SKOKIE FIRE DEPARTMENT Strategic Plan

Transcription

1 SKOKIE FIRE DEPARTMENT Strategic Plan Developed by the Skokie Fire Department Strategic Planning Work Group September v Strategic Plan

2 Table of Contents Village of Skokie... 4 Skokie Fire Department Strategic Planning Committee... 4 Official Sign Off... 5 Mission Statement... 6 Values... 6 Vision... 6 Administrative Division... 7 Emergency Medical Services Division... 7 Firefighting Division... 8 Fire Prevention Bureau... 8 Training Division... 8 Current Facilities... 9 Apparatus & Assignments... 9 Organizational Chart Assumptions of Planning Duties & Responsibilities Work Groups Liaison Assignments Goals & Objectives Program Review Certifications Attained Budget Issues Strategic Plans & Objectives Strategic Plan Strategic Plan Strategic Plan Strategic Plan v Strategic Plan 2

3 Strategic Plan Strategic Plan Strategic Plan Strategic Plan Strategic Plan Strategic Plan Strategic Plan Strategic Plan Strategic Plan FY '17 Operational Budget FY '17-'21 Vehicle CIP Budget FY '17-'21 Equipment CIP Budget v Strategic Plan 3

4 Village of Skokie Council - Manager Government Mayor Clerk Trustees Counsel Village Manager George Van Dusen Pramod C. Shah Michelle L. Bromberg Karen Gray-Keeler Ralph Klein Randall E. Roberts Edie Sue Sutker Ilonka Ulrich Michael M. Lorge John T. Lockerby Skokie Fire Department Strategic Planning Committee Chief Deputy Chief Battalion Chiefs Captains Lieutenant Firefighter James Walters Kenneth Borre Robert Reichert Steven Ludkowski Jeffrey Hoeflich Gabriel Millard Earl Matrenec Christopher Bylak Philip Donohue Kathleen Furgala Nicholas Eschner Anthony Scianna v Strategic Plan 4

5 Village of Skokie Fire Department Strategic Plan Official Sign Off This 2017 Strategic Plan was developed by the administrative members and strategic planning work group of the Skokie Fire Department. It reflects the organization's process of defining its strategy, goals, objectives, short and long term direction, and decision making toward allocating its available financial and personnel resources to effectively serve the community. APPROVED John T. Lockerby Village Manager Signature: James Walters Fire Chief Signature: Kenneth Borre Administrative Deputy Fire Chief Robert Reichert Operational Deputy Fire Chief Signature: Signature: v Strategic Plan 5

6 Mission We, the members of the Skokie Fire Department, are dedicated professionals committed to safely serving our community by protecting life, property and the environment through prevention, education and emergency services. Values Respect... Accountability... Honesty... Cooperation The Skokie Fire Department is dedicated to serve and protect each person with an appreciation of his or her diversity and identity. The Skokie Fire Department has a common set of values that all members strive to express through their work and personal contact with others. These values are the cornerstone of all actions and decisions by our people, who are our most important asset. Vision We proudly serve the changing needs of our community by providing the highest quality of service with... Skill Kindness Objectivity Knowledge Integrity Efficiency Foresight Innovation Responsibility Excellence The Skokie Fire Department pledges a commitment to preserving the quality of life. We protect lives, property and the environment with compassion, vigilance and dedication. The foundation for much of the plan formulated in this document reflects efforts to address issues and concerns identified by all Department members in a series of recurring communications, staff and officer meetings. Additionally, issues and concerns identified by citizens and employees in other Village departments also impact the development and ongoing refinement of this plan v Strategic Plan 6

7 Administrative Division Lead by the Fire Chief, the division is supported by two Deputy Chiefs, Administrative Project Coordinator and an Administrative Secretary. The Administration division creates and administers department policy, establishes goals and objectives, plans and organizes department activities and budgets for efficient economic operation of all department divisions. In addition, the division provides motivation for all department employees and ensures growth through training and education. The Fire Department s operating budget for fiscal year 2017 is $11,823,070. The Fire Department s 5 year Fleet Capital Improvement Program (CIP) budget for fiscal years 2017 through 2021 is $5,939,776. The Fire Department s 5 year Equipment Capital Improvement Program (CIP) budget for fiscal years 2017 through 2021 is $1,061,423. Emergency Medical Services Division The EMS Division operates three Advanced Life Support Paramedic transporting ambulances, with one additional vehicle maintained in reserve. The division is commanded by a Deputy Chief with support from a Battalion Chief assigned as Emergency Medical Services Coordinator. All members of the department are medically trained to either the EMT-Paramedic or EMT-Basic level, providing pre-hospital emergency care throughout the Village. Additionally, the Administrative Deputy Chief and EMS Coordinator Battalion Chief are paramedic instructor trained. The division ensures that a sufficient number of trained and licensed paramedics, life sustaining drugs, and modern medical and trauma equipment are available for the immediate delivery of emergency care to all individuals in the Village v Strategic Plan 7

8 Firefighting Division The Firefighting Division operates from eight apparatus including, three engines, two trucks, one heavy rescue squad, one light rescue squad and one incident command unit. Additionally, there is one utility vehicle which is not staffed full time, but carries all necessary department inventories for hazardous material, high angle and below grade incidents and Fire Investigations. Commanded by a Deputy Chief and supported by three Battalion Chiefs and three shift Captains. One Battalion Chief is assigned as Training Officer. The division protects persons and property through fire suppression, hazardous materials mitigation, hazard control, commercial inspections, and continuing education, training and public education activities. In addition, the division assists the Fire Prevention bureau and the Emergency Medical Service Division with manpower and equipment. Fire Prevention Bureau The Fire Prevention Bureau is commanded by a Deputy Chief with support from a division Captain, two civilian inspectors, a part-time inspector, a clerk and a secretary. The Bureau acts to control the loss of life and property through plan review, inspection, basic code enforcement, hazardous material monitoring, investigation and public education programs. Fires are investigated, prevention codes are enacted and enforced and data is collected and analyzed for evaluation and planning purposes. Training Division The Training Division is overseen by a Deputy Chief and commanded by a Battalion Chief. Training for the department is on-going from the moment a candidate walks through the door until their departure at retirement. All 111 sworn company members receive 240 annual hours of diverse training evolutions, encompassing the standards prescribed through the Illinois State Fire Marshal s Office Division of Personal Standards and Education v Strategic Plan 8

9 Current Facilities The Skokie Fire Department provides services to the Village through its three strategically located Fire Stations. The stations are located as follows: Station Niles Center Road (Headquarters) built in 1967 Station Central Park built in 2003 Station Gross Point Road built in 1959 The stations provide needed services, first to their assigned district and then throughout the remaining portions of the community. The role of a fire station has changed significantly over the past 50 years, putting increased demand on facilities, mechanical systems and space. All three stations are presently operating efficiently with regard to the mechanical aspects and room remaining to house additional apparatus, personnel, offices or storage. Apparatus & Assignments Using current available data, the administration of the Fire Department has attempted to locate apparatus and equipment at stations where their efficiency and overall effectiveness can be maximized. A change occurred in 2003, with the addition of a third front line ambulance at Station #17. It replaced a non-transporting paramedic rescue pumper. The third ambulance enhanced EMS operations while reducing our reliance on mutual aid ambulance assistance. The pumper has subsequently remained in service at Station #17 providing one additional firefighter overall. Station #16 includes an incident command van, an engine, a tower ladder truck, and paramedic ambulance. The station also houses reserve apparatus including an engine and an incident command unit. On any given day, the minimum staffing level can be no less than nine. The maximum number of assigned personnel is eleven. Station #17 includes an engine, a light rescue squad, and a paramedic ambulance. The stations reserve apparatus are a utility truck, an aerial truck, an ambulance and a squad pumper. On any given day, the minimum staffing level can be no less than eight. The maximum number of assigned personnel is ten v Strategic Plan 9

10 Station #18 includes an engine, an aerial truck, a heavy rescue squad, and a paramedic ambulance. On any given day, the minimum staffing level can be no less than eleven. The maximum number of assigned personnel is fifteen. Each of the three districts is mutually reliant on each other for support and assistance during specific responses and incidents. Incidents that require additional units not available within the department are obtained through the Mutual Aid Box Alarm System (MABAS). The Skokie Fire Department considers the first still alarm firefighting companies in two distinct categories: Effective initial arriving units from the still district and the effective total response force from the follow district(s) v Strategic Plan 10

11 Fire and EMS Apparatus STATION #16 STATION #17 STATION # Niles Center Road 8157 Central Park 9024 Gross Point Road E16 E17 E Pierce Dash 1500 GPM Pumper 2013 Pierce Dash-CF- PUC pumper T16 R17 T Pierce Dash Pierce Saber 1500 Tower/Ladder w/1500 GPM rescue/pumper GPM pump B16 U17 S Taylor-Made type Marion / Sterling Ford 1 ton van conventional utility/cargo truck A16 A17 A Navistar Terra 2014 Navistar Terra Star/Horton 623 Star/Horton 623 ICV S17R 2007 Ford Van/Taylor 1993 Luvergne/Spartan 1500 GPM squad/pumper E16R T17R 1997 Pierce Saber Pumper 1988 Pierce Arrow 105 aerial truck ICV-R A17R 2010 Ford Expedition 2006 International MVP ALS 2004 Pierce Dash 1500 GPM pumper 2001 Pierce Lance 100 aerial ladder truck 2007 Pierce Dash 1500 GPM Pumper/Squad 2010 Horton medium duty type 1 International ambulance Administrative Vehicles STATION #16 STATION #17 STATION # Niles Center Road 8157 Central Park 9024 Gross Point Road Fire Chief FPB Inspector FPB Inspector 2016 Ford Interceptor 2010 Dodge Caravan 2011 Chevrolet Impala Deputy Fire Chief 2014 Ford Interceptor Deputy Fire Chief 2010 Ford Explorer XLT FPB Captain 2011 Chevrolet Impala FPB Ford Explorer FPB Clerk 2016 Ford F-250 XL v Strategic Plan 11

12 2016 Organization Chart v Strategic Plan 12

13 Assumptions of Planning The geographical boundary of the Village of Skokie covers 10.5 square miles of land. The Village's breadth is estimated at 3.53 miles, and its length is 4.17 miles. Skokie shares borders with the City of Evanston to the east; the Villages of Glenview and Wilmette to the north; the Villages of Morton Grove and Niles to the west and the Village of Lincolnwood and the City of Chicago to the south. There are estimated to be about 5,678 people per square mile in Skokie. The Village s population identified in the 2010 census is 66,468. Continued improvements and our adoption of the fire-related provisions of the 2012 International Fire Code (IFC), 2012 International Building Code (IFC), 2012 NFPA 101 Life Safety Code (LSC) and the ANSI Elevator Code will all continue to have a positive impact on new construction and overall fire safety within the community. Increased use of smoke detectors, automatic sprinkler systems, carbon monoxide detectors and our adoption in 2004 mandating installation of residential sprinkler systems of new single family construction has resulted in earlier detection and control of structure fires. The combination of all these factors have ultimately resulted in fewer fire fatalities, fire related injuries, related illnesses and structural fire loss. The extensive amount of industry, additional development of the Edens/Old Orchard Road corridor, expansion of Westfield Old Orchard, the Village Crossing Shopping Center and the Optima condominiums present unique challenges for the Fire Department. Service delivery to people is the hallmark of the Skokie Fire Department. Demands on the Department continue to increase, most notably in the areas of emergency medical services, special operations and special event services. This results in programmatic impacts on training development and maintenance, equipment and supplies, and time management. In 2015, 5,719 (62%) of the 9,181 emergency responses were for medical services, with 3,462 (38%) of the responses being fire related. Our commitment to continually improve our services to the citizens of our community will remain as our focus for the future. Our Insurance Service Office (ISO) rating of 1 and our becoming a fully accredited agency are prime examples of the internal willingness to maintain a highly professional organization. As we continue in the millennium, we are certain to be faced with new and increasingly difficult challenges. We are confident that the members of our organization will respond to the challenges, as they repeatedly have done in the past v Strategic Plan 13

14 The Department's positive relationship with other Village departments and other fire departments will be maintained and enhanced in an effort to provide highly effective emergency services to Skokie residents. One of the primary goals of the Skokie Fire Department is to continue to provide quality service to the citizens of Skokie. It is projected that our daytime population will continue its current growth pattern as a result of the continuing expansion of the Westfield Shopping Center, The Village Crossing Shopping Center, new construction of hotels/offices and condominiums in the northwest area of the village, and other planned commercial improvements and developments. We further project that our percentages of senior citizens and the anticipated increase of school age children will be factors that will result in an increase in our call volume and demand for optimum customer service. Subsequently, we can only reasonably project that ambulance responses will continue to increase over the next three to five years. Hazardous Materials emergency response is provided by the department and through the Mutual Aid Box Alarm System (MABAS). All department members are trained to the Hazardous Materials Operations level. Members of the department who are members of the MABAS Hazardous Materials Response Team are trained to the Technician level. There is hazardous materials continuing education provided and required for all members annually. Special rescue emergency response - confined space, trench, and high angle - is provided by the department and through M.A.B.A.S., Mutual Aid System. All department members are trained to the Confined Space/Trench Rescue Awareness level. Members of the department who are members of the M.A.B.A.S. Special Rescue Response Team are trained to the technician level in the various specialty areas. There is special rescue continuing education provided for all members annually. Determining the cause and origin of all types of fires is handled by the department s Fire Investigation Team. Thirteen (13) members of the department have received specialized training and state certification through the Office of the Illinois State Fire Marshal. Members maintain their certification through a comprehensive continuing education program. Investigations are thoroughly documented using computerized programs, digital photography and CAD software v Strategic Plan 14

15 Duties and Responsibilities Fire Chief Intergovernmental Relations Mutual Aid Box Alarm System (MABAS) ESDA Master/Strategic Planning Deputy Chief of Operations Fire Prevention Bureau Plan review Code enforcement / review and updating Budget assistance Station security and analysis Training Special Teams Hazardous Materials Technical Rescue Standard Operating Guidelines (SOG S) Updates and revisions Federal and State grant writing program Annual Report Safety Building and Grounds Insurance Service Office (ISO) Requirements and updating Serves as Incident Commander as needed Deputy Chief of Administration Computers Communications Occupational health and safety Budget development and preparation Personnel Labor relations Negotiations Staffing Records Duty assignments Sick leave Performance evaluations Promotions Fire Investigations EMS Accreditation Standard Operating Guidelines (SOG S) v Strategic Plan 15

16 Updates and revisions Duties and Responsibilities Continued Public Information Officer Health & Safety Officer Serves as Incident Commander as needed Captain of Fire Prevention Bureau Fire Prevention Bureau Inspections Code enforcement Fire Pre Plans Public Fire Education Citizen s Fire Academy Plan review Budget assistance Computers Statistics ISO assistance Annual Report assistance Serves as Incident Commander as needed Battalion Chief of EMS Division Serves as Primary Incident Commander Emergency Medical Technician (EMT) Training Licensure Continuing education Paramedic Training Licensure Continuing education EMS performance evaluations EMS Supplies and equipment EMS records State Departmental St. Francis Hospital System Budget assistance Public CPR program SOG assistance with updates and revisions Annual Report statistics assistance Review EMS reports and records v Strategic Plan 16

17 Duties and Responsibilities Continued Battalion Chief of Training Division Serves as Primary Incident Commander Safety Officer Training Fire Company Multi fire company MABAS Recruit Fire continuing education Lesson plans Records State Departmental Training supplies and equipment Evaluation Testing State certification programs Safety Committee Air monitoring equipment Budget assistance Special Teams assistance MABAS assistance Annual Report assistance SOG assistance Tactical operations Self Contained Breathing Apparatus (SCBA) Battalion Chief of Support Services Serves as Primary Incident Commander ESDA Coordinator Apparatus and Equipment Repairs Purchases Quartermaster Coordinator Clothing Fire gear Building and Grounds Maintenance Repairs Budget assistance Annual Report assistance ISO Assistance Accreditation assistance v Strategic Plan 17

18 Duties and Responsibilities Continued Station Captains Daily Company Operations Manpower Training Records Station Maintenance Repair Safety Supplies Inventory Budget Requests Computers Liaison to Training Officer Occupational Safety Support Services Serves as Incident Commander as needed Fire Prevention Specialist (Codes) Plan Review Review Fire Reports Fire & Life Safety Education Systems Testing Inspections Code Review Liaison to Building Department Fire Prevention Specialist (Education) Public Information Fire & Life Safety Education Juvenile Fire Setter Intervention School Programs Business & Industry Programs Inspections Public CPR and AED program assistance v Strategic Plan 18

19 Work Groups Work Group Membership and Company Lieutenant Assignments All Lieutenants are assigned to lead a Work Group/s. They are responsible for developing objectives, setting schedules and submitting reports for their assigned work group and submittal of an annual report. Accreditation/ISO Accreditation Reports to Captain Earl Matrenec Assigned to Deputy Chief Ken Borre ISO Reports to Battalion Chief Steven Ludkowski Assigned to Deputy Chief Robert Reichert Battalion Chief Jeff Hoeflich Lt. Nick Eschner Firefighter Anthony Scianna Lt. Stephen Jagman Lt. Christopher Vrshek J.R. Johnson Responsibilities include: Responsible for fulfilling ISO and Accreditation requirements Includes maintaining records Submittal of an Annual Compliance Report Budget submittal Apparatus/Tools and Equipment Reports to Battalion Chief Steve Ludkowski Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Bill Endre (Apparatus) Lt. Andy Matanovic (Ladders) Lt. Ron Smith (Hose/Covers) Firefighter Scott Franz (Extinguishers) Firefighter Keith Buenzow Firefighter Mitch Dehm Firefighter Tom Fuchs Firefighter Mike Gierut Firefighter Jeff Rudolph Responsibilities include: Updating apparatus specifications and equipment inventory Apparatus specifications and purchase recommendations Maintain apparatus equipment inventory Hose, nozzles, covers, extinguishers, ladders inventory and purchase recommendations Budget submittal Small Tool Replacement Plan Ladder maintenance and UL testing Annual hose testing v Strategic Plan 19

20 Benevolent Committee/Social Events Reports to Battalion Gabe Millard Assigned to Deputy Chief Ken Borre Lt. Assignment: Lt. Harry McDonough Lt. Chris Vrshek Firefighter Jason Dziedzic Firefighter Tom Fuchs Firefighter Tom Fuchs Firefighter Dan Fogarty Firefighter Matt Kainer Firefighter Brian Riordan Firefighter Jeremy Simonelli Firefighter Joe Winkelman Responsibilities include: LODD/Bereavement Guidelines Responsible for planning and fundraising for retirement party United Way campaign Review and make recommendations to Chief regarding department awards and recognition Clothing Committee &Grooming Reports to Battalion Chief Steven Ludkowski Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Bob Everson Firefighter Tim O Malley (Turnout gear inventory) Responsibilities include: Turnout gear Department uniforms Quartermaster system Uniform and Grooming Policy Review Communications Committee Reports to Battalion Chief Steven Ludkowski Assigned to Deputy Chief Ken Borre Lt. Assignment: Lt. Alan Stensland Lt. Andy Matanovic Firefighter Andy Cutting Firefighter Nicole Davis Firefighter Mitch Dehm Firefighter Dennis Selzer Lt. Stephen Jagman Firefighter Brian Handler Firefighter Chris Kenneally Responsibilities include: Department cell phones and radios inventory and maintenance Conduct quarterly meeting with dispatch supervisors Dispatcher Training EMO Budget submittal Components/Infrastructure Periodic review of communication SOGs Knox Box programming v Strategic Plan 20

21 Driver Training (Secretary of State 3 rd Party Instructors) Reports to Battalion Chief Jeff Hoeflich Firefighter Dave Nellessen Assigned to Deputy Chief Robert Reichert Firefighter George Smith Lt. Assignment: Lt. Bill Endre Firefighter Kendall Wilson Firefighter Tom Fuchs Responsibilities include: Third Party Safety Officer Program & Non-CDL Class B Licensure Fire Service Vehicle Operator Certification Program Development & Delivery of Annual Driving Safety Program Periodic review of Emergency Vehicle Operations SOGs Emergency Medical Service Reports to Battalion Gabe Millard Assigned to Deputy Chief Ken Borre Lt. Assignment: Lt. Alan Stensland Lt. Nick Eschner Firefighter Nicole Davis Firefighter Bill Gendel Firefighter Brian Handler Firefighter Joe Johnson Firefighter Matt Kainer Firefighter Dave Norris Firefighter Tim O Malley Firefighter Dennis Selzer Responsibilities include: Inventory EMS Stores Equipment maintenance and purchase recommendations Ambulance purchasing specifications Budget Submittal IDPH Inspections Annual Report Periodic review of EMS SOGs FireHouse/Preplans/GIS Reports to Captain Kathy Furgala Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Steve Jagman Firefighter Keith Buenzow Firefighter Brian Handler Firefighter Dave Norris Firefighter Mike Peterson Responsibilities include: Maintaining FireHouse data entry and input training Training module development and implementation Learning and utilizing FireHouse for data queries Budget Submittal Preplan updates and integration and utilization of future GIS computer training Conversion of preplan drawings to CAD drawings GIS implementation, including hydrant and building info v Strategic Plan 21

22 Fire Investigation Team Reports to Captain Earl Matrenec Assigned to Deputy Chief Ken Borre Lt. Assignment: Lt. Adam Pease Lt. Nick Eschner Firefighter Mike Agosti Firefighter Tom Fuchs Firefighter Mike Greenwood Firefighter Nate Hammer Firefighter Joe Johnson Firefighter Matt Kainer Firefighter Jeff Rudolph Firefighter Carl Smits Firefighter Kendall Wilson Firefighter Brad Zabadal Responsibilities include: Fire Investigation Training and report writing Member recruitment and participation Budget submittal Annual Report Recertification Fire Prevention/Public Education/Citizens Fire Academy Reports to Captain Kathy Furgala Firefighter Brian Handler Assigned to Deputy Chief Robert Reichert Firefighter Dave Norris Battalion Chief Jeff Hoeflich Firefighter Tony Scianna Battalion Gabe Millard Firefighter Steve Semerau Captain Phil Donohue FPB Specialist Linda Brady Captain Earl Matrenec FPB Specialist Tom Reinhardt Lt. Allen Stensland FPB Inspector Dale Fochs Firefighter Nicole Davis FPB Secretary Chris Blankenheim Responsibilities include: Assess the Village s needs and develop new programs Review existing programs for effectiveness Represent the SFD to the public Procure training materials Foreign Fire insurance Board Reports to Battalion Chief Steve Ludkowski Assigned to Chief Jim Walters Lt. Bob Everson Firefighter Bill Nicholas Firefighter Bob Pellegrini Firefighter Steve Semerau Firefighter Joe Winkelman APC J.R. Johnson Responsibilities include: Review of all requests Updating Board By-laws Dissemination of meeting results to staff v Strategic Plan 22

23 Hazardous Materials Team Reports to Battalion Chief Jeffrey Hoeflich Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Chris Vrshek Captain Kathleen Furgala Firefighter Joe Hildenbrand Firefighter Bob Lampen Firefighter Bill Meier Firefighter Mike Greenwood Responsibilities include: Hazmat Training Team equipment inventory and maintenance Equipment recommendations Budget submittal U17 Inventory (Hazmat related) Completion of annual STAC reports Periodic review of hazmat SOGs Honor Guard/recognition Reports to Captain Kathy Furgala to Deputy Chief Ken Borre Lt. Assignment: Lt. Tom Doran Lt. Chris Vrshek Firefighter Joe Pryst Firefighter Tom Fuchs Firefighter Bill Gendel Assigned Firefighter Chris Kenneally Firefighter Jeff Rudolph Firefighter Kendall Wilson Firefighter Joe Winkelman Responsibilities include: Serves as representatives of the department, projecting a positive image of the organization and its members by serving as a well trained professional team at formal occasions, civic functions and memorials. At funerals and memorials it provides dignified honors for fallen Fire Department members especially as a line of duty death benefit, supporting and assisting surviving family members during their time of need. Incident Command/MABAS/NIMS Reports to Battalion Chief Jeffrey Hoeflich Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Adam Pease Captain Chris Bylak Deputy Chief Ken Borre Battalion Chief Steve Ludkowski Battalion Gabe Millard Lt. Tom Doran Responsibilities include: Assuring NIMS compliance I/C Training (Department and Village wide) MABAS Box Card revision recommendations Budget submittal v Strategic Plan 23

24 Labor/Management Team Assigned to Chief Jim Walters Deputy Chief Ken Borre Lt. Mark Larson Lt. Stan Goolish Firefighter Matt Kainer Firefighter Dave Norris Responsibilities include: Meet as a team to review and discuss any labor and management issues Pension Board Assigned to Chief Jim Walters Battalion Chief Gabe Millard Lt. Dan Collins Responsibilities include: Review Policies Administer pension fund Provide sworn personnel with information Print Shop Reports to Captain Earl Matrenec Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Bob Gaseor Firefighter Mike Greenwood Firefighter Chris Kenneally Firefighter Peter Kravetz Firefighter Ron Neigo Responsibilities include: Complete production of all Village requests for printing Maintaining equipment in print shop Safety Committee Reports to Battalion Chief Jeffrey Hoeflich Assigned to Deputy Chief Ken Borre Lt. Assignment: Lt. Allen Stensland Firefighter Robert Franz Responsibilities include: Hazard/risk assessment and prevention Review of safety related standards Development and review of safety related SOGs Review/assessment of SFD Injury and Accident Reports Annual safety inspections of each station Preparation of Annual Injury Analysis v Strategic Plan 24

25 SCBA/ Monitor Committee Reports to Captain Phil Donohue 17-1 Firefighter Mike Jahn 16-1 Assigned to Deputy Chief Robert Reichert Firefighter Dan Kalata 18-1 Lt. Assignment: Lt. Jim Cortilet 17-3 Firefighter Greg Koniecki 18-3 Battalion Chief Jeff Hoeflich Firefighter Brian Netolicky 16-1 Firefighter Andy Cutting 18-2 Firefighter Tim O Malley 16- Firefighter John DeGroot 17-3 Firefighter Tony Scianna 17-2 Firefighter Chuck Degeneffe 17-1 Firefighter Steve Semerau 17-3 Firefighter Scott Fogarty 16-2 Firefighter Collin Weldon 17-3 Responsibilities include: Training Team equipment inventory and maintenance Monthly SCBA inspections SCBA & APR fit tests Equipment recommendations Budget submittal Mask and monitor maintenance Respiratory protection compliance Specialty Vehicle Response Team (SVRT) Reports to Battalion Chief Jeff Hoeflich Assigned to Deputy Chief Robert Reichert Firefighter Tom Fuchs Firefighter Brian Handler Responsibilities include: Active membership in MABAS Division 3 SVRT Responsible for deployment and operations of SVRT apparatus (Air 3 & Comm 3) Complete annual training requirements and STAC reports Standard Operation Guidelines/Rules Regulations Reports to Battalion Chief Jeff Hoeflich Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Stan Goolish Firefighter Tim Moran Lt. Nick Eschner Firefighter Dave Norris Lt. Mark Larson Firefighter Tim Norton Lt. Andy Matanovic Firefighter Tim O Malley Lt. Roger Penninger Firefighter Sean Patten Firefighter Chuck Demes Firefighter Chris Riley NOTE: All of staff is part of the workgroup Responsibilities include: Reviewing and developing SOG recommendations Ensure SOG's are in compliance with MABAS/state response protocols Review Department Rules and Regulations v Strategic Plan 25

26 Station Equipment and Station Supplies Reports to Battalion Chief Steve Ludkowski Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Adam Becker Captain Chris Bylak Captain Phil Donohue Captain Earl Matrenec Firefighter Eric Faber Responsibilities include: Responsible for maintaining station supplies and inventory Station Tools Buildings and Grounds Monthly reports Recommendations for purchases of equipment Budget submittal NOTE: All 3 Station Captains are part of this work group Strategic Plan Committee Assigned to Deputy Chief Ken Borre All Staff will be part of this committee Responsibilities include: Continuous review and updating of department goals and objectives with emphasis on short and long range goals. Technical Rescue Team Reports to Battalion Jeffrey Hoeflich Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Tom Doran Lt. Bill Endre Lt. Nick Eschner Lt. Bob Everson Lt. Roger Penninger Firefighter Nate Hammer Firefighter Tim Hartogh Firefighter Mike Schey Firefighter Dennis Selzer Firefighter Carl Smits Responsibilities include: Technical Rescue training Equipment maintenance, inventory and purchase recommendations Budget Submittal Periodic Appraisal & Record Keeping Completion of Annual TRT STAC Reports U17 Inventory (TRT related) Periodic review of TRT SOGs Training Reports to Battalion Chief Jeff Hoeflich Assigned to Deputy Chief Robert Reichert Lt. Assignment: Lt. Roger Penninger Captain Phil Donohue Lt. Adam Becker Lt. Nick Eschner Lt. Chris Vrshek Firefighter Dave Nellessen Firefighter Tony Scianna Firefighter Dennis Selzer v Strategic Plan 26

27 NOTE: This group will consist of one Lieutenant from each shift who will act as a training liaison officer for their assigned shift. Lt. Training Liaison Lt. Roger Penninger Shift 1 Lt. Training Liaison Lt. Ron Smith Shift 2 Lt. Training Liaison Lt. Bob Gaseor Shift 3 Responsibilities include: Coordinating with Training Officer to plan and implement training evolutions and schedule Contributions to Stacked Tips monthly training bulletin Continuity of training Implementation of Minimum Standards testing Compliance with OSFM & NFPA Standards Training tower maintenance & prop development Safety Budget submittal Periodic review of Training SOGs Wellness/Fitness Team Reports to Battalion Gabe Millard Assigned to Deputy Chief Ken Borre Lt. Assignment: Lt. Bob Everson Lt. Dan Collins Firefighter Mike Jahn Firefighter Bill Nicholas Firefighter Tim Norton Firefighter Tim O Malley Firefighter Bob Pellegrini Firefighter Joe Raclawski Firefighter Chris Riley Firefighter Andrew Schavone Firefighter Steve Semerau Firefighter Scott Wallace Firefighter Collin Weldon Responsibilities include: Fitness program development and implementation Health Risk Reduction Program Physical ability test for candidates Maintain station equipment and provide purchase/replacement recommendations Budget submittal Contributions to Stacked Tips monthly training bulletin v Strategic Plan 27

28 Liaison Assignments Department Subject Area Occupation Safety and Health Operations/SOGs Fire/Rescue EMS Daily Operations Life Safety - Inspections & Instruction Special Teams/Operations Technical Rescue HazMat Fire Investigations Emergency Preparedness Training Apparatus/Tools and Equipment Facilities/Supplies/Clothing MIS/Records & Reports Communications Social Events/Recognition Credentialing - ISO/Accreditation Chief Officer Lead Staff Officer Lead Line Lead Deputy Chief Battalion Chief Borre Hoeflich Lieutenant Collins Deputy Chief Battalion Chief Lieutenant Reichert Hoeflich Goolish Deputy Chief Battalion Chief Reichert Ludkowski Lieutenant Larson Deputy Chief Lieutenant Borre Battalion Chief Millard Stensland Deputy Chief Battalion Chief Reichert Ludkowski As Assigned Deputy Chief Battalion Chief Borre Hoeflich As Assigned Deputy Chief Battalion Chief Reichert Hoeflich As Assigned Deputy Chief Battalion Chief Reichert Hoeflich Captain Donohue Deputy Chief Battalion Chief Lieutenant Reichert Hoeflich Vrshek Deputy Chief Borre Captain Matrenec As Assigned Deputy Chief Battalion Chief Borre Ludkowski As Assigned Deputy Chief Battalion Chief Reichert Hoeflich As Assigned Deputy Chief Battalion Chief Reichert Ludkowski As Assigned Deputy Chief Battalion Chief Reichert Ludkowski As Assigned Deputy Chief Battalion Chief Lieutenant Borre Ludkowski Jagman Deputy Chief Battalion Chief Lieutenant Borre Ludkowski Jagman Deputy Chief Lieutenant Borre Battalion Chief Millard McDonough Deputy Chiefs Battalion Chief Borre/Reichert Ludkowski As Assigned v Strategic Plan 28

29 Village Department Administrative Liaison Police Public Works Community Development Human Services Health Personnel MIS Finance Other Village Governments Administrative Liaison School Districts Park District Skokie Library Agency/Organization Administrative Liaison MABAS Division 3 St. Francis Hospital EMS Northeastern Illinois Public Safety Training Academy (NIPSTA) Fire Investigator Strike Force Hospital Disaster Committee (NorthShore University Healthcare) Skokie Chamber of Commerce Skokie Valley Rotary Kiwanis Deputy Chiefs Reichert/Borre Deputy Chief Reichert Deputy Chief Reichert Deputy Chief Reichert Deputy Chief Borre Deputy Chief Borre Deputy Chief Borre Deputy Chief Borre Chief Walters Chief Walters Chief Walters Chief Walters Deputy Chief Borre Chief Walters Deputy Chief Borre Chief Walters Chief Walters Chief Walters Chief Walters v Strategic Plan 29

30 Goals and Objectives 1. Reduce loss through effective Prevention, Education and Protection Programs. 2. Provide adequate and appropriate emergency services to the community. 3. Provide adequate and appropriate staffing, equipment and facilities to support all services offered. 4 Provide for the education and technical development of all department personnel. 5. Provide a safe working environment for all personnel. 6. Encourage and offer healthy lifestyle choices for all personnel. 7. Maintain adequate record keeping assisting in evaluation and planning. 8. Ensure an adequate communications system. 9. Promote high morale. 10. Develop cooperation with other Village departments and related agencies. 11. Maintain effective fiscal management. 12. Maintain disaster preparedness. 13. Develop departmental objectives to assure the accomplishment of stated goals. Program Review The Administrative Division has continued the department's participation in a number of village-wide initiatives as well as intra departmental programs. Work is ongoing in our maintenance of our accreditation status through the Commission on Fire Accreditation International and our Insurance Service Office (ISO) Class 1 rating. The department continues to focus on implementing any changes and improvements in preparation for our Re-Accreditation review scheduled in Our involvement and membership in the Northeastern Illinois Public Safety Training Academy (NIPSTA) continues as planned. NIPSTA s build out of its facility remains ongoing with new classes and programs offered on a regular basis. The Fire Prevention Bureau continues to participate in the village-wide commercial inspection program. Public education programs are reaching school age children, the general public and the business community. Hazardous materials monitoring and control continue to remain effective. In addition, the Fire Prevention Bureau has continued to test and record hydrant flows and review structural and fire protection plans for all construction in the Village. Compliance under the residential sprinkler ordinance continues, mandating all newly constructed single family residence be outfitted with residential sprinkler systems. The Fire Prevention Bureau is continuing a comprehensive public education program, including a certified Juvenile Firesetter Intervention Program v Strategic Plan 30

31 Additionally, in cooperation with the building department, a more effective participation in multi family residential building inspections to ensure life safety compliance has been implemented. The Fire Prevention Bureau is continuing its expansion of general fire prevention, code enforcement and fire inspection programs. Many of the programs are designed around new computer technology which continues to be instrumental in providing the bureau with improved data entry capabilities, improved statistics, data for tracking incidents, suspicious fire activity, hydrant information and enhanced pre planning to name a few. Additionally, based on enacted ordinances, the Fire Prevention Bureau will track and charge for all billable false fire alarms and for annual alarm user permits. The program will continue to be managed by the department using computer software. The Firefighting Division is continuing to conduct all training at the Advanced Firefighter level to promote Fire Officer I and II Certification through State Fire Marshal conducted courses. Measurable minimum personnel standards are in use and are proving extremely helpful with new recruits as well as seasoned veterans. Work to revise and/or replace antiquated standard operational guidelines has been ongoing. The drill tower has been providing an excellent platform for fire training evolutions, tactical scenarios and live fire training. The EMS Division has continued its popular Citizen CPR Program. During 2015, eleven classes were conducted and 132 people received participation cards. Since its inception in 1991, 2,081 citizens have been trained. Three firefighters became licensed paramedics. All existing Department Paramedics and EMTs completed their required annual continuing education. Per ordinance, we continue billing for all EMS services where treatment and transport were provided. The program is managed through an outside agency. Revenues have been steadily increasing as a result of higher call volume, improved computerized documentation and enhanced collection methods. The Training Division ensures that all personnel on an annual basis receive the required 260 hours of mandatory training. Each month, a wide variety of Fire and Rescue topics are selected and used for training purposes at the company level. To accomplish this, the department publishes a monthly training guide called STACKED TIPS. It is divided into sections as follows: Company Training, Fire Apparatus Engineer (FAE) Review, Officer Development, Emergency Medical Services (EMS), Fire Prevention Bureau, Special Teams and Consider It. Every month, a different subject is addressed in each of the sections. This helps afford continuity of training between the shifts and provides information to Company Officers that enables them to accomplish their monthly training requirements. As the scope of the fire service changes, so too must the service s level of training and knowledge. An increase in potential homeland security threats and the possibility of terrorism has prompted additional specialized training v Strategic Plan 31

32 of all our personnel. Such training has included Hazardous Materials Awareness, Chemical Identification, and Weapons of Mass Destruction Awareness. Structural Collapse training is now common, with specialized teams becoming more qualified and staffed for active threat response. Saving Our Own programs are proactive, training firefighters to be better prepared in recognizing the dangers of the job and providing immediate and appropriate care in the event of an emergency or MAYDAY. Called Rapid Intervention Teams or RIT crews, firefighters are now not only better prepared to save the general public, but their own as well. Development and implementation of minimum company standards has begun. The Training Officer has been working with other MABAS Division 3 Training Officers to develop minimum company standards and minimum training requirements that satisfy the different requirements placed on the fire service. This move will also bring standardized training throughout MABAS Division 3. The department also maintains an on-site training facility located at Station #17. The structure provides a unique and versatile platform by which any and all training evolutions may be performed, including but not limited to, live burns, repelling, roof operations, ventilation practices and search & rescue. Additionally, the Department is a founding member of the Northeastern Illinois Public Safety Training Academy (NIPSTA). NIPSTA is an intergovernmental agency comprised of municipalities, fire protection districts, and other organizations located in the Chicago metropolitan area that have combined energies and resources to create a regional, state-of-the-art public safety training facility. Located in Glenview, Illinois, NIPSTA is designed to meet the needs of its Members by developing and providing high quality, cost-efficient educational programs that address the training requirements of fire, police, EMS, public works, hazardous material, and disaster response personnel v Strategic Plan 32

33 Certifications Attained 2015 Subject Number of Certifications Basic Operations Firefighter 4 Advanced Technician Firefighter 8 Chief Fire Officer 1 FAE 0 Instructor I 3 Instructor II 0 Fire Officer I 6 Fire Officer II 2 Unified Command 0 Incident Safety Officer 1 Fire Service Vehicle Operator 4 Technical Rescue Awareness 3 Hazardous Materials Operations 3 Hazardous Materials Technician A 1 Hazardous Materials Technician B 1 Confined Space 1 Trench Technician 2 Structural Collapse Operations 1 Structural Collapse Technician 1 Vertical Rescue II 3 Health & Safety Officer 1 Fire Department Safety Officer 1 Fire Investigator 3 Rope Rescue Ops 1 Vehicle & Machinery Operations 13 Vehicle & Machinery Technician 3 Water Rescue Operations 1 TOTAL v Strategic Plan 33

34 Budget Issues Major concerns reflected in this year's budget is the implementation of a new wireless computer based system that will enhance EMS documentation, Fire Prevention pre-plans and Computer Aided Dispatching (CAD). As a NIPSTA member, the department will be required to expend significant funding toward dues and fees. In the shadow of potential terrorism, the department will continue to be faced with expanding the caliber of training administered and our abilities to properly handle acts of potential homeland terrorism including Active Shooter incidents and potential bio-hazard epidemics, including Ebola, SARS, etc. The Administration Division is continuously reviewing our Accreditation and ISO ratings and the necessary requirements by which to maintain them. In 2017, the department will once again be evaluated for Accreditation, and continues to plan accordingly. The Fire Prevention Bureau will once again host our annual open house event and our successful Citizen s Fire Academy. Our plan is to once again focus on fire safety and EMS. Public education awareness programs will continue to be offered to residents and the business community in the Village. Fire prevention officers will attend continuing education programs that will enhance their knowledge of fire prevention. The FPB will enhance their partnership with the Safe Schools Committee to assist in the event of a crisis. The team of Fire Investigators continues to receive enhanced training, with the addition of certified Arson training for a select number of investigators. Use of new software and Global Information Systems (GIS) will assist in tracking false fire alarms, fire alarm user permits and provide clearer and more concise pre-plans. The Firefighting Division will continue to ensure the utmost preparedness of the general work force and of specialty teams. Efforts to enhance the quality and type of training are ongoing. The drill tower is an essential element of our training and is required for the department's prestigious ISO Class I rating and is recommended by the Commission on Fire Accreditation International. The Firefighting Division is looking to improve its ability to locate fire victims and trapped firefighters with the inclusion of additional thermal imaging cameras. The EMS Division will take all necessary steps to implement a computerized format for all EMS documentation. The division will continue to train all medical personnel, maintain the in-service status of all equipment, continue EMS billing and maintain the popular Citizen CPR Program. In addition, the Division will continue its expansion of EMS equipment and lifesaving capabilities with the purchase and use of 12 lead electro-cardio grams (EKG) and the continued maintenance of updated automated external defibrillators throughout the remaining balance of department vehicles v Strategic Plan 34

35 Strategic Plans & Objectives Strategic Plan 1 - Reduce loss through effective Prevention, Education, and Protection Programs are: a. The Skokie Fire Department will continue to target audiences with its hazards public education programs. These programs will strive to educate the public about fire prevention as well as health and safety practices that will help reduce the loss of life and property. b. Develop computerized pre-plans for all new construction and upgrade all existing pre-plans annually. c. The Fire Prevention Bureau will review fire flow requirements and maintain statistics as necessary to ensure that adequate equipment and personnel are available to meet these requirements. d. The Fire Prevention Bureau will review all plans for new construction, remodeling and rehabilitation of existing buildings to ensure compliance with applicable codes and ordinances. e. The Skokie Fire Department will enforce all applicable codes and ordinances in all existing structures in the Village to the extent required by ordinance. f. The Fire Prevention Bureau will continue to inspect all commercial, industrial and public assembly occupancies in the community for the purpose of reducing the numbers and severity of fires in the community. g. Inspect all non-residential buildings in the Village to ensure compliance with adopted life safety and fire prevention standards annually. h. Conduct an Annual Open House in order to demonstrate the capabilities of the Fire Department to the public while reinforcing fire prevention and fire life safety behaviors. i. Maintain the Certified Juvenile Firesetters Intervention Program. j. Staff will annually review the Fire Department's fire protection, public education and training programs to ensure that they are effective and efficient. k. Investigate all fires and explosions to determine cause and origin v Strategic Plan 35

36 Strategic Plan 2 - Provide adequate and appropriate emergency services to the community are: A. Emergency Medical Services will be addressed and maintained through: a. The EMS Coordinator will review the existing EMS program annually to ensure that our Standards of Cover response times are being attained. b. Providing optimal emergency care to the sick and injured within the Village of Skokie, incorporating EMT-P (Paramedic) and EMT-B (Emergency Medical Technician-Basic) personnel, utilizing the latest and most appropriate equipment available. c. Continuing the training and education for all Paramedics and EMT s in areas of Emergency Medicine. d. Billing of all transported patients who utilize the ambulance services provided by the Department. e. Participating in outside educational programs in areas of Advanced Cardiac Life Support, Basic Trauma Life Support and CPR Instructor classes. f. Continuing the public awareness of the EMS Division through open houses, public demonstrations, village fairs, student fire station visitations, news releases, community programs, guest appearances, cable television, etc. g. Providing public American Heart Association CPR classes. h. Continuing to hold regularly scheduled meetings and discussions relative to today s EMS issues with hospital staff and others. i. Maintaining the close ties developed with associated hospitals and their staff, the Illinois Department of Public Health, fire service groups and other agencies in order to continue having the valued input needed to formulate policies related to providing Emergency Medical Services. j. Enter and track all pertinent data related to providing complete Emergency Medical Services to the community and provide monthly reports of activities. k. Document and enter all EMS information mandated by the Illinois Department of Public Health. l. Meeting all mandates placed on us by OSHA, IDOL, Illinois Department of Public Health and St. Francis Hospital EMS System. B. Fire Suppression Services will be addressed and maintained through: a. The Deputy Chief in charge of Operations b. Critiques of significant incidents v Strategic Plan 36

37 c. Maintenance of a comprehensive set of Standard Operating Guidelines d. A Risk Hazard Analysis e. Active membership in MABAS Division III C. Hazardous Materials Services will be addressed and maintained through: a. Officer in charge of the Haz-Mat Team b. Critiques of significant incidents c. Maintenance of a comprehensive set of Standard Operating Guidelines d. Active membership on MABAS Division III Haz-Mat Team D. Tactical Rescue Services will be addressed and maintained through: a. Officer in charge of the Tactical Rescue Team b. Critiques of significant incidents c. Maintenance of a comprehensive set of Standard Operating Guidelines d. Active membership on MABAS Division III Tactical Rescue Team Strategic Plan 3 - Provide adequate and appropriate staffing, apparatus, equipment and facilities to support all services offered are: A. Staffing will be addressed and maintained through: a. Maintaining a Fire Suppression Force capable of extinguishing fires of a magnitude that might be anticipated in Skokie based on historical data. b. Conducting proactive recruitment and testing for new employees with an emphasis on equal opportunity employment. c. Maintaining a Paramedic force capable of providing quality Emergency Medical Services to the needs that might be anticipated in Skokie based on historical data and projected trends. B. The Skokie Fire Department apparatus and equipment will be addressed and maintained through: a. Maintaining apparatus, hose and equipment to provide maximum efficiency at all emergencies. b. The Fire Department will assign personnel to ensure the serviceability and reliability of equipment. c. Provide optimal fire suppression and rescue services utilizing the latest and most appropriate equipment available. d. Apparatus replacement program v Strategic Plan 37

38 Strategic Plan 4- Provide for the education and technical development of all department personnel: The Skokie Fire Department education and technical development will be addressed and maintained through: a. The Department Training Officer and Training Committee b. Educating and training Fire Department Personnel to effectively and efficiently perform in their areas of responsibility and prepare them to function in the next highest position. c. The Training Division will assist all firefighters in attaining the level of Advanced Technician Firefighter, in accordance with NFPA 1001 and the Office of the State Fire Marshal, Division of Personnel Standards and Education. d. The Training Division will review and update the career development program for all officers and promotional candidates in accordance with NFPA 1021 and the Office of the State Fire Marshal, Division of Personnel Standards and Education annually. e. Continuing the ongoing Advanced Technician Firefighter Program to ensure that it is the minimum level of training for all fire suppression personnel. f. Continuing to provide effective and efficient fire ground operations by providing advanced officer training through the State Fire Officer Certification Program. g. Continuing to improve and update measurable, minimum company and personal standards of operations h. The department will continue to support specialized training through the budgetary process for, but not limited to; EMS, Fire Suppression, Prevention, Special Rescue, Hazardous Materials, Fire Investigation, Driver Operator and Officer Development. Strategic Plan 5 - Provide a safe working environment for all personnel. Safety will be addressed and maintained through: a. A Department Training/Safety Officer b. A standing Department Safety Committee c. Interaction with the Village s Risk Management Division d. Provision of appropriate safety equipment and apparatus e. Defensive driver training for all personnel f. A comprehensive fire apparatus preventive maintenance program conducted through the Village Automotive Division g. Incident Command System (ICS) and the National Incident Management System (NIMS) training and implementation v Strategic Plan 38

39 h. Formal review of all industrial injuries and accidents, and report of findings, in letter format, to all involved i. Infectious disease exposure training, tracking, prevention and provision of appropriate equipment and supplies j. Compliance with nationally recognized standards and OSHA mandates k. Maintenance of a comprehensive set of Standard Operating Guidelines l. Continuing to implement compliance with NFPA 1500 (Fire Fighters Occupational Safety and Health) and Illinois m. Meeting all mandates placed on the Department by OSHA, IDOL, Illinois Department of Public Health and St. Francis Hospital EMS System n. Evaluate the need for additional intersections to be controlled by an Emergency Vehicle Traffic Signal Preemption System (Opticom). Strategic Plan 6 - Encourage and offer healthy lifestyle choices for all personnel. Health and Fitness will be addressed and maintained through: a. Mandatory medical examinations for Emergency Services personnel on a regular cycle b. Medical examinations for all Haz Mat responders annually c. Facilities built/remodeled with emphasis on employee health and comfort d. Emphasis on physical fitness, health and wellness e. Emphasis on stress management and critical incident stress intervention f. Providing appropriate inoculations and communicable disease screenings g. The Fire Department will evaluate and communicate a Wellness/Fitness initiative through committee, to review and receive recommendations to reduce injuries and improve overall health. h. The Wellness/Fitness Committee will review and recommend for purchase appropriate physical fitness equipment necessary to maintain a physical fitness program. Strategic Goal 7- Maintain adequate record keeping assisting in evaluation and planning. The Department Management Information System and Record Keeping will be addressed and maintained through: v Strategic Plan 39

40 a. Liaison with the Village Computer Committee b. Continuing to record and evaluate all statistics pertaining to all emergency responses, in accordance with the National Fire Incident Report System (NFIRS) and Illinois Department of Public Health (IDPH) c. Review and revise of the Department's Standard Operational Guidelines d. Review all proposed computer upgrades to ensure they are appropriate and functional and include user training e. Review data entry and record keeping procedures to ensure efficiency and eliminate redundancy Strategic Goal 8- Ensure an adequate communications system. The communications systems will be addressed and maintained through: a. Deputy Chief in charge of Communications b. Establishment of a Joint Communications Committee c. Maintaining professional ties with the civilian Communications Coordinator d. The Joint Communications Committee will review all alarm reception procedures and submit recommendations for improvements as necessary Strategic Goal 9 - Promote high morale. Morale will be addressed and maintained through: a. Social Events work group b. Awards and Recognition work group c. Chief Officers and command staff periodically conducts non formal discussions with employees. Strategic Goal 10- Develop cooperation with Village departments and other related agencies. Interdepartmental and intra agency cooperation will be addressed and maintained through: a. The Fire Department staff shall designate liaisons between the Department and any related agencies to coordinate intradepartmental and interdepartmental relationships. b. The Fire Department will continue to serve on the various Village and related agency committees and groups v Strategic Plan 40

41 c. Continued membership in the various local, state and national organizations d. Quarterly meetings with Village Department Director Strategic Goal 11- Maintain effective fiscal management. Fiscal Management will be addressed and maintained through: a. The Deputy Fire Chief serving as Budget Manager b. The Fire Department staff will regularly review Department costs and budget and suggest improvements wherever and whenever appropriate. Strategic Goal 12 - Maintain disaster preparedness. a. The Fire Department will function as the Skokie Emergency Services Disaster Agency (ESDA) in the continuation, testing and revision of a Disaster Plan for the Village. The Department will update its own internal plans consistent with that Village Disaster Plan. b. The Fire Department will update its Annex to the Emergency Operations Plan and Quick Reference Guide. Chair quarterly meetings with the Village Public Safety Committee. Strategic Goal 13 - Develop departmental objectives to assure the accomplishment of stated strategic goals. a. Maintain Accreditation through the Commission on Fire Accreditation International (CFAI) b. Strategic Planning Committee will update the Fire Department Strategic Plan annually v Strategic Plan 41

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