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Line Support Division
Overview
The Line Support Division consists of the Emergency Communications, Fleet Services, and Special Operations Bureaus.
Bureau Directors provide direct management of the Emergency Communications and Fleet Services.
Special Operations consists of 11 Operational, Deployable, and Support Teams whose day-to-day operations are managed by Team Coordinators.
Our Mission & Values Statement
We support the organization’s Special Operations, Emergency Communications, and Fleet Services Bureaus through the values of communication, collaboration, listening, learning, and leading by providing a positive mindset, strong work ethic, and a path towards constant growth and development.
Our Division Values
- Communication - We engage our people with open, candid communication that is clear, concise, and provides an environment encouraging feedback and development. We excel at breaking down silos and other barriers to success.
- Collaboration - We collaborate with internal and external partners by seeking to understand their perspective. We are willing to identify where others are coming from and adjust our efforts to meet them where they are.
- Listening - We actively listen to understand our internal and external stakeholders. We provide a supportive environment where everyone is valued and heard. We support our people by providing an outward, growth mindset. We listen to learn how we may develop ourselves and others.
- Learning - Learning is a mindset. We constantly seek self-improvement and development. We strive to learn something from every interaction, incident, project, and mission.
- Leading - We lead with ownership of the relationships with our colleagues, customers, partners and teams. We develop a culture of turning "conflict" and "problems" into challenges and solve these challenges with a positive mindset. We continue to develop as a local, regional, and national leaders in all facets of Special Operations, Emergency Communications, and Fleet Services.
Current Initiatives
- Phase II Coaching and Mentoring - next generation of leaders
- Fleet Services, Facility, service model, and schedule
- Expansion of "IDT" to a more accurate Field Communications Team
- Development of Regional ARFF Training Model with Centennial Airport
Environmental Scan
- Similar size and service delivery organizational collaboration
- Mutual and automatic aid partners
- Team to Team internally and externally
- Fleet Services Facility evaluation
Strategic Focus & Initiatives
- Thinktank group development
- Cross functional collaboration throughout organization
- Special Operations response model and service delivery
- Fleet Services Facility needs assessment and implementation strategy
- Succession planning - Deliver an annual leadership series
- Business plan for Regional ARFF Training Center
Strategic Goals
Regionalization and Education - Develop collaborative relationships with like-sized Special Operations, ECC, and Fleet Services organizations throughout the Region, State, and Country
- This will initially be accomplished by a "Thinktank" group of willing colleagues. Additionally, leadership team members will travel to similar-sized and scoped organizations to strengthen our understanding of District needs - Objective One ties into Strategic Goal Three of the 2021 to 2025 Strategic Plan.
Initial Action Steps
- Continue regional and State group development plans for regionalization of special operations resources.
- Identify like-sized organizations through the IAFC and the CFIA.
- Reach out to identified organizations to determine appropriate contacts.
- Develop a communication (invitation) to join the Thinktank group that stresses collaboration and information sharing.
- Hold an initial Teams meeting to kick off the program.
Succession Planning/ Leadership Pipeline - Build on our culture that focuses on positive outcomes through creative solutions
- This objective is designed to build on our shifting the culture from problems to challenges while developing our up-and-coining leaders by example - Objective Two ties into Strategic Goal Two of the 2021 to 2025 Strategic Plan.
Initial Action Steps
- Deliver the (four-hour version) of the Leadership and Mindset workshop to each team within Line Support, and other Bureaus that desire the program.
- Deliver the Four Agreements for Leadership presentation.
- Continue the Buddy to Boss facilitated discussions.
- Empower the leadership team to develop the next components of the Line Support Leadership Series.
- Follow up with weekly check-ins with the leadership team for examples we can use to share successes and opportunities for improvement.
Streamline Fleet Services processes and programs to align with current facility challenges
- This objective seeks to look at the current operations of the Fleet Services Bureau given the limited bay space, aging reserve fleet, and supply chain issues we are currently experiencing, and develop solutions that leverage our current personnel - Objective Three ties into Strategic Goal Three of the 2021 to 2025 Strategic Plan.
Initial Action Steps
- Complete Fleet Services 2024 Needs Assessment
- Collaborate with Facility Broker and internal stakeholders (e.g., Facilities, Finance) and external partners (e.g., Centennial Airport to build the initial version of the implementation plan)
- Chronicle action steps necessary to present a path to the Executive Team
Strengthen relationships with Department Divisions, Bureaus, and Teams
- We will expand on the collaborative events of 2023 outside of Line Support. Objective Four ties into Strategic Goal Two of the 2021 to 2025 Strategic Plan.
Initial Action Steps
- Identify cross-functional challenges between Line Support and partner Bureaus/Divisions
- Present cross-functional leadership workshops with partner Bureaus (e.g., ECC and Dispatch)
- Expand bureau partnerships for coffee/lunch/activities field days (e.g., Car Show)
- Research team-building opportunities within the District
Implement an incident support and hazardous materials response plan that aligns with the evolving critical factors facing our agency.
- Objective Five ties into Strategic Goals one and three of the 2021 to 2025 Strategic Plan.
Initial Action Steps
- Retain possession of HazMat 38 by paying SVI the cash equivalent of the trade-in.
- Modify HazMat response plan and SOGs to align with our response plan relative to emerging hazards (e.g., lithium-ion fixed facilities, mobility devices, and electronics).
- Partner with Logistics, Operations, and HPO to develop strategies for incident support given the mass decon and HazMat 17 capabilities.
- Implement the most efficient and effective use of available apparatus taking into consideration each Bureau's needs and objectives for incident support.