customer centric trategic plan - lemont fire protection district · 2016. 2. 10. · a...
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Customer-Centric Strategic Plan 2015 - 2020
May 2015
LEMON T F I RE PROTEC T I ON D I STR I CT| ST R A T EG I C PL A N 2015-2020
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Table of Contents Updates & Revisions ....................................................................................................................... 2
Letter from the Chief ...................................................................................................................... 3
Acknowledgements ......................................................................................................................... 4
Mission Statement .......................................................................................................................... 5
Value Statement ............................................................................................................................. 5
Customer-Centric Strategic Planning .............................................................................................. 6
Planning Introduction ..................................................................................................................... 7
Process ............................................................................................................................................ 8
Benefits........................................................................................................................................ 9
Appreciative Interview Insights ................................................................................................... 9
SOAR Summit Outcomes................................................................................................................. 9
Results ......................................................................................................................................... 9
Reflection .................................................................................................................................. 10
Strategic Themes, Initiatives & Action Plans ................................................................................ 11
Strategic Theme #1: Significantly Improve Communications ................................................... 11
Initiative 1.1 ........................................................................................................................... 11
Initiative 1.2 ........................................................................................................................... 12
Initiative 1.3 ........................................................................................................................... 12
Initiative 1.4 ........................................................................................................................... 13
Strategic Theme #2: Partner with other Services ..................................................................... 13
Initiative 2.1 ........................................................................................................................... 13
Strategic Initiative #3: Continue to Pursue Accreditation through CPSE .................................. 15
Initiative 3.1 ........................................................................................................................... 15
Complete Self-Assessment, Standards of Cover, Strategic Plan ........................................... 15
Strategic Initiative #4: Identify Methods to Involve the Community in the Fire District ......... 16
Initiative 4.1 ........................................................................................................................... 16
Strategic Initiative #5: Clarify the Organizational Purpose ....................................................... 17
Initiative 5.1 ........................................................................................................................... 17
On-Going Brainstorming Initiative ................................................................................................ 18
Appendix ....................................................................................................................................... 19
Summary Page ........................................................................................................................... 19
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UPDATES & REVISIONS
The Lemont Fire District has committed to utilizing the Strategic Plan as a tool to guide our
progress and benchmark the quality of services delivered to ALL stakeholders. Therefore, we
continually monitor, revise and update its content as we make progress.
October 2015
Strategic Initiatives Progress Report
February 2016
Revision/Updates for Strategic Plan
Strategic Initiatives Progress Report
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LETTER FROM THE CHIEF
I’m pleased to introduce the Lemont Fire Protection District’s Customer-Centric Strategic Plan.
It is both a road map for the Fire District and a guide for identifying priorities so we can
continue delivering excellent fire, rescue, prevention, and emergency medical services into the
future.
This five-year plan represents our commitment to good stewardship of department resources
funded by our residents. When residents and key stakeholders were surveyed during the
strategic planning process we identified and highlighted significant strengths of the Lemont Fire
Protection District as well as discovered our future potential despite our challenging
environment. This in turn created the beginning of both internal and community relationships
to increase engagement and support for our department.
Thank you to all of the Lemont Fire Protection District employees who shared their thoughts
and ideas through surveys, interviews, and outreach meetings. Your feedback has been
invaluable. Thank you also to the residents, elected officials, administrators, and other key
community partners who were interviewed as part of our planning process. Your support
helped guide us and is critical to the success of this plan.
I invite all members of the community we serve to join us in supporting this vision for the future
of the Lemont Fire Protection District.
Sincerely,
Fire Chief
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ACKNOWLEDGEMENTS The Lemont Fire Protection District acknowledges external and internal stakeholders for their
valuable participation and input into the Customer-Centric Strategic Planning Process.
Development of the Lemont Fire Protection District’s strategic plan began in September 2014
and concluded in March, 2015. The District would like to acknowledge the Strategic Planning
Steering Committee, the internal stakeholders and express a special ‘thank you’ to community
members who contributed to the creation of the plan, as it was truly a team effort.
It would not have been successful in creating our vision without the professional guidance of
our consultant, Gina Hinrichs and her enthusiastic team of Ph.D. and Master’s student interns.
The following acknowledges those individuals who were instrumental to the process- those that
provided feedback and those who participated in our Vision for Excellence Summit:
EXTERNAL COMMUNITY STAKEHOLDERS
Brian Reinke Susan Petraca Rachel Narel Karen Kerwin Duane Bradley Tim Tobin Rick Lighthart
Robert Bradley Chris Swierczke Terry Gibson Eric Eaton Chris Salomon Vita Annarion Robert Splitt
Tom Burton Vacys Saulys Steve Machon Daniel Ziemba John Cisek Theresa Vavery David Leahy Mike Gorman
LEMONT AREA ADMINISTRATORS
Brian Reaves, Mayor of Lemont
Steve Rosendahl, Lemont Township Supervisor
Courtney Orzel, Superintendent, Lemont-Bromberek School District
Louis Egofske, Executive Director, Lemont Park District
Mary Ticknor, Superintendent, Lemont High School
Greg Smith, Commander, Lemont Police Department
George Schafer, Administrator, Village of Lemont
Mary Gricus, Principle, Lemont-Bromberek School District
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LEMONT FIRE PROTECTION INTERNAL STAKEHOLDERS
Keith Latz, Trustee Vicki Cobbett, Trustee Glenn Bergmark, Trustee Chief George Rimbo Matt Peksa Sandy Dominik Tony Stefanelli Chris Ganz Steve Banaszek Craig Newmes John Truffa Todd Fischer Keith Jager
Chris Flood Jack Bright Dave Bettenhausen Steve Landgraf Dave Slivinski Dave Gubbins Rich Moses Al Bengtsson Jamie Wilkey Jay Nickleski Mike Smollen Joyce Stanislawski Frank Jareczek
Dan Tholotowsky Lisa Kuzmicki Joe Rymkey Carla Clark Kevin Wiktor Bill Anderson Rami Elshareif Jeff Czemske David Evers Mark Armor Al Stasiak Patty Dwyer Ron Lambert
PROJECT INTERNS
Benedictine University & Chicago School of Psychology Rainbow Wixted Ray Mulrenin Kathy Brownridge Rachel Narel Ina Heffner JoAnne Ivory Tanja Coleman Maureen Franson Genice Daniels Sara Bieda
Angela Baker Bev Connelly Beverly Jenkins Creonn Haper DeAngelo Jones Edina McGivern Elizabeth Beligio Gina Vanderreyden Hilda Vadivia James Relund
John Jameson Jeanne Berker Jen Grube Jil Hinrichs Kamilah Mahon Mike Mitchel Morgan Gleasman Stacy Cannady Valentine Chavez Terri Marks-Grant
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MISSION STATEMENT The mission of the Lemont Fire Protection District is to minimize the loss of life and property
resulting from fires, medical emergencies and environmental and other disasters.
We accomplish our Mission through prevention, fire suppression and medical services, rescue
skills, as well as Public Education classes, materials and other related emergency and non-
emergency activities.
We will actively participate in our community, serve as role models, and strive to effectively and
efficiently utilize all or our necessary resources at our Command to provide a product that is
deemed excellent and appropriate to the residents of the Lemont Fire Protection District.
VALUE STATEMENT As members of the Lemont Fire Protection District we take pride in our commitment to
professional service by maintaining our skills, knowledge and abilities. Members are committed
to conducting ourselves in an ethical manner, conforming to a moral standard of right versus
wrong by treating each other and the people we service humanely, professionally, and
honestly. We further ascribe to the following values.
Members of the Lemont Fire Protection District are accountable to each other and the
community we serve. We accept responsibility for our decisions and actions.
Members of the Lemont Fire Protection District are honest and fair in our dealing with
our residents and each other. We are honorable to our profession and we inspire each
other to maintain trustworthiness, openness and sincerity.
We expect high moral and ethical behavior from our members.
We strive to be an exemplary organization based on morals, ethics, integrity, teamwork
and caring.
Family issues are a priority
We will utilize all of our resources to provide the finest service to our entire Fire Protection
District.
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CUSTOMER-CENTRIC STRATEGIC PLANNING Today’s fire service is being confronted by a challenging environment that includes competition
for funding and accountability for its services. Public demands for diversity in services continue
to increase, while funding for additional resources continue to shrink. These trends place
increased pressure on the modern fire service administration, policymakers, and staff to
develop ways to be more effective and more efficient. Often times, the public expects the fire
service to enhance services with fewer resources. The Lemont Fire Protection District is
committed to work more efficiently with available resources, while constantly reviewing
programs that will best serve the community.
A Customer-Centric, Strength
Based approach was used to
develop this strategic plan to
ensure that community needs
were incorporated. The
traditional Strengths, Weaknesses, Opportunities and Threats (SWOT) model was replaced by a
results-oriented and co-constructive model – Strengths, Opportunities, Aspirations and Results
(SOAR). The application of this model focuses on what really matters: the needs of the
community, Lemont FPD employees and the organization itself.
The results of the process are merged into a document which outlines initiatives, action items
and project owners encompassed within priorities and time frames.
It is a living management tool that:
Provides short-term direction
Builds a shared vision
Optimizes use of resources
Effective strategic planning benefits from a consistent and cohesively structured process
employed across all levels of the organization. Planning is a continuous process, one with no
clear beginning and no clear end. While plans can be developed on a regular basis, it is the
process of planning that is important, not the publication of the plan itself. The planning
process should be flexible and dynamic, with new information from community members, like-
providers, and life changes which are constantly factored in the plan. Customer-Centric
Strategic Planning creates a platform for a wide range of beginnings.
The approach comes to life by being shared, debated, and implemented in the context of
organizational realities. Successful organizations, from government agencies to Fortune 500
companies, have recognized that attaining community focus is essential. Aware of this
necessity, public safety agencies must strategically plan on how they will deliver high-quality
products and services to the public through better, more efficient, and less expensive programs
(CFAI, Self-Assessment Manual, 2009).
You guys do such a great job. I’ve had a very positive
experience with your service!” Community Member
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PLANNING INTRODUCTION The Lemont Fire Protection District (Lemont FPD) values continuous improvement to be good
stewards of the public trust. To this end,
Lemont FPD is seeking CPSE accreditation
from the Commission on Fire Accreditation
International. In addition, Lemont FPD
seeks to significantly improve stakeholder
engagement through improved
communications and involvement in
innovative projects.
Lemont FPD engaged an Organization
Development (OD) consultant to help create
a strategic vision for Lemont FPD. Lemont
FPD chose to use a strength-focused whole
systems approach to engage stakeholders in the creation of their strategic vision. Lemont Fire
Protection District leveraged the use of Benedictine University Master’s and PhD students to
assist in this effort.
The strategic visioning process included:
Clarifying the outcome and approach
Conducting appreciative interviews for Lemont FPD stakeholders including
members, trustees, administrators, and community members
Providing a qualitative analysis of the interviews
Conducting a Strategic Visioning SOAR Summit
Providing feedback on the process in a consultant’s report
Co-creating a strategic vision was the desired outcome but the process was equally important
to the outcome. By utilizing SOAR
– Strengths, Opportunities,
Aspirations, and Results, Lemont
FPD could more innovatively
engage stakeholders and begin to
achieve a best practice that would
further the CPSE accreditation.
“I was in shock – the paramedics were so
professional. I still can’t believe it to this day – you
guys handle so much stuff – and you’re so calm and
professional. Wow!”
Community Member
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PROCESS The process began with conversations that created the strategic visioning project. In this way,
Lemont FPD’s project team met with Gina Hinrichs and a sub-group of interns to brainstorm
and clarify the possibility of the project. A charter was created and buy-in of Lemont FPD’s
leadership and the rest of the
interns was gained. The rest of
the project aligned to this
document.
Interviews were designed and
conducted in November and
December, 2014. The appreciative interviews were designed to understand the current
situation and investigate a hopeful future vision. More than sixty stakeholders from Lemont
FPD’s internal members, administrators, trustees, and community members were interviewed
by key interns. A great deal of data was captured. This data was used for the SOAR Summit to
co-create a strategic vision. In addition, this data can be used for improving community
relationships and communications.
In February, 2015 a strategic visioning SOAR
Summit was held in the Lemont Township
building. Over thirty stakeholders and twelve
interns participated. The Lemont FPD
strategic visioning project team created a
welcoming, safe and fun environment that
set the stage for an open and innovative
session. It was hoped that many more
community members would have attended.
However, for the first experience with the
SOAR Summit approach, it was an effective
and balanced number of participants.
Productive conversations led to a strategic
focus with the identification of four key
initiatives for Lemont FPD.
In addition to providing data, an interview
report, and strategic initiatives, there were
additional benefits for employing a strength-
focused holistic approach.
“The firefighters were very professional and in control
of the situation. Thank goodness they are here!”
Community Member
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Benefits
Highlighted the significant strengths of Lemont FPD
Collectively discovered future potential despite a challenging environment
Created the beginning of internal and community relationships to increase engagement
and support for Lemont FPD
Realization of the ability of Lemont FPD to
conduct large group meetings
Appreciative Interview Insights
Strengths – It was evident that Lemont FPD has
the strengths needed to achieve the
accreditation and community engagement.
There is both the will and the capability. The
foundation is there to “build upon”.
Opportunities – The focus on accreditation is an
overall approach for becoming even more
efficient and effective. Lemont FPD needs to
connect with the community by communicating
with transparency. Lemont FPD needs to be
proactive to respond to changes and potential crisis.
Aspirations – To achieve the accreditation, engage the community with better
communication, social media, and public relations, reinstate impactful programs (e.g.
fire academy), innovative services, and up to date technology.
Results – Survey and track
communication and
program effectiveness.
SOAR SUMMIT OUTCOMES The process to achieve the strategic initiatives was as important as the identified initiatives.
Participants appreciated the approach that allowed them to contribute to the conversations
without fear. Participants felt listened to and created connections.
Results
The initiatives that were identified through the SOAR process were:
1. Significantly Improve Communications – Two Way, Transparency, Expand Social Media
Channels, Market/PR, leverage with other taxing bodies
2. Partner with other services – leverage resources to improve stewardship
“Educating the public whenever I’m in the community
is an important part of the job that gets overlooked.”
Internal Stakeholder
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3. Pursue the CPSE Accreditation
4. Reinstitute the Fire Academy
The design of the SOAR Summit
was to engage stakeholders in
imagining the future of Lemont
FPD for the next few years. With
the limited time, detailed next
steps were not identified. General
next steps and commitments
were discussed. George Rimbo,
Fire Chief, and Dave Slivinski,
Administration Chief, will work to
delegate the initiatives to internal
and external project teams.
Reflection
The Lemont FPD is an impressive
group of individuals. There is great
possibility for Lemont FPD to achieve the CPSE accreditation and to be the role model for
effective public services. It will be important to provide intentional follow up from the initial
effort to achieve Lemont FPD’s future. The work from the interviews and SOAR Summit was an
important start. More needs to be accomplished to build upon the beginning efforts. If nothing
is done, stakeholders may become skeptical for future efforts for engagement.
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STRATEGIC THEMES, INITIATIVES & ACTION PLANS Strategic Theme #1: Significantly Improve Communications
This strategic theme underscores the importance of communicating with the members of the
public, other local agencies and taxing bodies. Identifying specific mediums will create two-way
communication and enhance the transparency of the Fire District’s operations, provide
valuable, timely and significant information distribution outside the organization. Equally
important is the dissemination of relevant information to internal stakeholders ensuring
accurate and meaningful communications critical to maintain efficiency and motivation.
Initiative 1.1 Market Fire District (Public Relations)
Responsibility: Lead: Nickleski Support: Dominik, Newmes, Jareczek
Priority Level
High
Medium
Anticipated
Completion:
June 2016
Action Items:
Create social media component, using either Facebook and/or Twitter, or both.
Update our website more often and monitor how many visits it is getting.
Entertain using YouTube to upload training videos from our members and/or highlighting our equipment.
Create a newsletter to be mailed to the public featuring employee profiles, equipment features, hiring, retirement, and promotion information within the Department.
Expectations:
Establishes a method of getting our message out to the public.
To disseminate information from the top down and the bottom up.
Make the Fire District more transparent to the public
Enlighten the public as to who we are and what we do.
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Initiative 1.2 Create Customer Service Survey
Responsibility: Lead: Slivinski Support: Dominik
Priority Level High
Anticipated
Completion:
November
2015
Action Items:
Create an on-line (web link) customer satisfaction survey to assess
quality of service delivered.
Maintain voluntary access to survey instrument to be posted on
District web site for post service evaluation.
Create database of collected responses to be reviewed on a
scheduled basis; adjust service as needed based upon feedback.
Expectations:
Allow for customer feedback to drive future service delivery.
Address all customer responses in an effort to maintain high quality performance
expectations.
Initiative 1.3 Coffee with the Chief Forum
Responsibility: Lead: Chief Rimbo
Priority Level Medium
Anticipated
Completion:
January 2017
Action Items:
Establish a schedule of dates and times (quarterly) to conduct the
forum at Station 1; identify communication method to invite
community members to attend forum.
Identify external venues to attend such as community meetings,
Chamber of Commerce events etc. to provide status on current fire
district activities.
Create appropriate media materials to distribute to reflect current
talking points.
Expectations:
Provide current information/updates on fire district activities/events to community
members and provide an opportunity for feedback.
Maintain transparency in fire district operations.
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Allow for community input to guide service delivery as appropriate to achieve high
customer satisfaction.
Initiative 1.4 Increase Internal Communication
Responsibility: Lead: Nickleski Support: Dominik, Stanislawski
Priority Level Medium
Anticipated
Completion:
April 2017
Action Items:
Re-establish the Bureau Briefs newsletter (monthly/quarterly) to
create an information channel where applicable fire prevention and
public education activities are shared with internal stakeholders.
Create an internal newsletter and or email
(weekly/monthly/quarterly) from administration to highlight
current activities or updates on projects/initiatives.
Increase participation in Village and local group events.
Expectations:
Keep all District members informed of on-going construction, hazards, and other
pertinent useful information to do our jobs better.
To disseminate information from the top down and the bottom up.
Establish positive connections with as many groups as possible.
Strategic Theme #2: Partner with other Services
Create strategic and collaborative relationships with other taxing bodies and agencies
throughout the Fire District to enhance the overall service delivery to external customers and
stakeholders. Create value added services through cost sharing and implementation methods
by reducing redundancy and achieving overall cost savings.
Initiative 2.1 Leverage Services with other taxing bodies
Responsibility: Lead: Rimbo Support: Dominik, Battalion Chiefs
Priority Level High
Action Items:
Lemont Park District
o Establish a multi-week safety centered program in concert
with the police, fire district and park district that focuses on
providing various safety educational topics for residents of
Lemont and their families.
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Anticipated
Completion:
Current to March 2020
o Collaborate with Park District to increase our exposure and
expand our involvement in presenting fire safety messages
year-round using the Safety Village Campus.
Lemont Police Department
o Explore a collaborative relationship with the police
department to establish an annual Public Safety Day; work
with leaders in both organizations to create a formal plan
with a focus on community safety.
Lemont Public Works
o Create a “Boulevard Banner” program where fire safety
messages are displayed on Village property throughout the
community; distribution facilitated by public works
staff/equipment.
Village of Lemont
o Consider submitting a safety related topic or district
operational update into the Village of Lemont quarterly
newsletter.
Chamber of Commerce
o Establish a method of communicating with the community
utilizing local businesses to distribute safety messages and
create a reward based data collection program.
Expectations:
Increased transparency within the community and establishing a solid relationship
with other taxing bodies.
Establishing a unified approach to uphold our commitment to providing professional
public safety services and education.
Establish that the fire district is present, approachable and interested in the safety of
its residents, business owners and visitors.
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Strategic Initiative #3: Continue to Pursue Accreditation through CPSE
The pursuit of accreditation symbolizes the dedication of the Lemont Fire Protection District in
achieving the most effective and efficient delivery of emergency and non-emergency services;
provides a forum for communication of management and leadership philosophies as well as
facilitating input and building positive relationships with internal stakeholders; encourages
continuous quality improvement; and fosters pride in the Lemont Fire Protection District,
community members and citizens.
Initiative 3.1 Complete Self-Assessment, Standards of Cover, Strategic Plan
Responsibility: BC Slivinski & DC Nickleski
Priority Level
High
Anticipated
Completion:
Strategic Plan: May 2015 Accreditation: August 2018
Action Items:
Self- Assessment Document
o Continue to utilize team approach to assess and document
Lemont Fire Protection District administrative and
operational procedures guided 10 categories established by
Center for Public Safety Excellence.
Standards of Cover
o Utilize internal staff and external consultant to analyze and
define those written procedures that determine the
distribution and concentration of fixed and mobile resources
of the Lemont Fire Protection District.
Strategic Plan
o Complete Customer Centric Strategic Plan based on
discoveries from internal/external interviews and Vision for
Excellence Summit. Create a document that reflects
proactivity, response to stakeholder visions and outlines a
path for improved service delivery over 3-5 years.
Expectations:
To create organizational motivation and self-improvement
To provide a voluntary activity that will focus on evaluation and education as a viable
means to improve service delivery.
To provide a means to recognize quality performance
To protect the interests of the general public and assist users to identify methods for
organizational improvement.
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Strategic Initiative #4: Identify Methods to Involve the Community in the Fire District
Creating programs for community involvement enhance the connection between citizens and
the Fire District. Providing creative and informative educational experiences provides a level of
awareness and enhances trust in the organization.
Initiative 4.1 Citizen’s Fire Academy
Responsibility: Lead: Peksa Support: Dominik
Priority Level Medium
Anticipate
Completion:
April 2017
Reinstitute the Citizen’s Fire Academy with the purpose of enhancing and
developing citizen awareness and deliver a complete program highlighting
the fire department’s role in the community.
Action Items:
Create Mission/Goal statement for the program.
Establish a series of dynamic classes (8-10 weeks) that include fire
suppression, fire prevention, public education and emergency
medical discussions and practical experiences that conclude with a
graduation ceremony.
Identify appropriate instructors/speakers and schedule accordingly.
Prepare cost analysis for instructor compensation (where
appropriate).
Create invitations/applications to targeted community members
(age restrictions) through electronic methods, local newspapers or
personal invitations.
Engage students in selected aspects of fire district operations.
Create a post course survey for distribution after graduation.
Expectations:
To explain the tactics and strategies of firefighting and rescue, along with the
dangers and benefits inherent to this type of service.
To provide insight to the inner workings of the Lemont Fire Protection District and to
better inform the residents of Lemont about the multitude of services which are
provided to the community.
To foster an understanding of the broad spectrum of knowledge, training and skills
that are necessary to be a member of the Lemont Fire Protection District.
To better prepare residents of Lemont to react properly in the event of a fire or
medical emergency.
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To encourage Academy participants to return to their organizations, neighborhoods
and families to share information which will develop more safety-conscious citizens.
To provide an interactive forum for both the Fire District and the citizens to share
information and concerns. We have found that education has been most effective in
gaining understanding and support from the community.
Strategic Initiative #5: Clarify the Organizational Purpose
Creating a framework for the Lemont Fire Protection District’s purpose is vital in achieving a
positive connection with the organization’s competencies. Establishing a purpose focuses
internal individuals and groups on their culture, create inspiration and innovation, provides a
guide for their decision-making processes and should provide a filter for all organizational
activities and behaviors.
Initiative 5.1 Create an accurate and realistic Mission, Vision & Values
Responsibility: Lead: Chief Rimbo Support: Slivinski, Oslakovich
Priority Level Medium
Anticipated
Completion:
January 2017
Action Items:
Establish a series of separate workshops with internal stakeholder
groups (line personnel, administration, and trustees) to collaborate
for the Mission, Vision & Values.
Combine data and information received into drafts and reconvene
into one large group to determine final products.
Publish and distribute Mission, Vision and Values internally and
externally.
Update Strategic Plan to reflect new Mission, Vision and Values
Expectations:
Create/author a mission statement that reflects the true purpose of the internal
organization which filters all actions taken by the membership.
Create/author a vision statement that identifies a desired future state of the
organization.
Identify several values that define the organization and that guide all actions and
behaviors.
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ON-GOING BRAINSTORMING INITIATIVE This page is a space for documenting inspired ideas as they are developed throughout the life of
the strategic plan; a space where ideas can be expanded and engaged as time permits; a space
to list ideas as they come about so as not to lose creative substance for the future.
April, 2015
Home checks after hospital discharge – work with hospital.
Smoke Detector Check Program – assist homeowners in developing a Home Escape Plan
Increase exposure in high school
CPR/First aid education in high schools
Fire Explorers Program/Cadets
Delivery of Pizza’s – sharing safety message
Create Public Safety Video – Cable TV (Channel 6) Web site
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APPENDIX
Summary Page
Initiative/Project Lead Priority Target
Completion Status
Initiative 1.1
Nickleski High February 2016
Partial Completion:
Social Media Component; Twitter feed
launched (2/16)
Market Fire District (Public Relations)
Initiative 1.2 Slivinski High November 2015
Create Customer Service Survey
Initiative 1.3 Rimbo Medium March 2016
Coffee with the Chief Forum
Initiative 1.4 Jareczek Medium April 2017
Increase Internal Communications
Initiative 2.1
Rimbo High Current-
March 2020 Partial Completion
April 2015 Leverage Services with Other Taxing Bodies
Initiative 3.1
Slivinski High
Strategic Plan: May 2015
Accreditation: August 2018
Complete Self-Assessment, Standards of Cover, Strategic Plan
Initiative 4.1
Peksa Medium April 2016 On-going
Citizen’s Fire Academy
Initiative 5.1 Rimbo High January 2016 Create an accurate and realistic
Mission, Vision & Values