October 26, 2005

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Publication Date: Wednesday, October 26, 2005

Voter Guide: Fire board -- Hurricane Katrina puts spotlight on emergency preparedness

By Renee Batti

Almanac News Editor

Since nine candidates filed papers to run for a seat on the Menlo Park Fire Protection District board, natural disasters have catapulted emergency preparedness to the top of the list of urgent election issues.

Hurricane Katrina sounded the alarm around the country about the need to have coordinated, efficient and reliable government services at the ready for action when catastrophe strikes with deadly force.

The Menlo Park fire district's readiness to join forces with local cities and the county during a major disaster to protect the approximately 85,000 people living within its borders is one of a number of topics the Almanac discussed with candidates earlier this month.

There are three open seats on the five-member board; incumbents Ollie Brown and Peter Carpenter are running to retain their seats, while Del Krause chose not to seek re-election.

The seven challengers are: Gerry Andeen, Scott Freiermuth, Rex Ianson, Steve Kennedy, Terry Kent, Jack Nelson and Sarah Rankin.

Board members are elected to four-year terms.

The district provides fire suppression and emergency medical services to Menlo Park, Atherton, East Palo Alto and nearby unincorporated areas. Paul Wilson, the district's chief for nearly three years, recently resigned, and the board is determining the process for replacing him.
Budget, pension costs

Like most government agencies, the district has faced tough budgetary decisions as the state economy has struggled to regain its health since the dot-com crash. And, it has seen a significantly larger portion of its budget go toward paying pension costs -- the result of agreeing, in 2001, to raise firefighter pensions by 50 percent shortly before the state's pension program began to require public employers to pay a much larger share of employee pension costs.

Of the current $19.3 million budget, some $17 million -- about 88 percent -- is spent on salaries and benefits, according to fire board member Del Krause, who sits on the board's finance subcommittee. Of that $17 million, a projected $3.5 million, or 20 percent, will go toward pensions.

The firefighters' contract expires next year, and contract negotiations are expected to begin early in the year.
The Kennedy factor

Before 2003, there appeared to be little interest in running for a seat on the fire board. In 1999, only two candidates filed for the two open seats, and both men gained their seats without an election.

One of them was Steve Kennedy, who went on to lose his seat in 2003 after being censured three times and stripped of his fire department badge by his colleagues for a number of questionable actions, including "flipping off" a group of firefighters on duty in East Palo Alto.

In addition to a number of confrontational incidents he instigated with fire district staff, Mr. Kennedy also got into trouble for what the district fire marshal deemed a fire hazard in the back yard of his East Palo Alto apartment. The fire marshal's inspection was prompted by a complaint by Mr. Kennedy's landlord and a request by the East Palo Alto code enforcement officer.

Mr. Kennedy's candidacy both in 2003 and this year prompted others connected with the district to publicly urge residents to run for office to avoid having unopposed candidates take seats on the board. In 2003, there were five candidates. This year's number of candidates sets a record.

The following profiles, based on interviews with the Almanac, follow the candidates' ballot order.
Steve Kennedy

Qualifications for office: During his 1999-2003 term on the fire board, Mr. Kennedy "survived as an outsider," he said. Since losing his bid for re-election, he has continued his interest in the district, and has recently completed a video on suburban/wildland fire safety, he said.

If elected, Mr. Kennedy would be the only board member from East Palo Alto. He said he wants to finish work he began during his earlier tenure on the board in the areas of creating an ordinance banning wood-shingle roofs, and revving up the district's program to remove bars on windows in homes -- a problem particularly in the district's low-income areas.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. Mr. Kennedy singles out the possibility of a suburban/wildland fire as the greatest threat to the area, and says the district is not sufficiently prepared to effectively and safely fight such a fire. He stresses the need for a limited ban on wood-shingle roofs and training that would lead to more effective, lower-risk strategies to fight such fires.

Looking for a new fire chief. Mr. Kennedy said a fire chief needs to wear five hats well: those of a policy maker, a pragmatic negotiator, a moral beacon, a philosophical visionary, and a ceremonial icon. And, he added, "I'd want someone who's willing to stay for a long time."

He'd be willing to consider both someone inside the district or outside, and said the district should have a leadership development program for employees who might want to eventually assume the top management position.

The current budget situation and pension costs. The district is "sitting pretty" now, financially speaking, but if property taxes drop, it would feel the squeeze, he said. He would consider a fire suppression district assessment if such a revenue drop should occur, he said.

Mr. Kennedy said he's not concerned about pension costs to the district.
Terry Kent

Qualifications for office: Mr. Kent said running his own business for 10 years has given him good experience in looking closely at finances.

His work as an arbitrator for the American Arbitration Association also gave him valuable experience that should come in handy during contract negotiations, he said. "It's a position requiring a great deal of fairness," he said.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. Mr. Kent said he would support the designation of areas in the community where people could take refuge during an emergency if their homes become uninhabitable. Schools would be logical places "because so many have been rebuilt recently, and built so well ... and also, they're spread out in the community," he said.

He said the cities and other agencies within the district need to coordinate emergency service protocols. Not having a well-thought-out joint plan "is where they went wrong down in Louisiana," he said. "If you don't have coordination, you don't have anything."

Looking for a new fire chief. Qualities he wants in a new fire chief include experience in fire safety operations, with a good working knowledge of such things as equipment replacement; a history of working with unions; and a public-affairs orientation. He would support promoting from within the district if the applicant is qualified, he said.

The current budget situation and pension costs. His budget priorities would include the cost of having a well-qualified fire chief, as well as funding for firefighter training and equipment repair and purchase, he said.

The pension program, he said, is unsustainable. He advocates keeping in place the existing plan for current firefighters and retirees now covered, but "we have to make changes for new hires."
Jack Nelson

Qualifications for office: Mr. Nelson said his passion for fire services goes way back, and is reflected in his 12-plus years as a volunteer in fire services in Missouri.

A 15-year resident of Menlo Park, he has attended fire district board meetings for two years, he said, and he's a team leader for the district's volunteer CERT (Community Emergency Response Team) program, which trains residents in emergency response to help their neighborhoods during a disaster.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. The district's firefighters receive "an excellent level of training" in emergency response, Mr. Nelson said. He wants to see the CERT program grow to cover all areas of the district, "to train citizens to become self-sufficient" in the face of a disaster, he said.

Looking for a new fire chief. The new fire chief, whether hired from inside or outside the district, needs to be "a good overall leader, administrator and legislator," and a proponent of the district's emergency services. Those include the CERT program, the swift water rescue service, and Task Force 3 -- a 70-member, Menlo Park-based urban search and rescue team. Though not funded by the Menlo Park district, the district supports the task force in a number of ways, and local firefighters benefit from extensive emergency rescue training as participants in the program.

The current budget situation and pension costs. Mr. Nelson praised the district's fiscal management for careful spending, sometimes closing the fiscal year under budget.

He said that the pension program has given firefighters a just benefit for the difficult and risky work they do, but noted that the higher-than-expected cost makes a second look at the benefit level necessary. "The district can't dig itself into a fiscal hole," he said.
Peter Carpenter

Qualifications for office: First appointed to the board in March 2001, Mr. Carpenter won election to the seat that November. His fire safety experience includes working as a smokejumper for the U.S. Forest Service.

As a board member, he has actively supported Task Force 3, creating a support network in New York City when the team was deployed there after the terrorist attacks; helped create the district's CERT program, which trains volunteers to help provide emergency services in their neighborhoods; and pushed hard for a law requiring fire sprinklers in new and remodeled houses and businesses.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. In the aftermath of Hurricane Katrina, Mr. Carpenter was one of the most urgent local voices sounding the alarm over shortcomings in communications among area jurisdictions. Even within the district, there is a "fractured emergency network," with separate protocols in three towns, the county and special districts such as fire, water and sanitation, he said, adding that elected leaders must come up with a coordinated strategy to put into place during a disaster.

Citing the performance of FEMA and other government agencies after the hurricane, he said that when a disaster strikes, "We're on our own; we have to be able to take care of ourselves." He and other fire board members have begun talks with officials of local town governments to put together an integrated emergency response plan.

Looking for a new fire chief. Whether the board hires a chief from inside or outside the district, Mr. Carpenter said he wants someone "who will be here for the long haul."

The current budget situation and pension costs. Topping the list of Mr. Carpenter's budget priorities are keeping disaster preparedness programs healthy and effective, and keeping facilities and equipment up to date, he said.

The district's pension costs are not sustainable, he said, though he acknowledged that he supported the 50 percent raise in pension payments in 2001. He said the board agreed to the increase to remain competitive with fire agencies in the area. The district must honor its pension commitments to firefighters and retirees already in the system, but the unexpectedly high cost makes it necessary to reduce the pension rate for new hires, he said.
Sarah Rankin

Qualifications for office: Ms. Rankin's background in cost management and containment, operations and large-project planning "could add significant value" to the fire board, she said. "My expertise can help with determining how the district can meet its service levels given its cost constraints."

A resident of Menlo Park for four years, Ms. Rankin is a first-time homeowner, so "I am very much aware of the necessity for such services, and the peace of mind they bring to the residents," she said.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. The district's emergency workers are very well trained, she said, but individual jurisdictions -- towns, the county and service agencies -- must be coordinated and have a synchronized protocol to deal with disasters.

She supports strengthening the CERT program, which trains residents as volunteer emergency responders, and would like to see the district strengthen communications with residents so they would know where to go during a disaster if they must leave their homes.

Looking for a new fire chief. The new fire chief should have "on-the-ground firefighting experience, [as well as] the ability to step back ... and see the big picture," Ms. Rankin said.

The current budget situation and pension costs. Ms. Rankin wants to see the district's current service levels maintained, even in the face of rising costs. If property tax revenues drop, "I would go through the budget with a fine-toothed comb before deciding whether to raise the revenue level" through additional assessments, she said.

Pension costs should be looked at to determine if the enhanced benefits are sustainable, she said. But even if a change were warranted, she said, she doesn't favor changing the type of pension plan to a 401K-style plan.
Ollie Brown

Qualifications for office: Mr. Brown was a key player in a number of board achievements during his four-year tenure. Among those he is proudest of are the establishment of the CERT program, which trains volunteers to help out in their neighborhoods during a disaster; moving the district in the direction of a healthy budget with a sizeable capital improvement fund; and the creation of a board policy manual.

He wants to continue efforts on the "work in progress" he's been involved with: improving the relationship with the Palo Alto fire department to establish automatic aid for better emergency service coverage for each agency.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. A strong supporter of the Task Force 3 and water rescue teams, Mr. Brown puts the improvement of disaster preparedness among his top priorities. The board has designated members to work with officials in all district towns to better coordinate emergency responses, and Mr. Brown has met with Menlo Park's mayor, city manager and police chief.

He said the district and government agencies within it must create refuge sites where people can gather if they need to be evacuated from their homes, and the district needs to train more volunteers through the CERT program to provide emergency services to their neighborhoods if professional emergency workers are overwhelmed during a disaster.

Looking for a new fire chief. The district, which has had a succession of chiefs with short tenures, needs a chief "who will stay around for a while," Mr. Brown said. He wants to see a mentoring program established for employees who might eventually want to move into top management.

The current budget situation and pension costs. Although the district's financial situation is now sound, Mr. Brown said the board needs to continue monitoring revenues and spending as well as state legislation that would affect revenue flow, such as the state program that diverts money from local jurisdictions to fund the schools.

Mr. Brown said the current level of pension funding is sustainable, and noted that when higher pension benefits were approved, firefighters agreed to pay a larger contribution to the system. He said the costs to the district will drop as the economy improves and the state agency that administers public pensions, PERS, does better on its investments.
Gerry Andeen

Qualifications for office: As a Menlo Park city council member from 1978 to 1982, serving as mayor his last year, Mr. Andeen said he knows how local government works. He has a vision of making the fire district "a cornerstone of our community" by fostering cooperation among local governments in the district.

For example, he said, schools have been forced to cut back on things such as vocational studies; the district could provide internship opportunities for students who want to learn about mechanics by allowing them to work on fire trucks with district mechanics.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. "I think that we are prepared for an earthquake," Mr. Andeen said. Having the regional urban rescue team, Task Force 3, based in the Menlo Park district is good for the entire department, he said, because all firefighters can take advantage of the intensive training task force members go through.

Looking for a new fire chief. The new chief should be community-minded -- in fact, should live close by, Mr. Andeen said. "Many firefighters commute from far away, and aren't community oriented," he said. "I want someone who looks at this special situation we have (in the district) and decides what can be done ... to promote community and cooperation."

The current budget situation and pension costs. Mr. Andeen said a budget priority should be capital improvement, such as equipment maintenance and replacement. He said he would have to "look at the situation more carefully" before forming a judgment about pension costs, but said that "the benefits may be more generous than is sustainable."
Rex Ianson

Qualifications for office: Mr. Ianson worked as a district firefighter for 36 years. He also lived in Menlo Park during that time, as he now does. "When you went on calls, it wasn't just part of your job -- you were helping your neighbors," he said.

Those years of experience as well as his work with Task Force 3 -- the search-and-rescue team sent all over the country to help during disasters -- give him the knowledge and insight needed to help govern the district as a board member, he said.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. He said the district's emergency response program is good, but will be better once all government jurisdictions within the district come together and coordinate their disaster plans.

The disaster in New Orleans, where he was deployed as part of Task Force 3 after the hurricane, "was a wake-up call," warning of the dangers of a fragmented response to catastrophes.

Looking for a new fire chief. The fire chief, Mr. Ianson said, "is key to everything else." He said the board should "look within before we look out" for someone with experience in disaster preparedness, budget management and day-to-day operations of a fire district.

The current budget situation and pension costs. Mr. Ianson said his spending priorities would include maintaining the district's level of service. Noting that property tax revenue could be diverted by the state -- as it has been in the past -- creating a financial strain on the district, he would like to see the reserve increased, he said.

Pension costs are sustainable, he said, and the state's economic recovery, when it happens, will bring down the costs the district now pays. But if the economy remains weak and high pension costs threaten the district, he would consider asking firefighters to boost their contributions to the system, he said. He would not support a 401K-style system.
Scott Freiermuth

Qualifications for office: Mr. Freiermuth, who grew up in Menlo Park, said his business background and having family members in area fire-service agencies would contribute to his value as a fire board member. "I know the community, and I understand the sacrifices firefighters make," he said.

Strengths and weaknesses of the local emergency preparedness program, and how it can be improved. Although he thinks the district has a strong disaster preparedness program now, "there's always room for improvement." He said there needs to be better coordination among government agencies in the district "to make sure we're all in alignment" in a disaster.

Looking for a new fire chief. Mr. Freiermuth said finding a chief who will stay with the district for some time is a top priority for him. He said the high turnover rate of fire chiefs the district has experienced over the last 25 years doesn't serve the district well. He wants the next chief to create a program to mentor current employees who might be interested in taking on top management duties, which could stabilize the leadership in the district.

The new chief needs to have a strong background in fire service, and be able to communicate well with neighboring agencies that the district might establish cooperative programs with to improve emergency services.

The current budget situation and pension costs. The budget is in good shape right now, he said, but keeping fire stations and equipment up to date is expensive, and the district needs to consider ways to increase revenue. He suggested possibilities such as public sponsorships of capital improvement projects; an example, he said, might be a "buy a brick" campaign to create walkways for new or renovated fire stations while raising funds for the construction project.

Mr. Freiermuth said that he's "open to reviewing" the level of pension benefits now in place for firefighters, but he added that robust pensions are justified for this line of work. "These men and women put their lives on the line," he said.

He supports PERS-style benefits as opposed to the 401K-style plan, he said.


Steve Kennedy

Residence: East Palo Alto

Profession: Fire safety technician

Experience/Community service: Member, Menlo Park Fire Protection District, 1999-2003; active with East Palo Alto Council of Tenants; founder, Vegetation Management Video Project Committee.

Age: 47

Terry Kent

Residence: Menlo Park

Profession: Businessman/Appraiser/Broker

Experience/Community service: Former member, Menlo Park Transportation Commission; chairman-elect, Menlo Park Chamber of Commerce; active with Lorelei Manor Homeowners Association.

Age: 59

Jack Nelson

Residence: Menlo Park

Profession: Warehouse and safety manager

Experience/Community service: Team leader, CERT program -- the district's volunteer community emergency response team; volunteer firefighter in Missouri.

Age: 60

Peter Carpenter

Residence: Atherton

Profession: Retired executive, public and private sector

Experience/Community service: Member, Menlo Park Fire Protection Board, 2001-present; forest service smokejumper; service on six nonprofit boards and three public service committees.

Age: 64

Sarah Rankin

Residence: Menlo Park

Profession: Businesswoman/management consultant

Experience: Professional background in cost management/containment and operations.

Age: 46

Ollie Brown

Residence: Menlo Park

Profession: Retired firefighter/district administrator

Experience/Community service: Member, Menlo Park Fire Protection Board, 2001-present; former member, Menlo Park Parks and Recreation Commission; director, American National Red Cross; former chairman, College of San Mateo Fire Science Advisory Board.

Age: 67

Gerry Andeen

Residence: Menlo Park

Profession: Engineer

Experience/Community service: Member, Menlo Park City Council, 1978-82; mayor, 1982; former member, Midpeninsula Regional Open Space District board; SRI fellow.

Age: 64

Rex Ianson

Residence: Menlo Park

Profession: Retired firefighter

Experience: District firefighter, 36 years; member, Menlo Park-based urban search-and-rescue team Task Force 3

Age: 64

Scott Freiermuth

Residence: Menlo Park

Profession: Businessman

Experience: Director of software sales, Inxight.

Age: 37

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