MUTUAL-AID GROUPS
VOLUNTEERS CORNER
In the past many departments were reluctant to request aid from neighboring departments; it meant that the department was weak, ill-equipped, or unable to handle an emergency. But with issues such as budgets and manpower constraints came a change in thinking, as departments now try to find new ways to do more with less. One of the most logical solutions— mutual aid—often is overlooked or not used to its potential.
W ith a strong mutual-aid organization, departments can band together into a more effective and cohesive unit A well-managed mutual-aid organization can he a positive addition to all participating departments.
SIZE
The size of your mutual-aid group is important to its success. A small group may not have enough resources to handle what it wants to accomplish A large group may have too many conflicting resources.
The size of the group depends on several factors One is the size of the departments involved. A mutual-aid group of smaller-size departments may need a few more members to provide sufficient resources. A mutual-aid group of largcr-sizc departments may not require as many members Geographic location is another factor. Count) wide or metropolitan area mutual-aid groups are common. Another fac tor is the type of membership involved. If set up as a fire department mutual-aid group, the size may be quite manageable. Once other emergency service organizations such as police, ambulance, and rescue squads join, the group may become too large and diversified.
When organizing or reorganizing a mutual-aid group, remember the incident command system theory: Keep a manageable span of control. There is strength in numbers, but there can be confusion in numbers if the group is not handled correctly.
MANAGEMENT
Once you decide on the size of your mutual-aid group, you must decide how to manage it. The most common form of management is by elected officials —groups elect a president, vice-president, secretary, and treasurer. You can adjust the number of elected positions according to the size of the group.
It is essential to develop a job description for each position. If each person knows what his or her job is and what is expected, the group will run much smoother.
A mutual-aid group brings together many different types of people with many different ideas. One department should not run the entire organization. I se input from as many individuals from as many departments as possible.
You must agree on a well-defined set of rules for operation. These rules—or constitutions—set the basic outline for the group. A constitution defines the organization, the roles of the officers, and other aspects of organizational structure.
MEETINGS
Mutual-aid groups should meet on a regular basis, usually monthly or once every two months. The meetings can take place at a central location or can be rotated among departments. The meetings should follow’ a standard format, with the mutual-aid managers (elected officers) in control. They should be well-organized, have a specific purpose, and focus on the subjects at hand.
Mismanaged meetings could verywell be the beginning of the end of a mutual-aid group. Once people attend a poorly run meeting, they are not likely to come back. Remember that meetings are for discussion, information sharing, and critique. They are not for socializing, giving prizes for attendance, or serving dinner. Many mutual-aid groups try to lure people to meetings with these tactics. If meetings are well-run, the information presented will be enough incentive for people to keep coming back.
No matter how often your group has meetings, there are always going to be departments unable to attend or communications that need to be forwarded before the next meeting. A monthly update in the form of a newsletter is very helpful in filling this need. The newsletter can contain such material as the minutes from the last meeting, a schedule of upcoming events, and any special information that needs addressing before the next meeting. These updates can be short and to the point and keep departments involved.
COMMITTEES
Mutual-aid groups deal with many topics during meetings. Elected officials must delegate the responsibility for dealing with the different topics. This is where the use of committees is helpful.
Committees allow other members of the mutual-aid group to become involved in decision-making aspects of the organization. They also allow members to take part in activities in which they are interested.
Committees should be formed for any topic that requires additional research. They should include members of different departments who should report on their progress at the meetings. Following are examples of committees.
Policies ancl procedures. This committee will go a long way toward making your mutual-aid responses much more efficient and safer. It develops policies and procedures concerning dispatch, incident command, fireground safety, fireground accountability, insurance, and formal mutualaid agreements. All work should be well-documented and all departments should be notified of any policy changes.
Communications. This committee assigns frequencies, coordinates multiple-channel operations, assigns radio designations, works through FCC permits, and establishes interagency radio communications and other forms of communications such as telemetry and cellular-phone capabilities. A communications committee makes fireground communications more direct and manageable.
Apparatus!equipment. This committee develops inventories of all apparatus and equipment currently used by member departments. It also can compile a complete resource listing of all equipment needed during disaster operations. Resource listings of both fire department equipment and equipment that can be obtained from the general public are invaluable during large-scale incidents.
The apparatus/equipment committee also can help set standards for equipment. Predesignating the types of SCBAs, hose, fittings, and similar equipment will make operations more efficient.
The committee can work on equipment identification standards, equipment location standards (such as loeating the hose adapters in the same compartment on each truck), and equipment needs.
Sharing equipment is an important concept for the committee to consider. Many small departments cannot afford specialized rescue equipment, hazardous-materials equipment, or apparatus such as aerials or command posts. By pooling their resources, the mutual-aid group can purchase and share such items. The equipment can be stored in a central location and dispatched on a first-come, firstserved basis.
Purchasing. This committee deals with joint purchasing and grant applications. It can work with the equipment committee to standardize equipment and get the best possibleprice.
Training. This is probably the most active comittee. Pooling instructional resources at the mutual-aid group level results in excellent training for all departments involved. The training committee usually is involved in such activities as joint department training, disaster response training, instructional material libraries, and instructor exchange programs.
Financial. This committee oversees all incoming and outgoing funds and basically is an outgrowth of the treasurer position. It documents cash flow and makes sure all state and federal tax laws are followed. It also administers death-benefit, insurance, and pension plans, which are becoming very popular programs for attracting and retaining members.
Mutual-aid organizations can provide a vast number of resources and services to participating members. However, each department must commit itself to the betterment of the overall organization. The organization cannot be run by one or two of the member departments—it must be a joint effort.
No department is large enough or has the proper resources and financial means to handle every possible incident or problem. When your department has a problem it cannot handle alone, why not look to mutual aid as a solution?*
