Questions and Answers Provided to the Menlo Park Almanac on 9/24

By Robert J. Silano

A request from the Menlo Park Almanac to answer questions for their interview.

PROFILE INFORMATION:

Name: Rob Silano Residence: 140 Hedge Rd Profession: Retired Special Agent United States Department of Justice, Drug Enforcement Adminisratation/ Security Consultant/ Chief, Threat Intelligence (Senior Intelligence Analyst) Community/Civic experience: Commissioner, city of Menlo Park (2000 to 2004) Former Vestry Member and Senior Warden, Holy Trinity Church, Menlo Park, CA. Habitant for Humanity Projects: San Mateo County, Former Coach Menlo Atherton Little League, Former Coach and Board Member AYSO Soccer Age: 57

1. Why are you running for the fire board, and why are you the best candidate?

For over 30 years I have dedicated myself to the public service of others. I recognize that the current climate created by a lack of a contract jeopardizes our fire protection district community and I want to contribute to a mutually agreeable solution. We are blessed to have a highly trained, professional group of employees, who are nationally recognized as one of the best in the country. Continuing to operate without a contract not only risks losing valuable members of the fire service and employees of the department; it will be very costly in the end. I would like to put my public service experience to use for the benefit of our fire protection district and I believe doing so is a critical step for our community to survive.
My experience as a senior manager and supervisor with DEA, my tenure as a member of the NASA Ames Protection Services, and my current position at the Governor's Office of Emergency Management have given me an expertise in operational, budgetary, labor and personnel issues. My years as a member of a city police department and a union member have given me an understanding of the unique perspective of an employee. My time spent volunteering as a long time coach and member of the city of Menlo Park's Community Services Commission has given me valuable insight into how to work within the government system for the benefit of the fire protection district and the fire service employees.

Experience: I have over 30 years of governmental service, primarily as a Special Agent with the Drug Enforcement Administration. I have experience as a manager and supervisor and was often asked to serve as acting Assistant Special Agent in Charge and Special Agent in Charge of a field division with a total of 300 employees and a budget of over 165 million dollars. I worked closely with the Clandestine Lab group and I have experience working in hazardous conditions. My first years with DEA included stints as a helicopter pilot observer in dangerous overseas locations. As group supervisor of more than one regional Task Force, I gained valuable experience co-coordinating efforts between federal, state and local officials. I have developed critical grant writing skills which have brought millions of dollars to local law enforcement agencies in need of additional funds. I can put to good use my 2,000 hours in police, security and emergency management. I hold a B.S degree in Criminal Justice, and a Masters Degree in Education. I was selected to be among the elite instructors of the FBI National Academy and I am a graduate of Class 158.
Presently, I am Chief of Threat Intelligence at the Northern California Regional Intelligence Center in San Francisco assigned there as a representative of the governor's office of Emergency Management for the last 3 years. In this position, I deal constantly with issues involving police, fire, public health and private sector security as it relates to terrorism, criminal and disaster intelligence. With a summer residence in Shigawake, Canada, I am a member of their volunteer fire department.

2. What are the top two or three issues board members will have to address in the next four years?

We should breakdown our important issues as contract, costs and community services. There are more than 2 top issues. I have outlined them as follows: A) Have a completed and approved labor contract with union. B) Prepare an evaluation of the personnel and equipment needs of the fire district. C) Review all personnel files of all district personnel. D) Establish a separate training budget for line and management fire personnel. E) Resolve the CALPERS issue as it relates to payments from the district F) Resolve the current federal reimbursement of MPFPD employees injured as a morale aid assist to the 911/ New York City incident G) Establish private sector business ideas and interact with them to assist in our operational and financial needs. H) Establish a requirement for the installation sprinklers for all new construction and re-models within the district.

3. Employee costs are steadily rising for public agencies, including the fire district, and there's a growing concern that the compensation level is forcing agencies to cut back services. Is this an issue that concerns you? If so, what are your thoughts about how to rein in these costs?

Yes, this concerns me. We should consolidate some services that we provide to our local governments using other fire districts and share their programs as fire protection, inspection, training and disaster preparedness.

We should consider and review a Two Tear retirement system for new hires.

Trim the top management of this district and combine some management tasks.

Establish some positions within the district as Civilian, instead of fire fighter.

Though careful review and consideration, look toward consolidation of all services as a long-term solution, if the financial time don't improve.

4. Some fire agencies in the county have discussed and/or put into effect consolidation with other fire agencies. Is this an idea the district should look more closely at? Why or why not?

Consolidation maybe a long term solution for the raising costs of employee compensation and effectively running the district. This must be evaluated carefully and include fire district top management, the protection board and all labor unions within the district.

5. The fire board enacted measures over the last year to slow spending, including measures that will delay fire station upgrades. Was that a good move? Are there any other measures the board should consider to cut costs during these difficult economic times?

Since many grants are awaiting awards, I think slow growth is a good idea. Never use slow spending to jeopardize the safety of fire district employees in the purchase of needed equipment or critical structure up-grades. The board should review the benefit packages for new hired employees and when possible hire civilian employees to fill non essential fire job classifications.