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Nogales Fire and Medical Department

Strategic Plan

2017 - 2020

Nogales Fire and Medical Department, Strategic Plan 2017-2020 1

Table of Contents:

Message from the Fire Chief

PG. 2

Organizational Overview

PG. 3

Mission Statement

PG. 6

Planning Process

PG. 7

Organizational Strengths

PG. 9

Initiative 1. Organizational Structure

PG. 10

Initiative 2. Health and Safety

PG. 12

Initiative 3. Customer Service, Community Outreach, Marketing

PG. 14

Initiative 4. Budget, Compensation and Alternative Funding Sources

PG. 16

Initiative 5. Facilities, Apparatus and Equipment

PG. 17

Initiative 6. Special Operations

PG. 18

Organizational Advancement Efforts Currently in Place

PG. 20

Parking Lot Goals

PG. 22

Appendix A- Specific Action Item Implementation Tasks

PG. 23


A Message from Fire Chief Mike McKearney

The United States fire service has a young but rich history. In order to meet the ever-changing

needs of our communities, the fire service has diversified its services and transformed itself into

both a proactive and reactive all hazards prevention and response organization. In an effort to

better utilize the Nogales Fire and Medical Department’s limited resources, organize the

multifaceted efforts of the organization, focus our priorities and act as good stewards of the

taxpayers’ money; the Nogales Fire and Medical Department identified the need to create a

comprehensive three-year strategic plan.

Our greatest strength will always be our people. The men and women of NFMD represent a

highly trained, competent and compassionate workforce. Recognizing the talent of our

firefighters is easy; but truly harnessing their collective abilities, goals and ideas into a single

document required the effort of our entire staff. Over the course of the past three months, fire

department staff participated in surveys and work sessions designed to gather and analyze

information. The overarching goal of the process was simple, to focus our efforts and answer the

questions where are we headed and how are we going to get there.

I am pleased to present to you the 2017 to 2020 Nogales Fire and Medical Department’s

Strategic Plan. I am honored to be a part of such a talented and committed public safety

organization.

Sincerely,

Mike McKearney

Fire Chief, Nogales Fire and Medical Department


Department Overview, Organizational Chart:

Fire Chief

Administrative

Assistant

Division Chief

Station 302

Assistant

Fire Chief

Station 301

Fire Marshal

Captain

B-Shift

Captain

A-Shift

Captain

C-Shift

Captain

B-Shift Captain

C-Shift

Captain

A-Shift

Firefighter

Engineer

Engineer

Firefighter/

Paramedic

Engineer

Engineer

Engineer

Engineer

Engineer Engineer Engineer

Firefighter/

Paramedic Firefighter/

Paramedic

Firefighter/

Paramedic

Firefighter/

Paramedic

Firefighter/

Paramedic

Firefighter/

Paramedic Firefighter/

Paramedic

Firefighter/

Paramedic

Firefighter Firefighter Firefighter Firefighter

Firefighter

Firefighter Firefighter Firefighter Firefighter Firefighter Firefighter

Firefighter Firefighter Firefighter

Firefighter Firefighter Firefighter


Department Overview, Organizational Responsibilities:

Fire Chief, Mike McKearney- Executive Management, PIO

Assistant Fire Chief, William Sanchez- Operations, Health and Safety Program

Administrative Assistant, Mayra Valencia- Budget, HR Liaison

Division Chief, Gerry Castro- EMS Program, Station 302

Fire Marshal, Open- Fire Prevention and Community Risk Reduction, Investigations

Union President, Juan Ceballos- Labor Relations

A-Shift Captain Station 301, Rudy Colunga- Apparatus and Equipment Maintenance

Supervisor

A-Shift Captain Station 302, Leo Lopez- Facilities Maintenance Supervisor

B-Shift Captain Station 301, Gilbert Escobar- Special Operations Team Coordinator

B-Shift Captain Station 302, Pete Ashcraft- Emergency Management Coordinator

C-Shift Captain Station 301, Chris Renteria- Community Paramedicine

C-Shift Captain Station 302, Open- Training Coordinator

Firefighter Ken Larriva- Wildland Team Coordinator

Firefighter Marcela Hammond- Social Media Manager/Assistant PIO

Engineer Juan Ceballos- Terrorism Liaison Officer


Department Overview, Response Data:

NFMD personnel assist city water personnel with repairs to a water main

NFMD operates out of two fire stations and staffs two frontline engine companies and three

ALS medic units. Reserve apparatus include one additional engine, two ladders, three brush

trucks, two medic units and a host of special operations apparatus and equipment.

NFMD Fire Station 301 NFMD Fire Station 302

777 N. Grand Avenue 2751 N. Grand Avenue

Nogales, AZ. 85621 Nogales, AZ. 85621

EMS Response, 87%

Fire Response, 7.5%

Public Assist, 4% Haz-Mat , 1.5%

NFMD CALLS FOR SERVICE: TOTAL CALL LOAD, 2016- 2,840


Mission Statement:

Nogales Fire and Medical Department, Mission Statement:

We, the members of the Nogales Fire and Medical

Department, dedicate our efforts to provide for the safety and welfare of the residents and visitors of Ambos

Nogales through preservation of life, health, and property by making sure that our members are highly trained and

that our work environment is highly productive.

Memorial of Chief Louis Escalada


Planning Process:

The planning process was completed in four phases. The first phase consisted of an

information gathering effort in which employee participation was solicited. All employees were

given the opportunity to submit their ideas through an online survey. The survey followed a

traditional SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis template. A total

of 30 completed surveys were turned in for a 62% participation rate. The surveys yielded a total

of 67 specific items under the strengths section. Items listed in the following sections were

categorized and ranked in order of importance based on the number of times the item was listed.

After the process was completed; 27 items were listed in the weaknesses category, 24 under

opportunities and 32 specific items under threats.

Phase 2 focused on the prioritization of items. The strategic planning team was comprised of

the organization’s six Captains, three Chief Officers, one administrative assistant and labor

representatives from Local 2763, specifically the president and vice president. The planning team

first met at an offsite location on March 9th. The guiding principles used in the prioritization of

goals and objectives were formulated through the following questions:

1. Is it good for our people?

2. Is it good for our organization?

3. Is it good for our community?

4. Can we effect a change?

5. If so, what degree of power do we have to effect the change?

6. Is the change sustainable and fiscally responsible?

7. Can the change be completed within 3 years?

Through a process of multi-voting, the items were prioritized into five weaknesses, six

opportunities and five threats. The remaining items were later arranged into six initiatives as

follows:

1. Organizational Structure

2. Health and Safety

3. Customer Service, Community Outreach and Marketing

4. Budget, Compensation and Alternative Funding Sources

5. Facilities, Apparatus and Equipment

6. Special Operations


The planning team met again on April 13th for the purpose of identifying the means by which

the organization will accomplish the goals identified through the planning process. The fire

department’s community advisory team also assisted with the final work session. Each initiative

was further broken down into action items.

The plan is ambitious and progressive. Many of the action items can be completed with little

to no funding while some items will require funding; hence the level of success will be centered

on certain assumptions, specifically economic recovery, pension reform stabilization and success

in alternative funding sources.

The NFMD planning team priorities initiatives through a multi-voting process

Firefighter Paramedic/Union VP Mario Bernal leads a discussion section during a planning workshop


Organizational Strengths: A total of 67 items were identified as strengths during the information-gathering phase. Many

of these 67 items were identical or closely related in topic and were further grouped into the

following 22 strengths. Identifying strengths is an important function in the planning process as

a means to understanding the resources and talent currently harnessed by the organization. The

remaining areas consisting of weaknesses, opportunities and threats were used in the

establishment of the 6 initiatives.


Initiative 1. Organizational Structure:

Several action items were identified under initiative 1. The NFMD has a tremendous level of

experience within its ranks with over half of the department having served for 20 or more years.

A weakness that was identified during the planning process was an overreliance on the

organization’s level of experience within the crews, which has resulted in a lack of urgency in

regards to other areas within the structure of the agency. These areas include the need for

updated standard operating guidelines, a department wide training program and consistent

standards in relation to general management practices and daily operations. In fact, the term

“consistency” was a common reoccurring theme throughout the planning process. In fire service

management, a lack of operational consistency can oftentimes be tied to an inadequate span of

control in management structure. Smaller organizations will traditionally rely on company

officers to fill both first line supervision and middle management functions. As the organization

grows, the need for a dedicated middle management structure becomes more apparent.

Traditionally these gaps are filled through the utilization of stand-alone shift battalion chiefs.

While the current size of the department does not justify the need for such a position, any future

growth in the overall size of the organization will result in the need for an enhanced middle

management structure. A phased approach will be beneficial in terms of fiscal limitations and

organizational cohesiveness. The initial phase may include the promotion of “senior captains”

who act both as shift supervisors while retaining company officer duties.

Personnel operating at the scene of an electrical fire


Init

iati

ve 1

. Org

aniz

atio

nal

Str

uct

ure

Action Item 1A

Update NFMD's Standard Operatiing Guildelines

Manual.

Implementation

Create an SOG review committee to coordinate

the updating of the department's SOGs.

Project Timeline

July 2017 to December 2017

Action Item 1B

Create a department wide training program.

Implementation

Create a Training Development Committe and

task them with the design and implementation of a department wide training

program.

Project Timeline

April 2017 to April 2018

Action Item 1C

Update NFMD's Mission, Vision, Values Statement.

Design a "culture creators" and "culture carriers" training

program.

Implementation

Assign a coordinator to oversee a department wide

design program

Project Timeline

August 2017 to November 2017

Action Item 1D

Revamp dispatch procedures.

Implementation

Chief officers will work with central to update

procedures.

Project Timeline

April 2017 to June 2017

Action Item 1E

Assess NIMS compliance,

Adopt county unit designator system.

Implementation

Training Committee will review and adopt a unit numbering

system.

The captain designated as the emergency management

coordinator will ensure NIMS complianace

Project Timeline



Initiative 2. Health and Safety: During the SWOT analysis phase, health and safety was cited as a departmental strength. The

department contracts with Well America, an occupational wellness office led by Dr. Wayne Peate.

Well America specializes in public safety occupational health services. In addition, all employees

receive annual quantitative respirator fit testing performed by a third party contractor and structural

fire personal protective equipment (PPE) is maintained in good condition. During the planning

phase, the below needed improvements in the program were identified.

An NFMD crew plays a scrimmage game against Pierson Vocational High School


Init

iati

ve 2

. Hea

lth

an

d S

afet

y

Action Item 2A

Adopt a "peer support" program.

Implementation

Create a shift focused mental health maintenance

peer support program.

Project Timeline

June 2017 to September 2017

Action Item 2B

Reduce the risk associated with

emergency driving practives.

Implementation

The training captain will coordinate EVOC training to

all members of the department. NFMD will

reduce the amount of code 3 driving through modern

SOGs.

Project Timeline

Janurary 2018 to April 2018

Action Item 2C

Create a near miss reporting system.

Implementation

The assistant chief/health and safety officer will

coordinate the adoption of a near miss reporting system.

Project Timeline

April 2017 to July 2017

Action Item 2D

Adopt an IAFF wellness initative style program.

Implementation

The physical fitness coordinator will oversee the adoption of an IAFF wellness

intitivite style program.

Project Timeline

April 2018 to September 2018

Action Item 2E

Address the threat of vacant and other special hazard

buildings in the community.

Implementation

The fire marshal will work to reduce the threat of special

hazard buildings through the coordination of pre-planning efforts and utilization of fire code provisions specific to vacant and special hazard

structures.

Project Timeline

Janurary 2018 to April 2019

Action Item 2F

Increase station security through physical

enhacements and daily practices.

Implementation

The captain assigned as the facilities maintenance

coordinator along with the department's TLO will

coordinate these efforts.

Project Timeline

May 2017 to May 2018


Initiative 3. Customer Service, Community Outreach and Marketing:

The NFMD’s delivery of customer service has consistently been recognized as a strength.

However, during the SWOT analysis phase, areas of opportunity and improvements were

identified. Areas of overlapping efforts have also been added to initiative 3 which include general

community outreach and organizational marketing needs. A common concern cited during the

planning process was the perception that political and administrative leaders lack understanding

in regards to the value and needs of the fire department. Countering these concerns will be

accomplished through better marketing and data analytics. Fire department staff must also keep

the bigger picture of the national and local economy as well as budgetary constraints in

perspective. This area can be addressed through enhancement of internal communication flow

and training.

A member of the department’s community health integrated paramedic program interviews a participant of

the program


Init

iati

ve 3

. Cu

sto

me

r Se

rvic

e an

d M

arke

tin

g Action Item 3A

Continue advancing the Community Paramedicine

Program.

Implementation

The EMS division chief and EMS captain will oversee the advancement of the

Communty Paramedicine Program.

Project Timelime

April 2017 to April 2020

Action Item 3B

Design and adopt a customer service

program.

Implementation

The fire chief, fire marshal and emergency services

captain will coordinate the creation of both a non-

emergency and emergency response customer service

program.

Project Timelime


Action Item 3C

Increase organizational marketing efforts.

Implementation

An Image and Marketing Committe will be assigned the task of bolstering the department's image and

marketing efforts.

Project Timeline


Action Item 3D

Reduce the ISO Public Protection Class (PPC)

rating.

Implementation

The ISO reducation team will be made up of the

chief officers, fire marshal and captains. The team

will oversee these effots.

Project Timeline

Januaray 2018 to April 2020

Action Item 3E

Bolster mutal aid relationships.

Implementation

The training committee and training captain are tasked with strengthing mutual aid relationships through shared training

and regional SOGs.

Project Timeline

May 2017 to May 2018


Initiative 4. Budget, Compensation and Alternative Funding Sources:

Initiative 4 is multifaceted and includes the goal of enhanced budgetary planning, employee

compensation and alternative funding sources. Employee compensation is twofold and includes

pay and benefits. Benefits were identified as a strength during the SWOT analysis phase. Both

the city’s health insurance plan as well as additional benefits outlined in the contract between

the city of Nogales and the International Association of Firefighters, Local 2763 were consistently

cited as strengths. However, the overall pay scale was a top concern of fire department staff.

Continued economic hardships coupled with increasing public safety pension liabilities have

resulted in a particularly challenging time in terms of budgetary planning. As outlined in

Appendix A; the NFMD’s goal in terms of pay analysis is to first gather data associated with

compensation of similar sized fire departments, off set or consider internalizing union benefits

into the pay scale and assess any remaining gaps. Planning efforts to address gaps will be based

on a phased approach and contingent upon economic assumptions.

Init

iati

ve 4

. Bu

dge

t, C

om

pen

sati

on

an

d A

lter

nat

ive

Fun

din

g Action Item 4A

Initiative planning efforts to ensure pay is equitable

with other agencies.

Implementation

The fire chief, assistant chief, administrative assistant and union

leadership will coordinate these efforts.

Project Timeline

October 2017- March 2018

Action Item 4B

Bolster budgetary planning and

management efforts.

Implementation

A budget review committe consisting of

chief officers, the adminstrative assistant,

captains and union leadership will meet each

spring.

Project Timeline

March 2018-Ongoing

Action Item 4C

Identify potential alternative funding

sources.

Implentation

Department wide

Project Timeline

Ongoing

Action Item 4D

Assess functionality of the pay scale.

lmplementation

The fire chief, assistanct chief, adminstrative assistant and union

leadership will coordinate these efforts.

Project Timeline

October 2017- March 2018


Initiative 5. Facilities, Apparatus and Equipment:

The care and maintenance of facilities, apparatus and equipment is essential to the day to day

operations of the fire department. Initiative 5 overlaps in many ways with the need for increased

organizational consistency. The streamlining and standardization of facilities, apparatus and

equipment maintenance will greatly enhance shift consistency.

Init

iati

ve 5

. Fac

iliti

es, A

pp

arat

us

and

Eq

uip

men

t

Action Item 5A

Streamline the apparatus maintence

program.

Implementation

The captain assigned as the apparatus and equipment

maintenance supervisor will design and maintain an efficient and functional

program.

Project Timeline

April 2017 to October 2017

Action Item 5B

Begin long term planning efforts for the

construction of a 3rd station.

Implementation

The fire chief and facilities maintence supervisor will

begin the planning process for a future 3rd fire station.

Project Timeline

January 2019 to April 2020

Action Item 5C

Plan for and assess funding sources for

future apparatus needs.

Implementation

The apparatus maintenance supervisor,

wildland team coordinator and chief

officers will identify and plan for the purchase of

apparatus.

Project Timeline

Ongoing

Action Item 5D

Streamline the facilities maintenance program.

Implementation

The captain assigned as the facility maintence

supervisor will design and maintan an effiecent and

functional program.

Project Timeline


Action Item 5E

Add a "horizontal standpipe" style hose load to all 3 engines.

Add a highrise pack to all 3 engines.

Implementation

The apparatus maintenance supervisor will place the new hose

load in service. The training captain will

coordinate shit trainings as needed.

Project Timeline

September 2017 to Janurary 2018


Initiative 6. Special Operations:

Maintaining a special operations program is a challenge for many fire service organizations,

specifically small agencies with limited resources. The City of Nogales’s threat matrix includes

moderate to severe hazards associated with technical rescue, hazardous materials and wildland

urban interface incidents. A well-trained and equipped special operations team is an essential

component to providing for the safety of the citizens and visitors of Nogales. The strengthening

of mutual aid relationships will also serve as a critical factor in our community’s ability to respond

to and mitigate these technical hazards.

NFMD conducting a joint rescue drill with Border Patrol

Crews participate in a joint Rescue Task Force NFMD and U.S. Forest Service personnel

drill with NPD and Border Patrol perform a burnout operation


Organizational Advancement Efforts Currently in Place:

Technology and Data Management- The department is currently taking large leaps in terms of

technological upgrades. This program is being led by Chief Castro and the implementation team.

These include:

Electronic Patient Care Reporting (EPCR) system: An EPCR system will increase the

quality of our patient care reports, streamline data flow between the organization and

the Arizona Department of Health Services, base hospital and our billing contractor.

Additionally, these advancements will increase our ability to collect and analyze

various forms of data related to our EMS program as well as increase our ambulance

billing collection rate.

Computer Aided Dispatch (CAD): The department will be installing Mobile Data

Terminals (MDCs) in all front line vehicles, which will facilitate the use of a CAD

system. A CAD system will increase information flow between dispatch and

responding units, bolster accountability, safety and streamline EMS and fire reporting

procedures.

Electronic Fire and Training Reporting System: Both fire and training reports will also

be managed electronically which will enhance accuracy and data analytics capabilities.

Electronic Fire Prevention and Community Risk Reduction Reporting: Permit

reviews, routine fire inspections, complaint follow-ups and construction progress

inspections will also be transferred to an electronic system. This will facilitate and

enhance work flow and tracking of the inspection program as well as increase data

analytics for use in community risk reduction efforts.

Fire Prevention and Community Risk Reduction Program- The organization is currently in the

process of selecting an internal candidate for promotion to the position of fire marshal. The fire

marshal’s sole responsibility will be to manage the fire prevention and community risk reduction

program which will include the following job duties.

Permit review and approvals

Plan review services

Enforcement of adopted fire code

High risk routine fire inspections

Random occupancy load and egress inspections

Overseeing the engine company inspection program

Coordinating the department’s community risk reduction, public education and

community outreach programs

Act as the lead fire investigator

Oversee operational permits (open burning, hot work, etc.)


Coordinate emergency preplan efforts

Coordinate hydrant inspection/testing activities

Respond to insurance company request for information

Become an integral member of the ISO PPC rating reduction committee

Fire Department Community Advisory Team- The Nogales Fire and Medical Department has

recently establish an independent community advisory team to act as an advisor to the

department on matters related to strategic planning and community outreach efforts.

Committee Charges:

The committee is charged with four specific tasks:

1. Gain a better understanding of the services provided by the department as well as the

challenges the organization faces.

2. Provide guidance on strategic planning efforts, expansion of services and community

outreach activities.

3. Review and comment on departmental year to date accomplishments.

4. Act as community advocates of the fire department.

It is important to note that it is not the role of this committee to make policy determinations,

operational decisions or participate in labor negotiations.

Composition:

The committee will be composed of 3 to 5 members who hold a diverse set of perspectives.

Members must be a resident of the city of Nogales, be employed by an organization that operates

in the city or be engaged in civic activities within the community. Ideal committee members will

have the ability and commitment to listen and weigh information with an open mind, engage and

fully participate in the development of recommendations and bring professional skills, expertise

and diversity to the committee.

Membership Requirements:

The committee will meet on a quarterly basis or more frequently as needed. Members serve on

a voluntary basis for a term not to exceed two years. Committee members may serve additional

terms as agreed upon between the individual member and the fire chief.

Internal Paramedic Certification- An effort to not only sustain but increase the staffing levels of

paramedic certified employees within the department is currently underway. The department is

planning to send two individuals to paramedic class this year.


Parking Lot Items:

During the planning process, the concept of a “parking lot” was adopted in order to capture

ideas and information associated with projects that were deemed important but were not

considered to be attainable within a 3 year period. Items listed in the parking lot have been

recognized as long-term goals in which the organization does not have the resources to commit

to the project at this time. An annual review of the strategic plan will be completed in order to

update it as we progress through various levels of success, economic assumptions become known

factors and other variables are encountered that may change the direction of the organization.

Parking lot projects can be added to the plan at an earlier phase if deemed appropriate.

International Accreditation

Becoming an accredited fire service organization is an arduous task. The department

recognizes that before an attempt to become accredited is made, advancements in technology,

record keeping and other data management activities must be put into place first. The goals

outlined in this plan, specifically the incorporation of an active training program that meets ISO

and NFPA requirements, revised SOGs and various technologic upgrades will lay a foundation by

which international accreditation could become an attainable goal.

The Commission on Fire Accreditation International describes the process as “a comprehensive

self-assessment and quality improvement model that enables organizations to examine past,

current, and future service levels and internal performance and compare them to current

research and industry best practices. This process leads to a more efficient and effective

emergency service organization” [1].

[1] Commission on Fire Accreditation International. “About Accreditation & CFAI.” (2013),

http://www.cpse.org/agency-accreditation/about-accreditation-cfai.aspx

http://www.cpse.org/agency-accreditation/about-accreditation-cfai.aspx


Appendix A. Specific Implementation Tasks:

Initiative 1. Organizational Structure

Not all action items are listed in this section. During the planning phase, specific tasks

associated with the implementation of each action item were identified and are listed below.

The list is not all-inclusive and other tasks will be added as needed.

Action Item 1A- Update NFMD’s Standard Operating Guidelines

Design and adopt incident command procedures that are based on blue card certification

standards, are NIMS complaint and ensure seamless interoperability with our neighboring

jurisdictions.

Ensure all nonoperational SOGs do not contradict the city’s personnel manual, the union

contract or any other governing laws or regulations.

Action Item 1B- Create a Department Wide Training Program

The foundation of NFMD’s training program will be based on a Minimum Company

Standards (MCS) approach. MCSs will be designed and adopted in a phased approached.

The following MCSs have been identified for future adoption and additional ones may be

added.

o “2 minute drill” Bunker Gear/Seated SCBA Donning

o Quick Attack Mode- Pre-connect with no supply

o Pre-connect with a Supply

o Vehicle Extrication

o Elevated Master Stream

o Portable Master Stream

o Horizontal Stand Pipe Deployment

o 2.5” Attack Line

o Horizontal/Vertical Ventilation

o Mayday

o RIT Deployment/Firefighter Rescue

o Procedures for Firefighter Self Rescue and Rule of Air Management (ROAM)

o Drafting

o Multi Story Operations- Deployment of High Rise Pack, Stand Pipe and

Sprinkler FDC Supply, Elevator Rescue/Override

o Restricted Access Structure Fire Operations- Supply a Brush truck and

Equipment Deployment

o VEIS/Civilian Rescue

o Transitional Attack/SLICE-RS

o Initial Response to a Mass Casualty Incident


Training standards will meet ISO, NFPA and OSHA guidelines. An individual training

log will be kept by all suppression staff employees.

A regional Command Center Training Program utilizing fire ground simulations will

be implemented to strengthen fire ground operations and interoperability between

NFMD and neighboring agencies.

A master department training calendar will be maintained. Activities such as fire,

EMS and special operations training, company business inspections, preplanning,

public education, hydrant testing, quarterly apparatus inventory, staff physicals,

pump and hose testing and other reoccurring activities will be scheduled in a

manner that promotes efficiency and employee friendliness.

Upgrades to the burn tower facility need to be made including recertification and

the installation of a fire hydrant on the property.

Action Item 1C- Update NFMD’s Mission, Vision and Value Statements and Design a Culture

Creators and Culture Carriers Training Program.

The design of our mission, vision and values statements will be a department wide

endeavor.

The fire chief will oversee the design of a culture creators training workshop for all company

officers and above. Company officers will then design a culture carriers training program

for engineers, firefighter/paramedics and firefighters.

Action Item 1D- Revamp Dispatch Procedures

An emergency traffic procedure will be designed that incorporates the use of an emergency

tone in order to ensure proper communication flow. Emergency traffic shall be utilized with

any change in operational strategy, mayday call or identified scene hazard such as

significant weather change, downed power lines, imminent collapse, etc.

An effort to incorporate dispatchers into Command Center Training will be made.

Incorporate geographic “zones” and consistent response packages into dispatching

procedures.

Incorporate 10 minute time stamps and automatic resource list dispatching when a working

structure fire is declared.

Adopt a 15 minute welfare check system for single unit EMS, still and public assist

responses.

Consistent department wide response packages for fire, EMS, still alarms, public assist and

Haz-Mat responses will be designed and incorporated into dispatch procedures.

Action 1E- Assess NIMS Compliance and Adopt a Countywide Unit Numbering System.

The Emergency Management Captain will be tasked with overseeing NIMS compliance both

internally and citywide.


NFMD will adopt a numbering system in conjunction with the existing county wide unit

designator system in place.

Initiative 2. Health and Safety

Action Item 2A- Adopt a “Peer Support” Program

A shift focused peer support program that is tied into the statewide “fire strong” program

will increase the department’s ability to take better care of its employees. Peer support

members will be selected through anonymous surveys that are designed to identify

employees that are trusted and approachable. The ability for our staff to reach out to other

peer support trained public safety personnel in other agencies is also a critical component

to a regionally focused program.

Action Item 2B- Reduce the Risk Associated with Emergency Driving Practices

NFMD will seek to implement a department wide Emergency Vehicle Operator Certification

training program.

Modernized dispatch procedures and response package SOGs will be utilized in order to

reduce the amount of code 3 driving.

A user operated traffic control light at fire station 1 with reduce the risk of an MVA

significantly.

NFMD has started conversations with ADOT concerning traffic light upgrades to include

siren activated pre-emptive devices.

Action Item 2D- Adopt an IAFF Wellness Initiative

The IAFF wellness initiative is centered on a positive based physical fitness program. The

department is seeking to promote increased levels of physical fitness through a program in

accordance with the IAFF wellness initiative.

Action Item 2E- Address the Threat of Vacant and other Special Hazed Buildings in the

Community.

The fire marshal will work to reduce the threat of special hazard buildings through the

coordination of pre-planning efforts

Utilization of fire code provisions specific to vacant and special hazard structures such as

placarding and board up requirements will further reduce risk.

Special occupancy hazards such as large warehouses and big box style structures, charcoal

storage, etc. will be identified and addressed through SOG and training enhancements.

The department is currently in the process of adopting a “passport accountability system”

style personnel accountability system.


Item 2F- Increase Station Security through Physical Enhancements and Daily Practices

Fire station security enhancements will include physical site upgrades such controlled

access magnetic locks, secured parking areas, vetting areas and the installation of panic

buttons at constantly attended locations.

The second component to increasing security will include procedures and guidelines

concerning day to day operations such as keeping apparatus bay doors closed when not in

use and securing apparatus.

Cyber security awareness training and intelligence briefings performed by the department’s

TLOs will further increase situational awareness of security threats.

Initiative 3. Customer Service and Marketing

Action Item 3A- Continue Advancing the Community Paramedicine Program

The goal of NFMD’s community paramedicine program is to fully integrate these services

into the day to day operations of the department. As fire based EMS providers, our

organization recognizes the benefits of community paramedicine efforts in providing a

higher standard of customer service, filling a gap in the health care needs of our

community, reducing 911 calls thereby increasing the availability of emergency response

resources and recognition that future funding of prehospital care may likely be tied to a

performance based system.

Community paramedicine integration will involve an on duty shift approach in which on

duty personnel are assigned to the program on a daily basis. A dedicated vehicle and

stipend pay are two examples of items that will further support full integration.

In addition, as the benefits of community paramedicine continue to be proven through data

analytics, funding streams such as the AZDHS’s “treat and refer recognition” program will

continue to grow.

Action Item 3B- Design and Adopt a Customer Service Program

Fire service customer service can be categorized into two areas, namely emergency and

non-emergency response encounters. Emergency response customer service

enhancements will include decreasing alarm “turn out time” to response times,

NMFD will producing customer assistance documents such as “what to do after a fire” and

“what to do after a death” informational brochures.

The organization will collaborate with civic and NGOs (i.e. Red Cross) that offer disaster

assistance resources. A Hispanic cultural awareness-training program will also be

implemented.

Gathering data associated with the EMS Quality Assurance program will be improved with

incorporation of an EPCR program. These data gathering enhancements will allow the EMS

division chief to address gaps in EMS service through a data driven EMS training program.


Non-emergency customer service involves the handing of customer inquiries at fire stations,

community outreach events and spontaneous opportunities.

Fire station directory signage for walk in traffic as well as dedicated 911 phones at station

entrances will be assessed.

Enhancement of the department’s public education program will also be undertaken. The

newly promoted fire marshal will be tasked with public education coordination. The

department will begin offering CPR classes on a continuous basis. A stipend for CPR

instructors will also be assessed.

Public education and community outreach efforts will be recorded in order to produce

useable data in marketing, grant funding and other areas. A station sign in sheet designed

to capture walk in customer service activities will be implemented.

Internal customer service will be enhanced by the activities outlined in initiative 1. In

addition, the department will be adopting a retiree outreach program, seeking to record the

fire department’s history and is planning to initiate an annual awards banquet in

conjunction with the union. The awards ceremony will include the following:

o Badge pinning and oath of office for new firefighters

o Firefighter of year, EMS professional and special achievement

o Recognition of years of service

o Recognition of retirements

Action Item 3C- Increase Organizational Marketing Efforts

The Image and Marketing Committee will coordinator the updating and design of the

department’s webpage, the creation of an organizational brand, design new letter head,

business cards and other documents and implement personnel/uniform appearance

standards. The committee will also be tasked with overseeing the complete adoption of

the Nogales Fire and Medical Department name.

The department’s social media presence is robust and is coordinated through the social

media manager.

The fire chief will oversee PIO activities to include the creation and adoption of PIO policies.

Action Item 3E- Bolster Mutual Aid Relationships

Seamless interoperability between NFMD and our neighboring public safety agencies is

essential in providing both a higher level of safety for our emergency responders as well as

a higher level of customer service for our community as a whole. Training, response

procedures, communications and apparatus/equipment familiarization are examples of

activities that can be used to bolster mutual aid relationships and interoperability.


Initiative 4. Budget, Compensation and Alternative Funding

Action Item 4A- Initiate Planning Efforts to Ensure Pay is Equitable with other Agencies

Complete a pay scale comparison study in order to assess the compensation rate of similar

sized fire departments.

A plan which ties pay scale improvements with economic recovery, pension reform

stabilization, city leadership guidance, union representation and the overall well being of

the city will be created.

Action Item 4B- Bolster budgetary planning and management efforts

A budget review and planning team composed of chief officers, the administrative assistant

and labor representatives will perform budget and forecasting planning efforts throughout

the year. Program coordinators will be responsible for preparing budgets specific to their

assignment.

Action Item 4C- Identify Potential Alternative Funding Sources

Opportunity to obtain alternative funding sources will largely come from grants and the

potential to increase ambulance revenue. Grants have become increasingly more

competitive over the past decade. However, grant opportunities can still be a viable means

of receiving additional funding

Action Item 4D- Assess Functionality of the Pay Scale.

An analysis of pay scale functionality will include assessing the step increase range for each

position.

A current assessment of pay range for each rank to include discrepancies in the

firefighter/paramedic rank will need to be further assessed.

Assess any compression issues.

In conjunction with HR and finance guidance, assess how an objective merit system based

on a “zone pay” concept can be implemented.

Initiative 5. Facilities, Apparatus and Equipment

Action Item 5A- Streamline the Apparatus Maintenance Program

Enhancements in apparatus maintenance will include the creation of an apparatus

replacement plan, recording keeping, a functional work order system, daily apparatus

checklists, quarterly apparatus inventory check sheets, and a vehicle waxing schedule.


The department has identified the need to find secure storages areas in which supply

caches for PPE, EMS supplies, wildland, rescue and other essential equipment needs can be

added to in a phased approach over the next three years. Supply caches will be secured and

coordinator by a single individual. An inventory tracking system will be implemented.

Action Item 5B- Begin Long Term Planning Efforts for the Construction of a 3rd Fire Station

The NFMD has largely outgrown its two fire stations. Given the geographic footprint of the

city coupled with challenges in meeting response times as a result of highly congested

traffic corridors, a third fire station would greatly enhance the department’s ability to

provide core services to the city. The organization is also need of a training facility to

include classrooms, training props and room to preform training evolutions.

The selection of a fire station location is a data driven process which will include a response

study that identifies areas that experience a higher call load, current response times of fire

department crews, traffic corridor congestion and future growth.

Due to budgetary constraints associated with continuing economic stability and pension

reform, the addition of a third fire station within the plan’s three year timeframe is unlikely.

However, alternative funding sources such as public/private partnerships, community block

grants, donations and/or consolidation with other agencies will be assessed.

If alternative funding sources are not viable, a phased approach utilizing a lease purchase

program may be assessed with guidance from the city’s Finance Department.

Given the dense area served by station 301 and the high frequency of calls received at the

port of entry, station 301 currently staffs a second medic unit. The majority of cost

associated with maintaining an additional station (post construction) will be in personnel

cost. However, an additional station could be staffed with no additional burden if the

department switched from a unit staffing to a station staffing model. If additional

personnel were deemed necessary, a SAFER grant could be applied for which would allow

the city to phase in the cost of new personnel over a 3 year period.

Action Item 5C- Plan for and Assess Funding Sources for Future Apparatus Needs

The department’s current front line fire and EMS apparatus inventory is in good condition.

The department purchased a platform ladder truck in 2010 and has one year left on the

lease/purchase. Two front line engines were refurbished recently as well. Future purchases

may be focused on obtaining wildland apparatus. In addition, the purchase of a squad style

response vehicle for the purpose of reducing Engine 301’s response frequency to EMS and

other day to day calls will improve efficiency, save on fuel cost, increase safety and reduce

wear and tear. A squad placed into service at Station 302 will be a secondary long term goal

as well.


Action Item 5D- Streamline the Facilities Maintenance Program

Enhancements in facility maintenance will include the creation of an daily station duties

schedule, better recording keeping and a functional work order system.

Action Item 5E- Add a “Horizontal Standpipe” Style Hose Load to all 3 Frontline Engines

The topography, steep road grades, narrow streets, low power lines and congested

buildings as a result of grandfathered property setbacks has been identified as a major

challenge to firefighting efforts in the city of Nogales. Currently the departments maintains

three cross lay pre-connected attack lines consisting of 150’ of 2”, 150’ of 1/34 and 200’ of 1

¾. The rear hose bed is dedicated solely to forward lay supply lines. The addition of a rear,

“horizontal standpipe” style hose load coupled with a reverse 3” supply load will give

firefighters more options in attack line deployment where long hose stretches are needed

as a result of poor apparatus access. High-rise packs will added to all front line engines as

well.

Initiative 6. Special Operations

Action Item 6A/6B- Hazardous Materials and Technical Rescue Response Preparedness

The NFMD will approach special operations from a team concept thereby increasing the

level of support to those individuals that maintain the proficiency and other requirements

set by the team coordinator and fire chief.

Haz-Mat and Technical Rescue team training programs will be centered on meeting

minimum competencies and time requirements set out by NFPA, OSHA and various other

certifying bodies.

Action Item 6C- Wildland Response and Preparedness Enhancements

The department will make efforts to expand its wildland firefighting capability through the

continued support of in district and out of district wildland assignments.

The benefits of a fuels reduction grant for the city of Nogales will be assessed.

Action Item 6D- Strengthen Response Capability to Active Killer Incidents

The department has already incorporated a Rescue Task Force training program with Border

Patrol and Nogales Police Department. Additional training efforts are currently being a

planned.

The department is in need of PPE and is currently seeking alternative funding sources.

NFMD received partial funding from the State Homeland Security Grant Program (SHSGP) to

equip Santa Cruz County law enforcements officers with Individual First Aid Kits (IFAK).

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