The community depends on the City of Barstow Fire Department to provide much more than fire suppression services. The Fire Department must ensure the continued provision of fire, emergency medical, hazardous materials, technical rescue, community preparedness, public education, and fire prevention services to meet the demonstrated needs of the community.
We must focus on maintaining each of these services at a level that exceeds our customers’ expectations.
1.1 Provide adequate staffing to accomplish all line and administrative functions.
1.2 Continue to explore and evolve new service delivery models.
1.3 Design and implement a management structure that places appropriate emphasis on Emergency Medical Services and insures adequate legislative and charter direction for the provision of these services.
1.4 Monitor and address challenges and opportunities created by existing technology and technological advances.
1.5 Continue to work with our mutual and automatic aid partners to address the challenges of regional service delivery.
1.6 Create and implement a plan to ensure the long-term sustainability.
1.7 Provide plans for new facilities as well as the expansion and renovation of aging infrastructure and the replacement of equipment and apparatus.
1.8 Develop a plan to utilize the EOC to improve coordination of emergency planning and response among City departments, with our community, and with other homeland security agencies.
By investing in the talents of our members, we will be better prepared to meet the needs of our customers.
2.1 Focus training opportunities on meeting the specific needs of our members. Utilize a comprehensive training program that includes classroom, practical, minimum competencies, and specialty training.
2.2 Emphasize safety. Promote the physical and mental well being of our members.
2.3 Establish opportunities for professional development and specify pathways for career advancement and succession planning at all levels, recruit through chief officer.
2.4 Develop strategies to mentor future leadership and to ensure that knowledge is transferred to new leaders as more experienced members retire.
2.5 Facilitate open and effective communications across all levels of the department to strengthen team relationships.
2.6 Strengthen documentation of employment records including individual training, accomplishments, evaluations, and task-oriented position descriptions.
2.7 Develop well-rounded chief officers who are capable of assuming multiple types of command duties.
We must continue to be creative to meet the challenges of new fiscal constraints created by build-out of our community and a changing economy.
3.1 Practice fiscal discipline and continue to be good stewards of the public money.
3.2 Ensure that the budgetary needs of the Department are regularly communicated to our internal and external stakeholders.
3.3 Develop strategies to ensure the long-term sustainability of grant-funded programs.
Acknowledging that the best kind of emergency is the one that is prevented, the Department must work with the community to implement prevention strategies that maximize the publics’ well being and ensure the Department’s effectiveness for those emergencies that could not be prevented.
4.1 Identify strategies to demonstrate the effectiveness of public education programs, to prevent reductions in these important programs, and to meet the increasing public demand for these services.
4.2 Strengthen, support, and expand the Fire Department’s volunteer programs.
4.3 Improve our emergency preparedness capabilities by strengthening the CERT program.
4.4 Pursue strategies to educate the public on properly accessing the Emergency Medical Services system.
4.5 Maintain and pursue new strategies to strengthen the role of the Fire Prevention Bureau in the areas of fire inspections, fire investigations, plan review, and hazardous materials reporting.