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.
HIGHLAND PARK FIRE DEPARTMENT . BACKGROUND AND HISTORY 8
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)
HIGHLAND PARK FIRE DEPARTMENT . BACKGROUND AND HISTORY 9
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
Highland Park, Illinois 60035
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
HIGHLAND PARK FIRE DEPARTMENT . BACKGROUND AND HISTORY 10
1100 Half Day Road
Highland Park, Illinois 60035
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
HIGHLAND PARK FIRE DEPARTMENT . BACKGROUND AND HISTORY 11
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.
HIGHLAND PARK FIRE DEPARTMENT . BACKGROUND AND HISTORY 12
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
HIGHLAND PARK FIRE DEPARTMENT . EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS 16
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
Time Frame – Second, Third Quarter
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
HIGHLAND PARK FIRE DEPARTMENT . EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS 17
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
Responsible Party – Deputy Chief
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)
Responsible Party – Chief
Time Frame – Ongoing
ADM 18-4 Evaluate Department Documentation for Accreditation
A continuous review / updating of accreditation documents for accuracy.
Budget – None
Responsible Party – Accreditation Team
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
HIGHLAND PARK FIRE DEPARTMENT . EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS 18
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
Responsible Party – Chief
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
Responsible Party – Accreditation Team
Time Frame – Third & Fourth Quarter
HIGHLAND PARK FIRE DEPARTMENT . EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS 19
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
Responsible Party – Medical Officer
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
Responsible Party – Medical Officer
Time Frame – TBD
HIGHLAND PARK FIRE DEPARTMENT . EMERGENCY MEDICAL AND HEALTH CARE SERVICES GOALS 20
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
Responsible Party – Medical Officer
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
Responsible Party – Medical Officer
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
Responsible Party – Medical Officer
Time Frame – First Quarter
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
Responsible Party – Chief
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
Time Frame – Second Quarter
HIGHLAND PARK FIRE DEPARTMENT FIRE PREVENTION AND EDUCATION GOALS 22
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
Time Frame – Second, Third Quarter
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.
Budget – Significant
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.
Budget – Significant
Responsible Party – Chief
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
Responsible Party – Deputy Chief
Time Frame – TBD, Class Availability
HIGHLAND PARK FIRE DEPARTMENT FIRE PREVENTION AND EDUCATION GOALS 23
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
Responsible Party – Deputy Chief
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
Responsible Party – Deputy Chief
Time Frame – TBD, Class Availability
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
Time Frame – TBD, Class Availability
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
Responsible Party – Training Officer
Time Frame – TBD, Class Availability
HIGHLAND PARK FIRE DEPARTMENT FACILITIES GOALS 25
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
Responsible Party – Deputy Chief
Time Frame – TBD, Class Availability
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
Responsible Party – Deputy Chief
Time Frame – TBD, Class Availability
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
Responsible Party – Training Officer
Time Frame – TBD, Class Availability
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
Responsible Party – Training Officer
Time Frame – TBD
HIGHLAND PARK FIRE DEPARTMENT FACILITIES GOALS 26
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
Responsible Party – Deputy Chief
Time Frame – First Quarter
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.
Budget – Significant
Responsible Party – Chief
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
Responsible Party – Deputy Chief
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
Responsible Party – Training Officer
Time Frame – Second Quarter
HIGHLAND PARK FIRE DEPARTMENT FACILITIES GOALS 27
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
Responsible Party – Chief
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
Responsible Party – Deputy Chief
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
Responsible Party – Deputy Chief
Time Frame – TBD
F 20-2 Training Tower Enhancement
Complete the process after the research and published report was released.
Budget – Significant
Responsible Party – Chief
Time Frame – TBD
HIGHLAND PARK FIRE DEPARTMENT FACILITIES GOALS 28
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
Responsible Party – Chief
Time Frame – First Quarter
EMR 17-2 Vehicle Replacement – Ambulance
Ambulance #33 – future dependability of the vehicle is in question and has surpassed our scheduled vehicle
replacement plan.
Budget – Significant
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
Time Frame – Second Quarter
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
Responsible Party – Chief
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.
Budget – Significant
Responsible Party – Chief, Apparatus Committee
Time frame – TBD
HIGHLAND PARK FIRE DEPARTMENT – EXHIBIT B 31
Exhibit A
HIGHLAND PARK FIRE DEPARTMENT – EXHIBIT B 32
HIGHLAND PARK FIRE DEPARTMENT – EXHIBIT B 33
HIGHLAND PARK FIRE DEPARTMENT – EXHIBIT B 34
HIGHLAND PARK FIRE DEPARTMENT – EXHIBIT B 35
HIGHLAND PARK FIRE DEPARTMENT – EXHIBIT B 36
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