Chief Concerns
By Richard Marinucci

Cooperation Speeds Purchasing Processes
If you are part of a typical fire department, there are not many things that can be purchased without the involvement of others. Think for a minute of all of the items that are needed to operate a fire department, especially those beyond the things needed to handle emergency responses.

A fire department is a business that requires an increasing variety of capital and expendable supplies to operate day-to-day.

Consider all these items – from computers to copiers, fax machines to printers. There are expendable supplies, such as paper products and envelopes as well as janitorial needs. Items are needed to keep stations functional as well as maintenance considerations for things that might break or just wear out.

Are You The Expert?
Now think of which of these items you can just purchase without anyone else’s input or approval. Also consider how many things that you have direct involvement with or are considered the resident expert. For example, are you the information technology expert for your department or community? It’s likely you are not.

The point here is you rely on others to make purchases or make recommendations even though you will have the final say. Further, policies will probably dictate that purchases over certain financial limits require approval of higher authorities.

And it goes without saying there are, obviously, many others involved in the acquisition of the apparatus, equipment, services and supplies needed to perform and prepare for response.

A List Of Others
The first thing that needs to be developed is a comprehensive list of others who must be included in any significant purchase. This would include finance and purchasing departments. The list needs to include superiors, and it can become lengthy depending upon the size of your organization and the various dollar limitations included in local purchasing policies.

One reason to know and understand this is so that there is a realistic time estimate for an expected purchase and acquisition. Obviously, the more steps in the process, the longer it may take the paperwork to get to the final signatory. Knowing this going into any purchase can help with the planning process so there are not too many panic purchases.

Besides the required people in the process, you will also need a list of experts with valuable knowledge. These individuals may or may not reside within the fire department. The list should also include the key end users of the products, services and items you will need. Not only do these people probably better know the things you need, they also need to be included to maximize their support of the final decision.

This is, quite simply, a basic management tool to maximize effectiveness of your entire staff and team.
Do not forget there may be others outside your organization and local government who may be of help because of their specific knowledge of products and services. Keep in mind there are lots of experts who can help make the best decisions. They may be part of other governmental agencies – federal, state or county – or from the private sector.

There will be people willing to help on a pro-bono basis while larger projects may require the help of paid consultants with special knowledge and skills.

When you realize the size of the list you have compiled, you will understand the challenges you have in order to make sure everything works as it should.

The bottom line is that you want the best items you can get for the price you can afford. There can be many people involved in this process. You need to know who they are and also need to develop a sound working relationship so there are not any problems created that make purchasing more difficult. Knowing who is involved and what their requirements will be is essential.

The list of potential players in this process can be great, but you need to establish a working relationship that will lead to success. This can be time consuming, but it is worth the investment.

Depending upon the size of the organization and your list of people who contribute, partner or approve purchases, you will need to involve others in your organization to help with the relationships. These need to be established before you are making a purchase as much as possible.

The more you work on your personal relationships, the better off you will be. Remember, while everyone has a job to do, they all are probably extremely busy. They will choose the priorities. They will do their best to help those with whom they have a personal relationship.

The service you receive from others will usually be better if they know you and like you. You will likely get more useful information without submitting a detailed list of questions. Remember, they are the experts and should know what they are doing.

Some experts on your list may also be the gatekeepers for the things you need. For example, you may be hard pressed to acquire newer technology without the approval of the IT department even though they may not officially be in the approval process for the item you are purchasing.

Improving Relationships
Simple ways to improve relationships are basic and no different than what you would expect. You need to spend a little time getting to know others. You need to go to them for advice in their area of expertise, even if you don’t think it’s necessary. This doesn’t mean that you always have to follow their advice, but this inclusion is best for the long haul.

Learn what you can about other departments in the city, including job assignments, chain-of-command issues and specific interests of others. It won’t take long for you to figure out the right person to approach for assistance and guidance. You can learn of idiosyncrasies with departments – they may not all run like the fire department!

Purchasing and acquisition of the tools you need to operate a fire department may involve a process that involves other city agencies and multiple people.

Know The Players
The process will run smoother if you know the players and work with them. They are there to help and support and will respond better if you develop the appropriate relationship.

Most of the time, purchases are straightforward. Sometimes, the process is complex. On occasion, you need something quickly. The better you understand the process and the people that should be involved or need to be involved, the more success you will have.

In the long run, you’ll save time and money for your organization.

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.