Menlo Park Fire Protection District

 

Fire Suppression

Program Overview

The Fire Suppression (FS) program’s purpose is to coordinate, manage, and supervise all of the emergency operations and daily work activities for suppression personnel. The program manages the daily staffing of a minimum of 33 personnel with occasional increases due to significant incidents or events.

Management Oversight

The FS program is directed by the Division Chief of Operations with oversight authority delegated to the on-shift battalion chiefs. This program has 112.7 full-time equivalent personnel and associated payroll expenses for all front-line sworn personnel and miscellaneous supplies and accessory purchases.

Goals and Objectives

  • Ensure that the minimum staffing requirements for suppression coverage are consistently met, while proactively planning for staffing augmentations needed to cover scheduled leaves, unexpected absences, and significant events such as emergencies or large-scale incidents.
  • Regularly assess current staffing levels to anticipate upcoming personnel changes, including promotions and retirements. Plan and adjust staffing to maintain operational readiness and ensure sufficient coverage for daily operations and training needs.
  • Ensure that staffing levels are adequate to support daily training schedules and operational demands, including the necessary backfill for personnel participating in training or other specialized assignments.
  • Develop a budget that accounts for the costs associated with maintaining adequate staffing levels, including backfilling for personnel on leave, training, or specialized assignments, ensuring financial resources are available for any staffing-related needs.
  • Build flexibility into staffing plans to quickly adapt to unexpected absences, surge events, or other operational needs, ensuring the department remains fully staffed and capable of responding to emergencies without compromising service delivery.

FY 2024-25 Accomplishments

  • Consistently met staffing requirements throughout the year, ensuring that all operational and response needs were adequately addressed.
  • Strategically placed additional personnel on the streets during peak demand days, ensuring optimal coverage and readiness for emergencies.
  • Demonstrated the ability to scale staffing rapidly in response to large-scale emergencies, ensuring that all units were fully staffed and operational to manage significant incidents without delay.
  • Through careful planning and coordination, effectively managed staffing resources to respond to high-priority incidents, maintaining operational effectiveness and ensuring the safety of both personnel and the public.
  • Equipped Station 4 and Station 2 with Starlink as a backup system for fire station alerts.

FY 2025-26 Program Initiatives

  • Leverage advanced technology by integrating software platforms across the department, ensuring that systems such as dispatch, resource management, and incident tracking work seamlessly together to improve operational efficiency and decision-making.
  • Focus on producing high-quality, actionable data that can be used to inform strategic decisions. This will include improving data collection methods, analytics, and reporting to guide resource allocation, training, and long-term planning.
  • Implement a comprehensive integration of staffing management with the Computer-Aided Dispatch (CAD) system, enabling real-time tracking of personnel availability, assignments, and deployments to streamline staffing and improve response times.
  • Provide opportunities for Battalion Chiefs to attend leadership conferences and development programs, focusing on the "soft skills" of management such as communication, team-building, conflict resolution, and decision-making to enhance leadership effectiveness within the department.
  • Encourage ongoing professional development for all leadership roles, ensuring that Battalion Chiefs and other leaders remain equipped with the skills necessary to lead diverse teams, manage high-stress situations, and effectively implement department initiatives.
  • Equip Stations 1, 3, 5, 6, and 77 with Starlink for alert backup.
  • Upgrade the alerting systems at all fire stations.

Full-Time Equivalent Personnel

Program Expenditure Summary

Expenditure Analysis

Stipends: The expenditure request includes specialty pay, paramedic, EMT, out-of-grade, BC deployment, and special assignment pay. An increase of $417,756 is anticipated, primarily due to the projected rise in BC deployment and special assignment pay for the upcoming fiscal year. This increase is driven by the expected higher demand for specialized roles and assignments within the department, along with compensation adjustments to reflect additional responsibilities and special assignments.

 

Retirement: The expenditure request includes the standard employer retirement contribution, Unfunded Actuarial Liability (UAL) annual payment, UAL excess payment, and Medicare tax payments. The $1,632,858 increase is attributed to the allocation of UAL annual and excess expenses to the employee program, as well as an increase in the normal retirement contribution rate. This increase reflects the necessary adjustments to meet the growing financial obligations of the retirement fund, ensuring that both the annual contributions and any excess liabilities are fully addressed.

 

Materials and supplies: The expenditure request includes costs for general supplies, equipment, licenses, and registration fees. A projected increase of $36,000 is primarily due to higher expenses for general supplies and travel expenses related to deployments.

 

Contract services: The expenditure request includes general contract services, consultant services, and software and license fees related to fire suppression operations. The $44,310 decrease is primarily due to the reduction and reallocation of dispatch costs, along with the removal of instructor and training expenses that are not expected to be incurred in the next fiscal year.