2021-2025
STRATEGIC PLAN
CITY OF OXNARD FIRE DEPARTMENT Published May 2022
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CITY OF OXNARD FIRE DEPARTMENT
STRATEGIC PLAN 2021-2025
GOALS PEOPLE Maintain and recruit a highly-skilled, accountable, diverse and resilient workforce
SERVICE DELIVERY Maintain and improve exceptional service delivery to the Oxnard Community
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GOAL 1 20
GOAL 2
INFRASTRUCTURE & RESOURCES Modernize the department’s aging facilities, apparatus and technology
DISASTER PREPAREDNESS
Create a modern disaster preparedness program to prepare the City, residents, and businesses for response and recovery from earthquakes, flooding and other disasters
PUBLIC ENGAGEMENT Increase engagement of fire safety and prevention programs to better educate and prepare community members
GOAL 3 32
GOAL 4 38
GOAL 5
ADMINISTRATIONAL PERFORMANCE Strengthen and modernize the department’s administrative functions to increase efficiencies and improve service delivery
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GOAL 6 3
OXNARD FIRE CHIEF ALEXANDER HAMILTON
Chief Hamilton joined the Oxnard Fire Department on January 25, 2005. He served as a firefighter for five years and was promoted to Fire Engineer on December 11, 2010. He was promoted again to Fire Captain on February 18, 2012. Under the direction of former Fire Chief Darwin Base, Chief Hamilton was promoted to Assistant Fire Chief on August 26, 2017. Following the retirement of Chief Base, City Manager Alexander Nguyen appointed Chief Hamilton to serve as the 17th Oxnard Fire Chief on February 20, 2021. 4
MESSAGE FROM THE FIRE CHIEF I am incredibly proud to be presenting this plan to our community. This 5-year Strategic Plan represents an in-depth effort of work to take a realistic and strategic look at our current situation and future needs relative to our operations and facilities and our commitment to the residents, businesses and visitors of Oxnard. Additionally, we have incorporated findings and conclusions from a consultant's 2017 Standards of Cover study as well as the departmental Cultural Assessment that was completed in 2020. The City of Oxnard Fire Department last released a 10-year strategic plan in 2005, which expired in 2015. While we never stopped making progress when the plan expired, we lacked the strategic vision to unite and reinforce the department’s goals, and a roadmap towards achieving them. Our updated 5-year strategic plan will guide our decision-making and budgeting priorities through 2026. Our goal is to make meaningful changes to our department to meet current and future challenges, and ensure we can continue to serve the needs of our community. This strategic plan will be a foundation for modernizing our facilities; focusing on service delivery and disaster preparedness; developing long term partnerships with our community groups, businesses, residents and our operational area partners; and focusing on the professional development of our personnel. I am confident that completing the objectives of this strategic plan will allow our department to become an Insurance Services Office (ISO) Class 1 rated Fire Department. The ISO classification ratings are based upon several criteria including a community’s emergency communications systems, fire department emergency response, water supply, fire prevention efforts and public fire safety education programs. This designation is rare for Fire Departments in the United States, and attaining this rating illustrates our commitment to excellence. It will also keep insurance rates stable for our residents and businesses. Ultimately, as we work through our strategic plan, I would like to see the City of Oxnard Fire Department achieve Accreditation through the Commission on Fire Accreditation (CFAI). Accreditation is an international recognition of achievement. This would certify for the community that the Oxnard Fire Department continually self-assesses, look for opportunities to improve, and remain transparent and accountable. This can only be attained through third-party verification and validation.
OXNARD FIRE VISION
Every day, we strive to make a positive impact on the community we proudly serve and protect.
OXNARD FIRE MISSION
The mission of the Oxnard Fire Department is to safeguard our community and their interests. We provide emergency and community-based service, motivated by compassion and professionalism.
OXNARD FIRE CORE VALUES P Proficient R Respect I Integrity D Duty to Serve E Enthusiasm
Sincerely,
Alexander Hamilton Fire Chief 5
THE HISTORY AND CULTURE OF THE OXNARD FIRE DEPARTMENT By Mike O’Malia Oxnard Fire Department Employee - September 1, 1968 to March 13, 2013 Firefighter, Captain, Battalion Chief, Interim Fire Chief, Retiree
I have been asked to provide some insight on Oxnard’s journey towards modern fire services and I do so with honor. Contrary to the opinion of some, I wasn’t around at the very beginning. In the 123-year history of Oxnard Fire Department, I was plunked down in just about the middle of it. It was a great vantage point from which to view the past and to participate in changes that transformed Oxnard Fire and the fire service in general. The first mention of any organized protection of the community is the year 1899 when the first volunteer fire department was established on the Oxnard Plain. The total operating budget was $690.36 and included purchasing the first engine house, hose, and hose cart. For several decades, the department was managed by a group of dedicated volunteers who gave of themselves to help others. 6
Oxnard Volunteer Fire Department, circa 1900
Oxnard Fire Department on March 2, 1914
In 1946 the organization became a combination Paid/Volunteer department with ten full time firefighters. As the city grew through the forties and fifties, the department grew as well. In 1968 I made my appearance on the scene. One of my mentors at the time had worked his first shift in May of 1945! I learned about our culture from him and his peers. That culture had the rudimentary concepts that permeate the organization today, and include concepts such as Response Readiness, Staying on Mission, Non-Judgmentalism, and Customer Service. We didn’t use those words in the ’60s, but the spirit of them was in the air. One final, overarching gift provided by my mentors was a commitment to aggressive firefighting strategy and tactics. I’m not talking about mindless uncontrolled tactics. I’m talking about a well thought out understanding of this force of nature and how best to control it.
Firefighters during training in the 1950s
So let me guide you from the fire services of the 1960’s through today, and why this strategic plan is vitally important to where we are going. Perhaps the best way to do this is to discuss the things we didn’t have or know then. Decades ago,we didn’t know Nomex hoods, or anything Nomex for that matter. Personal alarm devices or personal radios hadn’t been thought of yet. Self-contained breathing apparatus were limited and many of us used canister masks. The Incident Command System (ICS) was just starting to be discussed. 9-1-1 were three arbitrary numbers that had no meaning to us. The words “hazardous materials” had not yet fused together. EMS was “first aid” and terms like “Basic Life Support” (BLS), “Advanced Life Support” (ALS), “Paramedic”, and “First Responder” had not been uttered, Neither were“Urban Search and Rescue” (USAR), and “Water Rescue”…not yet. “Emergency Management” and “Disaster Preparedness”… not yet. Our turnouts were made of light cotton. Our ears were our heat sensors. Steam burns were prevalent. Oxnard Firefighters in front of Engine House #1 at 5th & B Street, circa 1920s
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Back then there was a marked military posture because so many World War II veterans populated the Officers' ranks. We were all male, mostly white, and it seemed like everybody smoked. Profanity was an art form and the city government seemed like it was miles away. We kept to ourselves as a close-knit, aggressive organization and we were proud of it. The fire service in general (and Oxnard is no exception) turns with the same agility as the Titanic, but turn it does, and in my opinion, in the last two decades it has become much more agile. All of the things I spoke of in the previous paragraph came to fruition, as well as many more
Live demonstration on Fire Service Day, circa 1960s
I departed the scene in March of 2013 and stepped into retirement. The department and city I left were profoundly different from the ones I encountered in 1968. The population of the city went from 65,000 to nearly 200,000. The Fire Department went from 62 employees to 102. There were three fire stations when I started and seven when I retired, with Station 8 well along in the approval process.
Fire Station 1 at original location on Second Street & A Street
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Firefighters at Station 1, Second Street & A Street, circa 1950s
First Hazmat Response Group, circa 1990
The department grew from a fire-focused agency to an all-risk response organization. Fire was still in our name, but a new era and an emerging variety of community threats demanded that we expand our response capabilities. Enhanced Emergency Medical response, Hazardous Materials response, Urban Search and Rescue disciplines, Airport coverage, Ocean Water Rescue, and Wildland Response capabilities to aid our neighbors all became part of our response evolution. There also evolved the need for a huge commitment to the Planning side of protecting a full-service city. The enhanced development of the Fire Prevention Bureau played an integral role in fire protection systems, plan checks, building inspections, and public education. The advent of the Certified Unified Program Agency (CUPA) was required to keep a watchful eye on hazardous chemicals in our local businesses and industrial facilities.
The Fire Department also has been assigned the lead role in Disaster Planning and Preparedness to ensure both the city’s response capabilities locally and regionally, as well as the community’s readiness. This includes Community Disaster Education, as well as ensuring the City’s workforce is capable of effectively fulfilling their roles as Disaster Service Workers. Every facet of daily life in our city is touched by Oxnard Fire and we have evolved as a department. Our ranks look like our community. I see the department connected to City government now, working together to address common goals.
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Finally, I would like to go back to some of those concepts that were just being formed and passed along to me and my peers. The concepts I speak of are as follows: RESPONSE READINESS—The concept of always being ready and infused with situational awareness, and approaching every moment of every shift that way. STAYING ON MISSION—Prevent harm! Survive! Be compassionate! NON-JUDGMENTALISM—A big one in my opinion! We often deal with the marginalized of society, from the homeless to the alcoholic or drug addict to the mentally unstable. The only time we should stand above them is to give them a hand up. Keep humility with you always! CUSTOMER SERVICE—We are here to serve! Don’t get too caught up in our own processes and procedures. These things are important, and necessary, but the people we serve care most about us getting there quickly to take care of their problems. These are the concepts that are ingrained in us! They had their genesis in our organization over the last 123 years and were refined by a lot of good men and women.
Rear of new Fire Station 1 at K Street, circa 1990s
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We are called to duty with the spirit of warriors wrapped up in the hearts of servants, and over time we got to clarify and pass these learnings along to those we mentored. They rest now with the current leaders of Oxnard Fire and are in very good hands! This Oxnard Fire Department is poised for the rest of this century, and having a Strategic Plan with buy-in from City Leaders will shepherd it along the way. Thank you for the opportunity to share where we have been, and now it’s time to make plans for where we are going! I got to stand on someone’s shoulders and someone got to stand on mine, and with each level up we got better. Supporting the vision of the next Strategic Plan will help that vital process continue. And the beat goes on…
Michael O'Malia and fellow firefighters, circa 1990s
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FIRE FACTS INCIDENTS BY YEAR 30,000
20,000
10,000
6,170
6,019
Non-EMS Incidents
5,945
EMS Incidents 19,017
19,196
19,032
2019
2020
2021
0
INCIDENTS BY CATEGORY 2019-2021 Rescue Public Service Traffic Collision
Medical Emergency
Structure Fire
Vehicle Fire
Fire Med High Emergency
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Hazardous Condition
Fire Hazardous Condition Med High Emergency Medical Emergency Public Service Rescue Structure Fire Traffic Collison Vehicle Fire Weather
AVERAGE CALLS PER DAY BY DISTRICT (2020 MAP) Average Calls Per Day
6 7 8 9-11
2021 GRANTS $3 MILLION
IN GRANTS FOR CRITICALLY NEEDED TRAINING, EQUIPMENT AND STAFFING (REDUCES BURDEN ON THE CITY'S GENERAL FUND)
TRAINING OF 5 MORE MEDICS
FIRST UNIT ON SCENE RESPONSE TIMES | 2019 - 2021 Category
OFFSET FOR NEW BC POSITIONS
Response Time (MM:SS)
Fire
05:21
Hazardous Condition
06:48
Med High Emergency
04:22
Medical Emergency
04:49
Public Service
06:34
Rescue
09:18
Structure Fire
04:05
Traffic Collision
03:44
Vehicle Fire
04:44
MEDIC MONITORS
ADDITIONAL RADIO COMMUNICATION EQUIPMENT
NEW FITNESS EQUIPMENT
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GOAL 1:
PEOPLE
Maintain and recruit a highly-skilled, accountable, diverse and resilient workforce
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STRATEGIES STRATEGY 1: Health and Wellness Develop a culture of wellness within the department
STRATEGY 2: Culture Improve the culture within the Fire Department to foster respect, integrity and professionalism
STRATEGY 3: Fairness, Equity and Open-Mindedness | Current Staff Motivate employees to support workforce diversity efforts
STRATEGY 4: Diversity, Equity and Inclusion | Recruitment Create a multi-pronged effort towards recruiting a diverse department workforce
STRATEGY 5: Training Invest in professional development of staff in order to retain and promote employees
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PEOPLE
GOAL 1
STRATEGY 1: Health & Wellness Develop a culture of wellness within the department.
Develop an operational focus on the National Fallen Firefighters Foundation (NFFF)1 sixteen life safety initiatives (FY 23-24) Continue to support our wellness program through the establishment of a peer fitness program (Continuous) Work with International Association of Fire Fighters (IAFF) Local 1684, HR and the contracted 3rd party administrator to develop a repeatable process to address presumptive workers' compensation claims for firefighters (cancer, cardiac and PTSD) focused on timely treatment and positive outcomes (FY 22-23)
STRATEGY 2: Culture Improve the culture within the Department to foster respect, integrity, and professionalism. Develop a comprehensive employee recognition program (FY 22-23) Through the labor/management process, create an annual event to celebrate achievements (FY 23-24) Create a Professional Standards program to establish and maintain a culture of positive discipline and to develop a comprehensive and consistent investigatory process to effectively manage disciplinary violations (FY 23-24)
Develop a contract with an Occupational Medical provider that includes ultrasounds of major organs. Incorporate a voluntary mental health wellness checks into annual health check-up (FY 22-23)
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1 https://www.everyonegoeshome.com/16-initiatives/
Fire Academy graduation skills demonstration
STRATEGY 3: Fairness, Equity and Open-Mindedness | Current Staff Encourage employees to support workforce diversity efforts.
STRATEGY 4: Diversity, Equity and Inclusion | Recruitment Create a multi-pronged effort towards recruiting a diverse department workforce.
Develop and implement new techniques for basic training academies that provide equity for all recruits while maintaining safety and efficiency (FY 23-24) Provide meaningful workplace training for Fire Department personnel for Fairness, Equity and Openmindedness (FY 22-23) Ensure fire department instructors remove unnecessary and irrelevant barriers during training to ensure equal participation Emphasize the importance of fairness, equity and open-mindedness through the promotional process
Promotional ceremony. Left to right, Captain Paul Macen, Chief Hamilton, Battalion Chief Steve Reyes, Engineer Keith Thompson
Evaluate our barriers to recruitment Conduct a cost/benefit analysis of providing EMT Certification in house to lower barriers to entry Create and invest in a recruitment strategy that targets the hiring of females and local Oxnard community members (Beginning FY 23-24) Foster partnerships with existing community organizations to diversify our candidate pool (Immediately) Develop partnership with local high school districts to expand our Oxnard Fire Department Explorer Post (FY 23-24)
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STRATEGY 5: Training Invest in professional development of staff in order to retain and promote employees Implement a comprehensive professional development program that provides clear promotional/career tracks that incorporates State Fire Marshal (SFM), California Specialized Training Institute (CSTI) and California Incident Command Certification System (CICCS) standards, while continuing to support the California Joint Apprenticeship Committee (CalJAC) commitments (FY 23-24) Augment staffing to add a Training Captain and a Training Engineer to ensure the Fire Department is completing all required/mandated training (FY 24-25) Execute an Instructional Services Agreement with Oxnard College to provide funding for mandatory Fire Service Training and Education Program (FY 23-24) Implement a corrective action plan for deficiencies identified in the Fire Department's 2017 ISO evaluation (FY 24-25) Invest in State Fire Marshal Instructor training for internal staff to support department becoming Accredited Local Academy (FY 22-23) Develop a regional fire department training consortium for the Ventura County operational area (FY 24-25)
Recruit Firefighter manipulative skills training
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Crews receiving in-service training on new fire apparatus from apparatus manufacturer
Captain Lowry and Firefighter Alvarez ventilating a confined space
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GOAL 2:
SERVICE DELIVERY
Maintain and improve exceptional service delivery to the Oxnard Community
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STRATEGIES STRATEGY 1: Fire Suppression Ensure the Fire Department is prepared for response to all incidents involving fires or hazardous conditions such as structure fires, brush fires, vehicle accidents, gas leaks, etc.
STRATEGY 2: EMS Improve and expand the delivery of Oxnard’s Emergency Medical Services (EMS)
STRATEGY 3: Special Operations Maintain and adequately budget for special operations training for Hazardous Materials, Urban Search & Rescue, Ocean Rescue and Wildfire response
STRATEGY 4: Fire Prevention Reduce the risk of catastrophic loss through public education, collaborative planning process, code adoption & enforcement, and fire investigation
STRATEGY 5: Lifeguard Program Support the City Council 2021-2025 priority of a modest and incremental implementation of a lifeguard program in conjunction with Recreation and Community Services and Oxnard Community College
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SERVICE DELIVERY
GOAL 2
STRATEGY 1: Fire Suppression Ensure the Fire Department is prepared for response to all incidents involving fires or hazardous conditions such as structure fires, brush fires, vehicle accidents, gas leaks, etc.
Organize the city into two battalions to ensure adequate safety, oversight and accountability (FY 22-23) Develop a long-term plan for the Council to consider adding a fourth firefighter to all engine companies. Currently only two of eight engines have four personnel 2 (FY 24-25) Develop a proposal for council to consider adding a 40-hour medic engine to provide surge capacity and maintain adequate coverage for training (FY 24-25)
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2 https://drive.google.com/file/d/1RLYdIMjG49aD4MfsajWNkCbxQMpgf15D/view?usp=sharing
STRATEGY 2: EMS Improve and expand the delivery of Oxnard’s Emergency Medical Services (EMS) Expand department Paramedic school sponsorships to encourage the career development of firefighter EMTs while preventing future paramedic provider shortages (FY 24-25) Enhance the current EMS training program to include Advanced Medical Life Support (AMLS), Prehospital Trauma Life Support (PHTLS) (FY 22-23), and Tactical Emergency Medical Services-Technician (TEMS) courses (FY 24-25) Create a Community Paramedic Program to increase access in underserved communities to primary and preventive care, and decrease use of emergency departments (FY 22-23) Improve EMS service delivery by expanding the division to include a Community Paramedic, Clinical Manager and an EMS Division Chief/Manager to implement Council-approved public safety programs (FY 25-26) Expand by creating a community EMT course (FY 25-26) Improve EMS community outreach and education by offering programs covering Hands-Only CPR, Stroke Identification, Elderly Fall Prevention, Trauma/Stop the Bleed and Mental Health (FY 22-23)
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SERVICE DELIVERY
GOAL 2
STRATEGY 3: Special Operations Maintain and adequately budget for special operations training for Hazardous Materials, Urban Search & Rescue, Ocean Rescue and tactical EMS Develop rolling 3-year budgets for all special operations divisions or project areas to better forecast needs (FY 24-25) Adopt California State Fire Marshal (CSFM) training recommendations across all ranks, and provide staff with the resources and time to complete California Specialized Training Institute programs (FY 24-25) Certify all department Rescue Swimmers at CSFM Open Water Rescuer level to support Ocean Rescue services (FY 24-25) Invest in robust Hazardous Materials training across all ranks, and re-establish robust regional training and drill concepts that were lost due to pandemic (FY 23-24) Maintain Urban Search & Rescue training to support response readiness and to mitigate incidents caused by natural and man-made disasters, and weather related risks to the community (Continuous) Enhance TEMS program, increase number of advanced life support providers (Paramedics) trained in Tactical EMS, enhance community trauma education and improve TEMS provider skills sustainment through development of regional training center for in house certification (Beginning FY 22-23)
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STRATEGY 4: Fire Prevention Reduce the risk of catastrophic loss through public education, collaborative planning process, code adoption and enforcement, and fire investigation Develop proposal for Council consideration that would provide inspection staffing to support a City of more than 200,000 residents, adding additional inspectors to ensure all inspections, plan checks and code enforcement issues are completed (FY 22-23) Ensure the City’s fees are meeting current costs and fire code amendments and that Council adoption meets or exceeds current standards (FY 23-24) Improve the fire investigation process by training fire personnel to manage entire process from ignition to prosecution (FY 24-25)
STRATEGY 5: Lifeguard Program Support the City Council 2021-2025 priority of a modest and incremental implementation of a lifeguard program Develop a lifeguard proposal in conjunction with Recreation and Community Services and Oxnard College to provide lifeguards during summer months to augment our existing ocean rescue program for consideration by council (FY 23-24)
Ocean rescue training at Mugu Rock
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GOAL 3:
INFRASTRUCTURE & RESOURCES
Modernize the department’s aging facilities, apparatus and technology
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Crews using an aerial ladder during a technical rescue operation
STRATEGIES STRATEGY 1: Facilities Restore and maintain Oxnard Fire Department’s facilities which include eight fire stations and an administration building. A complete Fire Station 2 Assessment can be found in Appendix 1
STRATEGY 2: Technology Invest in software and hardware to support operations and increase the efficiency of the Fire Department
STRATEGY 3: Apparatus Provide safe and reliable apparatus for fire personnel to operate in response to all incidents, including Special Operations 2 Fire Station Assessment https://drive.google.com/file/d/16pXbFxqN-mo63xUS_0ZAq8P-Wki70kdB/view?usp=sharing
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INFRASTRUCTURE & RESOURCES
GOAL 3
STRATEGY 1: Facilities Restore and maintain Oxnard Fire Department’s facilities which include eight fire stations and an administration building. The complete Fire Station Assessment 3 can be found in Appendix 1
Adopt Fire Station Assessment recommendations to replace four fire stations and renovate a fifth Fire Station (FY 23-24) Establish a permanent training classroom to accommodate staff and community training programs (FY 23-24) Develop a Capital Improvement Plan (CIP) to complete the short-term and immediate recommendations contained in the Fire Station Assessment found in Appendix 1 (FY 22-23)
STRATEGY 2: Technology Invest in software and hardware to support operations and increase the efficiency of the Fire Department Identify old technology and where the department has under-invested in software, infrastructure, or documentation (FY 22-23) Develop a plan to replace obsolete technology with modern, scalable, and resilient technologies to support day-today operations and strategic plan (FY 23-24) Update the Fire Department’s website to become a resource for the community including publishing response metrics and Community Risk Reduction dashboard (FY 23-24)
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3 Fire Station Assessment https://drive.google.com/file/d/16pXbFxqN-mo63xUS_0ZAq8P-Wki70kdB/view?usp=sharing
STRATEGY 3: Apparatus Provide safe and reliable apparatus for fire personnel to operate in response to all incidents, including Special Operations
Create a 10-year replacement plan for major apparatus to ensure the public’s continued safety, maximize firefighter capabilities and minimize risk of injuries (FY 23-24) Develop a small vehicle modernization plan to ensure vehicles meet current safety standards and reduce maintenance costs (FY 23-24) Analyze current vehicle capabilities and determine if they meet the evolving risks related to Aircraft, Marine, Urban Search & Rescue (USAR), Ocean Rescue and Brush Fire/River Bottom emergencies (FY 23-24)
Engine 61 operating at a brushfire in the Santa Clara River
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GOAL 4:
DISASTER PREPAREDNESS
Create a modern disaster preparedness program to prepare the City, residents, and businesses for response and recovery from earthquakes, flooding and other disasters
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STRATEGIES STRATEGY 1: Community-Based Disaster Preparedness Program Create a community-based disaster preparedness program
STRATEGY 2: Emergency Operations Center (EOC) Training Program Ensure optimal preparedness, response, and recovery to emergencies and disasters within Oxnard through a staff training and exercise program
STRATEGY 3: Technology Integrate new information and emerging technology to improve disaster response and recovery
STRATEGY 4: Community Disaster Prepareness Training Identify and target community preparedness education efforts, with an emphasis on outreach to vulnerable communities, schools, and businesses through the West Ventura County Business Alliance
STRATEGY 5: Emergency Plans Update and provide continued training for staff on City's emergency plans
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DISASTER PREPAREDNESS
GOAL 4
STRATEGY 1: Community-Based Disaster Preparedness Program Create a community-based disaster preparedness program
Conduct a community needs assessment by hosting surveys and community meetings to learn: What would residents do right now in an earthquake or disaster? What are the gaps and realistic mitigations? What is the most effective way for residents to get and receive emergency information? Who do residents trust/rely on for information and resources? (FY 22-23) Build a Community Action Plan to help meet the needs of the community based on the feedback we receive (FY 23-24)
STRATEGY 2: Emergency Operations Center (EOC) Training Program Ensure optimal preparedness, response, and recovery to emergencies and disasters within Oxnard through a staff training and exercise program Develop and implement a three-year training and exercise plan, with goal of training all staff by 2024 (FY 22-23) Conduct yearly EOC Readiness and Activation Exercises (FY 23-24) Establish annual operational and contingency budgets for the City's EOC (FY 23-24) 34
STRATEGY 3: Technology Integrate new information and emerging technology to improve disaster response and recovery Emergency Operations Center Research and invest in new emergency operations center (EOC) software that is userfriendly for staff (e.g. WebEOC or other modern platforms) and provide leaders with information for decision making (FY 23-24) Develop an alternate EOC location that aligns with the modernization of Oxnard's fire stations (FY 22-23) Alerts and Warnings Utilize low-tech and high-tech solutions to meet the needs of our community Research and invest in new alert and warning systems for mobile devices that overcome the registration barrier Research and invest in speaker systems to be added onto engines that provide translation services Research and invest in other low-tech solutions, such as outdoor sirens or digital message boards, or Hi/Lo sirens on public safety vehicles based upon the feedback/needs of the community (FY 23-24) Situational Awareness Research and invest in new technology that will support situational awareness in response to incidents and major disasters (FY 23-24)
Captain Paul Macen reviewing incident information prior to a fire response
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DISASTER PREPAREDNESS
GOAL 4
STRATEGY 4: Community Disaster Prepareness Training Identify and target community preparedness education efforts, with an emphasis on outreach to vulnerable communities, schools, and businesses through the West Ventura County Business Alliance Spanish Language Disaster Preparedness Program Partner with an organization such as Listos California to develop an interactive, 1-day preparedness training for Spanish speaking community members that can be hosted in various neighborhoods (FY 24-25) CERT Program Identify and support CERT recruitment and training for Districts/Neighborhoods that are currently underrepresented in CERT volunteer roster Establish a trained community disaster volunteer program based on the CERT program Integrate and support CERT training in local high schools programs and curriculums (FY 24-25) 36
STRATEGY 5: Emergency Plans Update and provide continued training for staff on City's emergency plans Emergency Operations Plan (Reviewed annually; updated at least every 3-4 years) Hazard Mitigation Plan (Updated in coordination with Ventura County every 5 years)
Engine 64 operating at a brushfire in the Santa Clara River
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GOAL 5:
PUBLIC ENGAGEMENT
Increase engagement of fire safety and prevention programs to better educate and prepare community members
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STRATEGIES STRATEGY 1: Prevention Education and Community Outreach Create an education and outreach program that serves the needs of our residents and the business community
STRATEGY 2: OFD Community Engagement Develop positive relationships within the community to reach, educate and train the public on fire and life safety hazards
STRATEGY 3: Create PIO Training Program Establish and maintain a list of qualified public information officers (PIOs) and utilize PIOs in community outreach efforts and recruiting
STRATEGY 4: Strategic Social Media Communications Create and implement a strategic social communication plan that allows the department to increase awareness and education on important public safety topics
Captain, now Battalion Chief, Nate La Russo at Heroes & Helpers event.
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PUBLIC ENGAGEMENT
GOAL 5
STRATEGY 1: Prevention Education and Community Outreach Create an education and outreach program that serves the needs of our residents and the business community (FY 23-24)
Survey Oxnard’s schools, recreation and senior program participants and the business community to identify topics of importance and need Create best practices and guidelines for launching new programs Establish education and outreach program goals and metrics for success to ensure we are making positive changes within the community
STRATEGY 2: OFD Public Engagement Develop positive relationships within the community to reach, educate and train the public on fire and life safety hazards (FY 24-25)
Create a public engagement plan targeting: Oxnard Youth Oxnard College Students Oxnard Seniors Oxnard Business Community
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Suggested engagement opportunities include: Providing local fire station tours for Youth Groups to promote fire safety education Utilizing Recreation Department’s Seniors and Special Populations Groups to engage vulnerable populations on fire safety topics Collaborating with Oxnard College to teach fire safety/emergency planning; can also serve as a recruitment opportunity for the department Partnering with business and economic partners to educate the business community on the importance of fire safety and prevention, disaster response and steps to take for workforce preparedness
STRATEGY 3: Create PIO Training Program
STRATEGY 4: Social Media Communications
Establish and maintain a list of qualified public information officers (PIOs) and utilize PIOs in community outreach efforts and recruiting
Create and implement a strategic social communication plan that allows the department to increase awareness and education on important public safety topics
Engage all command staff to participate in CSTI or similar PIO training programs (FY 23-24)
Create an annual communications calendar that supports the department’s prevention and education, disaster preparedness and other public safety programs Increase social media engagement to reach new audiences among emerging platforms (FY 25-26)
Chief Hamilton getting his head shaved during the St. Baldricks Children's Cancer fundraiser.
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GOAL 6:
ADMINISTRATIONAL PERFORMANCE Strengthen and modernize the department’s administrative functions to increase efficiencies and improve service delivery
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STRATEGIES STRATEGY 1: Staffing Invest in staffing to accomplish the department's mission, achieve the Council’s priorities and improve delivery of services to the community
STRATEGY 2: Create Department Bureaus Restructure the department to create four bureaus in order to increase efficiencies, streamline services, provide effective oversight and implement strategic goals
STRATEGY 3: Formalize DepartmentWide Standards Establish department-wide standards, procedures and reporting
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ADMINISTRATIONAL PERFORMANCE
GOAL 6
STRATEGY 1: Staffing Invest in staffing to accomplish the department's mission, achieve the Council’s priorities and improve the delivery of services to the community
Create the position of an Administrative Assistant Fire Chief to ensure adequate oversight of administrative functions (FY 23-24) Add a full-time Administrative Assistant to ensure accuracy of mandated training records and to support other mandated/required training obligations (FY 22-23) Add a dedicated IT staff person to support modernization and for sustainable support of fire technology demands (FY 24-25) Add a Logistics position to oversee management of durable goods and expendables, facilities, apparatus and equipment (FY 25-26)
STRATEGY 2: Create Department Bureaus Restructure the department to create four bureaus in order to increase efficiencies, streamline services, provide effective oversight and implement strategic goals
Establish a Business Services Bureau to provide supervision of department administrative staff, office management and oversight of administrative functions, human resources, payroll and worker’s compensation (FY 22-23) Establish an EMS Bureau to enhance oversight of delivery and Quality Assurance of all aspects of pre-hospital care in close coordination with the Operations Assistant Chief (FY 24-25) Utilize an Assistant Fire Chief to oversee the Administration and Operations Bureaus in all aspects of emergency services (FY 23-24)
OFD personnel supporting the Ribbons of Life breast cancer fundraiser
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STRATEGY 3: Formalize Department-wide Standards Formalize department-wide standards, procedures and reporting
Create a high-functioning organization by providing the right materials and guidance to accomplish the mission of the Fire Department, deliver services and report back to the community Refine and meet benchmarks (or performance metrics) for department success (FY 23-24) Create annual budgets that account for the receipt and expenditure of funds, and conduct long-term financial forecasting (FY 23-24) Review, reorganize and revise Policies and Operating Guidelines (FY 23-24) Work with the Finance Department to develop an Internal Service Fund for Fire Department inspections of City Facilities (FY 23-24) Deliver professionalized reporting to the National Fire Incident Reporting System (NFIRS) to ensure quality data input to help make data driven decisions (FY 23-24) Develop Oxnard Fire Department branding and incorporate its use in standardized forms, materials, letters, templates and reports (FY 23-24) Develop an annual report to be published at the end of the fiscal year (FY 24-25) 45
SWOT ANALYSIS
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ACKNOWLEDGEMENTS The Oxnard Fire Department would like to acknowledge and extend our thanks to the following individuals and organizations that contributed to this strategic plan. Oxnard Fire Department Steering Committee Francine Gutierrez Amy Van Atta Scott Brewer Jaime Villa Firefighter Kevin Todd Fire Captain Mike McCaslin Battalion Chief Karsten Guthrie Battalion Chief Steve McNaughten Assistant Chief John Colamarino Special heartfelt thanks also go to Katie Casey and Cecilia Perez for their assistance in editing, building and designing this document, and retired Fire Chief Mike O’Malia for his contributions and insights. Community Organizations Community Relations Commission MICOP Casa Pacifica CAUSE Future Leaders of America Boys & Girls Club of Greater Oxnard and Port Hueneme FOOD Share West Ventura County Business Alliance Oxnard Police Department Interfaith Council Oxnard Rotary Club Rescue Mission & Lighthouse for Women & Children Ventura County Community Foundation City of Oxnard Departments Oxnard Police Department Community Development Cultural & Community Services Human Resources City Manager's Office Finance Information Technology