Fire & Emergency Services Administration Chapter 11 Public Policy Analysis

Fire & Emergency Services Administration

Chapter 11

Public Policy Analysis


Decision Theory• The most common method for change is

incremental adjustment.– Make a small change and assess the

results.– Tends to be a safe way for policy makers

to proceed because they do not have to risk unforeseen consequences.

• The most serious problem with public policy is its implicit assumption that policy makers control the processes that affect implementation.


Strategic Planning• Identifies the department’s vision and

mission, and the strategies needed to accomplish them.

• Use a task force with members representing all interested factions to develop the plan.

• Once the strategic plan is finished, develop tactical plans to implement the strategic plan.


Linking Policy Analysis to Budgeting

• The plan should dictate the needs that are placed in the budget.

• Include division managers in the budget discussions.

• Evaluate the possibility of moving funds from lower-priority goals into those identified by the plan.

• Consider creative funding sources.


Outcomes

• Outcomes are a measured benefit as a direct result of dollars spent.

• Most measurements kept by the traditional fire department are measures of workload, not outcomes.

• Outcomes for a FES organization must be measured using other items that are verifiably measured.


Increased Productivity (Page 1 of 2)

• A 10-year trend (1992-2001) in the United States shows decreases in structural fires, fire deaths, and injuries.

• Fire incidents per million population (PMP) are down 23.9%, and civilian deaths PMP decreased 29.6%.


Increased Productivity (Page 2 of 2)

• Some of the trends affecting these changes:– Smoke alarms have been installed in 88%

of homes.– Cigarette smoking has decreased

dramatically.– Mandatory installation of residential

sprinklers continues to raise strong opposition from homebuilders.

– It is common for departments to offer EMS.


Statistics

• Useful for creating and justifying policy analysis and recommendations

• Can also be very misleading• Several things to assess for reliability

– Must be truly random.– Should be a minimum of 50 observations.– Check that all possible answers were included.– Check for bias.– Would common sense support the conclusions?– A confidence statistic should be reported.


Consensus Building• A technique to help gain approval of

progressive changes or increases in the budget– It is the chief’s job to acquire a fair share of the

total city and county budget.– Decisions are rarely black and white; use common

sense and solid data in your presentations.– Use NFPA standards when appropriate.– There is always a lot of competition for tax

revenues, including pressure to lower taxes.


The Process for Consensus Building

• Always start with the elected and appointed officials.– This technique begins with preparing a list

of all those people and groups who could influence the final decision.

• For each person, rate their potential influence and whether they will be for, against, or neutral.


Public Policy Presentations• Consider the audience. • Know your subject.• Practice.• Be positive and cheerful.• Avoid reading; maintain eye contact.• Keep it down-to-earth.• Use visual aids.• Involve the audience.• Don’t preach.


Using Case Studies

• Good approach to studying, reviewing, and analyzing problems

• Always better to learn from someone else’s mistakes and success– Look for lessons learned.– Ascertain any hard data or valid research

conclusions.– Trust your own experiences and instincts.

• May be used to help convince others of change needed


Formal Policy Analysis

• There have been many attempts to develop ways to estimate the outcomes of official actions.

• Formal policy analysis can provide justification needed when faced with scarce resources.

• Elected and appointed officials are expecting analytical, quantitative justifications to support budget requests and policy decisions.


Cost-Benefit Analysis

• Many city and county administrators and elected officials rely on some form of cost-benefit analysis to provide guidance in allocating public funds and developing public policy.

• What makes cost-benefit analysis difficult for FES is the realization that saving lives and property is usually the result of a complex set of circumstances.


Program Analysis• Examines alternative means, methods, or

policies to accomplish the goals and objectives.

• Accepts the use and reporting of intuition and judgment as well as statistical studies and sensitivity analysis.– For use only on large-scale controversial projects.

• Uses a task group that includes all interested parties such as citizens, elected officials, and special interest groups.


Future Planning

• The concept of future planning has been encouraged through the use of master plans.

• This planning technique may be difficult to bring to a successful conclusion.

• Again, a task group with wide representation is used.

• Provide guidance and set limits or the end result may be unrealistic.


Policy Analysis Reference Sources

• NFPA 1201, Standard for Providing Emergency Services to the Public, provides a good basis for policy analysis.

• By using NFPA 1201 as a template, a comprehensive plan can be created.

• The reference sources for this NFPA standard complete the needed background knowledge.


ISO Fire Suppression Grading Schedule

• “The purpose [of ISO grading] is to aid in the calculation of fire insurance rates and is not for property loss prevention or life safety purposes” (NPFA handbook, 2003).

• Their rating are sensitive to reduced response distances, adequate staffing, training, and water supply.

• However, a department can have a good rating and not meet nationally recognized minimum levels of public fire protection.


ISO and State Farm Insurance

• State Farm is the largest writer of home insurance, covering 15 million homes.

• It stopped using ISO grading in its calculation for insurance covering single-family homes.


NFPA 1710

• The new standard of care, first issued in 2001

• City and county managers along with their elected officials are reluctant to accept this new benchmark for adequate fire and rescue services.


Changing Social Perspective

• In the planning process, the attitudes and values of the members need to be considered.

• Formal task groups are slowly replacing the “good old boys.”

• Customers and members of the department are more mobile.– On average, they change residences every 5

years.


Consultants• Sometimes better to have an outside

consultant make the recommendation, especially if there is controversy

• Play an active part in the selection process• Cooperate fully and be as accessible as

possible• Not realistic to expect any consultant to

not have some constructive criticism of the department—no organization is perfect.

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Fire & Emergency Services Administration Chapter 11 Public Policy Analysis