Support Services

Support Services Team and Trucks

Support Services proudly commemorates its first full year of operations on September 6th, representing a significant milestone for our organization. Throughout this period, we have achieved numerous accomplishments, although we acknowledge that the journey has not been without its challenges.

The purpose of the Support Services Department is to enable the district to achieve its operational goals, priorities, and objectives through quality customer service. Support services consists of 4 divisions, Innovation and Technology, Fleet Maintenance, Facilities Management and Logistics, tending to the needs of 28 facilities, 120 apparatus, and over 300 users all of which covers 714 square miles all with the common goal of supporting the operational mission.

Our Vision is to enable the District to achieve its operational objectives and priorities by providing:

• quality customer service to our internal customers

• solutions that increase transparency both internally and to the citizens within Smith County ESD2

• streamlined ways of conducting business and inquires with the District

Our Mission is to provide efficient, reliable, and cost-effective services and solutions, contributing to an efficient incident response and productive government. To improve internal and citizen transparency to government information and services. We will accomplish this through the application of technology and related information resources and by providing planning & support for district-wide needs.

List of Accomplishments:

  1. Successfully launched the Facilities portal, enabling efficient tracking of repair and maintenance needs for ESD2 facilities.
  2. Established the Logistics portal, streamlining logistical requests, including station supplies and uniforms.
  3. Implemented a formal RFP process and introduced an electronic RFP system, enhancing procurement procedures.
  4. Introduced the Master Service Agreement system for common service vendors, reducing the need for multiple bids on small jobs, ultimately leading to faster resolution times for facilities tickets.
  5. Managed and coordinated 27 RFPs, ensuring effective vendor selection.
  6. Integrated a dashcam and fleet telematics system, enhancing fleet management and safety.
  7. Successfully completed the remodel of Administration building 3 and its transformation into a fully functional logistics warehouse.
  8. Devised a points-based analysis system for recommending, forecasting, and budgeting fleet replacement needs, enhancing efficiency and cost-effectiveness.
  9. Introduced a standardized funding request form, streamlining the budget allocation process.
  10. Proactively planned for the construction of the new Jamestown Fire Station.
  11. Oversaw the remodel of Winona Station 3.
  12. Coordinated the acquisition of Administration and Winona properties, bolstering our infrastructure.
  13. Developed and implemented a comprehensive shop safety policy, ensuring a safe work environment.
  14. Ensured a robust record-keeping system by inputting all facilities assets into the facility portal, providing valuable insights into maintenance activities.
  15. Conducted a thorough review of supplies and established centralized bulk purchasing, inventory tracking, and efficient station delivery routes.
  16. Successfully implemented a new budget and planning system, utilizing OpenGov for enhanced financial management.
  17. Pioneered the Generator Preventive Maintenance program and engaged a vendor through a master service agreement for optimum generator performance.
  18. Resolved 2,761 service requests, prioritizing effective solutions for our organization.

Challenges Faced:

Despite these achievements, during our first year of operations, we encountered several challenges that demanded our concerted efforts to overcome:

  1. Budget Constraints: Limited financial resources posed challenges in funding critical projects and optimizing support service operations effectively.
  2. Technology Integration: Implementing new systems, such as the Facilities and Logistics portals, required significant adaptation and coordination across departments, leading to temporary disruptions in workflows.
  3. Change Management: Introducing various process changes and technological advancements required careful change management to ensure smooth transitions and minimize resistance.
  4. Workforce Training: Equipping our team members with the necessary skills to leverage new systems and technologies demanded substantial training and resources.
  5. Vendor Performance: While the Master Service Agreement system streamlined vendor selection, managing vendor performance and ensuring service quality necessitated ongoing supervision and improvements.
  6. Facilities Maintenance Prioritization: Balancing competing priorities for facilities maintenance amid limited resources challenged effective decision-making and resource allocation.
  7. Data Quality and Insights: Limited data availability and data quality issues hindered comprehensive analysis and decision-making particularly in relation to Fleet and Facilities.
  8. Stakeholder Engagement: Ensuring alignment and effective communication with stakeholders across different departments and projects required constant attention.

Initiatives for the Upcoming Year:

Addressing these challenges and building upon our accomplishments, we have charted out the following initiatives for the upcoming year:

  1. Budget Optimization Strategy: Develop a comprehensive plan to maximize the impact of available funds and prioritize projects based on critical needs.
  2. Data Governance and Analytics: Strengthen data governance practices to ensure data quality and leverage analytics for data-driven decision-making.
  3. Vendor Performance Evaluation: Establish clear performance benchmarks and improve vendor evaluation processes to ensure the highest level of service quality.
  4. Facilities Maintenance Strategy: Develop a strategic plan for facilities maintenance that aligns with organizational goals and optimizes resource allocation.
  5. Stakeholder Communication Plan: Develop a comprehensive communication plan to ensure effective engagement with all stakeholders throughout various projects.

With the unwavering dedication of our team and the support of the board, we are confident in our ability to overcome challenges and deliver even greater success in the years to come. Your approval of the following budget requests will enable us to drive positive change and ensure the success of the Support Services Department in the upcoming year and beyond.

Thank You,

Larry O. Locke

Director of Support Services