The Journal sat down with the San Juan Fire District 3 Commissioner candidates Warren Appleton and Jerry Henderson to ask them why they wanted to run, and some perspectives on the direction of the Fire District. Note: the comments have been edited for length and clarity. The general election will take place Nov. 7.
What made you decide to run?
Appleton:
Three major reasons.
a. The current budget marginally meets FD3 needs, thus eliminating or postponing new needed programs. Improved focus is needed on: Fire-Rescue basics, better inter-agency cooperation and volunteer involvement.
b. Continuing lack of transparency. FD3 is a public agency. Its business needs to be open to the public.
c. Hannah Heights. FD3 needs to re-evaluate its current position and adopt a risk management evaluation process.
Henderson:
After my retirement as a Quality Manager for an Aerospace company I knew I wanted to find a way to support our community. When Commissioner Olsen retired from the Board of Fire Commissioners, I realized there was no better way for me to do this than by being part of our Fire Department again., and so I decided to apply and run for the position. My 15 years as a firefighter here and my 30-plus years as a manager are a good fit given the issues the board is facing right now and apparently, the board agreed since they appointed me to finish Commissioner’s term.
What do you see as the top challenges of the Fire District?
Appleton:
Team building internally and between agencies.
Sustainable Departmental leadership at both the commission and administration levels.
The economics of island living and its influence on recruitment, retention, and life/work balance.
Henderson:
Selecting the next chief is number one for me. Finding the right candidate and fit for our county is imperative. The chief is the public face of the department and directly leads everyone except the board.
That good leadership starts with a good hire, and I want to ensure that we find the best possible candidate to fill this role. This selection will impact every part of the department for the next several years.
Growing the department while maintaining a balanced budget. We need to be fiscally responsible while still making sure the department can meet the future challenges. We need to find a way within our budget to bring back our volunteer core to ensure when the next major incident comes, we have enough highly trained people to respond while keeping themselves and the public safe.
Improving our relations with our firefighters, our EMS Partners, and the public. There are some people in each of these categories that believe, with valid reasons, that their concerns have not been heard. As Fire Commissioners I believe we owe it to them to hear them out, weigh the facts carefully and then make the decisions. Those decisions and the reasoning that went into them need to be as clear as possible for everyone to see.
The budget appears to be one challenge- do you agree and what are some ideas to keep the budget in line?
Appleton:
First and foremost the budget needs to be developed and reviewed in a public manner. Second, the budget should focus on fire prevention, fire fighting and search/rescue. Third, there needs to be recognition in the budget aimed to maintain and grow a healthy volunteer cadre. A realistic five-year plan should be part of the yearly budgeting process.
Henderson:
The budget is a challenge. As we discussed in the Fire Commission meetings, the chief and staff are working on their budget requests and recommendations now and will bring a proposed budget to the Board for review soon. It is important to realize that although we are currently providing outstanding service while staying within our budget, costs continue to go up. We will need to reflect those costs in our budget and increase it if needed. We also need to look at alternate ways to finance new initiatives, equipment, and training that we may need to meet any new demands that may arise. We can seek out grants to help offset some costs so the burden isn’t fully falling on our citizens. It is important to realize that costs are not likely to come down anytime soon. Along with our budget review, we need to look at our strategic plan. Eventually, at some point, we will need to seek out increased funding, whether that be an increase to our levy rate, or seeking some sort of capital bond levy. This is never popular, and we will need input from the public, Sheriff’s Office, EMS, Department of Emergency Management and Port to find the right answer going forward.
You will be searching for a new chief, are there some qualifications you see as keep for potential applicants?
Appleton:
I will look for a proven (and appropriately vetted) Chief capable of leading, team building, and communicating with staff, commission, and the public. Honesty, openness, and a commitment to growth through learning are the bedrock in my evaluation process.
Henderson:
We have a pretty good list of qualifications listed on the job posting but often you can’t find someone that checks every single box. I won’t be surprised if that is the case here.
Personally, I hope to find someone who has successfully managed a combined career/volunteer department and values the whole team. The ideal candidate will be able to demonstrate creative, cost-effective ways to get things done and show how they have been involved with their communities by representing the Fire Department in a positive light. If the candidate doesn’t meet the minimum educational or experience requirements, I would like to see that they could demonstrate their commitment to a program for continuous improvement of skills and knowledge. In short, an experienced, knowledgeable chief who wants to be here and wants to help the department grow with the community.
What is your vision for the department over the next five to ten years?
Appleton:
Given the variation in needs, economic factors, changes in population growth, scientific firefighting innovation, Climate Change, etc. makes a five-year focus sharper and more predictable than a ten-year focus.
Over the next five years, the department has an appropriate balance of staff of paid and volunteer personnel, appropriate focused training and equipment, better intra- and inter-agency communication, an expanded fire prevention focus, and an open budgeting process with increased Community support.
Henderson:
I see a department that works seamlessly among Fire, EMS, Sheriff’s Office, and other departments here and on the other islands. The department will work toward a balanced budget and a strategic plan that reflects the needs of the community. I see a department that turns out skilled team members both career and volunteer that are excited to be part of the department and that our partners are happy to have on their response teams. I see a department involved in good works with the community year-round.
Anything else you want people to know?
Appleton:
As I have met people while door-belling, at the Brickworks Farmers Market, meeting with firefighters— paid and volunteer, visiting local merchants and chatting with people over coffee, I’ve become increasingly aware of the enormous strength and knowledge this community possesses. Coupling this community’s amazing assets with a transparent and communicative FD3 leadership will lead to a better community in general, and especially for our valued Fire Department.
I have rolled up my sleeves, I continue to study the issues. I would be honored to use my skills and knowledge to work for all of our good. Thanks for listening.
Henderson:
I’ve stated before that I consider San Juan Fire to be part of my extended family. I don’t see that as a problem, but as an advantage. It makes me even more aware of the need to take care of our members at every level. The Fire Service is often a family affair with service continued through generations and the RCWs recognize this. All three of my boys served at one time or another here on the island, and my eldest is still active. I’m very proud of them and their service. There is no conflict with a commissioner serving as a volunteer or having immediate family members on the same department. The other two commissioners were aware of this when they appointed me to fill the open position instead of my opponent.
In my professional life as a quality manager, the most important characteristic you can have is integrity. The company you work for, your suppliers, your customers and multiple regulatory agencies demand and expect that you will uphold the standards that guide you even when it isn’t comfortable.
