HomeMy WebLinkAboutStaff Report 2505-4699CITY OF PALO ALTO
Finance Committee
Regular Meeting
Tuesday, June 03, 2025
Agenda Item
1.Finance Committee Discussion for Fire Chief Recruitment and Input of Candidate’s Key
Characteristics Staff Presentation
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Finance Committee
Staff Report
From: City Manager
Report Type: ACTION ITEMS
Lead Department: Human Resources
Meeting Date: June 3, 2025
Report #:2505-4699
TITLE
Finance Committee Discussion for Fire Chief Recruitment and Input of Candidate’s Key
Characteristics
RECOMMENDATION
This item is for the Finance Committee discussion and feedback, no action necessary.
BACKGROUND
The Fire Chief position will become vacant when the incumbent Geoffrey Blackshire retires by
the end of 2025 after serving as the Fire Chief for 6 years. Staff are preparing to launch this
executive recruitment. Given the Finance Committee’s recent deliberations regarding fire
service model options, staff requests Finance Committee feedback on key challenges facing the
department and leadership characteristics required to help guide in the identification of
potential candidates.
ANALYSIS
A recruitment process led by the City Manager as the hiring manager will be facilitated by the
Human Resources Department and an executive recruitment firm. Input and feedback gathered
from members of the public, the City Council (via the Finance Committee), and City staff will
assist in the development of the recruitment brochure as well as to screen potential candidates.
A dedicated website will be available to share updates and gain community feedback on
leadership characteristics and opportunities and challenges facing the department.
Teri Black and William Geisberger (a former Fire Chief) will lead the recruitment and use
feedback received to conduct outreach and recruit a new Fire Chief. The goal is to open the
recruitment process by the beginning of July. Upon the City Manager’s selection of a
recommended candidate and per the City Charter this selection will be presented to City
Council for confirmation.
This position leads the Palo Alto Fire Department (PAFD), overseeing fire suppression,
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emergency response, and fire prevention programs to protect lives and property. The role
includes developing strategies to ensure the department meets fire rating standards and city
needs, while enhancing public awareness of fire risks and prevention. Responsibilities also
include managing fire prevention training, enforcing fire codes, providing emergency medical
care, and coordinating mutual aid agreements with neighboring governments. The position
plays a key role in updating fire and building codes, representing the City in civic and
professional matters, and managing the department’s operating and capital improvement
budgets. PAFD serves 69,700 residents in Palo Alto, as well as Stanford, plus thousands of
visitors. With seven fire stations covering 37.5 square miles, PAFD prioritizes resource readiness
to address the challenges of a growing population and evolving risks.
For reference, staff have included relevant documents to this role including the job description
(Attachment A) and relevant sections in the City’s annual operating and capital budget
(Attachment B). The Fire role is specified in the City’s Municipal Code. Palo Alto Municipal Code
section 2.08.180 includes the following responsibilities for the fire department under the
direction of the fire chief who shall be accountable to the City Manager:
•To be responsible for the prevention of fires, the protection of life and property
against fires, and the removal of fire hazards and preparation of emergency plans;
•To be responsible for the rendering of emergency medical services for which the
department is equipped, including emergency medical transportation services;
•To inspect business and other premises for fire hazards, and to enforce
the fire prevention code and to conduct educational fire prevention and risk reduction
programs;
•To protect the environment from the adverse effects of hazardous materials and to
coordinate and administer programs to minimize problems associated with the use and
disposal of hazardous materials;
•To serve as an information resource for the public, other city departments, industry and
the media concerning the areas described in this section;
•To perform or cause to be performed all duties required by this code or other law of
the fire marshal;
•To perform such other duties as may be required.
FISCAL/RESOURCE IMPACT
Executive recruitment for this role is within existing contract authority and sufficient funding is
available within the Fire Department budget.
STAKEHOLDER ENGAGEMENT
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The City’s Finance Committee will host discussion in which stakeholders may engage and
provide feedback for consideration as part of this recruitment process. In addition, a City
website will be available to gain community input on key leadership characteristics to inform
the development of a candidate profile and finalize a recruitment brochure.
ENVIRONMENTAL REVIEW
This discussion is not a project under the California Environmental Quality Act.
ATTACHMENTS
Attachment A: Fire Chief Job Description
Attachment B: FY2026 Proposed Fire Department Budget
APPROVED BY:
Sandra Blanch, Human Resources Director
City of Palo Alto
FIRE CHIEF
CLASS CODE 139 SALARY $114.17 - $171.26 Hourly
$19,789.47 - $29,685.07 Monthly
$237,473.60 - $356,220.80
Annually
ESTABLISHED DATE December 01, 2002 REVISION DATE July 05, 2011
Description
Reports To:City Manager
Supervises:Supervision of Deputy Fire Chiefs and certain administrative staff
Purpose of Classification
The Fire Chief provides the City of Palo Alto and Stanford University with progressive and innovative plans and
programs to protect lives and property from dangers due to fire and other disasters; directs fire department
activities related to major emergencies and disasters; coordinates city-wide programs associated with the efforts
to comply with recommended fire rating standards of the Insurance Services Office, and is responsible for the
conduct of programs through the Fire Department.
Distinguishing Characteristics
The Fire Chief directs the overall operations and activities of the Palo Alto Fire Department, developing and
maintaining a fire suppression operation designed to confine and extinguish fires rapidly before they reach
conflagration stage. In addition, he/she recommends to the City Manager a fire protection system which provides
the best balance of service, risks and costs to meet the community's needs.
The Chief promotes and develops programs to increase and maintain public awareness of fire dangers and fire
prevention standards and for overseeing the City's emergency operations center.
The Fire Chief is also responsible for establishing programs of basic and progressive training methods for all Fire
Department personnel, including programs aimed at enforcing fire prevention codes, investigation of the causes
of fire, approving building plans from a fire prevention standpoint; coordinating the formulation and execution of
plans relating to the City's effort to comply with recommended standards of the Insurance Services Office (fire
rating), and for developing and providing the proper emergency medical care system consistent with the needs
of the community and in accordance with the Santa Clara County Paramedic Program.
Another major area of responsibility for the Fire Chief involves the coordination of fire prevention activities
among local governments in the Palo Alto area including mutual aid agreements and the development of
possible shared services. The Chief is responsible for initiating action to insure that fire and building codes are
updated as changes in construction materials, techniques and new fire hazards emerge; develop programs to
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review and maintain appropriate relationships between fire personnel and the public, and for representing the
City of Palo Alto in community, civic and professional affairs associated with Fire Department responsibilities.
The Fire Chief also prepares and submits justified operating and capital improvement budgets covering all
elements of the Fire Department operations and is responsible for working within the adopted budget.
Essential Duties
Essential and other important responsibilities and duties may include, but are not limited to, the following:
Develop long-range and imaginative plans and programs to prevent fires, suppress fires, meet non-fire
emergencies, and cope with disaster situations; insures that plans and programs provide adequate
protection to lives and property from dangers due to fire and other disasters
Directs the Battalion Chiefs in providing fire suppression services to control and extinguish fires performing
general rescue and lifesaving services, conducting platoon fire prevention inspections, and providing
bicycle licensing and other services to citizens
Directs the Fire Prevention Bureau in enforcing fire prevention codes, investigating the cause of fires;
approving building plans; and conducting educational activities on fire prevention, public awareness of the
fire danger to ensure that reasonable fire prevention standards are maintained
Directs the Training Officer in coordinating personnel management activities within the department,
including training and safety activities
Coordinates the formulation and execution of plans relating to the City's efforts to comply with
recommended standards of the Insurance Services Office; insures that these plans strike a reasonable
balance between the costs and benefits of meeting these standards
Assume a leadership role in coordinating fire protection activities among local governments in the Palo
Alto area, including mutual aid agreements and the development of possible shared services
Initiates actions to insure that fire and building codes keep pace with changes in construction materials,
techniques and new fire hazards
Develop programs to improve relationships between fire personnel and the public
Assures the efficient operation of services to Stanford University as contained in the contract,
recommending changes when needed
Performs related duties and responsibilities as required
Minimum Qualifications
Sufficient education, training and/or work experience to demonstrate possession of the following knowledge,
skills, and abilities which would typically be acquired through:
Equivalent to possession of a bachelor's degree in Fire Science, Business or Public Administration
and
Five years experience in a major fire service function, two years of which must have been in a command
position
Special Requirements:
Possession of a valid Class C California Driver's license.
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Knowledge, Skills, and Abilities
Knowledge of the principles of advanced fire science, suppression, and prevention; public administration;
supervision; modern management; budget preparation and analysis; effective management practices
Ability to efficiently and effectively manage a fire service organization; elicit the cooperation of others;
establish and maintain effective supervisorial relationships and effective working relationships; prepare
complex written reports or memos
Ability to maintain physical condition appropriate to the management of life threatening fire fighting
activities, moving equipment and injured/deceased persons; climbing stairs/ladders; performing lifesaving
and rescue procedures; walking, standing or sitting for extended periods of time; operating assigned
equipment and vehicles
Ability to effectively deal with personal danger which may include exposure to fire encompassed
surroundings, dangerous persons, dangerous animals; hazards of emergency driving; hazards associated
with traffic control and working in and near traffic; and natural and man-made disasters
Ability to communicate with others and to assimilate and understand information, in a manner consistent
with the essential job functions
Ability to operate fire suppression equipment
Ability to make sound decisions in a manner consistent with the essential job functions
Working Conditions / Physical Requirements
Work both in an office environment and in an emergency fire fighting environment; work in intense life
threatening conditions; exposure to fire, smoke, bodily fluids and noise; work in inclement weather.
JD139
The City of Palo Alto is an Equal Opportunity Employer. In compliance with the Americans with Disabilities Act,
the City will provide reasonable accommodation to qualified individuals with disabilities and encourages both
prospective and current employees to discuss potential accommodations with the employer.
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FIRE
FIRE •CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET 227
Fire
Mission Statement
We are a professional team of individuals
dedicated to safeguarding and enriching
the lives of anyone, anytime, anywhere
with compassion and pride.
Purpose
The purpose of the Fire Department is to
protect life, property, and the environment
from fire, hazardous materials, and other
disasters; provide rapid emergency response,
proactive code enforcement, modern fire
prevention methods, and progressive safety
education for our citizens and coworkers;
and promote customer satisfaction by main-
taining quality, professional, and friendly ser-
vice to others.
FIRE
228 FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET
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Summary tables summarize FTEs by
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FIRE
FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET 229
Description
The Fire Department provides a wide range of community and employee related
services for the City of Palo Alto through the following service programs:
FIRE SUPPRESSION
Maintain a state of readiness to effectively respond to emergency and non-emergency calls. Provide a
means for a safer Palo Alto through community outreach, public education, and prevention.
EMERGENCY MEDICAL SERVICES
In an emergency setting, rapid assessment, treatment, and transport of patients to definitive care in a safe
and efficient manner.
FIRE PREVENTION BUREAU
Improve the quality of life for the Palo Alto community through risk assessment, code enforcement, fire
investigation, public education, and hazardous materials management.
EMPLOYEE FIRE/EMS CERTIFICATION TRAINING
Provide training to certify that staff maintain safe, efficient, and effective practices when responding to
emergencies. Ensure personnel are familiar with and able to utilize the most up-to-date and proven tech-
niques. Training specific to required EMT and/or Paramedic re-certification is also incorporated.
Accomplishments
•Participated in statewide strike teams for 10 incidents, including the Palisades Fire. The Palisades Fire
burned over 23,700 acres in Los Angeles County leaving nearly 8,000 structures destroyed or
damaged, with 12 confirmed civilian fatalities.
•Responded to 9,410 incidents within the Palo Alto and Stanford jurisdictions.
•Responded to 136 fire incidents in Fiscal Year 2024 with 78% percent of responses within eight minutes
from the time of receipt of call.
•Responded to 5,884 medical/rescue calls in Fiscal Year 2024; 99% percent of paramedic calls for
service were responded to within 12 minutes and 91% percent of emergency medical calls within 8
minutes from the time of receipt of call.
•Completed hiring and training for 10 Entry Level Firefighters, 4 Lateral Firefighters,an hourly EMS
trainer, and two fire inspectors.
•Re-established a State mandated fire inspection program, including contracting with a billing agency to
cover the costs of 2 FTE fire inspectors dedicated to completing State mandated inspections.
•Performed EMS public outreach with hands-on CPR training for 68 residents and 70 city employees.
•Completed a community-led strategic planning process to establish the goals and objectives for the
next five years.
•Hosted a countywide wildland firefighting exercise at Foothills Nature Preserve.
FIRE
230 FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET
•Worked with Public Works to design and deploy the first Utility Task Vehicle for the Department,
allowing for ease of rescue in large events or in the foothills to safely transport patients and firefighters.
•Welcomed Ashley, the PAFD Arson and Therapy Dog to the ranks. Ashley is highly trained in detecting
trace amounts of 16 petroleum-based accelerants, and she is also a certified therapy K9, lending her
support to the Fire Department’s Critical Incident Stress Management Program.
Initiatives
•Improve firefighting capabilities and level of service to the public by adding 3.0 Fire Captains to cross
staff a fire engine and an ambulance at Fire Station 4.
•Negotiate with International Association of Fire Fighters (IAFF) Local Union 1319 to implement single-
role emergency medical staffing model.
•Work with City Human Resources and City Manager’s Office on diversity and inclusion efforts citywide.
•Continue to recruit, hire, and train entry level firefighters, as the Department responds to consistent
turnover.
•Coordinate temporary deployment location and collaborate with Public Works on the rebuild of Fire
Station 4, which is scheduled to begin construction during Fiscal Year 2026.
Goals and Objectives
Goal 1
Arrive at the scene of emergencies safely and in a timely manner within the Department’s targeted
response times.
Objectives:
•Promote timely adherence to Santa Clara County’s clinical protocols and ensure consistent medical
care in both Advanced and Basic Life Support (ALS/BLS) to the Palo Alto and Stanford communities.
•Provide the highest level of patient care and response standards by ensuring Palo Alto ambulances
respond to all ambulance calls for service.
•Target fire response time within 8 minutes 90 percent of the time.
•Target Advanced Life Support (ALS) response times within 12 minutes 90 percent of the time.
Goal 2
Ensure reasonable life safety conditions through inspection programs.
Objectives:
•Perform periodic inspections of all facilities within the Department’s designated target cycle time.
•Identify and direct abatement of conditions or operating procedures which could cause an increase in
probability or severity of a fire or hazardous materials release.
Goal 3
Develop, maintain, and sustain a comprehensive community risk reduction program that engages the
whole community.
FIRE
FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET 231
Objectives:
•Support the Office of Emergency Services, the Palo Alto and Stanford Citizen Corps Council and the
Emergency Services Volunteers in training and preparation in the areas of Medical Disaster Operations,
Triage, Fire Suppression, and Light Search and Rescue.
•Complete an Integrated Risk Assessment and Management Plan designed to identify and quantify
community risks and mitigation strategies.
•Identify high-risk communities within the City of Palo Alto and design risk reduction programs for the
highest risk groups.
Goal 4
Enhance training and maintain all certifications required by governing agencies such as the State Fire Mar-
shal’s Office and Santa Clara County Emergency Medical Services Office.
Objectives:
•Document all training through the Joint Apprenticeship Committee (JAC).
•Maintain the required minimum of 20 hours per month per employee of fire related training.
•Maintain, as mandated, records of training related to Emergency Medical Service (EMS) and
Emergency Medical Technician (EMT)/Paramedic certification.
Goal 5
Internalize commitment to excellence in public service by continuously evaluating the assistance provided,
identifying areas needing improvement, and implementing mitigation methods.
Objective:
•Maintain awareness of service quality from a customer perspective of assistance that was provided.
FIRE
232 FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET
Key Performance Measures
FIRE DEPARTMENT RESPONSE TIMES
Goal Arrive at the scene of emergencies safely and in a timely manner within the city's targeted
response times.
Objective Emergency response times will be within 8 minutes, 90 percent of the time, and Ambulance
arrival will be within 12 minutes, 90 percent of the time.
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
Budget
FY 2025
Estimated
FY 2026
Proposed
Budget
90th percentile response time for all
emergency responses
9:31 9:09 8:00 9:22 8:00
Percent of all emergency responses within 8
minutes
87%89%90%87%90%
Percent of ambulance arrival to a medical call
within 12 minutes
91%92%90%88%90%
Percent of responses to EMS calls within 8
minutes
88%91%90%90%N/A
Percent of responses to fire emergencies
within 8 minutes
77%78%90%78%N/A
Percent of responses to paramedic calls
within 12 minutes
98%99%99%99%N/A
Description These measures track the response times of all urgent calls for service, and the arrival times
of an ambulance to medical calls.
Purpose Quick response times can mean the difference between short and long-term recovery, the
extent and severity of injury, and most importantly, the difference between life and death.
Status Beginning in Fiscal Year 2026, the Department is replacing the Fire and EMS specific
response times with an overall system performance response time.
The paramedic call measure is replaced with a more precise ambulance arrival performance
measure as all Fire units provide Advanced Life Support (ALS).
FIRES CONTAINED TO ROOM OF ORIGIN
Goal Limit structural fire damage to the room or area of origin.
Objective Contain fires to the room or area of origin 90 percent of the time.
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
Budget
FY 2025
Estimated
FY 2026
Proposed
Budget
Percent of fires contained to the room or area
of origin
77%82%90%N/A N/A
FIRE
FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET 233
Description This measure tracks the percentage of fires that are contained to the room or area of origin.
Purpose Containing a fire to the room or area of origin limits damage and spread of the fire.
Status Beginning in Fiscal Year 2026, the Department will no longer be reporting on this
performance measure. The rate at which fire burns through a structure has multiple factors
including the origin and cause of the fire, structure materials, etc. The proportion of fires
contained to room of origin varies significantly year to year and is not an accurate
representation of response and fire fighting effectiveness.
PERCENT OF SURVEYED RESIDENTS RATING FIRE DEPARTMENT SERVICES GOOD OR
EXCELLENT
Goal Internalize commitment to excellence in public service by continuously evaluating assistance
provided, identifying areas needing improvement, and implementing mitigation methods.
Objective Maintain awareness of service quality from a customer perspective of assistance provided.
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
Budget
FY 2025
Estimated
FY 2026
Proposed
Budget
Percent of surveyed residents rating
ambulance/EMS services "good" or
"excellent"
90%91%90%90%90%
Percent of surveyed residents rating fire
prevention services "good" or "excellent"
77%80%90%90%90%
Percent of surveyed residents rating fire
services "good" or "excellent"
93%92%95%95%95%
Description This measure tracks the percent of surveyed residents rating fire and emergency services
good or excellent, as well as Fire Prevention Services, as reported monthly from the
Customer Satisfaction Survey. Collecting this data allows the Department to compare itself
to nationwide benchmarking data prepared by the National Research Center.
Purpose Citizen satisfaction with Fire Department services is an important assessment of the overall
quality of fire services offered to the community.
Status The most recent Palo Alto Community Survey was completed in November 2024. The full
report can be found on the City website: https://www.PaloAlto.gov/Departments/City-
Manager/Community-Engagement/Palo-Alto-Community-Survey.
Key Performance Measures
FIRE
234 FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET
Workload Measures
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
Budget
FY 2025
Estimated
FY 2026
Proposed
Budget
Number of fire calls for service 138 136 150 150 150
Number of medical/rescue calls for service 5,670 5,884 5,700 5,900 5,900
Number of all other calls for service 3,411 3,390 3,400 3,400 3,400
Total number of calls for service 9,219 9,410 9,250 9,450 9,450
Number of Ambulance Transports 3,818 3,993 3,900 4,000 4,000
Fire calls average response time 7:42 7:20 8:00 8:00 N/A
Medical/rescue calls average response time 6:40 6:25 7:00 7:00 N/A
Number of Santa Clara County Ambulance
Requests
272 327 N/A 330 N/A
Budget Summary
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
Budget
FY 2026
Proposed
Budget
FY 2026
Change $
FY 2026
Change %
Dollars by Division
Administration 2,930,178 3,447,388 3,531,262 4,130,939 599,677 17.0%
Emergency Response 37,614,199 40,751,625 44,984,239 48,004,629 3,020,389 6.7%
Environmental Safety
Management
369,114 513,026 5,167,408 5,632,011 464,603 9.0%
Records and Information
Management
31 135 ————%
Training and Personnel 1,223,118 1,431,058 1,325,502 1,565,783 240,280 18.1%
Total Dollars by Division 42,136,640 46,143,232 55,008,411 59,333,361 4,324,949 7.9%
Dollars by Category
Salary & Benefits
Healthcare 2,043,465 1,975,073 2,703,840 2,908,512 204,673 7.6%
Other Benefits 567,905 575,715 592,317 526,757 (65,559)(11.1)%
Overtime 3,999,975 4,099,233 2,721,066 3,061,003 339,936 12.5%
FIRE
FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET 235
Pension 11,374,183 13,106,916 15,303,970 16,258,712 954,742 6.2%
Retiree Medical 2,300,881 2,224,101 2,706,512 3,107,372 400,860 14.8%
Salary 15,021,485 16,226,249 21,719,749 22,906,318 1,186,569 5.5%
Workers' Compensation 1,725,643 2,048,828 1,924,612 2,463,032 538,420 28.0%
Total Salary and Benefits 37,033,538 40,256,116 47,672,066 51,231,706 3,559,640 7.5%
Allocated Charges 3,480,424 3,916,201 4,777,230 5,336,040 558,809 11.7%
Contract Services 570,536 539,778 973,907 1,028,007 54,100 5.6%
Facilities & Equipment 205,506 399,568 432,723 433,123 400 —%
General Expense 482,094 586,709 717,475 742,475 25,000 3.5%
Supplies & Material 364,542 444,861 435,010 562,010 127,000 29.2%
Total Dollars by Category 42,136,640 46,143,232 55,008,411 59,333,361 4,324,949 7.9%
Revenues
Charges for Services 12,155,083 13,921,680 15,450,821 18,219,303 2,768,482 17.9%
Charges to Other Funds 162,610 162,610 184,974 184,974 ——%
From Other Agencies 1,557,482 1,032,789 1,217,340 —(1,217,340)(100.0)%
Net Sales ——————%
Other Revenue 11,458 7,063 277,000 52,000 (225,000)(81.2)%
Other Taxes and Fines ——1,026 1,026 ——%
Permits and Licenses 18,952 40,640 1,636,021 1,691,021 55,000 3.4%
Total Revenues 13,905,585 15,164,783 18,767,182 20,148,324 1,381,142 7.4%
Positions by Division
Administration 5.20 5.20 5.20 5.20 ——%
Emergency Response 91.57 91.57 94.57 97.57 3.00 3.2%
Environmental Safety
Management
1.55 3.55 11.18 11.18 ——%
Training and Personnel 2.00 2.96 2.96 2.96 ——%
Total Positions by Division 100.32 103.28 113.91 116.91 3.00 2.6%
Budget Summary
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
Budget
FY 2026
Proposed
Budget
FY 2026
Change $
FY 2026
Change %
FIRE
236 FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET
Staffing
Job Classification
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
Budget
FY 2026
Proposed
Budget
FY 2026
Change FTE
FY 2026
Salary
40-Hour Captain 0.20 0.20 ————
40-Hour Training Battalion
Chief
1.00 1.00 1.00 1.00 —387,849
40-Hour Training Captain 1.00 1.00 1.00 1.00 —219,128
Administrative Assistant 1.00 1.00 1.00 1.00 —102,336
Administrative Associate II 2.20 2.20 3.00 3.00 —269,693
Administrative Associate III 0.20 0.20 1.00 1.00 —96,366
Assistant Fire Marshal ——1.00 1.00 —219,128
Battalion Chief 3.00 3.00 3.00 3.00 —795,413
Business Analyst 0.80 0.80 0.80 0.80 —141,207
Deputy Director Technical
Services Division
0.20 0.20 0.20 0.20 —47,744
Deputy Fire Chief 2.00 2.00 2.00 2.00 —615,888
Emergency Medical Service
Director
1.00 1.00 1.00 1.00 —236,496
Emergency Medical Services
Data Specialist
1.00 1.00 1.00 1.00 —96,366
Fire Apparatus Operator 26.00 26.00 26.00 26.00 —4,984,150
Fire Captain 20.00 20.00 20.00 23.00 3.00 4,864,467
Fire Chief 1.00 1.00 1.00 1.00 —356,221
Fire Fighter 34.00 34.00 37.00 37.00 —6,626,635
Fire Fighter Trainee 3.00 3.00 3.00 3.00 —476,724
Fire Inspector 0.40 2.40 3.20 3.20 —701,210
FIRE
FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET 237
Fire Marshal 0.05 0.05 0.75 0.75 —204,953
Geographic Information
System Specialist
0.50 0.50 0.50 0.50 —74,079
Hazardous Materials Inspector 0.70 0.70 3.93 3.93 —861,173
Plans Check Engineer ——0.50 0.50 —84,063
Senior Management Analyst 1.00 1.00 1.00 1.00 —176,966
Subtotal: Full-Time
Equivalent Positions
100.25 102.25 112.88 115.88 3.00 $22,638,255
Temporary/Hourly 0.07 1.03 1.03 1.03 —$152,735
Total Positions 100.32 103.28 113.91 116.91 3.00 $22,790,991
Staffing
Job Classification
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adopted
Budget
FY 2026
Proposed
Budget
FY 2026
Change FTE
FY 2026
Salary
FIRE
238 FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET
Budget Reconciliation
Positions Expenditures Revenues
Fund Balance
Cost/(Savings)
Prior Year Budget 113.91 55,008,411 18,767,182 36,241,229
One-Time Prior Year Budget Adjustments
Fire Equipment Replacements - (136,000) - (136,000)
Fire Inspector Vehicles - (80,000) - (80,000)
One-Time Prior Year Budget Adjustments - (216,000) - (216,000)
Adjustments to Costs of Ongoing Activities
Salary and Benefits Adjustments - 2,011,301 - 2,011,301
Stanford Emergency Fire Services Contract Revenue - - 902,710 (902,710)
Ambulance Transport Revenue - - 845,000 (845,000)
Planning and Development Services Revenue Balancing - - 60,487 (60,487)
Fire Prevention Budget Adjustments - 82,000 82,000 -
Annual Physicals - 10,000 - 10,000
Ambulance Supplies - 40,000 - 40,000
Personal Protective Equipment (PPE) Cost Adjustment - 45,000 - 45,000
Staffing for Adequate Fire and Emergency Response (SAFER)
Grant Revenue Adjustment
- - (732,340) 732,340
Communications Allocated Charges - 8,527 - 8,527
Information Technology Allocated Charges - 451,624 - 451,624
Liability Insurance Allocated Charges - 120,862 - 120,862
Printing & Mailing Services Allocated Charges - 260 - 260
Stormwater Management Allocated Charges - 166 166
Utilities Allocated Charges - 3,315 - 3,315
Vehicle Replacement & Maintenance Allocated Charges - 54,056 - 54,056
Workers' Compensation Allocated Charges - 538,420 - 538,420
Adjustments to Costs of Ongoing Activities 0.00 3,365,530 1,157,857 2,207,673
Total FY 2026 Base Budget 113.91 58,157,941 19,925,039 38,232,902
Budget Adjustments
FIRE
FIRE • CITY OF PALO ALTO FISCAL YEAR 2026 PROPOSED OPERATING BUDGET 239
1. Hiring Costs for Entry Level Firefighters - 135,500 25,700 109,800
2. Engine 64 Cross Staffing 3.0 Fire Captains 3.00 1,039,919 197,585 842,334
Total Budget Adjustments 3.00 1,175,419 223,285 952,134
Total FY 2026 Proposed Budget 116.91 59,333,361 20,148,324 39,185,037
Budget Adjustments
Budget Adjustments Positions Expenditures Revenues
Fund Balance
Cost/(Savings)
1. Hiring Costs for Entry Level Firefighters -135,500 25,700 109,800
This action creates an ongoing budget for Personal Protective Equipment (PPE) and Fire Academy costs for entry level firefighters. These
costs were not budgeted as part of the adopted budget in previous years because they have typically been funded as part of the Mid-Year
Budget Review based on the number of recruits hired in a particular fiscal year. The Department has hired, on average, eight new firefighters
each year over the past 15 years. This action establishes an ongoing budget to fund costs for five recruits annually. This action includes a
revenue offset from the Stanford Fire Services Contract. (Ongoing net costs: $113,000)
Performance Results
This action provides new firefighters the training and safety equipment required to perform their duties.
2. Engine 64 Cross Staffing 3.0 Fire Captains 3.00 1,039,919 197,585 842,334
This action adds 3.0 FTE Fire Captain positions to permanently cross staff Engine 64 and Medic 64. This action continues Council direction
as part of the FY 2025 Mid-Year Budget Review (Report # 2412-3865) to add resources to Fire Station 4 through a cross staffing model.
The Mid-Year report added overtime funding through the end of FY 2025, and this action adds three full-time sworn staff to continue the
increased resources at Fire Station 4. Adding a daily captain position to the staffing at Fire Station 4 allows the Department to add additional
fire resources to respond to all incident types, from Fire Station 4. This action includes a revenue offset from the Stanford Fire Services
Contract. (Ongoing net costs: $850,000)
Performance Results
This action allows the Department to implement additional fire resources.
Budget Reconciliation
Positions Expenditures Revenues
Fund Balance
Cost/(Savings)
Fire Chief Recruitment
Executive Recruiter: Teri Black
Senior Recruiter: Bill Weisberger (former Fire Chief)
Objective: Seek Finance Committee Input Regarding Key
Candidate Characteristics
Community Engagement and Input:
www.paloalto.gov/firechiefrecruitment