The Division of Management Services is responsible for a variety of critical functions that support Department operations on a day to day basis, as well as provide valuable community education and fire prevention information to the residents and visitors of the City and County of San Francisco. While the mission of the Division of Management Services has changed since the ending of the federal consent decree, the Auditor has correctly pointed out the importance and necessity of the work performed by Management Services.

The Department is currently in the process of developing a strategic five (5) year plan. This plan will be the product of diligent work flow and business process analysis and is anticipated to take one year to prepare. This plan will include a formal proposal for reorganizing both administrative and operational functions within the Department. This reorganization will reflect modern management techniques, optimization of personnel and staff, recognition of the growing role of EMS in our Department, the need for better interdepartmental cooperation, and the need for strong fiscal management. The Department expects that this reorganization may result in some redeployment of the resources focused on by the Auditor. The new organization will represent the shape of Department as determined by operational goals and support requirements and will be used for the preparation of the FY 2003-2004 budget. The Department expects that many of the recommendations made by the Auditor in Section 1.2 will be reflected in this strategic plan.

· Recommendation of Auditor"s report

The Fire Department should:

1.2.1: Re-distribute functions in the Management Services Division as follows:

A. transfer four of the five Investigative Services function to the Human Resources Division

B. transfer the Records unit to Arson

C. transfer Mail & Reproduction to support services

D. transfer the Neighborhood Emergency Response Team Training program to the Division of Training

E. combine Community Affairs with the public Information

F. transfer the Assignment Office to the Deputy Chief of Operations (CD2)

· Assessment of Department

The Department is currently analyzing the recommendation of the audit.

The Department is currently in the process of developing a five (5) year strategic plan. A critical element of this strategic plan will be the proposal of a formal reorganization that includes the administrative arm of the Department. This reorganization will reflect modern management techniques, optimization of personnel and staff, recognition of the growing role of EMS in our Department, the need for better interdepartmental cooperation, and strong fiscal management. The Department expects that this reorganization may result in some redeployment of the resources focused on by the Auditor. The new organization will represent the shape of Department as determined by operational goals and support requirements and should be completed in six months to a year and will be used for the preparation of the FY 2003-2004 budget.

The initial analysis of the positions identified in recommendation 1.2.1 is as follows:

A. transfer four of the five Investigative Services function to the Human Resources Division

· Assessment of Department

The Department is currently analyzing this recommendation of the audit.

The investigative service function of the Department is a critical element in recruitment and retention efforts. While the Human Resources division is certainly a possibility, the Department will make a final determination about the appropriate placement of investigative services and its functions within the department"s structure as part of the formal reorganization.

· Department Action plan and timeline

The Department intends to complete this analysis as part of its five (5) year strategic plan.

B. transfer the Records unit to Arson

· Assessment of Department

The Department concurs with this recommendation of the audit.

· Department Action plan and timeline

The Records unit will be transferred to Arson by FY 2002-2003

C. transfer Mail & Reproduction to Support Services

· Assessment of Department

The Department concurs with this recommendation of the audit.

· Department Action plan and timeline

The Mail and Reproduction unit will be transferred to Support Services by FY 2002-2003

D. transfer the Neighborhood Emergency Response Team Training program to the Division of Training

· Assessment of Department

The Department disagrees with this recommendation of the audit.

The Neighborhood Emergency Response Team (NERT) training program has proven to be one of the most successful community education programs in the City. The NERT coordinator works closely with the Public Information Officer, the Chief of Department and Deputy Chiefs of Administration and Operations. The NERT program is therefor best situated at Fire Headquarters and not with the Division of Training

· Department Action plan and timeline

The Department will make a final determination about the appropriateplacement of Neighborhood Emergency Response Team Training in the Department"s administrative structure as part of the formal reorganization.

G. combine Community Affairs with Public Information

· Assessment of Department

The Department disagrees with this recommendation of the audit.

· Department Action plan and timeline

The Department will make a final determination about the appropriateplacement of Office of Community Affairs in the Department"s administrative structure as part of the formal reorganization.

H. transfer the Assignment Office to the Deputy Chief of Operations (CD2)

· Assessment of Department

The Department disagrees with this recommendation of the audit.

The Department sees no benefit to transferring the assignment office from the Department"s administrative arm to its operations arm.

· Department Action plan and timeline

The Department will make a final determination about the appropriate placement of Assignment office in the Department"s administrative structure as part of the formal reorganization.

· Recommendation of Auditor"s report

1.2.2 Eliminate the Management Services Division

· Assessment of Department

The Department is currently analyzing this recommendation of the audit.

The functions preformed by the Division of Management Services are critical to the health of the organization. The Department is committed to improving efficiency and better supporting operations and are in the process of a work flow / business process analysis as part of the development of a five (5) year strategic plan. A critical element of this strategic plan will be the proposal of a formal reorganization that includes the administrative arm of the Department. This reorganization will reflect modern management techniques, optimization of personnel and staff, recognition of the growing role of EMS in our Department, the need for better interdepartmental cooperation, strong fiscal management. The Department expects that this reorganization may result in some redeployment of the resources currently housed in the Division of Management Services. The new organization will represent the shape of Department as determined by operational goals and support requirements and should be completed in six months to a year and will be used for the preparation of the FY 2003-2004 budget.

· Department Action plan and timeline

The Department reorganization will be used in preparation of the FY 2003-2004 budget.

· Recommendation of Auditor"s report

1.2.3 Prepare a new General Order that delineates the authority of the Chief of Department to designate various staff on an as needed basis to conduct internal affairs investigations

· Assessment of Department

The Department disagrees with the recommendation of the audit.

The Investigative Services Bureau (ISB) performs critical functions for the Department. A list of the responsibilities of Investigative Services includes but is not limited to the following:

· Responsible for assisting in investigating internal affairs complaints when directed by the Chief of Department and the Chief of Management Services

· Manage the Department"s driver"s license tracking program "DMS"s PULL NOTICE PROGRAM"

· Be available for on-call duty to assist field command staff with regard to investigations and ISB procedures.

· Prepare reports and testify before the Civil Service Commission and the Fire Commission in regard to any related investigation or inquiry

· Maintain the rehabilitative drug and alcohol testing program

· Gather background history information of potential Department employees

· Liaison with city and district attorneys

· Liaison with local police agencies

· Maintain a liaison with Bay Area police agencies to develop inter-agency involvement in cross-jurisdictional cases; also develop and maintain procedures used to deal with cases involving the Fire Department or its members

· Assist the Chief of Management Services in preparing cases for adjudication before the Fire Commission

· Maintain the Safety-sensitive Drug and Alcohol Testing Program as required by the Department of Transportation (DOT) and Federal Guidelines

Each member assigned to the ISB must pass a rigorous background check. In addition, these members receive specialized training in issues of employee confidentiality, investigative techniques, and background investigations.

The Department believes that given the amount of training and the wide spectrum of responsibilities that is required of staff assigned to ISB, the idea of staffing ISB on an "as needed" basis is impractical and counterproductive.

· Recommendation of Auditor"s report

1.2.4 Eliminate one position of H51 Assistant Deputy Chief II

· Assessment of Department

The Department disagrees with the recommendation of the audit.

While the reorganization of the Department may result in the transfer of functions from some Divisions to others, the need for high level supervision and the presence of command staff will not diminish.

· Recommendation of Auditor"s report

1.2.5 Convert Assignment Office positions to civilian positions in accordance with Section 2.3 of this report

· Assessment of Department

The Department disagrees with the recommendation of the audit.

The five Lieutenants currently assigned to the Bureau of Assignments are responsible for daily staffing responsibilities of field units. The use of uniformed officers provides the Department enormous flexibility and expertise not in the scope of civilians who might be assigned to these positions. The operational experience that these members possess have allowed them to operate efficiently without the benefit of computers and scheduling aides in times of computer disruptions and system crashes. Officers fit cleanly into the chain of command and operate with the full authority of the Deputy Chief of Administration. In the event of emergency or disaster, these members can be pressed in to service on the field after completion of their duties. For example, during the 1989 Loma Prieta Earthquake, Oakland FireStorm and 9.11.01, these officers were subject to mandatory hold-over for operational deployment.

These officers provide a 365 day / year function and are already accustomed to working holidays and odd shifts. They are not subject to differential wage increases, and as with all Department positions, their attrition is far below that of civilians. When staff does rotate back to field assignments, their expertise is not lost, and they can be recalled back to duty in the Assignment Office to fill vacancies caused by vacations, illness or injury. Additionally the use of officers gives the Department a ready pool of replacements for members scheduled to rotate back to the field.

The Fire Department chooses to use H20 Lieutenants as the core members of the Assignment office staff. This stands in direct contrast to the more expensive options used by both the Police Department (using Police Lts. the equivalent of a Fire Capt.) and MUNI.

The Department has not been able to realize cost reductions predicted in previous experiences with civilianization. For example, civilianization of some H-4 uniformed fire inspectors resulted in a successful push by labor representing the 6281 civilian fire inspectors to provide "equal pay for equal work," nullifying any saving to the City. This experience with civilianization demonstrates the risks that far outweigh the minimal benefits of minor salary savings, especially when the salary differential can be easily eliminated through collective bargaining.

· Recommendation of Auditor"s report

1.2.6 Follow provisions of the new MOU pertaining to the use of limited duty personnel in the mail room and reproduction unit to ensure appropriate work assignments and measures to prevent abuse

· Assessment of Department

The Department is unclear as to the intent of this recommendation.

The Department currently uses limited duty personnel to provide functions within Mail and Reproduction office. The Department is obligated to comply with the tenants of the new MOU with Local 798. The Department has always sought to ensure proper work assignments are made, and measures to prevent abuse are in place.