California's age of Megafires
A There's a reason fire squads now battling more than a dozen blazes in southern California are having such difficulty containing the flames, despite better preparedness than ever and decades of experience fighting fires fanned by the notorious Santa Ana winds. The wildfires themselves, experts say, generally are hotter, move faster, and spread more erratically than in the past.
B The short-term explanation is that the region, which usually has dry summers, has had nine inches less rain than normal this year. Longer-term, climate change across the West is leading to hotter days on average and longer fire seasons. Experts say this is likely to yield more megafires like the conflagrations that this week forced evacuations of at least 300,000 resident in California's southland and led President Bush to declare a disaster emergency in seven counties on Tuesday.
C Megafires, also called "siege fires," are the increasingly frequent blazes that burn 500,000 acres or more – 10 times the size of the average forest fire of 20 years ago. One of the current wildfires is the sixth biggest in California ever, in terms of acreage burned, according to state figures and news reports. The trend to more superhot fires, experts say, has been driven by a century-long policy of the US Forest Service to stop wildfires as quickly as possible. The unintentional consequence was to halt the natural eradication of underbrush, now the primary fuel for megafires. Three other factors contribute to the trend, they add. First is climate change marked by a 1-degree F. rise in average yearly temperature across the West. Second is a fire season that on average is 78 days longer than in the late 1980s. The third is the increased building of homes and other structures in wooded areas.
D "We are increasingly building our homes … in fire-prone ecosystems," says Dominik Kulakowski, adjunct professor of biology at Clark University Graduate School of Geography in Worcester, Mass. Doing that "in many of the forests of the Western US … is like building homes on the side of an active volcano." In California, where population growth has averaged more than 600,000 a year for at least a decade, housing has pushed into such areas. "What once was open space is now residential homes providing fuel to make fires burn with greater intensity," says Terry McHale of the California Department of Forestry firefighters union. "With so much dryness, so many communities to catch fire, so many fronts to fight, it becomes an almost incredible job."
E That said, many experts give California high marks for making progress on preparedness since 2003, when the largest fires in state history scorched 750,000 acres, burned 3,640 homes, and killed 22 people. Stung then by criticism of bungling that allowed fires to spread when they might have been contained, personnel are meeting the peculiar challenges of a neighborhood – and canyon-hopping fires better than in recent years, observers say.
F State promises to provide newer engines, planes, and helicopters have been fulfilled. Firefighters unions that then complained of dilapidated equipment, old fire engines and insufficient blueprints for fire safety are now praising the state's commitment, noting that funding for firefighting has increased despite huge cuts in many other programs. "We are pleased that the Schwarzenegger administration has been very proactive in its support of us and come through with budgetary support of the infrastructure needs we have long sought," says Mr McHale with the firefighters union.
G Besides providing money to upgrade the fire engines that must traverse the mammoth state and wind along serpentine canyon roads, the state has invested in better command-and-control facilities as well as the strategies to run them. "In the fire sieges of earlier years, we found out that we had the willingness of mutual-aid help from other jurisdictions and states, but we were not able to communicate adequately with them," says Kim Zagaris, chief of the state's Office of Emergency Services, fire and rescue branch. After a 2004 blue-ribbon commission examined and revamped those procedures, the statewide response "has become far more professional and responsive," he says.
H Besides ordering the California National Guard on Monday to make 1,500 guardsmen available for firefighting efforts, Gov. Arnold Schwarzenegger asked the Pentagon to send all available Modular Airborne Fighting Systems to the area. The military Lockheed C-130 cargo/utility aircraft carry a pressurized 3,000-gallon tank that can eject fire retardant or water in fewer than five seconds through two tubes at the rear of the plane. This load can cover an area 1/4-mile long and 60 feet wide to create a fire barrier. Governor Schwarzenegger also directed 2,300 inmate firefighters and 170 custody staff from the California Department of Corrections and Rehabilitation to work for hand in hand with state and local firefighters.
I Residents and government officials alike are noting the improvements with gratitude, even amid the loss of homes, churches, businesses, and farms. By Tuesday morning, the fires had burned 1,200 homes and businesses and set 245,957 acres – 384 square miles – ablaze. Despite such losses, there is a sense that the speed, dedication, and coordination of firefighters from several states and jurisdictions are resulting in greater efficiency than in past "siege fire" situations.
J "I am extraordinarily impressed by the improvements we have witnessed between the last big fire and this," says Ross Simmons, a San Diego-based lawyer who had to evacuate both his home and business on Monday, taking up residence at a Hampton Inn 30 miles south of his home in Rancho Bernardo. After fires consumed 172,000 acres there in 2003, the San Diego region turned communitywide soul-searching into improved building codes, evacuation procedures, and procurement of new technology. Mr Simmons and neighbors began receiving automated phone calls at 3:30 a.m. Monday morning telling them to evacuate. "Notwithstanding all the damage that will be caused by this, we will not come close to the loss of life because of what we have … put in place since then," he says.
Griffith and American films
Movies are key cultural artefacts that offer a window into American cultural and social history. A mixture of art, business, and popular entertainment, the popular entertainment, the movies provide a host of insights into Americans' shifting ideas, fantasies, and preoccupations
A Many films of the early silent era dealt with gender relations. Before 1905, as Kathy Peiss has argued, movie screens were filled with salacious sexual imagery and risque humor, drawn from burlesque halls and vaudeville theaters. Early films offered many glimpses of women disrobing or of passionate kisses. As the movies' female audience grew, sexual titillation and voyeurism persisted. But an ever-increasing number of the film dealt with the changing work and sexual roles of women in a more sophisticated manner. While D.W. Griffith's films presented an idealized picture of the frail Victorian child-woman and showed an almost obsessive preoccupation with female honor and chastity, other silent movies presented quite different images of femininity. These ranged from the exotic, sexually aggressive vamp to the athletic, energetic "serial queen"; the street smart urban working gal, who repels the sexual advances of her lascivious boss; and cigarette-smoking, alcohol drinking chorus girls or burlesque queens.
B In early 1910, director D.W. Griffith was sent by the Biograph Company to the west coast with his acting troupe, consisting of actors Blanche Sweet, Lillian Gish, Mary Pickford, Lionel Barrymore, and others. While there, the company decided to explore new territories, traveling several miles north to Hollywood, a little village that was friendly and enjoyed the movie company filming there. By focusing the camera on particular actors and actresses, Griffith inadvertently encouraged the development of the star system. As early as 1910, newspapers were deluged with requests for actors' names. But most studios refused to divulge their identities, fearing the salary demands of popular performers. As one industry observer put it, "In the 'star' your producer gets not only a 'production' value …. but a 'trademark' value, and an 'insurance' value which are … very potent in guaranteeing the sale of this product." As the star system emerged, salaries soared. In the course of just two years, the salary of actress Mary Pickford rose from less than $400 a week in 1914 to $10,000 a week in 1916. This action made Griffith believe the big potential in the movie industry. Thus many competitors completely copy the same system as Griffith used, for the considerable profits. Additionally, they also study the theory and methods which Griffith suggested.
C From the moment America entered the war, Hollywood feared that the industry would be subject to heavy-handed government censorship. But the government itself wanted no repeat of World War I, when the Committee on Public Information had whipped up anti-German hysteria and oversold the war as "a Crusade not merely to re-win the tomb of Christ, but to bring back to earth the rule of right, the peace, goodwill to men and gentleness he taught."
D The formation of the movie trust ushered in a period of rationalization within the film industry. Camera and projecting equipment were standardized; film rental fees were fixed; theaters were upgraded; which improved the quality of movies by removing damaged prints from circulation. This was also a period of intense artistic and technical innovation, as pioneering directors like David Wark Griffith and others created a new language of film and revolutionized screen narrative.
E With just six months of film experience, Griffith, a former stage actor, was hired as a director by the Biograph Company and promised $50 a week and one-twentieth of a cent for every foot of film sold to a rental exchange. Each week, Griffith turned out two or three one-reelers. While earlier directors had used such cinematic devices as close-ups, slow motion, fade-ins and fade-outs, lighting effects, and editing before, Griffith's great contribution to the movie industry was to show how these techniques could be used to create a wholly new style of storytelling, distinct from the theater. Griffith's approach to movie storytelling has been aptly called "photographic realism." This is not to say that he merely wished to record a story accurately; rather he sought to convey the illusion of realism. He demanded that his performers act less in a more lifelike manner, avoiding the broad, exaggerated gestures and pantomiming of emotions that characterized the nineteenth-century stage. He wanted his performers to take on a role rather than directly addressing the camera.
Above all, he used close-ups, lighting, editing, and other cinematic techniques convey suspense and other emotions and to focus the audience's attention on individual performers.
F During the 1920s and 1930s, a small group of film companies consolidated their control. Known as the "Big Five" – Paramount, Warner Brothers, RKO, 20th Century-Fox, and Lowe's (MGM) and the "Little Three" – Universal, Columbia, and United Artists, they formed fully integrated companies. The old film company's opposition was shocked by new tycoons. The confusion of tongues in the foreign version of American films deepened when American directors themselves embarked on the shooting of the new version. They did not usually speak Spanish (or the given target language) and, at that time, there were only a few translators at the studio's disposal. For this reason, it was more general to contract Spanish directors, actors, and screenwriters to produce American films in Spanish for Latin American audiences and for the public in the Iberian Peninsula. Hollywood had depended on overseas markets for as much as 40 percent of its revenue. But in an effort to nurture their own film industries and prevent an excessive outflow of dollars, Britain, France, and Italy imposed stiff import tariffs and restrictive quotas on imported American movies.
G A basic problem facing today's Hollywood is the rapidly rising cost of making and marketing a movie: an average of $40 million today. The immense cost of producing movies has led the studios to seek guaranteed hits: blockbuster loaded with high-tech special effects, sequels, and remakes of earlier movies, foreign films, and even old TV shows. Hollywood has also sought to cope with rising costs by focusing ever more intently on its core audiences. Since the mid-1980s, the movie-going audience has continued to decrease in size. Ticket sales fell from 1.2 billion in 1983 to 950 million in 1992, with the biggest drop occurring among adults. And since over half of Hollywood's profits are earned overseas, the target market has to be changed due to the increasing costs and salary of making a film. The industry has concentrated much of its energy on crude action films easily understood by an international audience, featuring stars like Arnold Schwarzenegger and Sylvester Stallone.
Environmentally-friendly vehicles
A In the early 1990s, the California Air Resources Board (CARB), the government of California's "clean air agency", began a push for more fuel-efficient, lower-emissions vehicles, with the ultimate goal being a move to zero-emissions vehicles such as electric vehicles. In response, automakers developed electric models, including the Chrysler TEVan, Ford Ranger EV pickup truck, GM EV1 and S10 EV pickup, Honda EV Plus hatchback, Nissan lithium-battery Altra EV miniwagon and Toyota RAV4 EV. Ford Fusion is manufactured at Ford's Hermosillo Stamping & Assembly plant, located in Sonora Mexico. I thought going green was supposed to provide the U.S. with more jobs.
B The automakers were accused of pandering to the wishes of CARB in order to continue to be allowed to sell cars in the lucrative Californian market, while failing to adequately promote their electric vehicles in order to create the impression that the consumers were not interested in the cars, all the while joining oil industry lobbyists in vigorously protesting CARB's mandate. GM's program came under particular scrutiny; in an unusual move, consumers were not allowed to purchase EV1s, but were instead asked to sign closed-end leases, meaning that the cars had to be returned to GM at the end of the lease period, with no option to purchase, despite lesser interest in continuing to own the cars. Chrysler, Toyota, and a group of GM dealers sued CARB in Federal court, leading to the eventual neutering of CARB's ZEV Mandate.
C After public protests by EV drivers' groups upset by the repossession of their cars, Toyota offered the last 328 RAV4-EVs for sale to the general public during six months, up until November 22, 2002. Almost all other production electric cars were withdrawn from the market and were in some cases seen to have been destroyed by their manufactures. Toyota continues to support the several hundred Toyota RAV4-EV in the hands of the general public and in fleet usage. GM famously de-activated the few EV1s that were donated to engineering schools and museums.
D Throughout the 1990s, the appeal of fuel-efficient or environmentally friendly cars declined among Americans, who instead favored sport utility vehicles, which were affordable to operate despite their poor fuel efficiency thanks to lower gasoline prices. American automakers chose to focus their product lines around the truck-based vehicles, which enjoyed larger profit margins than the smaller cars which were preferred in places like Europe or Japan. In 1999, the Honda Insight hybrid car became the first hybrid to be sold in North America since the little-known Woods hybrid of 1917.
E In 1995, Toyota debuted a hybrid concept car at the Tokyo Motor Show, with testing following a year later. The first Prius, model NHW10, went on sale on December 10, 1997. It was available only in Japan, though it has been imported privately to at least the United Kingdom, Australia, and New Zealand. The first-generation Prius, at its launch, became the world's first mass-produced gasoline-electric hybrid car. The NHW10 Prius styling originated from California designers, who were selected over competing designs from other Toyota design studios.
F In the United States, the NHW11 was the first Prius to be sold. The Prius was marketed between the smaller Corolla and the larger Camry. The published retail price of the car was US$19,995. The NHW11 Prius became more powerful partly to satisfy the higher speeds and longer distances that Americans drive. Air conditioning and electric power steering were standard equipment. The vehicle was the second mass-produced hybrid on the American market, after the two-seat Honda Insight. While the larger Prius could seat five, its battery pack restricted cargo space.
G Hybrids, which featured a combined gasoline and electric powertrain, were seen as a balance, offering an environmentally friendly image and improved fuel economy, without being hindered by the low range of electric vehicles, albeit at an increased price over comparable gasoline cars. Sales were poor, the lack of interest attributed to the car's small size and the lack of necessity for a fuel-efficient car at the time. The 2000s energy crisis brought renewed interest in hybrid and electric cars. In America, sales of the Toyota Prius jumped, and a variety of automakers followed suit, releasing hybrid models of their own. Several began to produce new electric car prototypes, as consumers called for cars that would free them from the fluctuations of oil prices.
H In 2000, Hybrid Technologies, later renamed Li-ion Motors, started manufacturing electric cars in Mooresville, North Carolina. There has been increasing controversy with Li-ion Motors though due to the ongoing 'Lemon issues' regarding their product. And their attempt to cover it up. California electric-car maker Tesla Motors began development in 2004 on the Tesla Roadster, which was first delivered to customers in 2008. The Roadster remained the only highway-capable EV in serial production and available for sale until 2010. Senior leaders at several large automakers, including Nissan and General Motors, have stated that the Roadster was a catalyst which demonstrated that there is pent-up consumer demand for more efficient vehicles. GM Vice Chairman Bob Lutz said in 2007 that the Tesla Roadster inspired him to push GM to develop the Chevrolet Volt, a plug-in hybrid sedan prototype that aims to reverse years of dwindling market share and massive financial losses for America's largest automaker. In an August 2009 edition of The New Yorker, Lutz was quoted as saying, "All the geniuses here at General Motors kept saying lithium-ion technology is 10 years away, and Toyota agreed with us – and boom, along comes Tesla. So I said, 'How come some tiny little California startup, run by guys who know nothing about the car business, can do this, and we can't?' That was the crowbar that helped break up the log jam."
