Fire and Ice : OTHER REMARKS

Friday, January 30, 2009

OTHER REMARKS

David L. Tyler, Alaska State Fire Marshal "In writing 'Fire and Ice: Tales from an Alaskan Volunteer Fire Chief' Chief Whetsell has done an incredible job of combining experience, wisdom and wit. It doesn't matter if you are a firefighter or Fire Chief, ditch digger or Executive VP of a major corporation, the insights in this book will help you to be better at whatever you do, especially if you already know everything..."

Anchorage Daily News "Whetsell recounts his adventures in an especially amusing voice.....bubbles with punchy remininiscence..."

Carol Reed, president, Alaska State Firefighters Association "Chief Whetsell's 'Fire and Ice' not only exudes his ever present wit and wisdom but it showcases what takes place in communities all across Alaska. The Alaskan fire service using their ingenuity and adaptability to respond in extraordinary ways to serve their fellow citizens ..."

Oil Company Executive Mike Williams "Just a few weeks after the Exxon Valdez accident I was sent up to Alaska by BP (British Petroleum) to work on a new oil spill response plan for the Prince William Sound. One of the places I visited to discuss these plans was Cordova. Everyone there was complaining about Alyeska and the oil companies and they were not very interested in plans for the future. Except Dewey; he was different. Instead of complaining he lectured me on the merits of the Incident Command System. I had never heard of ICS and thought he was crazy, but the next morning it dawned on me what he was saying and with his help we introduced ICS to the oil industry. It is now the standard organizational concept for most oil spill response plans as well as other disasters. Thanks, Dewey..." Williams is also a Master Mariner, Fellow of the Nautical Institute, Retired Vice President of Alyeska Pipeline Service Company, Alaska

Jill Fredston, author of "SnowStruck" and "Journeys Along the Arctic Edge" and winner of the 2002 National Outdoor Book Award "Dewey Whetsell spent half his lifetime responding to shipboard fires, blazing houses, car wrecks, medical emergencies, underwater incidents, and other disasters...he was the heart of the fire department."

The Muncie Star "Whetsell's contribution to the safety of mankind is legendary in Alaska."

American Fire Journal article "Fire Chief Dewey Whetsell is one of the finest small-town chiefs in the country".

Chief (ret.) Bud Rotroff, senior member of Alaska-DNR's Overhead Team "I love what he wrote about FEMA!"

Chief Sam Bunge, Petersburg (Ak) Fire Department "After reading it, I bought another 10 copies to give to my officers, because of the tactics and strategies in the book."

FOR DISCUSSION GROUPS

Readers of the first edition of this book discussed within their own groups numerous topics they found useful in the emergency operations portion of this book. That’s not surprising, even though this book initial began as a memoir…not a text book. All of the officers of the Petersburg (Alaska) fire department were issued copies because of the tactics explained. And the marine firefighting stories were the basis of a class at the most recent conference of the state’s firefighters and fire chiefs associations held in Valdez.

But surprisingly, topics for discussions were gleaned from the Leadership or Management sections as well. Several items or stories evoked questions that got the conversations started. Here are some examples of those questions

1. The author suggests that the murder described on page 257 was a result of “Mean-World Syndrome”. Do you agree with his view of the shooter? Do you believe such a syndrome exists? Are there any known “powder kegs” in your service area around which you should be extra cautious?

2. In the chapter “Working with Cops and Other Miscellaneous Gun Calls”, the author described his fire department’s duties during hostage or barricaded-gunman situations. Is that cooperative duty something your department could or would be willing to offer local law enforcement? Is it something they might need?

3. In the same chapter, on page 95, the author presented a theory about the root-cause of the disparity between firefighters (particularly volunteer firefighters) and local cops or State Troopers. Do you agree with the author’s analysis of the causes of these conflicts. Is this a problem in your area? Can your discussion group imagine workable solutions?

4. Starting at the bottom of page 255 you read about the strange phenomenon that occurred between the author’s police officer son and the Asian gang member. The cause of this remarkable and instant rapport is really worth examining. Who, within your group, has ever experienced such a mutual turn-around? Was it intentional or accidental?

5. Racism and other forms of discrimination can divide departments into warring camps. Do you agree with the author’s view of the root-cause of this problem? How many exclusive “camps” can you identify in your department? Age, gender, race, economic income, political view, religious view, education, regional (urban vs. rural) are some camp criteria; criteria for “tribes” (as seen starting at the bottom of page 246). Are there irreconcilable differences and infighting within your membership? Is the author’s remedy workable for your department? Maybe beer-drinking should be prohibited for your discussion-group during this topic.

6. You read on page 234 the aftermath of the horrific plane crash in Oregon and the psychological depression suffered by responding cops and medics. However, the “critical incident stress” was much less pronounced with firefighters. Did the author’s analysis of this make sense to you? Was it useful information…useful for your EMS division

7. Page 249 (bottom) states that a volunteer fire department runs on Morale─not funding, not policies─ Morale. But if you take a positive and energetic department and “infiltrate it with a back-biter, sniveler, chronically negative person, and I’ll show you a department that can be destroyed in a year.” Do you agree with that statement? What do you believe is the greatest threat to department morale? Would the author’s remedy of this problem work in your department?

8. In the section “Conducting a Confrontation” (starting on page 277), did you find the planning process and checklist helpful in calming your anxiety about an upcoming confrontation. Do you feel assured that the plan will keep you on track, keep you in charge…make the event less unnerving?

9. In the chapters “Scabs Galore” and “Ammo for the Union” is a storehouse of generally unfamiliar management information. If 85% of American communities rely on the use of volunteer firefighters, at what point is a City running too high a risk by refusing to employ any paid firefighters? Is the statement (on page 220) commenting that you can employ as many paid firefighters as can be funded by a budget equivalent of 2.5 – 3 mills valid in your service area? Which of the general guidelines in these chapters should be modified for your service area?

10. Responding to disasters is tough enough just dealing with the incidents that come at you from outside. It can be made worse by adversity from within. You read on page 181 how (during the Exxon Valdez oil spill) Alaska’s lead emergency responder was stopped cold by the State’s highest-ranking budget officer, then remarked, “Oh, great. The elephants are stampeding, and we’re tripping over piss-ants.” Why did that roadblock not occur in Nova Scotia after the crash of SwissAir 111? What did the Canadians do differently? See page 174 and discuss.

Fire and Ice

Friday, January 30, 2009

OTHER REMARKS

OOPS!

EMS Division 2002

Division 2

2nd In

The Family

Fishing Boat Fires

Thanks for attending

PURCHASING THIS BOOK

FOR DISCUSSION GROUPS