In acknowledgment and celebration of African American History Month, February 2012, FIRE 20/20 interviewed George Collins, founder of the African American Fire Fighters Historical Society.

Clubhouse meeting attended by Fire Buffs Box S.H.S., African American firefighters who worked to protect their communities as volunteers.  

FIRE 20/20:  When was the African American Fire Fighters Historical Society (AAFFHS) founded and what is its mission?

GEORGE COLLINS:  The African American Fire Fighters Historical Society was founded on January 23, 2009.  It was started as part of an event celebrating  the 55^th reunion of the class of Feb 8^th 1954. This was the last class of the first 41 African Americans accepted into the Baltimore City Fire Department. 

Our official statement is, “The AAFFHS mission is to collect, preserve and disseminate historical data, memorabilia and information relating to the contributions made by firefighters of color to the fire service. As well as others who have made a contribution to such history. As the repository and archivist of this information, we will facilitate the utilization of these materials for education, fire safety/prevention, and the mentoring of youth, as well as professional growth and development of fire service members.”

As part of our work we especially want to preserve the important stories of the elderly African American firefighters, while they are still with us.

FIRE 20/20:  Why do you feel it is important for us to remember and be aware of the history and contribution of African American firefighters?  

GEORGE COLLINS:  I think it’s important for us to be aware of the history of the African Americans who had to fight to get into the firefighting profession so they could provide a protective service for their own community.  At that time, if you didn’t have an uncle, father or brother in the fire service, the chances were you might not get in. Even if you did the conditions and discrimination issues were very challenging.

FIRE 20/20:  Is there a particularly inspiring example of historical information that the AAFFHS has discovered that you’d like to share? 

GEORGE COLLINS:  Yes, one document really stands out. When I placed my hand on it and saw it, it was really unbelievable.  This document relates to the 1963 event in Birmingham Alabama when the City Commissioner, Bull Connor, ordered firefighters to direct fire hoses at full blast on protesting high school students.  Firefighters in New York wrote a resolution condemming the firefighters of Birmingham for using fire hoses against people, instead of protecting people.  The resolution was passed preventing such misuse from happening again in the USA.  AAFFHS has this document.  One of our 2011 honorees Ret. Capt. Vincent Julius of the Uniformed Fire Officers Association of the FDNY is very proud about his advocacy for this resolution.

FIRE 20/20:  How does the work of AAFFHS benefit safety and prevention today?

GEORGE COLLINS:  When we are invited to speak to young people and schools, we make fire prevention information part of our program when we present the history of African American firefighters.  We encourage children to develop an escape plan and to be the ‘Fire Marshal’ for their family when they go back to their home.  A lot of the children enjoy having a project to do and an outline of how to get it done and protect their family.

FIRE 20/20:  In what ways does the work of AAFFHS help with creating a more diverse and inclusive fire service?

GEORGE COLLINS:  AAFFHS brings awareness of the issue of diversity in the fire service when we are invited to speak at schools and at events such as the African American Heritage Festival.  We sometimes have high school students tell us they have never seen an African American firefighter.  The opportunity to connect with young people in-person helps them to know that we do exist.

A teenager may tell you that he or she had never talked to an African American firefighter before meeting someone from the AAFFHS.  Through meeting an African American firefighter they are able to talk about their dreams of joining the fire service.  Although they may have these dreams, they often have no clue about the process until they talk with someone who has accomplished it. Young people have ideas that to become a firefighter you have to volunteer somewhere and that you have to go to college, simply because nobody is there to tell them how the process works in their local jurisdiction. 

We’re invited to events and schools to present information about the history, but while we’re there it opens up a conversation with individuals who may want to become part of the fire service of the future.  On several occasions I was able to give information to parents for their children, and to individuals who want to learn about careers in the fire service.  We know that most recruiting processes are not in the places where the people are, so the AAFFHS is bringing this information to the young people. 

FIRE 20/20:  How did AAFFHS connect with FIRE 20/20?

GEORGE COLLINS:  I first met Executive Director Larry Sagen at the International Association of Black Professional Fire Fighters (IABPFF) Day on the Hill. Larry was so passionate and he was serious about addressing the issue of diversity.  We discussed the work of FIRE 20/20 and the ways we can address the issue of diversity, now, in the present.

Larry talked about the issue of diversity from the point of view of the CULTURE of the fire service, looking at it psychologically.  This is different to other approaches, such as legal action related to discrimination issues that have been dealt with in court.  FIRE 20/20′s angle of looking at the culture was something I hadn’t thought of before. 

FIRE 20/20:  Do you have a physical location that people can visit?

GEORGE COLLINS:  Our organization was 3 years old on Jan 23.  We want to become a repository for the stories of the first African American firefighters who are now reaching the end of their lives. After looking carefully at the approach, we decided to focus on the infrastructure of the organization first, and create a strong foundation for the organization. A building is a part of our longer term planning.

FIRE 20/20:  How is the AAFFHS celebrating African American History month, or is it a yearlong celebration for AAFFHS?

GEORGE COLLINS:  We do have activities going on all year long and accept invitations to give presentations.  This month we have been approached by one of our local high schools, we have a confirmed date with a mentorship program in Prince Georges County and we are continuing a partnership with Verizon at their annual open house at the Reginald F. Lewis Museum of Maryland African American History & Culture.

FIRE 20/20:  What is your vision for the future of AAFFHS? 

GEORGE COLLINS:  The African American Fire Fighters Historical Society has a vision to establish the premiere research and resource institution that will bridge the gap between the history of firefighters and the history of firefighters of color. To recognize and honor firefighters of color who have made a significant contribution to fire service history and anyone who has been instrumental in shaping the history of fire fighters of color. Our new website will be launched in Spring of 2012.

FIRE 20/20:  How can people help?

GEORGE COLLINS:  People can help the African American Fire Fighters Historical Society by keeping the organization in prayers, and by contributing resources , time and material support.  We have seen it develop during the past 3 years and begin to taking on a life of its own, but much work still needs to be done.  As a 501C(3) there are always opportunities for investments financial donations and sponsorships.

An Interview with Reginald Freeman, Assistant Fire Chief / Deputy Director of Emergency Management at City of Hartford, CT., by Michèle Carbery.

Assistant Chief Reginald Freeman’s strong path to leadership in the fire service was identified by FIRE 20/20 as a powerful mentoring and diversity success story. Here we share an interview with Chief Reginald Freeman in which he talks about his mindset, methods, experiences and the role of mentoring in the context of diversity recruitment and retention.

FIRE 20/20: What inspired you to choose the fire service as your profession?

CHIEF FREEMAN: I always wanted a team-oriented job, something that was physical, at the same time demanding and challenging. With my passion for wanting to help and serve people, becoming a firefighter was at the top of the list.

FIRE 20/20: Has the work and career path turned out to be as you expected?

CHIEF FREEMAN: There is actually a lot more to it than I thought when I was initially looking at it from the outside. I looked at the service part of it, and I looked at the duty aspect, and I told myself, “Wow I would love to be the person who responds and makes someone’s situation better, because at that point in time it could be possibly the worst thing that’s ever happened to them.”

As I actually started doing the work, I quickly realized that, not only did I value the opportunity to serve as a firefighter, but I also had aspirations of climbing the organizational chart because I knew I could make an even bigger impact in the community that I serve, and help the progress of the men and women that I serve with.

FIRE 20/20: You’ve been with the fire service for 11 years? In terms of career paths, that sounds like a very short time in which to reach your leadership position.

CHIEF FREEMAN: Yes, it’s very uncommon and as I meet associates from across the country and around the world, I can see their facial expressions change when they find out how young I am. To be a 33 year old Assistant Fire Chief for a city such as Hartford, is not seen that often. Unequivocally, I would not be in the position that I am now if it wasn’t for coaching and mentoring. It would be impossible for me to have accomplished what I’ve accomplished without being mentored.

FIRE 20/20: Was it one particular person who mentored you?

CHIEF FREEMAN: It was a combination of formal mentoring from three key people. They have been there for me consistently from the start of my career to this current day. My mentors have always been people I looked at as exemplifying or modeling the characteristics of personal integrity, accountability and excellence. I reached out to them and asked them a series of questions basically interviewing them. I asked them what it took to reach the position they’re in, because I had the same ambition. Then, of course I needed to feel comfortable enough to be able to call them about issues and ask questions, at the same time being willing to hear their constructive criticism or perspective without taking it personally.

FIRE 20/20: How did you find and select your mentors?

CHIEF FREEMAN: I thought long and hard about who I’d like to mentor me and did an in-depth review of possible candidates. It’s a very critical decision to make when you are talking about professional development and professional ambition. So, I wanted to ensure that I did my homework and made sure I was selecting the right men and women. Keep in mind that it has to work for both parties. Specific things I looked at were their current position, the prior positions that they had held, their training, higher education, professional credentials and their work within their respective communities.

I also looked at some of the things they like to do in their personal time. It’s important to be realistic with regard to characteristics or personalities because if there was something that conflicted, those relationships wouldn’t last. Then, I identified three criteria that were important to me, I wrote them down. From that point, I did a process of elimination and built a list of those I would reach out to.

FIRE 20/20: How would you say you developed trust with your mentors?

CHIEF FREEMAN: In the very beginning, ground rules were set. As I reached out and solicited their assistance and guidance, all three mentors established a set of rules. I can’t emphasize enough how important these ground rules and clear communication are to a successful mentoring relationship. They said, “Yes Reggie I will do this for you on these conditions: You have to be available. You have to stay in contact. You have to not take anything personally because everything I’m going to say to you is to help you, not hurt you. You also have to be ready to make a decision. I won’t do it for you, but I may frame a certain situation for you or I may frame a challenge for you, so YOU can make the decision.”

I accepted the stipulations surrounding our relationship and agreed to meet the commitments. It’s been very good for me.

FIRE 20/20: It sounds like you have taken a very thoughtful and deliberate approach to mentoring. Have you in turn been a mentor to others?

CHIEF FREEMAN: Oh absolutely, as a member of the Black Chief Officer’s Committee, our motto is to, “Reach out, reach back and reach down.” Knowing that I would not be in the position that I am in without mentoring, it is incumbent upon me to ensure that I coach and mentor anyone who approaches me looking for guidance and assistance.

Of course, I do the exact same thing as was done by my mentors. I sit down with the individual who may be seeking assistance such as advice for revamping their resume, recommendations for training classes they should take at a specific point their career, or recommendations for a college. For long term mentoring, I sit down, look at the situation, assess it, then I come up with my ground rules with regard to providing assistance and guidance.

I have been contacted by people internationally, such as from England, Nigeria and the Middle East. People come across some of my work, editorials, or hear my name through social networks, and want to reach out and ask for guidance and assistance because they too may be young in age but senior in their position within their respective organization. Or, may be young and have aspirations of being promoted, just as I did. It’s been very humbling and rewarding to have people think about me in terms of being a mentor. Currently, within my department, I’m mentoring several people as preparation for their professional credentials and being promoted to the next level of supervision. I always openly and tenaciously engage individuals and render any assistance that I’m able to offer.

FIRE 20/20: In terms of recruitment and the retention of diversity in fire departments, and the creation of an inclusive environment, how do you see mentoring fitting into that role?

CHIEF FREEMAN: Yes, I think that mentoring and coaching really have to occur in a fire department in order to obtain the levels of diversity recruitment and retention that the community and members of the department expect.

At this time in the fire service, professional development is a necessity, due to the large number of baby boomers that are currently eligible to retire. We have Generation X and Generation Y members stepping-up to positions of authority and with that comes a lot of challenges, not only on the operational side of things, but also in terms of human resource-related issues which has been a challenge in the fire service for some time. If we’re not recruiting the right people and preparing the work force, we’re really handicapping the organization and prohibiting members from truly reaching their full potential. Mentoring within the department and community is a big part of the solution.

FIRE 20/20: Do you think there is enough mentoring going on in the fire service?

CHIEF FREEMAN: Collectively, I don’t really have data to quantify that, but I do know it is a concern of a lot of fire service leaders and it is on their radar. We hear a lot more discussion about mentoring in the fire service now than I think we did 10 years ago.

FIRE 20/20: Do you feel believe there is ‘bad’ mentoring and if so, what does that look like?

CHIEF FREEMAN: Yes, I really do think there is bad mentoring. It often comes from the informal side. Mentoring is sometimes done by informal leaders, individuals who are not necessarily in a position of authority, but have some influence in their organization or shift.

There could also possibly be bad mentoring from a formal standpoint. This can happen when a person is trying to be a mentor but the process may not have been communicated to them in as much detail as it should, or the mentor was ASSIGNED to be a mentor instead of WANTING to be a mentor. If a person’s heart is not into it, they’re not going to get the results that everyone expects and deserves. So you really have to look at the dynamics of the entire situation in order for mentor/mentee relationship to be successful.

It’s a lot better to start a mentoring program by first identifying the need for the program. Secondly, identify the objectives to be included in the program and this should be done by obtaining input from all levels of the organization. Then you have people volunteer to be mentors and mentees, and then you know they’re going to be invested in the program and give it 100%.

FIRE 20/20: What are your thoughts on handling difficulties in a mentor/mentee relationship?

CHIEF FREEMAN: There’s always going to have to be follow-up, especially with a mentor/mentee relationship. However, there will be times when you’re going to be disappointed. There may be times the mentor is disappointed; at times the mentee is disappointed. For instance, a mentor may be disappointed because the mentee did not produce what was expected at the agreed upon time. As a mentor, you have to be tactful when addressing disappointment or let downs. There are times a mentee may feel they’re not receiving what he or she had hoped for.

Yes, there will be disappointments, but it’s not going to be the end of the world, and that’s one of the reasons you set up the guidelines in the beginning which helps when it is time to have those crucial conversations. Also, you really have to be flexible. There are always things that will occur in people’s professional and personal lives that we all have to take into consideration, no matter whether we’re a mentor or mentee. A professional mentor relationship naturally transforms into making you a better person overall, and that’s really what it’s about.

FIRE 20/20: Has your department and work benefited by connecting with mentors from different groups and cultures in the community?

CHIEF FREEMAN: Most definitely, within the community that we serve, we aim to be transparent and communicate everything we are doing. Reaching out to leaders in the community is highly encouraged because when it comes to examples of successful management and leadership, we don’t need to only focus on fire service leaders, we look for community leaders with characteristics that we can also apply in the fire service because we are a service and people-oriented profession.

The same thing applies with leaders of cultural organizations in the community as it does with the men and women in the private sector. Ideally, the diversity of our fire department is supposed to be reflective of the community that we serve. Due to their diverse backgrounds, a lot of the men and women working in the department already have a relationship with cultural leaders, through religious or other cultural organizations and are able to relate with them and to communicate with them, possibly in a better way than we may be able to as fire service leaders. So establishing that groundwork and forming those relationships is very important.

FIRE 20/20: Do you believe that mentoring improves people lives?

CHIEF FREEMAN: Oh, absolutely. Mentoring has such a critical impact on the professional development of men and women within the fire service from a standpoint of both the professional and personal aspect. For example, maintaining a high level of integrity, and realizing that we’re accountable for not only our actions, but also our inactions, is critically important. Also, being able to delegate accountability while holding the responsibility, and understanding the importance of following-up when we do delegate accountability. Learning these things through mentoring and coaching has a greater impact on us as individuals than I think a lot of people realize.

Once the individual has a heightened sense of awareness of self, then that coherently has a larger impact for the citizens we serve through our departments. Also, a large proportion of the students in the Explorer/Cadet program go on to become career firefighters. So yes, I would definitely say mentoring improves peoples’ lives.

FIRE 20/20: In an ideal world, what would your vision for mentoring in the fire service look like?

CHIEF FREEMAN: In an ideal world, I would say mentoring in the fire service would be incorporated into a professional development program based on a model that would be used nationally. There would be an outline of what the professional development program looked like. It would include mentoring for both uniformed and non-uniformed people within the organization.

Everyone should have some form of development plan and process in place. It’s not just for people in fire suppression roles. We also have to look at the administrative assistants and the mechanics because everyone benefits from mentoring at some level.

Mentoring is even more important in the volunteer fire service. Men and women are volunteering their time and their skill sets to serve their community. They may not have the time and/or resources to receive formal training, so the mentoring and development process is critical.

FIRE 20/20: What advice would you give to anyone who is thinking about becoming a mentor?

CHIEF FREEMAN: Ask yourself if you are really committed to doing what it takes. Are you committed to the process? That’s exactly what it is, it’s a process. Once you answer that question, then the next step is to identify an outline for certain criteria that you think are important. Consider a path for your mentee’s professional development. Professional certifications and professional associations should all be part of your plan. You have to be willing, and able to give honest feedback and have crucial conversations with your mentee. And finally, you need to be willing to inspire those you’re mentoring when they need it most.

By Fire Chief Hank Teran, Bainbridge Island, Washington State

The theme of FIRE 20/20’s January eNewsletter is Mentoring. Mentoring means different things to different people. It’s important to remember that mentoring is not about a program, but rather part of the culture of your department.

Mentoring has been identified as a guiding principle in departments that value inclusion and diversity. It begins during recruitment; carries through the academy; offers support during probation; is an integral part of the promotional process and provides an opportunity for retirees who want to continue to give back and play a role after they retire.

The motivation for a successful mentor is seeing a positive outcome for the mentee; often recognizing potential that the mentee may not yet be able to see. Mentoring is not a one-size fits all process. For some it’s encouragement, and for others it may simply be a shoulder to lean on.

One of the unique things about mentoring is that it tends to carry a pay-it-forward, ripple effect, often though generations. If a firefighter has had a positive mentor early in their career, they’re more likely to serve as a mentor for other firefighters.

Looking back over the last 33 years, a number of great mentoring moments come to mind within my fire service career. I have been blessed to be mentored by a number of individuals both in and out of the fire service.

I would define the word mentor as time. Taking the time to share with others your life experiences and “scars” is very valuable to the new firefighter or new officer. Lessons I have learned in those impressionable years are still with me. Today, mentoring also helps support individuals and departments in the work to create inclusive and diverse fire departments that reflect the communities we serve.

Many of those who mentored me did so before the term of “mentor” was as prevalent in our culture as it is today. I have many fond memories of the “old head” firefighters instructing me, not with words, but with actions and valuable one-on-one time.

Although I had learned many important lessons from my chief officers and captains, I was mentored mostly by the firefighters that I worked alongside. They took the time to not only coach me, but to teach me many valuable lessons in the art of firefighting and most importantly, taught me the things they believed were imperative for success in the fire service and in life.

For example, one fond memory was when I was assigned as a “rookie “to Fire Station 1 in downtown Long Beach, California. I was assigned to “the big house” where 15 firefighters responded to numerous EMS and fire calls. I believe our call average was 15 a shift. A night was considered “good” when you only got up twice after midnight. Getting up prior to midnight did not count at Station 1.

One night, I was assigned as the nozzle man on Engine 1, when a reported structure fire toned in. Upon turning the corner, we could see heavy fire and smoke billowing into the late night sky. When we arrived on scene, the heat was almost unbearable. The senior firefighter (Ralph) and I quickly pulled the pre-connect line and were just about to make an aggressive attack on the fire when Ralph yelled, “Hank, where is your helmet!” In disbelief, I realized I had left my helmet on the engine cover. I was in full bunker gear and even had on my SCBA but no helmet! I tried to reach for my helmet but, with the hose line now fully charged, I was about an inch short of being able to grab it. Ralph was right next to my helmet so I pleaded with Ralph to give me my helmet and he refused! Ralph said, “Give me the nozzle and get your helmet and I will give you the nozzle back!” I quickly gave Ralph the nozzle, grabbed my helmet and before I could take another step he took off with the nozzle and left me to be his backup man.

After the fire was knocked down and we started overhaul, Ralph came to me and said, “Hank, I could have easily given you your helmet but you would have forgotten this teaching moment. ALWAYS have your full safety gear on and ready when you step off the Engine.” Ralph didn’t know it, but that lesson would resonate with me the rest of my career and not only me but also with others when I’ve shared the story.

Some may say that Ralph was not mentoring me at all but took advantage of a forgetful rookie. I know different. Ralph took the time to use a “teachable moment” and would also provide other educational moments during my assignment at Fire Station 1.

As I look back over my career, my greatest memories are conversations with those I have mentored, or the occasional letter that I have been privileged to receive thanking me for taking the time to help them. In fact, only last month I had a conversation with a firefighter from my old department who told me that he missed my mentoring and that he was thankful for the time he spent working with me. It was an unsolicited comment and one I did not expect, but one I will never forget. His comments would have never been possible if I had not taken the time, like those before me, to not only share successes, but failures, as well.

Mentoring can be especially critical for those individuals who come from a diverse background or culture where a career in public safety may be considered unattainable. By taking the time to mentor these individuals, we can demonstrate firsthand how the fire service can be an extremely satisfying profession.

We are all extremely busy and find little time for much these days. However, the time we share with others when mentoring them is priceless and will have an impact on their personal and professional life for years to come. Remember, “Don’t forget your helmet!”

The following tips are based upon insights and concepts shared by Chief Debra Amesqua, a visionary leader and Fire Chief of Madison, Wisconsin for 16 years. Chief Amesqua was the first woman fire chief in the State of Wisconsin and the City of Madison. She has lived the principles below, in her journey to create one of the most inclusive and diverse departments in the country.

• Creating a caring and compassionate organizational culture starts at the top. Be clear about your vision and maintain inner resiliency.

 

• The foundation for being a good leader is building, and continually developing, an extensive network of relationships. The real learning is that it’s every bit as important to build relationships with your adversaries as it is with your current and potential advocates.

 

• Be the change you want to see. Be a role model every single day, with every single person you work with and meet.

 

• A leader inspires individuals to do their very best. Be willing to release some control in order to empower the people you’re leading to make decisions, and to do so safely, knowing they have your support for innovative approaches within the framework of a shared vision.

 

• The impacts of legacy become incorporated in the DNA of an organization. Effective leaders go into their position with an awareness of the ‘big picture’ and a wish to leave a legacy. This wish is not an ego trip; rather it’s a clearly articulated vision to which the department can continue to aspire, long after the leader leaves.

 

• Your greatest legacy at any level in an organization is the people you inspire, train, hire, mentor, manage and promote.

 

• Leadership has been studied and written about for centuries. We can provide dictionary definitions, however, a simpler perspective on one key facet is: Leadership is inspiring people to do things they say they don’t want to do, and to feel good about it.

 

• A lot of people talk about, ‘Thinking outside of the box’. If you’re focused on a perceived box, you’re already limiting yourself. Leaders envision what does not exist today, and then they manage work and life from that perspective.

 

• Take the initiative to reach out to the community and engage in volunteer activities to develop connections, trust and your professional reputation.

 

• If you come into the organization with the thought that you’re going to maintain the culture the way it is, you’re doing the organization a disservice. It would be better to come into the fire service thinking, “This is an industry that is changing dramatically and I want to be a part of that change.”

 

• “When I come to the end of all of the light that I know, and I step out into the darkness, I have faith that I will land on solid ground, or I will learn how to fly.”

Recruiting and Retaining Diversity Workshop

FIRE 20/20 is thankful to all the departments who support inclusivity and diversity in the fire service.

We’ve now trained 109 departments in the U.S. and Canada in our Recruiting & Retaining Diversity in The Fire Service Workshop. We have booked all six workshops for 2012; Anaheim, CA (February 2-3), Montgomery County, MD (March 29-30), Indiana (April 12-13), Hartford, CT (May 17-18), Richmond, VA (June 14-15) and Toronto, ON (September 13-14).

On Thursday, Friday 2, 2011 and Friday, February 3, 2011. This workshop is located in the City of Anaheim, Anaheim West Tower, 201 South Anaheim Blvd. 2nd Floor, Gordon Hoyt Conference Center, from 8:00 – 4:00pm. Please contact Breana Gattari at BGattari@anaheim.net to attend the FREE two-day workshop.

We look forward to working with the departments in the areas will be visiting. If you would like to participate in the workshops, please let us know and we will provide you with the contact information.

Partnering for Prevention with Renton Fire Department

The 2010 Census identified Renton as the second most diverse community in the state of Washington. Renton Fire & Emergency Services (RF&ES) leadership realized that in order to grow the department’s risk-reduction efforts, they needed to do a better job of proactively engaging all of their multicultural communities. Over the last six months, RF&ES has partnered with nonprofit FIRE 20/20 as a demonstration site in the development of a national online training program called Partnering for Prevention. The program is funded by a 2010 FEMA Fire Prevention and Safety Grant.

Through the process, the Renton Fire Chief engaged in 13 Leader-to-Leader meetings with multicultural community leaders to better understand their needs and build trust. Three fire department focus groups (two with rank and file, and one with management and labor) were held. These identified challenges and successes from the fire department’s perspective. It should be noted that Renton no longer has a fire educator position, so the responsibility for outreach lies with all of the firefighters, inspectors and management.

FIRE 20/20 worked with RF&ES to facilitate 11 community focus groups and meetings to gather more information about needs, to better understand Renton community’s knowledge of RF&ES, to build trust and to begin identifying partnering opportunities. Every one of the community focus groups expressed strong interest in working more closely with RF&ES and offered to assist (at no charge) with translation of materials, to help to promote programs such as Heart Healthy Month in their respective communities, to identify locations, and to sit with firefighters to show support and engage people in the testing. RF&ES will also use this opportunity to educate the community about the services of the department, and to installation and correct use of promote smoke alarms.

COMING 2012! Partnering for Prevention Research Study

In 2011, FIRE 20/20 has implemented the largest multicultural prevention research study in the country to gather and present data from a full national compliment of fire and emergency services departments across the U.S.

This study examines:

* Multicultural and high-risk populations served

* Challenges firefighters experience in providing services to multicultural and high-risk communities

* Firefighters needs that would help improve the effectiveness of fire prevention and risk-reduction programs within multicultural and high-risk communities

The total number of respondents to the survey was 2,474 from all 50 states and the District of Columbia. Firefighters and EMS personnel indicated online the type of department in which they worked; members of Volunteer only departments, members of Combination departments with both career and volunteer personnel, members of Career only departments, members of Metro departments with 400 or more personnel, and State Fire Marshals.

We will be releasing the study in 2012.

Tony Pini Awards

The morning of Aug 25, 2011 a new award was birthed at FRI. For the first time in 200 years, the fire service acknowledged and celebrated the first Diversity & Inclusion Awards. The Tony Pini Awards were made possible through a partnership that included iWomen, IABPFF, NAHF, NVFC, VCOS, NNAFC, and IAFC Human Relations Committee. The awards were made possible through sponsorships from SCOTT Safety, LION, IAFC and FIRE 20/20. It was a memorable moment for FIRE 20/20 and for everyone who attended.

In this inaugural year we received 40 nominations. Congratulations to our 2011 winners: Portsmouth, VA; Toronto, ON; Bainbridge Island, WA; and Fire Service Women of NY State.

We look forward to the 2nd Annual Tony Pini Awards in 2012.

Webinars by FIRE 20/20

This year FIRE 20/20 presented two webinars for the State of Indiana. Both webinars with Larry’s narration are still available online until January 2012. Please click on the links below. Your email address and name will be required to access the webinars.

Engaging Multicultural and High Risk Communities: A Budget Cut’s Strategy https://www1.gotomeeting.com/register/249807825

With continued budget cuts to all aspects of fire and emergency services, departments that engage their multicultural and high risk communities as partners will be able to increase the reach and effectiveness of fire prevention, risk-reduction, emergency preparedness and diversity recruitment, as well as build financial and moral support for their department.

Cost-Effective Strategies for Recruiting Qualified, Inclusive and Diverse Firefighters  https://www1.gotomeeting.com/register/844928417

Are you concerned about recruiting and retaining the next generation of firefighters? Can you afford a diversity related lawsuit? Have you been successful in recruiting qualified, women and people of color? Do you have a diversity recruitment and retention plan? If you answered ‘no’ to any of the above questions, please take the time to watch this webinar. The program is valuable for career, combo and volunteer departments.

By Michèle Carbery

Fire Chief Debra Amesqua ‘s 28 year career is an example of inspired leadership. While maintaining a vision founded upon care and compassion, she has forged new paths of innovative opportunities in the fire service and the communities in and around Madison, Wisconsin, while creating an organizational culture of inclusion and diversity. As she now prepares to retire, FIRE 20/20 asked Chief Amesqua to share thoughts on successful leadership and the powerful legacy she will be leaving.

FIRE 20/20: Chief Amesqua, you have been very successful in building relationships. Do you feel there has been a particular approach, or way of looking at relationships, that has been helpful?

CHIEF AMESQUA: The foundation and the basis of a good leader is building relationships, and building relationships with your adversaries is critically important. As I began to develop as a Fire Chief, I wanted to develop a caring and compassionate organization, and that meant that I had to be a role model every single day, with every single person I was dealing with, including my adversaries. Over the years, people began to trust that, yes, I was very interested in building a positive relationship, whether we disagreed on issues, or not. I think it served me well, and built that loyalty and that trust that is so, so important.

FIRE 20/20: What are your thoughts on the idea of leaving a legacy?

CHIEF AMESQUA: I think that most effective leaders go into an organization understanding that there is an opportunity to put your fingerprint on the history of the organization. And, clearly, my legacy from the very beginning was to hire and promote people that really understood the vision. That vision was creating a diverse, inclusive, caring and compassionate organization. I’ve probably hired three quarters of the department in Madison and those people will carry that message of caring compassion for decades to come.

FIRE 20/20: Are there other aspects of your legacy that you hope to see implemented into the future?

CHIEF AMESQUA: A leader has to inspire individuals to do their very best, and I truly believe that people want to do the good work and the significant work, and they don’t like doing busy work. As I hired and promoted individuals, a strategy I used was to let them define their own destiny.

In the fire service you have a chain of command that is very regimented, and that command and control is part of our culture, so we promote people and we expect them to follow and not to lead. I turned that around in this organization and I said, “You are going to define your own job because you know what needs to be done. I want you to proceed until apprehended.” People would laugh and ask what that meant. I explained, “I want you making decisions, and I want you making good decisions, and when you don’t make a good decision or you make a mistake I’m going to throw myself under the bus for you because this is what I’ve asked you to do. I’ve asked you to take calculated risks and I’m going to protect you, but when I have to throw myself under the bus you have to tell me why.” That’s the meaning of, ‘proceed until apprehended’.

This concept became a game changer for us, because now all of a sudden people are doing extraordinary things because they knew I was going to support them in accomplishing the tasks that they had at hand. So, that culture of taking action and really getting things done as an organization I think is going to be another one of those legacies that we’ll see for decades to come. These people make decisions.

For example, I put an officer in charge of grants and I asked him to go out and find grants that were specific for the fire service. So he had to travel way out of his comfort zone, because he’s a firefighter and I asked him to be a politician, a grant writer – which is a specific skill all of its own – and to be a good advocate for this program. We worked on the project for about eight months and when he submitted the grant, within six weeks we were successful. Now we have an extra rig at the station and an additional double company. We all applauded that success. It was in building the culture of support for an individual that generated huge success, it was so important for us as an organization.

FIRE 20/20: It sounds like an approach for removing cultural obstacles.

CHIEF AMESQUA: Yes, and, they’re self-imposed obstacles. Now, if you think beyond, and don’t even look at the box, if you think beyond the walls of the box… this is an important concept. I was trying to create leaders from among everyone in the organization so they would think about things that do not exist today and manage their lives from that perspective. Leaders envision what does not exist today, and then they lead from that perspective.

FIRE 20/20: Do you feel that part of your legacy has been to ensure that there are enough people, and that a big enough space has been created for the approach to continue flourishing after you have retired?

CHIEF AMESQUA: Yes, one of the other areas that is critically important with this concept is to make sure that you’ve got good people coming up the ladder behind you, so that was one of my focal points. When I first became a Fire Chief I wanted to hire individuals that had these kinds of attributes and you don’t get that just by giving a written examination and a physical agility test, so I sat with consultants that helped us develop the hiring process and we looked at different kinds of instruments to measure a person’s personality and their affinity for creative thinking, their ability to be interested in different cultures and ability to be inquisitive about the things that don’t exist today. So the hiring process that I use now, and have for the past 16 years, has certainly given me a huge pool of people that have these kinds of attributes and qualities.

FIRE 20/20: If you could go back in time and meet yourself at the start of your career, is there any particular piece of advice that you would give to yourself?

CHIEF AMESQUA: I think I would recommend to myself that I reach out to the community much faster than I did coming up through the organization, volunteering and reaching out to organizations on different projects that are really helpful and significant to the community as a whole. You can reach out to the community as a firefighter doing programs at schools and volunteering at the soup kitchens and that sort of thing. It really builds that reputation as you develop and make your way through the promotional ladder up to the Fire Chief’s position. You can start that very early in your career.

FIRE 20/20: Do you have advice for anyone else who would like to approach their career in the fire service in such a way as to make a difference and leave a beneficial legacy?

CHIEF AMESQUA: The fire service is changing dramatically right now, and women have a unique opportunity to really impact the fire service. For anyone that has ever thought about being in the fire service, particularly women, if you come into the organization with the thought that you’re going to maintain the culture the way it is, I think you’re doing the organization a disservice. So, you need to come into the fire service thinking, “This is an industry that is changing dramatically and I want to be a part of that change.”

If a woman shows up at the Fire Station, that’s change. That’s huge, and we’re not talking about the bravery or the strength that’s necessary to do the job as a firefighter. You have to remember that 80% of what we do is emergency medical services (EMS) and that we only fight fires one half of one percent of the time that we’re on duty, so the name ‘fire department’ is almost a misnomer because we’ve done a really good job of prevention. We’re becoming more EMS and prevention oriented, so the idea of what a firefighter is has been changing dramatically. We need people that are much more compassionate, more thoughtful about different cultures. We need people that are keen on elements such as codes and enforcement, dealing with people and business establishments on a personal basis so we get the adherence to the codes. We’re not as reactive anymore, we’re becoming much more proactive in what we do in the fire service, so when I talk about coming into an organization with a mindset of, ‘putting wet stuff on the red stuff’, you’re really doing it a disservice. We need to think about what a fire department can do that they’ve never done before.

I’ll give you an example. About a year ago the Department of Commerce came to the Madison Fire Department and said, “We’ve been inspecting elevators for years and years and we have very little compliance. There are terrible violations and elevators are getting older, we’ve got a potential problem.” So I said, “We’ll take it on for you.” I told them what we needed for the Fire Department to take the lead on elevator inspections, and after only a year we’ve got great compliance. Not very many people know that a fire department is capable of doing that kind of service, so I think the more people we have coming into the organization that think out of the box, and don’t even look at the box, these are going to be the successful people in the fire service because we can do a lot of other things for the community that we haven’t even thought of.

That’s the creative legacy, the idea that we’re going to be innovative, that we’re going to think about things that don’t exist yet and really develop the organization with that image in-mind.

FIRE 20/20: The environment that you created sounded very supportive, an environment in which people could feel confident that they would have the support to do their jobs and be part of changes to the culture. Do you feel that is going on elsewhere? Or, is that so unique that others going into the field might find it a bit more challenging without that support?

CHIEF AMESQUA: I’ve created such an innovative organization that what might appear to be extraordinary to others is rather ordinary for us. I speak all over the country to different organizations and I find that they see us as being fascinating, and so all I can say is that it can happen, you can have a very diverse and inclusive organization and create an innovative culture, but it all starts at the top. I think that Fire Chiefs all across the country are being challenged to think way beyond their capacity and to create organizations that are incredibly efficient and effective. You can’t do that by boxing yourself into the old culture of the fire service.

FIRE 20/20: In the current economic climate, efficiency is even more important. What are some of the ways in which you see implementing this creative approach actually increases efficiency?

CHIEF AMESQUA: In 2007, the City of Madison experienced five fire fatalities. My staff came to me and said, “Every single one of these fires was preventable,” and I said, “Well what do you think we ought to do?” In the case of every one of those fire fatalities there was a smoke alarm in the structure but it was not working because there was no battery in it. So we created an ordinance that required all facilities, whether they were commercial or private, to change out their smoke detectors and put in tamper-proof 10 year lithium battery smoke detectors. This was required all across the City of Madison and as of December 9th, 2011, we have had one fire fatality since 2007, and in that fire fatality alcohol was involved and a smoke detector that did not have a battery.

We focused our energy on making sure first of all that the community, council members and business establishments supported this ordinance, and making sure that we had the 10 year lithium battery smoke alarms at the Home Depot in the right amounts so that everybody got their smoke detectors when they wanted them. There was a huge campaign to get those smoke detectors in high risk areas, we gave away thousands and thousands of smoke alarms and we went into people’s homes and installed them. So that kind of out of the box thinking and creative program gives you a very efficient and powerful fire department, and it saves lives. That’s the bottom line.

What we have done is not only build this culture of caring and compassion within the organization itself, but we’ve also created a culture of safety in the entire community of Madison. So now people are very accustomed to seeing a firefighter on television talking about something they could do in their own homes to make their homes safer, and that is a huge change for the Fire Department.

To show you how significant that is, if you look in communities that are our size, all across the country, most cities have two to three fire fatalities per year, we’ve had one in four years. Now, that’s truly impacting the safety of the community in the City of Madison.

FIRE 20/20: Do you feel that a strong legacy has been established for that trend to continue?

CHIEF AMESQUA: We were wildly successful with that approach and the people that I have there right now. Those are the people who are going to be there another 10 to 15 years. In addition to the inclusive culture, a rookie firefighter can bring ideas to the command staff and to the committees and actually get their ideas implemented. We just don’t see that in other fire departments. So, yes, I think that innovation is going to be part of the culture of the City of Madison for many decades to come.

FIRE 20/20: In conclusion, do you have an inspiring quote you’d like to share with others who are inspired to follow in your footsteps?

CHIEF AMESQUA: Yes, there’s a poem that I recite, it’s based on a quote by Edward Teller. I keep it close to my heart.

“When I come to the end of all of the light that I know, and I step out into the darkness, I have faith that I will land on solid ground, or I will learn how to fly.”

By Larry Sagen

The end of the year is a time of reflection for me and for FIRE 20/20. One of our guiding principles is continuous learning. I find myself asking, “What new lessons did we learn that we can take into the New Year; and what old beliefs can we let go of to create a little more room so that we can unburden ourselves and continue to move forward?” Tough, introspective questions… A lot easier to ask than to answer.

As part of this 2011, year-end FIRE 20/20 eNewsletter, I’d like to reflect and share my observations about some commonly held beliefs that tend to keep the fire service stuck around issues of inclusion and diversity.

Myth: Diversity drives inclusion. It’s actually just the opposite. A department can have racial and gender diversity, yet not be at all inclusive. This was a tough lesson we learned from Affirmative Action; that we cannot afford to repeat. Yes, the courts created a lot of opportunities for women and people of color who had been historically denied firefighter jobs. However, the focus was on numbers, and didn’t address the need to create a welcoming culture for those who were different than the status quo. Between 1970-1990 many diverse firefighters were hired, yet they were not necessarily welcomed. Although they stayed for a career, they told family and friends that the fire service was not a welcoming place. It’s now a generation later and a large percentage of people hired through Affirmative Action have retired, or will be retiring within the next five years, with few successors. Diversity in the fire service is declining. The Lesson: Inclusion is the only sustainable path to diversity. In fact, an inclusive department will actually attract qualified, inclusive, diverse and safety-conscious candidates.

Myth: To achieve diversity we need to lower standards. I want to be clear!! Firefighting is a dangerous and critically important job. We should NEVER, EVER LOWER STANDARDS to hire ANYONE! The belief that lowering standards is tolerated to increase diversity is a hold-over from the days of Affirmative Action when cities and fire departments were told by an outside entity (the courts) that they could no longer follow their (then current) hiring practices. Did I forget to mention that many of these hiring practices were not validated, were biased, and had little to do with actual job tasks? I have looked high and low and cannot identify any research that finds that people hired because of consent decrees did a substandard job, injured or killed more firefighters, or were written-up more often than anyone else. For anyone who brings up this objection, I suggest that you agree, we cannot lower standards. Then kindly suggest that diversity actually raises the standards. It increases cultural competencies, it builds trust and reduces language barriers with diverse communities, it increases a department’s flexibility in responding to emergencies, and it provides additional problem-solving abilities through diverse perspectives.

Myth: The more diverse candidates we get to apply and test, the more qualified, inclusive, diverse and safety-conscious firefighters we’ll hire. This is known as the ‘funnel model’.  It makes sense when you’re selling a well-known product or commodity that needs little qualification. However, it just doesn’t hold water for hiring qualified, inclusive, diverse and safety-conscious firefighters. The most effective strategy is targeted recruitment through community partnerships. We don’t need to get more diverse people to the test, we need to get the right people to the test. FYI, this also includes the ‘right’ white males, who understand and support an inclusive and diverse fire service and truly understand its value.

Myth: Diversity is about reflecting the community. How often have you heard this phrase? Granted, the metric of reflecting race and gender demographics is one measure. But, if we look more closely at the result, it’s misleading. First, chances are pretty good we’ll never get there. For example, at this time it’s unlikely that we’ll have 51% women. Second, it’s not just about the numbers. We need to find ways to involve the whole community. A fire department will be most successful in serving the community when the department IS the community and the community IS the department.

As you move into the new year, please think about the beliefs that you hold about inclusion and diversity, and whether they’re helping you and your department to move forward, or providing justification to stay the same. Hopefully FIRE 20/20’s perspectives, training and lessons-learned are helping you to gain new insights and move your department forward in your quest for greater inclusion and diversity. This is important work. You’re leaving a legacy for the next generation.

From all of us at FIRE 20/20, we wish you a safe and joyous holiday season. It’s been an amazing and very busy year. I personally want to thank all of our team, supporters, collaborators, mentors, and coaches. A huge thank you to our sponsors: Scott Safety, LION, PBI Performance Products Inc., and the Motorola Foundation. YOU GET IT! You understand and support an inclusive and diverse culture, both in your businesses and in the fire service. You understand that a department that respects and represents the community it serves does a more effective job of both emergency response and prevention. Your support makes our work possible and allows FIRE 20/20 to be in service to the fire service.

Original story written by Melissa Jenco posted on: http://triblocal.com/naperville/2011/11/29/citys-first-female-fire-lieutenant-named-firefighter-of-the-year/

As a health sciences student at Aurora University, Amanda “Amy” Scheller thought she might pursue sports medicine or maybe a job in an emergency room.

But a guidance counselor pointed her toward a career as a firefighter. Twenty years later, she hasn’t looked back.

“When you’re called to help, when someone really needs it and you’re able to make a positive difference, change the outcome for the better, it’s really rewarding,” said Scheller, 39, of Montgomery.

Her efforts haven’t gone unnoticed. The Naperville Fire Department’s first female lieutenant has now been named the 2011 Naperville Exchange Club Firefighter of the Year.

“She is just a tremendous firefighter and a great officer for the department,” Chief Mark Puknaitis said. “Her supervisory skills and her dedication to excellence in providing service for the community is outstanding and she is a great example for all members of the department.”

Puknaitis added his lieutenant has a positive attitude and is always willing to take on additional duties. Scheller joined the Naperville department nearly 14 years ago after volunteering with the Montgomery-Countryside Fire Protection District, and now serves on Naperville’s dive team, recruitment team and honor guard. She also is a field instructor and part of both the city’s fire investigation team and the DuPage County Arson Task Force. In addition, Scheller coordinates the Juvenile Fire Setter Program that helps children who may have experimented with fire and are in need of intervention and education.

Scheller downplays her involvements, saying they are typical of her colleagues and called the Firefighter of the Year award “really humbling.”

“I naturally work the way I work … I’m looking for challenges and things to better myself and help the organization,” she said.

In August 2010, she became the first female firefighter in Naperville to reach the rank of lieutenant.

“It’s all about making sure you’re respectful and know your job and are confident and have their safety in mind,” she said of being a female officer in a male-dominated field.

Firefighter/paramedic Jim Leslie said he chose to be part of Scheller’s crew at Station 3.

“She’s knowledgeable, she treats us fairly and she knows her job,” Leslie said.

Scheller is the Exchange Club’s 10th Firefighter of the Year. As part of the award, she will serve as a judge at next summer’s Ribfest and participate in the city’s Labor Day parade and Sept. 11 remembrance event.

Commissioner Roderick J. Fraser, Jr. announced yesterday that he has appointed Steve E. Abraira as the Boston Fire Department’s chief.

Chief Abraira was selected after a nationwide recruitment which attracted over 50 applicants from across the nation. He will succeed Ronald Keating, who retired in October after 41 years of service to the Boston Fire Department. Abraira will assume command on Dec. 5, 2011.

Abraira served the Miami, Fla., Fire-Rescue Department for over 26 years, retiring as an assistant fire chief in 2000 when he was appointed fire chief of the Dallas, Texas Fire-Rescue Department. Abraira served Dallas for over 5 years before retiring and returning to Florida. In 2007, Abraira came out of retirement to assume his current position of fire chief in Palm Bay, Fla. He holds a bachelor’s degree in Public Administration from Barry University and graduates on Dec. 17, with a dual master’s degree in Human Resources Management and Management and Leadership from Webster University. Abraira also holds the chief fire officer designation from the Commission on Professional Credentialing and is a member of the Institution of Fire Engineers.

The fire service is truly an Abraira family calling. Abraira’s son is currently a fire lieutenant with the City of Miami Fire-Rescue Department, making him a third-generation Miami firefighter.

In Boston, Abraira will report to Fire Commissioner Roderick Fraser and will serve as the highest ranking uniformed officer in the 1,439 member Boston Fire Department, the oldest professional fire service organization in the nation.

Fraser is pleased to select Abraira for this demanding and prestigious appointment, citing his progressive experience, training and dedication to fire protection, emergency medical services, homeland security and disaster preparedness.

Abraira states, “I am thrilled and humbled to become a part of the distinctive and proud history of the men and women of the Boston Fire Department. I pledge to work with the commissioner’s office, the staff of the department and the public to provide the highest quality services possible to the citizens of Boston.”

To facilitate the recruitment process, the City of Boston engaged The Waters Consulting Group of Dallas, Texas, to attract and do the initial screening of candidates. Fraser and Chief of Department Ronald Keating personally interviewed the finalists and directed comprehensive background reviews of the candidates.

By Deborah L. Flowers Ph.D, RN

Deborah L. Flowers is a professor and program coordinator at the ECU at Southeastern Oklahoma State University Department of Nursing—Durant, Oklahoma

Because of the increasingly multicultural society within the United States, emergency responders can be more effective on scene when they have expertise and skills in the delivery of culturally appropriate and culturally competent care to minority populations. Members of one of these populations, American Indians and Alaska Natives, have many diverse traditions and practices. If the goal is to provide the best possible care for these clients, it’s important to understand the cultural differences that may create conflict and result in less than optimal outcomes.

Demographics

The terms American Indian, Native American, and Alaska Native refer to one of the smallest racial minority groups in the United States; a group that consists of descendants of the original people indigenous to the North American continent.

The US Census Bureau defines American Indians and Alaska Natives as “people having origins in any of the original peoples of North and South America (including Central America), and who maintain tribal affiliation or community attachment.”

It is important to note that many people who identify as American Indian or Alaska Native may also be of mixed race. According to the 2000 Census the most common mixed races included: white (66%), black or African American (11%), and white and black (6.8%); ‘some other race’ accounted for 5.7%.

As of July, 2008, the approximately 4.9 million persons who identify themselves as American Indian make up more than 500 different tribes. The most populated tribal groupings include Navajo, Cherokee, Sioux, Chippewa, Choctaw, Pueblo, Lumbee, Apache, Iroquois and Creek.

American Indians live predominately in 26 states, including Alaska. The states, with the largest number of American Indian inhabitants, are California, Oklahoma, Arizona, New Mexico, South Dakota, New York, Washington, North Carolina, Michigan, and Alaska.

Avoidance of Stereotyping

When caring for an American Indian client, it is very important to avoid stereotyping. Cultural issues such as spirituality, language, and healthcare, as well as racial characteristics such as skin color, vary greatly among tribes and in families within tribes.

Some American Indians speak their native language as a first language, with either English, or in the southwest, Spanish, as a second language. When a language other than English is being spoken as a first language, emergency responders must assess whether a translator should be present.

Skin color among members of different American Indian tribes may vary from light brown to very dark brown. A person with very dark brown skin may have 100% American Indian blood and have no cultural identity with American Indian heritage or traditions, whereas a blond-haired, blue-eyed person may have a lesser degree of American Indian blood, but identify very strongly with American Indian traditions and culture. American Indians who practice both American Indian ways and mainstream American ways are termed bicultural. Because of this biculturalism, emergency responders must do an accurate assessment of cultural patterns for each client and avoid any stereotyping.

Religion and Spirituality

Some American Indians have converted to Christianity, while some retain their American Indian spirituality, and some practice a mixture of both Christianity and American Indian spirituality. Many American Indians practice traditional religion, a belief in the Great Spirit. The following passage illustrates this belief:

The Great Spirit is in all things; he is in the air we breathe.

The Great Spirit is our father, but the earth is our mother.

She nourishes us, that which we put into the ground she returns to us.

Big Thunder,

Wabanaki Algonquin

Communication

An understanding of important aspects of American Indian communication is extremely helpful for emergency responders who wish to establish an effective relationship with American Indian clients. It is critical to understand the importance of nonverbal communication. American Indians are comfortable with long periods of silence, and interest is shown through attentive listening skills. In contrast to European Americans, American Indians usually take time to carefully consider and think about what they want to say before speaking, so it is important to allow time for them to respond to questions.

Many American Indians consider it rude to talk in a loud voice and rude to make direct eye contact. They also have a greater requirement for personal space, and touch is sometimes unacceptable unless one knows the person well. It is impolite for a listener to say “huh” or to give an indication that he or she did not hear. When communicating with an American Indian about an illness, emergency responders should be careful how the words ‘positive’and ‘negative’ are used. The statement ‘your test was positive’ could be misconstrued to be good news.

Many American Indians are stoic about expressing pain. This stoicism can lead to ineffective treatment for pain. It’s important for emergency responders to be aware that lack of complaints about pain does not necessarily mean the client is not experiencing pain. Emergency responders need to be alert to nonverbal cues and physiological indicators of pain.

Nonverbal cues could include grimacing, becoming immobile, withdrawing from activity and socialization, holding the painful area, breathing with increased effort, and becoming restless. Physiological responses could include muscle tension; tachycardia; rapid, shallow respirations; increased blood pressure; dilated pupils; sweating; and pallor.

Traditional Indian Medicine Healers

Some American Indians adhere to Western medical regimens when ill, some rely on traditional Indian medicine, and some use a mixture of both.

The use of traditional healers to restore a person to optimal health physically, mentally, or spiritually is practiced among many American Indians. A traditional healer may be either a medicine man or a medicine woman who is a very respected person and who is believed in some tribes to be divinely chosen.

In some tribes, medicine men or women are called singers. If a ceremony called a ‘sing’ is performed, then “things should come back into balance and the person should return to ‘health’.

An example of a diagnostic ceremony would be pollen or sand sprinkled around the sick person. The  diagnostician sits with eyes closed facing the patient. The diagnostician’s hand begins to move during the song. While the hand is moving, the diagnostician thinks of various diseases and causes. When the arm begins to move in a certain way, the diagnostician knows the right disease and cause have been discovered and is able to prescribe the proper treatment.

Purification

Purification is used to maintain harmony with Nature and to cleanse body and spirit. Purification can be accomplished by total immersion in water or by use of sweat lodges, herbal medicines, and special rituals. Sometimes sage, cedar, or other materials are burned to purge the area of evil spirits and disease.

Medicine Bags

Preventive medicine sometimes consists of carrying an object or a pouch filled with items given to the person by a medicine man or woman to ward off evil spirits. Some of these items, such as a medicine bag, are worn on the person and are not to leave the person for any reason. Emergency responders should make sure American Indian clients are allowed to practice this custom, because this practice contributes to the mental well-being of a person, and removal of this item causes stress.

Care of the Body After Death

Care of the body after death varies among tribes, but usually the body must go to the afterlife as whole as possible. Some tribes select female members to help prepare the body for its journey to the ‘other side’. The selected persons wash the patient’s hair and body and sometimes provide selected belongings to be placed with the body. They also put the body in a culturally specific position rather than having it lie supine, as is common in modern Western medicine. Autopsy and organ donations are unacceptable to traditional American Indians.

Family

Most American Indians have a strong sense of family. Their concept of family is not restricted to blood relatives. Adoption of nieces, nephews, uncles, sisters, cousins, grandfathers, mothers, and so on is a common occurrence. Sometimes family and friends will visit and camp on the lawn, play drums, sing, and/or pray for the Creator’s help.

When you aren’t sure!

A basic question that can be used by emergency responders to begin to elicit cultural information about a client would be, “Is there anything I need to know that will help me in providing care to you?”