THE LAST WORD - JIM BRADY, CHIEF RANGER OF THE NPS Now there may be Green blood Rangers that are better mountaineers, pistol shots, wildfire fighters and so on than Jim Brady, but few that could train, inspire, and lead rangers as well as "Diamond Jim" Brady. Or so said his Green blood contemporaries: "He was a hard act to follow at Yosemite" -- Roger Siglin "Very Organized...It was a crazy time and he was the right kind of open supervisor to get the best out of the rangers assigned to Yosemite following the riot in 1970." -- Walt Dabney "There are a lot of stories about Jim that, if heard by those who don't know him, would be considered outrageous, and I suppose he IS outrageous. However, when you needed a damn good field ranger (or a ranger program manager) no one was more competent." -- Bill Wade "He was an inspiring leader with a perseverance that was almost unbelievable. He reminded me of a pit bull -- once he got hold of something, he didn't let go. Perhaps the greatest example of that was Ranger Careers, something he was able to push through despite the objections of many within the Service. Present day rangers will never know how much they owe him. I remember sitting at 60 feet in diving gear in Yellowstone Lake on a training dive. We were supposed to buddy breathe off a single mouth piece. My partner was Brady. When he passed me his mouthpiece, I almost choked to death. It was, of course, covered with Copenhagen. It was my last buddy dive with him, but the beginning of an enduring friendship." -- Rick Smith Perhaps the best part of Brady as a leader was that he actually fun to have around: No mean accomplishment for a federal bureaucrat! "One just never knew when Jim would pop into their house at dinner time, still a little wet f rom his daily run, and would sit down at the dinner table to shoot the bull. His affable style always allowed a welcomed place at the table." -- Roger Rudolph Brady amiably rumbled through assignments in a number of crown jewel parks picking up the coveted Harry Yount and Sequoia awards and becoming Chief Ranger of the National Park Service. An interesting career? Yes. A chap that you'll not meet everyday? Yes. Well then, let's meet Brady and ask him some questions. TB: JIM, AS GEOGRAPHY IS OFTEN A GREAT MOTIVATOR IN ENVIRONMENTAL CAREER CHOICE, WHERE DID YOU GROW UP? JB: Still attempting to "grow up," but was hatched out and fledged in southern California. While the beaches were great, the burgeoning population, congestion and increasing pollution motivated me at an early age, to seek an alternative lifestyle in the more "open spaces' of northern California... i.e. college. TB: WHAT WAS THE CATALYST FOR YOUR INTEREST IN AN ENVIRONMENTAL CAREER? JB: Visiting, hiking and fishing in Yosemite as a child and taking vacations with my parents to parks and forests in the west. The real key however, was a college friend of mine at Humboldt State, Orville Rogers, who had been a "Student Trainee" at Olympic NP. He and another friend Don Shupe, raved on about working for the NPS as a park ranger. They persuaded me to take the FSEE and see if I could get a summer "trainee position." I scored well on the exam and applied to the NPS. Bottom line: you had to be 21 or older to qualify. Bummer--- I was 20. The next year I applied and was accepted for a seasonal ranger job at Crater Lake NP. The hospitality and skills of Buck Evans and Jack Jacot, the permanent ranger staff and their families and the nature of the ranger work combined to direct a life-changing experience for the Brady clan. I returned to college and changed my major from PE to Zoology and Botany with a view toward working with the NPS. As it turned out, both Rogers and I enjoyed careers with the NPS. Shupe went on to get his doctorate and "repair damaged minds and attitudes." TB: YOU MAJORED IN ZOOLOGY AND BOTANY AT HUMBOLT STATE UNIVERSITY IN CALIFORNIA. WAS THERE ANY PARTICULAR PROFESSOR OR COURSE THAT INFLUENCED YOUR CAREER GOALS? JB: Actually there were several: most notably, Starker Leopold and professors Mossman and Genelly. All of them were able to frame and connect their areas of expertise to the larger issues, concerns, challenges and values of environmental stewardship and that connection to the landscape and the human condition. These guys were amazing. They challenged you to think out interrelationships and consequences of actions and go forth "and make a difference, by really being "All that you can be," in your chosen profession." I still use today, one of their great mantras, "You're never out of school, and continued learning is both essential and expected." TB: WHY DID YOU JOIN THE NPS RATHER THAN, SAY, THE US FOREST SERVICE OR FISH AND WILDLIFE? JB: Essentially, I really liked the adventuresome and challenging nature and diversity of the job of an NPS park ranger. Also, who could resist the lure of living and raising a family in the national parks?? While I had my heart set on a career with the NPS, when I graduated from college in 1962, I also had interviewed with the FBI, applied to law school and had been accepted for as a Master's candidate in wildlife management. at Berkeley. With an "expectant mother "in the household, we needed employment. Upon college graduation, we had applied to at least 15 parks for seasonal work. Had several offers, but only with "bachelor housing." Fortunately, a month after graduation, Howard Chapman hired me as a seasonal ranger at Canyon Village in Yellowstone, with family housing -- a studio apartment. Several days after our arrival, our first daughter Shiera was born on the 4th of July in the Mammoth hospital. It was a cause for celebration in that we both launched a career and a family in a very special place. In recognition we named our daughter Shiera, after the Yellowstone moose -- Alces Shirasi. She was then and is today much, much better looking than a moose. She does though -- takes big steps and leaves a marvelous impression on everyone she meets. Perhaps it was appropriate. TB: YOUR FIRST PERMANENT ASSIGNMENT WAS PETRIFIED FOREST NATIONAL PARK. WHAT IS YOUR FAVORITE PETRIFIED WOOD THEFT STORY? JB: While working on the entrance station [my full-time job], we redesigned the park brochure to include positive and highly visible information regarding the prohibition of removing petrified wood. We advised visitors of this upon entry and then questioned each and every departing vehicle; with this query "Did you remove anything from the park?" We recovered tons of wood each year, from this process. I remember responding to a letter and a box from a family that had visited the park. Their eight-year daughter, went on to say, "we didn't tell the truth when we left the park, and I feel bad, so we are returning the rocks we took." Guess we made a lasting impression. It certainly did on me. Years later, as a protection ranger, I often reflected back on this story. It added emphasis and meaning to a critical resource protection rationale: "let people know in advance what behavior is expected and how to achieve it." It still applies today. Many thanks hereto "jumpin' Jimmy Carrico". I couldn't have had a better first boss in the NPS. TB: YOUR NEXT ASSIGNMENT WAS ONE OF THE SERVICE'S PREMIER LAW ENFORCEMENT PARKS, LAKE MEAD NATIONAL RECREATION AREA. DID THIS EXPERIENCE TILT YOU AWAY FROM RESOURCE MANAGEMENT AND TOWARD LAW ENFORCEMENT? JB: Yes and no. My college training and seasonal work with the Forest Service and the NPS had included substantial fire behavior and control experiences. I envisioned focusing on this in my NPS career. Other than the occasional boat or vehicle fire, the creosote bushes, rocks and water at Lake Mead didn't host many fires. Protecting people from people and people from the resource were the main and most intense job challenges. So, law enforcement, search and rescue and related public safety issues, such as water safety were the daily fare. They involved large numbers of multiple incidents that were often very intense, complicated and occasionally dangerous. My interest in fire went "on the back-burner" so to speak. However, other resource issues such as water quality, feral animals, declining bighorn sheep populations, endangered species such as the desert tortoise and off-road travel, noise and light pollution, provided for an alternative resource focus and concerns. Overall, I remember many discussions with our Boulder Beach staff: Tom Ritter, Joe Cayou, Al Denniston, etc... about how could we do a better job of managing and protecting all park resources -- not just visitors. We recognized that as rangers, we needed to cover all bases. Staffing then and now still makes this a very real challenge, concern, focus and often, only a "marginally attainable goal... Bottom line: a critical part of resource management is resource protection... a key job of the ranger corps... While law enforcement is often the means or method, resources are the rationale... Early on, thanks to some great compatriots, I recognized this nexus or relationship. The rationale and relationship of "means to an end" remains relevant and true today. Law enforcement is a complicated and very important "means," not an end unto itself. This connection and its relationship to interpretation are critical, in achieving mission-based park goals and defining/maintaining the most effective nature of the ranger profession... TB: WHO PROVIDED THE MOST INSPIRATION AT LAKE MEAD? JB: Dave Dame, the Chief Interpreter at LAME, a real ranger -- he was good at everything, including technical rescue, encouraged us "protection dogs" to get involved with interpretation. So, during the winter or "snowbird season, I developed and gave my first interpretive programs at the Boulder Beach amphitheater. What an education! I started off by showing park films and answering questions. This of course, entailed gaining knowledge of the resource as well as "things to see and do." I had to research and learn a lot about the park, so that I wouldn't be a complete dufus, embarrassing the service and myself. Ultimately my program evolved into a major slide show on public safety and search and rescue. I consider this one of the very best experiences in my entire career. Why? I was forced to develop communication skills, responding to a wide variety of visitor issues and concerns and it was it a real pleasure to deal with visitors in a venue that didn't include, arrest, investigation, death, injury or rescue. It was a great mental break and I really enjoyed attempting to add meaning and value to their visit from an educational or interpretive perspective. Also, the knowledge and skills gleaned from interpretation carried over and were directly connected to my other duties. Early on, it became clear that if the goal of law enforcement is prevention. It was (and is) the key to that achievement and rests in the venues of education, interpretation and related communication and outreach skills. Like I say, I learned a lot.... I needed to... TB: SOME SAY NATIONAL RECREATION AREAS, WHICH EMPHASIZE MOTORIZED ACTIVITIES, HAVE NO PLACE IN THE SYSTEM. WHAT IS YOUR TAKE? JB: Early on [1930's??] the NPS had Recreation-Demonstration areas. Some of which became state units or were voided from the system. The remaining rec. areas we have today, I believe add real value and diversity to the overall NPS system. The NPS like many state and other park or protected areas - systems internationally, deal with natural, cultural, historic, human and ...... recreational resources and values. Visitors expect meaning and value from their park units. We are providing that opportunity for a broader diversity and expanded base of park users [and potential supporters] by including recreational areas. I recognize that some recreation users want to use their "toys" in all park units. We've been able to sort that though-- Most recreational areas are not one-dimensional. Areas such as LAME and Glen Canyon are also protecting and managing -- for visitor use/enjoyment--- some marvelous natural and cultural resources. TB: LAKE MEAD, ALONG WITH YOSEMITE VALLEY, HAS ALWAYS PROVIDED SOME OF THE GRIMMEST AS WELL AS THE FUNNIEST "WAR STORIES", WHAT ARE SOME OF YOUR MORE BIZARRE LAKE MEAD STORIES? JB: Along the scary side, in the course of my patrol duties at LAME, I was assaulted and hospitalized with a concussion, run-over by a vehicle, shot at on three different occasions, by "unhappy patrons/miscreants/turkey dicks"[choose two]. Fortunately, none of them were lifetime NRA members, as all shots missed! One night, responding to a substantial "drunk and disorderly call" from the Lake Mead Marina, I left my patrol car unlocked as I sprinted into the bar. Returning to my vehicle with a "patron" in tow, I noticed that my patrol car was "resting alongside the gangplank -- in about six-feet of water. His buddies had been busy while I was dealing with the incident in the bar. Real nice to call the Chief Ranger at 2:00 am and explain the "situation." The remaining bar patrons did give me a round of applause though.... One particularly busy night, while I was manning the desk/radio at the Boulder Beach Ranger Station, a very distraught, attractive and scantily clad, middle-aged woman came in and demanded immediate attention... I was in the middle of coordinating by radio, several SAR incidents on the lake and repeatedly told her that I would be with her in just a moment. Apparently her husband was an overdue boater. One of about 15 we were dealing with at the time. She persisted in yelling and screaming at me for immediate attention. I couldn't hear the radio. Finally, in frustration I asked her to put her hand out on the counter, she did and then I picked up a hammer from under the counter. Recoiling back in terror, she asked, "What are you going to do?" I replied that I was going to smash her fingers and that would take her mind off of her current problems and allow me to handle my other emergencies and then--- I could provide some real assistance for her... Postscript: indeed her husband was overdue, back to their campsite by several hours. Another ranger located him and the "other her" in a remote beach area in a very fine and new Cadillac convertible some hours later. The next day, "he" came in and reported that his wife had split and left his "new convertible" completely filled up with dirt in the campground. She had spent many "wee hours" in the early am, shoveling dirt, rocks and gravel into the vehicle... Ah yes, justice takes many forms. TB: IN 1967, YOU BECAME A YELLOWSTONE SUB-DISTRICT RANGER. WHICH DISTRICT WAS THAT AND WHAT WERE THE CHALLENGES? JB: I was initially assigned to the Mammoth Sub-District. It included park HQ along with park and concession housing, a large concession operation, campground, entrance station, the horse operations/corrals-barns, etc... For the park and a substantial backcountry operation. It also bordered the town of Gardner, Montana. The challenges included working "under the thumb" of the HQ operation. There were monstrous facilities that needed a structural fire plan and annual inspections, traffic control, relationships with the town and all the attendant problems of drunks, litter and animal control -- bison, elk, deer, bears, antelope and coyotes. This included shooting and/or poaching animals from the park. We had 26 miles of boundary that needed to be marked and patrolled and a beautiful backcountry full of grizzlies, other wildlife and outstanding hiking and fishing. After two years, I was reassigned to the Old Faithful sub-district, where I greeted the very first snow machines in Yellowstone and "wintered in" for three seasons. In terms of visitor issues/problems and sheer numbers, Old Faithful was among the very busiest in the Park. During my assignment a by-pass road system was constructed to remove the road from in front of the geyser and we closed the park dumps to bears-- a major policy change for the park... Resultantly, during the month of June one year, we closed the campground and trapped and/or drugged 25 grizzlies out of the OF area. We had a tremendous seasonal staff and were extraordinarily busy and challenged all of the time. This was real action and we loved it. Some of the top seasonal crew, like Tom Cherry, went on to enjoy very productive NPS careers, TB: NO YELLOWSTONE ASSIGNMENT WOULD BE COMPLETE WITHOUT A FAVORITE BEAR STORY. WHAT'S YOURS? JB: Now let's see... what might qualify as my favorite.... could it be: the bear I tracked for two days that had an arrow protruding from its ribs, thanks to some amateur visitor -- Robin Hood wanabees??, maybe it was the bear after being drugged was "scratching its back on a small trailer, at 2:00 am, nearly rolling it over in the process with its occupants inside..,?? No, actually, I favor the grizzly bear that got its claws in the seam of an Air stream employee trailer and "ripped the entire side of the trailer off," providing the occupants a lifetime memory... Oh, I nearly forgot, the night a hiker/camper from Alabama ran across the lower geyser basin around 3:00 am one dark night, (geyser roulette) to report that his buddy had been attacked by a bear... He was almost correct; the bear had attacked and then subsequently eaten most of his friend. Both had been (very quietly) camping in a (posted)" closed to the public" area, during the grizzly bear mating season. Talk about communing with nature, they had the "ultimate" experience. Actually PJ, competing for my all-time favorite was the black bear, up about 20 feet in a very large tree, that when darted with Sucostrin, looked down, smiled and then released a HUGE bowel movement that completely inundated the [darting] ranger below. Monstrous visitor applause and laughter, not mention all of us rolling on the ground. We named the bear Re-lax! Postscript: the bear had been eating berries. A whole new uniform was required. TB: IN 1972, YOU BECAME YOSEMITE VALLEY DISTRICT RANGER. YOSEMITE VALLEY IS ONE OF THE MOST BEAUTIFUL SEVEN MILES IN AMERICA, BUT ALSO ONE OF THE MOST DANGEROUS. WHAT WERE SOME OF THE CHALLENGES? JB: Lights, camera, action -- all three -- all the time. The largest challenge by far, was a focused and planned attempt to resolve, integrate and manage the many challenges presented by needs, wants, actions and lifestyles of the "non-traditional visitor." This was new ground for the NPS. Following the Yosemite valley "riots" of 1970, Superintendent, Lynn Thompson, Deputy Supt., Bill Whalen, Asst. Supt John Good and Chief Ranger Jack Morehead collectively recruited for many Valley ranger positions with a special emphasis on: (outreach) communication skills and the ability and predisposition to examine some non-traditional protection "problem solving," approaches, designed to restore "peace in the valley." Among those selected were: Rick Smith, Walt Dabney, Mike Finley, Roger Rudolph, Butch Farabee, Dan Sholly, Mark Forbes, Joe Abrell, Bruce McKemmon, Jim Lee, JT Reynolds, Ginny Rousseau, Pete Thompson, Dennis Burnett, Ross Rice, Joe Evans and many, many others, both permanent and seasonal staff. Most of the original staff from 1970 had left the park, except for "priceless jewels" like ranger Don Utterback, who had really seen it all and was a key player in the transition to a new ways of doing business. Given the proximity of the park to San Francisco and the decade of the 60's and all its impact on the American scene, values, and forms of expression, including sex, drugs and rock/roll, these were really challenging times for the park and the NPS as well.. Yosemite Valley happened to be a very visible focal point. A very traditional and ultra-conservative NPS was in for a "sea change." We had to step back and examine a whole different philosophy of dealing with-- "a new breed of visitor." Other parallel and contemporaneous challenges at the time included: firearms, size of the weapon, visible or not? Preventive law enforcement techniques, lowest level of effective enforcement, solving the "quiet hours dilemma in the campgrounds, the role of interpretation in all of this, assuring the "type and quality" of the visitor experience for the "traditional, family visitor, park resources protection, litter, overcrowding, increased criminal activity and search and rescue incidents. Etc.... A long list. At the heart of the matter were the questions of Whose park is this? Who is really welcome here? How will it be managed and what kind of law enforcement philosophies/ techniques will best resolve many of the identified problems and how do we accomplish all of this? The old saw " Solve a problem and build a relationship," was never more at play. For many of us, it was one of the most complex challenges of our careers. Sometimes a little scary and demanding the ability to "think outside the box?" It was a highly motivating climate. Many new or "experimental actions" were initiated, they included: direct, in-depth and frequent dialogue with all park users, including questions and suggestions on what will it take to provide a satisfactory park experience for you?? Designating a special campground for the non-traditional park users, designating a Search and Rescue campground for rescue-climbers, relaxing the quiet hour rules in both places, working on in-park transportation issues including undercover patrols on the shuttle buses, really using the lowest level of enforcement to resolve a problem, increasing the type of number patrols including a very fine and well trained horse patrol that could cover the areas "in-between" the roads and facilities, rangers who had long-hair beards and mustaches (some-not all), support of park and regional management, ability to take risks (calculated) and learn from mistakes, increased funding, expanded seasonal staff, hiring minorities and females,-- and the list goes on...! Over a period of about 3-4 years, the successes outweighed the failures. The things that worked were adopted, resolving most of the problems and instituting a whole new way of doing business for the NPS. I attribute most of successes to four things: One, this was a problem that had to be solved ... and soon. The stakes were very high and it was recognized as such by all the key players. Two, the intelligence, flexibility, commitment-tenacity, problem solving, risk-taking and marvelous communication skills of the field ranger staff, Indeed the staff mentioned, went on to enjoy some of the finest careers in the history of the NPS. Three, the leadership, supervision of park management whose personal support and involvement not only resulted in increased funding but they served as "heat shields," deflecting organizational and political criticisms and served to motivate the entire staff, often in very difficult and trying times. They set a good and worthy course. The combination of Lynn Thompson, Bill Whalen, John Good and Jack Morehead was hard to beat. Four, overall-- the right people at the right time with the right skills, motivation and commitment and game plan... I consider the HQ and field ranger staff the finest I ever have had the pleasure of working with anywhere, anytime! Talk about a team. WOW!! Some have called us the Yosemite Mafia. Given the success of HBO's Sopranos, I can only view that as compliment. TB: SOME SAY THAT THE ONLY WAY TO REDUCE CRIME AND RESTORE TRANQUILITY WOULD BE TO DRIVE THE MONEY CHANGERS OUT OF THE TEMPLE. IS THERE ANY CHANCE THAT BOTH THE PARK SERVICE AND PARK CONCESSIONS COULD BE INDUCED TO REMOVE MOST OF THEIR OPERATIONS OUT OF THE VALLEY? JB: The operative word was ---- induced... Short of the threat of great, personal bodily harm or prolonged torture by the Sandinistas or Apaches... NO! Much of housing and many of the administrative functions and facilities are already gone. This has really been an improvement and many, such as Superintendents Mike Finley and Mike Tollifson deserve credit. I really don't see much else leaving, unless the 1,000 year flood or a resurgence of the meat-eating Neanderthals occurs [simultaneously]. Declare victory, move on and focus on making the existing situation the very best it can be for the visitor experience, protection of park resources and values and a deserved and continuing reputation as one of the world's best parks... TB: YOUR NEXT ASSIGNMENT, TRAINING SPECIALIST AT HORACE ALBRIGHT ACADEMY SEEMS TO BE ONE OF YOUR FAVORITES. WOULD YOU SAY YOU ENJOYED TEACHING? JB: Yes, I thoroughly enjoyed the "whole nine yards" of teaching which often included: preaching, proselytizing, instructing and attempting to motivate the workforce to take risks, not settle for the status quo and be a change agent for the very best conservation and operational practices and procedures in their park or work unit. Collectively, the HOAL staff in virtually all of our programs, encouraged attendees to "Look for the diamonds in their backyards, and remember that small fires often burn together." The idea being that one person can really make a difference. We also emphasized the "whole person concept" which interposed the aspect of health, wellness, and physical fitness into the equation. This was a great assignment. Working with the likes of King Boyd of the Evision clan, Sir Richard of Smith, Lord Ronald Thoman, General Gene Daughtery, King James of the Coleman clan, Admiral Stu Croll, Sir Anthony of Dean, Lady Ginger Bice and Princess Ann Baugh [she remains one to this day], made every day an adventure in many interesting and productive ways. I learned a lot from each and every one of them and my programs would never have been successful without their help and support. For example: Ron Thoman who was the literal," Pied Piper of Interpreters," greatly influenced (perhaps more than anyone) my understanding and appreciation of interpretation. Rick Smith and I convinced Ron to quite smoking, lose 50 pounds and start exercising. He did. And then of course, he became a real "devotee." Rick Smith was then and is today, the most articulate and highly skilled presenter of ideas, concepts and philosophies that I have ever experienced in my lifetime. He can take an idea or a problem and dissect it into understandable units and motivate you to do something about it. Truly a gift and he shares it with the rest of us, in the nicest of ways. We really functioned as a team. There was never a dull moment at the Training Center: meeting and greeting the top managers in the NPS, being involved in the most challenging issues and concerns of the NPS, interacting with employees from all disciplines and often foreign countries, was motivating, educational and very broadening for me personally. In many ways it was like getting an advanced degree in park operations, politics and classroom instruction. During my stint at HOAL we also invited outside speakers such as Rod Nash, Willie Unsole, Joseph Sax and others who brought an often much different perspective than the normal "party line" and would frequently challenge NPS policies, procedures and protocols. This was both intellectually healthy and quite motivating. We didn't confuse or link criticism to disloyalty, but rather an opportunity for growth and improvement. Likely some more of that would do the Service well today. The TC was a going concern 24/7. We made a point to get to know the attendees individually, had many, many social functions, outdoor exercises and events, including overnight hiking and camping in the canyon. This assignment was a total family affair, with both my wife (Madam Gwen) and daughters, hosting "distinguished guests and speakers." and attending the social and outdoor functions. All the TC spouses were actively involved in the program, and it was better for it by far. Besides it was more fun..!! Overall, the staff morale or esprit de corps was outstanding. Most of us felt like we were doing important work that could really make a difference in individual lives and attitudes and the collective operations of the NPS. TB: WHAT WERE SOME OF YOUR COURSE INNOVATIONS AT HOAL? JB: Collectively: we closed the TC to smoking and instituted a health and fitness program, implemented a post-course Action Plan to measure the results of training for many of the courses, initiated and developed "new courses " to meet service wide needs, including attitudes and skill development. Some examples include: with outstanding assistance from the GRCA North Rim Unit manager, Rick Gale, Natural Resource Mgmt. for Superintendents, the same program for Division Chiefs, Ranger Skills, an interdisciplinary five-week course for Protection and Interpretive rangers, Counseling and Appraisal, a 40-hour course on performance mgmt., Basic Supervision, a +40-hour course, designed to meet the needs of attendees, I was really please to be able to "sneak" GRCA maintenance employees into the supervision courses. At least they could audit the program. There simply were not enough courses offered for the available candidates. Other examples include: an "abbreviated Orientation to Park Operation program, down to one week so more could attend. Under the direction of Commander Bill Wade, [I followed Bill as the protection instructor -- I couldn't say replaced, because that would be an impossibility] we developed and implemented a Service wide Instructor Workshop for Managing the Search Function. This was adopted by NASAR and provided training for hundreds of search managers in many different jurisdictions, across the country. None of these programs were developed in a vacuum. Our full-time HOAL staff had lots of help and direction in program development and delivery from other very highly skilled and respected employees like Butch Farabee, Bill Pierce, Tony Bonnano, Larry Weise, Karen Wade, and Elaine D'Amico. Butch Farabee and Bill Wade in particular have and continue to be two of the very best course developers and instructors in NPS history. With this kind of talent, you would expect successes. We had them..!! TB: IN 1981 YOU HAD THE OPPORTUNITY OF BECOMING AN URBAN RANGER AND TOOK IT AS CHIEF RANGER OF THE MID ATLANTIC REGION. WHAT WERE SOME OF THE CHALLENGES OF THIS URBAN ASSIGNMENT? JB: Well, the first and biggest challenge was finding an "affordable" place to live and "adjusting" to life in the "megalopous zone -- between New York and Philadelphia." We did both, not however, without its challenges. Most notably, we moved to temporary housing in a huge apartment complex in New Jersey and on our first night our camper van was stolen and then our cat escaped- to who knows where? Since all the apartments looked the same, it took about 30 minutes to determine that we hadn't parked the van elsewhere. Apparently, it had been stolen. A police report, located our van at the Camden police department impound facility. It had been "stripped" down to only the steering wheel. Homer Rouse (my boss) and I went over to reclaim the van. There was blood on the steps of the police dept., from a shooting the night before. Visiting Camden was like visiting a war -- zone. I put a milk crate where the driver's seat had been and motored home. A sad trip, mostly because my van had contained all my EMS and rescue equipment. About a month later, the cat returned, looking scraggly and thin. A minor miracle. We found a great place to live in Haddonfield, got both of our girls in school and were launched for a new adventure. The van was totaled and we went to "Rent-a-Wreck" for transportation. Also, for those who remember, in 1981 the home loan interest rates were about 18%. Made for a nice monthly payment. Welcome to the big city! The rest of our assignment was outstanding. I worked for Homer Rouse, Deputy Director, Don Castleberry, and Regional Director Jim Coleman. What a team..! We got a lot done, solved some important issues and had a lot of fun in the process. My job as Chief Ranger included: Resource and Visitor Protection, Concessions, Youth and Volunteer Programs, Resources Management and any thing else no one wanted to do. We coordinated the Presidential Economic Summit with Reagan at Yorktown, (a 2-year project). Resolved the "big trucks issue on Hwy. 209" in Delaware Water Gap, Instituted a law enforcement refresher training program that included supervisory training (a new approach.) Implemented a heath and fitness program or commissioned rangers and focused ranger skills and time on the integration of natural and cultural resources protection, along with visitor protection and services. Working with Homer, Don and Jim was absolutely priceless. Their approach to employee development was, "let them go and watch them grow." They trusted you to work out and solve your problems in a manner that integrated them with the Regional goals and programs and know "when and how" to consult with the Directorate. What a broadening experience and education for a "western ranger." I learned to value the story and resources of Independence or Gettysburg as much as the wilderness/wildlife of Yellowstone or the majesty of Yosemite. Clearly, they all added value and meaning to the words -- "a national system" Professionally, the experience of dealing with cultural resources, better prepared me for my duties both at Zion and Grand Teton. TB: HOW DID THE FAMILY ADAPT TO LIFE IN PHILADELPHIA? JB: Overall, after surviving the aforementioned" episodes," we did well. Our daughter Collene finished high school in Haddonfield, where 90 + of the graduates attends college. We enjoyed the "city" many times with ball games, restaurants and shopping, etc. Gwen got work in the Public Affairs regional office, so we commuted to work together on a high - speed train. I learned to appreciate the "green-space" city parks, where you run for miles without having to deal with traffic. TB: IN 1983, YOU BECAME DEPUTY SUPERINTENDENT OF ZION NATIONAL PARK. WHAT WERE SOME OF THE CHALLENGES JB: The park had over 500 head of cattle and some sheep getting" free grazing." on parklands. Their numbers increased every year and the damage to the park was grim. Utah had a "fence out" law, so we were able to get money to construct some 40 plus very difficult miles of fence on the backcountry boundary. The local stock owners figured that it would never happen, too hard and too costly. Surprise! In cooperation with the state, we were able to get the park declared as a Class 1 air shed. This was big news back in 1985, particularly in Utah. With outstanding assistance from the NPS, Water Resources staff; we were able to get all of the Park's water rights adjudicated. This was a huge accomplishment, as an upstream dam had been proposed and was well under way in the planning stage .In concert with TWA the park concessionaire, we completely remodeled the entrance to the Zion lodge and refurbished the historic cabins. This paved the way for the ultimate change to a public transportation system (in lieu of private vehicles) that is in place today. The whole park is virtually an archeological resource. Getting the resource inventory nearly finished was a huge job." Roger the Man- Rudolph., in cooperation with a Salt Lake, TV weatherman got a local weather station and the telemetry /system to warn visitors about the danger of flash flood in those -- slot canyons. This was a big deal and very successful. Tunnel traffic control and improving the backcountry hiking trails were other key areas of focus. The interpretive program and services with a new visitor center, turned out to be outstanding. TB: THE SURROUNDING AREA HAS SOME FAMOUSLY ASSERTIVE CHAMBERS OF COMMERCE? ANY PROBLEMS? JB: Both the Superintendent Harry Grafe and I, along with the division chiefs like Chief Ranger Roger Rudolph, attended and made numerous presentations at all of the surrounding chambers. While some were more receptive than others, overall we got along quite well. At times, we had to just accept the fact that we were going to -- "agree to disagree." We were largely successful, in getting out in front on any major issues or planned changes that would affect park operations, with open communications-dialogue, open houses and workshops. We basically knew all the key players in the political arena personally. It wasn't a "love fest," but the personal contact made a difference for the better. TB: AS A PREMIER GEOLOGIC AREA, DID YOU HAVE ANY PROBLEMS WITH CREATIONISTS AT ZION? JB: Did not. In the mid-80 these guys weren't too visible. We did however deal with the "Survivalists." They were preeminent in many locations around the park. Being paramilitary, armed and indifferent to the "laws of the land," they weren't too receptive to park rules-regulations. Not a huge problem, however, mostly due to the commitment, skill and personality of Chief Ranger, Roger Rudolph. His infectious smile, humor and patience were disarming and most effective in resolving issues and concerns. TB: IN 1987, YOU BECAME DEPUTY SUPERINTENDENT OF GRAND TETON NATIONAL PARK, ONE OF THE MOST POLITICALLY SENSITIVE PARKS DUE TO ITS LOCATION IN THE REDDEST OF THE RED STATES AND ITS WELL CONNECTED INHOLDERS. HOW DID YOU DEAL WITH SENATOR ALAN SIMPSON AND OTHER INHOLDERS? JB: Perhaps a bit surprisingly, we enjoyed a fairly good or effective working relationship with the congressional staff, including Simpson and Malcolm Wallop. The real credit for that relationship goes to Superintendent Jack Stark and my predecessor, Bill Shenck. Jack Stark was a regional director before coming to the park. He was very astute and most effective in dealing with a very complicated and highly influential/wealthy landowner group, both within and adjacent to the park. Through Jack's leadership and skill, the park enjoyed some enormous successes in acquiring key inholdings. He was clearly the best guy at the right time for the park. Great mentor, for an emerging Deputy. Our real problems centered on Reagan's' Secretary of Interior, Jim Watt who owned property in the area and was a real proponent of expanding the Jackson Hole airport, immediately adjacent to the park. While not successful at the time, this issue seems to come up every few years. TB: DID YOU CLIMB GRAND TETON? JB: Yes, twice. Once with Rod Nash on my birthday. Thanks to Pete Armington, our climbing ranger supervisor and his world class staff. TB: WHAT WERE THE MAIN RESOURCE MANAGEMENT PROBLEMS AT GRAND TETON JB: As I recall, we had about 140 structures on (or proposed for) the National Register of Historic Places. Working with the various cultural resources entities including the Wyoming SHPO, was complex, protracted and somewhat convoluted. Similar to Zion and other parks, "if you can't afford to protect, and /or refurbish all of the structures, how do you resolve that issue..? Answer: " With a hell of a lot of time, patience and luck." The elk reduction program, which entailed allowing hunting in the park in certain areas, was both complex and often controversial. Thanks to an outstanding ranger staff, led by Doug Barnard, it generally worked well. Other issues included: traffic, congestion, control/speeding with a state highway running through the park), poaching of wildlife, winter use trails for snowmobiles, the airport (mentioned), accommodating the "newly emerging" RV issues for camping and facilities, inholder special non-conforming use issues, exotic species invasions, brucellosis in the wildlife populations, wild land-urban fire interfaces, wild land fire control, etc.... Never a dull day..!! Super "Cool Park," lots of neat challenges and opportunities! TB: IN 1981, YOU BECAME CHIEF RANGER OF THE NATIONAL PARK SERVICE, A POSITION YOU WOULD HOLD FOR FOUR YEARS. WHAT WERE THE CHALLENGES OF THAT ASSIGNMENT? JB: Working with, through and around the bureaucracy to get something meaningful and lasting done in our lifetime that actually might make a difference in park operations. As you well know, this goal really "put the C" in Challenge. A little C-onsternation was good and expected, C-onstipation, we couldn't accept. There was good news and great news. The great news revolved around a "political window of opportunity:" created by the Vail symposium, and key players like Bob Cunningham, appointment of Bruce Babbitt as Sec. /Interior, president Clinton's interest and commitment to environmental issues, Mike Finley's personal relationship with the Secretary, and the commitment he obtained from OPM to work with us in the personnel arena, and the outstanding work and leadership from former Chief Ranger Walt Dabney and the RAD staff. The very good news was the competency, skill and commitment of the staff at RAD: Dick Martin, Bill Hallainen, Butch Farabee, Tony Sisto, Jimmy Lee, Bill Sanders, Joe Smith and Dennis Burnett, and Wes Henry, the stage was set for additional lights, camera, action, and it was forthcoming. With an enormous amount of insight, focus and assistance from our consulting firm headed by John Fossum and his former OPM team members, and in particular Mile Finley, Rick Smith and Bill Wade and Associate Director for Operation, Jack Davis, along with: JT Reynolds, Dan Sholly, Tony Bonnano, Steve Shakelton, Andy Ringold, Chris Andress, and many, many others, we continued Walt Dabney's work and initiated Ranger Futures and subsequently Ranger Careers. Overall, as you know this revitalized the ranger corps and provided a future basis for recruitment and retention of the generalist ranger. Rangers, who as ambassadors, educators and protectors, could really provide both the means and the method of the quality service that was both expected and needed in achieving the NPS mission. While much was done and accomplished, more was needed. As a consequence of the NPS "reorganization/downsizing, the RAD staff was decimated and the Ranger Career initiative was never finished. Bloody, rotten shame, my greatest regret. This life-changing effort was both, the most important and difficult assignment in my entire NPS career. We did well; I wish we could have done more... Maybe another "window" will open in the years to come. TB: AS CHIEF RANGER OF THE NPS, YOU HAD YOUR PICK OF PLUM SUPERINTENDENCIES FOR YOUR NEXT PARK, YET YOU CHOOSE REMOTE, SELDOM VISITED GLACIER BAY NATIONAL PARK. WHY? JB: Choose from the following: I had heard that the fishing and crabbing was excellent, there was too much smog in Sequoia for my allergies, I was already familiar with the issues in Redwoods, Alaska and Glacier Bay really had some substantial challenges, working with Bob Barbee would be high on anyone's list, working and living in the "Alaskan bush," really constitutes an adventure in every sense of the word. We had always wanted an "ocean-front cottage. All of the above..!! P.S. at the time I wasn't thinking of retirement. But, after two, consecutive very challenging assignments, I was so bloody tired, I declared victory and retired. So be it..! TB: GLACIER BAY WAS HARDLY A RETIREMENT SINECURE. BEING A TREASURE OF SURPASSING BEAUTY, SURROUNDED BY WELL CONNECTED PRESSURE GROUPS, EACH WANTING A PIECE OF THE RESOURCE. DESCRIBE THE PARK'S RELATIONS WITH THE LOCAL NATIVE AMERICANS AND THEIR DEMANDS. JB: Boy, you are so right. A sleepy village for old -- tired rangers -- it wasn't. I actually had friends of mine send me games, cards so I would have something to occupy my time, during the long cold and dark winters. WOW nothing could be further from the truth. Talk about going from the" Fire -- into the frying pan," (i.e. WASO to the frozen north) this qualified -- in spades. I sort of knew this going in, after conversations with Barbee and Anderson and Marv Jensen, the previous superintendent... One of my "key challenges" from Barbee was to re-establish working relationships with the Tlinglit native clans of SE Alaska. The Tlinget clans considered GLBA as their homeland, the place where their peoples and culture originated. Kind of like the Hopi's Se-Pa-Pu. And their connection to Grand Canyon. NO thanks to early missionary work and the government at the time, the various clans were "relocated " from the future park in an attempt to "civilize them." On my first visit to Honnah, by boat to tribal HQ, I spent more than 8 hours in our first meeting with tribal elders, listening to their concerns and introducing myself -- so to speak. They videotaped the whole affair -- in color. A little different perhaps, but they advised that they wanted to record "my words," in case I changed my mind or denied saying -- that. Clearly, to them, TRUST was the main issue. Over the next several years, we established a formal, Government-to-Government relationship, which gave them a say in park operations that pertained to their collective interests. Overall, with significant help and expertise from Mary Beth Moss, GLBA's Chief of Resources and our staff archeologist, Wayne Howell, we: "welcomed back the different Tlinget clans to the park" This included: repatriation of remains, berry picking, hiring native peoples as park employees, including interpretation, recognizing their ceremonial needs at special locations in the park, including them in the park's decision-making process that involved their interests. Future considerations might include taking a seagull egg, from a certain location. In virtually all instances, it was not the amount of the resource, but the location. While certainly not perfect, this was a hugely successful program effort. While complicated at times, it was both interesting and rewarding. Nice work -- if you can get it!! TB: IT IS SAID THAT PERMISSION TO BRING A CRUISE SHIP INTO GLACIER BAY IS WORTH ONE MILLION DOLLARS -- THAT IS A MIGHTY INCENTIVE FOR GREED. HOW DID YOU MANAGE TO KEEP THE NUMBER UNDER CONTROL? JB: A combination of: luck, timing, persuasion, guts, allies, (such as the NPCA, Sierra Club, the Wilderness Society and local conservation groups) the public process, with the Vessel Management Plan, an outstanding GLBA staff including in particular Kevin Apgar, who at the time, was considered (and rightly so) the very best Park-based Concession Manager in the NPS. Daily assistance, personal involvement and direction from Molly Ross a DOI attorney for the Asst. Sec.'s Office [a true princess] Stalwarts like Randy King, Mary Beth Moss, and research scientists Jim Taggart, Philip and Elizabeth Hoogie were key players in a spectacular staff. Also, having the active support, political acumen, patience and good humor of Bob Barbee and Paul Anderson, as Regional Director and Deputy respectively, made it possible. Collectively, we also established a very direct relationship and ongoing relationship with all the key players in the cruise ship industry. Many days it seemed like "lassoing smoke," to resolve these issues. However, while we were initially successful, the "smoke never quite disappears," nor given the stakes [$] involved, as you note -- will it. Our motto might have been: like vitamins, "One a day keeps the politicians at bay." Under the fee program, by adding about $5 per cruise ship passenger, we increased our fee revenues by about one million bucks. Most of which stayed in the park and "anchored our research program." Glacier Bay is one of the few parks with a legislatively mandated research program. Thank goodness! TB: WHAT IS THE STATUS OF COMMERCIAL FISHING IN GLACIER BAY? JB: Different and better forever, I'm pleased to report. My predecessor, Marv Jensen, bless his heart, who, with agency, support took on this huge and complicated issue. He passed the baton to me. I was determined not to drop it. Commercial fishing had been illegal according to NPS laws and regulations for decades. Like many complex issues, resolution centered on timing, technique and talent. From the timing perspective, we had the support of DOI, NPS and the State of Alaska with Tony Knolwes, as Governor, was willing to discuss the issue. We hired a professional facilitator, further developed Marv's proposal and formed a working group that included: all key commercial fishing groups and notable individual, local and national conservation groups, representatives from Alaskan Fish-Game, State and Congressional representatives and native groups. Over a period of two years this large and vocal group met to examine and develop options for resolution. We discussed, cussed, negotiated, compromised, sniveled, yelled, threatened, and cajoled -- the full range of emotions evident on any given day. This process entailed virtually daily contact with the Assistant Secretary's Office for Fish, Wildlife and Parks (DOI) ultimately they sent Molly Ross, a gifted very articulate and motivated attorney to attend our meetings. Having a DOI person there in person made a huge difference for the better. While we didn't reach a true consensus, most of the people supported a plan that would largely meet most of the diffuse objectives. At the "twelfth hour," Senator Murkowski attached a rider to the government's budget legislation that would negate all our work and allow commercial fishing forever in Glacier Bay NP. President Clinton wouldn't sign it. With election concerns on their mind and not wanting another "government shutdown, Senator Stevens largely adopted our "group plan," including adding about $12 million, for a commercial fishing buyout. Financing the buyout was critical. Tomie Patrick, the current superintendent got the job of figuring out how to implement the buyout. She has done well. All commercial fishing, including crabbing has or will shortly (life tenure for a few) be phased out of the bay proper. Commercial fishing will continue on the "outer banks of the park" or the Gulf of Alaska with input from the park on seasons and limits. Today, Glacier Bay represents one of the largest marine reserves in the world. The park's research program on halibut, Dungeness, sea otters and related marine mammals will ultimately benefit commercial fishing throughout Alaska if not internationally. This was one the very finest team efforts of my career. As you know, most of the things that you do by yourself are embarrassing, illegal or immoral... We had the talent, timing, techniques and luck on our side to "get er' done..." I consider it my "second hardest project." Ranger Careers remains a close -- number one! TB: DID YOU GET MUCH PRESSURE FROM THE ALASKA CONGRESSIONAL DELEGATION? JB: Does it rain in Alaska? Are whales mammals? Do bears have dingle berries? Yes, to all of the above. Murkowsi, Stevens and Young, having committee chairmanships made life interesting every day. Sometimes it was even good! As senator Stevens actively supported about 15 million dollars for a complete overhaul of the park's infrastructure: new dock, fuel farm, road, housing and an improved wastewater system. Since most of the facilities "predated fire." It was long overdue. Thank you senator and Mr. Barbee, along with about a cazillion others. TB: YOU CO-DEVELOPED AND TAUGHT A COURSE ON MANAGING THE SEARCH & RESCUE SERVICE. ANY TIPS TO AVOID NEEDING SUCH A SERVICE? JB: "Prior Pre-Planning Prevents Piss-Poor Performance." This can include: peccadilloes, major injuries, death (but not taxes), emotional stress and sometimes -- lotsa bucks. While the list for pre-planning is often long and varies by locale and activity it always includes considerations for: weather, terrain, medical, communications, navigation, food-water, fire-heat, notification, a back-up plan and consideration for others. Most of the parks today do an excellent job of providing the opportunity for visitors to "know in advance what to expect and how to prepare." I love the statement from the South African parks that says," If you get out of the vehicle -- you will be eaten." If all this fails -- call Bill Wade. Collect! TB: YOU ARE ONE OF THE FEW PERSONS TO HAVE RECEIVED BOTH THE SEQUOIA AWARD FOR EXCELLENCE INTERPRETATION AND THE YOUNT AWARD FOR RANGERING. ALTHOUGH YOU SPENT THE BULK OF YOUR CAREER IN PROTECTION, YOU ONCE REMARKED "INTERPRETATION IS THE MOST IMPORTANT THING WE DO." COULD YOU ELABORATE? JB: Actually, I am pleased and honored to report that my good friend Sir Walter of Dabney has received both awards as well. I am in good company here. About as good as it gets! The goal of interpretation still remains today -- "to form or develop that emotional and intellectual connection to the resource." -- Through a variety of communication means and techniques. Interpretation in its "broadest context" also includes information/orientation and education. The sum of all of these provides marvelous opportunities for gaining the understanding and support of the general public, park users-visitors, stakeholders, legislators and employees for the mission and goals and values of the NPS. The interpretive connection to park values still works: understanding -- appreciation -- protection -- advocacy! All of which may just be more important today than ever. Particularly, the call-to-action for park supporters. And of course, another critical dimension or value of interpretation is the role it plays in park protection. As the goal of protection is prevention, which is best achieved through outreach and related communication (interpretive) actions that stress and identify; "opportunity to know in advance what behavior is acceptable and why that is important." The truly professional ranger is a consummate educator... TB: YOU RETIRED FROM GLACIER BAY IN 1998. WHAT ARE YOU DOING NOW? JB: Providing long convoluted answers to some very good questions. Having been retired from the NPS for about eight years, Gwen and I are enjoying Durango and all its charms and opportunities for fun. We travel, camp, visit friends, ski, fish, golf, hike, hunt, spend time with our kids and soon to be -- five grandchildren and work very hard on spoiling two cats and our dear, Mexican, Doberman dog "Señorita." Like most retirees, I miss the folks we worked with but not the political process, particularly the current one. We are also fortunate here to also have former NPS Concessions Chief Bob Yearout in town. He and I have collaborated on several projects. Before retirement, wanting to select the trouble that we got into, Bill Wade, Rick Gale and I and some other friends formed a small consulting firm called Organizational Quality Associates. This now includes Rick Smith, Rob Arnburger, Bill Supernaugh and Bill Pierce and some very fine, US Forest Service folks. We consult on organizational development, customer service, service leadership, training the trainers, protected area operations and management and incident command, emergency operations and planning, particularly in fire operations. Most of the time, it keeps us out of the back alleys and provides the opportunity to "shape attitudes, damage minds and potentially "do some good." A few years ago, thanks to my friend Rick Smith, I spent considerable time in Turkey, developing a Training Management. and Development program for their National Parks. A World Bank project. Currently, I am still instructing several times a year, in a two-week Managing Park Operations program for the superintendents of the Texas State Park system. Sir Walter of Dabney and Dangerous Dan Sholly invited me down two years ago and I developed the program with their key staff. Yahoo and get em', it is a fun group of fine park professionals. Our part-time work has and continues to be fun and motivating and I get to spend time with my favorite mates... We would like to return to Australia and New Zealand for another, more extensive visit in the near future. Anyone wants to come and housesit in Durango with the dog and cats for about six months?? TB: SOMEWHERE ALONG THE WAY YOU MET GWEN. HOW DID THAT HAPPEN? JB: That "somewhere and sometime," was about 53.5 years ago. At that time I was dating a preacher's daughter that involved its own set of complications. She had hosted a Saint Patrick's Day party, and while enjoying the conviviality of the affair, across the room, I was dumbstruck by the gorgeous blond beauty with a world class smile and a very "nicely fitting' snug, green sweater. (I am been tactful and careful) Overcoming my natural shyness, I introduced myself. She was intelligent, personable and available. That was it. Life changed for the better and remains so today...after 48 years of married excitement, the adventure continues... Lucky Ducky -- me! TB: WHAT DOES GWEN REGARD AS THE FUNNIEST AND/OR MOST EXASPERATING INCIDENT IN YOUR SHARED CAREER? JB: Lots to choose from, here's a sample. Challenging: I learned many years ago not to wait dinner for Jim since it always seemed an emergency would come up and he would be called out. So after ruining a few meals I decided he had to learn how to reheat or eat stuff cold. He is the only person I know who will eat cold scrambled eggs and not complain. Our daughters and I took vacations without dad, usually to see grandparents so when Jim was off we could do something besides making obligatory visits. Funny: Seeing Jim walk down the street from our house in Yellowstone to a neighbor's yelling "here bear, here bear" after she had called us in the middle of the night saying a bear was climbing through her kitchen window. When he arrived at their house, the teenage daughter was passed out on the floor. The bear was gone. Exasperating: Having to quit my job almost every time we moved. Although I worked for the Park Service for many years, I finally got the message and went to work for the Forest Service. During this time, I actually found jobs when Jim got a transfer, the last being with the Washington, DC, office of Conservation Education as Administrative Assistance GS-11. However, I retired from the NPS in 1998 after briefly returning to work at Katmai National Park, thanks to Superintendent, Ann Castalina. TB: DID ANY OF YOUR THREE CHILDREN ELECT TO PURSUE A LAND MANAGEMENT CAREER? JB: The lovely and charming, Shiera, Collene and Shanin did not. Although, I really suspect that being raised in the NPS, with its spectacular environment, and opportunities for adventure and fun, including new places and faces contributed to their education and perspective as much as did their college degrees. As independent-minded citizen activists, raising families they are all making the world a better place -- each in their own way. . Clearly, my greatest source of pride, mostly due of course to the (continuing) nurturing efforts of their mother" Lady Gwen," as my mates are quick to point out... TB: SUMMING UP, WHAT DO YOU THINK IS THE MAIN THREAT TO THE PARKS AND THE MAIN AVENUE OF SALVATION FOR THE PARKS? JB: Unequivocally, in first place -- as the main threat to the parks -- are the players, policies and actions of the current administration. Boy, talk about serving up "dogshit on a toasted bun," Their mantra seems to be, just "eat this" and you'll "feel better and everything will be all right." And, oh-by-the way, don't ask any embarrassing questions or stray from your (detailed) instructions... including your oath of loyalty "We of course, will do the thinking for you." As park professionals what would you know?? These turkey dicks are both smart and evil. A powerful combination. Boy, do I feel for the current park managers. Thanks guys for your patience and forbearance. In second place is the underfunding of park operations. With few exceptions, current NPS employees and managers are more than capable of maintaining or enhancing park values by meeting or exceeding mission-based requirements -- given the financial or related resources to do the job. Obviously the two "threats" are intertwined in an incestuous relationship that we all must work together, toward ending soon i.e. the upcoming elections: local, regional and national. I know there is hope, because even many of my rich republican friends, here in Durango are disenchanted. Thank goodness! Clearly, there are restrictions on lobbying for current employees. However through aggressive and informed outreach in their local communities, managers can (many are) coalesce and build strong support if not consensus for park programs and values with their stakeholders, legislators (in some cases) and park visitor groups. Given the current restrictions on "telling the whole truth and nothing but the truth," ask: How else can I get the facts of my operational needs out in the public arena? Superintendent JT Reynolds at Death Valley, while on the verge of retirement, nonetheless, speaks "from his heart and reveals all the stains on the park's underwear." I know there are others. With some careful thinking (scheming), one may find some options in these days of oppression. For us retirees we have the "Coalition" to work with and support. Thanks to Messrs. Wade, Smith, Castleberry, Arnburger, Huffman and others, it has done very well with more to come. If you haven't contributed some dollars to the Coalition, do it now. Many moons ago at the Albright Training Center, surveys from hundreds of employees revealed that the number one concern or problem identified as a roadblock to maximizing their performance, was -- POOR SUPERVISION. Recent feedback and contacts from our NPS friends, suggest that is still true today. So, lastly, [aren't you glad] looking internally, within the ranks of NPS, I would exhort that all supervisors, regardless of grade levels or divisions, must be extraordinarily effective at listening to and dealing with, the needs, wants and concerns of their employees. They are the "sine qua non" of a manager's success. Remember, "Managers-supervisors are carried to success on the shoulders of their employees." Looking for help in this area, but short of dollars for training and developing yourself as a supervisor? I both challenge and strongly encourage you to buy, read, digest and implement the suggestions contained in the book, "First Break all the Rules -- Buckingham and Coffman." It will validate your current techniques and/ or provide very doable suggestions to ensure your success, those of your employees, the park and the service. All levels are interdependent not independent! There really are "diamonds in your backyard." Go find them -- they are your employees...some of them even have names...!! TB; JIM, IT HAS BEEN A PLEASURE AND AN HONOR TALKING WITH YOU. I CAN NOW UNDERSTAND THE SECRET OF YOUR SUCCESS. JB: My brand of tooth paste? TB: NO, ON REVIEWING MY NOTES, I REALIZED EVERYTIME YOU MENTIONED YOURSELF, YOU MENTIONED 5 OR 10 OTHER PEOPLE AS CO-CAPTAINS IN ANY SUCCESS STORY. OTHERS MIGHT PROFITABLY TRY THAT TOXIC MANAGEMENT Tra la la, tweedle dee dee It gives me a thrill to wake in the morning To the mocking bird's trill Tra la la, tweedle dee dee There's Peace and good will You're welcome as the flowers On Mockingbird Hill "Mockingbird Hill" -- 1950's country western song by Vaughn Horton "Hell hath no fury as that of a disillusioned True Believer." -- Anonymous Now neighbors, most of us are not wired for grief, struggle and agony. Generally, given our druthers, we would prefer to live and work on Mockingbird Hill where we can wallow in all that "Peace and Goodwill" and be perpetually "welcome as the flowers" That is why being a National Park Ranger has such an appeal for the average American. Here is an opportunity to do exciting, interesting, useful work, AND at the same time raise your family in some of the most beautiful, pristine areas of America. Indeed, the NPS Ranger is, as Butch Farabee says, the American Icon, a most envied and sought after occupation. Also, since one is working in Paradise, it logically follows that your fellow employees are angels; that never is heard a discouraging word and the emotional skies are not cloudy all day, to paraphrase another song. The average park "visitor" can be forgiven for believing there are no snakes in the NPS Garden of Eden. As he tours America's Crown Jewels, with wife Martha riding shotgun and the kids, Jennifer and Christopher arguing in the backseat, is impressed with the (usual) professionalism and good humor of the uniformed NPS staff they encounters. Our "visitor' may have a high stress job, well paying perhaps, like law or investment banking, but with long hours in a concrete jungle with many two legged predators, some of whom may be his supervisors, our "visitor" can be forgiven for yearning for the apparent low stress freedom and simplicity of the ranger's life. The children have long since decided they want to be park rangers when they grow up. George Visitor & family might invite the campground patrol ranger over for a cup of coffee. They ask him if there might be any, ah "drawbacks" or "downsides" to the romantic life of a park ranger. Now Ranger Rick doesn't know these people from Adam's off ox, so he gives them the standard, guarded answer "Well, there is the isolation factor. That's often hard on wives, and of course, there's fire season with dangers and separation from family." Umm, is that all? George thinks. Martha would just have to suck up the isolation and that fire fighting sounds adventurous and you get extra pay! No more long commute! Live at your job! Wow! A career of freedom, simplicity and low stress and the companionship of salt of the earth fellow lovers of the environment! Ranger Rick does not tell George Visitor that his immediate NPS supervisor is a certifiable sociopath, or would be, if that person's supervisor was not even crazier! He does not tell George Visitor and family that thus his job is high intensity and high stress due to unavoidable contacts with dysfunctional toxic management. Ranger Rick has achieved the perverse Ying and Yang of a High Stress and Low Pay job. Can this be true? Well, yes. Roger Siglin, former Chief Ranger of Yellowstone, once enigmatically remarked "Most Americans know that the NPS has some of the best jobs in America. What they don't know that the NPS also has some of the worst jobs" What I believe Roger meant is that if you happen to be at the intersection of a job and a toxic supervisor, you could experience career hell. While doing background for "LAST WORD" interviews, your kindly editor was approached by an irate retired ranger who told me that "If he could find out where in Stoneman's meadow, a certain superintendent's wife had sprinkled the superintendent's ashes, he would journey to Stoneman's Meadow and piss on the spot! I received several other "Devil's endorsements" of that defunct superintendent from other dissatisfied customers. I could see why the ranger wanted to make a urinary pilgrimage. According to Jim Brady, former Chief Ranger of the NPS, Toxic supervision and management was and is the leading internal problem of the NPS. Now that is interesting. What is even more interesting is that the NPS doesn't seem particularly interested in doing much about it. In the NPS, Toxic management is sort of regarded as a natural phenomenon, like hurricanes, landslides, wildfire, or gypsy moth infestation. Toxic management is simply "There", always was, always will be, you just have to live with it. The NPS always treats the toxic manager with a great deal of anguished respect. No matter how much damage the Toxic Manager does, nothing can or should be done about him/her. Why not? Well, that's the weird part! Nobody knows! There is, of course, speculation (The NPS is a very gossipy agency!) There are rumors that he/she is closely connected to "someone" in Washington, or knows where the bodies are burred, or is some kind of hero or something like that. The bottom line is that you must never, ever antagonize "Al" or "Cynthia" or they would make life miserable for you. Not that it took much to antagonize the Toxic Manager. Often the simple existence of another employee would be sufficient to set them off. Just what is a Toxic Manager? First and foremost, he/she is a negative force. People around them hate to make decisions less they be savagely criticized. Staff members are played off against one another. Backstabbing is endemic. Suspicion is rife. People hate to come to work. The Toxic Manager is unperturbed, (so, unfortunately, is the Regional Office) He/she in constant self advertisement is always "running a tight ship" or "whipping everyone into shape" (Note the Captain Bligh -- 18th century Royal Navy parlance!) The staff members are in short, toys to be played with by the Toxic Manager. Does the staff resent this? (Do bears defecate in the woods?) The staff resents it big time and that resentment comes at considerable cost to the Park, the resources, and the U.S. Taxpayer. One Chief Ranger estimated that approximately 30% of the staff's time at one Toxic Manager infested park was spent in bickering and fighting off Toxic Management, a sort of on-going "Park Opera". The strange thing is that while the NPS has protocols for dealing with Wildfires, Search & Rescue, and invasive species and so on, there is apparently no protocol for dealing with the Toxic Manager. That is not entirely true. The NPS does have a passive defense against Toxic Management in place. It could be called the "Maybe" Plan as in: " Maybe someone will retire", "Maybe someone will transfer", "Maybe someone will die," "Maybe someone will find Jesus." So what causes the Toxic Manager? Some would suggest alcohol abuse. However, alcohol or drug abuse is often only a symptom of a much deeper problem. I recall observing Toxic Management years ago at one California park. We had a Chief Ranger who came to work surly, hung-over, but sober. He was savagely critical and abusive of his excellent staff (I could observe fairly objectively from the sidelines as I was in another Division). No one could figure out his problem. Henry Wadsworth Longfellow once remarked "If we could read the secret history of our enemies, we should find in each man's life sorrow and suffering enough to disarm all hostility." This was certainly true of Chief Ranger Smyth, as we'll call him. I later discovered why he drank. It seems he had been a 19 year old infantryman retreating through the snow during the Korean War. His unit had Chinese POW's with them. The POW's were slowing the retreat. His NCO told him to take the POW's into a patch of trees and "make them go away" Private Smyth did as he was told. However, the POW's did not go away. They came back every night to visit Smyth. Now one of the few benefits of heavy doses of alcohol is that you don't have any dreams, or at least any you can remember. It was tragic for everyone concerned; the POW's, Smyth, and everyone around him. He could or would not seek help. The NPS employed its favorite "Maybe", that is, to transfer the problem. In this case, an overly trusting Bureau of Land Management, initiating their new Desert Ranger program, was induced to accept Chief Ranger Smyth to "whip their new program into shape". He proceeded to drink himself to death. Then there is the Toxic Manager who is simply a mean SOB. Now the only thing worse than a mean SOB is a mean SOB with an Agenda. One prime example of this particular Toxic Manager type was an Affirmative Action hire (female and Hispanic) which would have been praiseworthy except that she regarded it as a mandate to remove anyone at her archeological park who was an "Anglo." (A rather broad net, as the object of her hatred was the Interp Chief, who I believe was of Greek ancestry.) The Interp chief was persecuted to the extent that he transferred to the BLM after complaining bitterly but to no avail. Next on our Toxic Manager's agenda was to change the park's mandate from the Preservation of Native American archeology to that of Hispanic ranching history. That garnered her an award from one of the more aggressive Hispanic pressure groups (but apparently no rebuke worth noting from the NPS.) Her antics came to the attention of the news media, one of whom dubbed her "The worst Manager in the NPS." (No mean accomplishment when you consider the competition!) Could nothing be done? Well, neighbors, there is one "Maybe" that we forgot to list: "Maybe the Toxic Manager will steal something or commit a sex crime." The NPS finally got lucky. One day the Toxic Manager took a government credit card to an Indian Casino. She felt lucky. She wasn't. Big time. The NPS felt it no longer required her services. Now neighbors, waiting for a Toxic Manager to steal something or download child pornography on a government computer is a poor way to deal with the problem. Therefore, are we in agreement with Chief Ranger Jim Brady that Toxic Management is the biggest internal threat to the NPS? If so, do you have any suggestions to mitigate the Toxic Management Problem? We will discuss them in issue #170 of THUNDERBEAR. GLOBAL WARMING The Bear was working at his computer when I entered his study. Nothing was out of the ordinary except for the enormous size of the keyboard, which was proportional to the claws of a ten foot tall flying bear. "Report time?" I asked pleasantly. "As always" the Bear responded "Bureaucracy is a seamless garment whose weaving is never complete!" "Who said that?" I exclaimed. I had never heard the Bear philosophize. "I did. Either you're deaf or is there someone else in the room?" He said irritably. I let the Flying Bear's rudeness pass. Thunderbear was not a desk Bear and much preferred working in the field to the making and filing of reports. Nevertheless I could see that he welcomed the intrusion as a break from the tedium of Celestial correspondence. "What's the report?" "Nothing much, the annual State of the Planet report. "Wow! How did we do?" I exclaimed. "Depends on your point of view. If you're an ocean and would like to get bigger, then global warming is your ticket. I generally don't make value judgments, I just send in the reports. "Where do the reports go? "To Celestial Central, what your people call "Heaven" or "Paradise." "Does God read your reports?" I said, hopefully. "From the look of things, not bloody likely." The Bear said with the jaded cynicism of the long term bureaucrat, celestial or terrestrial. "You mean our prayers go unheeded?" I said, alarmed. "There's a prayer backlog." The Bear said grimly. "We're underfunded and understaffed. We're doing the best we can under the circumstances. "The circumstances?" "Look, Earth is an insignificant planet in a frontier galaxy; our resources are limited, sometimes we have to let things slide!" Thunderbear said, extending his paws expressively in that palms up gesture of frustration and resignation common to bureaucrats through the Universe. "That's not true!" I said hotly. "God marks the fall of the sparrow! The Bible says so! "Which may mean that God finds birds more interesting than humans?" The Bear said mischievously. "Only teasing!" Thunderbear said soothingly, sensing my distress "It is true that you humans are an important experiment, but you must remember that you are only one of over a trillion evolutionary experiments in this galaxy alone, not to mention the rest of the universe." "Evolutionary experiment"? I asked incredulously "Well, yes, evolutionary experiment." The Great Bear said, genuinely puzzled. "Why do you ask?" "But isn't God a Creationist?" I blurted. "Not bloody likely, mate!" Thunderbear replied. "I mean what would be the point? God is going to be around for all Eternity; He does not want to be bored, If He were to create a finished project, it would be done, finished, and perfect, all in a microsecond. It is much better from God's standpoint to watch things evolve over the eons. Evolution is more fun, at least for God." "But doesn't that result in unpredictability" I demanded. "Look" The Great Bear said patiently "The Universe is not some Home Depot Kitchen Improvement Project with a set of plans. God is more interested in the process than the final results which are not going to happen anyway because we are dealing with Eternity. Unpredictability is the general idea! "Actually, you humans are a textbook example of unpredictability" Thunderbear chuckled. "Nobody was betting on you to become the top sentient species of this planet! I had my money on the dolphins. After all, it is a water planet; at least most of it. Probably should have called it "Hydro" rather than "Earth" mused the Great Bear. "Anyway, your ancestors pulled off a fantastic trick by becoming fish out of water. Instead of "sink or swim", your ancestors motto was "breathe, walk, or die." I felt a burst of pride in my striving lungfish ancestors. "Then of course, you had to overcome your fellow mammalian predators. Short faced bears, dire wolves, saber tooth tigers, the rest of the lot. Your senses were only average to poor among your fellow animals, but you had the best all around brain and I must say, you have made the most of it. "Have we?" What about global warming?" I asked bitterly. "What about it"? Thunderbear answered carelessly. "The planet is getting hotter!" I sputtered. "Um, so it is. Clever of you to notice." The Bear said enigmatically. "On the other hand, you have to look at the bright side. An apparent disaster is often an opportunity. If viewed creatively. You will remember Our Lord Jesus Christ's remark when they nailed him to the cross." I was unaware of such a quote. "What did Christ say when they nailed him to the cross?" I asked. "He said 'At least I don't have to carry this damn thing anymore!'" "What Gospel is that?" I said suspiciously. "From the Gospel According to The Bear" replied Thunderbear stoutly "The Gospel of the Bear?" I asked skeptically. "Look" Thunderbear said defensively, "If Judas can have a Gospel, why can't I?" (The Great Bear had unfortunately been reminded of the Gospel of Judas by a recent article in the NATIONAL GEOGRAPHIC. It seems that, according the Gnostics at least, every character in the New Testament, with the possible exception of Pontius Pilate, had his/her own version of the Life of Christ) "Plus the fact that my book is the Truth while the Judas Gospel is a forgery!" Thunderbear said with finality. "ê was there!" I nodded in agreement, as one tends to do in a discussion with a ten foot tall, 2,000 pound flying bear. "I believe what Christ was trying to tell us was to look on the positive side of things and make the best of a bad situation" I said, piously. "Something like that, Yes! Thunderbear agreed. "So what is the positive side of global warming?" "Well" The Bear said confidently. "The growing season will be extended, there will be fewer killing frosts; pear trees will grow in Siberia and Alaska and so on." "And?" "Umm, more carbon dioxide in the atmosphere will mean more luxuriant plant growth" "And?" "Well, there will be the Northwest Passage that you European human types have been searching for: it will soon be a reality! The Arctic seas will be ice free most of the year! You will be able to get stuff from China in half the time!" "But won't the seas rise 20 or 30 feet?" I asked "Now that COULD be considered a downside!" The Bear agreed earnestly "COULD"! I exclaimed "We would lose Washington DC and New York City" "There are those among you that would say the loss would be bearable, even praiseworthy!" Thunderbear said, smoothly "Possibly of greater importance would be the flooding of the delta areas of the world's major rivers; you would lose the Rhine delta, most specifically most of Holland as well as the Ganges delta, thus most of Bangladesh, as well as the Nile Valley. As the sea rise will be relatively slow, no one will drown and the millions of displaced survivors will be able to knock on their neighbor's door and ask to be taken in, but I'm sure you are prepared for that." The Great Bear continued. As it was the first anniversary of the non-response to Katrina, I could detect a note of irony and sarcasm in the Great Bear's comments. Ironic or not, the Great Bear was correct. Global warming could cause vast and often unpleasant changes in geography. I decided to appeal to Thunderbear's finer bureaucratic instincts. "As The Celestial Facility Manager for this planet, it's your duty to stop global warming!" "Can't!" said the Great Bear. "What do you mean, "Can't?" I exclaimed. "Celestial Civil Service Regs 1267 B as amended "Planetary Facility Manager, (that's me) will cease direct management of said planet once life systems are in place and a sentient species (that's you) have evolved sufficiently to take charge of the planet." "But we're not sufficiently evolved! " I protested Perhaps not morally", The Bear agreed, "But you are certainly capable to affecting the evolution of life on Earth. For better or for worse, you are in charge! "That's not fair! I said hotly "Fair or not, that's the way it is! Thunderbear said blithely," Global Warming is all part of God's Plan." Now I had been around the Great Bear long enough to suspect that God didn't know a damn thing about it and that Thunderbear was improvising as Facility managers are prone to do. "So how is it part of God's Plan? I asked suspiciously "Do you know why the year 2006 is important? Thunderbear asked enigmatically "No!" I responded "It's the 100th anniversary of the beginning of the Arms Race" Replied the Bear. "In 1906, The British launched HMS Dreadnought. This battleship made every other ship and navy obsolete overnight. It carried ten 12 inch guns and was driven by a steam turbine that could push the ship at 21 knots HMS Dreadnought could sink anything currently afloat. The British said their ship was to insure the Peace, but of course, everyone wanted one just like it, only bigger and better. The arms race was on. By 1910, HMS Dreadnought was obsolete. Machines kept getting bigger, better and deadlier. By 1906, the machine gun was perfected and airplanes had been launched from a ship. In 1906, Albert Einstein got his PhD and just 39 years later, he and his friends built the first atom bomb. 1906 was a very interesting year. The strange thing was that just about everyone realized what was going to happen. If the arms race was not stopped, then war was inevitable and because there were now industrial societies capable of building things like HMS Dreadnought, war would be waged on industrial scales and millions would die! Everyone saw this! Your president Roosevelt and the Russian Czar asked for an international conference to discuss disarmament and the conference was held the following year. They all met at The Hague for a disarmament conference the following year. "What happened?" I asked. "Umm," said the Bear, "They all agreed that modern war would be awful, and that they would meet again in seven years to decide how to disarm. A good idea! The only problem was that seven years later, the First World War had been going on for about a year! Bad timing!" "And it was as bad as they said it would be?" "Even worse!" The Bear concurred. "But what can be done?" I asked. "Perhaps your species needs a substitute for war. As I noted, 1906 was a very interesting year. A hundred years ago, the philosopher William James made a speech at Stanford University proposing just that: The speech was called the "Moral Equivalent of War". "Here!" said the Great Bear, "Let me Google it up for you!" striking a few keys with a practiced claw. "It's a quick read, only 8 pages long, but he packs quite a few interesting ideas into them. "The war against war is going to be no holiday excursion or camping party. The military feeling are too deeply grounded to abdicate their place among our ideals until better substitutes are offered...Modern war is so expensive that we feel trade to be a better avenue to plunder, but modern man inherits all the innate pugnacity and all the love of glory of his ancestors Showing war's irrationality and horror is of no effect on him. The horrors make the fascination. War is the STRONG life: It is life IN EXTREMIS; War taxes are the only ones men never hesitate to pay, as the budgets of all nations show us." "What does James suggest as a substitute for war?" I asked. "Remember, this was 1906, a hundred years ago. There was still wilderness, virgin forests, and uncharted rivers and so on. James advocated a struggle against Nature as a substitute for war. Your young men would be enlisted in a sort of combination Peace Corps and Civilian Conservation Corps that would overcome natural obstacles like military objectives in a war. Today, struggling against Nature is not fashionable as Nature is much more fragile than anyone thought in 1906." The Bear mused. "However", The Bear said slyly. "Nature may offer a substitute for War that had not occurred to William James. "You mean Global Warming?" "Nothing like a 20 foot tide creeping under your door to get people's attention and make them cooperate! Might even drop war!" Thunderbear said gaily. Clasping his paws behind his massive neck, the Great Bear grinned and leaned back in his chair. "Poor Professor James! He had no idea that in his proposed struggle against Nature that Nature was going to return the favor and come to get you! Yes! You are indeed one of our most interesting experiments and I can't wait to see how you come out!" NINEVEH II AND GERTRUDE'S GHOST Should George Bush have sought the advice of National Park Rangers before invading Iraq? Probably. It is true that Bush may have asked our Military its opinion and they undoubtedly provided options and probabilities. War, after all, is the Army's job and it has lots of training and experience. However, Iraq is a "Family Dispute in the Campground, children involved, and the possibility of weapons, number and location unknown." Through training and long experience, the NPS is very good at this sort of thing. The first thing the district or chief ranger will do is to assess the situation. Exactly what is going on, who is being endangered, what park regs are being violated and so on. The ranger in charge reviews his own law enforcement assets, the probable need for backup, equipment needed and the time needed for it to arrive. In assessing the situation, the ranger in charge will be aware that the scenario can change with bewildering rapidity. What looked like the rangers arriving to save ma and the kids from a beating at the hands of drunken Pa turns nasty when the rangers try to cuff Pa and suddenly Ma decides Pa isn't such a bad deal after all and kicks the ranger in the groin. The kids stop weeping and start throwing rocks at the rangers. Meanwhile, the other campers, far from supporting the rangers, are shouting threats and obscenities, about how "Those damn guvmint rangers are beatin' on pore ol' Lem for no reason 'tall an' what we gonna do 'bout it?" Depending on the size and location of the campground and the amount of beer available as many as 500 rioters can be fielded. None of the above happens of course, because the ranger in charge has planned ahead for all conceivable eventualities (Something the Bush Administration did not) Above all, the ranger in charge has no illusions the desired or hoped for result will be the one that actually comes down. He/she certainly does not expect or even hope to be loved by any of the participants (The Bush Administration expected a Hollywood ending) Sometimes, the ranger in charge will adopt a "wait and observe" posture until the bad guys implode This technique was used most recently at Wrangel-St. Elias National Park in dealing with a potentially dangerous survivalist family led by a cult figure calling himself "Papa Pilgrim". The Pilgrim Family established itself on an inholding in the park and made a number of fairly outrageous right of access demands on the Park Service. Rather than rush in and confront the well armed Pilgrims, the NPS chose to wait and observe. They had learned a great deal from observing the results of assaults on radical cults in Waco, Texas and Ruby Ridge Idaho. As the "Papa Pilgrim" episode had been going on before the Bush invasion of Iraq, the Bush Administration had ample time to Observe and Learn from the NPS Unfortunately, the Bush Administration never observes and never learns. It is a hallmark of this Administration. Most of these Messianic cults want Confrontation, Death, Blood, Explosions, Fire, and Martyrdom. If that is not provided, they tend to implode. That is, the followers, becoming bored and faced with Spartan, often unequal living conditions, challenge the leadership and messiahship of the Leader and Inner Circle. They began to fall out, to "jump ship" if possible. Although the Pilgrim Family had a good propaganda and PR machine in the form of professional anti-park, anti environmental and anti-government forces who tried to goad the rangers into doing something rash, professionalism prevailed and the Pilgrim Family imploded without bloodshed. Despite his convincing pose as a snowy bearded old pioneer making a stand in America's Last Frontier by trying to raise his children in the Wilderness in defiance of a tyrannical government agency (That would be us), the wheels finally came off. One of the children escaped from the compound and Papa Pilgrim was revealed as a pervert. A child molester who had taken sexual advantage of several of his daughters. Now the anti-government Moral Majority (who are neither moral nor the majority) may hate government, but they hate child molesters more. The wind was out of Papa Pilgrim's sails and the moral high ground crumbled under his feet. The Alaska State Police and the State Child Protective Services quietly moved in with back up from the rangers. The Pilgrim Family, thoroughly demoralized, most of who were glad to be rescued, made no resistance. Papa Pilgrim was charged with a number of counts of sexual molestation of minors and that was pretty much that. Now would such "Wait and Observe" NPS tactics have worked against Iraq? Probably. They seem to have worked quite well against the Soviet Bloc which quietly imploded after keeping our interest for some 40years. However, since George Bush did not choose "Wait and Observe" what do we do now that we have our arms stuck in the Iraqi Tar Baby and our feet in the Iraqi quagmire? Smiling George apparently doesn't have a clue what to do next, except to "persevere" and pass the problem on to his successor. Can the National Park Service help? Fortunately, Yes! The NPS can offer a solution. It is not particularly cheap but it not overly expensive either, and it will work! I guarantee it! It is the Road to NINEVEH II This is the way it would work. Iraq would be offered the assistance of the U.S National Park Service, most specifically the assistance of the National Capitol Region and Harpers Ferry. In God's name, why? You ask Mainly, because the NPS or rather the National Capitol Region of the NPS, is very good at planning and managing the infrastructure of a nation's capital. You see, Iraq is going to require a new capital, an entirely new city built from scratch on the lines of Washington, DC, or Australia's Canberra, or Brazil's Brazilia. But why? You ask. A number of reasons, but mainly because Iraqis hate each other as you may have noticed from watching TV. The Shiites hate the Sunnis and vice versa and the Kurds hate everyone who is not a Kurd. The present day capital Baghdad is in the heartland of the Sunni minority; this ticks off the Kurds and Shiites and doesn't noticeably improve the disposition of the Sunnis. But surely the Iraqis must have lived in peace at one time? Well, yes, when there was no Iraq. You see, Iraq is a pretty new concept, actually younger than the National Park Service. Before there was an Iraq, there was the Ottoman Empire. One of world's great empires, it ruled much of near East, the Balkans and North Africa from their headquarters at Constantinople for nearly 500 years Even the United States paid tribute to the Ottoman Empire (though we hate to be reminded of this fact) Now the Ottomans were able to rule scores of wildly divergent ethnic groups and religions successfully if somewhat painfully for nearly 500 years because of two factors. The first was the Millet System. The Ottomans were fairly laid back imperialists. They were nominally Sunni Moslem but did not particularly care how their subjects said their prayers or tied their turbans. Under the Millet System, each ethic group was allowed to be governed by its own customs and laws. There was an Ottoman governor in each province of the Empire, but he kept a low profile. The governor was able to quietly play one Millet off against another to prevent folks from getting together for a revolt. The Ottomans wanted only tax money, levees for their army, and at least passive loyalty. Active loyalty could be rewarded by advancement in the Ottoman Bureaucracy and possibly the bright lights of Constantinople. The second reason for Ottoman success was, um, Terror. You had better not think of any romantic Mel Gibson-"Braveheart" Guerilla War against the Ottomans. They didn't do Guerilla Warfare. They tolerated no "farmer by day, guerilla by night". The Ottomans simply killed or deported everyone in the offending district or Millet and replaced them with loyal soldiers from another Millet. The Geneva Convention was far, far in the future and everyone soon got the point. The Ottomans used the Millet System in what is now Iraq. Instead of Iraq, there were three provinces, each dominated by separate Millet. The Kurdish province had its capital at Mosul in the North. The Shiite province had its capitol at Basra in the South near the Persian Gulf and the Sunnis had their capitol at Baghdad, roughly in the center. Everyone grumbled, but (compared to the present situation) everyone was reasonably happy. So who screwed it up and why? Mainly the British, led by a meddling eccentric by the name of Miss Gertrude Bell. She was a sort of a female James Bond, a mountain climbing British secret agent who posed as an archeologist and anthropologist (actually, she was pretty good at those trades) to gain access to desert tribes and map possible invasion routes. At the end of the First World War (She was Lawrence of Arabia's boss) she was charged with turning the three ex-Ottoman provinces into a kingdom managed (indirectly) by the British. The result was Iraq. The "Why" or the reason for Iraq was (A) to provide oil security for the British Fleet and (B) guard Britain's "life line" to its prime colony India. Now, neighbors, time flies, but no one has told the Bush Administration. "A" and "B" are no longer relevant and neither is Iraq. So what to do? This is where the National Park Service comes in. The US ambassador to Iraq would arrange a meeting with the Iraqi President. The ambassador would introduce the President to the National Capitol Parks Regional Director and his staff of park planners as well as the Director of Harpers Ferry Center in The Green Zone, that tiny swatch of Iraq that we and the Iraqi government actually control. The ambassador would get directly to the point. "Mr. President, we believe what Iraq needs is a new capitol; a new beginning, as it were. We propose that a new planned capitol city, along the lines of Washington DC, Canberra, or Brasilia be constructed in the trackless desert at the foot of the Jabal Sinjar mountains. We suggest it be called "Nineveh II" in honor of Nineveh, capitol of the mighty Assyrian Empire. However, you may call your new capitol any name you like." The President of Iraq politely points out that they already have a capitol, Baghdad. "That, Mr. President, is the problem. It seems that the Ottoman Turks were right after all. Baghdad should be the capitol of the Sunni millet. Mogul should be the capitol of the Kurdish millet and Basra should be the capitol of the Shiite millet. The country needs a new national capitol that is politically neutral." The President objects that the area is an unpopulated, trackless wilderness. "Precisely" beams the American ambassador "No people, no problems: a great equation! Washington DC was originally an uninhabited swamp; Canberra was a sheep pasture in Australia. Brazilia was scrub jungle in Brazil Now look at them! There is nothing like a blank slate! Turning over a new leaf as it were! No one to get in the way!" The president objects that there are no roads in the area of the Jabal Sinjar. "That's the beauty of it!" Our ambassador continues enthusiastically "There are no roads! As you are aware, most American casualties come from improvised explosive devices placed along roads. We will simply dispense with roads! Also, our Army seems to be a bone of contention for your people. At Nineveh II we will be out of sight and out of mind. We will also be far enough from the Iranian border so we would not be outflanked by a surprise attack from that quarter "But how can you have a City without access roads?" The Iraqi president asks incredulously. "Simple! We use Caterpillar 797 mining trucks. They have a payload of 360 tons and do not require roads. Their tires are 12 feet tall and the cab is 22 feet off the ground. They can cross the desert never using exactly the same route, making it difficult to set up an effective IED ambush. In addition, the area is trackless desert for hundred of miles. It will be difficult for anyone to explain their presence and no population to hide them. "But how would this city be constructed?" The President demands Quite Simple! Rome wasn't built in a day! Neither will Nineveh II. At first, there will be only a few buildings, mainly the Parliament Building, Your Excellency's Residency, and of course, the US embassy! Everything else will be a tent city for a small support staff. Other permanent buildings will be built as needed and according to plan. There will be no need for access other than air and the Caterpillar trucks "But when will this Nineveh II be completed? The President of Iraq asks Turning to the National Capitol Regional Director, our ambassador asks; "Is Washington, DC completed? "Mercy, no!" replies Director, recoiling in horror at the thought "We are still planning, still building! We might have to revise the Mall! Washington, DC is a work in progress!" "And so will Nineveh II!" The ambassador interjects. "The city will take planning! For that reason we are offering the service of our most beloved and trusted government agency, The US National Park Service, free of charge to do the planning for you! In addition, the Harpers Ferry Center of the NPS will build a state of the art scale model of Nineveh II that can be exhibited throughout the country and the United Nations. Harpers Ferry will also assist you in the development of your National Museum as well as the three regional museums "Who will pay for this Nineveh II? " The President of Iraq asks, desperately. "Um, actually, you will. Your oil revenues will start coming back on line after your people sort themselves into the states that they would prefer to live in" "I cannot preside over the breakup of my country!" The President says stoutly "You are not breaking up! You are simply getting a new federal capitol and a more realistic country!" The Ambassador replies, equally stoutly. "We refuse to leave Baghdad!" The Iraqi president says defiantly. "Brave choice, Mr. President!" The ambassador exclaims "As for us, our embassy, and the National Park Service, and perhaps most importantly, the US military, will withdraw to Nineveh II. I am confident that the gallant Iraqi Army will be able to defend the Green Zone!" "We refuse to allow you to leave Baghdad!" The President says stubbornly The ambassador looks hurt. "Mr. President, if you turn down the assistance of the National Park Service and the creation of Nineveh II, we would have to conclude that you do not like us and would like us to leave. Tell me, do you want us to leave Iraq? "NO! NO! IN GOD'S NAME, NO!" The President says frantically. "Good!" Says the ambassador smoothly. "Tomorrow you can present the Nineveh II project to parliament and I am sure they will concur. Within 6 months, the National ParkService will have marked out the basic design for Nineveh II and temporary buildings to house the parliament and executive branch of the Assyrian Confederacy will be finished and everyone, Shiite, Sunni, Kurd, and Christian, will meet peacefully in Nineveh II' And that, neighbors, is how the National Park Service helped get us out of the Iraqi quagmire (Should you think the solution a bit fanciful, I suggest you read DESERT QUEEN, the story of the swashbuckling Brit lady, Gertrude Bell, who created this strange country. THE SAFETY MESSAGE Ah! You've found it! That what you have been looking for! The Safety Message! The sole reason for the existence of the Thunderbear newsletter: That is, to aid federal and state land managers in their ceaseless quest for Safety and Loss control! Indeed The Great Bear himself, in addition to being Facility Manager for this planet, is the collateral duty safety officer for this quadrant of the Milky Way Galaxy, so you are in good company. Our safety message for this month is that of Vehicle Attitude. "Vehicle Attitude." How can an artifact have an attitude? It can't, of course, but its owner-operator certainly can. We are referring to the owner-operators of the civilian version of the military HUM-VEE, Mega-Mother of all Off Road Vehicles. Now one should not stereotype. Undoubtedly, there are HUMMER owners who are John Muir poetic and Henry David Thoreau reflective. It's just that I haven't met any. Park Ranger Doug Troutman feels there may be a reason for this. He thinks it may be in the advertising. According to Doug: "The current series of HUMMER ads is clearly sociopathic: As with the "mild mannered" lady getting pissed at her neighbor and running out to buy a HUMMER to trounce her and everything else in her path." HUMMERS and their operators clearly alarm ranger Troutman, a decorated combat vet. He goes on to remark." I can honestly report I never met a Viet Cong, mortar attack, or a grizzly that made me cringe as much as a HUMMER driver and his 'Chariot of Fire' and THAT'S when it's parked at a stop light". As the HUMMER is bigger and more powerful than any problem a civilian driver is likely to encounter short of the Book of Revelation and The End of Days, the ads are pitched to the nasty, aggressive dark side of our souls, a side we keep under control for excellent reasons. Now even handgun manufacturers do not appeal to our psychotic side. As "WE KNOW YOU DON'T WANT TO KILL YOUR NEIGHBOR, BUT IF IT BECOMES NECESSARY, YOU CAN BE SURE WITH A RICE .44 MAGNUM SEMI-AUTOMATIC! ("YOU DON'T HAVE TO SHOOT TWICE WITH RICE!") Therefore, the prudent ranger must consider the possible mindset of the HUMMER owner when contacting him/her during a routine traffic stop or even in the campground. He/she might be thinking "I could crush you and that dinky patrol car like a beer can, Smokey!" It is unwise to casually ask the HUMMER driver about his fuel mileage; there being a war on and so on. HUMMER drivers are sensitive about this issue and the question just might set him or her off! Now then, is not THUNDERBEAR encouraging a form of automotive profiling very much like racial profiling; causing prejudice against the certain brand of vehicle and its owners? No, not at all neighbors, we are simply alerting you that, according to the advertising, the apparently mild mannered wimp behind the wheel may be a dormant volcano of rage and frustration. Drive and Serve Safely!

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© Copyright 2006 by P. J. Ryan, all rights reserved.

PJ Ryan can be reached at:
thunderbear@erols. com.