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WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN 2015-2020
2005 – 2006
WEST CHICAGO FIRE PROTECTION DISTRICT
FEBRUARY 1, 2016
TABLE OF CONTENTS
TABLE OF CONTENTS ….…………………………………………………...……………… 2
MESSAGE FROM THE FIRE CHIEF ….……………………………………………………… 3
MISSION STATEMENT ……………………………………………………………………… 4
VISION STATEMENT ……………………………………………………………………….. 5
DISTRICT SLOGAN ………………………………………………….……………………… 6
CORE VALUES ……………………………………………………………………………… 7
GOALS AND OBJECTIVES ………………………………………………………….……….. 8
ADMINISTRATION GOALS ………………………………………………………………….. 9
ADMINISTRATIVE SUPPORT GOALS ……………………………………………………….. 12
EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS ………………….……….. 14
FIRE PREVENTION AND EDUCATION GOALS …..………………………………………….. 17
FIRE SUPPRESSION AND TRAINING GOALS ………………………………………………... 20
FACILITIES GOALS ………………………………………....................................………… 22
EQUIPMENT MAINTENANCE AND REPLACEMENT GOALS ………………………………… 23
ACTION PLANS …………………………….…………………………………………..…… 25-38
3
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN 2015-2020
2005 – 2006
Message from the Chief
I am pleased to present the Strategic Plan on behalf of the West Chicago Fire District for years 2015 through
2020. As we move forward in the next few years, the District will strive to improve a number of services
which are provided to the customers we serve. The purpose of the strategic plan is to set the overall goals for
the Fire District and to develop a plan to achieve those goals. This plan was developed with the input of all
employees within the organization as well as input from external stakeholders.
This plan is a little unique because it is actually being published in January 2016 but it contains items from
the year 2015. Since my career began with the District in December 2014, my first 12 months have been spent
getting to know the personnel and the procedures that were already in place prior to my arrival. To develop a
strategic plan before now would have been premature. However, the many accomplishments in 2015 need to
be recognized and that is the reason they are included in this plan.
I look forward to leading this District into the future while meeting and exceeding the expectations of the
customers we serve. I thank the members of the District for their tireless dedication to providing high-quality
service, creating efficiencies and commitment to a high level of customer service. I also thank the District
Board of Trustees for their support and continuous dialog. Finally, thanks to the residents of the district, whose
support and input continues to be extremely positive and unwavering.
I hope that this Strategic Plan proves to be both informative and interesting. If there are any questions,
suggestions, or comments please do not hesitate to contact me.
Patrick Tanner
Fire Chief
(630)231-2123
4
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN 2015-2020
2005 – 2006
WEST CHICAGO FIRE PROTECTION DISTRICT
MISSION STATEMENT
THE WEST CHICAGO FIRE DISTRICT IS DEDICATED TO
PROVIDING COMPASSIONATE AND SKILLFUL SERVICE TO ALL.
5
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN 2015-2020
2005 – 2006
WEST CHICAGO FIRE PROTECTION DISTRICT
VISION STATEMENT
The West Chicago Fire District Will Focus On
Organizational Trust, Personal Integrity and the
Responsibility to Maintain Professionalism and Pride.
6
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN 2015-2020
2005 – 2006
WEST CHICAGO FIRE PROTECTION DISTRICT
SLOGAN
“OUR FAMILY PROTECTING YOURS”
7
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN 2015-2020
2005 – 2006
WEST CHICAGO FIRE PROTECTION DISTRICT
CORE VALUES OF THE DISTRICT
DEDICATION
A commitment by each member of the District to assist those in need through a constant state of
readiness and the ability to serve when duty calls.
COMPASSION
We will go out of our way to alleviate the physical and emotional pain of others. We respect one
another through caring, treating people with dignity and a belief that every individual’s action
and/or word is a reflection on all the members of the District.
INTEGRITY
We will hold ourselves to the highest level of honesty, fairness, moral and ethical standards to
maintain the trust of the customers we serve.
PROFESSIONALISM
We are professionals in our service delivery through advanced knowledge and skills, appearance
and behavior, personal health and well-being coupled with a courteous attitude.
PRIDE
We will provide the best possible service through our individual and team actions to represent
not only ourselves, but the District, the fire service and the customers we serve.
WEST CHICAGO FIRE PROTECTION DISTRICT GOALS AND OBJECTIVES 8
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN 2015-2020
2005 – 2006
GOALS AND OBJECTIVES
The West Chicago Fire District Strategic Plan identifies the key goals and objectives that determine the short- and long-
term directions of the District. One of the key concepts behind the development and publishing of a Strategic Plan is to
ensure a clear understanding of the District’s goals. The Strategic Plan is divided into sections that coincide with the
organizations major divisions: Administration, Administrative Support, EMS, Fire Prevention and Public Education,
Suppression and Training, Facilities and Equipment Maintenance and Replacement.
It is through the use of the Strategic Plan that the West Chicago Fire District can document its path into the future. In
order to safely and effectively respond to fires, emergency medical calls, technical rescue alarms and any other requests
for service, the District needs a solid plan. The Strategic Plan, in concert with the District budget, is the document that
establishes the goals, objectives and priorities that the District has identified to meet the challenges faced each and every
day.
WEST CHICAGO FIRE PROTECTION DISTRICT 9 Administration
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATION 2015-2020
ADMINISTRATION
GOAL STATEMENT
The goal of the Administration Division of the West Chicago Fire District is to provide the most efficient and
economical services possible. The Administrative Division will research, develop and implement Policies and Standard
Operating Guidelines to achieve this goal.
ADM 16-1 FY 2016: Research personnel time off and overtime management software
The management of personnel time off and overtime distribution is defined in the West Chicago
Local 3970 collective bargaining agreement. Research will be conducted to find an automated
software package to ensure consistent management of this task.
Budget- Unknown at this time
Responsible Party – Chief, Implementation Team
ADM 16-2 FY 2016: Develop an Acting Battalion Chief Handbook
Create a manual for officers and acting officers which outlines specific objectives to be
accomplished on a day to day basis. Creation of this manual will ensure consistency of day to
day operations while an acting officer is in charge. Additionally, it will hold existing officers
accountable to the fundamental aspects of their job.
Budget- No impact
Responsible Party- Lt Keefe
ADM 16-3 FY 2016: Publish a 5 year strategic plan for the District
Without a roadmap an organization can only live in the status quo. This plan will ensure
direction and accountability for the future on the District.
Budget-No impact
Responsible Party- Chief and Assistant Chief with input from all members
ADM 16-4 FY 2016: Publish a 2015 Annual Report for the District
It is important for the District to publish an annual account of its accomplishments. This
document can be handed out in print format and posted in electronic format.
Budget- No impact, completed in-house
Responsible Party – Chief
ADM 16-5 FY 2016: Review and update all District Standard Operating Guidelines
All standard operating guidelines should be reviewed on a regular basis to ensure that they are
up to date and still relevant to the organization. The standard operating guidelines provide a
common ground for everyone operating on emergency responses.
Budget- No Impact
Responsible Party- Chief, Assistant Chief, FF Keller
WEST CHICAGO FIRE PROTECTION DISTRICT 10 Administration
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATION 2015-2020
ADM 16-6 FY 2016: Dispose of documents as allowed following Illinois records retention/disposal guidelines
It is important to retain documents to ensure a transparent organization to the public. The
District follows the guidelines of the Local Records Commission of the Illinois State Archives
for the proper disposal of documents.
Budget- No impact
Responsible Party- Chief
ADM 16-7 FY 2016: Review and update all policies, procedures and directives
Similar to standard operating guideline, all policies, procedures and directives must be
reviewed on a regular basis to ensure relevance and consistency. All these documents will be
evaluated and some may be eliminated or updated.
Budget- No impact
Responsible Party- Chief, Assistant Chief, FF Keller
ADM 16-8 FY 2016: Review and update all job descriptions
The job description for the various ranks are in need of updating. The updates should reflect
the current needs of the stakeholders and District.
Budget- No impact
Responsible Party- Assistant Chief
ADM 16-9 FY 2016: Update the procedures for Freedom of Information (FOIA) requests
Procedures for FOIA requests are in place. The review of these procedures are important to
ensure compliance with this important Act.
Budget- No impact
Responsible Party- Chief
ADM 16-10 FY 2016: Evaluate the current Paid on Call program
The paid on call program has been in place for several years. The program was shrunk down
because of budget constraints in recent years. This program will be re-evaluated and determined
if the program should stay as-is, increased or eliminated completely.
Budget- No impact to evaluate
Responsible Party- Chief, Assistant Chief
ADM 16-11 FY 2016: Develop a mission statement, vision statement and employee core values
As part of the strategic plan, these items give employees of the district a sense of where the
organization is, where it is going and the core values that drive how we operate and serve our
customers.
Budget- No impact
ADM 16-12 FY 2016: Research and implement a performance evaluation system
The current evaluation system needs to be updated. Employees must have their performance
evaluated at least annually so they know areas they are doing well and areas they need to
improve on. This evaluation must include an individual career map so employees know what
education is required if they choose to advance their career.
Budget-To be determined
Responsible Party- Chief, Assistant Chief, Implementation Team
WEST CHICAGO FIRE PROTECTION DISTRICT 11 Administration
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATION 2015-2020
ADM 16-13 FY 2016: Seek grant funds and other alternative funding sources
Alternative funding sources will be researched and requests will be submitted for major projects
such as personal protective gear, self-contained breathing apparatus and other large capital
items.
Budget-To be determined
Responsible Party- Chief, Assistant Chief
ADM 16-14 FY 2016: Research a shared vehicle agreement with Alliance members
Designing a vehicle sharing program with the other Alliance members could reduce the District
capital budget. This could be accomplished by reducing the size of the fleet which would also
reduce the cost of maintaining and repairing the fleet.
Budget-To be determined
Responsible Party- Chief, Assistant Chief
ADM 17-1 FY 2017: Evaluate the current 7G programs to ensure efficient operations
The District has 7G agreements with bargaining unit members in accordance with the
provisions of the Fair Labor Standards Act to do secondary work for the District. These
programs include training, inspector, safety, maintenance, special events and special teams.
These programs will be evaluated to ensure that they are providing efficient operations.
Budget-No impact to evaluate
Responsible Party- Chief, Assistant Chief
ADM 17-2 FY 2017: Negotiate a contract extension with West Chicago Local 3970
The current collective bargaining agreement expires on May 31, 2017. Negotiations will begin
early in 2017 to extend the current contract.
Budget-To be determined
Responsible Party- Chief, Assistant Chief, Local 3970 bargaining team
ADM 17-3 FY 2017: Determine the number of members for MABAS Division 12 special teams participation
The District has members that participate on various MABAS Division 12 special teams. These
teams include technical rescue, hazardous materials and dive rescue. The number of members
that should be on each team will be evaluated and adjustments made accordingly.
Budget- To be determined
Responsible Party –Chief
WEST CHICAGO FIRE PROTECTION DISTRICT ADMINISTRATIVE SUPPORT GOALS
12
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATIVE SUPPORT 2015-2020
ADMINISTRATIVE SUPPORT
GOAL STATEMENT
The goal of the Administrative Support Division of the West Chicago Fire District is to support the administrative
functions of the district. The Administrative Support Division includes Finances, Information Systems, Human
Resources, Board of Commissioners and Airport Firefighting at DuPage Airport.
ADMS 16-1 FY 2016: Investigate the increase of staffing at Station 8
The DuPage Airport Authority (DPA) owns station 8 and the equipment located inside. The
District and the DPA have an intergovernmental agreement in which one District member is
provided to staff Station 8 and operate Rescue 8. This member is on site 24/7/365. As the DPA
grows and new vehicles are purchased, the possibility of increasing staffing to two will be
investigated.
Budget- No impact to research this topic
Responsible Party – Chief
ADMS 16-2 FY 2016: Receive the Certificate for Excellence in Financial Reporting for fiscal 2016
The GFOA established the Certificate of Achievement for Excellence in Financial Reporting
Program (CAFR Program) in 1945 to encourage and assist state and local governments to go
beyond the minimum requirements of generally accepted accounting principles to prepare
comprehensive annual financial reports that evidence the spirit of transparency and full
disclosure and then to recognize individual governments that succeed in achieving that
goal. The goal of the program is not to assess the financial health of participating governments,
but rather to ensure that users of their financial statements have the information they need to do
so themselves.
Budget- $2,000.00 (Membership $350.00, Application $250.00 and Report Fee $1,400.00)
Responsible Party- Mr. Howard, Chief
ADMS 16-3 FY 2016: Review the Fund Balance policy in coordination with the revised replacement schedules
The adequacy of unrestricted fund balance should take into account each government’s own
unique circumstances. For example, governments that may be vulnerable to natural disasters,
more dependent on a volatile revenue source or potentially subject to cuts in state aid and/or
federal grants may need to maintain a higher level in the unrestricted fund balance. Articulating
these risks in a fund balance policy makes it easier to explain to stakeholders the rationale for
a seemingly higher than normal level of fund balance that protects taxpayers and employees
from unexpected changes in financial condition. The District’s major unfunded liability
remains vehicle and building replacement. As we update replacement schedules for future
capital purchases, we may need to update our fund balance policy to make sure reserve levels
are adequately maintained.
Budget- No impact
Responsible Party- Mr. Howard, Chief
ADMS 16-4 FY 2016: Review the Actuarial Study for the Pension Plan to determine funding to remain 100%
funded
The Pension Fund for West Chicago Firefighters is currently 100% funded. The actuarial study
for the pension plan must be evaluated annually to ensure funding is adequate to maintain this
accomplishment.
Budget- To be determined
Responsible Party- Mr. Howard, Chief
WEST CHICAGO FIRE PROTECTION DISTRICT ADMINISTRATIVE SUPPORT GOALS
13
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATIVE SUPPORT 2015-2020
ADMS 16-5 FY 2016: Update the District website to contain financial items such as budget, tax levy, audit, etc.
With the current website renovation, the District will create a "Transparency Center," to allow
easy access to the most commonly requested documents such as the annual budget ordinance,
tax levy ordinance, annual treasurer’s report and comprehensive annual financial report. While
the Freedom of Information extends beyond what is available online, the District makes all
public records available for inspection.
Budget- No impact
Responsible Party- Mr. Howard, Chief, FF Hamlin, Joy Edminson
ADMS 16-6 FY 2016: Update Board financial presentation to contain data from prior year and review trends
At every monthly Board meeting, a financial presentation is given on the current status of the
District’s financial operations. In order to enhance this presentation, prior year data and
historical trending will be added to further the analysis of the District’s finances.
Budget- No impact
Responsible Party- Mr. Howard, Chief
ADM 17-1 FY 2017: Create New Hire Eligibility List
The current New Hire Eligibility list will expire in 2017. A new hire eligibility list will be
created to fill the position of firefighter/paramedic in the event of a vacancy in the District.
Budget- Minimum impact to create new hire eligibility list
Responsible Party- Commissioners, Chief
ADM 17-2 FY 2017: Create New Lieutenant Promotion Eligibility List
The current Lieutenant Promotional Eligibility List will expire in 2017. A new promotional list
will be created to fill the position of lieutenant in the event of a vacancy. This list also serves
as an eligibility list for individuals looking to gain experience as Acting Lieutenants.
Budget- Minimum impact to create new eligibility list
Responsible Party- Commissioners, Chief
ADM 17-3 FY 2017: Create New Battalion Chief Eligibility List
The current new Battalion Chief eligibility list will expire in 2017. A new promotional list will
be created to fill the position of Battalion Chief in the event of a vacancy. This list also serves
as an eligibility list for individuals looking to gain experience as Acting Battalion Chief.
Budget- Minimum impact to create new eligibility list
Responsible Party- Commissioners, Chief
WEST CHICAGO FIRE PROTECTION DISTRICT EMERGENCY MEDICAL AND
HEALTH CARE SERVICES GOALS 14
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EMERGENCY MEDICAL 2015-2020
EMERGENCY MEDICAL AND HEALTH CARE SERVICES
GOAL STATEMENT
The goal of the Emergency Medical and Health Care Services Division is to provide the citizens of West Chicago
with a quality emergency medical program that utilizes advanced training and equipment to deliver superior
medical care.
EMHS 16-1 FY 2016: Negotiate an extension to the PSI contract for paramedic services
The District has used a 3rd party contracted paramedic service for several years to staff District
owned ambulances. The current contract expires in September of 2016. A bid package will be
circulated to 3rd party providers so the District can receive bids to provide this service.
Budget- To be determined
Responsible Party- Chief
EMHS 16-2 FY 2016: Certify all Paramedics in Advance Cardiac Life Support (ACLS)
Paramedics have to deal with a variety of medical emergencies every day. A majority of these
emergencies are cardiac related. It is for this reason, the District takes the paramedic training
to the next level. Extensive medical knowledge and rigorous hands-on training and practice are
required to become ACLS certified.
Budget- $4,000
Responsible Party- FF Zudis, PM Reis
EMHS 16-3 FY 2016: Annually Replace One Cardiac Monitor
Advanced Life Support is an essential service the District provides to the community. The
Illinois Department of Public Health and Central DuPage Hospital require paramedics to be
knowledgeable in using and interpreting the rhythms acquired from a cardiac monitor.
Technology is the driving force dictating the useful life of a cardiac monitor. To keep current
with technology, a replacement schedule must be developed and the annual purchase of a
cardiac monitor must be instituted.
Budget- Approximately $30,000
Responsible Party- FF Zudis, Chief
EMHS 16-4 FY 2016: Purchase New Battery Operated Cot for Ambulance
One of the most crucial pieces of equipment on an ambulance is the cot. The cot is used to
transport patients from their location of crisis to the back of the ambulance. The cot is a
moveable bed that locks into place in the back of an ambulance. The District purchased its first
battery powered cot in 2015 and will purchase a second one for the remaining front line
ambulance. The battery operated cots will reduce the likelihood of back injuries.
Budget- Approximately $32,000
Responsible Party- FF Zudis, Chief
WEST CHICAGO FIRE PROTECTION DISTRICT EMERGENCY MEDICAL AND
HEALTH CARE SERVICES GOALS 15
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EMERGENCY MEDICAL 2015-2020
EMHS 16-5 FY 2016: Evaluate Purchasing Automatic External Defibrillators (AED’s) for fire apparatus
The West Chicago Fire District equips all its fire apparatus with Emergency Medical
Equipment. This enables the fire apparatus to administer Advance Life Support until an
ambulance arrives on scene. The District will evaluate the possibility of replacing the current
full cardiac monitors with first responder AED’s. This will be evaluated in an effort to reduce
costs.
Budget- No impact to evaluate
Responsible Party- FF Zudis, Chief
EMHS 17-1 FY 2017: Certify all Paramedics in Pediatric Advanced Life Support (PALS)
Cardiac emergencies are more common in adults, nevertheless pediatric patients also
experience these types of emergencies. PALS training helps Paramedics develop the knowledge
and skills necessary to manage critically ill infants and children. Extensive medical knowledge
and rigorous hands-on training and practice are required to become PALS certified.
Budget- Approximately $4,000
Responsible Party- FF Zudis, PM Reis
EMHS 17-2 FY 2017: Evaluate the cost/benefit of staffing District ambulances with District employees
The District has used a contracted paramedic service for several years to staff the 2 front line
ambulances. The cost/benefit of staffing the front line ambulances will be explored to determine
if it is still the best option for EMS services.
Budget- No impact to evaluate this item
Responsible Party- Chief, Assistant Chief
EMHS 17-3 FY 2017: Annually Replace One Cardiac Monitor
Advanced Life Support is an essential service the District provides to the community. The
Illinois Department of Public Health and Central DuPage Hospital require paramedics to be
knowledgeable in using and interpreting the rhythms acquired from a cardiac monitor.
Technology is the driving force dictating the useful life of a cardiac monitor. To keep current
with technology, a replacement schedule must be developed and the annual purchase of a
cardiac monitor must be instituted.
Budget- Approximately $30,000
Responsible Party- FF Zudis, Chief
EMHS 18-1 FY 2018: Certify all Paramedics in Advance Cardiac Life Support (ACLS)
Paramedics have to deal with a variety of medical emergencies every day. A majority of these
emergencies are cardiac related. It is for this reason, the fire District takes the paramedic
training to the next level. Extensive medical knowledge and rigorous hands-on training and
practice are required to become ACLS certified.
Budget- Approximately $4,000
Responsible Party- FF Zudis, PM Reis
WEST CHICAGO FIRE PROTECTION DISTRICT EMERGENCY MEDICAL AND
HEALTH CARE SERVICES GOALS 16
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EMERGENCY MEDICAL 2015-2020
EMHS 18-2 FY 2018: Annually Replace One Cardiac Monitor
Advanced Life Support is an essential service the District provides to the community. The
Illinois Department of Public Health and Central DuPage Hospital require paramedics to be
knowledgeable in using and interpreting the rhythms acquired from a cardiac monitor.
Technology is the driving force dictating the useful life of a cardiac monitor. To keep current
with technology, a replacement schedule must be developed and the annual purchase of a
cardiac monitor must be instituted.
Budget- Approximately $30,000
Responsible Party- FF Zudis, Chief
EMHS 19-1 FY 2019: Certify all Paramedics in Pediatric Advanced Life Support (PALS)
Cardiac emergencies are more common in adults, nevertheless pediatric patients also
experience these types of emergencies. PALS training helps Paramedics develop the knowledge
and skills necessary to manage critically ill infants and children. Extensive medical knowledge
and rigorous hands-on training and practice are required to become PALS certified.
Budget- Approximately $4,000
Responsible Party- FF Zudis, PM Reis
EMHS 20-2 FY 2020: Certify all Paramedics in Advance Cardiac Life Support (ACLS)
Paramedics have to deal with a variety of medical emergencies every day. A majority of these
emergencies are cardiac related. It is for this reason, the fire District takes the paramedic
training to the next level. Extensive medical knowledge and rigorous hands-on training and
practice are required to become ACLS certified.
Budget- Minimum impact to budget
Responsible Party- FF Zudis, PM Reis
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE PREVENTION AND
EDUCATION GOALS 17
WEST CHICAGO FIRE PREVENTION DISTRICT STRATEGIC PLAN – FIRE PREVENTION 2015-2020
FIRE PREVENTION AND EDUCATION
GOAL STATEMENT
To prevent and reduce the effects of fire through code development, inspection, enforcement and education. To provide
the citizens of West Chicago Fire District with an effective public education program that informs, educates and
advances their knowledge on the hazards associated with fire and other dangers.
FPE 16 -1 FY 2016: Implement the Firehouse Mobile Fire Inspector program on IPADS
The maintenance and testing of equipment is vital to the reliability of the equipment,
especially during an emergency incident. Fire hydrants are essential in supplying the water
needed to extinguish a fire. Testing fire hydrants also test the hydrant mains and infrastructure
assuring the reliability of the system.
Budget- Approximately $1,000
Responsible Party- FF Smogur, FM Buenrostro, Chief, Fire Inspectors
FPE 16-2 FY 2016: Implement a community CPR/AED program which offers monthly training
It is important to offer monthly CPR/AED training opportunities to teach residents how to
potentially save a life. The classes should be offered once a month on a regular schedule for
to allow for efficient management of the program.
Budget- $2,500
Responsible Party- Lt. M. Buenrostro
FPE 16-3 FY 2016: Create Preplan Drawings for all Inspectable Commercial Properties
A preplan drawing is a drawing made to scale to represent a top view or horizontal section of
a structure that represents a floor layout of a structure. Also noted on the preplan is the
location of all utility shut offs, dangerous conditions or processes, sprinkler connections,
stairwells and other useful information.
Budget- Minimum impact to budget
Responsible Party- FM Buenrostro, Fire Inspectors
FPE 16-4 FY 2016: Increase annual public education at all schools within the District
Fire prevention and public education are divisions of the Fire District that reach out to the
community and promote fire safety. It is important to teach children fire prevention topics at
an early age so it becomes second nature. Some of the topics that would be covered include:
Stop Drop & Roll, Get Low and Go, Exit Drills In The Home, Having a Family Meeting
Place, Two ways Out, Smoke Detectors Save Lives, Kitchen Safety and more.
Budget- Approximately $3,000
Responsible Party- FF Ukleja, FM Buenrostro
FPE 16-5 FY 2016: Complete Life Safety Inspections for One-Half of All Inspectable Properties in Town
Fire Prevention is paramount in reducing injuries and death due to a fire. Ideally, it would be
most beneficial to inspect one hundred percent of the inspectable properties every year
however staffing is such that it is not possible. The District will strive to inspect businesses
every other year. The fire inspectors check buildings and businesses for code violations as
well as life safety issues.
Budget- $16,000
Responsible Party- FM Buenrostro, Fire Inspectors
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE PREVENTION AND
EDUCATION GOALS 18
WEST CHICAGO FIRE PREVENTION DISTRICT STRATEGIC PLAN – FIRE PREVENTION 2015-2020
FPE 16-6 FY 2016: Improve communications between the West Chicago Building Department and the
District
Since the Fire District and Building Department are in different locations, it is challenging to
ensure good communication. This is even more important when buildings contain out of the
ordinary hazards for firefighters.
Budget-No Impact
Responsible Party- FM Buenrostro
FPE 17-1 FY 2017: Complete Life Safety Inspections for One-Half of All Inspectable Properties in Town
Fire Prevention is paramount in reducing injuries and death due to a fire. Ideally, it would be
most beneficial to inspect one hundred percent of the inspectable properties every year,
however staffing is such that it is not possible. The District will strive to inspect businesses
every other year. The fire inspectors check buildings and businesses for code violations as
well as life safety issues.
Budget- $16,000
Responsible Party- FM Buenrostro, Fire Inspectors
FPE 17-2 FY 2017: Complete Fire/Life Safety Inspections for One-Half of the Inspectable Properties in Town
Fire Prevention is paramount in reducing injuries and death due to a fire. Ideally, it would be
most beneficial to inspect one hundred percent of the inspectable properties every year,
however staffing is such that it is not possible. The District will strive to inspect businesses
every other year. The fire inspectors check buildings and businesses for code violations as
well as life safety issues.
Budget- Minimum impact to budget
Responsible Party- FM Buenrostro, Fire Inspectors
FPE 18-1 FY 2018: Complete Life Safety Inspections for One-Half of All Inspectable Properties in Town
Fire Prevention is paramount in reducing injuries and death due to a fire. Ideally, it would be
most beneficial to inspect one hundred percent of the inspectable properties every year,
however staffing is such that it is not possible. The District will strive to inspect businesses
every other year. The fire inspectors check buildings and businesses for code violations as
well as life safety issues.
Budget- $16,000
Responsible Party- FM Buenrostro, Fire Inspectors
FPE 19-1 FY 2019: Complete Life Safety Inspections for One-Half of All Inspectable Properties in Town
Fire Prevention is paramount in reducing injuries and death due to a fire. Ideally, it would be
most beneficial to inspect one hundred percent of the inspectable properties every year,
however staffing is such that it is not possible. The District will strive to inspect businesses
every other year. The fire inspectors check buildings and businesses for code violations as
well as life safety issues.
Budget- $16,000
Responsible Party- FM Buenrostro, Fire Inspectors
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE PREVENTION AND
EDUCATION GOALS 19
WEST CHICAGO FIRE PREVENTION DISTRICT STRATEGIC PLAN – FIRE PREVENTION 2015-2020
FPE 20-1 FY 2020: Complete Life Safety Inspections for One-Half of All Inspectable Properties in Town
Fire Prevention is paramount in reducing injuries and death due to a fire. Ideally, it would be
most beneficial to inspect one hundred percent of the inspectable properties every year,
however staffing is such that it is not possible. The District will strive to inspect businesses
every other year. The fire inspectors check buildings and businesses for code violations as
well as life safety issues.
Budget- $16,000
Responsible Party- FM Buenrostro, Fire Inspectors
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE SUPPRESSION AND
TRAINING GOALS 20
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – FIRE SUPPRESSION 2015-2020
FIRE SUPPRESSION AND TRAINING
GOAL STATEMENT
The goal of the Fire Suppression and Training Division of the West Chicago Fire District is to provide safe, effective
and efficient fire and rescue services utilizing available resources; and to develop training programs based on the needs
of the District.
FST 16-1 FY 2016: Develop a minimum training level for supervisor positions
Minimum recommended certifications are suggested for each of the various ranks. The
training division will follow through and make sure individuals attain the core
competencies/certifications for each rank.
Budget- No Impact
Responsible Party- Assistant Chief, Lt Day
FST 16-2 FY 2016: Increase company officer development training
The company officer position is crucial to the success of every incident. It is important all
company officers are trained to the level of their position.
Budget- Undetermined at this point
Responsible Party- Lt Day
FST 16-3 FY 2016: Expand the current level of ARFF training for all members
Airport rescue firefighting is much different then structural firefighting. On-line training must
be supplemented with simulated aircraft firefighting to ensure efficient operations at an aircraft
incident.
Budget- Approximately $5,000
Responsible Party- FF Youngberg, FF Jankowski, FF Myers, Lt Day
FST 16-4 FY 2016: Implement an on-line training system with the Alliance departments
In the spirit of collaboration and shared expenses, Alliance departments will implement an on-
line training system that is accessible to all Alliance personnel. The training officers will share
lesson plans and training programs to reduce duplicative efforts.
Budget- Approximately $5,000
Responsible Party- Assistant Chief, Lt Day
FST 16-5 FY 2016: Develop a career development program to give members a roadmap for career success
All personnel will have an updated training jacket in the personnel file that contains all training.
All personnel will receive a spreadsheet that contains the education they have completed, as
well as, the education that is required to obtain certifications geared toward their individual
career goals.
Budget- No Impact
Responsible Party- Assistant Chief, Lt Day
FST 16-6 FY 2016: Develop a Public Information Officer program for incidents and social media/website
A public information officer can help keep the public informed during incidents, especially
those that are high profile or extended operations. This individual can also help promote the
district on its website or social media sites.
Budget- Minimum impact to budget
Responsible Party- Assistant Chief
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE SUPPRESSION AND
TRAINING GOALS 21
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – FIRE SUPPRESSION 2015-2020
FST 16-7 FY 2016: Develop a Personal Protective Clothing replacement program
Firefighting gear is costly and needs to be replaced on a regular basis. The replacement schedule
will work in conjunction with the annual gear inspections.
Budget- Approximately $7,000 annually
Responsible Party- BC Buccola, FF Carre
FST 16-8 FY 2016: Increase communications with West Chicago Police regarding cooperative training topics
including active shooter drills
Collaborative training with the police is extremely important. With active shooter incidents
becoming more prevalent, scenario based drills with live victims is the best way to be prepare
for such an event.
Budget- Minimum impact to budget
Responsible Party- BC Stott, Assistant Chief
FST 16-9 FY 2016: Increase training hours in disaster planning – railway, aircraft, weather, etc.
The District has several factors that increase the likelihood of a large scale incident. These
factors include a busy railway system, a busy regional airport and several busy roadways.
Increasing training hours prepares personnel for these type of events.
Budget – $1,000
Responsible Party – Lt Day
FST 16-10 FY 2016: Complete the National Fallen Firefighters Foundation Vulnerability Program
The National Fallen Firefighters Foundation (NFFF) has created a user-friendly, web-based
tool to help fire departments evaluate areas of risk that could lead to near misses, serious
injuries and line-of-duty deaths. Completing this program will give us a vulnerability ranking
and a set of recommendations to correct. .
Budget – None
Responsible Party – Lt Gray
FST 16-11 FY 2016: Participate in a tabletop and participation drill with the DuPage Airport Authority
Tabletop exercises are the best way to get multiple agencies together to simulate a large scale
incident and forces the agencies to interact and cooperate to mitigate an incident.
Budget – approximately 20 hours of overtime to provide coverage during drill
Responsible Party – Chief, Assistant Chief, FF Jankowski, FF Myers, Lt Day
FST 16-12 FY 2016: Increase District employee knowledge of the City Emergency Operations Plan (EOP)
The City of West Chicago has an EOP, The Fire District is a part of the EOP and needs to
increase its personnel’s knowledge of the specifics of the EOP.
Budget – None
Responsible Party – Chief, Assistant Chief, Sargent Woodill
WEST CHICAGO FIRE PROTECTION DISTRICT FACILITIES GOALS 22
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – FACILITIES 2015-2020
FACILITIES
GOAL STATEMENT
The goal of the Buildings and Grounds Maintenance Division is to provide technical assistance and support not covered
under normal Fire / EMS operations through effective research and planning. Because the District is a single agency
this task will be managed by District employees.
F 16-1 FY 2016: Develop a replacement schedule for all major appliances and equipment
A replacement schedule is needed to help plan for large dollar capital items. This schedule will
allow for better long term capital budgeting.
Budget- to be determined
Responsible Party- Chief, Lt M. Buenrostro
F 16-2 FY 2016 Develop a replacement schedule for all major building components
A replacement schedule is needed to help plan for large dollar capital items. This schedule will
allow for better long term capital budgeting.
Budget- To be determined
Responsible Party- Chief, Lt M. Buenrostro
F 16-3 FY 2016: Explore an alternative to expensive T-1 phone lines currently being utilized
T-1 phones lines are currently being used for network connectivity between fire stations. The
annual cost of the T-1 lines continue to rise. Alternative methods of data transfer will be
explored in an effort to reduce costs.
Budget- unknown at this time
Responsible Party- Chief, Lt Keefe
F 16-4 FY 2016 : Explore the cost/benefit of upgrading to Comcast internet and cable service
Currently, fire station’s 5 & 7 are each using a dish transceiver on the roof for internet service
and a separate dish transceiver for television reception. The reliability and speed of these
connections can be improved with potential annual savings.
Budget- unknown at this time
Responsible Party- Chief
F 16-5 FY 2016: Evaluate the need and potential location for a storage facility
The District has several extra vehicles and trailers. Currently, these items are stored outside and
exposed to the elements or are taking up space in the stations. Alternative storage solutions will
be investigated.
Budget- Minimum impact to budget
Responsible Party- Chief, Assistant Chief, Lt M. Buenrostro
F 17-1 FY 2017: Evaluate the potential of building a training facility behind Station 5
Fire Station 5 has some extra land in the rear of the building that may be used for a training
facility, as well as, potential storage solutions (Item F 16-5).
Budget- Research at this time, no cost
Responsible Party- Chief, Assistant Chief, Lt M. Buenrostro, Lt Day
WEST CHICAGO FIRE PROTECTION DISTRICT EQUIPMENT MAINTENANCE AND
REPLACEMENT GOALS 23
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EQUIPMENT 2015-2020
20152015202020202020202002022022016
2012-2016 EQUIPMENT MAINTENANCE AND REPLACEMENT
GOAL STATEMENT
Research, evaluate, develop and implement policies and procedures to provide safe, effective and reliable equipment to
all divisions within the Fire District.
EMR 16-1 FY 2016: Evaluate the vehicle maintenance/repair program since third party vendor started in 2015
Due to the retirement of an in-house mechanic in 2015, the District has begun using a 3rd
party vendor for repairs and maintenance of fire apparatus. The cost/benefit will be analyzed
to ensure the District is getting the best quality service for the cost.
Budget: Significant impact to budget
Responsible Party- Chief, Lt Zahara
EMR 16-2 FY 2016: Determine the correct size of the fleet including reserve vehicles
The equipment replacement plan provides for each fire apparatus to serve in front line service
for 15 years and reserve service for 5 years. Ambulances serve 8 years in front line and 4
years in reserve. The plan will be reviewed to assess optimal service of equipment and
efficiency of the replacement plan.
Budget- To be determined
Responsible Party- Chief, Assistant Chief
EMR 16-3 FY 2016: Determine if the current squad is the correct vehicle for its intended deployment
The current Squad is a very large piece of apparatus. An evaluation of the current deployment
of this vehicle will be performed to determine if it is in keeping with current best practices.
Budget- Research only at this time
Responsible Party- Chief, Assistant Chief
EMR 16-4 FY 2016: Replace the current outdated mobile computers
The current mobile computers are a variety of types and sizes. Some of which are operational
and some are not. The replacement of all mobile computers will be necessary to keep consistent
connectivity with DuComm and the computer aided dispatch software. The deployment of
updated mobile computers will also give the officers more useful options to applications in the
field.
Budget- $4,500
Responsible Party- Chief, Prescient IT
EMR 16-5 FY 2016: Purchase a replacement Assistant Chief Vehicle (2008 Expedition)
Staff vehicles are on an 8 year replacement schedule. This vehicle is scheduled to be replaced
in 2016. Keeping fire staff vehicles too long typically ends up costing more in maintenance
costs than simple replacement.
Budget- $38,000
Responsible Party- Chief
EMR 16-6 FY 2016: Automate the current daily vehicle check system
Daily checks of vehicles is critical to the safety of District personnel and the public.
Computerizing the process will ensure that all equipment is properly checked.
Budget- No impact
Responsible Party- Lt Zahara
WEST CHICAGO FIRE PROTECTION DISTRICT EQUIPMENT MAINTENANCE AND
REPLACEMENT GOALS 24
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EQUIPMENT 2015-2020
20152015202020202020202002022022016
2012-2016
EMR 16-7 FY 2016: Improve the current vehicle inventory to include lists and photos
An up-to-date inventory list ensures that no equipment gets misplaced or accidentally left at
the scene of an emergency. A list accompanied by photos of equipment makes the process as
efficient as possible.
Budget: No Impact
Responsible Party- To be determined
EMR 17-1 FY 2017: Replace the Fire Marshal Vehicle (2009 Expedition)
Staff vehicles are on an 8 year replacement schedule. This vehicle is scheduled to be replaced
in 2017. Keeping fire staff vehicles too long typically ends up costing more in maintenance
costs than simple replacement.
Budget- $38,000
Responsible Party- Chief
EMR 18-1 FY 2018: Replace the Brush Truck (2003)
Utility vehicles are on a 15 year replacement schedule. This vehicle is scheduled to be replaced
in 2018. Keeping fire utility vehicles too long reduces its reliability and typically ends up
costing more in maintenance costs than simple replacement.
Budget- Approximately $80,000
Responsible Party- Chief, Apparatus Committee
EMR 19-1 FY 2019: Purchase a replacement boat and trailer (2000)
Boats are on a 20 year replacement schedule. This vehicle is scheduled to be replaced in 2020.
However, since an engine is scheduled for replacement in 2020, the boat will be replaced a year
early.
Budget- Approximately $40,000
Responsible Party- Chief, Apparatus Committee
EMR 20-1 FY 2020: Purchase a replacement Fire Engine (2000 Pierce)
Staff vehicles are on an 8 year replacement schedule. This vehicle is scheduled to be replaced
in 2016. Keeping fire staff vehicles too long typically ends up costing more in maintenance
costs than simple replacement.
Budget- Approximately $535,000
Responsible Party- Chief
EMR 20-2 FY 2020: Purchase a replacement Chiefs vehicle (2012 Expedition)
Staff vehicles are on an 8 year replacement schedule. This vehicle is scheduled to be replaced
in 2020. Keeping fire staff vehicles too long typically ends up costing more in maintenance
costs than simple replacement.
Budget- Approximately $39,000
Responsible Party- Chief
WEST CHICAGO FIRE PROTECTION DISTRICT ADMINISTRATION - ACTION PLANS 25
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATION 2015-2020
ACTION PLANS ADMINISTRATION
WEST CHICAGO FIRE DISTRICT LONG-RANGE PLANNING: ADMINISTRATION
ADMINISTRATION (ADM)
YEAR PROJECT / GOAL RESPONSIBLE
PARTY NOTES
2015 Development of a Succession Plan Complete/Ongoing
2015 Implementation of FireHouse Records Management Software including the use of Firehouse Analytics
Complete
2015 Improve the personnel record storage system and the security of personnel folder storage
Complete
2015 Update the existing Run Cards for DuComm and the District Mutual Aid Box Cards
In Progress
2016 - 1 Implement a personnel time off and overtime management software Implementation
Team
2016 - 2 Develop an Acting Battalion Chief Handbook Lt Keefe
2016 - 3 Publish a 5 year Strategic Plan for the District Chief, A/C
2016 - 4 Publish the 2015 Annual Report Chief
2016 - 5 Review and update all Standard Operating Guidelines Chief, A/C,
FF Keller
2016 - 6 Dispose of District documents following the IL. Records Retention Chief
2016 - 7 Review and update all Policies, Procedures and Directives Chief, A/C,
FF Keller
2016 - 8 Review and update all Job Descriptions A/C
2016 - 9 Update the procedure for Freedom of Information (FOIA) requests Chief
2016 - 10 Evaluate the current Paid on Call Program Chief, A/C
2016 - 11 Develop mission and vision statements and employee core values All personnel
2016 - 12 Research and implement a Performance Evaluation System Chief, A/C,
Implementation
Team
2016 - 13 Seek grant funds and other alternative funding Chief, A/C
2016 - 14 Research a shared vehicle agreement with Alliance towns Chief, A/C
2017 - 1 Evaluate the current 7G programs to ensure efficient operations Chief, A/C
2017 - 2 Negotiate a contract extension with West Chicago Local 3970 Chief, A/C, Local
3970
2017 - 3 Determine the number of members necessary for the MABAS Div.
12 Special Teams Chief
WEST CHICAGO FIRE PROTECTION DISTRICT ADMINISTRATION - ACTION PLANS 26
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATION 2015-2020
WEST CHICAGO FIRE DISTRICT SAMPLE ACTION PLAN: ADMINISTRATION
PROJECT NUMBER ADM 12-1
ORIGINATION DATE REVISION DATE COMPLETION DATE
PROJECT GOAL
RESPONSIBLE PARTY BUDGET AMOUNT
CATEGORY Administration PERFORMANCE INDICATOR
PROJECT JUSTIFICATION
COMMENTS
Task Responsible Party Time Line Resources Current Status
WEST CHICAGO FIRE PROTECTION DISTRICT ADMINISTRATIVE SUPPORT - ACTION PLANS 27
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATIVE SUPPORT 2015-2020
ACTION PLANS ADMINISTRATIVE SUPPORT
WEST CHICAGO FIRE DISTRICT LONG-RANGE PLANNING: ADMINISTRATIVE SUPPORT
(FINANCE, COMMISSIONERS, INFORMATION SYSTEMS, AIRPORT, HUMAN RESOURCES)
ADMINISTRATIVE SUPPORT (ADMS)
YEAR PROJECT / GOAL RESPONSIBLE
PARTY NOTES
2015 Implement a new email system Complete
2015 Develop a Department calendar where all department activities can be found
Complete
2015 Hire an outside company to provide Information Technology (IT)
support for the District Complete
2015 Redesign and update the current District website Complete/Ongoing
2015 Create a new budget system to allow input from staff and the responsibility to certain programs within the District
Complete
2015 Negotiate an extension to the existing Intergovernmental Agreement
with the DuPage Airport Authority In Progress
2016 - 1 Investigate increasing the staffing at the Station #8 Chief
2016 - 2 Receive the Certificate of Achievement for Excellence in Financial
Reporting Program (CAFR Program) for Fiscal 2016 Mr. Howard, Chief
2016 - 3 Review and update the Fund Balance Policy in co-ordination with the
revised Reserve/Replacement schedules (vehicles, facilities, sick time buy back)
Mr. Howard, Chief
2016 - 4 Review Actuarial Study for Pension Plan to determine necessary funding to remain 100% funded
Mr. Howard, Chief
2016 - 5 Update website to contain Transparency Center to provide financial items such as budget, tax levy, audit, etc.
Chief, Mr. Howard, FF Hamlin, Joy
Edminson
2016 - 6 Update Board financial presentation to contain comparative data
from prior year and review trends Mr. Howard, Chief
2017 - 1 Create a new hire Firefighter eligibility list Commissioners,
Chief
2017 - 2 Create a new Lieutenant promotion eligibility list Commissioners,
Chief
2017 - 3 Create a new Battalion Chief promotional eligibility list Commissioners,
Chief
WEST CHICAGO FIRE PROTECTION DISTRICT ADMINISTRATIVE SUPPORT - ACTION PLANS 28
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – ADMINISTRATIVE SUPPORT 2015-2020
WEST CHICAGO FIRE DISTRICT SAMPLE ACTION PLAN: ADMINISTRATIVE SUPPORT
(FINANCE, COMMISSIONERS, INFORMATION SYSTEMS, AIRPORT, HUMAN RESOURCES)
PROJECT NUMBER ADMS 16-1
ORIGINATION DATE REVISION DATE COMPLETION DATE
PROJECT GOAL
RESPONSIBLE PARTY BUDGET AMOUNT
CATEGORY Administration PERFORMANCE INDICATOR
PROJECT JUSTIFICATION
COMMENTS
Task Responsible Party Time Line Resources Current Status
WEST CHICAGO FIRE PROTECTION DISTRICT EMERGENCY MEDICAL AND HEALTH
CARE SERVICES – ACTION PLANS
29
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EMERGENCY MEDICAL 2015-2020
ACTION PLANS
EMERGENCY MEDICAL
AND HEALTH CARE SERVICES WEST CHICAGO FIRE DISTRICT
LONG-RANGE PLANNING: EMERGENCY MEDICAL AND HEALTH CARE SERVICES
EMERGENCY MEDICAL AND HEALTH CARE SERVICES (EMHS)
YEAR PROJECT / GOAL RESPONSIBLE PARTY NOTES
2015 Evaluate the Medical Officer position Complete
2015 Implement a Conceal & Carry policy including the use of gun storage boxes
Complete
2015 Purchase one battery powered ambulance stretcher Complete
2015 Purchase two replacement cardiac monitors Complete
2016 - 1 Negotiate an extension to the PSI contract Chief
2016 - 2 Certify all Paramedics in Advance Cardiac Life Support (ACLS)
FF Zudis, PM Reis
2016 - 3 Purchase replacement cardiac monitor FF Zudis, Chief
2016 - 4 Purchase one battery powered ambulance stretcher FF Zudis, Chief
2016 - 5 Evaluate the use of first responder AED’s for all fire suppression vehicles in place of cardiac monitors
FF Zudis, Chief
2017 - 1 Certify all Paramedics in Pediatric Advanced Life Support (PALS)
FF Zudis, PM Reis
2017 - 2 Evaluate the cost/benefit of staffing of Ambulances
by District Employees
Chief, A/C
2017 - 3 Purchase replacement Cardiac Monitor FF Zudis, Chief
2018 - 1 Certify all Paramedics in Advance Cardiac Life Support (ACLS)
FF Zudis, PM Reis
2018 - 2 Purchase replacement Cardiac Monitor FF Zudis, Chief
2019 - 1 Certify all Paramedics in Pediatric Advanced Life Support (PALS)
FF Zudis, PM Reis
2020 - 1 Certify all Paramedics in Advance Cardiac Life Support (ACLS)
FF Zudis, PM Reis
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE PREVENTION AND EDUCATION - ACTION PLANS
30
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EMERGENCY MEDICAL 2015-2020
WEST CHICAGO FIRE DISTRICT
SAMPLE ACTION PLAN: EMERGENCY MEDICAL AND HEALTH CARE SERVICES
PROJECT NUMBER EMHS 16-1
ORIGINATION DATE REVISION DATE COMPLETION DATE
PROJECT GOAL
RESPONSIBLE PARTY BUDGET AMOUNT $.00
CATEGORY Medical PERFORMANCE INDICATOR
PROJECT JUSTIFICATION
COMMENTS
Task Responsible Party Time Line Resources Current Status
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE PREVENTION AND EDUCATION - ACTION PLANS
31
WEST CHICAGO FIRE PREVENTION DISTRICT STRATEGIC PLAN – FIRE PREVENTION 2015-2020
ACTION PLANS FIRE PREVENTION AND EDUCATION
WEST CHICAGO FIRE DISTRICT LONG-RANGE PLANNING: FIRE PREVENTION AND EDUCATION
FIRE PREVENTION AND EDUCATION (FPE)
YEAR PROJECT / GOAL RESPONSIBLE PARTY NOTES
2015
Transition all occupancy records into Firehouse records
management software
Complete
2015 Create a Fire Marshal position to manage the fire prevention bureau and public education activities
Complete
2016 - 1 Implement the Firehouse Mobile Fire Inspector program on IPADS
FF Smogur, FM Buenrostro, Chief, 7G Inspectors
2016 - 2 Implement a community CPR program which offers monthly CPR/AED training
Lt M. Buenrostro
2016 - 3 Create preplan drawings for the first half of the inspectable
commercial properties in the District FM Buenrostro, 7G Inspectors
2016 - 4 Implement annual public education at all schools within the
district FF Ukleja, FM Buenrostro
2016 - 5 Complete fire/life safety inspections for the first half of the inspectable properties in the district
FM Buenrostro, 7G Inspectors
2016 - 6 Develop a way for the West Chicago Building Department to inform the District of hazards within the community
FM Buenrostro
2017 - 1 Complete fire/life safety inspections for the second half of
the inspectable properties in the district FM Buenrostro, 7G Inspectors
2017 - 2 Create preplan drawings for the second half of the inspectable commercial properties in the District
FM Buenrostro, 7G Inspectors
2018 - 1 Complete life safety inspections for one-half of all inspect
able properties in town FM Buenrostro, 7G Inspectors
2019 - 1 Complete fire/life safety inspections for the second half of the inspect able properties in the district
FM Buenrostro, 7G Inspectors
2020 - 1 Complete life safety inspections for one-half of all inspect able
properties in town FM Buenrostro, 7G Inspectors
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE PREVENTION AND EDUCATION - ACTION PLANS
32
WEST CHICAGO FIRE PREVENTION DISTRICT STRATEGIC PLAN – FIRE PREVENTION 2015-2020
WEST CHICAGO FIRE DISTRICT SAMPLE ACTION PLAN: FIRE PREVENTION AND EDUCATION
PROJECT NUMBER FPE 16-1
ORIGINATION DATE REVISION DATE COMPLETION DATE
PROJECT GOAL
RESPONSIBLE PARTY BUDGET AMOUNT
CATEGORY Fire Prevention and Education PERFORMANCE INDICATOR
PROJECT JUSTIFICATION
COMMENTS
Task Responsible Party Time Line Resources Current Status
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE SUPPRESSION AND TRAINING - ACTION PLANS
33
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – FIRE SUPPRESSION 2015-2020
ACTION PLANS FIRE SUPPRESSION AND TRAINING
WEST CHICAGO FIRE DISTRICT LONG-RANGE PLANNING: FIRE SUPPRESSION AND TRAINING
FIRE SUPPRESSION AND TRAINING (FST)
YEAR PROJECT / GOAL RESPONSIBLE PARTY NOTES
2015 Develop a training committee to assist with monthly training needs as well as Alliance training
Complete
2015 Develop a tier system for training programs, to include District-pay
versus employee-pay, covering time-off versus using leave,
employee advance or reimbursement, etc.
Complete
2016 - 1 Develop a minimum training level for supervisor positions A/C, Lt Day
2016 - 2 Increase company officer development training Lt Day
2016 - 3 Expand the current level of ARFF training for all members FF Youngberg, FF
Jankowski, Lt Day, FF
Myers
2016 - 4 Implement an on-line training system that centralizes record
management and training topics for the District and Alliance A/C, Lt Day
2016 - 5 Implement a career development program to give members a
roadmap for success in the fire service A/C, Lt Day
2016 - 6 Develop a Public Information Officer program for incidents and social media/website administration
A/C
2016 - 7 Implement a Personal Protective Equipment replacement schedule BC Buccola, FF Carre
2016 - 8 Increase communications with police regarding active shooter drills
and cooperative training topics A/C, B/C Stott
2016 - 9 Increase disaster planning training - railway, aircraft, weather etc. , Lt Day
2016 - 10 Complete the NFFF Vulnerability Study Lt Gray
2016 - 11 Participate in a tabletop drill with the DuPage Airport Authority Chief, A/C, FF
Jankowski, FF Myers, Lt Day
2016 - 12 Increase District employees knowledge of the City of West Chicago Emergency Operations Plan (EOP)
Chief, A/C, Sgt. Woodill
WEST CHICAGO FIRE PROTECTION DISTRICT FIRE SUPPRESSION AND TRAINING - ACTION PLANS
34
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – FIRE SUPPRESSION 2015-2020
WEST CHICAGO FIRE DISTRICT SAMPLE ACTION PLAN: FIRE SUPPRESSION AND TRAINING
PROJECT NUMBER FST 16-1
ORIGINATION DATE REVISION DATE COMPLETION DATE
PROJECT GOAL
RESPONSIBLE PARTY BUDGET AMOUNT
CATEGORY Fire Suppression and Training PERFORMANCE INDICATOR
PROJECT JUSTIFICATION
COMMENTS
Task Responsible Party Time Line Resources Current Status
WEST CHICAGO FIRE PROTECTION DISTRICT FACILITIES - ACTION PLANS
35
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – FACILITIES 2015-2020
ACTION PLANS FACILITIES
WEST CHICAGO FIRE DISTRICT LONG-RANGE PLANNING: FACILITIES
FACILITIES (FAC)
YEAR PROJECT / GOAL RESPONSIBLE PARTY NOTES
2015 Refinish apparatus floor at Station 6 Complete
2016 - 1 Develop a replacement schedule for all major appliances and equipment including: kitchen appliance, HAVC, furniture etc.
Chief, Lt M. Buenrostro
2016 - 2 Develop a replacement schedule for all major building components including: roofs, windows, painting, driveways etc.
Chief, Lt M. Buenrostro
2016 - 3 Explore the elimination of expensive T-1 lines and replace with new
technologies such as microwave Chief, Lt Keefe
2016 - 4 Explore the possibility of upgrading to Comcast internet and cable
TV service to station 5 & 7 to improve internet reliability and speed while reducing cost
Chief
2016 - 5 Evaluate the need and potential location for a storage facility for extra vehicles and equipment.
Chief, A/C, Lt M. Buenrostro
2017 - 1 Investigate the potential use of the land behind Station 5 for a training facility.
Chief, A/C, Lt Day, Lt M. Buenrostro
WEST CHICAGO FIRE PROTECTION DISTRICT FACILITIES - ACTION PLANS
36
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – FACILITIES 2015-2020
WEST CHICAGO FIRE DISTRICT SAMPLE ACTION PLAN: FACILITIES
PROJECT NUMBER FAC 16-1
ORIGINATION DATE REVISION DATE COMPLETION DATE
PROJECT GOAL
RESPONSIBLE PARTY BUDGET AMOUNT
CATEGORY Facilities PERFORMANCE INDICATOR
PROJECT JUSTIFICATION
COMMENTS
Task Responsible Party Time Line Resources Current Status
WEST CHICAGO FIRE PROTECTION DISTRICT EQUIPMENT MAINTENANCE AND
REPLACEMENT ACTION PLANS 37
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EQUIPMENT 2015-2020
20152015202020202020202002022022016
2012-2016
ACTION PLANS EQUIPMENT MAINTENANCE AND
REPLACEMENT EQUIPMENT MAINTENANCE AND REPLACEMENT (EMR)
YEAR PROJECT / GOAL RESPONSIBLE PARTY NOTES
2015 Create an apparatus committee to assist with the design and
implementation of new apparatus that are purchased Complete
2015 Develop a capital replacement program to show when major
purchases are anticipated such as vehicle, extrication equipment, thermal imaging cameras, SCBA’s etc.
In Progress
2016 - 1 Evaluate the vehicle maintenance/repair program since the use of a third party service was started in 2015
Chief, A/C, Lt Zahara
2016 - 2 Evaluate the size of the fleet and determine the number of reserve vehicle that are needed
Chief, A/C
2016 - 3 Evaluate the current squad to determine if it is the correct
vehicle and that it is deployed correctly Chief, A/C
2016 - 4 Replace outdated mobile computers Chief, Prescient IT
2016 - 5 Purchase a replacement Assistant Chiefs vehicle (2008) Chief
2016 - 6 Automate the daily vehicle check system Lt Zahara
2016 - 7 Improve the vehicle inventory system possibly with compartment photos and lists
To be assigned
2017 - 1 Purchase a replacement Fire Marshal vehicle (2009) Chief
2018 - 1 Purchase a replacement Brush truck (2003) Chief, Apparatus Committee
2019 - 1 Purchase a replacement boat and trailer (2000) Chief, Apparatus Committee
2020 - 1 Purchase a replacement fire engine (2000) Apparatus Committee
2020 - 2 Purchase a replacement Chiefs vehicle (2012) Chief
WEST CHICAGO FIRE PROTECTION DISTRICT EQUIPMENT MAINTENANCE AND
REPLACEMENT ACTION PLANS 38
WEST CHICAGO FIRE PROTECTION DISTRICT STRATEGIC PLAN – EQUIPMENT 2015-2020
20152015202020202020202002022022016
2012-2016 WEST CHICAGO FIRE DISTRICT
SAMPLE ACTION PLAN: EQUIPMENT MAINTENANCE AND REPLACEMENT
PROJECT NUMBER EMR 16-1
ORIGINATION DATE REVISION DATE COMPLETION DATE
PROJECT GOAL
RESPONSIBLE PARTY BUDGET AMOUNT
CATEGORY Equipment Maintenance and Replacement PERFORMANCE INDICATOR
PROJECT JUSTIFICATION
COMMENTS
Task Responsible Party Time Line Resources Current Status
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