PRESENTED BY FIRE CHIEF HAROLD SCHAPELHOUMAN AND DEPUTY CHIEF DON LONG 

 

“Toprotectandpreservelifeandpropertyfromtheimpactoffire,disaster,injuryandillness.”

MENLO PARK FIRE PROTECTION FIRE DISTRICT 

2015 ANNUAL REPORT 

TABLE OF CONTENTS 

 

Contents Message from the Fire Chief Mission Statement, Who Are We, and What We Do Board of Directors District Organizational Chart Operations Division Operations: Incident Map for 2015 Operations: Response Boundaries and City Limits Operations: Station No 1 Response Operations: Station No 2 Response Operations: Station No. 3 Response Operations: Station No. 4 Response Operations: Station No. 5 Response Operations: Station No. 6 Response Operations: Station No. 77 Response Operations: Summary of Automatic Aid Operations: Urban Search and Rescue California Task Force 3 Operations: Training Operations: Emergency Medical Services (EMS) Operations: Other Programs Support Services Division Support Services: Fleet Support Services: CERT Support Services: Public Education Support Services: Disaster Services Support Services: Other Fire Prevention Fire Prevention: Inspections, Investigations, Plan Reviews Administrative Services Human Resources Information Technology

1 2 4 5 6 9 10 11 12 13 14 15 16 17 18 19 22 24 25 27 28 29 30 32 33 35 36 37 39 40

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Message from the Fire Chief The annual report attempts to capture all of pro-active and positive things we as an organization provide for and to, the communities we serve. It also serves as a measurement of the standby and important reactive nature of our business. This year the Fire Board was able to put in place multi-year compensation agreements with all of our employees by having staff work closely with their bargaining groups to bring a collective fiscal stability and predictive future lasting through 2018 to the organization. As an essential and critical emergency services provider, response time is extremely important to our daily performance and ability to directly serve our residents and the communities they live and work in. This year the Fire Board adopted a time based performance standard as a future measurement and accountability tool. We are grateful for a strong local and regional economy, but we continue to be challenged as a response and service provider by both growth and traffic congestion that has accompanied this boom. This report highlights our best efforts as a high performing public safety service provider to keep our residents, workers, visitors and pass through commuters not only safe through our fire prevention code enforcement and public outreach trainings and activities, but most importantly it identifies statistical data where the rubber literally meets the road, or more specifically how many times our dedicated and selfless first responders quickly react and respond to any emergency, large or small, anywhere in, or outside the Fire District. It is my pleasure to serve in the capacity of Fire Chief for this great organization which is staffed by an incredibly talented and dedicated workforce and to be able to present to the Fire Board and all of its Districts residents and Communities we serve this summary report for calendar year 2015. Sincerely, Harold Schapelhouman Fire Chief

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Mission Statement “To Protect and Preserve Life and Property from the Impact of Fire, Disaster, Injury and Illness” Who Are We California has nearly 3,400 special districts.Special districts are limited purpose local governments – separate from cities and counties. Within their boundaries, special districts provide focused public services such as fire protection, sewers, water supply, electricity, parks, recreation, sanitation, cemeteries, and libraries. The Menlo Park Fire Protection District is a Special District located on the peninsula in the southernmost part of San Mateo County in the metropolitan bay area. The District serves approximately 29 square miles consisting of 4 square miles marshland, 8 square miles of the San Francisco Bay, 16.6 square miles of land mass and 1 square mile of Federal Lease Land for the Stanford Linear Accelerator (SLAC) located on Stanford Lands. The District’s serves approximately 90,000 residents, and serves life as a hub for life science startups, venture capital investment firms, light industrial and corporate campuses like Stanford Research International (SRI), Facebook (fb) and Federal campuses like the United States Geological Center (USGS). The Fire District independently and directly serves our District residents who reside in the Town of Atherton, City of East Palo Alto and City of Menlo Park, and Unincorporated areas of San Mateo County along with contract services to the Stanford Linear Accelerator (SLAC). The District provides Automatic Aid to the other fire agencies in San Mateo County under the closest response unit boundary drop model, which relies on a common emergency dispatch center and move and cover model. It also has response agreements with the Palo Alto and Fremont Fire Departments. The District responds from seven stations strategically placed to provide the most efficient response times responding to approximately 8,547 emergencies in 2015 of which 65%, or 5532, were emergency medical incidents handled by our well trained and capable first responders. The District maintains an Insurance Services Office (ISO) class 2 rating. By classifying communities' ability to suppress fires, ISO helps the communities evaluate their public fire protection services. The program provides an objective, countrywide standard that helps fire departments in planning and budgeting for facilities, equipment and training.

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Furthermore, by securing lower fire insurance premiums for communities with better public protection, the PPC program provides incentives and rewards for communities that choose to improve their firefighting services. The best rating a department can achieve is a class 1, the District is rated as a class 2. According to the ISO website out of 44,675 fire departments rated Countrywide there are only 204 that are class 1 rated and 1,243 rated as a class 2. The Menlo Park Fire Protection District is at the top 3-4% of the rated departments. What We Do The Menlo Park Fire Protection District provides services to ensure the protection of life and property within the District. Those services are a full range of essential and life critical first response emergency services including, fires, hazardous materials, accidents, recues and emergency medical responses. The District also provides a full range of proactive services to reduce or mitigate risk such as fire code promulgation and code compliance inspections, community education and community disaster preparedness.

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Board of Directors The District Board of Directors is charged with providing the organization with fiscal oversight over revenues, expenditures and achieving a balanced budget along with an annual audit and follow-up. The Board of Directors recognizes that one of its major functions is to serve as the policy-making body of the entire Fire District and the communities we serve. Most importantly to responsibly govern the organization and to support the Fire Chief as the leader of the organization by providing him with the capability to shape the future of the District and most importantly support its important strategic life and property saving mission.

VIRGINIA CHANGKIRALY, PRESIDENT Elected in 2011Appointed in 2015 Term expires in 2019ROBERT J. SILANO,VICE PRESIDENT Elected in 2011Appointed in 2015 Term expires in 2019PETER CARPENTER,DIRECTOR Elected in 2013Term expires in 2017CHUCK BERNSTEIN, DIRECTOR Elected in 2013Term expires in 2017REX IANSON,DIRECTOR Elected in 2009Re-elected in 2013 Term expires in 2017

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Organizational Chart

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Operations Division WHAT WE DO The Operations Division is responsible for administration of the activities of suppression, training, emergency medical (EMS), CA-TF3 staffs and associated programs. Directly reporting to the Division Chief Operations are Battalion Chiefs of all three shifts (Shifts A, B, C), the Training Battalion Chief, the EMS Coordinator, Urban Search and Rescue CA-TF3 staff. Major programs under the administrative responsibility of the Division Chief Operations are the swift water rescue program, dispatch communications, disaster operations, Office of Emergency Services liaison and wildland deployments. DIVISION HIGHLIGHTS Listing of highlights for 2015:

DailyMinimumStaffing: Staff daily managed the scheduling minimum staffing of all fire companies including all positions, (Officer, Driver & Medic). Due to chronic shortage of FTEs, because of probationary status of firefighters and the lack sufficient number of members in acting capacity, daily staffing involved a great deal of staff work. Payroll: Battalion Chiefs a daily audit TeleStaff and ADP (payroll reports). At the end of payroll period Battalion Chiefs completed a final audit of hours reported on ADP and reconciled with TeleStaff. FireCompanyInspections: Cleared 764 occupancy inspections, re-inspected 71 occupancies and referred to FPB 74 inspections (note as of date of report & summary 11- 02-2015). FirehouseReports: Battalion Chiefs reviewed of all completed Firehouse Reports for compliance and accuracy. CommunityActivities: Operational staff participated in the completion fifty-five (55) educational or community events such as station visits block parties and larger venues such as the North Fair Oaks Festival. StandardOperatingGuidelines: Launched project to complete SOGs. Currently in process. Policies&Procedures/MOU: Staff completed final review/revisions of P&Ps and reconciliation with MOU. SuccessionPlanning: 30 transactions completed including training/mentoring of members and certification of members Talk Books.

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2015 Incident Totals9000 

8000 

7000 

6000 

5000 

4000 

3000 

2000 

1000 

2015 Incident Totals   1

Operations  

Fire Over 

Pressure EMS

Haz Cond 

Service Call 

Good Intent 

False Alarm 

Severe Weath er 

SpecialInciden

t 

TOTAL

2015 Incident Totals Shift A  60  7  1878 52  305  220  246  0  29  2797 

2015 Incident Totals Shift B  65  2  1815 39  354  266  280  0  6  2827 

2015 Incident Totals Shift C  63  1  1846 51  373  288  278  1  5  2906 

    

HistoricalComparativedataAllIncidents1955 – 904 Incidents (Compared to 1985 + 4374/483% increase) 1985 – 5278 Incidents (Compared to 2010 + 1783/34% increase) 2010 – 7061 Incidents (Compared to 2015 + 1486/21% increase) 2015–8547Incidents

                                            

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Fires 1955 Fires – 461 @ 51% of call volume 1985 – Fires – 536 @ 10% of call volume 2010 Fires – 236 @ 3.34% of call volume 2015 Fires = 187 @ 2.16% of call volume EmergencyMedicalIncidents1955 “Special Calls” – 236 17 Resuscitator calls, 9 People Burned, Trapped 17 “Classroom instruction this year stressed first aid” 1985 EMS Incident – 3052 @ 58% 2010 EMS Incidents - 4289 @ 62.15% 2015 EMS Incidents - 5532 @ 64.72%

                                                                                                                                                              

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Incident Map for 2015

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Fire District Fire Station Response Areas and Boundaries

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Fire Station No 1 StationNo.1|300MiddlefieldRoad,MenloPark Fire Station ones primary response area is the City of Menlo Park, Town of Atherton and Unincorporated County areas. Assigned to Fire Station 1 are Engine 1, Truck 1 and Battalion 1. In addition to its primary response area, Engine 1 and Truck 1 responds to the City of Palo Alto fulfilling assignments in accordance with a District/Palo Alto mutual aid plan. Engine 1 is staffed by a captain and two firefighters. Truck 1 is staffed by a captain and three firefighters. One of the personnel on Engine 1 and Truck 1 is a licensed paramedic providing Advanced Life Support. Battalion 1 is staffed with a Battalion Chief with daily operationally responsibility for 7 Engine Fire Companies and 1 Truck Fire Company throughout the entire Fire District.

 

 

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Fire Station No 2 StationNo.2|2290UniversityAve,EastPaloAlto Fire Station Two’s primary response area is the City of East Palo Alto, Menlo Park and the San Francisco Bay. Station Two is the busiest Fire Station in the District. Engine Two is staffed by a captain and two firefighters of which one I s licensed paramedic providing Advanced Life Support.

 

 

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Fire Station No. 3  

StationNo.3|32AlmendralAvenue,Atherton Fire Station Three’s primary Response area is the Town of Atherton, Unincorporated County areas and the City of Menlo Park. Station Three responds into Redwood City as part of the County Closest Unit, Automatic Aid and Move and Cover agreement. Station Three is staffed by one captain and two firefighters. One of the three personnel is a licensed paramedic providing Advanced Life Support services.  

 

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Fire Station No. 4 StationNo.4|3322AlamedaDeLasPulgas,MenloPark Fire Station Four’s primary response area is Unincorporated County areas, the City of Menlo Park and the Town of Atherton. Station Four responds into Woodside, Portola Valley and Redwood City as part of the Closest Unit, Automatic Aid and move and Cover agreement. Station Four is staffed by one captain and two firefighters. One of the three personnel is a licensed paramedic providing Advanced Life Support services.

 

 

 

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Fire Station No. 5 StationNo.5|4101FairOaksAvenue,MenloPark Station Five’s primary response area is the North Fair Oaks or Unincorporated areas, City of Menlo Park and the Town of Atherton. Station Five responds into Redwood City as part of the County Closest Unit, Automatic Aid and Cover agreement. Station Five is staffed by one captain and two firefighters. One of the three personnel is a licensed paramedic providing Advanced Life Support services.

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Fire Station No. 6 StationNo.6|700OakGroveAvenue,MenloPark Fire Station Six’s primary response area is the downtown commercial district of the City of Menlo Park and Town of Atherton. Because of its proximity to El Camino Real, it provides automatic aid to the City of Palo Alto. Station Six is staffed by one captain and two firefighters. One of the three personnel is a licensed paramedic providing Advanced Life Support services.

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Fire Station No. 77 StationNo.77|1467ChilcoAvenue,MenloPark Station Seventy Seven’s primary response area is the Eastern section of the City of Menlo Park known as Bell Haven, Bayfront, and the City of East Palo Alto. The Station is staffed by one captain and two firefighters. One of the three personnel is a licensed paramedic providing Advanced Life Support services. Station Seventy Seven personnel receive training in boat operations and water rescue. Fire Company members provide water rescue in waterways within the District and assist other agencies throughout the Bay Area. Station Seventy Seven houses an Airboat, a rigid bottom inflatable boat, jet skis and CAL-OES White Water Rescue inflatable boats in addition to the requisite equipment. The District maintains its own vehicle maintenance shop at Station Seventy Seven with a Fleet Manager and Mechanic. The District on-staff mechanics perform the maintenance on apparatus and equipment. The shop facility is equipped with modern equipment and systems that are required to protect the environment.

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Summary of Automatic Aid

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Urban Search and Rescue California Task Force 3

GrantsManagement: Staff processed and secured funding for Federal Funding the FY2015 Cooperative Agreement. Staff daily reviewed invoices, checked for appropriate documentation and accuracy, and coordinated with District finance staff for payment. Staff completed and submitted required Program Office reports and performance contracts. Personnel: Staff managed recruitment/training of personnel to attain 2 members deep for all 19 disciplines for a required total of 190 Rostered Team Members and an additional 18 potentials. Staff maintained full documentation of all training activities and developed for discussion personnel “Prescription Sheet” addressing performance and readiness concerns.

CanineHandlers: The Task Force secured an additional three (3) canines from the National Search Dog Foundation, bringing the total to 9 deployable canines. The three (3) newly recruited canine handlers have taken procession of their assigned canines and completed initial canine handler training. All of FEMA’s US&R Canine handlers have passed a rigorous national certification in urban search and rescue. Canine/handler teams must be re-certified every three years in order to participate in search and rescue operations. Recertification includes tests regarding search strategies and tactics, mapping, search and victim markings, briefing and debriefing skills, in addition to canine handling skills.

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Vacancy: Recruited and hired a Logistics Specialist. Individual selected was one of over 90 applicants. OREEPMobilizationExercise: The Task Force completed a Full-Scale Mobilization Exercise executed for 33 consecutive hours at Levi’s Stadium and California’s Great America, Santa Clara in December 2015. The exercise evaluated California Task Force 3 Type-1 Team with Support personnel (79 Members). Assisting with the exercise were 21 Exercise Controllers, 24 Support Staff and 14 Peer Evaluators from the other seven California Task Forces. Santa Clara Fire Department (AHJ), Santa Clara County Fire Department, San Jose Fire Department, California Task Force 5 – Type I Cache, Department of the Energy Radiological Assistance Program (RAP), Region 7 and the California Office of Emergency Services – Fire and Rescue Branch also participated in the exercise. The exercise scenario was a magnitude 7.8 earthquake on the San Andreas Fault and subsequent damage. In addition to the damaged structures, there were reports of numerous missing and trapped personnel. The scenario design incorporated activities exercising the National US&R Response System Operations Manual 2012, ANNEX B Concept of Operations, US&R Operations in a Contaminated Environment (US&R HazMat Operations) October 2013, ANNEX C Concept of Operations and US&R Operations in the Water Environment (US&R Water Operations) August 2013.

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The Task Force successfully met all the set objectives and completed all five sections of the FEMA OREEP: Activation of a Type I US&R Team, Transportation of Personnel and Cache Equipment, Establish a Base of Operations, On-Site Operations and Demobilization/After Action/Improvement Planning. Equipment: Purchased a number of major and minor equipment purchases including 2 Zoll Monitors, upgrades in Garmin search equipment, a Dually Truck (outfitted with lights/sirens/radio). Staff developed a consensus process with discipline managers to prioritize equipment purchases. WaterRescue: Staff completed fabrication of Jon Boat trailers for transport and storage of equipment. Several Jon Boat training and inventory familiarization sessions were completed. Staff transmitted documentation to the Program Office formalizing the readiness of the water rescue discipline to be fully deployable. Training: A total of 7,833 contact training hours of team-specific US&R functional training, related Agency-based functional training and continuing education was completed.

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Training Testing/Evaluation:Throughout the year, the Training Division coordinated and managed Task Books in completion of training/testing/evaluation for certifications as Truck Driver, Acting Captain and Acting Battalion Chief, 19 session completed. Probationary/Testing/Evaluation: Training Division completed final manipulative and written testing evaluation of Probationary Firefighters. TasksBooks:Completed review/revision of Acting Captain and Acting Battalion Chief Task Books. Rewrote policy guidelines for Acting Captain and Acting Battalion Chief. Educationalreimbursement:Managed approval record keeping and submittals required of the Educational Reimbursement program. TransitionalFire:Staff managed and coordinated District and county wide efforts to train firefighters with respect to Modern Fire Behavior. Staff reviewed all source documentation from U.L. and NIST to serve as curriculum. A major training effort to introduce Transitional Fire and Modern Fire Behavior County wide was completed. Six (6) training days, two sessions per day – 450 F/Fs, 10 BCs & chief officers. Thru the county training officers, chief officers were scheduled to attend a lecture series on the Modern Fire Behavior NIST/UL studies. RecruitFirefighters: In the process of completing a rewrite of Probationary Firefighters training/testing/evaluation in anticipation of graduation of recruit firefighters. Staff developed a proposal to reduce OOS and training workload on fire companies. TruckAcademy: Completed Truck Academy preparing members for completion of Task Books and Truck Driver Certification. RescueSite: Completed modifications to live burn prop to support training of firefighter’s modern fire behavior and flow path. Near completion of modifications of two story garden court apartment fire prop.

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StationAlerting: Although not technically under training, project managed to completion by Chief Calvert. TrainingStaffing:Managed transition of newly appointed Battalion Chief Training and the contracting of an administrative position.

 

          

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Emergency Medical Services (EMS) Completed Hands only CPR training for all Freshmen students at Menlo Atherton High School Received approval from SMCO EMS to use carbon monoxide monitoring on patients Purchased temporal scan thermometers for all paramedic apparatus Increased amount of morphine and versed to supply deployments Contracted with outside instructors for many CE classes Trained members and instituted a new electronic PCR program Administered flu vaccines for members through Kaiser Occupational Health Began accrediting 5-call process for newly hired paramedics Researched use of a new lock box for controlled substances Completed Infection Control Officer training Staff attended SMCo EMS meetings representing the District Participated in the initial development of an Active Shooter CE Completed required maintenance and updating of EMS equipment

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Water Rescue WaterRescue:Completed fabrication of Jon Boat trailers and storage of equipment. Several Jon Boat training sessions completed. Sent documentation to the Program Office, water rescue discipline fully deployable.

Reviewed water rescue inventories, maintained/service equipment and boats’ ordered replacement as needed Explorer Program (High School Level) Membership:Currently the post trains 18 active explorer members. Training:Explorer Post members train monthly, to date have completed approximately 60 hours of training. CommunityEvents:Explorer Post members participated in a number of District and Community events including Pancake Breakfast, Easter Egg Hunt, North Fair Oaks Festival and the Coinsurers Market.

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Cadet Program (College Level) Organization Hired OfferedPositions Menlo Park Fire District 2 F/F 1 FPB  Other Agencies 3 F/F 4 F/F & PD

Recruitment:Worked with District HR and utilized CalOPS to complete a successful recruitment. LiveFire:Assisted Training Division with District Live Fire training. This year Cadets completed safety and fit test and actively participated in Live Fire Training. Training: On-duty District fire companies assisted throughout the year in daily required training of assigned cadets. Cadets are assigned to complete a Task Book with the required elements consistent with F/F I certification. Monthly cadets participate in two days of training as a core group.

 

  

 

 

 

 

 

 

  Honor Guard

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Support Services Division: WHAT WE DO The following programs are within the Support Services Division: FleetServices: The program goal is to minimize the number of apparatus that are out of service at any given time. Staff complies with the maintenance policy and procedure manual by providing regular inspections and following a preventive maintenance plan. CommunityDisasterPreparedness: This program improves community disaster preparedness through training and education. This provides residents with basic skills necessary to react to emergencies. PublicEducation: The Public Education program delivers life safety education from infant programs to senior citizens. DisasterPreparedness: This program plans and coordinates the District’s emergency preparedness for all four jurisdictions that the District serves. It involves developing and updating the Emergency Operations Plan and Resources directory. Facilities: The Facilities Program is responsible for the maintenance of seven fire stations, one shop, two classrooms, and one administration building. SafetyProgram: The District’s Safety Program and Committee seeks to insure the safety of all District employees, volunteers, contractors, and visitors. The District accomplishes this through the implementation and maintenance of the California Occupational Safety and Health requirements and guidelines, as well as NFPA standards and industry best practices. EquipmentProgram:The Equipment Program is responsible for the procurement and maintenance of equipment. The Equipment Program works with the Operations Division to research equipment needs. Several employees serve as part of the Equipment Program.

 

    

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Fleet Services Completed specifications, build out requirements, and accepted delivery of one new engine company. Developed specifications and awarded a bid for one new type 5 patrol pumper. Placed into service five new fleet vehicles. Replacement installation of new thermal imaging charging systems. Annual condition testing of apparatus. Annual servicing of all apparatus and vehicles. Purchase and training on new fleet software.

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CERT Program (Community Volunteers) 3CommunityEmergencyResponseTeamClasses–

CERT 76 CERT members trained

SilverDragonExercise- The purpose of this exercise is to enhance public health and public safety readiness in response to a health-related emergency involving large segments of the population. CERT’s were tasked to deliver bags with safety information within 3 hours. 24 Participating agencies Target delivery 2700 Actual 2652

JointMultiCityExercisewithSanFrancisco Provided an opportunity for individual training. Provided an opportunity for cross-training with other CERT programs Expanded our ability to work with other CERT teams in the Bay Area UASI region

DeliveredExtendedTrainingClassesforCERTProgram Crush Syndrome Flood Fighting PG&E Damage Assessment Traffic Control and Crowd Management Shelter Operations HAM Radio Smoke Detector Installation Safety Officer Training Class

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“GETReady”–A2hourbasisemergencypreparednessclass

Completed 6 classes Trained 506 Community members

CoordinatedStateCERTConference–250attendees

DesignedandimplementedaCERTCommunicationsTrailer

Designed2newCERTandPublicEducationdisplaytents.

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Public Education (Schools and the General Public)

Conducted2SmokeAlarmDay 1 North Fair Oaks – Impact 48 households – 44 smoke alarms – 48 carbon monoxide alarms 1 East Palo Alto – Impact 38 households – 100 smoke alarms – 38 carbon monoxide alarms

DeliveredChildSafetySeatEducationtoparentswithintheFireDistrict

InstructedCPRclasseswithintheFireDistrict

InstructedFireExtinguisherTrainingwithintheDistrict

Delivered100thAnniversaryStorytimeatMenloParkLibraryandEastPalo

AltoLibrary

SafetyTrailerformultipleschoolsandeventswithintheDistrict

PancakeBreakfast/OpenHouse–Raised

CommunityEducationParticipatedin: Sunset Connoisseurs Market North Fair Oaks Festival Menlo Park Block Party

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Disaster Services (Inner Governmental Planning and Preparedness) FERMS(FieldEmergencyResponseManagementSystem) An application designed to coordinate the process sharing public works resources during an emergency. The system is designed to scale Countywide but the pilot program will consist of (Atherton, Menlo Park, East Palo Alto, Redwood City, and San Mateo). EOCActionPlanBuilder Designed a systematic process to build EOC action plans more effectively that will save time on data entry and will produce reports in a more manageable fashion. ExerciseEOCManagementTeam Designed an Earthquake exercise for the City of Menlo Park to test their emergency readiness and some of the newly designed applications- within an EOC environment. TAPS(TrainingAccountabilityPersonnelSystem) An application designed to assess EOC credentials and assist with MOU personnel sharing during a countywide event, which the requestor can verify certifications, training, and search for qualified personnel within a database. OnlineEMTraining Developed specific training modules on drafted emergency protocols and plans associated with the ( Rapid Damage Assessment, Understanding the Emergency Operation Plan, and the Council Guide to Emergency Operations) for the City of Menlo Park, this will also extend to other jurisdictions for customization. EMContract–CityofMenloPark Successfully managed and met the deliverable of the City of Menlo Park emergency preparedness contract.

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Equipment Program (For our First Responders) Replaced and upgraded of all thermal imaging cameras. Replaced and upgraded of all self-contained breathing apparatus. Replacement and upgrading of apparatus lighting equipment. Upgraded wildland pack configuration. Completed required maintenance of equipment on ten Engines and one Truck Company. Completed annual hose testing. Completed annual ladder testing. Completed monthly instrument calibrations. Completed annual testing, maintenance and procurement of all personal protective equipment. Safety Program (All Employees and the Public) Committee reviewed and revised of all safety programs. Conducted monthly safety meetings in which accidents and injuries are reviewed and recommendations are considered and /or made. Completed annual facilities safety inspection and corrections. Reviewed monthly facilities safety inspections.

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Facilities Program Managed the Station 2 construction. Instituted a number of necessary deliverables to begin construction on Station 6. Completed the installation of security gate at Station 1. Ongoing facilities maintenance.

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Fire Prevention WHAT WE DO The goal of the Fire Prevention Bureau is to direct its resources to provide effective service delivery in the areas of construction, planning strategy, economic development, fire protection systems installation and use, fire cause investigation, and code enforcement. DIVISION HIGHLIGHTS 

  Passed Ordinance 36B with City of Menlo Park – first in 30 years School survey complete – alarms and sprinklered buildings State Mandate survey complete with 100% inspected this year iPad HMBP access Traffic calming device survey and mapping Promote Administrative Specialist to Fire Prevention Coordinator Promote Fire Prevention Coordinator to Fire Inspector I Hired full time Plans Examiner Completed job reclassifications –Stage I – for Prevention succession planning Completed District wide business survey Completed update to 3-story or taller building inventory Completed Emergency Radio communications guidelines Facebook HQ – Building 20 Third year SMCFPO President Lead agency for Fire Prevention instruction of County Fire Academy

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Fire Prevention: Inspections, Investigations, Plan Reviews PLAN CHECKS  #  %  Inspector Activity  #  % 

Expedites  55  N/A  Emergency Response  16  0% 

Resubmittals  217  11.6%  Inspections  3393  52% 

Hood & Duct  11  0.6%  Investigation  34  1% 

Site Access Water  28  1.5%  Meetings  505  8% 

Cell Site  15  0.8%  Off Hours Inspection  173  3% 

New Comm Const.  11  0.6%  Plan Review  128  2% 

Sprinklers (Commercial)  82  4.4%  Public Education  20  0% 

Comm T I  150  8.0%  Training  35  1% 

Clean Agent  60  3.2%  Weed Abatement  14  0% 

Additional Inspection  21  1.1%  Other / Special Projects  2222  34% 

Fire Alarm  72  3.8%  Totals:  6540  100%

Fire Clearance  24  1.3% 

Fire Monitoring  0  0.0% 

Gate  26  1.4% 

Generator  27  1.4% 

HazMat  7  0.4% 

High Piled Rack  4  0.2% 

HVAC  4  0.2% 

AMMR  4  0.2% 

Photovoltaic  187  10.0% 

Pre‐Inspection (Daycare)  105  5.6% 

Site (Residential)  319  17.0% 

Sprinklers (Residential)  344  18.3% 

Emergency Repair  97  5.2% 

Tent  27  1.4% 

Underground  27  1.4% 

Event  7  0.4% 

Totals:  1876  100%

Total Fees Collected:   $1,028,494       Hazardous Materials Revenue    ‐ 302 permits issued  

168,585.00

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Administrative Services WHAT WE DO The Administrative Services Division is responsible for the administration of the financial affairs, internal support activities, and Board Clerk of the Menlo Park Fire Protection District. The Division provides financial, analytical, purchasing, and support to all Fire District operations, departments, and programs, and ensures financial accountability to the public; coordinates the District's budget process and annual independent audit; manages Capital Improvement Projects/Station improvements and replacement; provides administrative assistance to the District’s Board of Directors, facilitates the conduct of business by the Board, and maintains a true record of all proceedings of the Fire Board; meets all requirements regarding public postings, legal advertising, and mailing of public hearing notices. Specifically, the Division processes payroll, accounts receivable, accounting entries, accounts payable, financial reporting, purchase orders, project/construction management, Board reports and other documents to Board and Committees. Accounting manages and maintains the general accounting and financial records of the Menlo Park Fire Protection District. This Division is also primarily responsible for the external audit of the District's financial records and preparation of the Comprehensive Annual Financial Report. The Accounts Payable function within the Accounting Division matches and reconciles all invoices, purchase requisitions, purchase orders, contracts and agreements prior to processing payments of District obligations. The Payroll function within Accounting processes time cards, payroll documents and semimonthly payroll for all Fire District employees. Budget and Analysis provides information and analytical support to the Fire Board and other divisions and programs as requested. In addition, Budget and Analysis manages the budget and produces periodic financial status reports, including the Proposed, and Adopted Budget documents. DIVISION HIGHLIGHTS Listing of highlights for 2015:

We are in compliance with Governmental Regulations Completed a balanced budget for FY15-16 Clean audit for FY 14-15 Issued Comprehensive Annual Financial Report (CAFR) FY14-15

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Increased Appropriations Limit on November 2015 ballot - passed Hired new budgeted FTE - Accounting Technician to take over Payroll from HR and Accounts Payable from temporary employee Implemented IAFF MOU with Retro-Pay Accounts Payable paid timely and accurately Payroll issued accurately and on time, 100%

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Human Resources WHAT WE DO The Human Resources Division is responsible for the administration of a cost effective, comprehensive personnel management program including policy development and staff support to the Board, the Fire Chief and various committees. The division provides a wide range of services to the organization and its employees in the areas of personnel services including but not limited to classification/compensation, recruitment/selection, employer/employee relations and negotiations, supervisory coaching and counseling, group insurance/benefits administration, workers’ compensation and light duty programs, performance management, mandated leave tracking, employee assistance program, and employee professional and promotional development. The District’s 2015 demographic data indicates a continued need for succession planning and internal training & development to plan for promotions.

DIVISION HIGHLIGHTS Listing of highlights for 2015:

Reached agreement and ratified Memorandum of Understanding with both labor groups Settled 8 year labor dispute with IAFF Hired 9 new entry level Firefighters Established compensation plans for Unrepresented and Chief Officer groups Identified key positions for succession planning.

2015 ANNUAL REPORT

 

40  

Information Technology WHAT WE DO The division provides support for all software applications, telecom, and wireless communications. It also provides desktop support, maintains the network infrastructure, and evaluates, recommends and implements upgrades to end-user workstations and the local area network serving all District employees. This program facilitates the implementation, training and upgrade of all District software as needed. DIVISION HIGHLIGHTS Listing of highlights for 2015:

Launch customized iPad Engine Inspection application making it easier for staff inputting and reducing overall staff hours Station 1 and 170 building point to point hardware upgrade making connectivity between two buildings stable and faster Upgrade operation users over to iPhone allowing more features and apps Upgrade Board meeting recordings, increased image quality, faster upload of meetings to the web Deployed Photo Staff Directory on our Intranet for new employee orientation Upgrade Web Filter increase network access Deployed software to make network updates and security scans more efficient Upgrade Stations Bandwidth, Firewalls, and wireless connectivity to improve network access Migrate all Windows 2003 servers to 2012 Network Security Scan and remediation Installed Virtual Exchange mail server for additional redundancy and reliability GIS Mapping Projects

2015 ANNUAL REPORT

 

41  

M2 Planning Area Map for Fire Chief Planned Construction Map (El Camino Real / Downtown Menlo Park) for Fire Chief Station Percentage Coverage in East Palo Alto, Menlo Park, Atherton for Fire Chief Primary Routes in Atherton for Fire Chief Traffic Calming Devices Map for Fire Chief Traffic Vehicle Accident Map (2014, 2015) for Fire Chief Updated Multi Story Map for Fire Chief Updated Auto Aid District Map for Fire Chief Residency Map / Distance Report (Suppression, Chief Officers, Fire Prevention, Administration) for Deputy Chief and Finance East Palo Alto Beats Map, San Francisquito Creek Map, for CERT and EPA police Tablet Command – Imported Menlo Park Fire Hydrant Layer

Deployed upgraded iPad hardware for Operations allowing more features and apps. Deployed web cameras for all stations for web conference calls and meetings. New Website development Dash cams video recording trial

 

Menlo Park Fire Protection District 650-688-8400 www.menlofire.org