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Findings 19 findings
F1
Page 27
The District has operated without a multiyear strategic plan since 2010.
F2
Page 27
The District’s Board of Directors established and authorized a Strategic Planning Committee in 2011. However, during the subsequent six-year period, 2012-2017, the committee met only sporadically and failed to submit a strategic plan to the Board.
F3
Page 27
The District's deployment system meets the District's current demands but is becoming strained, especially east of Highway 101.
F4
Page 27
The District’s Board, despite repeated attempts, has not taken necessary steps to create a strategic plan since 2009.
F5
Page 27
The District would benefit from developing a strategic plan and the associated financial analysis that would demonstrate whether or not future property tax revenues will be sufficient to fund the increasing needs of the District resulting from serving the new developments in the District. Property Acquisitions
F6
Page 27
The Citygate report, commissioned and accepted by the Board in February 2017, recommended searching for an acceptable parcel to relocate Station 3 before making a final decision regarding the best location for Station 3 and 5.
F7
Page 27
Notwithstanding the Citygate recommendation to move Station 3, the District purchased the residence adjacent to Station 3 in Atherton reportedly to eventually expand the station.
F8
Page 27
In February 2017 the Board directed the fire chief to use data from the Citygate report to create an updated fire station location and land acquisition plan encompassing the entire District. As of the date of this report, no such plan has been presented to the Board. Letter from Atherton Mayor Mike Lempres to Menlo Park Fire Protection President Peter Carpenter, April 5, 2017. http://www.ci.atherton.ca.us/ArchiveCenter/ViewFile/Item/2491 142 Menlo Park Fire Protection District Correspondence to City of Menlo Park Planning Commission Members, General Plan Updated and EIR/FIA Comments, October 19, 2016, 152-158. https://www.menlopark.org/DocumentCenter/View/12320/G1---Connect-Menlo-General-Plan 143 Kevin Kelly,” Menlo Park Fire District to Seek Impact Fees from Developers, not Cities,” The Mercury News, May 19, 2017. https://www.mercurynews.com/2017/05/19/menlo-park-fire-district-to-seek-impact-fees-from-developers-not- cities/. 144 “May 16, 2017 Board Meeting,” You Tube video, 1:35:05, Posted by Menlo Park Fire Protection District, published on May 17, 2017. Begin viewing at time stamp 1:36:51. https://www.youtube.com/watch?v=2jHDq8_JeDI&t=7428s 145 California Special Districts Association, “Special District Reserve Guidelines,” 2013, 9. http://www.californiacityfinance.com/2013_csda_reserve_guidelines_special%20districts.pdf -24-
F9
Page 28
From October 2017 to March 2018, the District spent $21.9 million to purchase five separate properties without a comprehensive District-wide land acquisition and station location plan or review by the Strategic Planning Committee. Impact Fees
F10
Page 28
Developments planned and approved for the area east of Highway 101 in Menlo Park, East Palo Alto, and in unincorporated County areas, will substantially affect District operations, requiring additional personnel, facilities, and equipment to meet increasing demands for service.
F11
Page 28
Approved and planned development in Menlo Park, East Palo Alto, and unincorporated County areas will have negative impacts on District operational performance as attendant congestion lengthens response time to emergencies.
F12
Page 28
In the absence of a strategic plan, associated financial analysis, and land acquisition plan, the District has not demonstrated to the constituent jurisdictions of Atherton, Menlo Park, Redwood City, and the County of San Mateo that the District’s financial resources will be inadequate to address the anticipated demand for District services. As a result, the District was unable to persuade constituent jurisdictions to adopt impact fees on new residential and commercial developments to fund District operations. Donations
F13
Page 28
The District has solicited and received donations of cash from Facebook.
F14
Page 28
By accepting donations from Facebook, which is subject to inspection and regulation by District personnel, the District has created the possible appearance of favorable treatment or disparate application of rules and laws.
F15
Page 28
The District exercises code enforcement powers and reviews the construction plans of businesses located within its boundaries. Accepting donations of cash and services from these businesses can create the appearance of favorable treatment or disparate application of rules and laws. Accreditation
F16
Page 28
The District acknowledged the value of accreditation in 2011 and set its attainment as a goal every year since. However, it has not progressed beyond the first phase of the accreditation process since 2011.
F17
Page 28
The District’s management and governance structure has not demonstrated the ability to balance competing ongoing emergency response responsibilities with administrative and planning functions. This has been an impediment to completing a strategic plan and achieving accreditation. District Identity
F18
Page 28
The title “Menlo Park Fire Protection District” could lead some residents to conclude erroneously that the fire agency is a function of Menlo Park City government and is under the direction and control of the city.
F19
Page 28
The District website does not contain a description of its status as an independent Special District, or its structure of governance as an independent Special District under California law. -25-
Recommendations 10
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R1Page 29Develop a strategic plan that conforms to the standards set by the Center for Public Safety Excellence
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R2Page 29Prepare an updated fire station location and land acquisition plan encompassing the entire District
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R3Page 29Ensure its administrative functions operate effectively regardless of competing short-term priorities caused by emergency response operations, including the establishment of an ongoing management process to track progress and results of agency goals and objectives relating to general organizational and operational programs. The District board should take these actions by June 30, 2019. Property Acquisitions
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R4Page 29Review the consultant recommendations relative to the location of Station 3 and re-examine the basis for purchasing the Atherton property by June 30, 2019. Impact Fees
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R5Page 29Initiate dialogue with local government partners (Atherton, East Palo Alto, Menlo Park, and the County of San Mateo) to evaluate if impact fees on new development are necessary to adequately fund District operations in future years
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R6Page 29If impact fees are determined to be necessary to fund District operations in future years, the District should initiate an effort to satisfy local government requirements, such as an independent analysis of the District’s fiscal condition, to implement an impact fee program by December 31, 2019. Accreditation
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R7Page 29Commit to completing the CFAI accreditation process
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R8Page 29Once accredited, annually budget sufficient funds to cover all costs associated with maintaining accreditation, including staff resources, training, and consultant services. Maintenance of accreditation should be added to the fire chief’s annual performance evaluation. These policies should be formally adopted by the District’s Board by June 30, 2020. Donations
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R9Page 29Adopt a policy not to pursue or accept donations from any private entity over which it exercises any official powers, such as building or plan inspection, or enforcement of any law or regulation. This policy should be adopted by December 31, 2018. District Identity
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R10Page 29Expand its website to include a description of special districts in general and the Menlo Park Fire Protection District in particular by June 30, 2019. -26-
No Responses Found 2
Government entities assigned to respond to this report. No response documents have been linked in our database.
East Palo Alto
City
Menlo Park Fire Protection District
Fire District