Fire Public Safety

PUBLIC NOTICE FIRE PUBLIC SAFETY COMMITTEE Thursday, May 15, 2025 - 4:30 PM Westmont Village Hall - 31 W. Quincy Street, Westmont, Illinois 60559 AGENDA 1. Call to Order 2. Roll Call 3. Pledge of Allegiance 4. Public Comment 5. Approval of Minutes A. Minutes of September 5, 2024 and March 6, 2025 committee meetings. 6. Unfinished Business A. Review of the Fire House tour and the options to move forward with the plans for the Fire House. 7. New Business A. Presentation of a service plaque 8. Reports A. Committee Chair B. Department Director C. Division(s) Reports 9. Miscellaneous 10. Adjourn Note: Any person who has a disability requiring a reasonable accommodation to Page 1 of 71 participate in the meeting should contact the ADA Compliance Officer, 9:00 A.M. to 4:00 P.M. Monday through Friday, Village of Westmont, Illinois, 60559; or telephone (630) 981-6210 voice, within a reasonable time before the meeting. Listen Everywhere, an assistive listening, mobile app, is now available to visitors attending Board and Commission Meetings held in the Village Hall Board Room. https://westmont.illinois.gov/581/ADA-Listen-Everywhere Page 2 of 71  ‭Village Board Fire Public Safety Committee‬ ‭~ Regular Meeting ~‬ ‭MINUTES‬ ‭~ Thursday, September 5‬‭, 2024 ~‬ ‭CALL TO ORDER‬ ‭Trustee Guzzo called the meeting to order at 1630 hours.‬ ‭PRESENT‬ ‭Mayor Gunter, Clerk Szymski, Village Manager May, Assistant Village Manager Parker,‬ ‭Trustee Barker, Trustee Guzzo, Trustee Liddle, Trustee Nero and Trustee Simonovich.‬ ‭ALSO PRESENT‬ ‭Fire Chief Riley, Deputy Chief Fitzgerald, Deputy Chief Frank, Chief Public Safety Officer‬ ‭Gunther, Community Development Director Hennerfeind, Public Works Director Reis,‬ ‭Human Resources Director Brainerd, Finance Director Altic, FPB Director Berkowitz, IT‬ ‭Director Liljeberg, Community Development Deputy Director Vitell, Finance Supervisor‬ ‭Buh and Administrative Assistant Saldivar.‬ ‭ABSENT -‬‭Communications Director McIntyre.‬ ‭PLEDGE OF ALLEGIANCE‬ ‭The Pledge of Allegiance was recited by all in attendance.‬ ‭PUBLIC COMMENT‬ ‭No public comment was received.‬ ‭APPROVAL OF JUNE 13, 2024 PUBLIC SAFETY COMMITTEE MINUTES‬ ‭Trustee Liddle made a motion, seconded by Trustee Barker, to approve the June 13, 2024‬ ‭Public Safety Committee Minutes as submitted. Motion carried unanimously.‬ ‭NEW BUSINESS‬ ‭Staffing Update and Call Volume‬ ‭Deputy Chief Fitzgerald presented the 2024 Call Statistics and Staffing Report. (See attached.)‬ ‭Deputy Chief Fitzgerald's 2024 Call Statistics and Staffing Report reveals challenges in‬ ‭maintaining adequate staffing levels, particularly for paramedics. The "fourth person on a truck"‬ ‭program, launched this past May, aims to improve service but faces hurdles, especially during‬ ‭the summer months when open shifts are common. Ideally, the department needs 34-40‬ ‭paramedics to ensure program success. Deputy Chief Fitzgerald is optimistic about their ability‬ ‭to manage the schedule and fill shifts, despite the challenges of paramedic shortages.‬ ‭Adding to these challenges, call volume is projected to reach 5,400 for 2024, a notable increase‬ Page 3 of 71 ‭from last year's 5,100, despite a stable population. While mutual aid calls currently remain under‬ ‭100 per year, Fire Chief Riley anticipates a surge in these calls over the next six months due to‬ ‭evolving relationships with neighboring fire departments.‬ ‭UNFINISHED BUSINESS‬ ‭Fire Station Update RFQ‬ ‭Public Works Director Reis and Deputy Chief Frank presented the Fire Department‬ ‭Headquarters Update - RFQ Results 9-5-24. (See attached.)‬ ‭This is a report on the selection process for a design firm to renovate or rebuild the fire‬ ‭department headquarters. The current building is over 30 years old and no longer meets the‬ ‭needs of the department. A team, consisting of Public Works Director Reis, Deputy Chief Frank,‬ ‭Building Commissioner Vitell, Public Works Supervisor Viscuso, and Chief Public Safety Officer‬ ‭Gunter, evaluated proposals based on criteria like building functionality, code compliance, and‬ ‭sustainability. They visited fire stations designed by the firms and conducted interviews. A key‬ ‭concern was incorporating "hot zones" for decontamination, per upcoming OSHA regulations.‬ ‭After a thorough review process, including reference checks and site visits, they selected 845‬ ‭Design Group, a small firm with a strong track record and collaborative approach. The next‬ ‭steps involve finalizing the service agreement and exploring funding options, potentially‬ i‭ncluding grants.‬ ‭MISCELLANEOUS‬ ‭Golfview Hills‬ ‭Chief discussed renewing the fire service contract with Golfview Hills, a fire protection district.‬ ‭Golfview Hills is an unincorporated area that contracts with the Westmont Fire Department for‬ ‭service, although they are geographically located within Hinsdale. They have been a satisfied‬ ‭customer for over 27 years. The proposed 10-year contract is worth around $83,000 annually,‬ ‭with potential for a 5% increase. In addition to emergency response, the fire department‬ ‭provides public education and uses Golfview Hills' resources for training. The meeting also‬ ‭briefly touched on other fire protection districts and special service areas served by the‬ ‭Westmont Fire Department.‬ ‭Stick Buildings‬ ‭There was a discussion about potentially revising Westmont's building codes, specifically those‬ ‭related to fire safety and construction materials.‬ ‭Trustee Nero raised concerns that strict adherence to current codes, particularly the restrictions‬ ‭on "stick building" (wood-frame construction), may be hindering economic development by‬ ‭discouraging developers. Neighboring communities have more lenient regulations, potentially‬ ‭making them more attractive for projects.‬ ‭Fire Chief Riley, FPB Director Berkowitz, CD Director Hennerfeind, and Building Commissioner‬ ‭Vitell provided insights into the fire code and local amendments. They emphasized that while‬ ‭developers often complain about Westmont's codes, the fire department works closely with‬ ‭them to find solutions that prioritize safety. They also highlighted the benefits of stricter codes in‬ ‭terms of building longevity and resilience to water damage.‬ ‭The discussion touched on several key points:‬ ‭●‬ ‭Competitiveness:‬‭Westmont's stricter codes may be‬‭a disadvantage in attracting‬ ‭development compared to neighboring towns.‬ ‭●‬ ‭Developer perspectives:‬‭Developers frequently complain‬‭about code restrictions, but‬ Page 4 of 71  ‭they may still ultimately pursue projects in Westmont.‬ ‭●‬ ‭Collaboration:‬‭The fire department and building department‬‭are willing to work with‬ ‭developers to find solutions within the code framework.‬ ‭●‬ ‭Economic impact:‬‭There is anecdotal evidence that‬‭Westmont may have lost‬ ‭development opportunities due to its codes, but concrete data is lacking.‬ ‭●‬ ‭Municipal service impact fees:‬‭The current fees may‬‭be too low to adequately offset‬ ‭the increased demands on fire services from new developments.‬ ‭The meeting concluded with a general consensus to further investigate the issue, including:‬ ‭●‬ ‭Gathering data on projects lost due to code restrictions.‬ ‭●‬ ‭Comparing Westmont's codes and fees to those of neighboring communities.‬ ‭●‬ ‭Exploring ways to improve communication and collaboration with developers early in the‬ ‭development process.‬ ‭●‬ ‭Re-evaluating the municipal services impact fee structure.‬ ‭There being no other business to discuss, Trustee Liddle motioned to adjourn, to which Trustee‬ ‭Nero seconded. The meeting subsequently adjourned at 1736 hours.‬ ‭Respectfully submitted,‬ ‭Jacqueline Saldivar‬ ‭Recording Secretary‬ Page 5 of 71 Call Statistics Staffing Page 6 of 71 Page 7 of 71 Page 8 of 71 EMS Only Aid Received Page 9 of 71 Page 10 of 71 Page 11 of 71 Page 12 of 71  Fire Department Headquarters Update Page 13 of 71 Fire Department HQ Update- Background This facility was constructed in 1991, making it approximately 33 years old. Originally constructed for 4 fire personnel and 4 administration staff, most are part-time. The existing facility is 14,884 SF with space for 9 FFs at a minimum and 6 vehicles. Page 14 of 71 RFQ 24-002 Fire Department Headquarters Facility Evaluation RFQ 24-002 Fire Department Headquarters Facility Evaluation released on May 24, 2024. Eleven (11) responses were received on June 24, 2024. Responses were scored and four (4) firms were shortlisted for an interview. References were checked for the four shortlisted firms. The selection committee toured five (5) fire department facilities that were designed by the shortlisted firms. Interviews were held on August 16, 2024. Page 15 of 71 RFQ 24-002 Fire Department Headquarters Facility Evaluation Firms were scored based on the following criteria: During the interview phase, the shortlisted firms were asked to go into detail about parts of the scoring criteria and their project approach. Page 16 of 71 RFQ 24-002 Fire Department Headquarters Facility Evaluation Special emphasis was placed on the Outcomes to be Achieved. Provide a Fire Department Headquarters building that: ● Is well maintained and functional; ● Meets or exceeds current building code requirements; ● Is efficient and sustainable to own and operate; ● Meets the needs of the Fire Department and the community; ● Will be adaptable to future conditions. Page 17 of 71 Station visit observations Staff toured Fire Stations in Western Springs, Tri-State, Huntley, Aurora and Downers Grove. Standout observations include: ● Durable and low maintenance materials ● OSHA recommendations for clean and dirty areas of the station ● Living areas and bunk rooms that included FF privacy and mental health ● Flexible spaces for training, meetings and community gatherings Page 18 of 71 Interview Take-aways Codes and Regulations: ● ADA Accessibility Code ● Energy Code ● Building Code- critical facilities ● OSHA 29 CFR 1910.156 Year to year cost escalations of 4-8% How to determine the “tipping point” to build new vs. remodel/addition Page 19 of 71 RFQ 24-002 Fire Department Headquarters Facility Evaluation Based on the results of the RFQ review, reference checks, station visits and interviews, 845 Design Group had the highest score and is the best-qualified firm to perform the work. About 845 Design Group: Small firm headquartered in LaGrange, IL. Principles of the firm will be directly involved on the design team for the project. Excellent references and example projects. Many repeat clients. The selection team really liked their collaborative approach and project communication emphasis. Page 20 of 71 Reference check What did you like best about working with 845 Design Group? observations ● “Jamie and Megan were great about listening to our wants and finding ways to incorporate them into their design.” ● “Easy to work with, local business, familiar with working with FD and municipal governments.” Was the company responsive and timely in answering your questions? ● “Yes, Communication was excellent.” Page 21 of 71 RFQ 24-002 Fire Department Headquarters Facility Evaluation Staff has negotiated a Scope of Services and fee with 845 Design Group. Approval of the Professional Services agreement is on tonight’s Village Board agenda. Questions & Answers Page 22 of 71  ‭Village Board Fire Public Safety Committee‬ ‭~ Regular Meeting ~‬ ‭MINUTES‬ ‭~ Thursday, March 6, 2025 ~‬ ‭CALL TO ORDER‬ ‭Trustee Guzzo called the meeting to order at 1630 hours.‬ ‭PRESENT‬ ‭Mayor Gunter, Village Manager May, Assistant Village Manager Parker, Trustee Barker,‬ ‭Trustee Guzzo, Trustee Liddle, Trustee Nero and Trustee Scales.‬ ‭ALSO PRESENT‬ ‭Fire Chief Riley, Deputy Chief Fitzgerald, Deputy Chief Frank, Chief Public Safety Officer‬ ‭Gunther, Community Development Director Hennerfeind, Public Works Director Reis,‬ ‭Human Resources Director Brainerd, Finance Director Altic, FPB Director Berkowitz,‬ ‭Communications Director McIntyre, Supervisor of Administrative Services Mielcarski,‬ ‭FPB Director Berkowitz and Administrative Assistant Saldivar.‬ ‭ABSENT -‬‭Clerk Szymski and Trustee Barry.‬ ‭GUESTS PRESENT‬ ‭Megan Harte (845 Design Group), Leight McMillen (Leopardo Construction) and Jaime‬ ‭Zaura (845 Design Group)‬ ‭PLEDGE OF ALLEGIANCE‬ ‭The Pledge of Allegiance was recited by all in attendance.‬ ‭PUBLIC COMMENT‬ ‭No public comment was received.‬ ‭APPROVAL OF SEPTEMBER 5, 2024 PUBLIC SAFETY COMMITTEE MINUTES‬ ‭The approval of the minutes from the September 5, 2024, meeting has been postponed until the‬ ‭meeting scheduled for May 15, 2025.‬ ‭NEW BUSINESS‬ ‭Fire Headquarters presentation by the Administrative Staff and the 845 Design Group‬ ‭Chief Steve Riley, Public Works Director Amy Reis, Deputy Chief Tom Frank, and Finance‬ ‭Director Allen Altic, collaborating with Megan Harte and Jaime Zaura from 845 Design Group,‬ ‭and Leigh McMillen from Leopardo Construction, jointly delivered a comprehensive presentation‬ ‭titled "Fire Department Headquarters Update". Each individual took a specific section to present,‬ ‭contributing their respective expertise and insights to cover the various aspects of the project,‬ Page 23 of 71 ‭from its history and operational needs to design options and financial considerations. Click‬‭here‬ ‭to view the entire presentation.‬ ‭The next steps involve the Fire Public Safety Committee reviewing the presented information‬ ‭and providing feedback, particularly regarding the community involvement process and their‬ ‭preferred design option, during a special meeting scheduled for March 27th. The Chief was‬ ‭asked to provide information on potential fire service relocation during construction. Village staff‬ ‭will also work on compiling and distributing answers to any questions raised. Further down the‬ l‭ine, community engagement activities, potentially including an open house at the fire station,‬ ‭will be organized. Ultimately, the Committee will need to decide on a design option, which will‬ ‭then lead to a more detailed design phase and exploration of temporary facility needs during‬ ‭potential construction. The Village will also continue to pursue grant funding opportunities and‬ ‭finalize a financing plan, potentially involving a non-home rule sales tax increase.‬ ‭MISCELLANEOUS‬ ‭There being no other business to discuss, Trustee Liddle motioned to adjourn, to which Trustee‬ ‭Nero seconded. The meeting subsequently adjourned at 1755 hours.‬ ‭Respectfully submitted,‬ ‭Jacqueline Saldivar‬ ‭Recording Secretary‬ Page 24 of 71  Fire Department Headquarters Update March 6, 2025 Page 25 of 71  Overview - Overview of History & Project - Major Operational Considerations - Scenarios & Construction Options - Details of Financial Aspects - Overview of Next Steps Page 26 of 71  How did we get here? - Property purchased in 1984 - Original building constructed in 1991 for 4 Firefighters and 4 administrative staff - In 2015, 2018 and 2021, architects reviewed the existing building. There have been many known problems with the building for over fifteen years. Page 27 of 71 RFQ 24-002 Fire Department Headquarters Facility Evaluation RFQ 24-002 Fire Department Headquarters Facility Evaluation released on May 24, 2024. Eleven (11) responses were received on June 24, 2024. Responses were scored and four (4) firms were shortlisted for an interview. References were checked with interviews and surveys for the four shortlisted firms. The selection committee toured five (5) fire department facilities that were designed by the shortlisted firms. Interviews were held on August 16, 2024. Page 28 of 71 RFQ 24-002 Fire Department Headquarters Facility Evaluation Firms were scored based on the following criteria: During the interview phase, the shortlisted firms were asked to go into detail about parts of the scoring criteria and their project approach. Based on the results of the RFQ review, reference checks, station visits and interviews, 845 Design Group had the highest score and is the best-qualified firm to perform the work. Page 29 of 71 RFQ 24-002 Fire Department Headquarters Facility Evaluation Special emphasis was placed on the Outcomes to be Achieved. Provide a Fire Department Headquarters building that: ● Is well maintained and functional; ● Meets or exceeds current building code requirements; ● Is efficient and sustainable to own and operate; ● Meets the needs of the Fire Department and the community; ● Will be adaptable to future conditions. Any project will also meet or exceed safety-related best practices. Page 30 of 71 Project scope includes: Evaluation of existing conditions Space needs analysis Development of alternatives - Rehabilitation of existing building - Rehabilitation of existing building with an addition - Construction of a new building Page 31 of 71  Early in the project, it was decided that utilizing the existing site was preferable to avoid the costs and delays associated with acquiring another site for the project. Property acquisition for an alternative site is estimated in the $1M-$3M range. A land swap with another entity could also be considered. Page 32 of 71 Examination of the Alternatives: - Rehabilitation of existing building - Rehabilitation of existing building with an addition - Construction of a new building - Multiple scenarios - 4 bays vs 5 bays - Basement and no basement - Second floor and no second floor Page 33 of 71 Safety Priorities: ● Firefighter safety, health and wellness ○ HVAC separation from living quarters to bay floor ○ Decontamination zone ○ Bay floor bathroom for decontamination ○ Separate laundry off bay floor for contaminated clothing items ● Improve response times for the community Page 34 of 71 Important Decision Points to Consider: - Meeting OSHA standards for decontamination zones - Call volume is increasing, particularly for ambulance calls - Large number of assisted living and nursing home facilities - Adhering to modern building codes, including ADA and energy efficiency - Increase efficiency in response times - While looking for ways to reduce costs, we want to be sure we don't sacrifice long-term quality, utility and sustainability. - Costs go up every year, it will only get more expensive to address this building. Page 35 of 71  Continue exploring Value-Engineering options: ❏ Already reduced items: ✓ Reduced size of workout area ✓ Consolidated bunk room and locker rooms ✓ Reduced number of bunk rooms and bathrooms ✓ Multi-purpose room to combine community and training room functions ✓ Removed a small conference room ✓ Removed admin kitchen and replaced with a small coffee area ❏ Domestically sourced, readily available materials will be prioritized ❏ Functional and utilitarian ❏ Building it to last 50 yrs ❏ Each stage will be closely examined for potential cost savings & efficiencies Page 36 of 71 Project Progress YOU ARE 0% HERE 100% Task 1: Information Task 2: Analysis and Task 3: Design Gathering Programming Solutions • Meet with • Staff Surveys • 3 Design Options Stakeholders • Focus Group • Renovate in • Field Survey Interviews current footprint • Define Project • Workflow analysis • Renovate + Goals (current and Addition • Future future) • New Recommendations • Space Programs Construction • Facility Assessment Due Diligence Report Developed 7 Design Options with costing and reviewed with Staff. Studied neighboring fire stations for comparison of call volume vs. station size Discussed potential project savings/value engineering with Staff. Shared ideas on how to engage the community in the design process with Staff. Page 37 of 71 Space Programs Development Space Programs Architectural Document- framework for design phase/floor plans Identifies types of spaces, their quantities and size Developed before design begins Resources NFPA 1500:Standard on Fire Department Occupational Safety, Health, and Wellness Program NFPA 1581: Standard on Fire Department Infection Control Program OSHA 29CFR1910.120 Hazardous Waste Operations and Emergency Response OSHA 29CFR1910.156 Fire Brigades Best Practices Fire Department Feedback Page 38 of 71  Fire Station Comparison Dept./District # of Approx. Approx. ISO Service Area # of sworn # of Ratio of (within 5 mi. radius) Stations Total Station area # of Calls rating Personnel total station area (sf) (2024) Bays to call volume Village of Westmont 2 24,820 sf 5,516 1 8.5 sq. miles 83 6 4.49 FD Lisle-Woodridge FPD 5 59,879 sf 8,685 1 24 sq. miles 91 13 6.89 within a 5 mile radius Village of Downers 4 58,642 sf 8,280 1 14 sq. miles 77 12 7.08 Grove FD Darien- Woodridge 2* 35,900 sf 3,781 2 12 sq. miles 42 7 9.49 FPD Tri-State FPD 4* 48,675 sf 6,550 2 27 sq. miles 54 15 7.43 Pleasantview FPD 3 40,796 sf 4,624 2 14 sq. miles 38 10 8.82 Village of Wheeling FD 3 38,000 sf 5,564 2 8.6 sq. miles 54 10 6.82 similar call Bloomingdale FPD 2 38,210 sf 5,942 1 14.4 sq. miles 45 10 6.43 volume *plus Training Facility Notes: • Westmont Fire Department call volumes are greater than the majority of the other local municipalities (Downers Grove as the exception) • Westmont Fire Department call volume is more aligned with Fire Protection Districts (not Departments) in the immediate area • Westmont had more calls in 2024 than: Clarendon Hills (1,140), Hinsdale (2,707), La Grange (2,503) , La Grange Park (2,522), Oakbrook (3,304), Oakbrook Terrace (1,641), Western Springs (1,437) and York Center (1,590) Page 39 of 71  Option 1 (Short-term solution, potential to re-visit this process in 5-10 years) Pros Cons Least Expensive Option Will not address the lack of space issues in the building (operational impacts) Preserves nostalgia, history, tradition the most Community Room is small- limits uses Least disruptive Option to FD operations Risk of not completely addressing water infiltration issues Provides proper decontamination zones Existing landscaping/ramp to Lower Level is still needed (staff entry + natural light source). Code compliant ramp, stairs, handrail will be required. Existing site- no land purchase Will not address the safety issues in the bay No parking variance needed No capacity for future growth Larger contingency needed during construction for Option 1 Renovate within existing greater chance of unforeseen conditions Outdoor training capabilities are the same as they footprint currently exist Area 14,820 GSF Apparatus bays remain adjacent to residential properties # of Bays 3 (existing) Existing apron is too short for longer equipment Second Floor No Lacks storage space for present and future needs Basement Yes (existing) Budget $10,184,373 No storm shelter (not required unless it is new construction) Page 40 of 71 Option 1 Floor Plans Basement Plan First Floor Plan Key Apparatus Bay Living Quarters Bay Support (existing bldg.) Public Space Living Qtrs. (existing bldg.) Administration Page 41 of 71  Option 2 Pros Cons Sustainable practice Risk of not completely addressing water (building re-use) infiltration issues New bay addition creates safer conditions around Larger contingency needed during construction equipment for greater chance of unforeseen conditions Longer apron for current and future equipment Inefficiencies abound due to working around needs existing building skeleton (results in largest footprint of all options) Key Living quarters sized to accommodate current Travel distance to bay from bunk rooms is not Apparatus Bay Living Quarters and future staffing models efficient (delayed response times) Bay Support (existing bldg.) Public Space Administration workspaces accommodates No storm shelter (not required unless it is new current and future staffing models construction) Living Qtrs. (existing bldg.) Administration Provides proper decontamination zones Apparatus Bays are directly adjacent to residential neighbors (north) Option 2 Demolish App Bay. Heavily Renovate existing building + Bay Addition + Living Community Room New stair addition required to make existing basement code compliant (egress) Quarters addition with 2nd Floor (Administration) Existing site- no land purchase Limited capacity for future equipment in bay Area 34,003 GSF Likely no parking variance needed Travel distance to bay from Community Room is # of Bays 4 (addition- all new) not efficient (delayed response times) Second Floor Yes Easier project phasing due to retaining of existing Phased project to keep Station 183 operational admin/living quarters building during construction Basement Yes (existing) Mezzanine not possible in apparatus bay Budget $22,858,739 Page 42 of 71 Option 2 Floor Plans Second Floor Plan Fitness Room Admin. Storage Basement Plan (existing) Key Apparatus Bay Living Quarters Bay Support (existing bldg.) Public Space Living Qtrs. (existing bldg.) Administration First Floor Plan Page 43 of 71 Decontamination Boundary  Option 2 Site Plan Key Apparatus Bay Living Quarters Bay Support (existing bldg.) Public Space Living Qtrs. (existing bldg.) Administration Proposed Site Plan Page 44 of 71  Option 3 Pros Cons Provides proper decontamination zones Limited capacity for future equipment in bay Creates safer conditions around No Basement equipment in bay Provides storage for current and future Challenging project phasing to keep needs- has mezzanine in bay Station 183 operational during construction Key Properly sized apron for current and Apparatus Bay Living Quarters future equipment Bay Support Public Space Living quarters sized to accommodate Administration current and future staffing models Administration workspaces Option 3 New Construction, 4 Bays with Second accommodates current and future Floor, no Basement staffing models Area 29,745 GSF Community Room # of Bays 4 Provides parking closest to public entry Second Floor Yes door Basement No Living quarters serves as buffer between bay and residential properties Budget $22,142,575 Existing site- no land purchase Storm Shelter Page 45 of 71 Option 3 Floor Plans Second Floor Plan Key Apparatus Bay Living Quarters Bay Support Public Space Decontamination Administration First Floor Plan Page 46 of 71 Boundary  Option 3 Site Plan Key Apparatus Bay Living Quarters Bay Support Public Space Administration Proposed Site Plan Page 47 of 71  Option 3A Pros Cons Provides proper decontamination zones Limited capacity for future equipment in bay Creates safer conditions around Challenging project phasing to keep equipment in bay Station 183 operational during construction Provides storage for current and future Variance needed for parking needs- has mezzanine in bay Properly sized apron for current and Key future equipment Apparatus Bay Living Quarters Living quarters sized to accommodate Bay Support Public Space current and future staffing models Administration Administration workspaces accommodates current and future Option 3A New Construction, 4 Bays with Basement, staffing models No Second Floor Basement Area 29,513 GSF # of Bays 4 Community Room Second Floor No Living quarters serves as buffer between Basement Yes bay and residential properties Existing site- no land purchase Budget $21,888,549 Storm Shelter Page 48 of 71 Option 3A Floor Plans Basement Floor Plan Key Apparatus Bay Living Quarters Bay Support Public Space Decontamination Administration First Floor Plan Boundary Page 49 of 71  Option 3A Site Plan Key Apparatus Bay Living Quarters Bay Support Public Space Administration Proposed Site Plan Page 50 of 71  Option 3B Pros Cons Provides proper decontamination zones Variance needed for parking Creates safer conditions around equipment Challenging project phasing to keep Station in bay 183 operational during construction Provides storage for current and future Public parking is the farthest distance to needs- has mezzanine in bay front door out of all options Properly sized apron for current and future Key equipment Apparatus Bay Living Quarters Living quarters sized to accommodate Bay Support Public Space current and future staffing models Administration Administration workspaces accommodates current and future staffing models Option 3B New Construction, 5 Bays with Basement, Basement No Second Floor Area 31,594 GSF Community Room # of Bays 5 Living quarters serves as buffer between bay Second Floor No and residential properties Existing site- no land purchase Basement Yes Budget $23,070,307 Apparatus Bay sized to handle future equipment with ease Storm Shelter Page 51 of 71 Option 3B Floor Plans Basement Floor Plan Key Apparatus Bay Living Quarters Bay Support Public Space Decontamination Administration First Floor Plan Boundary Page 52 of 71 Option 3B Site Plan Proposed Site Plan Page 53 of 71  Option 3C Pros Cons Provides proper decontamination zones Variance needed for parking Creates safer conditions around equipment in Challenging project phasing to keep Station 183 bay operational during construction Provides storage for current and future needs- No Basement has mezzanine in bay Properly sized apron for current and future equipment Key Apparatus Bay Living Quarters Living quarters sized to accommodate current and future staffing models Bay Support Public Space Administration workspaces accommodates Administration current and future staffing models Community Room Option 3C New Construction, 5 Bays, Second Floor, No Basement Living quarters serves as buffer between bay and residential properties Area 30,912 GSF Existing site- no land purchase # of Bays 5 Second Floor Yes Apparatus Bay sized to handle future equipment with ease Basement No Storm Shelter Budget $22,884,702 2-story Lobby Area at Entry Page 54 of 71 Option 3C Floor Plans Second Floor Plan Key Apparatus Bay Living Quarters Bay Support Public Space Decontamination Administration First Floor Plan Boundary Page 55 of 71 Option 3C Site Plan Proposed Site Plan Page 56 of 71  Option 3D Pros Cons Provides proper decontamination zones Variance needed for parking Creates safer conditions around equipment in Challenging project phasing to keep Station bay 183 operational during construction Provides storage for current and future needs- Most expensive option has mezzanine in bay Properly sized apron for current and future equipment Key Apparatus Bay Living Quarters Living quarters sized to accommodate current and future staffing models Bay Support Public Space Administration workspaces accommodates Administration current and future staffing models Community Room Option 3D New Construction, 5 Bays with Basement Basement & Second Floor Living quarters serves as buffer between bay Area 33,741 GSF and residential properties # of Bays 5 Existing site- no land purchase Second Floor Yes Apparatus Bay sized to handle future equipment with ease Basement Yes Storm Shelter Budget $24,915,818 2-story Lobby Area at Entry Page 57 of 71 Option 3D Floor Plans Second Floor Plan Basement Plan Key Apparatus Bay Living Quarters Bay Support Public Space Decontamination Administration First Floor Plan Boundary Page 58 of 71 Option 3D Site Plan Proposed Site Plan Page 59 of 71  14,820 GSF 29,745 GSF 29,513 GSF Project Goals Matrix $10,184,373 3 Bays 34,003 GSF $22,858,739 4 Bays $22,142,575 4 Bays $21,888,549 4 Bays 31,594 GSF $23,070,307 5 Bays 30,912 GSF $22,884,702 5 Bays 33,741 GSF $24,915,818 5 Bays Goal Option Option Option Option Option Option Option 1 2 3 3A 3B 3C 3D 1. Enhance Health and Safety x x x x x x x 2. Improve Operational Efficiency x x x 3. Optimize Staff Comfort and Privacy x x x x 4. Promote Training and Community Engagement x x x x 5. Facilitate Leadership and Administration x x x x 6. Incorporate Outdoor Training Capabilities 7. Celebrate Tradition X 8. Ensure Adequate Storage Project Goal Description Key 1. Enhance Health and Safety: Incorporate effective decontamination zones and ventilation systems to ensure the health and safety of occupants and prevent cross-contamination. Fully meets the intent of the goal 2. Improve Operational Efficiency: Maximize spacing and layout in the apparatus bay for safe equipment movement and maintenance activities that are designed for the future, not just the present. 3. Optimize Staff Comfort and Privacy : Design spaces that enhance functionality, including a well-sized kitchen, dayroom, and designated Partially meets the intent of the goal quiet zones for studying and computer work. Provide private living quarters, including bunk rooms, modern locker rooms, and accessible shower and restroom facilities for fire station personnel. Important for staff recruitment and retention. 4. Promote Training and Community Engagement: Provide a multipurpose training room suitable for fire station needs and community events. Create spaces that are designed for the future, not just the present. Project Mission Statement 5. Facilitate Leadership and Administration: Create dedicated offices for senior staff and a fully equipped administrative suite with essential Design a functional, comfortable, and amenities like a copy area, break room, and restrooms. community-oriented fire station that prioritizes safety, 6. Incorporate Outdoor Training Capabilities: Include exterior training areas to support hands-on and scenario-based firefighting exercises. efficiency, and camaraderie. 7. Celebrate Tradition: Integrate historic photographs and memorabilia into public-facing areas to honor and preserve the Page 60 of station’s 71 legacy. 8. Ensure Adequate Storage: Include sufficient and well-organized storage solutions to meet the station’s current and future needs. Preliminary Cost Estimate Notes: • Construction assumed to start in Spring 2026 • Excludes: Escalation due to tariffs, unsuitable soils, storm water detention, perimeter fencing, trailers/temp. facilities, hazardous material removal other than $25k allowance included in demo, fuel tank removal, moving costs Page 61 of 71 Cost Considerations Item Rough Order of Magnitude (ROM) Cost One New Apparatus Bay $989,216 Removing the Second Story from one of $1,895,000 the 3 options One New Bunk Room $30,530 Storm Shelter and Attached Restroom $360,420 (independent structure) Note: Detailed value engineering takes place in subsequent design phases once a design option is selected. Page 62 of 71 Financial Scenarios and Details Grant Funding: ● State Fire Marshall Grant ○ $350,000 maximum ○ Received a letter of support from Rep. Casten’s office ○ Staff submitted grant application already in February 2025 ● Sean Casten - Omnibus Government Funding Package ○ Staff has started conversations with Casten’s office ○ Community Funding Projects Page 63 of 71 Financial Scenarios and Details ● #1 ● #3 ● #3D ★ 4% Rate ★ $1M=$75K ★ .25%=$30K Page 64 of 71 Financial Scenarios and Details Option 1 Option 2 Option 3D Current New Building Building Addition & - Basement & Rehab Rehab Current 2nd Floor # of Bays 3 4 5 Gross Square Feet 14,820 34,003 33,741 Project Value $10 Million $23 Million $25 Million Annual Debt Service $ 0.8 Million $1.7 Million $1.8 Million Page 65 of 71 Financial Scenarios and Details ● Approximate Menu For Significant Cuts ○ $1 Million - Cut 1 Bay ○ $2 Million - Cut Either Basement or 2nd Floor Annual Debt Option Description Project Value Service Option 3 4 Bays; No Basement $22 Million $1.6 Million Option 3 A 4 Bays; No 2nd Floor $22 Million $1.6 Million Option 3 B 5 Bays; No 2nd Floor $23 Million $1.7 Million Option 3 C 5 Bays; No Basement $23 Million $1.7 Million Option 3 D 5 Bays; All Floors $25 Million $1.8 Million Page 66 of 71 Financial Scenarios and Details Home Rule Sales Tax Annual Projected Revenue $ 2.2 Million Debt Service (3D) $ 1.8 Million Remaining Available Revenue $ 400,000 ● Debt service for 3D represents the most expensive new build option ● $29.7 million in future infrastructure projects related to Stormwater Improvements, Alley Reconstruction, Road Resurfacing, Sidewalks, & Street Lighting in the next five years (2026-2030) Page 67 of 71 Potential Project Timeline: 3-6 months 12-18 months 1-2 months 16-20 months Community Involvement Final Design Bidding Phase Construction and Project Scoping Prepare final design and Let the project for bid, Construction of the project Construction of the project contract documents for review bids, recommend a is anticipated to take is anticipated to take the chosen alternative that bid proposal for award, approximately 18 months. approximately 18 months. are suitable for bidding. award the project at the Village Board. A Realistic Project Schedule: - Bid in Fall 2026 - Project Construction Starts in Spring 2027 - Project Construction Completed in Fall 2028 Page 68 of 71 Next Steps: Feedback Tonight ❏ Any other questions/comments? ❏ Anything else you’d like to see on March 20th? To Discuss On March 20 ❏ Feedback on community involvement process ❏ Feedback on how to determine which Option ❏ Any other comments or ideas Page 69 of 71 Next Steps: Based On March 20th Feedback ❏ Identify communication plan ❏ Develop scope of work for the project ❏ Develop a preliminary schedule for implementation ❏ Solidify funding sources Ongoing ❏ Solidify funding sources Page 70 of 71  Questions? Thank you for attending! Page 71 of 71