September 2007 Chief Concerns Great Committees Yield Great Specs Someone once said a camel was a horse designed by committee. In spite of that disparaging remark, committees can be very useful and serve a beneficial function to your organization. There are some things that need to be done to ensure the committee is successful and produces the desired outcome. Failure to provide proper direction and support will not only create a dysfunctional committee, but will make future attempts to gain support more difficult. A long time ago, I came to the realization I was not the best person to develop specifications for fire apparatus. Since I don’t drive or operate them, I was not sure what was best, nor did I have a passion for what ended up in our bays. The good news is there are plenty of people in our organization –and most likely yours – who are ready and willing to help with this large project. In my department, we have experienced varying levels of success with committees, depending upon various factors surrounding the membership, organization, leadership, passion, support and direction provided to the committee. The first step in any committee project is to establish membership. That includes deciding who is on it, who is in charge and how many people will be involved. It’s important to bring balance to all these issues. If the size is limited, as it should be, then who is serving on it becomes very important. People with passion and interest should be at the top of the list. Just as important, members must know how to compromise and reach consensus. A committee can become dysfunctional when strong personalities participate in a negative way. They can slow down the process and frustrate other members in such a way that the committee will struggle to meet its goals. Additionally, future endeavors may be affected. Support From Supervisors Membership should be open enough so the committee is not viewed as the same old people making decisions for the masses. Once the size has been determined, open up participation to the entire organization. Not everyone will be interested, which is good, as there will probably be more than necessary. If that’s the case, establish an informal application process where the people interested in serving state their reasons for wanting to serve. Support from their supervisors would be a good idea too. In making the selections, consider knowledge, interest or passion, ability to be part of the team and their reputation and support from the organization and their immediate workmates. This is important so the final product receives support not only from the committee, but the department. The entire organization needs to have confidence in the outcome and also must support the committee’s work. End User Involvement The apparatus being purchased and its intended station location will have an impact on the committee. If it is specialized, then fewer people may be interested, which is not a bad situation. Remember, the key to a successful committee is allowing the end users to determine what they want within established guidelines. If the apparatus, or equipment, for which the specification is being drafted will be used at multiple stations, then a broad cross-section of the department should be used. If the apparatus is to be used at only one station, the majority of the committee should be from that station. Do your best to include veteran personnel along with newer ones. A good mix is beneficial to gain varying viewpoints and perspectives and also helps for the long-term development of the department. Members expressing an interest in participation must have the time to commit to helping. On occasion, there are people who really want to help but are too busy to regularly contribute. This needs to be a factor when selecting membership. Also, know if participation creates additional cost to the organization through overtime or other pay issues. Be upfront in when telling what the department is willing and able to do with respect to time commitment and pay expectations. The time to discuss these issues is not after the committee gets started. Consider expanding the committee to others outside the organization. There are others who may have differing viewpoints, different expertise, or may be involved in the purchasing process. Consider including the mechanics who will be responsible for keeping the apparatus on the road. They may have engine preferences and will undoubtedly want vehicles they are best prepared to fix and maintain. Including the purchasing department early in the process is also a wise decision, as it will identify potential stumbling blocks that might affect the delivery of the equipment. Once the committee is established, a chairperson needs to be selected and direction provided to achieve the expected outcome. The chairperson need not be the most senior person, or the highest-ranking official. The chairperson needs to be the one best able to deliver the desired product – a useful specification. The person needs to know how to run a committee, work towards consensus, meet established timelines, and keep on task with a variety of personnel, all with individual skill sets, knowledge, interest and experience. Basic Training It’s not an easy task, but a good chairperson will get the job done. As chief, you can help by meeting and mentoring your chairperson as well as providing some basic training. In some instances, the committee may also be able to select its chairperson. A good committee knows who is best for the job and often will pick the right person. Once selected, the chairperson needs the chief’s support. This needs to be stated with the appropriate actions to show that support is 100 percent. The chief also needs to provide the authority to get the job done. This will include the ultimate say as to who stays on the committee. If someone is not participating or disruptive, they must go. Once the committee members and a chairperson have been selected, the next step is to provide direction. That comes in the form of the overall concept for the vehicle and a budget number. For example, the committee will need to know the department needs a pumper/engine, and the budget is $350,000. Remember, the chief ultimately will answer for the purchase and has a budget that must be met. Hitting A Target The committee cannot be used as an excuse to exceed the amount available for the purchase. It is also not fair to committee members to ask them to hit a target without first telling them what the target is. Also, if there are some items that must (or must not) be part of the apparatus, inform the committee. For example, if the color is pre-established, don’t give them a choice. If certain items are not to be allowed, let everyone know. For example, if flashy wheels are out of the picture, don’t wait until the end of the process to raise the red flag. After charging the committee, provide it with the tools to do the job correctly. Committee members will need access to magazines and periodicals as well as Internet access. Allow them time to visit nearby departments, and, if possible, let them attend trade shows. While it may not be possible to send all committee members to shows such as Fire Rescue International, or to the Fire Department Instructors Conference, send a couple if feasible. Consider letting them attend state and regional shows that can be covered in one day. Introduce key committee members to local vendors, those who will ultimately be providing the vehicle and local service. Think of all the things that can be done to make sure your members have what they need to develop a great specification leading to a quality apparatus. Something to keep in mind right from the start is who will draft the specifications in preparation for bids. Those committee members with word processing skills and access to a computer need to be identified early. There have been occasions where the process was delayed because no one was capable or interested in that important component of the job. Ultimately, the chief is responsible. Because of this, some chiefs do not cede much power or authority to do this work. However, for the committee to work there needs to be trust. Clearly, there are others in the organization who can offer much to the process. As the end users of the product, they have a vested interest in getting the best they can. Enabling committee members and trusting their work will almost always yield great results. Editor’s Note: Richard Marinucci is chief of the Farmington Hills (Mich.) Fire Department, a position he’s held since 1984. He is a past president of the International Association of Fire Chiefs (IAFC) and past chairman of the Commission on Chief Fire Officer Designation. In 1999 he served as acting chief operating officer of the U.S. Fire Administration for seven months. He holds three bachelor’s degrees in fire science and administration and has taught extensively. |
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