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Customer-Centric

Strategic Plan

2015 - 2020

M a y 2 0 1 5

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 Letter from the Chief ...................................................................................................................... 2

Acknowledgements ......................................................................................................................... 3

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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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

You guys do such a great job. I’ve had a very positive

experience with your service!” Community Member


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products and services to the public through better, more efficient, and less expensive programs

(CFAI, Self-Assessment Manual, 2009).

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

“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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2. Partner with other services – leverage resources to improve stewardship

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: Jareczek Support: Dominik, Newmes

Priority Level

High

Anticipated

Completion:

January 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.

Create a page on our web site that profiles our “fire family” monthly.

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:

March 2016

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.


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Maintain transparency in fire district operations.

Allow for community input to guide service delivery as appropriate to achieve high

customer satisfaction.

Initiative 1.4 Increase Internal Communication

Responsibility: Lead: Jareczek Support: Dominik, Newmes


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


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Anticipated

Completion:

Current to March 2020

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.

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.


Page | 16

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


Anticipate

Completion:

April 2016

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.


Page | 17

To better prepare residents of Lemont to react properly in the event of a fire or

medical emergency.

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 High

Anticipated

Completion:

January 2016

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.


Page | 18

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


Page | 19

APPENDIX

Summary Page

Initiative/Project Lead Priority Target

Completion Status

Initiative 1.1 Jareczek High

January 2016

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

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