Many departments establish apparatus committees to draft specifications for new vehicles, determine replacement schedules, and recommend ongoing maintenance.
This is a good approach that gets buy-in from the organization and mostly delivers better end products. But, and there is always a "but," establishing and managing the committee can be counterproductive if it does not follow proper diligence. A committee working as intended will produce the best possible results. On the other hand, remember the old adage that a "camel is a horse designed by committee."
Committee Makeup
How big a committee is necessary? That depends. What is the size of the organization, and are there any political considerations? A committee with three to seven members is probably best, provided that members represent those with a vested interest. While an odd number is recommended to break any ties, a better approach is to reach consensus so everyone is satisfied and you don't develop bad feelings. There should be representation from firefighters, company officers, drivers and operators, command staff, and someone who works on the vehicles. Each of these people brings a different perspective based on their job responsibilities. This number is not set in stone and can vary. The important concept is to get input and feedback from various stakeholders. Conversely, inviting everyone who is interested is probably not the best approach. Organizations with good labor management will want to include a union representative. This could be one of the members mentioned above or an additional person.
There needs to be a committee chair. This doesn't necessarily need to be the most senior-ranking person. It needs to be someone with a passion and an ability to manage the committee. He needs facilitation skills to elicit the necessary information and to make sure there is participation from all committee members. Detailed knowledge of apparatus nuts and bolts is not necessary, but there must be a general understanding so that the big picture remains in focus throughout the process. The chair needs support from the fire chief, department leadership, and even the administration above the fire chief. This could be the mayor's office, the city manager, or the fire board.
The Rules
The committee needs a balanced perspective, and it must establish a set of rules regarding its operation. There needs to be some general direction given to the committee to create the parameters, including budget constraints and any political issues that could affect final decisions. For example, there could be a local policy regarding where the vehicle is manufactured, giving preference to companies within the same state. As much predetermined information as possible must be provided so that the committee knows its boundaries and doesn't develop concepts it cannot support. The committee needs a target; changing the target or moving it after the committee has done a bulk of its work will demoralize the group and will hinder future production.
Clearly define the committee's role. Is it expected to provide general specifications for new apparatus or will it have an expanded role? Committees can be used for a "cradle-to-grave" approach. This includes not only acquiring apparatus but maintaining it and establishing a replacement schedule. Again, establishing parameters for the committee in all areas is very important. Some people accept appointments only to find out later that they don't get their way on every issue. This leads to frustration and worse. Clearly identify what can and cannot be done and the expected recommendations. Also explain to all committee members the d