Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: MONDAY, July 16, 1990 TAG: 9007160139
SECTION: VIRGINIA PAGE: A3 EDITION: METRO
SOURCE: JOEL TURNER MUNICIPAL WRITER
DATELINE: LENGTH: Long
He's become familiar with the responsibilities and requirements of the job.
He's learned what it's like to supervise one of the largest municipal departments, with a $9.3 million budget and 245 employees.
He thinks a majority of the city's firefighters has accepted him as chief.
He said his first year has been challenging and rewarding. It's been what he expected, and he has no regrets about accepting the position.
But he quickly adds, "Maybe I shouldn't say I'm getting comfortable because it could indicate [I'm] taking too much for granted."
Quarles, the city's first black chief, has learned never to take anything for granted. He has worked too hard and struggled too much in his 27 years in the Fire Department to assume anything.
His climb through the ranks was sometimes difficult and controversial. As a young firefighter, he fought discrimination, both inside and outside the department.
Quarles, 48, started as a 21-year-old firefighter in 1963 when segregation was still the rule in some of Roanoke's restaurants.
After a downtown fire had been brought under control on a cold winter day in 1964, a fire commander suggested that Quarles and several other firefighters visit a nearby business for coffee.
Inside the restaurant, the white firefighters received their coffee in porcelain mugs. Quarles got his in a plastic foam cup.
In the 1970s, Quarles filed a racial discrimination complaint against the city that won him a promotion to fire marshal and $14,000 in back pay.
But the days of segregation and controversy are behind him. The city now has more than 20 black firefighters. And Quarles is confident that City Manager Robert Herbert and top city administrators fully support equal employment opportunities for blacks.
It's been a busy year. He has:
Reviewed the city's firefighting equipment needs. A committee he appointed recommended that the city spend more than $2 million on new fire trucks and other emergency vehicles. City officials are reviewing the list.
Planned for a new fire station in the rapidly growing U.S. 460 corridor, which is expected to be finished by the fall of 1991.
Upgraded management training for the department's top command staff.
Instituted standardized training for all firefighters and started a physical fitness program.
Developed a so-called first responder program for using firefighters to answer emergency rescue calls in some neighborhoods.
Worked out a mutual aid agreement with Roanoke County for responding to fire calls at retirement homes near the city-county line.
And at the same time, he's concentrated on his main responsibility: making sure the city's firefighters responded quickly to more than 3,000 fire and emergency calls.
Quarles was chosen from among 170 applicants for the job. Herbert said he selected him because he had the management skills and experience for the job.
"The fire chief's job is one of the toughest half-dozen jobs in the city," Herbert said. "We have a good department with an excellent senior management team, but I need a good strong manager for that department."
Top city officials are pleased with Quarles' performance as chief, according to George Snead, city director of administration and public safety. Quarles has "a clear vision of where he, the city manager and I want the department to go," said Snead, the chief's immediate supervisor.
"He's focusing on developing a strong management team, better training and professional development of the staff - and how the department can provide more services as we head into the 1990s and the 21st century," Snead said.
"He is setting a high standard for himself and the department. He's very demanding of himself and he's demanding of others, but he has matured as a departmental leader in the past year."
The city's firehouses, which buzzed with controversy in the 1980s, have been generally quiet since Quarles became chief. The department was in turmoil for several years preceding the forced resignation of Jerry Kerley as chief in 1987 because of complaints about his personal life and charges of favoritism in promotions.
Harry McKinney, who succeeded Kerley, retired, partly for health reasons, less than two years after becoming chief.
Quarles thinks morale among the firefighters has improved in the past 12 months. "I certainly see an improvement in attitudes, professionalism and the conduct of our personnel. They are taking pride in their careers, responsibilities and the organization," he said.
There is lingering disappointment among some firefighters because Billy Akers, deputy chief for administration and technical services, did not get the top job, according to several firefighters who did not want to be identified.
Some firefighters think Akers should have been named chief because he had more on-line experience as a firefighter and command officer, but they have accepted the decision.
"Morale is not great, but it's not bad, either," said one firefighter.
Akers and Quarles were the two finalists for the job. Each served as acting chief for three months before Herbert chose Quarles. Akers would not comment when Quarles was named chief, and he would not comment for this story.
Although there has been no controversy over promotions since Quarles became chief, one unexpected change has occurred in the department's top command staff.
Bev Mitchell, who was promoted from a district chief to deputy chief for operations soon after Quarles became chief, asked to be reassigned to his old job a month later. Mitchell would not comment on the reasons for his decision.
Quarles said he hopes to win the confidence and respect of the department's 245 employees by what he does and how he does it. To him, acceptance and respect are something to be earned, not given simply because of his position.
"I have to prove my competence, my ability, my leadership and job knowledge - and that I am honest and fair. If you prove those things, acceptance is not so hard to get," he said.
Quarles said he has received excellent cooperation from the city's top management officials and other municipal departments.
There is no evidence that his past clashes with city officials on the racial discrimination charge and the need to fill vacant fire inspector jobs have had hurt his relations with other officials since he became chief. These incidents occurred before Herbert became city manager.
As chief, Quarles said he stresses teamwork among the command staff and firefighters.
"I don't care if it is a first-year firefighter. He has ideas, he has recommendations, and we need to listen to him," Quarles said. "We need to hear him, and he needs to feel a part of this organization."
Keywords:
PROFILE
by CNB