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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


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

[email protected]

4


2005 – 2006


MISSION STATEMENT

THE WEST CHICAGO FIRE DISTRICT IS DEDICATED TO

PROVIDING COMPASSIONATE AND SKILLFUL SERVICE TO ALL.

5


2005 – 2006


VISION STATEMENT

The West Chicago Fire District Will Focus On

Organizational Trust, Personal Integrity and the

Responsibility to Maintain Professionalism and Pride.

6


2005 – 2006


SLOGAN

“OUR FAMILY PROTECTING YOURS”

7


2005 – 2006


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


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



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


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



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.



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.



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


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.


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


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.



WEST CHICAGO FIRE PROTECTION DISTRICT ADMINISTRATIVE SUPPORT GOALS

13


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


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


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


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.



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.






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


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.



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













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.















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.





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


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.


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.


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.


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



EDUCATION GOALS 18


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



most beneficial to inspect one hundred percent of the inspectable properties every year,




Budget- $16,000


FPE 17-2 FY 2017: Complete Fire/Life Safety Inspections for One-Half of the Inspectable Properties in Town














Budget- $16,000








Budget- $16,000



EDUCATION GOALS 19








Budget- $16,000


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.


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.



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


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.


Responsible Party- Assistant Chief

WEST CHICAGO FIRE PROTECTION DISTRICT FIRE SUPPRESSION AND

TRAINING GOALS 21


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.


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.


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


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.


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.



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


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


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


REPLACEMENT GOALS 24


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)




Budget- $38,000


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.


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.


Responsible Party- Chief, Apparatus Committee

EMR 20-1 FY 2020: Purchase a replacement Fire Engine (2000 Pierce)






EMR 20-2 FY 2020: Purchase a replacement Chiefs vehicle (2012 Expedition)






WEST CHICAGO FIRE PROTECTION DISTRICT ADMINISTRATION - ACTION PLANS 25


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 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


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 DISTRICT SAMPLE ACTION PLAN: ADMINISTRATIVE SUPPORT

(FINANCE, COMMISSIONERS, INFORMATION SYSTEMS, AIRPORT, HUMAN RESOURCES)

PROJECT NUMBER ADMS 16-1


PROJECT GOAL


CATEGORY Administration PERFORMANCE INDICATOR


COMMENTS


WEST CHICAGO FIRE PROTECTION DISTRICT EMERGENCY MEDICAL AND HEALTH

CARE SERVICES – ACTION PLANS

29


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


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


FF Zudis, PM Reis

WEST CHICAGO FIRE PROTECTION DISTRICT FIRE PREVENTION AND EDUCATION - ACTION PLANS

30


WEST CHICAGO FIRE DISTRICT

SAMPLE ACTION PLAN: EMERGENCY MEDICAL AND HEALTH CARE SERVICES

PROJECT NUMBER EMHS 16-1


PROJECT GOAL

RESPONSIBLE PARTY BUDGET AMOUNT $.00

CATEGORY Medical PERFORMANCE INDICATOR


COMMENTS



31


ACTION PLANS FIRE PREVENTION AND EDUCATION

WEST CHICAGO FIRE DISTRICT LONG-RANGE PLANNING: FIRE PREVENTION AND EDUCATION

FIRE PREVENTION AND EDUCATION (FPE)


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


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


2020 - 1 Complete life safety inspections for one-half of all inspect able

properties in town FM Buenrostro, 7G Inspectors


32


WEST CHICAGO FIRE DISTRICT SAMPLE ACTION PLAN: FIRE PREVENTION AND EDUCATION

PROJECT NUMBER FPE 16-1


PROJECT GOAL


CATEGORY Fire Prevention and Education PERFORMANCE INDICATOR


COMMENTS


WEST CHICAGO FIRE PROTECTION DISTRICT FIRE SUPPRESSION AND TRAINING - ACTION PLANS

33


ACTION PLANS FIRE SUPPRESSION AND TRAINING

WEST CHICAGO FIRE DISTRICT LONG-RANGE PLANNING: FIRE SUPPRESSION AND TRAINING

FIRE SUPPRESSION AND TRAINING (FST)


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 DISTRICT SAMPLE ACTION PLAN: FIRE SUPPRESSION AND TRAINING

PROJECT NUMBER FST 16-1


PROJECT GOAL


CATEGORY Fire Suppression and Training PERFORMANCE INDICATOR


COMMENTS


WEST CHICAGO FIRE PROTECTION DISTRICT FACILITIES - ACTION PLANS

35


ACTION PLANS FACILITIES

WEST CHICAGO FIRE DISTRICT LONG-RANGE PLANNING: FACILITIES

FACILITIES (FAC)


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 DISTRICT SAMPLE ACTION PLAN: FACILITIES

PROJECT NUMBER FAC 16-1


PROJECT GOAL


CATEGORY Facilities PERFORMANCE INDICATOR


COMMENTS



REPLACEMENT ACTION PLANS 37


20152015202020202020202002022022016

2012-2016

ACTION PLANS EQUIPMENT MAINTENANCE AND

REPLACEMENT EQUIPMENT MAINTENANCE AND REPLACEMENT (EMR)


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


REPLACEMENT ACTION PLANS 38


20152015202020202020202002022022016

2012-2016 WEST CHICAGO FIRE DISTRICT

SAMPLE ACTION PLAN: EQUIPMENT MAINTENANCE AND REPLACEMENT

PROJECT NUMBER EMR 16-1


PROJECT GOAL


CATEGORY Equipment Maintenance and Replacement PERFORMANCE INDICATOR


COMMENTS


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