The Department has always addressed issues of policy, planning and analysis in a structured manner. As issues that require the development of policy or strategic planning are identified, chief level officers are assigned to chair Department workgroups or committees. While this has served the Department well in the past, the Department recognizes a need to develop a more structured and managed approach to strategic planning and change within the Department.

The EMS merger, integration of network computer systems, preparation for terrorist attacks, the possible use of weapons of mass destruction, increased industrial use of hazardous materials, community education projects and the continuing challenge of earthquake preparedness require the Department to take a centralized and unified approach to strategic change.

The Department is currently in the process of developing a five (5) year strategic plan. The need for a single unit within the Department to take responsibility for strategic planning and coordinating change in the Department has become a fundamental tenant of the Department"s five (5) year strategic plan. A critical element of this strategic plan will be the proposal of a formal reorganization. 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 and will include the development of a unit responsible for policy, planning and development. The five (5) year strategic plan should be completed in six months to a year and will be used for the preparation of the FY 2003-2004 budget.

The Audit recommends that the new Strategic Policy, Planning and Analysis Unit should primarily be funded through the elimination of critical EMS Division positions including the H43 Section Chief of Operations and the two H33 Rescue Captains responsible for EMS CQI and risk management. Neither the Department nor the EMS Section of the Department of Public Health support creation of this unit through elimination of these positions.

· Recommendation of Auditor"s report

The Fire Chief should:

1.3.1 Prepare a request to the Mayor and Board of Supervisors for the positions and funding to form a Strategic Policy, Planning and Analysis Unit that reports to him directly (Alternative 4) as described in this report.

·Assessment of Department

The Department concurs in principal with the recommendation of the audit.

There are a number of long term projects such as capital improvements, strategic planning, geographical based CAD data analysis and grant writing that can appropriately and effectively be carried out by a planning unit.

The Department disagrees with the scope and structure of the unit proposed by the auditor. While many of the details of this new unit are still in development, basic elements of this new unit are clear. The Department anticipates that the new unit will report directly of Deputy Chief of Administration. While there is an important role for civilian analysts in the new unit, it will be led by a fire service professional and at least partially staffed with Fire and EMS professionals.

The Auditor also assigns functions to the Planning Unit that are more appropriately carried out by personnel who actually provide the services, supervision, and management of the Department. An example of this is Continuous Quality Improvement (CQI) programs. CQI must be an integral function of the day to day activities of the department that leads to improvements in resource allocation, operations and clinical care. CQI requires coordination of problem identification, evaluation and analysis, development of solutions, training, and implementation of new policies and protocols. CQI personnel must be intimately familiar with the operation that they oversee. Personnel staffing a planning, CQI or Risk Management and Mitigation unit must include sworn, uniformed, experienced officers, to effectively perform the responsibilities of their office.

The Department believes that there would be a degradation of the EMS CQI and Risk Management due to the significant reduction in members currently dedicated to EMS CQI and risk management activities. Implementation of this portion of the recommendation will create a reduction of well-integrated prospective on-line CQI and QI-based training.

The Audit is unable to effectively demonstrate its assertion, unsupported by any evidence, that "Civilian positions would also indicate "neutrality" in terms of consistently applying programs, such as CQI and risk management, across both fire suppression and emergency medical services." The Department sees no merit in replacing highly trained and motivated uniformed paramedics with civilian paramedics or nurses that would require similar or greater compensation packages. The Department does not view "neutrality" as an issue in providing CQI or risk management for any department program.

· Department Action plan and timeline

The five (5) year strategic plan should be completed in six months to a year. As the recommendation pertaining to this new policy, planning, and analysis unit are developed and completed they will be implemented as is appropriate.