Let’s Not Form a Committee!

In an ICS-300 course, the instructor mentioned that he utilized the ICS-213, the General Message form, for all memos from his desk as fire chief. It became apparent that failing to implement concepts of ICS into day-to-day operations is senseless. If the framework is a set of heavily supported best practices in managing emergencies and disasters that have a regional, national or global impact, why would the same principles not be applicable in day-to-day operations?

I’ve renounced the term “committee” in my organization since my infancy in emergency services. The concept is not the source of my resentment, but rather the recurring problem of an ambiguous group being blamed for a failure, “the committee.” Without some extent of personal accountability, the ambiguities will only further cloud the root cause of challenges or failures in an organization. My personal discontent with the “c-word” has led to its expletive-status in my vocabulary, bringing forth various acceptable alternatives including: workgroup, task-force, team or even caucus, for those fixated on a word beginning with the letter “c.”

To evaluate organizational effectiveness, start at the top of your organization’s organizational chart. Does each position have the recommended span of control in place? While hierarchical design may be outlined by organizational bylaws or other documents, it may be worthwhile to evaluate span of control. Committee appointments seem to be out of control in some organizations. This creates a significant span of control issue for leadership, which is often manageable by controlling ad-hoc committee appointments, eliminating those who are unnecessary.

Span of Control:

The number of personnel a supervisor is responsible for. Span of control is often expressed as the ratio of supervisor to personnel. Appropriate span of control ranges between 1:3 and 1:7.

Example of Leadership Configuration:

• 1 Agency Medical Director
• 5 Members of the Board of Directors
• 3 Operations Officers
• 7 Administrative Officers
• 24 Committees

Beyond span of control, a problem may be presented with a top-heavy organizational configuration. The example above has a potential for 40 leadership positions. This may be acceptable for an organization of hundreds of personnel, but this example is for an organization of approximately 50 members, not unlike one of the many departments with committee structures. That means, assuming no members held multiple positions, 80% of the membership would account for leadership. If that doesn’t illustrate the old adage “too many chiefs," I don’t know what does.

Justin Eberly, BS, EMT, EMS-I, CDEI, is an educational technologist by passion and an IT professional by vocation. He is a volunteer assistant chief and training officer for a combination volunteer/career basic life support service in Cumberland County, PA. As a young EMS educator, he brings a multitude of valuable perspectives to foster an environment, conducive to learner engagement, through the utilization of technology in EMS education.