, sex, religion, national origin, age, or disability. Any person whObelieves he or she has been discriminated against in any U.S Department or Agriculture~related activity should immediately contact the Secretary 01 Front Cover: Forest Service firelighter-artist Elena Rios' charcoal and Agriculture, Washington, DC 20250. (!( conte crayon drawing entitled "Burning Snag." Rios. a memher tile Los Disclaimer: The use 01trade, firm, or corporation names in this publication is for the Padres Horshors ill SUIlIa8al"/10l"0. CA. svnmesizcd a vurietv of mtorrnaucn and convenience at the reader, Such use does not constitute an official Fnfighril1g experiences in this dva....ing. (See anicte, page /4.) Photo endorsement of any product or service by the U.S. Department at Agriculture. individual authors are responsible lor the technical accuracy of the material presented in Fire credit: Ed Gomowski. Los Padres Nationat Forest. Management Nores

2 Fire Management Notes People-Fire Managers Must Talk With Them

Arthur W. Magill

Research forester, USDA Forest Service. Pacific Southwest Research Station, Forest Fire Laboratory, Riverside, CA

Fire managers know the wildland­ Fire Safety Messages Effectively? various state and local officials along urban interface fire problem is a Fire Management Notes, a long­ with fire managers and fire prevention "people" problem. but recognizing the established magazine directed to the personnel, about fire safety in the problem and addressing it in ways that the wildland firefighting community wildland-urban interface and to are apt to cause interface residents to and distributed to 3,000 offices or encourage groups to take action to change their behavior are two different individuals, offers a clue about improve safety. Even though more things. The interface fire problem interests and values. Articles in Fire than 50 such persons were invited, less demands that managers deal with Management Notes suggest that than 10 attended. The majority of people in special ways. Fire preven­ manager interests have been tradition­ attendees were fire people, so the fire tion in the interface, like recreation ally captured by "things" such as safety message was discussed among management, depends upon managers planning, interagency coordination, those already familiar with it­ knowing who they are serving and fire behavior, suppression, enforce­ firefighters talking to firefighters. being involved in effective two-way ment, strategies and tactics, and Are We Delivering Our Message communication with them. Lives and various technological devices. In Effectively? Fire managers and other property protection depend on it. articles about the wildland-urban natural resource professionals tend to interface that beg for discussion of "talk" more about public involvement Putting Out Safety Information­ how managers communicated with than they involve themselves in it. For Does It Help Much? people, there are only hints and the most part, evidence of this glimpses of how managers and preference by managers is subtle and Fire managers recommend to communities interact and the relative is depicted by actual behavior as people who move into the wildland­ success of those exchanges (Bailey contrasted with professed behavior. urban interface that they fireproof or 1991; Manning 1990). In a major For example, one fire manager wrote build firesafe homes and protect them article reporting survey findings on in Fire Management Notes about with defensible space (Davis 1990; problems, solutions, and priorities of wildland-urban interface problems and McLean 1992). They stress the need to fire managers, communication with how to solve them. He rightly advo­ avoid building with wood shingles, the public wasn't even a survey item cated educating the people living in open-furred roofing. fiberglass (Phillips and George 1991). Fire fireprone areas about the need for skylights, unscreened soffit vents, Management Notes has published one building firesafe structures and unboxed eves, and overhanging decks, article in which the methods and creating defensible space (Bailey as well as landscaping with fireprone success of a program to communicate 1991). However, his focus was more vegetation and having vegetation and the wildland-urban interface fire on resolving interagency problems, debris next to buildings (Bradshaw safety message was reported (Jolly knowing your counterpart in other 1987). Yet. they are continually 1991). In fact, the category of "com­ agencies, and improving interagency frustrated by residents who apparently munication" (other than information communication than on involving the do not hear or heed their warnings and systems) was included for the first public. Improving interagency recommendations. Why, when taking time in the index of volume 52 (\ 991). operations is a valid goal, but greater action to protect their homes from Are We Delivering Our Message emphasis on working directly with the wildfire seems obvious, do most to the People We Need To Commu­ public may be more important. people fail to comply with firesafe nicate With? In 1988. a workshop, Another fire professional empha­ procedures? "Fircsafe California: Survival by sized giving attention to firefighter What Are the Barriers? Design," was held to educate groups training", equipment, mutual aid and such as homeowners, architects and cooperation, subdivision and home Are We Adequately Educating landscape architects, builders, design, new building materials, and Fire Managers How To Communi­ developers and realtors, bankers, research-if it included educational cate the Wildland-Urban Interface insurance carriers, planners, and programs on subdivision and home

1992-93 Volumes 53-54, Number 2 3 design (Bethea 1987). Sociological tion that flooding is a frequent event and fires-attract considerable research, ironically, was considered (Craik 1970). Some people deny the attention, while more mundane unnecessary, even though to develop environment is hazardous, others events-those involving nonfatal the educational programs that were become accustomed and less aware of injuries-may be given little attention. championed such research is basic. the hazards, and some accept the Added to the various barriers to In a fire manager's proposal hazards believing technology will achieving the desired behavior is the outlining roles for management, staff, ultimately eliminate them (Preston and fact that over halfof the people in the and the public, the responsibility to others 1983). Even with knowledge of United States move every 5 years "get the public involved" is relegated environmental hazards, some people (Laska 1990). Thus, if fire managers, to community leaders (Bailey 1991). will purchase homes in areas subject by chance, succeed in changing the Again, this recommendation suggests to earthquakes and floods (Sims and behavior of homeowners in an area, that fire managers would rather not Baumann 1983). Home size, architec­ new ones will move in, and efforts deal with the public, but abdicate that ture, and location apparently are much must be repeated. responsibility to somebody else, in more important to them than the Industry. Developers, builders, this case, community leaders. hazards of the areas. These are a few architects, and landscape architects, examples of the bewildering noncha­ like any good entrepreneurs, continu­ Behavior-What Blocks Making lant behavior fire managers confront ally seek new and better ways to turn a Changes? when trying to convince homeowners, profit. Clearly, they are aware that developers, and builders to use people want nice homes in attractive Homeowners. Communicating firesafe principles in the wildland­ locations. All of the professionals are with homeowners about impending urban interface. people first, so they are subject to the disaster is not easy. People tend to Several conditions serve to increase same foibles and misconceptions as respond poorly to warnings and be the, difficulty of conveying fire safety homeowners with regard to underesti­ oblivious to events that can have a messages. The formula, "education mating or not recognizing interface disastrous influence on their property causes awareness causes desired fire hazards. Apparently, developers and lives. For example, people who behavior," is a myth: Information sent and "spec" builders are aware that experiment with drugs do not may not be received, and if received, it home size, architecture, and location "choose" to become drug addicts. is not necessarily followed (Sims and are important to homeowners. They They assume "they will not get Baumann 1983). For example, people recognize that people move to the hooked," that "nothing like that could who have experienced hurricanes were interface to escape urban problems, to happen to me" (Duster 1970). Duster found to develop higher "thresholds" enjoy the "freedom" of the country, also identified this attitude in soldiers of tolerance than those who have not, and to gain environmental quality on the battlefield who, when all about and experienced people are less likely including a good view and surround­ them are dying, simply "know" they to respond to warnings (Sims and ing trees and shrubs. These construc­ will survive. Baumann 1983). Of course some tion professionals pursue the opportu­ Many people who live in areas of information is received and used, but nity to gain a profit by providing high environmental hazard, much like the evidence indicates minimal attractive homes in the wildland-urban Duster's soldiers, deny the danger, exchange and consequent behavior. interface. Unfortunately, homes that although there is a range in denial People also have been found satisfy the locational, architectural, intensity and coping mechanisms. "acutely aware of persistent hazards" and landscape dreams of potential Some occupants of flood plains, for like smog and crime, but infrequent buyers arc too often those that example, believe they are excluded events. such as floods and earth­ contribute to the interface fire prob­ from Flooding-c-vit can't happen to quakes, tend to elicit less awareness lem. me"-whereas others' behavior (Preston and others 1983). Further­ Government. Community plans demonstrates coping with the percep- more. sensational events-like floods frequently do not address the interface

4 Fire Management Notes fire issue, and local governments have Why, when taking action to protect owners and potential homeowners, been unable or unwilling to enact their homes from a wildfire seems because they are the ones seeking ordinances that control development obvious, do most people fail to better living conditions and providing and construction (National Fire comply with firesafe procedures? the basis for an industrial profit Protection Association 1987). The motive. unwillingness of governments to enact Lack of favorable response to fire legislation may be related to an that fire managers should seek, for warnings of environmental hazards, avoidance by politicians to be associ­ their support would appear essential to including fire (as pointed out earlier) ated with actions that may be viewed the success of fire safety programs. has been discouraging (Perry and unfavorably by their constituency Send Credible Messages. Lindell 1990; Sims and Baumann (Sampson 1991). People-whether homeowners, design 1983). Nevertheless. a few factors Insurance Companies. Claim and construction professionals, or have proven useful for warning of payments for property destroyed by public officials-are more likely to be imminent hazards. Effective warnings wildfire cost insurance companies enticed to participate in fire safety are- millions of dollars each year. Most of programs if the following conditions • Clear these losses could be avoided if are met: • Specific for the desired response homeowners followed the "proper • Clear messages given by credible • Derived from a credible source mitigating measures to protect their individuals who specify necessary • Reinforced locally homes from the threat of wildfires" actions • Conveyed by a positive message (Riley 1991). Riley suggests that • Messages reinforced locally­ on primetime television. Prime­ insurance companies should evaluate a preferably by background leaders time television is espoused to be structure's risk to determine rate cost. or influential groups the most effective medium, Lower rates could be charged Listeners may regard media if the message is positive (Sims homeowners who reduce risk by warnings as "informational" only, and Baumann 1983). adapting to firesafe road designs, unless they are perceived as coming Knowledgeable people are most architectural designs, and building from an authoritative source (Sims and likely to respond favorably to environ­ materials or do not live in high-risk Baumann 1983). Fire managers should mental threats, but programs that use areas. be considered the credible authorities fear to emphasize risk and danger on interface wildfires. They are without adequate explanations tend to How Do We Overcome the especially effective as authorities if be unsuccessful (Perry and Lindell Barriers? they have established themselves as 1990). People may endure economic credible authorities in a community losses, high stress, greater health risks, Identify Community Leaders. by- and severe disruptions in their lives as Gaining the support of community • Becoming directly involved with a result of floods, fires, or other leaders has definite merit, though public education and involvement disasters and only regard these identifying them may not be easy. programs (which means establish­ impacts as "misfortune" (Rochford Overlapping cliques are comprised of ing dialogue with the people who and Blocker 1991). key individuals who make local live or plan to live in hazardous Use the Fly Fishing Model. community decisions (Mills 1956). areas) Multicultural recreation research, in Often the driving force behind • Soliciting the help of community southern California, has presented programs may be one person, residing leaders through dialogue to fortify communication as a process where the in the background, who "gets an idea" the meaning and importance of participants share information. How­ that is then championed by other. their messages ever, the sharing approach may be more visible persons. It is the "back­ To achieve public involvement, foreign to natural resource managers ground" leaders in each community managers should start with home- whose objectives lead to cornrnunica-

1992-93 Volumes 53-54, Number 2 5 tion "in terms of getting a job done" directly involved with citizen involve­ Changing Behavior and (Hodgson and others 1990). In other ment programs, and establish two-way Making a Difference words, managers may be more communication with the people they interested in "selling" their goals to wish to influence. Achieving these To make a difference in fire safety customers than engaging in the two­ goals is more likely if fire managers in the wildland-urban interface. both way communication necessary for pursue continuing education in the fire managers and homeowners need to effective marketing. Marketing social sciences and other disciplines take action-Shifting and adjusting firesafe development means that that emphasizes interpersonal and their usual ways of doing business. Fire managers must participate in two-way multicultural relations and communi­ managers need to examine their- communication that enables them to cation strategies. • Reluctance to be directly involved learn more about the goals of Fire managers must confront with citizen involvement programs, homeowners and to structure mes­ construction professionals as well as working with people who hold differing viewpoints, and initiating sages that address homeowner goals as homeowners. If people prefer certain social interaction with those in the architectural and landscaping styles well as reducing losses to fire. community The effectiveness of marketing may rather than those that are firesafe, then • Lack of political experience necessary be improved by using the "fly fishing" it behooves managers to encourage for effective interaction with local and model of communication. According architects and landscape architects to community leaders to the model, managers should develop and use alternative designs • Wariness of abstract concepts and "prepare messages of the kind the and materials that are not only alternative solutions (Magill 1988) receiver looks for" and should "deliver firesafe, but have the aesthetic They need to exchange these them where, when, and how they qualities homeowners desire. Fire attitudes and responses and build would be expected" (Hodgson and managers also need to work with the mutually beneficial relationships with others 1990). Accomplishing this, building materials industry to develop the people they serve: again, requires increased knowledge more fire-resistant coatings and • Homeowners • Construction professionals­ of user cultures that may differ from designs for wooden building compo­ architects. landscape architects, the resource protection orientation of nents as well as other firesafe alterna­ developers, builders, and building wildland fire managers. Gaining such tives that are aesthetically pleasing. materials researchers and developers knowledge should enhance the The roofing industry may have • Community leaders, county planners dialogue necessary between fire inadvertently taken the lead by and other local officials, and managers and concerned persons if providing an extensive selection of legislators managers are to refine and redirect attractive roofing material that also is • Insurance and financial industries their messages to improve their chance firesafe. Other industries may be for success (Bradshaw 1992). enticed to follow this lead, provided an increase in profits can be demon­ Working It Out: Talking to People strated. Literature Cited The communication effort also The need to work with home­ needs to target county planners, other Bailey, Dan W. 1991. The wildland-urban owners, to recognize and address interface: social and political implications in local public officials, and legislators to business profit motives, and to the 1990's. Fire Management Notes. develop guidelines, set policy, and identify and gain the support of 52(1):11-18. pass ordinances that improve fire Bethea, John M. 1987. Remarks by John M. background leaders may pose barriers safety. Insurance carriers need to be Bethea, Florida State Forester. In; Gale, to effective fire safety programs. included in this dialogue-to explore Robert D.; Cortner, Hanna J.. eds. People Barriers may fall, however, if fire and fire at the wildland/urban interface: a and create policy incentives that managers resist dealing with "things," sourcebook. Wildland/Urban Fire Interface support local fire safety plans and overcome their reluctance to be Workshop for Social Scientists; 1987 ordinances.• August 6-8 Asheville, NC. Washington,

6 Fire Management Notes DC: U.S, Department of Agriculture, Forest Hodgson, Ronald W.: Simcox. David E.; Pfister, Perry, Ronald W.: Lindell. Michael K. 1990. Service: 7-11. Robert E. 1990. Communicating with users Citizen knowledge of volcano threats at Mt. Bradshaw, William G. 1987. The urban/ of the Angeles National Forest: Report No. St. Helens. Environmental Professional. wildland interface fire problem: can social 2. Chico: California State University, and 1211):45-51. science playa role? In: Gale, Robert D.; Pomona: California State POlytechnic Phillips, Clinton P.: George, Charles W. [991. Cortner. Hanna J.. eds. People and fire at the University: 31 p. Wildland fire in the 1990's; problems, wildland/urban interface: a sourcebook. Jolly, Lane L. 1991. Clark County goes face-to­ solutions, and priorities as seen by fire Wildland/Urban Fire Interface Workshop for face with wildland-urban interface. Fire managers. Fire Management Notes. Social Scientists; 1987 August 6-8 Management Notes. 52(3):31. 52( 1):3-10. Asheville, NC. Washington, DC: U.S. Laska, Shirley B. 1990. Homeowner adaptation Preston, Valerie; Taylor, S. Martin; Hodge. Department of Agriculture, Forest Service; 10 flooding: an application of the general David C. 1983. Adjustment to natural and 12-16. hazards coping theory. Environment and technological hazards. Environment and Bradshaw, William G. 1992. Personal Behavior. 22(3):320-357. Behavior. 15(2):143-164. communication. U.S. Department of Magill, Arthur W. 1988. Natural resource Riley, Douglas J. 1991. Wildland-urban tire­ Agriculture, Forest Service, Washington, professionals: the reluctant public servants. loss mitigation: an ongoing problem for DC. Environmental Professional. 10(4):294--303. insurance companies. Fire Management Craik. Kenneth H. 1970. Environmental Manning, Dick. 1990. Vegetative management Notes. 52( I ):27. psychology. In: Craik, Kenneth H. and in the wildland-urban interface. Fire Rochford, E. Burke: Blocker, T. Jean 1991. others. New Directions in Psychology 4. Management Notes. 51(4): 14-15. Coping with "natural" hazards as stressors: New York: Holt, Rinehart and Winston, Mcl.ean, Herbert E. 1992. Paradise burning: the predictors of activism in a flood disaster. Inc.; 1-121. how to live with wildfire. American Forests. Environment and Behavior. 23(2): 171-194. Davis, James B. 1990. The wildland-urban 98(1 & 2):22-26. Sampson, R. Neil. 1991. The politics of the interface: paradise or battleground? Journal Mills. C. Wright. 1956. The power elite. New environment. Journal of Soil and Water of Forestry. 88( I ):26-31. York: Oxford University Press: 423 p. Conservation. 46(6):398-400. Duster. Troy. 1970. The legislation of morality; National Fire Protection Association. 1987. Sims, John H.: Baumann, Duane D. 1983. law, drugs and moral judgement. New York: Wildfire strikes home! Report of the Educational programs and human response The Free Press: 274 p. National Wildland/Urban Fire Protection to natural hazards. Environment and Conference. Quincy, MA; 90 p. Behavior. 15(2):165-189.

Fire Management Notes­ headings, and development of or focus material. Recently. we improved our Looking for a Few Good on themes or topic areas. production system---editing Mostly Up to You. In some form, electronically so that the magazine can Ideas the FMN group will be in touch with a move from manuscript directly into few of you-to find out what topics page-a first step toward timely From the Inside Out. As this issue tweak your interest. What articles, for information in a timely production of Fire Management Notes (FMN) goes instance, have helped you understand framework. to press, the FMN general manager an operation more clearly, helped you Send the Word. If you have ideas Fran Russ is assembling a group to work more safely and efficiently, or long and carefully concealed wishes examine the goals for the magazine and guided you to training opportunities for FMN, this is the time to share them. how those goals are achieved. For the you did not know of before, Write or call Fran Russ, general past three years, FMN has made a encouraged you to push toward manager, 202-205--0891; DG:WOIC or concerted effort to improve itself in excellence, or just made you feel good Doris Celarier, writer-editor, 202-205­ small. but important ways: better about being a part of the firefighting 1020; DG:WOIB at 201 14th Streer SW, communication with authors; more community? Washington, DC 20250.• exacting definition of technical rerms; On Our Way. This review will easier access to information through the touch on topics covered. the depth and Doris N. Celarier, writer-editor. use of highlights, breakout background style of coverage, use of illustrations, Public Affairs Office, washington. DC paragraphs, detailed information in and the graphic presentation of

1992-93 Volumes 53-54, Number 2 7 Public Involvement in Fire Management

Valerie Chambers

Public involvement program manager, USDA Forest Service, Puhlic Affairs Office, Washington, DC

Fire management in the Forest Learning by Listening-and processes: the revision and update of Service and other agencies today looks Talking: The Tok Fire an Escaped Fire Situation Analysis a whole lot different than it used to. It's and the development of a Fire Reha­ not just about stamping out forest fires Although thousands of fires occur bilitation Plan. Individuals from the in the most expeditious way possible. annually in Alaska and many grow to community and representatives from Instead, fire management, like so many be large fires, most are in remote local agencies voiced their concerns other government programs, has come locations. In July 1990, the Alaska and were encouraged to work with the under intense scrutiny from a well­ Division of Forestry knew that the operations and planning team mem­ educated and sophisticated public. Tok Fire, more complex than most, bers. Within several days of the People's expectations are higher now would be in the spotlight. The fire, Incident Commander's arrival, the than they once were. Concerns such as which grew to over 96,000 acres team, with considerable input from the protecting ecosystems; the economic (38,851 hal, was located near the public. developed action alternatives. burden of fire suppression; the goals of communities ofTok and Tetlin at the analyzed potential outcomes, and State, local, and tribal govemments; air junction of two major highways selected a preferred alternative. quality; the urban-wildland interface; thousands of tourists travel during the Residents and tourists were kept global warming-i-you name it-now summer enroute to vacation destina­ informed about the fire through bear considerably on our fire manage­ tions in Alaska and Canada. factsheets, news articles, and photo­ ment programs. Involvement During a Fire. graphs placed by the incident informa­ Fire managers cannot afford to rest While firefighters were out on the fire, tion staff at a popular visitor center on the laurels of a successful and representatives from the community of along the Alcan Highway. decades-old fire suppression program. Tok, the Tetlin Native Corporation, The Incident Commander used a Managers need to move at times from and State and Federal organizations community leader from Tetlin to the public information end of the including the Alaska Division of identify issues, advise on Alaskan continuum to true public involvement Forestry, the USDA Forest Service, native culture and special environmen­ where the public is engaged with us in and the U.S. Department of the tal conditions (such as permafrost), dialogue about larger societal questions: Interior Bureau of Land Management and distribute information to residents. How much fire suppression and at what all provided real-time input into the Was It Worth It? The interaction cost? How do we preserve national management of this large fire. between the community and fire "shrines" like Yellowstone and Much at Stake. The small managers served to lessen anxiety and Yosemite National Parks for human communities ofTok and Tetlin had misinformation and create greater trust enjoyment without compromising much at stake. Residents worried between the local communities and ecological integrity? What do we need about threats to homes and businesses land managers. In this case, public to forgo (for example, some level of air and potential damage from the fire and involvement was about gathering quality for a reduction in fuels in the fire suppression activities to subsis­ valuable information from residents, urban-wildland interface) in order to tence fishing, trapping, and hunting. but even more importantly, about protect something, or can we have The situation was complicated further building relationships-with payoff both? by the need to evacuate Tetlin, a both during the fire and for long remote town threatened by the spread afterwards. of a fire front several miles wide.

Special thanks to Jerilyn Levi. program analyst. "Get the Public Involved," Said How To Involve the Public More in USDA Forest Service. Fire and Aviation the Incident Command Team, Early Planning and Decisionmaking, Management. Washington, Dc' and Barbara on, the Incident Command Team Kennedy, public affairs officer. USDA Forest asked the public for its input. Public Local Groups. What can fire Service. Pacific Northwest Region. MI. Hood involvement was managed by the team managers do to involve the public National Forest. Gresham. OR, for assistance more in planning and decisionmaking? with this article. through two existing planning

8 Fire Management Notes Do we have time on a big project Understanding the Service and a discussion ofever­ fire to do public involvement? Or Social and Political changing social and political forces in any other time of the year? What's society. the payoff? Dimension • Look at mass media coverage of fires and fire management issues. Fire managers need to have a sense • Engage in policy discussions with the For starters, it's not necessary to re­ of the historical, political, and social public to help broaden the level of invent the wheel or pack out the context of fire management if they are understanding. Grange hall once a month. Critical to plan programs that meet with public • Learn about the human dimension of ecosystems in your local area by relationships built during fire sea­ support: • Brush up on your Stephen Pyne-­ taking the time to talk with residents son-with the State forestry depart­ read or reread his "Fire in America," about cultural considerations and ment, local fire departments, county an excellent overview of fire historical relationships. commissioners, sheriff's office, and management history in the Forest homeowners' associations---can be fostered the rest of the year as managers plan fuel reduction and silvicultural treatments, preseason What do managers gain from better with a program to fix it, when a few training, and fire prevention activities. relationships and dialogue with the telephone calls to key contacts in the Local people who were overjoyed at public? For one, an informed and community might confirm that there's the arrival of yellow- and green-clad active citizenship is to our advantage not really a problem or that some other firefighters the summer before may if we are to successfully carry out approach would cost less and work a want to stop by the office and com­ programs in the public's interest. lot better. ment on fire management plans during "Partners." both public and in the State-of-the-art fire management the winter or even participate in agency, are needed to fund fire requires much more than money and training sessions or in a critique of the management, to gather important advanced technology. Public involve­ previous season's activities. So keep information, to solve problems, and to ment, along with an understanding of the door open. Some preseason foster public support for fire manage­ the social and political dimension, is a agreements and decisions can be ment programs. We lay the ground­ logical and important part of modern­ reached with involvement from work for these partnerships by getting day fire management that we can't do communities. This can help prevent out in the communities, listening to without. Done with the purpose of those uncomfortable situations when people's concerns, and encouraging listening to and learning from the people suddenly show up at the base them to be involved in helping define public and of building long-term wanting to "fight fire" and have to be and solve the problem. So often, we relationships, the payoffs are substan­ turned away. layout the problem and charge ahead tial. • Interest Groups in Urban Areas. Interest groups in the cities also have a stake in public lands such as the national and State forests and parks, and wildlife refuges. They would probably like to know about planning meetings. All it takes is a telephone call to a contact in an interested group to determine if its members would like periodic updates or to be involved in some way.

1992-93 Volumes 53-54, Number 2 9 Handtool Sharpening Sharpening Limits

BLADE HOE Gauge BLADE aILS J~~~~ Gets Rid of Guesswork in ~ Handlool Sharpening. The handtool f • .I sharpening gauge, developed by the L.! \..,J Missoula Technology and Develop­ ment Center (MTDC) in 1992, is a NO Go-Dltlcard Tool NO Go-DltI~rd Tool guide to the proper cutting angle for a number of firefighting tools: the Hand Tool Pulaski (both ends), axe, shovel, Sharpening Gauge Shovel combination tool, and McLeod. For the (Axes, Pulaski, Shovel, Combl Toot, McLeod) Combl Tool Pulaski, it also has a "no-go" line that McLeod shows when the head is too worn to Blade edge angle Is correclll tool refurbish. By using the gauge, tool fits in 50° notch blades arc inspected and sharpened but not In 0 more accurately and conveniently. 40 notch Pulaski Hoe Convenient. The gauge weighs 4 0" lI2 ounces (142 gm) and,measures 3 by 8 inches (7.5 by 20.32 em), an easy-to­ Figure 1-8mll sides ofthe handtoot sharpening gauge: One side shows the proper cutting angle: carry size and weight for using in the the other. the limits ofsharpening. field. Where To Use. The gauge is ideal for caches, fire camps, or wherever large-scale sharpening operations are conducted. The idea for the sharpening I gauge originated in 1988 among cache managers and others looking for a fast, accurate way to refurbish tools. Where To Obtain More Information: Bob Hensler, project leader, Missoula Technology and Development Center, Building I, Fort Missoula. Missoula, MT 59801; telephone (commercial and FrS)­ 406-329-3929: DG-B.Hensler:ROIA. How To Purchase. General Services Administration: individually, in a box of 10, and a case of 100 (10 boxes to a case) at a unit price of $6.39. (Unit price remains the same regardless of number purchased.) NSN 5210-01­ 324-2776. NFES 0510.• CJ" " Bob Hensler. project leader, Missoula Figure 2--Gallge is used to check mid-section ofblade. Photo credit: Missoula Technology and Technology and Development Center, Development Center. Hans Wi/hrecht. Missoula. MT

10 Fire Management Notes +"------~ Imagine little Red Riding Hood without a forest.

Figure 3-Gal/ge is used to check angle ofhoe. Photo credit: Missoula Technology and DevelopmentCenter. Hans wilhrecttt.

PLEASE be ve,y w,elul wit~ matc~es. Because wit~out t~e forests. life is unimaginable.

OnllJ You Can Prevent Forest Fil'es. -~-6-- ... U'iDA fe,..,,1 s.",~~.,J ~O"' Slot. fo"",te•. ...

Figure 4--A Pulaski hoe is measured on the sharpening limits gauge. Photo credit: Missoula Technology and Development Center, Hans Wilhrecht.

1992-93 Volumes 53-54, Number 2 Behind the Scene With an Incident Information Officer

Maryjane Cavaioli

Supervisory public information technician, USDA Forest Service, lnyo National Forest, Mr. Whitney Ranger District, Lone Pine, CA

When the phone rings at 2 a.m. and was not the same one my family dealt with. Local lawmakers will want the caller tells you to be at a tire 500 watches. to know what's going on. You may miles (805 km) away in 2 hours, the Major Responsibilities, The have a congressional aide or even a incident information officer, just like experience did make me immediately member of Congress checking out the everyone else who battles a wilderness aware of the seriousness and responsi­ threat to his or her constituency. A blaze, grabs a prepacked fire bag and a bility an incident information officer wrong answer can create all kinds of tent and heads for the door. But on the position carries. Little jokes and asides problems. way out. the incident information are out of order here, because what­ National Interest. If a large fire officer also grabs a briefcase or two.. ever you say goes out on the airwaves threatens lives, structures, or popular crammed with everything past and you are going to have to live with landmarks, there will be public and experience has taught is necessary, it (maybe for the rest of your life and media interest from outside the area. plus a still camera and a video camera, your children for generations to Often the incident information officer if available. Also taken is an extra fire come). So are the Incident Com­ is asked to give live updates to radio bag stuffed with Forest Service mander and all the agencies involved stations by telephone. Much of what uniforms to wear when working with with the fire. That is why you'll often goes into the newspapers also comes the media, a battery-operated blow hear, "I don't know, but I'll check it from telephone interviews, and dryer guaranteed not to melt makeup, out and get back to you." Part of your newspaper staff photographers seek and whatever else is needed to be on­ responsibility is to make sure you do your advice on good places to get camera ready for television at any get back to the press, public, lawmak­ shots. Television crews want action hour of the day or night. ers, other agencies, or whoever else shots-lots of flames-and short, Why? Because it is almost guaran­ asks a question. attention-getting quotes-the sound teed the moment you arrive at the fire Crucial Deadlines. All media bites. You are expected to issue scene, someone from television news people have deadlines the incident factual news releases that everyone in is going to thrust a camera in your information officer must consider if the media will want to develop into a face and start asking questions on a the officer is to maintain good story with a particular angle. live, from-the-scene telecast before working relationships with them. I you have had time to glance at a map recall sending a television news­ Person to Person or an Incident Status Summary giving woman to another location for some Often when private property is at you current information on the fire. "good flame" footage. Right after she risk, the fire inforrnation center will be left, the fire blew up with "big flames" full of concerned citizens wanting to The Media and the Information where I was with all the reporters who know if their homes or those of friends Officer had been monitoring the radio. When or relatives are at risk. Some people she came back, all the excitement was My first experience with media are going to be irate because of the over, and she screamed at me for relations on a fire was as a green danger, and others will be emotionally spoiling her coverage and making her incident information officer trainee, upset because everything they own is late for her deadline. but I had been warned by more going up in smoke. The incident "Burnout" Hazard. To the experienced friends in the field. So I information officer has to deal with uninitiated, the job sometimes looks managed to get through it without each individual sympathetically and in glamorous. Your name gets in the inserting my foot into my mouth or a professional way. During some fires newspapers, and your face appears on looking too camera shy. Actually, I causing severe damage to or even loss television. But in reality, there is a didn't say much except that I had just of private property, extra staff with high burnout rate among incident arrived on the scene and, as soon as I counseling experience are brought in information officers because of the had been briefed, I would get back to to help the public fill out insurance demands. All public and media them. Fortunately, the fire was far claim forms and deal with the over- questions and concerns have to be from home, and the Action Newscast

12 Fire ManagemenI Notes whelming emotions arising from the from distracting the Incident Com­ The moral of the story is never turn loss. mander. At the same time, an informa­ your back on a fire when talking to Morale of the firefighting staff is tion avenue between the Incident the news media, also a concern for the incident Commander and these publics must be information officer. Often this maintained. Being able to do this is involves producing an incident the mark of an accomplished incident newsletter so crews can keep track of information officer. everything the press or public is going who's doing what on the fire, what's Sometimes, incident information to ask, the information officer's happening with the fire, current news officers have to run interference with networking to build information events, and sports scores. Special personnel on the fire who see the sources for each type of event is an cartooning talents are sought for the occasion of reporters interviewing important part of preparation. newsletter. Morale boosters and them as a chance to air personal View From the Trenches, I asked information sharing may also involve grievances. I was on a fire that was several information officers to share preparing bulletin board displays and threatening a community inside a experiences for this article. My handouts as well as making personal newly designated wilderness on one favorite was a city fire department appearances in affected communities. such occasion. The community information officer who was on live members were upset because a large television, his back to the fire, telling Command Staff Duties dozer firebreak had not been placed the interviewer that everything was between their property and the under control. At the same time, the The incident information officer or wilderness. A newspaper reporter was camera showed that the fire was an assistant attends planning and interviewing fire personnel stationed building fast and was totally out of command staff meetings to get up-to­ in the area to protect structures. One control. Indeed, a moment later, the date information on the fire. Those employee used the occasion to start information officer and the television facts are augmented by reports from criticizing Federal fire suppression crew had to run for it. The moral of field incident information officers who policies. It was not too long after the the story is never tum your back on a get updates frequently from the line Yellowstone fires, so he got the fire when talking to the news media. and pass the information on. The reporter's full attention. I had to pick a Another related "one of the Incident Commander has to give moment I could break in and explain funniest, most exciting things that permission before any information can wilderness policies and the fact that a happened" during one information be given out to the media. The decision was currently being made on officer's career. While serving on the incident information officer's primary whether to construct the firebreak Gorda-Rat Fire on the Los Padres source of approved information is the because of danger to the homes. National Forest near San Luis Obispo, Incident Status Summary (Incident Fortunately, my intervention defused CA, the incident information officer Command System Form-209). the situation. received a call from a Catholic Running Interference monastery. The caller described the Handling Disasters monastery's location, asked where the Aside from getting the news out head of the fire was in relation to the More Than Fire. The information quickly and accurately and presenting monastery, and requested a recom­ officer may perform duties at any the policies of the agency in control of mendation on what to do. When the incident involving the Incident the incident, an incident information officer checked the incident map, he Command System. An incident can be officer's first priority is to run found that the monastery was in a fire, flood, hurricane, earthquake, interference for the Incident Com­ harm's way, directly in the path of a hazardous material spill, serious traffic mander. For instance, the incident fast-moving 30,000-plus-acre (12,000 accident, or even a volcano. Since it is information officer must keep the ha) fire. The officer's recommendation impossible for one individual to know media, the public, and elected officials was to "get the hell out of there, not to

1992-93 Volumes 53-54, Number 2 13 pack anything, not even a change of had been ordered to "get the hell out Impact on the Future clothes but to leave immediately." of the monastery." Embarrassed, the He then called the Incident Com­ officer apologized for swearing. The Humor aside, these stories reveal mander and reported the monastery's priest replied that he felt the officer that the incident information officer situation. The Incident Commander was the hero who had saved the plays a pivotal role in Incident sent over a strike team of large city monastery. The incident information Command and firefighting agencies' fire engines he had been unable to use officer told the priest all he did was operations. As David Hanson stated in on other areas of the fire but thought call the Incident Commander and the his Fire Management Notes article, might work well for protecting the strike team of engines had done the "Command Staff Helps ICS Work" monastery. The strike team worked rest. (volume 51, no. 2), 'The way public through the night, burning out around The priest then asked the incident information is handled on an incident buildings and hosing down structures, information officer if he was a can affect ongoing incident operations and by daylight had saved the monas­ Catholic, or if he would like to and the agency's ability to function in tery. become a Catholic. The officer the future." Several days later, the incident politely declined. The priest then We need to fully recognize the information officer was approached at asked if the officer would like the need for and abilities of our incident the fire information desk by a priest priest to bless him, and the officer information officers and the important who told him he was the caller who figured-it couldn't hurt. position they occupy. •

",;"1;,:;',,, " ,"d.,:"'" ..,"., , . Elena Rios and HerBrush Aff~iisOfficeo;fim iiJtheAudi;~rs for;:g~esti;;g With:Fi~e", "intendent, shedevelop .':, ,,' '",'/' , .Buildirig-c-anartist's story ofwildland - a~.'~;exhibi(oft"ire"tYghting; 'the'manY ";,,~1 ''''~;Ari Ex~ibi~ i~'th~,Was'hiri'gtOil,J!: 'Jirefig~,ting tofd'through.an exhibit-of ,staff members i'n the Los.Padres ; :,Ofnce;.F?( 2we~"ks'in'AP~"I,Elena , her charcoal an.dmi'xedmedia .drawings. "Supefviscr's'Office 'inil01~ia,·'CA, for ""R.i.Qsbr,ou~ht,to th~,:v~ash'i~gt()n":., "," }'lie Artist,t~e'Fi'refight~r, Ri,os, .:. helping-in many ways; big'andsmaH; t,"',,,:;:': ·..;,:,()ffi,~e~t~~:w~lkwa)" to the:,Shi~f' s who received her 'Bachelor of Fine Arts and former State',ahd:Privat'e Forestry . ~lJnrerence"Ro?~::~I1d:tothc' Fi~ arid " degree in ,1986 from the Sa;rl Fra'Tlcisco Deputy .Chief:A,"anJ,:Wesrfor AVia!;onMaii~geri1ent ~~d,Public'· ' t~' ",' '"" '.." . Art Institute, is also a USDA Forest bringing the exhibit Washington. Service firefighter whostarted The"u1:iual details ofwildland fin:~~' . .-----.-y:]*" in firefighting on the Sequoia the red and-orange of wildfire.fhe " .::ltlT ,~~\INatiiJnal Forest after sh~'had equipment, and the people were, . ~, J\~ ,Pl,grad,ua,tcd irom, the institute. ,thereL,.y~s~it was.aftrcfine sense , (' 1\ f ·idCurrentIY"she is,'!'m,'ember-of experience. 'Buttheiexhihit:offered' , ~ \ ~the Los Padres Hotshots. At a something more-c-the.firelinc from.a "" . "fire, her skerchbookis .never point o(view,: The''r~rocity of.the flash!" far aw~Y'. Sh~ has pa~)sip~l~d andihundefi,~tair.craft,dropping· .: .n 'I., in"~~~e~bus 'art shows ~-u~h~ , retardant; the exhaustion of the resting as the J990 La Hispana firefighter-whose large-booted foot , National Fine Arts .looms'forward .tcward the viewer; the .Compeuuon an;'-l EXhibi~ion~ 'strengthiD the eye ot~the female .. Albuq uerqu~/NM;"where'her " smok~j.~ml?er.• entry w~sawarded first place, " J ' ,"[[tc'/!" .Rio,\' e.\J;'.(lil1ilIg'()lle41;el'lJriiwilfgfi//tj;~j;,;:1~:;'·"· Ricls's e~hibircalne to' 'Dorish'~',;Celat-ier, ";~;i{~'~·~edij~:':, art'exhihi! hrougllf fOrhe;WjHhin~~folJ O)fi('(' ill "Washi~gton;th~~ugh the'enco4rage-,: ",,, Ii ';,USDA' ForestService.Public Aji'aii's .6pril;'PJiqi(iJ:redif:': Jill Biillel,:n'{?i.\:;el";,VSDA,·":.·,, :,:h~,~~~i:~n~: ~~tio~~:of;~;~.ryp,e~I?I.~i: :i:: ," " .., Pfti'cC,; ;Wa§i~i~gt~f1'; be, -, ' '. ~-,: Fij/'6(S~;itke W~i~!.tiii~~f()/i:~E(". " :;;, ,:", ,:]1' j, M" a'~~,r~~n~n~-"hc,r,. :E:~,,~t~h.,,or iupeT~.". """:,'.':'.,','i:;,." ,,' ";:.:"" ''-':::,. 'i,::!l,· . "'I;' :1",., , " , '.'., '.1'" I! ',r" I! ' '", '" , ..:~: 1,1' c ,,~ 'a-'--' ,if,," "" """" • ,. :1:1:" "', .:': ' ,:.'

14 Fire Management Notes Another First-Human Resource Specialist Training at NARTC

Melanie Goss

I Formerly personnel officer, USDA Forest Service. Northern Region, Lewis and Clark National Forest, Great Falls, MT

., A diverse group of 26 individuals , from the USDA Forest Service and the " Department of the Interior National -I Park Service (NPS) and Bureau of .~ Land Management (BLM) attended I the first Train-the-Trainers of Human I, Resource Specialists course at the National Advanced Resource Technol­ I ogy Center (NARTC) in Marana, AZ, I on April 20-24, 1992. I • I Since 1988, human resource specialists have established them­ selves as vital members of the fire organization with a critical role in assisting colleagues during fire emergencies. Successful Incident Commanders and other fire managers have learned the value of these specialists and have effectively used small~group their skills.' The NARTC course gave Human resource specialist trainees, making a presentation at Train-the-Trainers of Human Resource Specialist course in Marana. AZ, in April 1992. Photo credit: Harry Croft. Fire and top specialists from all over the United Aviation Management. Washing/oil. DC. States the opportunity to pool their ideas about this position. They and individuals new to the program and Administration Allan J, West and Keynote Speech: "An Integral Part together experienced a model course William Rice, respectively, approved of . .. Team" that could be used for future training. the task force's recommendation to This course was the culmination of construct a national-level training Former Deputy Chief Allan J, West several years' effort to plan and hold module to improve the effectiveness gave the keynote address for the such training. While several Forest of the specialists and to stress the course on Monday evening. He Service regions and State agencies continuing need for these important clarified and reiterated both his and have had human resource specialists members of the fire organization Forest Service Deputy Chief for on fire assignments since 1988, there (USDA Forest Service 1990). Administration J. Lamar Beasley's had been no nationally recognized The human resource specialists in support for the human resource standard for training. A task force Marana represented a diverse cross­ specialist position. Specifically, he said, "I have a personal interest in and (') from the Forest Service Fire and section of the workforce, Of the 26 Aviation Management had recom­ students, 10 were from a professional commitment to the creation and rl mended standardized training nearly 4 series (predominantly foresters); 9 execution of the Human Resource ;\,. years before the first course was held. were from administrative fields (7 Specialist Program as well as to this In 1990, then-Forest Service Deputy from personnel); 6 were technicians; course in Marana. The human re­ Chiefs for State and Private Forestry and I was from the clerical support source specialist is not just another staff. All regions of the Forest Service fire camp specialist. ... You are an were represented. integral part of the fire management team," 'See the article, "Human Resource Specialists in Action," Fire Management Notes 52( I):22-23, written by Melanie Goss. I

I 1992-93 Volumes 53-54, Number 2 15 I Course Content and Presentation The first Train-the-Trainers of to give the perspective of a line officer Human Resource Specialists course, and a national Incident Commander. Because the course was created to held at the National Advanced They talked about the value of the train students to return to their own Resource Training Center human resource specialist position and agencies and train others to become April 20-24, gave top human what it has been like to work with J human resource specialists. the resource specialists the opportunity human resource specialists. Both instructors designed a course that to take the course some of them agreed the specialists are the critical could be used in the future. The had helped develop along with link between incident employees and instructors gave the students a I-day individuals new to the program. the Incident Management Team. overview of content and presentation Another speaker, John Berger, style for such a course. (Normally, it Pacific Northwest Region mental would take 3 to 4 days to present the presentations on subjects such as those health coordinator, provided a 4-hour material.) Subjects included: listed above. (The instructors tried to session on critical incident stress • The role of the human resource place students from different agencies debriefing (ClSD), a process that specialist and parts of the country into each helps victims deal with the aftershock • Equal employment opportunity and group as well as experienced human of a traumatic event. This presentation civil rights policies and procedures resource specialists with those who oriented the students to the role of the • Dealing with inappropriate had little training in this area.) Once human resource specialist in such behavior a group had developed its "unit," critical areas as facilitating a debrief­ • Working with other incident members presented the material to the ing. ClSD has been used on many fire personnel entire class. These presentations gave incidents to help personnel cope with Following the overview, the students an opportunity not only to such events as the loss of a firefighting instructors placed the students into practice teaching the course but also to colleague through death or suicide or a smaller groups to develop their own view and experience a variety of "near miss" from some kind of fire teaching styles. After each group had catastrophe. finished teaching a unit, the instructors Lonnie Lewis, regional vice What is NARTC? and students evaluated the presenters' president of the National Federation of content, organization, delivery, Federal Employees (NFFE), spoke The National Advanced Resource clarification of issues, and points about the role of the union representa­ Training Center (NARTC) is a emphasized. These critiques were tive and how that individual's work recognized "graduate school" for intense, but constructive, and provided national-level wildland fire training. relates to the human resource The Chief of the Forest Service specific suggestions for improvement. specialist's responsibilities. Lewis endorses all courses, which require that In fact, because each subsequent pointed out each should be aware of instructors maintain a high standard of group benefited from hearing the the other's presence at the incident evaluations of the previous groups' excellence in both preparation and base and that they should strive .I delivery. Both trainers and trainees are presentations, delivery of the training toward cooperation in solving prob­ selected based on their experience and material continuously improved. lems. f their dedication to course objectives. I I While most NARTC courses are Guest Speakers The Future fur the Course fire management related. many other resource topics are represented in the The course included a number of This training course marked an NARTC catalog: minerals, pesticide guest speakers. Mark Boche, forest important event in fire management applications, lands. aviation, and supervisor. Malheur National Forest. history. The next important event burned-area rehabilitation. Nearly all and Gordon Reinhart, retired Type I would occur when the trainers courses are multiagency in attendance Incident Commander. formed a panel conducted their own courses back at and training cadre.

16 Fire Management Notes " I

Major Contributors: their home units. At least one student started." The trainers vowed to accept Development of the Train­ reported that she was already sched­ his challenge, • the-Trainers of Human uled to present a course in her region a few months later. Literature Cited Resource Specialists Course When will the next Train-the­ USDA Forest Service, Fire and Aviation Trainer course occur? A similar course • Harry Croft-Then-budget coordina­ Management. 1990. Workforce diversity, a will be scheduled as needed, probably model for the future. Washington. DC: U.S. tor, Forest Service, Fire and Aviation not for several years following the Department of Agriculture, Forest Service. Management, WO Marana training. Because 26 individu­ Fire and Aviation Management; 26-34 and • Jef Jefcoat-Equal opportunity app. D. assistant, Forest Service, Pacific als had been trained in 1992, it was Southwest Region now the agencies' responsibility to • Janet Anderson-Tyler-District ensure that each has the opportunity to ranger, Forest Service, Mt. Hood "carry the message" to others in his or R E :\1 E "I B E R National Forest her part of the United States, • Donald Phillips-Forester, Forest Former Deputy Chief West finished Service, Lassen National Forest his kickoff speech at the outset of the • Lorrene Schardt-Management course by challenging the specialists analyst, Bureau of Land Management to "pass on all the good training you • Melanie Goss-Then-personnel are about to receive and continue to officer, Forest Service, Lewis and 5 maintain the tradition you have Clark National Forest ',uSC'""

Smokey Bear 1993 Picture the Seven Dwarfs Campaign The Smokey Bear public service without a forest. announcements in this issue featuring Little Red Riding Hood, Hansel and Gretel, and the Seven Dwarfs are part of the 1993 Cooperative Forest Fire Prevention campaign. To be used in a ; campaign, the ads must be approved by I the USDA Forest Service, National 'I Association ofState Foresters, and the Ad Council. Foote. Cone & Belding, Inc" is the volunteer agency that LEAS E puloul all youP campl;pes completely. designed the ads. PBecause a burnt forest is not a pretty picture. Only You Can ppev.nl Fopesl F.p.s.

~~~r!J==-."__6

1992-93 Volumes 53-54, Number 2 17 Smokey and the American Cowboy­ Eastward Ho!

Rick Higginbothan and Marvin Dahlemont fITis Assistant ranger andforestry technician, USDA Forest Service, Mark Twain National Forest. ~,fTlfENT OF AGR\t~&. Potositrredncktown and Houston/Rolla Ranger Districts. respectively, Potosi and Houston, MO

Although Missouri may not be thought of as a cowboy hotbed, it is home to some of the finest and most respected rodeos in the country. Since 1990, the Mark Twain National Forest in Rolla, MO, has been using some of these rodeos to deliver a special fire prevention message. The program is called "Smokey and the American Cowboy." The rodeo is one of America'5 oldest sporting events, with an annual paying audience rivaling that of professional football, Its popularity is increasing every year. Many rodeo competitors and fans are outdoor enthusiasts and frequent users of public lands, a perfect audience for fire prevention messages. The Smokey and the American Cowboy public service program teams Smokey Bear greets a rodeo audience .flankcd hy hull riders Charles Sampson and Ted Nucc, Photo up two of our Nation's most recogniz­ credit: Professional Rodeo Cowboys Association, able symbols-Smokey and the cowboy-in a worthwhile cause, wildland fire prevention. The concept of the most prestigious rodeos in the program elements: Smokey Bear is simple. Through his partnership country, 1990 was the first time it has arena appearances; fire prevention with the Professional Rodeo Cowboys been used in the Eastern Region. The displays; autograph parties with rodeo Association, Smokey Bear brings his program is warmly received at some celebrities; free promotional materials; "protecting America's heritage" of the biggest (and smallest) rodeos in rodeo parade appearances; prerodeo message to the rodeo through public the United States. visits to schools and shopping malls; appearances, special rodeo theme poster and essay contests; and promotional materials, and public Tailoring the Fire Prevention publicity through radio, television, and service announcements. Message to the Community newspapers.

It Started With Gene Dowdy Approximately 40,000 acres Missouri Events (16,188 hal in Missouri are consumed The Smokey and the American by wildfire every year, and the The fire management staff at Mark Cowboy concept was the brainchild of Smokey and the American Cowboy Twain National Forest are the driving former rodeo contestant Gene Dowdy, program helps get the fire prevention forces of the program in the Missouri a long-time Forest Service employee message to the outdoors crowd. This area. In 1992, the Mark Twain and the program's first national program, unlike some other prevention National Forest participated (and will director. The partnership Gene forged programs, allows each fire prevention also do so in 1993) in six area rodeos. with the Professional Rodeo Cowboys officer to tailor a fire prevention These included the Cape Girardeau Association is a natural. Although the message to the local people and local Shrine Club Rodeo, the Licking program has been used throughout the problems. A typical program can Chamber of Commerce Rodeo, the West and has become a part of some involve any or all of the following Sikeston Jaycee Bootheel Rodeo, the

18 Fire Management Notes Eminence Rodeo, the Auxvasse Beginning in 1990, Mark Twain and current front runner for another Rodeo, and the American Royal National Forest in Rolla, MO, has title, took time between his bareback, Rodeo. The American Royal Rodeo, been using the rodeo to deliver a saddle bronc, and bull riding to sign held in Kansas City's Kemper Arena, special tire prevention message posters and cards. With all the is one of the Nation's largest rodeos through the Smokey and the support the program has received from and kicks off each new rodeo season. American Cowboy program. the rodeo cowboys association, rodeo Smokey's participation in these rodeos committees. and the public, the included shopping mall appearances, program's potential east of the "meet Smokey" times before each cowboys have become supporters and Mississippi River is exciting. Hope­ rodeo performance, rodeo parades, fans of Smokey and lend their time to fully, the Smokey and the American and nightly arena appearances. help promote fire prevention. Several Cowboy program in Missouri and Altogether, this year's program has of last year's World Champions have surrounding area will continue to grow brought Smokey's fire prevention taken the time to autograph Smokey and become the standard of wildfire message to well over 400,000 people and the American Cowboy promo­ prevention that it is in the West. • in Missouri. tional materials that were handed out Acceptance of the program has to rodeo fans. Even Ty Murray, the been enthusiastic. Many of the three-time World All-Around Cowboy

'I , j

1992-93 Volumes 53-54, Number 2 19 Continuing Success Story of Training \.- Wildland Firefighters

Denny Bungarz and Richard C. Wharton

Training coordinator and administrator, National Fire Fighter Joint Apprenticeship and Training Program, Sacramento, CA

From January 1990 to the end of 1991, 361 men and women from the .' USDA Forest Service, Department of the Interior Bureau of Land Manage­ ment (BLM), and the Hoopa Valley " Indian Tribe have entered the National Fire Fighting Apprenticeship and Training Program (NFFJATP) in Sacramento, CA. The Forest Service and BLM firefighters come from Oregon, Washington, Nevada, California, Utah, Idaho, Montana, and Arizona. The tribe lives in northern California. In those 2 years, four groups took the basic training course. The program consists of a 4-week basic academy that covers: • Wildland firefighting safety • Fire behavior • Use of tools • Physical fitness training Fireline construction training at the basic apprentice academy managed by the National Fire Fighter • Introduction to hazardous materials Joint Apprenticeship and Training Program at Sacramento, CA. Photo credit: Denny Bungarz, NFFJATP.

Following this intensive program, In the spring of 1992, officials from the graduates enter a I6-working­ the agencies and the tribe had a month agency or tribal apprenticeship number of questions about the success program. Their apprenticeships of the program. To answer these and require 600 hours of manipulative and other questions, the NFFJATP offered classroom training as well as super­ to conduct a survey. In March 1992, vised experience fighting fires. A 4­ the survey was sent to fire manage­ week advanced academy follows the ment officers in the BLM and the apprenticeship program. Once the Forest Service. (The Hoopa Valley apprentices have completed the 18 tribe contracts for the NFFJATP months' training and apprenticeship, training through the Forest Service.) they become joumeyperson wildland The survey requested information firefighter specialists. (Apprentices about agency and tribal apprentices with appropriate wildland firefighting still in the program, apprentices who experience receive credit, not to left the program before attaining First responderfirst-aid training at the basic exceed 6 months, so a number of joumeyperson status, and the present apprentice academy managed hy the National individuals become journeypersons occupation of those who had become Fire Fighter Joint Apprenticeship and Training Program at Sacramento, CA. Photo credit: within 12 working months after the journeypersons. The results of the Denny Bungarz. NFFJATP. basic training.) survey are in table 1.

20 Fire Management Notes Table I-Breakdown ofdata on NFFJATP enrollees A high percentage of employees ,. selected for the NFFJATP remain in Number wildland firefighting careers with Number transferred tlte Forest Service. Bureau of Land i, of basic Number Number to another Management, or the Hoopa Valley academy converted to still agency or Percent left Indian Tribe, Group graduates journeyperson active to tribe program's

I (1990) 107 80 15 2 II (n=12) ** Analysis of the Data 2(1991) 90 8 76 I 7 (n=6) 3 (1991) 86 3 71 0 I (ne12) Analysis of the data indicates about 4 (1991) 78 0 78 0 0 8 percent of the apprentices left the program prior to reaching journey­ Total 361 91 240 3 8 (n=30) person status. The data also show that

"Thirteen apprentices were removedfrom the program for the following reasons: absence without gender and ethnic background have no teave.faited step test. and inferior performance. Seventeen apprentices resignedfor the following bearing on whether or not a person reasons: health, tegat problems, return to school, hetf~r joh and pay. or moved out ofagency leaves the program. jurisdiction. Of those reaching journeyperson **Although III signed up forthe program. 4 did nor start the training program. status, most are in GS--462-5, Forestry Technician, positions in wildland fire Journeypersons Converted One person from the Hoopa Valley occupations. Few people completing Indian Tribe had a position equivalent the program left Federal or tribal By the spring of 1992, the 88 to a OS-462-6, Station Foreman, and service. Of those transferring to other apprentices from the Forest Service two were equivalent to 03-462-5, agencies or the tribe, all of the and BLM who had become Firefighters, journeypersons remain in the wildland journeypersons had the following fire fire occupation. Of the transfers from positions: Transfers one forest to another or BLM district • 58-OS-462-5, Assistant Fire to another, all but one of the appren­ Engine Operator, Lead Crew As shown in table I, three individ­ tices or joumeypersons still have Member uals transferred to other agencies or careers in wildland firefighting. • 8-0S-462-5, Fire Engine the Hoopa Valley Indian Tribe. One This survey shows a high percent­ Operator Forest Service apprentice transferred age of employees selected for the • 6-0S-462-5, Hot Shot Crew to the BLM and another to the tribe­ NFFJATP remain in wildland Member both continued in wildfire positions. firefighting careers with the agency '1 • 5-05-462-5, Hand Crew The third transferee did not take a fire and forest or BLM district where they Member, Fuels position but became a OS-462-5, began or with the tribe. The percent­ • 5-OS-462-5, Fire Prevention Cultural Technician, for the BLM, age of apprentices removed or Technician Of those who had transferred from resigning from their positions is low. • 2-0S-462-5, Helitack Crew one forest to another (not shown in The investment agencies are making Members table), three have become OS-462-5, in a basic wildland firefighting • I-OS-462-5, Dispatcher Assistant Fire Engine Operators or program is paying dividends in • I-OS-462-7,-9,-1l,District Fire Engine Operators. employee retention, In addition, Fire Management Officer Trainee supervisors have remarked that the • 2-OS-455-5, Engine Operator self-esteem and enthusiasm of the

, 1992-93 Volumes 53-54, Number 2 21 trained firefighters has remained high. We suggest that a similar survey be .' taken in a few more years to observe the movement ofjoumeypersons as they become available for promotion.

The Future of the Program

In April 1992, the Forest Service's Pacific Southwest Region and the BLM through the California State Office entered into a 3-year agreement with the NFFJATP to continue the program. In addition, the NFFJATP coordinated a training program designed to upgrade about 89 Region 5 employees in the wildland firefighting area. This academy was conducted in November of 1992 for individuals at the GS-462-4 level; when this training was completed, they were promoted to the GS-462-5 Fire shelter practice at the basic apprentice academy managed hy the National Fire Fighter Joint level. Apprenticeship and Training Program at Sacramento. CA. Photo credit: Denny Bungarz, NFFJATP. The fifth group to enter the NFFJATP began its basic academy on February 9, 1993. NFFJATP has a continuing process of recruiting candidates for these classes and Forest Service employees had seen in A Brief History of the expects that this process will produce years-IO? enrollees had completed Training Program some 600-plus qualified male and the coursework. (For more information, see Fire Management Notes 51(3):3--4.) female firefighters from a variety of In 1990, the Pacific Southwest By the end of 1991, 254 others ethnic backgrounds by 1996. Region was under a consent decree and entered the program from the Forest For further information about the civil rights.policy directive to diversify Service and other agencies and the program, contact the NFFJATP at the work force of the USDA Forest Hoopa Valley Indian Tribe. According 916-648-3000.• Service. To meet this goal in tire man­ to various issues of the "California agement, the Pacific Southwest Region Log," Forest Service Pacific selected the National Fire Fighter Joint Southwest's newsletter, a number of Apprenticeship and Training Program these graduates have already received ! (NFFJATP) to assist in recruiting and performance and special act awards. training apprentice female and minority The accompanying article shows how firefighters. successful this program has been in The NFFJATP pot 107prospective training individuals for firefighting firefighters through a 4-week intensive careers in the agencies that paid for training program early in 1990. At their training. graduation, the enthusiasm among the enrollees was the highest long-time

22 Fire Management Notes u.s. Partnerships-Making Them Work FISH & WILDLlI'E SERVICE in Times of Limited Resources

Glenn A. Carawan, Jr.

Refuge manager, u.s. Department ofthe Interior, Fish and Wildlife Service, Blackwater National Wildlife Refuge, Cambridge. MD

The wildland fire protection excellent job that the public has come Somerset, and Worcester Counties. community for years has enjoyed the to expect, but will also allow better While participants readily agreed benefits of teamwork. Teamwork has and more efficient use of limited that the common goal was "to provide been an integral part of wildland fire resources in times of tight budgets. the best resource management and suppression-s-from the unifying of Congressman Weldon issued a protection possible in the Eastern individual efforts of the fire crew to challenge for all those in the fire Region of Maryland at the least cost to the more complex and difficult-to­ community. Some have heard the government agencies, industry, and achieve synergy derived from hun­ message and have acted, while others private citizens," they unanimously dreds of staffers of different back­ have not. For those who have seen agreed the only way this was to grounds pulling together to achieve a budgets slashed, staff reduced. and become a reality was to develop an common goal on a campaign fire. It procurement of important materials interagency-industry partnership for thus seems only natural, and certainly and equipment suspended while wildland fire protection; in effect, a prudent, that more agencies and simultaneously experiencing greater scaled-down compact. organizations could capitalize on this and greater wildland fire problems and special ability to work together growing responsibilities with wild­ Creating a Compact during difficult times, channeling land-urban interface fire protection, Specific objectives were defined teambuilding skills and abilities into the experience described here relates for the workshop: their fire protection and fire manage­ how some agencies and organizations • To enhance relations between ment plans. This approach is particu­ are "making it happen" regardless of cooperating fire management larly appropriate for presuppression the fiscal constraints and hardships. agencies and participating forest activities, equipment preparedness The answer is partnerships. product companies programs, and suppression efforts. Fire Planning Workshop • To determine the status of current A Challenge to Greater Demands, Jump-Starts Collaboration and future fire management Shrinking Resources programs and activities, prepared­ On June 25, 1991. the Maryland ness to deal with prescribed The Honorable Curt Weldon from Public Land's Forestry Division, in burning and wildfires, availability Pennsylvania's Seventh District stated cooperation with the Blackwater and compatibility of equipment. in his address at the first forest fire National Wildlife Refuge of the U.S, unit strength. and types and prevention conference, Fire Preven­ Department of the Interior (DOl) Fish condition of specialized equipment tion for the 1990' s, "If we could ever and Wildlife Service (FWS). cohosted • To develop a comprehensive fire unite this force, there's no limit to the Comprehensive Fire Planning management plan that will address what we could achieve in terms of workshop. The workshop was "how we can cooperatively reach dealing with your concerns and organized to solicit input from the our goal with the use of combined making your job easier." As chairman public, representatives from local and resources." of the Congressional Fire Service State government, elected officials, Caucus, Congressman Weldon was DOl FWS and National Park Service. Pooling Equipment, Spawning New primarily speaking about participation Maryland Forestry Division, Maryland Ideas in the political and legislative pro­ Park Service, Chesapeake Forest Over 50 people from these various cesses, but his message can be equally Products Company, and Glatfelter government agencies, the timber applied to unifying all fire community Timber Company on the best approach industry. and the public, including participants and their benefactors into for providing wildland fire protection several elected officials. attended the partnerships, These partnerships will in Maryland's Eastern Shore. The area meeting. The representatives of each not only generate the political clout to be serviced included Talbot. of the agencies and timber companies and justification to continue the Caroline, Dorchester, Wicomico,

1992-93 Volumes 53-54. Number 2 23 spoke about fire preparedness status When budgets are tight, one transporting materials and supplies to and needs in their organizations. They alternative is to forge partnerships isolated fires. The two agencies share summarized their equipment and unit that capitalize on the consolidation the equipment, Other mutually strength capabilities for cooperating of available equipment, pooling of complementary actions, like combin­ with the Maryland Forestry Division resources, and collaboration of ing training courses and implementing in the event of a severe wildfire. government and business. large-scale aerial ignition for More importantly, the meeting presuppression, are also being generated a spirit of teamwork that effectively used by the State and the was subsequently channeled into and do some conscientious planning. Blackwater National Wildlife Refuge, developing a comprehensive wildland For example, by developing a fire fire protection plan for the lower six­ management cooperative agreement Teamwork, the Key Element county area of the Eastern Shore and with FWS, Maryland's Forestry With the completion of a new creating the Delmarva Fire Manage­ Division was able to unite forces with comprehensive fire preparedness and ment Group. It also spawned new the federally administered Blackwater dispatch plan that is now being ideas and provided a forum for the National Wildlife Refuge, As a result, developed by the newly formed representatives of the various organi­ a better fire protection program was Delmarva Fire Management Group, zations to meet and interact for a developed for the area around the the Maryland Forestry Division, common cause. refuge because of careful planning on Blackwater National Wildlife Refuge, The meeting also identified new the part of both the refuge manager Chesapeake Forest Products, players, such as Assateague National and the Maryland Forestry Division's Glatfelter Timber Company, Seashore and the Blackwater National supervisory staff. Assateague National Seashore, State Wildlife Refuge, which had not been wildlife management areas, State actively involved in wildland fire Cutting Out Duplication parks, and private landowners can and suppression in the past. Major benefits Duplication of effon has been will be the real beneficiaries. They were derived by consolidating the eliminated because the Blackwater will benefit from the teamwork identified resources and capitalizing National Wildlife Refuge and Mary­ developed to overcome the growing on the special skills and talents of the land Forestry Division are communi­ deficits in fire suppression and various individuals. As a result, all of cating, and acting and reacting to a presuppression resources. the participants created a closer plan, One of the best illustrations of The dollars and staff hours are working team that was prepared and this is in the acquisition of equipment simply no longer adequate to allow the equipped to provide better fire critical to both wildland wildfire problems of wildland fire suppression protection at less cost than if they presuppression and to fire suppression to rest on the shoulders of anyone operated independently, in the arson-plagued marshes of agency. We must, therefore, begin to Capitalizing on Consolidation, Dorchester County. While the rely more on each other and to Uniting Forces Maryland Forestry Division purchased develop the kind of teamwork we an all-terrain marsh vehicle specifi­ know can be effective in wildland fire For agencies and groups that have cally designed for plowing firelines, protection. We in Delmarva know it not tried this approach to "making it the Blackwater National Wildlife works, and we think other jurisdic­ work with less," it is highly recom­ Refuge acquired a similarly manufac­ tions will find it works, too, • mended you do so, Even if you don't tured machine, but one that would be have less, it is still highly recom­ dedicated to use with a foam­ mended that you capitalize on the equipped, 250 gallon (946 L) slip-on consolidation of available resources pumper unit and dump cargo area for

24 Fire Management Notes NWCG Information An aggressive program of work for Charles A. Grimes Resource Management the IRMWT has been proposed for the U.S. Fishand Wildlife Service next 3 years in the following areas: 1849 C Street NW Working Team • Develop an interagency information Arlington Square 340 management strategy Washington, DC 20240 The interagency fire community • Sponsor an NWCG conference on 703-358-1729 currently lacks a connected and information management FAX: 703-358-2251 coordinated information management • Complete the transition of INCINET system. For example, the Forest Service (Incident Command Network) from Jim Saveland collects weather information according program design to field use Forest Service to its standards and guidelines, but that The IRMWT recognized that having Route I, Box I 82-A information neither may be in a format and managing useful information in the Dry Branch, Georgia 31020 or system a State fire system Can use interagency fire community is critical. 912-744-0220 nor accessible through that system. Your comments are welcome. Contact DG: J.Saveland:S29L02A The National Wildfire Coordinating any of the following team members FAX: 912-744-0286 Group (NWCG) recognized the with your ideas: challenge of bringing quality infor­ Steve Pedigo mation in the right fonn to the right John Gebhard, Chairperson Forest Service people at the fight time to support Bureau of Land Management Fire and Aviation Management sound and deliberate decisions and Division of Fire and Aviation 201 14th Street SW generate ideas. On August 28. 1989, Management Washington, DC 20250 NWCG chartered the Information 4948 Kootenai, Room 103 202-205-1513 Resource Management Working Team Boise, ID 83705 DG: S.Pedigo:WOIC (IRMWT) to begin to address 208-334-1310 FAX: 202-205-1272 interagency fire information manage­ FAX: 208-334-1317 ment. Bill Sommers (NWCG Liaison) The mission of IRMWT is "to Linda Sandford Forest Service identify policy-level information issues California Department of Forestry Forest Fire and Atmospheric that affect ... interagency fire and Fire Protection Sciences Research management activities and to provide 1416 Ninth Street 201 14th Street SW advice to the NWCG members on how Room 1516-17 Washington, DC 20250 to address those issues." The IRMWT Sacramento, CA 95814 202-205-1561 consists of representatives from the 916-323-4610 DG: W.Sommers:WOIC California Department of Forestry and FAX: 202-205--2497 • Fire Protection; USDA Forest Service: Wendy Bristol and Department of the Interior Bureau National Park Service of Land Management. National Park Branch of Fire Management Stephen F. Pedigo, branch chief, Service. and Fish and Wildlife Service. 3056 Elder Street, Suite A USDA Forest Service, Fire and The membership is a cross-section of Boise, ID 83705 Aviation Management. Fire ,; computer analysts, research scientists, 208_334-1979 In/ormation Resource Management

"'I and program managers. Compuserv NPS:WASO-FIRE and Planning, Washington, DC FAX: 208-334-9326

1992-93 Volumes 53-54, Number 2 25 Wildland Firefighters, Thank Jerry Jeffries­ Recipient of the GEICO Public Service Award for Fire Safety-for Many of Your "Lucky Stars"

Jerry M. Jeffries, USDA Forest Service Northern Region fire and aviation safety manager. received the Government Employees Insurance Company (GEICO) 1992 award for his contribution to fire safety and accident prevention. His work in safety and accident prevention is what lies behind many of those firefighting "accidents that never happened." The award recognizes his dedication to fireline safety, his expertise in recognizing hazards, his development of training The 1992 GEIC() Public Service Award winners at the March t . /993. awards ceremony, U,S. materials on safe use of equipment and Botanic Gardens Conservatory. From left to right. William B. Snyder, chairman, GEICO .. survival standards, and his skill in award winners Jerry M. Jeffries. USDA Forest Service: Mary Ann Andrews, Office oIU.S. communicating what he knows to top­ Attorney; Dr. Jessie K.M. Easton, U.S. Department ofVeteran Affairs; Dr. George W. Brooks, level decisionmakers and to fire­ NASA at Langley Research Center, and Jerry A. Jones, U.S. Postal Service: and Representative fighters. Ultimately. his contribution is Steny H. Hoyer (MD). Photo credit: GEICO, closeup and personal to fireflghters-e­ reducing injury or saving lives. Jeffries is the second Forest Service The Geico Award Public safety, physical rehabilitation, and employee in 2 years honored by Service Award traffic safety and accident prevention. GEICO for achievements in fire safety The Government Employees The nominations come from and accident prevention. Last year, Dr. Insurance Company (GEICO), Federal departments, independent Stuart E. "Ted" Putnam, Missoula founded in 1936 to serve Federal agencies, and offices in the executive Technology and Development Center. employees. each year selects four branch. They are screened by a received the award. career civil service employees and nomination committee and chosen by What Did He Do'? one retired Federal employee for a selection committee. The $2.500 outstanding achievements in the awards are presented to the recipients "Standards for Survival," After fields. of substance abuse prevention at a reception in Washington. DC. the 1990 Dude Fire fatalities. the and treatment. fire prevention and Director of Fire and Aviation Management directed that the training course "Standards for Survival" be taught to all fircline personnel. and. at all Northern Region forests and job Project Leader-National based on Mr. Jeffries' recommendation. corps centers. which resulted in Tractor Ptow-Ftreline Dozer taught to all fire site personnel in the survival training for over 5.000 Instructional Materials. Designated Northern Region. He conducted employees, contractors. and operators as project leader for the development lnstructionnl sessions for onsite trainers during the last 2 years. of the National Tractor Plow-Fireline

26 Fire Management Notes Dozer instructional materials, he and a Training Program that has been taught for the use oftetratorch and teaches 8 to group of technical experts from to over 200 operators in the Northern 10 fire safety Courses a year at the California, Florida, Wisconsin, and Region in 1992and has been adopted Northern Region Interagency Fire South Carolina designed a national by other firefighting units outside the Training Center. training video and workbook that region. '., The Legacy concentrates on the personal protective Wildland Fire Safety Knowledge. equipment. communication, strategy Jeffries is a nationally recognized Jeffries' work and dedication to and tactics, management and expert on wildland fire safety who firefighting safety has increased safety supervision, and training of personnel often, at the request of a region or the awareness throughout the wildland fire involved in the dangerous flreline Washington Office, briefs fire community, the accountability for activity of tractor plow-fireline dozer managers and field firefighters on fire safety in firefighting at all levels of operation. hazard situations and safety measures interagency wildland firefighting Chain Saw Safety Training and serves as a fire accident organizations, and safe conditions for Program. From analysis of accident investigator. He also is the Northern firefighters who put to use safe data, Jeffries determined the Forest Region safety troubleshooter during techniques and procedures working the Service needed a training program in major fire occurrences, who looks for fireline.• the safe operation of chain saws on the the broad picture in safe firefighting fire line. He spearheaded the formation performance. Doris N. Celarter, writer-editor, of an interagency committee to design Tetratorch Guidelines. Jeffries USDA Forest Service, Public Affairs and implement a Chain Saw Safety personally developed the guidelines Office, Washington. DC

f ~ Where would Hansel and Gretel be without a forest?

• Ii j LEASE don't ever toss c.qoeerles do the bpu,h. PBecause when a forest burns, we all feellosf. Only You Can Ppevent Fore,t fope,. ~,..rm,-,-.,-, ------e U'DA Fo_IS""",J ..,SI,I.Fo_l" +

1992-93 Volumes 53-54, Number 2 27 United States Department of Agriculture Washington, DC 20250

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