City of Fullerton
Fire Service Proposal
Provided by the Orange County Fire Authority
1 Fire Authority Road
Irvine, CA 92602
Table of Contents
Foreword ...................................................................................................................................................... 5 Summary of Proposal ................................................................................................................................. 6 Service Option Overview .................................................................................................................. 7 Deployment Comparison .................................................................................................................. 8 Start‐Up Cost Summary .................................................................................................................... 9 Long‐Term Savings .......................................................................................................................... 9 Cost Control .................................................................................................................................... 10 Associated Savings ......................................................................................................................... 12 Benefits of Contracting with the OCFA ......................................................................................... 13 Transition of Fullerton City’s Fire Department .............................................................................. 14 Governance Structure .............................................................................................................................. 15 Board of Directors ........................................................................................................................... 15 Executive Committee ...................................................................................................................... 15 Budget and Finance Committee ...................................................................................................... 16 Human Resource Committee .......................................................................................................... 16 City Managers’ Technical Advisory Committee ............................................................................ 16 City Managers’ Budget and Finance Committee ............................................................................ 16 Fiscal Considerations ................................................................................................................................ 17 OCFA’s Fiscal Strength .................................................................................................................. 17 Structural Fire Fund Cities .............................................................................................................. 18 Cash Contract Cities ....................................................................................................................... 18 Future Options for Withdrawal from the OCFA ............................................................................. 19 Overview of Fullerton Fire Department ................................................................................................. 19 Current Fire Station Staffing ........................................................................................................... 19 Fullerton’s Dispatching ................................................................................................................... 20 Dispatch Comparative ..................................................................................................................... 21 Overview of the OCFA ............................................................................................................................. 21 Organizational Structure ......................................................................................................................... 22
Executive Management ................................................................................................................... 22 Emergency Operations Bureau ....................................................................................................... 23 Field Operations Department .......................................................................................................... 24 Administration and Support Bureau ............................................................................................... 28 Resource and Strategic Decisions ............................................................................................................ 34 Resource Decisions ......................................................................................................................... 34 Local Control and the OCFA Liaison ............................................................................................. 34 Apparatus .................................................................................................................................................. 36 Facilities ..................................................................................................................................................... 37 OCFA Leasing of Facilities ............................................................................................................ 38 Hazard Issues .................................................................................................................................. 38 Personnel .................................................................................................................................................... 39 Compensation ................................................................................................................................. 39 Seniority .......................................................................................................................................... 40 Probation ......................................................................................................................................... 40 Medical/Physicals/Fingerprint/DMV .............................................................................................. 40 Sick Bank ........................................................................................................................................ 40 Vacation Accrual ............................................................................................................................ 41 Transition .................................................................................................................................................. 41 Priority Tasks .................................................................................................................................. 41 Essential Tasks ................................................................................................................................ 42 Non‐Essential Tasks ........................................................................................................................ 42 Start‐Up Costs ........................................................................................................................................... 43 Communication Services/Information Technology ........................................................................ 43 Facilities .......................................................................................................................................... 44 Personnel ......................................................................................................................................... 44 Service Center ................................................................................................................................. 44 Fleet Services .................................................................................................................................. 45 Adoption of Codes and Ordinances ......................................................................................................... 45
Documents for City Council Approval .................................................................................................... 45 2021 OCFA Board of Directors (Attachment A) ...................................................................................... 46 OCFA Service Area Map (Attachment B) .............................................................................................. 51 2017/18 CRR Adopted Fee Schedule (Attachment C) ........................................................................... 52
Foreword
The Orange County Fire Authority evaluated the feasibility of providing contract services to the City of Fullerton. This proposal is presenting the OCFA’s method of providing the highest quality services to the residents of Fullerton. I welcome this opportunity to describe our regional fire service delivery system.
The principle benefits of a regional system are reduced costs, increased effectiveness, and a depth of resources unmatched within the county. The consolidation of resour ces, the streamlining of overhead and a partnership in a regional protection system is beneficial for all parties.
The results the OCFA achieves every day in providing protection to our communities occur through individual and team dedication, commitmen t, and organizational values. I am proud of the men and women of the Orange County Fire Authority, and I am confident the residents of Fullerton will feel similar pride, if we become your City’s fire service provider.
The cost provided herein represents the cost of our services including our basic service charge, station maintenance, and equipment and vehicle replacement costs. The costs represented are for fiscal year 20 21/22 and remain valid through June 20 22. I have included a brief description of each of the OCFA’s departments and sections to provide you with an overview of the services available from us as a regional provider.
Our commitment is proclaimed in our Mission Statement:
“We proudly serve the changing needs of our communities by providing exceptional emergency and support services. We pledge a commitment to preserving the quality of life”
Brian Fennessy
Fire Chief
[Document title]
Orange County Fire Authority Page 6 of 56 October 2021 Summary of Proposal
The Orange County Fire Authority ( OCFA) deploys resources based on a regional service delivery system, assigning personnel and equipment to emergency incidents without regard to jurisdictional boundaries. Regional fire protection offers the citizens a wide range of services that translates into quality and strength extending well beyond the fire station. It enables the use of existing administrative resources on a broader scale, increases purchasing power for major expenditures, and maximizes the use of all emergenc y and support resources within the OCFA . The regional concept provides for significant depth of emergency service s while creating financial efficiencies and cost savings.
The Fire Authority presents this service proposal based on OCFA established Standards of Cover.
Performance is evaluated based on the distribution and concentration of resources. The OCFA determines appropriate emergency response utilizing computer Geographic Information Systems (GIS) programs, historic data analysis, and the OCFA’s Standards of Coverage. The response standards for structure fires utilize the Effective Fire Force concept, consisting of three engines, one truck, one paramedic unit and one battalion chief.
The OCFA provides for the efficiency of a regional command staff while acknowledging the importance of local leadership. Fullerton’s geographical size and population warrant the creation of a new battalion within the OCFA , utilizing the existing footprint of Fulle rton Battalion One. A Division Chief will provide a level of local control for the City Council and staff by participation on relevant public safety committees, participation at city staff meetings, and attendance at City Council meetings.
The OCFA’s Emergency Medical Service (EMS) model is three faceted. The first is Emergency Medical Dispatch, where a caller is provided life‐saving instructions, while fire department units respond. The second is to front load paramedic service, allowing the first arr iving units to provide paramedic level care upon arrival. To ensure only the highest level of service for the City of Fullerton, the OCFA proposal will position a paramedic unit capable of delivering A dvanced Life Support (ALS) at every station and on eve ry unit. This enhancement will increase paramedic coverage in the city by 17%. The transportation of patients is the third facet of EMS delivery and is provided by a private ambulance company in Fullerton. The OCFA would expand on the Fullerton Flex Staffing concept with the addition of a second set of ALS equipment on all 6 paramedic units. This significantly increases the depth of ALS capabilities in the City by enabling units to return to the station and remain in service as a Paramedic Assessment Unit, until the transporting paramedic is returned by the private ambulance.
Orange County Fire Authority Page 7 of 56 October 2021
The OCFA recognizes wildfire as a significant threat to the residents of Orange County. Fires in the open space in Fullerton would be met with a robust response on the ground and in the air. The depth of specialized resources provided by a regional service model greatly increases the capabilities to meet this challenge while capitalizing on the fiscal efficiencies.
All of our partner communities have unique characteristics and demographics, and the OCFA strives to meet the diverse needs of each. Creating a diverse workforce that matches our service areas is an OCFA value. Adapting to this need in Fullerton will benefit the service level provided to the entire OCFA system.
Service Option Overview
Contract costs detailed in this proposal reflect the cost of all emergency response units assigned to the City of Fullerton. These costs include all the equipment, personnel, vehicle depreciation and station maintenance.
Also included are services available through the OCFA as a regional provider such as urban search and rescue, dispatch, fire investigation, fire mechanics, community education professionals , nurse educators and public information o fficers. Fullerton will be directly served by OCFA specialized wildfire resources including helicopters, dozers and handcrews , as well as a cross-staffed OCFA Type 3 (brush engine) stationed in the city. In addition, the City will have Fire Prevention Officers with the primary fire pre vention responsibility for the City located at the present Fullerton Fire Department headquarters with support from the complete OCFA Community Risk Reduction (Fire Prevention) Section.
By contracting with the OCFA, the administrative functions for the fire department will be administered by the Fire Authority without additional costs to the City of Fullerton. These administrative functions include: Human Resources, Finance/Payroll, Information Technology , Purchasing, Risk Management, Workers’ Compensation, Legislative Services, Records Management, Co mpliance Training, Supplies and Equipment, Property Management, and Fleet Services.
Orange County Fire Authority Page 8 of 56 October 2021
Fire Service Proposal – FY 2021/22
OCFA Costs (A) Fullerton Fire Department
Budgeted Costs (B)
Service Charge $21,137,238 $27,307,520
Facilities Maintenance (Note 1) $90,000 (Note 2)
Vehicle Replacement/Depreciation $282,752 (Note 2)
Total $21,509,990 $27,307,520
Total Savings (B-A) $5,797,530
Note 1: Station maintenance contributions are handled by the OCFA as a revolving fund , with an initial deposit by the City of $15,000 per station . The City is only required to replenish the Station Maintenance account annually, to the extent that the funds were spent specifically o n Fullerton stations.
Note 2: If Fullerton pays for station facility maintenance costs and vehicle replacement from a section budget outside of the Fullerton Fire Department budget, then those budget allocations are additional costs that would be reduced for the City in joining the OCFA.
Deployment Comparison
In the chart below, there are two distinctions between the OCFA’s proposed deployment model f or the City, and the City’s current deployment. The first being the OCFA proposed deployment model for Fullerton is an enhancement that configures every engine and truck company as a full ALS unit.
The second is the addition of a paramedic truck/quint at Station 3 utilizing the existing plan of city/developer funded station retrofit and truck purchase.
OCFA Proposal Comparison with Current Fullerton Deployment Station 1 Station 2 Station 3 Station 4 Station 5 Station 6 Daily
Staffing
Daily
Medics
OCFA
Deployment
Paramedic
Engine /
BC
Paramedic
Engine
Paramedic
Truck
Paramedic
Engine
Paramedic
Engine
Paramedic
Truck 25 12
Fullerton
Current
Deployment
Paramedic
Engine /
BC
Paramedic
Engine
Paramedic
Engine
Paramedic
Engine
Paramedic
Engine
BLS
Truck 25 10
Orange County Fire Authority Page 9 of 56 October 2021
The call volume in the downtown area surrounding Station 1 is significant. The augmentation of ALS delivery and truck coverage in the City of Fullerton will have a positive effect on the emergency service system . Following a 2 -year period of service with the OCFA, the City and the OCFA will evaluate the response performance for the recommended configuration of response units in the city and discuss the results of the analysis, including any recommendations from either party for modifications that are warranted. Resource modifications may be available with addit ional new partnering agencies.
Start‐Up Cost Summary
In addition to the annual contract price, a necessary one‐time start ‐up cost will be charged to facilitate hiring of current Fullerton employees by the OCFA, standardization of equipment, and facilities (see page 4 3). One‐time costs assume 75 sworn personnel positions and non‐sworn personnel that the OCFA has vacancies for and can be adjusted for variations in transitioning staff.
The OCFA is willing to discuss amortizing the start‐up costs over multiple years rather than incurring a large cash outlay in a single budget year.
Summary of Start-Up Costs – Detail on Page 43
Communications $404,650
Facilities $152,700
Personnel $167,880
Service Center $394,080
Fleet Services $114,520
EMS $357,848
TOTAL $1,591,678
Long‐Term Savings
Over the past ten years, the Orange County Fire Authority’s cost increases to contract cities has averaged 3.29%. The OCFA’s maximum increase is capped at 4.5%, and therefore, the table below represents this 4.5% increase to demonstrate the highest possible service charge for the City for each fiscal year. The increases represented for the Fullerton Fire Department were taken from the published projections represented in the curr ent City of Fullerton’s budget.
Orange County Fire Authority Page 10 of 56 October 2021 OCFA Proposal Cost Budget Comparison with Annual Increases 2021/22 2022/23 2023/24 2024/25
OCFA Service
Charge $21,509,990 $22,477,939 $23,489,447 $24,546,472
OCFA % Increase
(Maximum) 4.50% 4.50% 4.50%
Fullerton FD
Budget (Note 3) $27,307,520 $29,183,547 $31,188,456 $33,331,103 % Increase 8.26% (Note 3) 6.87% (Note 4) 6.87% (Note 4) 6.87% (Note 4) Annual Savings $5,797,530 $6,705,607 $7,699,010 $8,784,632 Cumulative
Savings (Notes 1 & 2) $5,797,530 $12,503,137 $20,202,147 $28,986,779
Note 1: Excludes one‐time start‐up costs and the City’s annual Unfunded Actuarial Accrued Liability (UAAL) payment to the Public Employees’ Retirement System (PERS). Costs quoted are valid for the current fiscal year ending in June 2022.
Note 2: This table does not factor in other savings that the City should realize associated with Workers’ Compensation and other departmental efficiencies.
Note 3: FY 2020/21 Fire Budget (source: City of Fullerton FY 20 -21 Budget)
Note 4: Percent increase calculated using 7 -year average increase in annual Fullerton Fire Department budget from FY 2015/16 to FY 2021/22.
Cost Control
A common concern of cities interested in contracting with the OCFA is the ability to control costs.
The OCFA’s cash contract cities have the financial protection of a cap on annual increases not‐to‐ exceed 4.5%. The cap includes recapture provisions, wherein increases above the cap are banked for future recapture in subsequent years when cost increases are less than the cap. The percentage of increases for our contract cities over the last ten years is illustrated in the table below.
Orange County Fire Authority Page 11 of 56 October 2021 Stanton Tustin Seal Beach Buena
Park
San
Clemente Santa Ana Garden
Grove Westminster
2012/13 1.34% 1.34% 1.34% 1.34% 1.34% 1.34% - 1.34%
2013/14 1.44% 1.44% 1.44% 1.44% 1.44% 1.44% - 1.44%
2014/15 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% - 4.50%
2015/16 2.38% 2.38% 2.38% 2.38% 2.38% 1.41% - 2.38%
2016/17 1.29% 1.29% 1.29% 1.29% 1.29% 1.03% - 1.29%
2017/18 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% - 4.50%
2018/19 4.50% 4.50% 4.50% 4.50% 4.50% 4.49% - 4.50%
2019/20 4.50% 4.50% 4.50% 4.50% 4.50% 4.47% - 4.50%
2020/21 4.38% 4.38% 4.38% 4.38% 4.38% 4.50% 1.75% 4.38% 2021/22 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% Avg.
Annual
Increase
3.33% 3.33% 3.33% 3.33% 3.33% 3.22% 3.13% 3.33%
Contributions to vehicle replacement and station maintenance are relatively stable cost elements of the proposal. Vehicle replacement contributions are calculated using the current replacement cost for the emergency vehicles assigned to the City, divided by the years of expected service for the vehicles (i.e., useful life).
Station maintenance contributions are handled as a revolving fund, requiring an initial deposit of $15,000 per station, and then requiring annual replenishment only if/when funds are used for improvement projects or maintenance projects.
Service Charge Relative to Regional Costs
The proposed annual service charge would fund fire suppression, hazardous materials response , emergency medical services; also included are support functions, such as dispatching, fire investigations, training, fleet maintenance, supply and procurement, risk management, and all other services required in the support of the City of Fullerton contract for the effective operation of a modern fire department.
The contract service charge would be prorated on a monthly‐basis, and payment would be due monthly in advance. Each March, the OCFA will provide notification of estimated changes in contract costs for the next fiscal year. Each June, the OCFA would provide the final annual contract service charge amount to the City.
The OCFA’s Joint Powers Authority (JPA) agre ement provides an option to withdraw at each ten‐ year interval. Article IV, Section 3.F. of the JPA agreement provides the detailed methodology for this option. The term of the new service agreement will run concurrent with the JPA agreement.
Orange County Fire Authority Page 12 of 56 October 2021 Community Risk Reduction (CRR) Cost Recovery Fee Program By direction of the OCFA Board of Directors, the CRR Planning and Development and Prevention Field Services sections are funded through cost recovery fees. As the services provided by CRR are primarily directed to businesses, developers, architects, contractors, and sub‐contractors, the fees are directed to the business community and not to indiv idual homeowners and residents. The fees charged to the business community qualify as a business expense.
The Planning and Development Section engages in development review, plan review, and new construction inspections. Fees for these services are paid by developers, architects, contractors, and sub‐contractors.
The Prevention Field Services Section engages in annual inspections, special events including fireworks, 850 (Board and Care facilities) inspections, citizen complaints, city requests, and company officer assistance. This section is partially fee funded and primarily based on the issuance of Operational Permits. These fees are paid by local businesses, building owners, and special event contractors.
OCFA fees are calculated by daily time logging of activity and volume of activity. OCFA fee development is vetted through a third‐party fee consultant and approved by both the OCFA Budget and Finance Committee and the OCFA Board of Directors. Fees fluctu ate from year‐to‐year depending on the volume and staffing levels and do not necessarily increase each year; in fact, often are reduced.
The City of Fullerton is encouraged to carefully review the attached fee schedule (Attachment C) to better understand the potential community impacts.
Associated Savings
The City of Fullerton will realize significant savings to several City departments should the OCFA assume the management, support, and service expenses relative to the Fire Department . The City will also achieve savings from the reduction of its insurance premiums and Workers’ Compensation. The following are some of the services that will be provided by the OCFA’s management and staff professionals:
• Human Resources Services including R ecruitments, Testing, Selection, Employee Records, Labor Negotiation, Discipline, Grievances, Americans with Disabilities Act and OSHA Compliance, Benefits Management, Training, and Academies, etc. • Information System Management including Emergency and Administrative Computer Hardware and Software Systems
Orange County Fire Authority Page 13 of 56 October 2021 • Facility and Property Management, and Routine Maintenance • Human Resources Compliance Training for Family Medical Leave Act, Fair Labor Standards Act, Sexual Harassment and Equal Employment Opportunity Commission. • Risk Management & Workers ’ Compensation Management
• Legislative Analyst & Lobbying Services
• Contract Administration
• Vehicle Purchasing and Maintenance ( Existing funds in Fullerton’s vehicle replacement accounts remain with the City. )
• Equipment and Supplies Purchase, Inventory Management, Repair, and Delivery • Processing of Subpoenas and Information Records Requests • Media Relations
• Community Education including School Programs
• Public Relations and Information Services
• Community Risk Identification, Prevention, and Mitigation Programs • Dispatching
• Communications Equipment Purchase, Repair, Maintenance • Emergency Response Mapping (GIS, AVL)
• Paramedic Continuing Education Services i ncluding an MD (Medical Director) • Quality Assurance Programs
• Community Survey Programs
• Disaster Planning and Coordination
• Fiscal Management, Budgeting, and Payroll
Benefits of Contracting with the OCFA
The Orange County Fire Authority enhances services to the citizens of Fullerton and increases efficiencies within the City. The OCFA’s full‐service education, prevention, and emergency response brings with it a full support network and eliminates the workload for other city departments that currently support the Fullerton Fire Department. The support network includes Training/Safety and EMS Sections that provide in‐house certifications and enhancement, skills maintenance, and Safety Officer coverage during incidents. These support functions ensure that a high level of service is provided to our residents. Other service enhancements include our depth of resources, specialized resources, a dedicated Fire Prevention program, a Hazardous Materials program, d edicated fire dispatchers, and a comprehensive Public Education program. These are standard in our regional system and are included in the contract price.
Additional benefits include:
• City Council Member on OCFA Board – participation in public policy decisions
Orange County Fire Authority Page 14 of 56 October 2021 • City Council Member on Executive Committee based on position or appointment • City Council Member on Budget and Finance Committee by appointment • City Council Member on Human Resources Committee by appointment • City Manager participation on Techn ical Advisory Committee • City Manager participation on City Manager Budget and Finance Committee on a rotational basis
• Cost Control – Contract increases are capped at 4.5% per year • Active participation in Community Events
• Training and certification prog rams developed and presented in‐house • Paramedic nurse educators, training staff, and associated training facilities • Dedicated Fire/EMS Emergency Dispatch including Emergency Medical Dispatch • Risk Management Program including the “WEFIT” health and well ness program • Behavioral Health Program
• Cancer Awareness and Prevention Program
• Central recruitment and hiring, personnel management, and benefit coordination • Response compatibility with other Orange County Fire Departments • Active participation and coordination with all Orange County city fire agencies • Orange County Operational Area Coordinator under California Office of Emergency Services Area 1
Transition of Fullerton City’s Fire Department
As a fire service contractor, the OCFA has the capability and resources to meet the City of Fullerton’s needs to transition the City ’s fire service resources and public safety responsibilities .
Should the City choose to contract with the OCFA, it is the OCFA’s intent to complete a transition in a methodical, time efficient approach that is seamless without interruption or incident. The OCFA is confident that it will be able to begin providing se rvice to the City of Fullerton in approximately 120 days after a contract for emergency service is completed and signed.
The Orange County Fire Authority is committed to making the transition of the Fullerton Fire Department operations and personnel to the OCFA as smooth as possible for the present Fullerton employees, as well for the employees of the OCFA. The OCFA would offer employment to current Fullerton Fire Department operations safety employees, an d non‐sworn Fire Department professional staff , subject to the conditions noted in this proposal, position availability, and final contract negotiations.
Orange County Fire Authority Page 15 of 56 October 2021 Governance Structure
In March 1995, members of a newly formed joint powers authority —the Orange County Fire Authority—met for the first time. The outcome was the formation of an organizational structure that shares decision‐making among participants, while retaining the econom ies of scale and depth of service of the regional system. The member cities each selected a Council Member to sit on the OCFA governing board along with two members of the Orange County Board of Supervisors (Attachment A).
It is the collaboration of multiple City Council Members and City Managers, each providing their individual perspectives and experiences that assist in setting policy and providing oversight to the OCFA. It is these valuable perspectives and experiences that have translated into positioning the OCFA into a fiscally sound organization.
Board of Directors
Unique to the OCFA’s governance system will be Fullerton’s representation on the Board of Directors and its equitable share in the decision‐making aut hority with other participants in the regional system. Members of Fullerton’s City Council and the City Manager will have direct access to the Fire Chief for matters relating to service in their city, and the Fullerton City Council will select one of its Members to sit on the OCFA Board of Directors. All authority rests with the Board of Directors unless it is delegated by statute or board action. When delegated, these authorities are further defined by contracts, resolutions, policies, or other board actions. Today, the Orange County Fire Authority serves 23 of Orange County's 34 cities and all unincorporated areas of the county.
Member cities now comprise approximately 93% of our service population.
In addition to the City of Fullerton’s participati on on the full Board of Directors, the Fullerton representative has the opportunity to contribute on various OCFA committees such as the Executive Committee, Budget and Finance Committee, and Human Resources Committee. The City of Fullerton will be provided an opportunity for representation on these committees on a positional or appointment basis. City Manager involvement is through the City Managers’ Technical Advisory Committee and City Managers’ Budget and Finance Committee that exists to assist in mana ging the proceedings of the Fire Authority.
Executive Committee
The Executive Committee conducts all business of the OCFA, except for policy issues, including labor relations, budget issues, and other matters specifically retained by the Board of Directors. The Executive Committee consists of no more than nine members of the Board of Directors. The Committee membership is comprised of the following designated positions: Chair and Vice Chair
Orange County Fire Authority Page 16 of 56 October 2021 of the Board of Directors, the immediate past Chair of the Board, and the Chair of the Budget and Finance Committee. In addition, the Chair appoints five at‐large members. At least one member of the Orange County Board of Supervisors serves on this committee. The ratio of committee members representing cash contra ct cities to the total committee membership will be as close as reasonably possible to the ratio of the number of cash contract cities to total member agencies. The Chair of the City Managers’ Technical Advisory Committee serves as an ex officio non‐votin g member of the Executive Committee.
Budget and Finance Committee
The Budget and Finance Committee advises staff and makes recommendations to the Board of Directors on matters related to financial and budget policies, development of budgets for the General Fund and capital expenditures, designations of reserves, budget balancing measures, evaluation, and development of plans to meet long‐term financing needs , investment oversight and purchasing policies. The Chair of the City Manager Budget and Finance Committee serves as an ex officio non‐voting member of this committee. Effective beginning the year ended June 30, 2006, the Budget and Finance Committee was also designated to serve as the OCFA’s Audit Oversight Committee.
Human Resource Committee
The Human Resources Committee shall advise the OCFA staff and make recommendations to the Board of Directors on matters regarding human resources policies, job class specifications, compensation programs, benefit changes and renewals, labor negotiations, staff training development and recognition programs, succession planning, risk management and Workers’ Compensation policies, and development of management/perfo rmance evaluation and information systems.
City Managers’ Technical Advisory Committee
The City Managers’ Technical Advisory Committee (TAC) advise the Fire Chief and make recommendations on major policy decisions, prior to submittal to the Board. The OCFA believes it is essential that there be harmonious and collaborative working relationships between the Fire Chief and City Managers; therefore, the TAC provides an effective means of building and facilitating that collaborative working environment . Upon joining the OCFA, the Fullerton City Manager would be invited to TAC meetings to provide additional participation in OCFA management.
City Managers’ Budget and Finance Committee
The City Managers’ Budget and Finance Committee (B&FC) is comprised of six City Managers who meet annually to review the proposed budget. This Committee also meets, when needed, to
Orange County Fire Authority Page 17 of 56 October 2021 review significant changes in the OCFA’s financial condition and to discuss proposed policy decisions which may have financial ramifications for the OCFA and/or its member agencies. The Committee provides input to the OCFA’s financial staff, the Fire Chief, and the OCFA Board of Directors regarding changes that they recommend to proposed financial policies, budget priorities, uses of available fund balance, and/or steps they believe the OCFA should take to reduce the budget.
Fiscal Considerations
OCFA’s Fiscal Strength
The Orange County Fire Authority, funded much like a fire district, derives the majority of its funds from property taxes and service charges from the OCFA’s cash contract cities. Currently, the OCFA has cash and investments of approximately $1 55 million and received the highest credit rating by Standard & Poor’s (SP1+) on its last short‐term debt issue in 2015. The OCFA’s strong fiscal management and solid record of fiscal discipline were two of the key contributing factors to the positive rating.
In September 2013, the OCFA Board of Directors approved an Accelerated Pension UAAL Payment Plan. The accelerated plan has the following benefits:
• Results in the OCFA’s pension liability being paid off sooner • Earlier and larger contributions into the pension system result in greater investment income earned
• Greater investment income earned results in less money paid by the employer over the long‐ term
As of December 31, 2020, OCFA’s pension UAAL is $275.6 million. In 2021, the actuary reported that the OCFA has saved $46.8 million in interest by making additional payments towards its UAAL and is currently 87.7% funded. The OCFA is projected to achieve 100% funding by December 31, 2025
Further demonstrating the OCFA’s fiscal strength is the fact that the OCFA’s Business Services Department has received national awards for its fiscal management. In fiscal years 1998 through 2020, the OCFA has produced a Comprehensive Annual Financial Rep ort for which they received a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA).
The OCFA received budget awards from California Society of Municipal Finance Officers
Orange County Fire Authority Page 18 of 56 October 2021 (CSMFO) from 2001 through 20 20 and GFOA’s Distinguished Budget Presentation Award from 1999 through 2020. The Distinguished Budget Award is the highest form of recognition b estowed by the GFOA for governmental budgeting.
In addition to awards for financial reporting, budgeting, and treasury functions, the OCFA’s Business Services Department –Purchasing Division earned the Excellence in Procurement Award by the National Purchasing Institute, Inc. (NPI) in 2007, 2008, and yearly 2011 through 20 21. This award recognizes organizational excellence in procurement.
The OCFA views these award programs as important components to our continuous pursuit of professional growth, improv ement, and financial sustainability. Our ongoing participation ensures that we stay abreast of new developments in these areas, and that we persistently work to establish and achieve professional standards of excellence.
Structural Fire Fund Cities
The Structural Fire Fund (SFF) is a separate allocation of property taxes for fire protection services and is mandated by Revenue and Taxation Code Section 95. Property taxes based on calculated tax factors are allocated to the SFF from the cities of Aliso Viejo, Cypress, Dana Point, Irvine, La Palma, Laguna Hills, Laguna Niguel, Laguna Woods, Lake Forest, Los Alamitos, Mission Viejo, Rancho Santa Margarita, San Juan Capistrano, Villa Park, Yorba Linda, and the unincorporated areas of Orange County .
Cash Contract Cities
The cities of Buena Park, Garden Grove, San Clemente, Santa Ana, Seal Beach, Stanton, Tustin, and Westminster receive services on a cash contract basis. A base charge was established for each city at time of entry. This charge is updated annually based on the percentage increase in the General Fund budget subject to a cap on the cost of annual adjustments. See chart on page 11 for historical increases. These costs represent the cost of providing service within a contract city a nd include:
• Direct Labor Costs – Labor, Service and Supplies
• Indirect Support Costs – Emergency Management and Support Staff • Station Maintenance
• Vehicle and Equipment Replacement
The proposed contract with the City of Fullerton would be a cash contract.
Orange County Fire Authority Page 19 of 56 October 2021 Future Options for Withdrawal from the OCFA
A common question from cities considering joining the OCFA is regarding how they can withdraw from the OCFA in the event they wish to return to their own City Fire Department, and what will happen with their Fire Department assets upon withdrawal. The term of the OCFA’s JPA is twenty years with an option to withdraw at each ten‐year interval (June 30, 20 30).
Upon withdrawal from the OCFA, the OCFA’s lease‐interest in the stations would be terminated and the fire station facilities would be returned to the City for its future use and maintenance.
Regarding the City’s fire department vehicles, the OCFA will monitor and track the value of the vehicles that are transitioned to the OCFA and maintain an ongoing accounting of “vehicle value” assigned to the City of Fullerton. During the duration of the contract, we will add the City’s ongoing contributions to vehicle replacement and deduct the cost of new vehicles purchased for the City.
Upon withdrawal, the tracked “vehicle value,” if positive, would be returned to the City.
Overview of Fullerton Fire Department
The Fullerton Fire Department serves approximately 1 37,350 residents within its geographical boundaries of 22.3 square miles. The City’s real property’s assessed value is in excess of $ 22.6 billion. Fullerton’s Fire Department provides fire protection, emergency medical services, and public assistance services within the City of Fullerton and responded to approximately 1 3,900 emergency calls in the 20 20 calendar year.
Current Fire Station Staffing
Fire Station 1 – 312 E. Commonwealth
Type I Engine – Paramedic Engine (4 personnel)
Battalion Chief
Fire Station 2 – 1732 W. Valencia
Type I Engine ‐ Paramedic Engine (4 personnel)
Fire Station 3 – 700 S. Acacia
Type I Engine ‐ Paramedic Engine (4 personnel)
Fire Station 4 – 3251 N. Harbor
Type I Engine ‐ Paramedic Engine (4 personnel)
Orange County Fire Authority Page 20 of 56 October 2021 Fire Station 5 – 2555 Yorba Linda
Type I Engine ‐ Paramedic Engine (4 personnel)
Fire Station 6 – 2691 Rosecrans
Truck ‐ Basic Life Support (4 personnel)
Fullerton’s Dispatching
Emergency communications services are currently provided by Metro Cities Fire Authority (Metro Net) whose public safety dispatchers are trained in fire and medical emergencies. Dispatch operates on the county‐wide 800 MHz system for communications and ut ilizes Criteria Based Dispatch (CBD) for pre‐arrival instructions. Its current Computer Aided Dispatch (CAD) is Keystone, which is interfaced to paging, station terminals, alerting, and Records Management System.
Orange County Fire Authority Page 21 of 56 October 2021 Dispatch Comparative
Fullerton OCFA
800 MHz Radio System 800 MHz Radio System
USA Mobility (Private Paging Company) OC 900 MHz Paging Keystone CAD CentralSquare Enterprise CAD
MDC Terminals – Broadband MDC Terminals – Broadband
Criteria Based Dispatch (CBD) Criteria Based Dispatch (CBD) Working Structure Fire Response
4 Engines
2 Trucks
2 Battalion Chiefs
1 Paramedic
Working Structure Fire Response
4 Engines
2 Trucks
2 Battalion Chiefs
1 Paramedic
1 Division/Duty Chief
2 Investigators
1 Service Support Unit (Bottles and REHAB)
1 Safety Officer
1 Public Information Officer
Structure Fire/High Rise
4 Engines
2 Trucks
2 Battalion Chiefs
1 Paramedic
Structure Fire/High Rise
6 Engines
2 Trucks
2 Battalion Chiefs
1 Paramedic
1 Division/Duty Chief
1 Safety Officer
1 Service Support Unit (Bottles and REHAB)
1 Public Information Officer
Medical Aid Response
*Minimum response is Basic Life Support level
unit. Additional resources dependent on
nature
Medical Aid Response
1 Engine or Truck
1 Paramedic
1 Private Ambulance
Traffic Accident/Person Trapped
1 Engine
1 Truck
1 Battalion Chief
1 Paramedic
1 Private Ambulance
Traffic Accident/Person Trapped
1 Engine
1 Truck
1 Battalion Chief
1 Paramedic
1 Private Ambulance
Overview of the OCFA
The Orange County Fire Authority is one of the largest regional fire service providers in California.
The Authority responded to approximately 14 8,721 emergency incidents throughout its fire protection area during the 2020 calendar year. The Authority’s staffing1 includes 1,152 firefighters, and 53 fire management personnel, 341 non‐safety staff, and 162 reserve positions. The OCFA
1 Authorized positions, not all are filled.
Orange County Fire Authority Page 22 of 56 October 2021 currently serves 2 million residents in an area of 587 square miles. This service area consists of 2 4 political jurisdictions including the unincorporated county areas and 23‐member cities with real property having an assessed valuation more than $ 374 billion.
Communities Proudly Served:
Aliso Viejo Laguna Woods Santa Ana
Buena Park Lake Forest Seal Beach
Cypress Los Alamitos Stanton
Dana Point Laguna Niguel Tustin
Garden Grove Mission Viejo Villa Park
Irvine Rancho Santa Margarita Westminster
La Palma San Clemente Yorba Linda
Laguna Hills San Juan Capistrano Unincorporated Orange County
The OCFA operates out of the Regional Fire Operations & Training Center (RFOTC) as its fire department headquarters in the City of Irvine and 7 7 fire stations in 11 battalions, providing fire suppression, emergency medical, rescue, hazardous materials response, and fire prevention services. The department’s service area, which is non‐contiguous and includes all parts of the county, is organized into seven major geogr aphical divisions. The equipment used by the department has the versatility to respond to both urban and wildland emergency conditions. The OCFA’s inventory includes structural engines, brush engines, trucks/quints, paramedic squads, and other specialize d equipment, including hazardous materials units, urban search and rescue units, command units, water tenders, crew‐carrying vehicles, air utility units, foam tenders, fuel tender, dozers, and helicopters.
The OCFA has 30 automatic and mutual aid agreem ents with other fire departments for use and assignment of resources for daily operations and in the event of major emergencies. Under contract to the state, the OCFA protects approximately 175,000 acres of wildland in State and Federal Responsibility Are as located within the county. The OCFA also provides aircraft rescue firefighting services by contract to John Wayne Airport in Irvine.
Organizational Structure
Executive Management
A combination of safety and non‐safety managers provide leadership for the OCFA; an appointed Fire Chief, two Deputy Chiefs and six Assistant Chiefs. Service activities are organized into six
Orange County Fire Authority Page 23 of 56 October 2021 departments: Field Operations, EMS and Training, Business Services, Community Risk Reduction (Fire Prevention), Human Resources, and Logistics.
Emergency Operations Bureau
The Emergency Operations Bureau, under the command of a Deputy Chief, is responsible for the delivery of fire, hazardous materials, emergency medical, and rescue services and is most recognizable to the citizens protected by the Orange County Fire Authorit y.
PUBLIC
BOARD OF
DIRECTORS
Elected to Represent The Public
FIRE CHIEF
Brian Fennessy
EMERGENCY
OPERATIONS
DEPUTY CHIEF
Kenny Dossey
EMS & TRAINING
ASSISTANT CHIEF
FIELD OPERATIONS
ASSISTANT CHIEF
ADMINISTRATION &
SUPPORT
DEPUTY CHIEF
Lori Zeller
BUSINESS SERVICES
ASSISTANT CHIEF
COMMUNITY RISK
REDUCTION
ASSISTANT CHIEF
HUMAN RESOURCES
ASSISTANT CHIEF
LOGISTICS
ASSISTANT CHIEF
CORPORATE
COMMUNICATIONS
DIRECTOR
Legal Counsel
Orange County Fire Authority Page 24 of 56 October 2021
Field Operations Department
The department is composed of seven divisions, each under the command of a Field Division Chief.
The seven divisions are based on geographical areas and are divided into battalions under the command of Field Battalion Chiefs. Each battalion contains five to ten stations. Stations are staffed with Captains who are responsible for supervising the fire and emergency medical services for that station on a day‐to‐day basis. Similar to fire station personnel positions, Battalion Chief positions are staffed on a shift basis (A, B, and C shift) twenty‐four hours per day.
The varied nature of emergency response requirements in Orange County dictates that the OCFA’s regional emergency response system be an all risk/multi‐function system. OCFA firefighters provide a diverse range of services to Orange County residents, including:
• Structural Firefighting
• Wildland Firefighting
• Emergency Medical Response
• Public Education
• Urban Search and Rescue
• Hazardous Materials Response
• Aircraft Firefighting at JWA
• Air Operations
• Fire Prevention Inspections
• Technical Rescue
• Swift Water Rescue
Fire Suppression
The Operations Department is responsible for controlling and suppressing all hostile fires in the Authority’s jurisdiction. This service is enhanced by mutual and automatic aid agreements with surrounding jurisdictions.
EMERGENCY OPERATIONS
DEPUTY CHIEF
Kenny Dossey
FIELD
OPERATIONS
Assistant Chief
Phil Johnson
EMS & TRAINING
Assistant Chief
Randy Black
SPECIAL OPS
Division Chief
Vince Carpino
COMMAND &
EMERGENCY
PLANNING
Division Chief
TJ McGovern
Orange County Fire Authority Page 25 of 56 October 2021 Emergency Medical Response
Response to medical emergencies is historically the majority of the responses by Operations personnel. The OCFA provides EMS service with Basic Life Support (BLS) units, Advanced Life Support (ALS) Units from Paramedic Assessment Units and either ALS Paramedic Squads, Engines or Trucks. As with Fire Suppression this service is enhanced by mutual and automatic aid agreements with surrounding jurisdictions.
Fire Prevention Activities
Operations Department field personnel, located in stations throughout the county, also devote considerable time each day to fire prevention and education activities. To maximize resources, engine, truck, and paramedic companies perform most fire safety inspections of businesses and multi‐tenant occupancies. Personnel are tr ained in fire prevention and controlled‐activity permit procedures. In addition, field companies provide safety education and familiarization programs to schools, community groups, and interested citizens as part of the Authority’s efforts to prevent fires and the associated injuries and losses.
Hazardous Materials (HazMat) Emergency Response Team
The HazMat Team responds to hazardous materials spills and leaks, providing expertise in the safe handling, abatement, and documentation of the emergency.
Aircraft Rescue and Firefighting
The OCFA provides aircraft rescue and firefighting (ARFF) services through a contract with John Wayne Airport. The ARFF crews also provide aircraft refueling safety classes.
Community Volunteer Services
The Community Volunteer Services, managed from Battalion s 2 and 3, coordinates all volunteer programs within the OCFA. This includes the Reserve Firefighter Program, the Fire Cadet Program, and the Fire Chaplain Program. The Fire Cadet Program provides opportunities for youth between the ages of 14 and 21 to develop leadership, management, and accountability skills at an early age.
Emergency Medical Services and Training Department
Emergency Medical Services
The EMS and Training Department provides Emergency Medical Services, specialized training programs for Operations personnel, administers the Wellness and Fitness program (WEFIT), and the Cancer Awareness and Prevention Program (CAPP). There are seven dedicated Nurse Educators (RN’s) for field training, review and certification in addition to the Param edic Coordinator (RN), and Firefighter/Paramedic field support liaison who report to the EMS Battalion
Orange County Fire Authority Page 26 of 56 October 2021 Chief. The OCFA employs a medical director for oversight of quality control of pre‐hospital care.
Physician Claus Hecht is actively involved with OCEMSA and participates in numerous local, state, and federal EMS and Urban Search and Rescue (US&R) task forces and decision‐making commissions. Our EMS Section is dedicated to quality control, training, a nd tracking the latest emergency medical trends and health care to best serve the citizens in our communities.
Training and Safety Division
This section delivers and facilitates all organization‐wide training activities for emergency response personnel. This includes research, development, and implementation of a variety of training courses to meet local needs as well as state and federal mandates, such as basic firefighter, driver/operator, handcrew, and officer academies for career and reserve firefig hters. This section also serves in a lead capacity on issues of employee and incident safety, with training officers also serving as safety officers on major incidents.
Training and Promotion Division
Training and Promotion Division coordinates the prepa ration of classes with Operations Training and Safety for operations personnel and coordinates all promotional examinations for Fire Apparatus Engineer, Fire Captain, and Battalion Chief with Human Resources. This section also assists the Human Resources with firefighter recruitments.
Wellness and Fitness
The WEFIT Program is responsible for administering the WEFIT exam process, fitness facilities, and maintaining the Peer Fitness Trainer program for the career firefighter work force. This program, which is a joint Labor‐Management initiative, emphasizes the prevention of injuries to the employee, and historically, the WEFIT program has decreased the costs associated with lost workdays, Workers’ Compensation, and reduced the potential for re ‐injury.
Special Operations Division 10
Air Operations Section
The Air Operations Section is responsible for coordination of the Authority’s helicopter program.
The Authority currently maintains firefighting helicopters at Fullerton Airport, which are used for emergency responses throughout the year for wildland and wildland‐urban interface fires, swift water and still water rescues, medical rescue support, and disaster mitigation.
Urban Search and Rescue
The Orange County Fire Authority is capable of providing Urban Search and Rescue (US&R) services, utilizing four US&R truck companies strategically placed within Orange County. Two of these truck companies are within close proximately to the City of Fullerton in Buena Park and Yorba
Orange County Fire Authority Page 27 of 56 October 2021 Linda. In addition, the OCFA and the Federal Emergency Management Agency (FEMA) jointly sponsor one of the twenty‐eight national Urban Search and Rescue Teams. California Task Force Five (CATF‐5) based in Orange County, has a n extensive array of equipment and provides advanced search and rescue services to communities in need. CATF‐5 is available to respond to local, state, and national emergencies within six hours of notification.
Crews and Equipment
The Crews and Equipment Section is comprised of handcrew firefighters and heavy fire equipment operators. When not deployed on wildland incidents, the Crews and Heavy Fire Equipment Section completes prevention activities such as fire road maintenance and fuels reduction work in OCFA service areas. The personnel and equipment are also utilized to perform overhaul activities on structural fires, sandbagging, and mu d and debris removal during winter rains.
Investigation Services Section
The origin and cause determination of our fires is the first step in determining our fire problem and ultimately fire prevention. The Orange County Fire Authority is constantly staffed with origin and cause investigators to gather data that drives our fire prevention and community education efforts.
The section also includes fire investigators that focus on criminal follow -up. These investigators work closely with city, state and federal law enforcement agencies to reduce intentionally set fires.
The section is assisted by an accelerant detection canine through an agreement with the Alcohol Tobacco and Firearms (ATF).
Command and Emergency Planning Division 11
Emergency Communications Center (ECC)
The Emergency Communications Center is responsible for receipt and dispatch of emergency calls.
The dispatcher answering the initial call determines the type of call, jurisdiction, and closest unit, and dispatches uni ts via computer‐aided‐dispatch (CAD). In the event of a medical emergency, a dispatcher remains on the phone and utilizes the OCFA’s Emergency Medical Dispatch (EMD) procedures to render life‐saving instructions while apparatus are responding.
Strategic Services
Strategic Services personnel, in conjunction with city/county and Local Agency Formation Commission (LAFCO) planning staff, reviews and responds to major development proposals for public safety and fire protection impacts. Other responsibilitie s include analyzing and monitoring impacts of development projects, annexations, and incorporations of fire resources, and initiating agreements with developers for acquisition, design, construction, and dedication of fire facilities and equipment. This s ection also coordinates all California Environmental Quality Act (CEQA) related reviews and processes of the agencies. Also included are all activities associated with
Orange County Fire Authority Page 28 of 56 October 2021 analysis of demographic shifts on service delivery, Authority performance standards, man agement of the OCFA Strategic Plan, and proposal coordination for new partner cities.
Administration and Support Bureau
The Administration and Support Bureau, under the command of a Deputy Chief, is responsible for much of the behind the scenes work that makes it possible to run the Orange County Fire Authority.
The Regional Fire Operations and Training Center (RFOTC) in I rvine operates as our headquarters and is the location where the majority of these services take place. There are remote locations around Orange County that serve as field offices.
Business Services Department
The Business Services Department, under the direction of an Assistant Chief, manages all financial, purchasing, legislative, and Board of Director activities. The department coordinates and prepares all budget, payroll, accounting, and administrative support to the Authority; monitors cash balances, makes investments, coordinates issuance and administration of long and short‐ter m debt; purchasing; and provides oversight of the Clerk of the Authority. Legislative affairs and monitoring responsibilities are also conducted by this Department.
Clerk of the Authority
The Clerk of the Authority’s Office is responsible for attending and taking minutes of all public meetings of the Board of Directors and its committees, executing orders of the Board as directed, preparing legal notices for publication, distributing copies of Board orders, processing subpoenas, customer feedback, Fair P olitical Practice Commission (FPPC) filings, and performing records management functions for the Authority.
Finance
The Finance Division is responsible for providing financial accounting, reporting, planning, and developing procedures and policies to protect and safeguard the financial and material assets of the Administration and Support
DEPUTY CHIEF
Lori Zeller
Business Services
Assistant Chief
Robert Cortez
Community Risk
Reduction
Assistant Chief
Lori Smith
Human Resources
Assistant Chief
Stephanie
Holloman
Logistics
Assistant Chief
Jim Ruane
Orange County Fire Authority Page 29 of 56 October 2021 Authority. Responsibilities include accounts receivable, accounts payable, and payroll; general accounting of fixed assets, and general ledger; and support budget preparation and monitoring, and special financial studies.
Purchasing
The Purchasing Division processes all purchasing requisitions, develops requests for proposals, manages formal bid processes, and manages surplus property for the Authority. Based upon the OCFA’s strong purchasing practices and policies, the Section has received an award for Achievement of Excellence in Procurement in 2007, 2008, and 2011 through 2021.
Treasury and Financial Planning
The Treasury and Financial Planning Services Division is responsible for providing a variety of Treasury and Financial Planning services for the Authority. Treasury services include monitoring cash balances, making investments, issuing and administering long and short‐term debt, and oversight of the Deferred Compensation program . Financial Planning services include preparation of annual budgets, monitoring and reporting of budget variances, financial forecasting, and special financial studies.
Legislative Services Section
The Legislative Services Section monitors legislation and regulations and advocates the Authority’s position before federal, state, and local governing and regulatory agencies. The OCFA takes an active role in state and federal legislation and regularly interacts with statewide groups such as the League of Cities, California State Association of Counties and California Fire Chiefs Association. In addition, the Legislative Services Section assists on fire service grant requests and works with our Orange County Congressional Delegation to seek support and funding for fire agency specific projects. As a stakeholder in Orange County, the OCFA has a strong understanding of the political issues affecting not only the OCFA, but all our partner cities. Efforts at the local, state, and federal l evel are often on issues that affect our cities, as well as the fire service.
Community Risk Reduction Department (Fire Prevention)
The Community Risk Reduction Department, under the leadership of a n Assistant Chief, contributes to community safety and prosperity through the systematic mitigation of risk. Staff works with the development community and partner agency staff to help build safe communities; with community stakeholders and residents to maintain and e nhance safety at the neighborhood level; and with several other agencies and stakeholders to evaluate losses and improve mitigation through engineering, education, and enforcement.
Orange County Fire Authority Page 30 of 56 October 2021 Planning and Development
The Planning and Development Section works with the development community and jurisdiction planning and building staff to ensure new tracts and projects meet state and local fire and life safety requirements. Staff reviews design and construction plans, working closely with architects, engineers, and c onsultants following the planning process to ensure that the California and International Fire Code requirements are met prior to issuance of grading and/or building permits.
They also conduct inspections of all construction projects.
Prevention Field Services
The Prevention Field Services Section assists stakeholders such as businesses, partner agency staff, first responders, environmental regulatory agencies, and the general public in maintaining and enhancing safe communities. Each division office provides a high level of life safety by: (1) ensuring that minimum state and local codes are met, (2) responding in a timely manner to citizen complaints regarding fire hazards, (3) working closely with local civic groups to ensure code compliance with the special events they sponsor, and (4) providing training and assistance with fire prevention issues to Operations Department personnel.
Wildfire Pre‐Fire Management
The OCFA’s Wild fire Pre‐Fire Management Section (PFM) provides for wildfire prevention in Orange County’s State Responsibility Areas (SRA) as well as the wildland urban interface (WUI) areas of incorporated cities and unincorporated areas of the County. PFM is funded thorou gh both the State (CAL FIRE) and local funding and is overseen by a Deputy Fire Marshal . The overall goal of the PFM team is to ensure operational success through the efforts of two programs, including Wildland Resource Planning and Community Wildfire Mitigation.
• Wildland Resource Planning – The OCFA’s Wildland Resource Planner is responsible for overseeing the OCFA’s remote automated weather stations (RAWS), live fuel moisture monitoring, fuel reduction projects, fire roads and fuel break maintenance, and is the on‐scene CAL FIRE agent at SRA‐related incidents for Orange County. Additionally, this position works collaboratively with other key stakeholders ( i.e., landowners/managers, government agencies, utilities, etc.) on prevention, suppression and restoration related issues and projects. The OCFA’s Fire Behavior Decision Support Team also works with the Wildland Resource Planner.
• Community Wildfire Mitigation (CWM) - Under the leadership of an Assistant Fire Marshal, this section has three Fire Prevention Specialists, who are responsible for fuel modification plan reviews and compliance, annual defensible space inspections, post‐event damage inspections, mapping and re porting, vegetation‐related complaint follow‐up, and wildfire community outreach. Additionally, this section regularly collaborates with other city, county, state, and
Orange County Fire Authority Page 31 of 56 October 2021 federal agencies, as well as with Homeowner’s Associations, property owners and local Fire Safe Councils.
Human Resources Department
Human Resources is managed by the Assistant Chief of Human Resources, and administers benefits, employee/labor relations, recruitment and selection, and the risk ma nagement program.
Risk Management
The Risk Management Section administers the general liability and workers ’ compensation insurance programs , the safety and occupational health programs and the Behavioral Health program. The section secures insurance coverage for the Authority’s insurance needs, responds to general liability losses and claims, designs and implements safety compliance programs, conducts health/safety and ergonomic assessments and is responsible for maintaining Cal /OSHA and NFPA health and Safety records.
Benefits
This section is responsible for the administration of a variety of benefit programs including CalPERS Medical Plans (for non‐Firefighter Unit employees), Employee Assistance Program, Retiree Medical Program, and Dep endent Care Assistance Program. The Benefits Section is also responsible for the administration of the dental, vision and life insurance programs for non‐ Firefighter Unit employees and serves as a liaison to the Orange County Employees Retirement system (OCERS). The Benefits Section is responsible for transmitting the Authority’s contribution to the Orange County Professional Firefighters Association Medical Benefit Trust Fund, which is administered by the Association. This section also includes Classification and Compensation which maintains OCFA classification specifications, administers class studies and updates the Authority’s salary tables.
Recruitment and Selection
In compliance with State and Federal laws and statutes, Recruitment and Selection is responsible for recruiting and selecting the most qualified candidates, promoting qualified employees, and upholding the OCFA’s merit system selection rules and appeals procedure.
Employee Relations
Employee Relations consists of employee and labor relations and is responsible for handling investigations, grievances, and complaints, interpretation of MOU provisions, personnel evaluations and supporting employee performance manag ement.
Orange County Fire Authority Page 32 of 56 October 2021 Logistics Department
The Logistics Department is managed by an Assistant Chief and provides support to all departments of the Authority. The Department responsibilities include the coordinating all facility maintenance, repairs, and construction; automotive and fleet maintenan ce, repairs, and acquisition; development, operation, maintenance, and security of the Authority’s computers, networks, information systems, and communication systems.
Fleet Services
The Automotive Section manages a fleet of more than 650 vehicles and fire apparatus; performs preventive maintenance, major and minor repairs, and renovations on the Authority’s apparatus and vehicles; tests and certifies specialty equipment; designs and d evelops specifications; and oversees acquisition and manufacturing quality assurance of all vehicles and apparatus.
Information Technology
The Information Technology (IT) Section is responsible for the development, operation, maintenance, and security of the Authority’s computers, networks, information systems, and communication systems. Responsibilities include strategic planning and forecas ting of technology needs; development and monitoring of technology standards and guidelines; systems analysis, design, and implementation; software and hardware evaluation; selection and deployment of all IT related purchases, upgrades, and replacements; a nd maintenance of a centralized enterprise Geographic Information System (GIS).
The OCFA’s IT Section has been designated the lead agency by the Orange County Fire Chiefs Association to oversee and implement several grant‐funded initiatives to improve F ire Service through Technology and Interoperability. Countywide technology projects lead by the OCFA have included CAD‐to‐CAD Interoperability, Wireless Mobile Data Network, Countywide GIS Repository & Mapping Standards, NG911 GIS coordination, and an Aut omatic Vehicle Location program.
Property Management
The Property Management Section manages the needs assessment, design, engineering, and construction of new facilities; structural and cosmetic remodeling of existing facilities; and other extensive upgrades through a comprehensive Capital Improvement Program.
This section coordinates all requests for repairs to facilities and oversees scheduled maintenance for over half million square feet of facilities space owned or operated by the OCFA. These activities are accomplished primarily through contracted vendors and technicians. Service areas include fuel and power sources, heating and ventilation systems, air quality such as diesel exhaust systems,
Orange County Fire Authority Page 33 of 56 October 2021 landscape and irrigation, utilities, and sys tems required to ensure that facilities are ready, safe, and habitable. In addition, this section also services building systems, including repair and replacement of furnishings, fixtures, and household equipment.
The Property Management Section oversee s the acquisition of land and facilities for use by the OCFA through a variety of service agreements. The section also provides space planning and needs assessment studies for all space requests. Staff also coordinates relocations of safety and non‐safety personnel.
Service Center
The Service Center provides shipping, receiving, and warehousing services for the Authority; performs mail processing and delivery services; certifies and maintains apparatus; provides repair and fabrication services on equipment, woodworking, safety garments, and tools; man ages the acquisition and distribution of bulk supplies and equipment; and provides logistical support for major emergencies.
Corporate Communications
Overseen by the Director of Communications, this section is comprised of a P ublic Relations Manager, three 24-hour Public Information Officers (PIO), a Community Relations and Education Supervisor, five Community Education Specialists , and a Multimedia Supervisor and Specialist.
Public Information and Media Relations
The PIO section is staffed by three Captains on a 24 -hour shift schedule. The office ensures that the public is kept informed of daily OCFA activities, and during major emergency incidents. The PIO acts as the spokesperson for the OCFA during daily requests from reporters as well as during major incidents. The PIO ensures that accurate and timely information is released to the public and media. The PIO also assists with news releases, board advisories, and community outreach.
Education and Community Outreach
The Community Relations/Education team is responsible for large -scale educational campaigns and community outreach events. This group also creates messaging material and delivery systems to promote awareness of public safety issues. The most significant campaigns that educators are involved with include drowning prevention, wildfire awareness, fire safety, disaster preparedness and neighborhood smoke alarm installations.
Multi-Media Services
This section is responsible for all the OCFA's audio, video and photographic needs. Staff produces monthly informational videos and Podcasts, training videos, newsletters, covers the firefighter academies, manages all audio and video for monthly executive committee and board of directors’
Orange County Fire Authority Page 34 of 56 October 2021 meetings, and designs a wide variety of OCFA informational material.
Resource and Strategic Decisions
Resource Decisions
Fire department resources are controlled by a fire agency for City coverage and emergency situations through three methods: direct contro l, automatic aid, and mutual aid. The OCFA would utilize direct control of regional resources on a day‐to‐day basis to ensure that emergency units will be available in the City of Fullerton. Some jurisdictions may feel that mutual aid and automatic aid are substitutes for a regional approach, this is a common misconception.
Mutual aid and automatic aid agreements cannot substitute for direct control of the request for resources. Mutual aid and automatic aid, although beneficial for major emergencies, relies on another agency’s resources. I f those resources are not available, response may be delayed or not forthcoming. The OCFA’s regional approach will ensure that the Fire Authority’s great depth of resources will be available when Fullerton needs them.
The OCFA provides a depth of resou rces which allows for an aggressive move‐up and cover program. This allows for rapid coverage of Fullerton if resources are committed to incidents in the city. Automatic Vehicle Location (AVL) enables the OCFA to utilize the closest resources, including automatic aid for rapid response to emergencies. These new technological improvements will supplement our existing multi‐agency 800Mhz radio system and inter‐agency dispatch link.
Local Control and the OCFA Liaison
While the City will have a representative on the Board of Directors, the OCFA recognizes that an ongoing liaison between the City and its fire department is essential. The OCFA assigns a Division Chief and a Battalion Chief to maintain day‐to‐day working relationships with the City Manager, and through him/her, the City Council. If the City of Fullerton is to transition to the Authority, OCFA Battalion 12 will be created, and the battalion headquarters will be at the current Fullerton Station 1. T he battalion will be part of OCFA Division 7, and the Division headquarters will be provided from its current location in Buena Park.
The Division Chief is responsible for representation at meetings called by the City Manager, City Council meetings, and other city staff meetings where fire department input is needed. The Division Chief or Battalion Chief represents the fire department at community events, meetings, or other functions upon request of the City Manager or designated city staff. The Director of
Orange County Fire Authority Page 35 of 56 October 2021 Corporate Communications ensures the OCFA Board Director and appropriate city staff are immediately notified of all significant incidents within the city. Notifications are customized for each city to ensure the needs of our partners are met. Local cont rol is maintained as the OCFA, through Corporate Communications , will work collaboratively with city staff in developing strategic communications plans regarding issues and incidents affecting the OCFA and our partner cities. The Public Information Office r (PIO) will be on‐scene of significant incidents to handle media relations to ensure strategic communication plans are implemented and timely and accurate information is disseminated.
Understanding that the City and the Orange County Fire Authority would be responsible to the citizens for fire protection and emergency services, both parties will discuss changes to fees, staffing, and permanent placement of equipment and companies prior to implementation; however, the final decision‐making authority lies with the OCFA for staffing and equipment. As changes in the staffing and placement of equipment in adjacent communities serviced by the OCFA could affect service to the City, the OCFA will advise the City prior to implementation if such chan ges should occur.
Both parties will also discuss changes in fire codes and ordinances relating to the Authority’s prevention operations; final fire code adoption decision‐making authority is with the City of Fullerton.
Orange County Fire Authority Page 36 of 56 October 2021 City of Fullerton Access to OCFA Resources
Apparatus
In order for the Orange County Fire Authority to provide fire and emergency medical service protection to the City of Fullerton, the following apparatus will transition to the OCFA:
• (5) Type I Engines (349A, 350A, 355C, 357C, 363B )
• (4) Reserve Type 1 Engines (351C, 352C, 353C, 354C)
• (2) Battalion Chief Vehicles (143C, 120D)
• (2) Battalion Utilities (144A, 271C)
• (3) Truck Companies (360A, on order for Station 6, to be ordered for Station 3 ) • (5) Fire Prevention Vehicles (132D, 133A, 139C, 145C, 205A) • (4) Command Vehicles (119D, 134B, 276B , 140C)
The City will lease to the OCFA, at no cost, all current fire department vehicles, and apparatus necessary to maintain service within the City of Fullerton, as outlined above. The apparatus will be Fullerton City
Council
Fullerton City
Manager
OCFA’S Board of
Directors
OCFA’S Fire Chief
Fullerton City
Staff Division Chief
Battalion Chief
OCFA Resources
Orange County Fire Authority Page 37 of 56 October 2021 incorporated into the Authority’s vehicle rotation and replacement plans and preventative maintenance program. Currently, an engine is expected to obtain approximately 120,000 miles during a life span of approximately fifteen (15) years.
Throughout the e ngine or truck’s service life, it will be rotated between busy and slow stations to allow the maximum life expectancy to be reached. The replacement cost of each vehicle is based on the anticipated price in the year of purchase divided by the years of exp ected service.
Each of OCFA’s fleet of more than 650 vehicles is scheduled for preventative maintenance, based on mileage and use to ensure safety and response capability. The Automotive Section tracks each vehicle’s mileage, use, performance, and repairs. If a trend develops, due to increased vehicle failure or need for repair, maintenance schedules are adjusted as necessa ry to correct any problems or potential problems. If any apparatus develops ongoing issues, the vehicle’s use and life span are re‐evaluated and adjusted accordingly.
The routine fleet maintenance of Fire Authority vehicles is normally performed at our RFOTC facility in Irvine, and relief equipment is placed in service while the unit is out for maintenance.
All Fullerton units have been reviewed and evaluated by our Fleet Services Section.
Equipment currently assigned to the Fullerton Fire Department and not requested by the OCFA will return to the City.
Facilities
The OCFA Property Management completed a cursory review of the s ix Fullerton Fire Stations to evaluate the overall condition. The inspection revealed all stations to be in serviceable condition, with no major deficiencies apparent. Supporting documents were provided by the City. The inspection included the following areas:
• Electrical
• Plumbing
• HVAC
• Emergency Generators
• Roof
• Apparatus Bay Doors
• Diesel Exhaust Collection
• Fuel Storage Tanks
Orange County Fire Authority Page 38 of 56 October 2021 • Dorm, Bath, and Storage Configuration
The OCFA will require the City of Fullerton to provide inspection certification of asbestos mitigation or a management plan for each facility prior to transition and its cost. All current permits and certifications for generators, elevators, fuel station, underground tanks, and any other machinery requiring permits or certification will be required to be provided to the OCFA for transfer of the facilities responsibility. The City will ensure all permits/certifications are current at time of transition. The OCFA will continue compliance and permit renewals.
OCFA Leasing of Facilities
The City of Fullerton will lease the 6 fire stations and the training tower to the Orange County Fire Authority for the nominal fee of $1.00 per year for each station. The OCFA will use the premises for public safety purposes. The City shall be responsible for insurance prot ection of improvements against fire and other risks. The OCFA will provide normal, daily operations, and maintenance for the leased facilities consistent with established OCFA standards. The OCFA will be responsible for all utilities, including gas, elect ricity, water, and trash removal except those facilities shared by other entities.
Normal daily operations and maintenance services include janitorial supplies, cleaning, maintenance of interior and exterior surfaces, service and repair of plumbing and electrical systems, trash pickup and other minor repairs. Repairs of major item s, such as air conditioning, apparatus doors, heating systems, and exterior coverings are covered by participation in the station maintenance plan. Alterations and improvements in excess of $15,000 will be the responsibility of the City of Fullerton and would be submitted to the City by the Division Chief for consideration , as described below. It is assumed that all stations will be in opera tional order at time of transition .
The City shall be responsible for all maintenance, repair, and alterations considered a capital improvement (Capital improvements are any single project that exceeds a cost of $15,000.) Capital projects may include seismic repair, major remodel, renovation/relocation of stations and new fire station construction including structural upgrade required by law.
Hazard Issues
The City will maintain all responsibility for current fuel storage tanks, associated above and underground piping, and any other previously existing hazards including asbestos, asbestos containing materials and mitigation. Associated costs will be the responsibility of the City of Fullerton and will be addressed expeditiously at the earliest convenience of both the City of Fullerton and the OCFA.
Orange County Fire Authority Page 39 of 56 October 2021 Personnel
If the City of Fullerton decides to contract with the Orange County Fire Authority for emergency services, the OCFA is committed to making the transition of the Fullerton Fire Department’s operations and personnel to the OCFA as smooth as possible. The positions filled are those created by the contract between the City of Fullerton and the OCFA; therefore, the considerations rendered regarding personnel are based on any new positions added to the OCFA by this contract.
The OCFA will hire all sworn safety personnel that are curr ent Fullerton Fire Department employees based on their rank held on April 26, 2021, subject to the conditions noted in this section and the following:
All current sworn employees will be offered positions with the Orange County Fire Authority. The Fullerton Fire Department non‐sworn employees may be offered positions based on funded positions vacant within the Orange County Fire Authority.
Sworn positions by rank needed for contract:
• 3 Battalion Chiefs
• 18 Fire Captains
• 18 Fire Apparatus Engineers
• 36 Firefighter/Firefighter‐Paramedics
The policy of the OCFA is that only the number of positions of rank (Battalion Chief, Captain, Engineer) created by the addition of a new contract are available to the new transitioning personnel.
Historically, if th e transitioning city has more positions of rank than created by the new contract, those individuals in excess may be demoted in rank. The City will determine which individuals will fill the positions of rank, prior to the transition.
Compensation
The OCFA Human Resources Section will prepare calculations to match the Fullerton employees’ salary with the closest comparable base pay on OCFA’s salary schedule for the rank in which the employee will transition. If the employee’s base salary falls betw een two steps, the employee will receive the higher step. Non‐safety compensation is based on the position they are offered. The safety employees will receive retirement and medical benefits a s outlined in the current OCFA Firefighter MOU 2.
2 Non-safety employee(s) will follow the OCEA General/Supervisory Unit MOU for new hires, service a probationary period.
Orange County Fire Authority Page 40 of 56 October 2021 Seniority
Within the limits of the number of safety (sworn suppression) employees required by the service option, continuous employment as a full‐time firefighter with Fullerton shall be considered the same as continuous employment with the OCFA for transitioning safety employees only for the purposes of:
• Layoff seniority
• Bid assignment seniority preference
• Promotional opportunities
• Accrual of vacation and sick leave
Transitioning employee seniority list will be provided by the City of Fullerton to the OCFA at time of transition.
Probation
Current regular sworn safety Fullerton Fire Department employees hired by the OCFA will be considered to have passed their probation period with the Fire Authority, except for the following:
• Any employee who has not completed probation with the City of Fullerton; • Any employee who has been su spended within the last year; • Any employee who has disciplinary action pending or is under investigation for possible disciplinary action at the time of transition, and disciplinary action has been sustained.
If an employee meets any of the above excep tions, the employee may serve a new probation period of twelve months. Civilian non‐sworn employees serve a probationary period as per the Orange County Employee’s Association Memorandum of Understanding for general and supervisory management.
Medical/Physicals/Fingerprint/DMV
All Fullerton Fire Department employees offered employment with the OCFA would be required to pass a pre‐employment medical/physical examination, Livescan, and California Department of Motor Vehicles (DMV) check. If a Fullerton Fire Department employee fails to meet t he medical requirements or the OCFA determines their fingerprint records or DMV record eliminates them from consideration (after completion of an individualized assessment) , the City of Fullerton will be responsible for the employee. The City may provide the DMV check or may require the employees to provide the DMV check to the OCFA.
Sick Bank
The OCFA does not provide any advanced sick leave balance for the transitioning employees. All
Orange County Fire Authority Page 41 of 56 October 2021 sick leave accrued by transitioning employees during their employment with the City of Fullerton shall be the responsibility of the City of Fullerton. The OCFA suggests a sick leave bank for the City of Fullerton employees of five shifts (120 hours). If the City wishes to transfer a sick leave bank for the transitioning City of Fullerton employees, the OCFA will coordinate with the City on details associated with use of the banks.
Vacation Accrual
The OCFA does not provide any advanced vacation leave balance for the transitioning employees.
All vacation accrued by transitioning employees during their employment with the City of Fullerton shall be the responsibility of the City of Fullerton. If the City wishes to transfer a vacation leave bank for the use of transitioning City of Fullerton employees, the OCFA will coordinate with the City on the details associated with the use of the banks.
Transition
As stated earlier in this document the purpose of the transition tasks is to complete transition in a methodical, time efficient approach that is seamless without interruption or incident.
Prior to providing emergency services to the City of Fullerton the OCFA has several tasks that are required for an initial transition. Regardless of the size of the contracting city the tasks are essentially the same; however, the time to complete the tasks are based on the complexity of the department and the geographical size of the city. Some tasks are crucial prior to servicing the City’s fire service needs, while other non‐essential tasks can be completed weeks or months after the initial transition. Tasks necessary for a transition are separated into three cate gories:
Priority Tasks
Essential Tasks
Non‐Essential Tasks
Priority Tasks
There are three priority tasks paramount to beginning service to a contract city and although there may be the ability to condense the timeframes for some of these tasks each must be completed. It should be recognized that there may be alternatives to a priority task that could accelerate the initial transition. The first priority task is to complete and sign a contract for emergency services. Until this is completed, the OCFA cannot begin the other two.
Orange County Fire Authority Page 42 of 56 October 2021 Employee Transition
The second priority task is associated with the transfer of personnel. After a contract is signed the OCFA Human Resources will begin the necessary transition processing for Fullerton Fire personnel. The process will begin with presenting job offers to th e current Fullerton employees; once accepted by the employees they will begin medical evaluations. The OCFA’s Human Resource Department routinely processes new employees through the University of California, Irvine Medical Center (UCI) and completes betwe en ten (10) to eleven (11) medical exams a day .
Once the employee completes their medical evaluation it may take a week or two for the OCFA to be provided the results. As this priority task is the most time consuming of the tasks the OCFA’s HR Department has been working with UCI to increase the rate of medical evaluations to reduce these timeframes.
Dispatch Transition
Another priority task for transition is the ability for the Orange County Fire Authority to dispatch Fullerton resources. Unlike many tasks necessary for a complete transition an error or mistake in dispatching could result in extended response times, which could have grave consequences.
Therefore, the tasks associated with transition of information between Metro Net and the OCFA Dispatch center require deliberate and accurate transfer of information.
Essential Tasks
There are several essential tasks that are necessary prior to the OCFA providing emergency services within the City of Fullerton. Although an essential task is important it can be accomplished with minimal effort and normally within a couple of days. Failure to complete an essential task may not affect the OCFA’s ability to provide service but could place an unnecessary liability on either the City of Fullerton or the OCFA; therefore, essential tasks should be completed prior to providing service.
An example of an essential task is the DMV transfer of the emergency vehicles. Without a transfer of ownership, the OCFA’s insurance is unable to cover the vehicles exposing the City of Fullerton to an unnecessary liability.
Non‐Essential Tasks
Non‐essential tasks are those tasks that can be completed after the OCFA begins providing emergency services. Some non‐essential tasks will need to be completed within the first (30) thirty days, while others may not be complete until several months later . Where it might be important to some that all Fullerton personnel be dressed in OCFA uniforms the first day of the contract, having all personnel in OCFA uniforms is not essential to providing a quality service to the City of Fullerton.
Orange County Fire Authority Page 43 of 56 October 2021 Start‐Up Costs
The table is a list of one‐time only basic expenses necessary for implementation of services (start‐ up costs) and will be the responsibility of the City of Fullerton. The OCFA is willing to discuss amortizing the start‐up costs over multiple years rather than incurring a large cash outlay in a single budget year.
Based on 75 Sworn Personnel
Comm/IT
$404,650
Station Alarms
Station Phones (Office & Fax)
Tablets for engines/Trucks
Radios (Stations & Mobile)
Pagers
OCFA Computer Programs
Station Network
Station Computers
Printers/Copiers
Radio Pacset
Mobile Data Computers
Vehicle Tech Upgrades
Facilities
$152,700
Station Locks Security Gates
Personnel Costs
$167,880
Physicals
Insurance (Risk Management)
Livescan
Onboarding
Service Center
$394,080
Helmet Shields
Station Equipment
Brush Helmets
Wildland Personal Protective
Equipment
Fire Shelters
Wildland T-Shirts
Goggles
Rain Gear
Apparatus Complement
Uniforms
Dress Uniforms
Apparatus Decaling
Fleet Services
$114,520
Apparatus Repairs
EMS
$357,848
EMS Equipment Standardize Equipment
Total Start-up Costs: $1,591,678
Communication Services/Information Technology
Computer charges are for adapting the stations to the OCFA’s Computer Aided Dispatch (CAD), software and hardware to allow access to the OCFA Fire Incident Reporting system, and modifications to the main OCFA computer room to support the additional systems. The charges for computers can be placed in two categories, computer room equipment and sta tion equipment. The computer room equipment is located at the Orange County Fire Authority’s Emergency Communication Center and is necessary for dispatching emergency response units within the City
Orange County Fire Authority Page 44 of 56 October 2021 of Fullerton.
Adaptability to the network, standardizatio n of radio and telephone systems are also included in the start‐up costs. The cost range provided is as a result of possible compatibility and integration issues.
The OCFA shall attempt to use existing equipment and integrate where practical.
Facilities
The cost to correct current station issues and standardize each of the stations is divided into t wo main categories:
• Start‐up Costs ‐ $152,700
• Yearly Maintenance ‐ $90,000 (repair current issues)
Start‐up Costs
The facility “Start‐up Costs” are required to standardize each of the stations to OCFA standards. The standardization reduces maintenance costs and provides consistency among all the fire stations. Some of the start‐up costs include items such as signage , window coverings, and dorm privacy dividers.
Yearly Maintenance
The OCFA will utilize the yearly facility maintenance charge of $ 90,000, which is part of the contract costs, to cover any repairs that may arise.
If the yearly maintenance costs exceed the $90,000 yearly maintenance fund, the repairs may be completed the following year when additional funds become available.
Personnel
Personnel costs reflect charges incurred during the hiring process for physicals , livescans and onboarding.
Service Center
There will be costs incurred in an effort to standardize equipment and materials.
Safety Equipment
Charges include the cost of basic safety equipment and protective clothing for wildland and structural emergency incidents. Fullerton’s safety equipment standards are similar to those of the OCFA, and the majority of the equipment meets and/or exceeds OCFA requirements; therefore, the only items that will require purchase are items that are not currently issued by the Fullerton Fire
Orange County Fire Authority Page 45 of 56 October 2021 Department or identification changes to safety equipment. Standardization for self -contained breathing apparatus bottles is necessary with the conversion to 30 -minute bottles.
Apparatus Complement
Standardization of equipment is essential for large departments as every employee must know the type of equipment that is on every apparatus and its location; therefore, some equipment will need to be purchased.
Fleet Services
As the current vehicles owned and operated by the Fullerton Fire Department are mechanically sound the start‐up costs are minimal and will be expended for minor repairs of the engines.
Adoption of Codes and Ordinances
Upon the City of Fullerton entering into a contract with the Orange County Fire Authority, the City would agree to:
• Consider adoption of OCFA amendments to the 201 9 California Fire and Building Codes.
• Designate the Orange County Fire Authority’s Fire Chief as the City of Fullerton’s Fire Chief.
Documents for City Council Approval
• Joint Powers Authority Agreement
• Fire Services Agreement
Orange County Fire Authority Page 46 of 56 October 2021 2021 OCFA Board of Directors (Attachment A)
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Orange County Fire Authority Page 51 of 56 October 2021 OCFA Service Area Map (Attachment B)
Orange County Fire Authority Page 52 of 56 October 2021 2017/18 CRR Adopted Fee Schedule (Attachment C)
Orange County Fire Authority
2017-18 Community Risk Reduction Fee Study
Adopted Fee Schedule - Effective Date September 29, 2017 Prevention Field Services
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