Highland Park Fire Department Strategic Plan · PDF file · 2017-05-17This...

Highland Park Fire Department

Strategic Plan

2017-2021

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TABLE OF CONTENTS

MESSAGE FROM THE FIRE CHIEF ….……………………………………………………… 3

MISSION STATEMENT ……………………………………………………………………… 4

VISION STATEMENT ……………………………………………………………………….. 4

CORE VALUES ……………………………………………………………………………… 5

ORGANIZATIONAL CHART …………………………….……………………...…………… 6

HISTORY …..……………………………………………………………………………….. 7

ABOUT THE FIRE DEPARTMENT…………………………………………………………… 8

STATIONS…………………………………………………………………………………… 9

APPARATUS…………………………………………………………………………………. 11

OTHER DEPARTMENT INFORMATION………………………………………………………… 12

EXTERNAL RELATIONSHIPS……………………………………………………………………. 13

GOALS AND OBJECTIVES ………………………………………………………….……….. 14

ADMINISTRATION GOALS ………………………………………………………………….. 15

EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS ………………….……….. 19

FIRE PREVENTION AND EDUCATION GOALS …..………………………………………….. 21

FIRE SUPPRESSION AND TRAINING GOALS ………………………………………………... 24

FACILITIES GOALS ………………………………………....................................………… 26

EQUIPMENT MAINTENANCE AND REPLACEMENT GOALS ………………………………… 29

STRATEGIC PLAN APPROVAL……………… …………………………………………….. EXHIBIT A

ACTION PLANS……………………………………………………………………………. EXHIBIT B

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I am pleased to present the Strategic Plan on behalf of the Highland Park Fire Department for the next five

years. As we move forward, the department will strive to improve a number of services provided to the

community. This strategic plan sets forth the departments vision and mission, identifies department values,

and recognizes a series of measurable goals and objectives for service delivery.

This strategic plan represents our commitment to good stewardship of department resources. The

department answered three fundamental questions when developing this plan. Where are we now, where

are we going and how will we get there? The answers to these questions helped provide the framework for

achieving our goal, which is:

Improving service delivery

Implementing advanced technologies

Promoting a positive work environment

Maintain a highly trained work force

Provide the driving force behind sound budget decisions

Promoting open, honest, and ethical policies

Embracing and promoting diversity

Providing a structure for sustainability

Administration will be revisiting this strategic plan annually to ensure the vision of this plan is followed

and the mission is realized. While we try to anticipate everything, as an organization we have to anticipate

and adapt to change.

I look forward to leading this department into the future while meeting and hopefully exceeding the

expectations of the community. I want to thank the members of the Department for their tireless dedication

of providing high-quality service, creating efficiencies, and their commitment to a high level of customer

service. I also would like to thank the City Manager, the Mayor and the City Council for their support and

continuous dialog. Finally, I want to thank the citizens of the community, 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.

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The Highland Park Fire Department is committed to protecting the people, property, and

environment within our community. We dedicate our efforts to provide for the safety and

welfare of the public by providing the highest quality services that are responsive to the

needs of our community.

The Highland Park Fire Department will continually strive to exceed our citizens’

expectations. Working within a healthy, safe and innovative environment that enhances the

professional and efficient delivery of emergency services, we also strive to be an

organization providing community safety education and information, keen to anticipate,

influence and embrace change.

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The Department is dedicated to delivering the highest level of service to all of those in need.

A commitment by each member of the Department to assist those in need, through a constant

state of readiness and the ability to serve when duty calls.

We respect all of those we serve through honesty, integrity, understanding, and compassion for

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 Department.

We work together to overcome the challenges we encounter, and continually seek to improve the

service we provide as a team.

We are professionals in our service delivery through advanced knowledge and skills, appearance

and behavior, personal health and well-being, and a courteous attitude.

Pride is internal. There is no better pride than that which compels a person to do his or her very

best when no one is looking.

Our collective mission and vision serve to guide us in identifying choices, making decisions, and

taking actions.

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Vehicle Maintenance

Chief Mechanic

Mike Walusiak

Highland Park Fire Department Organizational Chart - January 2017

Deputy Fire Chief

Larry Amidei

Administrative

Battalion Chief

Tim Pease

Support Services

Battalion Chief

Stan Olson

Safety

Committee

15 Personnel

3 LT/PM

11 FF/PM

1 FF/EMT

Operations

Battalion Chief

Wilbur Kephart

16 Personnel

3 LT/PM

12 FF/PM

Training

Bureau of Fire Prevention

(Re-located to the Building

Department)

16 Personnel

3 LT/PM

12 FF/PM

Public

Education Three (3) Fire

Inspectors Records Clerk

Chris Rosato

Standard

Operating

Guidelines

Apparatus

Grants

Facility

Management

Tent Permits

Emergency Response

MABAS

Supplies Burn

Permits

Public

Education Special Teams

Dive/Rescue Hazardous

Materials

Fire

Investigation

Technical

Rescue

Executive Assistant

Terrie Jarosz

Code Enforcement

Fire Chief

Daniel Pease

HIGHLAND PARK FIRE DEPARTMENT . BACKGROUND AND HISTORY 7

The Highland Park Fire Department was organized in 1889 by a

group of men under the leadership of Andrew Bock and was to be

known as the Highland Park Volunteer Fire Department.

Although the city was twenty years old at the time, there had been

very little progress in the form of fire protection.

In 1919, the fire department personnel roster consisted of: one Chief

Fire Marshal, one Assistant Chief Fire Marshal, twelve volunteers and

two full time drivers. All personnel operated out of one centrally

located fire station. In 1924, the City Council proposed that the fire

department be full-time paid basis with each member working full 24

hour shifts. The population in town was growing exponentially and by

1927 it was estimated that 13,000 people were living within city limits.

Between the years of 1924 and 1929, the fire department realized that

the response times from a single station proved to be too long. Fires

were often in the advanced stages before fire crews arrived. In 1929, a

second fire station was built in the Ravinia Business District. The City

of Highland Park continued to grow in population and became a

popular spot to shop and work. In 1963, the fire and police departments

created a new headquarters called the Public Safety Building, located at

1677 Old Deerfield, built to afford even better response to the community. The economy continued to

grow and so did the population in Highland Park. In 1978, a fourth fire station was built at 1100 Half Day

Road. Up until this time the far north end of town lacked coverage. With the completion of this station no

address in Highland Park was beyond 4 to 6 minutes response time.

In 1996, the department recognized that by combining Stations 31 & 33 to a centrally located station

they could create efficiencies without compromising services. In 1998, the new Headquarters Fire Station

33 was built and old Station 31 and 33 were closed.

Over time the fire department has grown to 52 personnel operating from three strategically located fire

stations. The City of Highland Park is primarily a residential community about 30 miles north of

Chicago on the shores of Lake Michigan. Highland Park has a population of about 30,000 residents and

encompasses about 12.5 square miles. In 2016, Highland Park entered into an intergovernmental

agreement with the City of Highwood to provide Fire and EMS services to a community of 5500 residents.


The following information is provided to illustrate some of the services, facilities and apparatus as well as statistical

information that is critical to the department delivery system.

Emergency Services

The Highland Park Fire Department continues to use the term “Fire Department” to designate its emergency service

delivery system. Although this phrase brings a single service to mind, the Fire Department is involved in many activities

in addition to extinguishing fires. Services that could be designated as “emergencies” include, but are not limited to:

Fire Suppression

Emergency Medical Service

Underwater Rescue and Recovery

Hazardous Materials Incident Mitigation

Technical Rescue

Non-Emergency Services

The Department’s non-emergency services include those activities that improve the overall safety of the community, as

well as the Department. This is a proactive approach that encompasses a wide variety of Department activities including:

Fire Prevention and Code Enforcement

Public Fire Safety, General Safety, and Medical Education

Training

Citizen Support Services

Community and Organizational Support

Infrastructure Maintenance (hydrant testing)


Stations

The City of Highland Park operates from three strategically located fire stations. Fire Station #32 (located in the Ravinia

Business District) is the oldest occupied fire station in the City and was constructed in 1929. Fire Station #33 is located

in the central section of the City and is the newest facility, occupied in 1999. Fire Station #34 is located in the North

section of the City and was first occupied in 1978.

692 Burton Avenue

Highland Park, Illinois 60035

847-432-0802

Constructed 1929

Apparatus Year Make 2016 EMS Responses 2016 Fire Responses 2016 Total Responses

Engine Company #32 2010 Crimson 605 824 1429

Ambulance #32 2012 Ford / Horton 1156 702 1858

Totals 1761 1526 3287

1130 Central Avenue


847-433-3110

Constructed 1999

Apparatus Year Make 2016 EMS Responses 2016 Fire Responses 2016 Total Responses

Squad Company #33 2015 Spartan 1131 1248 2379

Truck Company #33 1996 Sutphen 44 146 190

Engine Company #33 2000 Pierce 34 23 57

Battalion #33 2016 Ford 92 1196 1288

Totals 1301 2613 3914

Engine Company #33 2000 Pierce Reserve Apparatus

Ambulance #33 2003 Ford/Road Rescue Reserve Apparatus

3300 2012 Ford Explorer Fire Chief Vehicle

3301 2016 Ford Taurus Deputy Fire Chief Vehicle

Utility #33 2012 Ford F-250 Multi- Purpose vehicle


1100 Half Day Road


847-432-0804

Constructed 1978

Apparatus Year Make 2016 EMS Responses 2016 Fire Responses 2016 Total Unit

Responses

Engine Company #34 2006 Pierce 660 1113 1773

Ambulance #34 2013 Ford / Horton 1305 725 2030

Totals 1965 1838 3803

Dive-Rescue #34 2008 Ford/Zodiac Dive-Rescue Response Vehicle


Apparatus

The Department operates two Paramedic Engine Companies, one Paramedic Pumper Squad Company, two Paramedic

Ambulances, one Paramedic Truck Company (when staffing allows) and a Battalion Chief vehicle 24/7. The

Department also has one reserve Engine Company, one reserve Ambulance, one Dive-Rescue vehicle, one boat and

two staff vehicles. Technical rescue and HazMat vehicles are owned by our MABAS division. A brief description of

our apparatus follows:

Paramedic Engine Companies are the primary response apparatus at Stations #32 and #34.

The vehicles are equipped in a manner that allows them to deliver basic firefighting services

as well as advanced life support treatment before the arrival of an ambulance.

Paramedic Ambulances provide emergency medical care as well as patient transport to the

hospital. The Department has ambulances located at Stations #32 and #34. These vehicles are

equipped with state-of-the-art emergency medical equipment and are staffed with two

Paramedics at all times.

Battalion 33 is the vehicle operated by the on-duty Battalion Chief. This vehicle operates

as the command post for all multiple apparatus responses (fire alarms, smoke in

structures, structure fires, multiple vehicle car accidents, technical rescues or hazardous

material incidents) throughout the city. Equipment carried varies from an AED, BLS

trauma bag, self-contained breathing apparatus (SCBA) and incident command items.

Paramedic Squad Company is located at Station #33, provides basic Engine Company

functions, and is the primary vehicle extrication vehicle. The vehicle carries the Department’s

auto extrication, hazardous materials, and technical rescue equipment.

Paramedic Truck Company #33 provides specialized capabilities such as elevated rescues

and master fire stream operations. The Truck also carries additional ground ladder support

during fire incident operations. The Truck serves as the secondary EMS response vehicle at

Station #33, when staffed.


Violations Found: 3,132

Violations Corrected: 4,202

Plans Reviewed: 292

Hazard Process Permits: 1,038

Storage Tanks Inspected: 3

Other Department Information

2016 Agency highlights include the following.

Authorized Personnel: 52 Total Responses: 5,146 Fire Prevention Activities:

Suppression: 48 Fire/Rescue: 2124 Inspection/Re-inspections: 3,644

Administration: 3 Emergency Medical: 2523 Fire Alarms Inspected: 761

Vehicle Maintenance: 1 Highwood: 499

Significant Activities: Hours of Training: 16,232

Smoke Detectors Installed: 16

Detector Batteries Replaced: 47

Medical Alert Devices Installed: 5

In-Station Blood Pressures Taken: 67

Hoses Tested: 180

CPR, Medical & First Aid Classes/Students: 12 / 88

HIGHLAND PARK FIRE DEPARTMENT . GOALS AND OBJECTIVES

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The Highland Park Fire Department is a member of Mutual Aid Box Alarm System (MABAS) Division III,

which encompasses seventeen (17) departments located north of the City of Chicago. The MABAS system

is synergistic in that there are detailed response plans that provide for resources to any stricken community.

Operational effectiveness is obtained through the use of many committees, such as Training, Safety, and

By-Laws.

Cost effective benefits are realized through joint purchasing agreements, shared apparatus response plans,

and combined dispatching facilities. Another major cost benefit is the establishment of joint response teams.

MABAS Division III has established teams for hazardous materials, underwater rescue and recovery,

technical rescue, and fire investigation. Whereas no municipality can individually afford to fund a complete

team and all of the required equipment, the formation of combined teams serves this aspect very well.

The Highland Park Fire Department also participates in automatic aid agreements with the City of Lake

Forest, Village of Glencoe, Village of Northbrook, and the Deerfield/Bannockburn Fire Protection District.

These automatic aid agreements provide resources based on closest apparatus deployment.

These external relationships benefit the department’s mission to provide effective, quality service, and

enable us to establish the manpower needed for critical tasks. The automatic aid agreements help us be cost

effective by providing additional personnel to support our needs without us having to hire additional

firefighters.

HIGHLAND PARK FIRE DEPARTMENT . GOALS AND OBJECTIVES

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The Highland Park Fire Department Strategic Plan identifies the key goals and objectives that determine the

short and long-term directions of the Department. One of the key concepts behind the development and

publishing of a Strategic Plan is to ensure a clear understanding of the Department’s goals. The Strategic

Plan is divided into sections that coincide with the organizations major divisions (Administration, EMS,

Fire Prevention and Public Education, Suppression and Training, Facilities and Equipment Maintenance and

Replacement).

The Strategic Plan is a tool used to set department priorities, focus energy and resources, strengthen

operations, ensure the department and stakeholders are working toward common goals, assess and adjust the

organization's direction in response to a changing environment. This strategic plan is a disciplined effort

that produces fundamental decisions and actions that shape and guide the fire department, who it serves,

what it does, why it does it, with a focus on the future. Effective strategic planning articulates not only

where an organization is going and the actions needed to make progress, but also how it will know if it is

successful.

HIGHLAND PARK FIRE DEPARTMENT . EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS 15

GOAL STATEMENT

The goal of the Administration Division of the Highland Park Fire Department 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.

2017

ADM 17-1 Development of Fire Department Lieutenant Manual

Creation of a manual for company officers and acting officers will outline specific job objectives, promote

consistency, and it will hold existing officers accountable to the fundamental aspects of their job.

Budget – None

Responsible Party – Deputy Chief

Time Frame – Third, Fourth Quarter

ADM 17-2 Pursue Continued International Fire Accreditation Status

Accreditation status for the department expires this year. Previous documentation needs review and updates made

to accommodate changes made to Center for Public Safety Excellence (CPSE) Community Risk Assessment:

Standards of Cover & Fire and Emergency Service Self-Assessment Manual (FESSAM). Documentation to be

submitted by March 1st, for the CPSE site visit in May.

Budget – Moderate

Responsible Party – Accreditation Team

Time Frame – First, Second Quarter

ADM 17-3 Establish a Citizen’s Survey / Questionnaire

Continuous input from stakeholders is needed to help evaluate establish goals & objectives and set new

expectations for the future of the department.

Budget – Minimum

Responsible Party – Deputy Chief, Executive Assistant

Time Frame – First and Every Quarter Afterwards

ADM 17-4 Evaluate All Services and Pursue Alternative Ways to Provide These Services

While maintaining current levels of service to the community, explore intergovernmental agreements with other

governmental agencies to create efficiencies; purchasing of capital and non-capital items, duplication of

administrative duties, and overall staffing to be explored.

Budget – Minimum

Responsible Party – Chief, Deputy Chief, and All Line Personnel

Time Frame – First and Every Quarter Afterwards


ADM 17-5 Develop Minimum Qualifications for the Various Ranks

Create a standard of minimum qualifications for each rank, which will bring uniformity amongst all personnel.

In addition, those striving to be promoted can work towards the minimums of the next rank.

Budget – None

Responsible Party – Deputy Chief, Training Officer

Time Frame – Second, Third Quarter

ADM 17-6 Service Contract for Station Alerting System

Cost benefit savings over having to pay for service calls from the vendor of our station alerting system.

Budget – Minimum

Responsible Party- Deputy Chief, Lt. Brennan

Time Frame – First Quarter

ADM 17-7 Create Lieutenant Promotional Eligibility List

The current eligibility list expires January 2018. This testing process will create a new promotional eligibility

list, good for two years, to be used when a vacancy occurs.

Budget – Minimum

Responsible Party – Chief, Human Resource

Time Frame – Third, Fourth Quarter (Required Continuous Process Every Two Years)

ADM 17-8 Create a Long-Term Technology Plan

Form a team to define expectations and priority areas. Evaluate current technologies defining what is working

and what can be improved. Develop a plan that includes a roadmap for optimal technology investment.

Budget – Minimum

Responsible Party – Deputy Chief, Lt Brennan, Computer Services


ADM 17-9 Re-evaluate Fire Prevention Bureau Deployment Plan

The deployment plan for the Bureau was initiated in 2016. The change in deployment should be re-evaluated for

value, service, and overall efficiencies.

Budget – None

Responsible Party – Chief

Time Frame – TBD


2018

ADM 18-1 Create New Firefighter / Paramedic Eligibility List

The current eligibility list expires July 2018. This testing process will create a new firefighter / paramedic

eligibility list, good for two years, to be used when a vacancy occurs.

Budget – Minimum

Responsible Party – Chief, Human Resources

Time Frame – First, Second Quarter (Required Continuous Process Every Two Years)

ADM 18-2 “Reimagine” the Succession Plan

The succession plan plays a vital role in how individual department programs or teams operate. Recruitment of

newer members of the department, with their ideas and high energy, need to get involved and move these

successful programs forward. In identifying successors for programs, training may be necessary and funds

appropriately budgeted for at that time.

Budget – None


Time Frame – Second, Fourth Quarter Continual Evaluation

ADM 18-3 Phase 1 in the Replacement of Station #32

In the continued process of replacing Station #32, the City and Fire Department will be working to establish a

designated site for the future station.

Budget – Significant (Capital Improvement Plan)


Time Frame – Ongoing

ADM 18-4 Evaluate Department Documentation for Accreditation

A continuous review / updating of accreditation documents for accuracy.

Budget – None


Time Frame – On Going Quarterly Review

ADM 18-5 Update Job Description’s for All Ranks

The job description for the various ranks will be updated annually. The updates should reflect the current needs

of the stakeholders and department.

Budget – None

Responsible Party – Deputy Chief, Human Resources

Time Frame – Fourth Quarter


ADM 18-6 Review of Departments Standard Operating Guideline

Standard Operating Guidelines will be reviewed annually as for the effectiveness and benefit to the stakeholders

and department.

Budget – None

Responsible Party – Personal Safety Battalion Chief

Time Frame – First Quarter of Each Year

ADM 18-7 Research and Publish a Plan to Purchase a New Ladder Truck

Begin the process for a proposal to replace the 22 year old ladder truck.

Budget – None


Time Frame – TBD

2019

ADM 19-1 Evaluate the Effectiveness of Firehouse® Software Program

Evaluate the 20+ year old system to current products available.

Budget – None

Responsible Party – Deputy Chief, Lt. Brennan

Time Frame – TBD

ADM 19-2 Research and Publish a Plan on Enhancing the Training Tower

Begin the process for a proposal to enhance the 33 year old training tower. It has been a benefit to thousands of

firefighters over the years, and recognize the need to continue to enhance the structure to make it more useful.

Budget – None

Responsibility Party – Operations BC, Training Committee

Time Frame – Second, Third

2021

ADM 21-1 Pursue Continued International Fire Accreditation Status

Accreditation status for the department will expire in 2022, and the process for re-accreditation needs to be

completed. Prepare for re-accreditation and submit necessary documents to the Center for Public Safety

Excellence (CPSE).

Budget – Minimum


Time Frame – Third & Fourth Quarter


GOAL STATEMENT

The goal of the Emergency Medical and Health Care Services Division is to provide the citizens of Highland Park

with a quality emergency medical program that utilizes advanced training and equipment to deliver superior medical

care.

2017

EMHS 17-1 Equip Two (2) Staff Vehicles with Basic Medical Equipment

The Highland Park Fire Department started providing Fire/EMS services to the City of Highwood in June 2016.

To help in multiple call situations, staff vehicles will be equipped with basic medical equipment.

Budget – Minimum

Responsible Party – Medical Officer

Time Frame – Second Quarter

EMHS 17-2 Annually Replacement of One 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 – Significant

Responsible Party – Medical Officer, Chief

Time Frame – First Quarter (Yearly, if Required by the Medical Officer)

EMHS 17-3 Certify all Paramedics in Pediatric Advanced Life Support (PALS)

PALS training helps Paramedics build on their knowledge and skills necessary to manage critically ill infants and

children.

Budget – Minimum


Time Frame – First Quarter, recertification is every two years

2018

EMHS 18-1 Purchase Patient Gurney for Ambulance

The department has purchased a new ambulance with a scheduled delivery date of 2018. This ambulance will

require a new patient gurney to fit the bracket configuration designed for the vehicle.

Budget – Moderate to Significant


Time Frame – TBD


EMHS 18-2 Re-Certify all Paramedics in Advance Cardiac Life Support (ACLS)

ACLS training helps Paramedics build on their knowledge and skills necessary to manage critically ill patients

with cardiac issues.

Budget – Minimum


Time Frame – Second Quarter, recertification is every two years

EMHS 18-3 Purchase Three (3) Pulse Oximeters

Several of the current pulse oximeters the department uses today are old and no longer serviceable.

Budget – Minimum


Time Frame – TBD

EMHS 18-4 Purchase Two (2) AEDs for all Staff Cars

This is in addition to last year’s process of equipment staff vehicles with medical equipment.

Budget – Minimum



EMHS 18-5 Certify Medical Officer as a Chief Medical Officer

A goal for the next five years is to credential more of our top administrators. The Center for Public Safety

Excellence (CPSE) Chief Medical Officer designation would be one of those certifications the department would

like to obtain.

Budget – Minimum


Time Frame – TBD

2019

EMHS 19-1 Send One (1) Person to Active Shooter Train-the-Trainer School

The Department wants to ensure all personnel are properly trained to participate with Police Rescue Task Force

personnel in an active shooter situation.

Budget – Minimum

Responsible Party – Deputy Chief, Medical Officer, Training Officer

Time Frame – TBD

HIGHLAND PARK FIRE DEPARTMENT FIRE PREVENTION AND EDUCATION GOALS 21

GOAL STATEMENT

To prevent and reduce the effects of fire through code development, inspection, enforcement and education. To provide

the citizens of Highland Park with an effective public education program that informs, educates, and advances their

knowledge on the hazards associated with fire and other dangers.

2017

FPE 17-1 Complete Testing and Maintenance to Half the Fire Hydrants in Town

Hydrant testing is necessary to confirm the proper functional operation of said hydrant and calculate estimated

water flow. Without proper water flow, the department needs to re-evaluate the Community Risk Assessment

and make adjustments. Hydrant testing is outsourced to a third party.

Budget – None

Responsible Party – Lt. Zerfass, Water Department

Time Frame – Second, Third Quarters

FPE 17-2 Complete Life Safety Inspections for all Inspectable Properties every year.

The role of the Bureau of Fire Prevention is paramount in reducing injuries and death due to a fire. With the

hiring of an additional fire inspector, the rotation from every other year and been updated to every year.

Budget – None

Responsible Party – Deputy Chief, Community Development – Building Manager, Fire Inspectors

Time Frame – Quarterly meetings and analysis of completed inspections

FPE 17-3 Research and Publish a Plan to acquire a Fire Safety Trailer

The Department does not have a Fire Safety Trailer and has to borrow one from a surrounding community,

which takes time away from their agency promoting the education of children on the dangers of fire. Funding

for such project needs evaluation as well.

Budget – None

Responsible Party – Deputy Chief, Public Education Team

Time Frame – Third Quarter

FPE 17-4 Purchase New CPR Manikins

The current CPR manikins are worn and in need of replacement.

Budget – Minimum

Responsible Party – CPR Officer



FPE 17-5 CPR / AED Recertification Classes to City Employees

Provide all City employees with their required CPR / AED recertification testing.

Budget – Minimum

Responsible Party – CPR Officer

Time Frame – TBD by CPR Officer, Every Other Year

FPE 17-6 Complete Fire Company Pre-Plans of Highwood

With the new Intergovernmental Agreement with the City of Highwood, pre-plans need to be completed.

Budget – None

Responsible Party – Company Officers


2018

FPE 18-1 Purchase Public Education Trailer

The purchase of a Fire Safety Trailer would allow the Departments Public Education Division to give consistent

home and personal safety training children throughout the communities of Highland Park and Highwood.


Responsible Party – Chief, Public Education Officer

Time Frame – TBD

FPE 18-2 Hire a Part-Time Public Education person

A goal of the Department is to provide more public education to children, teenagers and seniors throughout the

Cities of Highland Park and Highwood. Hiring of this person will allow additional educational opportunities,

when on-duty personnel are unavailable.



Time Frame – TBD

FPE 18-3 Send One Person to Car Seat Installation Instructor School

The Department is a service oriented organization, and having person trained in this discipline would be a

welcome addition to the public education the department delivers to the communities of Highland Park and

Highwood.

Budget – Minimum


Time Frame – TBD, Class Availability


FPE 18-4 Create Preplan Drawings for all Inspectable Commercial Properties in Highwood

This is a follow up to Company pre-plans created 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

Responsible Party – Deputy Chief, Company Officers

Time Frame – TBD

2020

FPE 20-1 Remembering When: State Fire Marshal Program for Senior Citizens

Fire Safety reminders for seniors.

Budget – Minimum

Responsible Party – Public Education Officer

Time Frame – TBD

2021

FPE 21-1 Risk Watch Program

Program is designed to educate school age children about the everyday dangers they face, and help reduce injuries

or fatalities.

Budget – Minimum

Responsible Party – Deputy Chief, Public Education Officer

Time Frame – TBD

HIGHLAND PARK FIRE DEPARTMENT FACILITIES GOALS 24

The goal of the Fire Suppression and Training Division of the Highland Park Fire Department 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 Department and the City.

FST 17-1 Send Deputy Chief to Class to Obtain Executive Fire Officer Certification

The National Fire Academy Executive Fire Officer class provides senior officers with a broad perspective on

various facets of fire and emergency services administration. The courses and accompanying research examine

how to exercise leadership when dealing with difficult or unique problems within communities.

Budget – Minimum


Time Frame – TBD, Yearly two week attendance

FST 17-2 Send Battalion Chief to attend Staff and Command through the University of Maryland

The National Fire Service Staff and Command course is designed to assist administrative officers in modern

concepts of emergency management by developing critical leadership skills and professional knowledge.

Budget – Minimum



FST 17-3 Send Two Individuals to Fire Service Incident Safety Officer Class Annually

All Company Officers of the department should be trained at a minimum to the level of Fire Service Incident

Safety Officer.

Budget – Minimum

Responsible Party – Training Officer


FST 17-4 Certify Two Recruits to the Level of Fire Apparatus Engineer

A minimum requirement for all Highland Park firefighters is to become state certified as a Fire Apparatus

Engineer (FAE).

Budget – Minimum




FST 17-5 Evaluate Requirements for Lieutenants to Certify as CPSE Fire Officer

The department will evaluate the requirements for Lieutenants to certify as CPSE Fire Officer.

Budget – Minimum



2018

FST 18-1 Certify Two Lieutenants as CPSE Fire Officer

It is the department’s goal to certify two Lieutenants as CPSE Fire Officer.

Budget – Minimum



2019

FST 19-1 Send One Person to Active Shooter Train-the-Trainer School

The department will send one person to Train-the-Trainer School.

Budget – Minimum



2020

FST 20-1 Develop a Tier System for Training Programs

Develop a tier system for training program based on rank, seniority and previous certifications

Budget – None

Responsible Party – Deputy Chief, Training Officer

Time Frame -- TBD

2021

FST 21-1 Certify Personnel to Rank / Position

Recommended minimum 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 – Minimum


Time Frame – TBD


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. The facilities budget is controlled and

operated by the cities facility manager. The facility manager prioritizes what projects to complete during the fiscal year.

2017

F 17-1 Change-over of Magnets on Plymo-Vent Exhaust Hoses at all Stations

The current magnets have issues of staying attached to apparatus and in need of replacement.

Budget – Minimum



F 17-2 Remodel the Living Area, Kitchen and Bunkroom at Station #34

The living area, kitchen and bunkroom are outdated and small. The station was designed for two personnel in

1978, which now has four – with the possibility of a fifth in the future.



Time Frame – TBD

F 17-3 Repair Apparatus Floors at Station #34

The apparatus bay floor at Station #34 are in need of resurfacing. Over the years, the grit in the paint was worn

off and the risk of injuries has increased when the floor is wet.

Budget – Minimum


Time Frame – Third Quarter

F 17-4 Purchase Storage Containers for Training Tower

The department is need of two storage containers to store materials for use in the departments five (5) – story

training tower. The containers are will store pallets, hay, straw and old furniture. The containers are recycled

used shipping containers.

Budget – Minimum




2018

F 18-1 Replace Air Conditioning Units at Station #33

The station was built in 1998, and the city air conditioning contractor has informed us that the roof units are using

a Freon gas that is no longer allowed by law.

Budget – City Capital Improvement Plan


Time Frame – TBD

F 18-2 Replace Projection System for Station #33 Classroom

The classrooms original projection system (1999) has had many repairs and its current operation is in question.

Budget – Minimum

Responsible Party – Operations BC

Time Frame – TBD

2019

F 19-1 Kitchen Remodel of Station 33

This year, the kitchen is 20 years old and has seen much use. Cabinetry will be at a point of needing refinishing

along with the replacement of a commercial stove that has been repaired many times and has become burdensome,

requiring replacement.

Budget – Moderate


Time Frame – TBD

2020

F 20-1 Purchase additional locking file cabinets.

Department files – such as MICU patient reports, pension financial documents and personnel private related

information / documents need to be in a secure, locked environment. The locked file cabinets will prevent

violations of HIPAA and the possibilities of identity theft.

Budget – Minimum


Time Frame – TBD

F 20-2 Training Tower Enhancement

Complete the process after the research and published report was released.



Time Frame – TBD


2021

F 21-1 Re-Finish Apparatus Floors-Stations #32 and #33

The apparatus bay floors at both stations are in need of resurfacing. Over the years, the grit in the paint was worn

off and the risk of injuries has increased when the floor is wet.

Budget – Minimum

Responsible Party – Operations Battalion Chief

Time Frame – TBD

HIGHLAND PARK FIRE DEPARTMENT EQUIPMENT MAINTENANCE AND REPLACEMENT GOALS 29

GOAL STATEMENT

Research, evaluate, develop, and implement policies and procedures to provide safe, effective, and reliable equipment

to all divisions within the Fire Department.

2017

EMR 17-1 Update Vehicle Replacement Plan

A new current replacement plan is needed to address the various vehicles in the fleet that are in need of

replacement. This plan is dependent upon approval of the department budget.

Budget – None



EMR 17-2 Vehicle Replacement – Ambulance

Ambulance #33 – future dependability of the vehicle is in question and has surpassed our scheduled vehicle

replacement plan.


Responsible Party – Chief, Support Services Battalion Chief

Time Frame – First, Second & Third Quarter

EMR 17-3 The Equipment Replacement Plan will be evaluated, and amendments made as needed, especially as they relate

to any decisions made in the analysis of deployment options.

The equipment replacement plan provides for each fire apparatus to serve in front line service for 15 years and

reserve service for 5 years (except the quint). Ambulances serve 8 years in front line and 4 years in reserve.

Thus, every two years, an apparatus or ambulance is replaced. The plan will be reviewed to assess optimal

service of equipment and efficiency of the replacement plan.

Budget – None

Responsible Party – Chief, Deputy Chief

Time Frame – Continuous

EMR 17-4 Purchase a New Thermal Imaging Camera

The current department TIC’s are in need replacement and no longer hold a charge. The batteries for these

cameras have been replaced with no change in operation period.

Budget – Moderate

Responsible Party – Support Services BC


HIGHLAND PARK FIRE DEPARTMENT EQUIPMENT MAINTENANCE AND REPLACEMENT GOALS 30

2018

EMR 18-1 Purchase Two (2) - Four Gas Meters

It is recommended by the manufacturer to replace these meters every couple years because the calibration on the

sensors cannot be trusted.

Budget – Minimum

Responsible Party – Support Services Battalion Chief

Time Frame – TBD

EMR 18-2 Purchase One (1) New Partner Saw

The current saw in operation has met its optimum service life cycle and is need of replacement.

Budget – Minimum

Responsible Party – Support Services Battalion Chief, FF Fabbri

Time Frame – TBD

EMR 18-3 Station Alerting System will be Evaluated for Efficiencies and Effectiveness

The clarity and quality of receiving an emergency call is critical to the turn-out time of the department. From the

time the speakers open in the station to the time crews are en route to the incident depends on this communication.

Incomplete and unclear transmissions of calls take valuable time to decipher, often time the patients or an incident

cannot afford. Any efficiency found should be addressed without delay.

Budget – None


Time Frame – TBD

2021

EMR 21-1 Vehicle Replacement - Ambulance

Following the Departments vehicle replacement plan. This vehicle is due to go into reserve status.


Responsible Party – Chief, Apparatus Committee

Time frame – TBD

HIGHLAND PARK FIRE DEPARTMENT – EXHIBIT B 31

Exhibit A

Highland Park Fire Department Strategic Plan · PDF file · 2017-05-17This...

Documents

Transcript of Highland Park Fire Department Strategic Plan · PDF file · 2017-05-17This...