HRTMS Job Description Management | Deputy Fire Services Director, Chief of Fire Prevn/Emrg Resp J o b D e s c r i p t i o n | | |
Job Information | | | Title: | Deputy Fire Services Director, Chief of Fire Prevn/Emrg Resp | | | Market Range: | MR22 | | | Approved Date: | 3/8/2024 7:49:21 AM | | | FLSA: | Exempt | | | EEO Code: | PROFESSIONALS | | | Career Level: | M4 | | | Career Level Description: | Management Level 4 | | | Job Code: | 100222 | | | Job Family: | Fire Services | | | Sub Family: | Fire Services Operations | | | | | | Primary Purpose | Plans, directs and manages the day-to-day operations and staff which include fire prevention inspections and plan review, fire investigations, emergency response, and fire and life safety education programs. Serves as representative on various state and local committees dealing with code and development issues. | | | | | | | | |
Essential Functions | | | Priority | % Time | • | Plans, directs and manages day-to-day operations within the Prevention and Response Division. | 1 | 70% | • | Assists with the coordination of the Department Operations and Emergency Management Divisions activities. | 2 | 10% | • | Advises management and assists in the monitoring of divisional budget. | 3 | 10% | • | Serves as a fire code official representative to various boards, commissions and committees. | 4 | 10% | | | | | | | |
Position(s) may perform other duties in addition to the above as assigned by management. | |
Additional Responsibilities | • | Responds to emergent and non-emergent incidents and fire investigations within Wake County. | | | |
*IMPORTANT* In the event of an emergency, as determined by the County Manager or designee, participation in preparedness and response operations should be expected. Employee may be required to fill a temporary assignment in a role different from standard duties, work hours and/or work location in preparation for, during and after the emergency. Employee may also be required to participate in relevant exercises and regular preparedness training. | | Career Level Dimensions | Career Level: | M4 | Career Level Description: | Management Level 4 | | | |
County Impact | • | Directs a Division. | • | Creates the short-term strategy for the Division or Function and creates operational plans for Division that align with Department plan. Actions have direct impact on results of the Department. | • | Responsible for Budget planning and justification. | | | |
Innovation and Complexity | • | Responsible for making significant improvements of processes, systems or standards to enhance performance of Division or multiple divisions. | • | Oversees employees who pioneer unique ideas or generate new, viable solutions to make improvements or respond to issues. | | | |
Communication and Influence | • | Communicates within and outside the Division(s). | • | Influences others regarding the area of responsibility’s practices and approaches. | | | |
Leadership | • | Achieves goals through teams of managers. May be responsible for creating workforce and staffing plans for job area to ensure availability of employees and resources. | • | Has hiring, firing, promotion and reward authority for direct reports. | | | |
Knowledge and Experience | • | Requires broad management and leadership knowledge to lead multiple Work Groups. Typically has master-level knowledge and skills within a specific technical or professional discipline with broad understanding of other areas within the job function. | | | |
Required Education | • | Bachelor's degree in Fire Prevention, Fire Science or related field | | | |
Required Experience | • | Six years of fire services code enforcement experience including at least two years of supervisory experience | | | |
Required Licenses and Certifications | • | Valid Driver's License and "safe" driving record | | | |
Qualification Equivalency | • | Equivalent education and experience are accepted | | | |
Preferred Licenses and Certifications | | Licenses/Certifications | Licenses/Certification Details | Time Frame | | • | | NC Certified Fire Investigator Certification | Upon Hire | Or | • | | IAAI Certified Fire Investigator Certification | Upon Hire | | • | | North Carolina Fire Instructor Certification | Upon Hire | | • | | North Carolina Emergency Vehicle Driver Certification | Upon Hire | | • | | NIMS and ICS 700, 800, 100, 200, 300, & 400 | Upon Hire | | • | | Bloodborne Pathogen training | Upon Hire | | • | | NC Building Inspector Level III Certification | Upon Hire | | | | | | | | | | |
Preferred Licenses and Certifications |
Knowledge, Skills and Abilities | • | Ability to demonstrate initiative and independent judgment in dealing effectively with ambiguity, recognizing trends, identifying approaches and offering a variety of options and solutions to solve problems. | • | Ability to identify measures or indicators of system performance and the actions needed to improve or correct performance, relative to the goals of the system. | • | Ability to convey information clearly and concisely to groups or individuals either verbally or in writing. | • | Ability to plan work assignments to assure exemplary customer service and mutually beneficial results. Ability to make logical adjustments in methods or procedures. | • | Strong interpersonal skills. | • | Ability to deal with others in difficult and complex situations to achieve resolution and the ability to use appropriate interpersonal skills and methods to reduce tension and resolve conflict. | • | Knowledge of regulations and standards as it relates to fire code enforcement and investigations. | • | Knowledge of appropriate internal business practices and procedures. | • | Ability to create a work environment that encourages staff to practice respect, demonstrate open communication and promote accountability. | • | Ability to use logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. | | | |
An individual must be able to perform each essential duty satisfactorily to perform this job successfully. The requirements listed above are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. | | Competencies |
Leadership Competencies | Team Leadership | Willingly cooperates and works collaboratively toward solutions that generally benefit all involved parties; works cooperatively with others to accomplish organizational objectives. Manages staff in ways that improve their ability to succeed on the job. | Coaching & Mentoring | Works to improve and reinforce performance of others. Facilitates their skill development by providing clear, behaviorally specific performance feedback, and making or eliciting specific suggestions for improvement in a manner that builds confidence and maintains self-esteem. | Strategic Vision | Sees the big, long-range picture and leads others accordingly. | Organizational Alignment | Ensures the organization’s goals and objectives align with the County’s mission and vision. | Conflict Management | Brings substantial conflicts and disagreements into the open and attempts to manage them collaboratively, building consensus, keeping the best interests of the organization in mind, not only one's own interest. | Fiscal Accountability | Follows fiscal guidelines, regulations, principles, and standards when committing fiscal resources or processing financial transactions. Understands the organization's financial processes. Prepares, justifies, and administers the program or project budget. Oversees procurement and contracting to achieve desired results. Monitors expenditures and uses cost-benefit thinking to set priorities. | | | |
Core Competencies | Integrity | Act with honesty, transparency and respect in our interactions with co-workers and those we serve. Adhere, without exception, to laws, policies, procedures and professional standards. | Accountability | Establish high-quality standards for work. Add value. Measure results and hold self and others accountable for making progress toward desired outcomes. Take a logical and data-driven approach to decision-making. | Diversity | Believe that different backgrounds and experiences strengthen the organization and produce better results. Value inclusion across race, gender, age, religion, identity and experience, and strive to reflect in our workforce the diversity of our community. | Collaboration | Foster a work culture in which different ideas and opinions are encouraged and expected. Listen carefully and speak thoughtfully. Work together toward shared goals with mutual respect and cooperation. | Continuous Improvement | Continuously improve work processes and products. Provide a safe environment to be innovative and creative and try new things. When things don't go as planned, use it as an opportunity to learn, regroup and begin again. Provide time and resources for individuals to grow and develop both personally and professionally. | Wellness | Take proactive steps to be physically fit and healthy, emotionally strong, financially secure and socially fulfilled, while inspiring and empowering others to do the same. | Service Orientation | Commit to making a difference within the community. Actively engage in and enjoy our work. Deliver services that exceed expectations, with courtesy, politeness and sensitivity to the experiences, concerns and feelings of all co-workers and customers. | | | |
ADA Checklist | | The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions | Standard ADA Selection: | Office Environment | | | | |
Physical Demands | | N/A | Rarely | Occasionally | Frequently | Constantly | Standing | | | X | | | Walking | | | X | | | Sitting | | | | X | | Lifting/Carrying 0-10 pounds | | | X | | | Lifting/Carrying 10-20 pounds | | | X | | | Lifting/Carrying 20-50 pounds | | X | | | | Lifting/Carrying 50-100 pounds | | X | | | | Pushing | | X | | | | Pulling | | X | | | | Climbing | | X | | | | Balancing | | X | | | | Stooping | | X | | | | Kneeling | | X | | | | Crouching | | X | | | | Crawling | | X | | | | Reaching | | X | | | | Handling | | X | | | | Grasping | | X | | | | Fingering | | X | | | | Feeling | | X | | | | Talking | | | | X | | Hearing | | | | X | | Visual Perception | | | | X | | Repetitive Motions | | | X | | | Eye/Hand/Foot Coordination | | X | | | | | | | | | | | | | | |
Mental Demands | | N/A | Rarely | Occasionally | Frequently | Constantly | Memorization/Concentration | | | X | | | Learning/Knowledge Retention | | | | X | | Preparing/Analyzing Numerical Figures | | | X | | | Use of Interfaced Commmunication Devices (Phone, Computer, Radio etc.) | | | | X | | Analyzing/Examining/Testing Data | | | | X | | Emotional/Behavioral Self-Regulation | | | | X | | Interacting with Others | | | | X | | Comprehension | | | | X | | Organization | | | | X | | Decision Making | | | | X | | | | | | | | | | | | |
Mental Capability/Cognitive Requirements | Comprehension | Understand complex problems and collaborate to explore alternative solutions | | | |
Organization | Organize and prioritize the work schedules of others to manage multiple tasks and/or projects |
Decision Making | Make decisions that have an impact on the immediate work unit's operations and/or services |
Communication | Communicate in-depth information for the purpose of interpreting and/or negotiating |
Working Environment | | N/A | Yes | No | Extreme cold | | | X | Extreme heat | | | X | Humid | | | X | Wet | | | X | Noise | | | X | Hazards | | | X | Temperature Change | | | X | Atmospheric Conditions | | | X | Vibration | | | X | Computers/Monitors | | X | | | | | | | | |
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