HomeMy WebLinkAboutFire Station Location Study P' r
A Fire- Station Location Study
for the Village of Rye Brook
West Chester
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County Airport
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198
Conducted by:
1 Carroll Buracker& Associates, Inc.
Fire, EMS & Police Management Consultants
101 North Main Street, Suite 110
Harrisonburg, Virginia 22801
(540) 564-1500
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1
Village of
Port Chester
NOTE
The use and/or copying of information in this Study without the expressed written
consent of Carroll Buracker & Associates, Inc. and the Village of Rye Brook, New
York, is expressly prohibited.
Carroll Baraeker&As+odat4m Inc.
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TABLE OF CONTENTS
Page Number
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
Computerized Fire Station Location Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . i
Workload Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Risk Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
Rye Brook Response Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii
Facilities Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Initial List of Possible Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
Site Selection Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
Final List of Potential Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
Two-Fire-Station Option . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Single Fire Station Option . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
CHAPTER ONE: INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
PROFILE OF THE VILLAGE OF RYE BROOK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Village History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Village Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
WESTCHESTER COUNTY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
ADJACENT MUNICIPALITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Village of Port Chester . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Cityof Rye . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Town of Harrison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
PREVIOUS STUDY OF FIRE STATION LOCATIONS . . . . . . . . . . . . . . . . . . . . . . . . 6
1985 Committee Evaluation Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
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TABLE OF CONTENTS (continued)
Page Number
1992 Fire Service Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1996 Rye Brook Fire Department Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
STUDY METHODOLOGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
National Accreditation Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
"Criteria 6A: Fixed Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Standards and Accepted Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
OBJECTIVES OF THIS STUDY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
CHAPTER TWO: PLANNING FIRE STATION LOCATIONS . . . . . . . . . . . . . . 12
OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
COMPUTERIZED FIRE STATION LOCATOR SYSTEM . . . . . . . . . . . . . . . . . . . . . 12
NIAXIMi M TOTAL RESPONSE TIME . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Ignition to Detection/to Communication -•4otification
Communications Notification to fire Department Dispatch . . . . . . . . . . . . . . . . 15
Fire Company Dispatch Until Apparatus is En route (Turnout Time) . . . . . . . . . 15
Travel Time to the Scene . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Initiate Rendering of Service, E.g.
Placing Hose Lines in Service (Set-up Time) . . . . . . . . . . . . . . . . . . . . . . 16
DATA FROM OTHER COMMUNITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
RISK ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
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TABLE OF CONTENTS (continued)
Page Number
CHAPTER THREE: COMMUNITY RISK ASSESSMENT AND
RESPONSE TIME ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . 20
WORKLOAD ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
RISK ASSESSMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
FireRisks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
SPECIFIC RISKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Apartments/Condominiums . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Places of Assembly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Corporate Headquarters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Office Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Schools/Educational . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Hotels/Motels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Service Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Shopping Centers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
HealthCare . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
RYE BROOK DEMOGRAPHICS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
RESPONSE TIME . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Response Time Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Time Segment Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Communications Center Responsibility . . . . . . . . . . . . . . . . . . . . . 34
Fire Department Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
MUTUALAID . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
TheConcept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
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TABLE OF CONTENTS
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Benefits of Automatic Mutual Aid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Mutual Aid in Rye Brook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Initial Mutual Aid Dispatch Selections: . . . . . . . . . . . . . . . . . . . . . 39
Responses in Rye Brook: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Westchester County Mutual Aid Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
COMMUNICATIONS AND DISPATCH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Rye Brook Communications Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Transition to Westchester County Fire Dispatch . . . . . . . . . . . . . . . . . . . . . . . . . 44
RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
CHAPTER FOUR: FIRE STATION OPTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
BACKGROUND . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
PREVIOUS STATION LOCATION RECOMMENDATIONS . . . . . . . . . . . . . . . . . . 46
Findings of the 1992 Fire Service Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Fire Router Fire Station Location Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 i
THE FACILITIES COMMITTEE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Initial List of Possible Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Site Selection Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Final List of Potential Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
FIRE STATION FACILITY DESIGN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
General Design Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Rye Brook Fire Station . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..... . . . . . . . . . . . . 56
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TABLE OF CONTENTS (continued)
Page Number
SIZE AND CONFIGURATION OF SITE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
TRAFFIC ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Rye Brook Traffic Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Roadways . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Traffic Volumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
Motor Vehicle Accident History . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Future Road Improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
TWO-FIRE-STATION OPTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Impact on Response Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Cost Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Fire Station Construction Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Operating Expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Salaries and Wages Expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Conclusion: Two-Fire-Station Option . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
ONE STATION OPTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
North Ridge and Betsy Brown . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Responsetime . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Topography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Size and Shape of the Site . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Economics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Traffic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Response Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Topography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Size and Shape of the site . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Economics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
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TABLE OF CONTENTS (co._Yint_ed)
Page Number
Traffic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
King Street North of Village Hall . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Respons.- Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Topography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Size and Shape of the Site . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Economics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Traffic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
King Street Near Hillandale Road . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Response time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Topography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Size of the Site . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Economics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Traffic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
OVERALL SITE ASSESSMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
RECOMMFNDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
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TABLE OF FIGURES
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CHAPTER THREE: COMMUNITY RISK ASSESSMENT AND
RESPONSE TIME ANALYSIS
Figure 3.1 Fire and EMS First Responder Incident Response . . . . . . . . . . . . . . . . . . 20
Figure 3.2 Monthly Average Response Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
CHAPTER FOUR: FIRE STATION OPTIONS
Figure 4.1 Fire Station Site Rating Based on Selection Criteria . . . . . . . . . . . . . . . . . 77
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ACKNOWLEDGMENTS
The Study Team extends genuine appreciation for the assistance and support provided by
residents, Village officials, the fire chief, officers and firefighters of the Village for their
forthright participation in this assessment of the fire station location needs of the Village of
Rye Brook.
STUDY METHODOLOGY
This Study was developed through a process involving interviews, data collection, research,
on-site observation of paid and volunteer tire personnel, meetings, analysis and comparative
evaluation with industry standards and experiences of the Study Team in every region of the
United States.
STRUCTURE OF THE STUDY REPORT
The structure of this Study is quite detailed. The Study Team believes that knowledge of
state-of-the-art practices and programs in the determination of fire station locations in the
United States may assist Rye Brook officials in making decision for the future.
While there afe a variety of approaches to the determination of fire station locations for any
community, the science of fire. suppression, emergen—y medical service (EMS) and
prevention do not vary greatly by region. Combustibies with specific properties burn about
the same in any region. The need for arl--qua+P against fire risks, evaluation of
response times and assessment of safety issues are universal.
This Study, then, is an analysis of the fire station location needs in Rye Brook, including
comparisons with industry standards, assessment of fire risks, analysis and projection of
response times from various locations and the consideration of traffic, safety and economic
issues. This Study contains conclusions and recommendations to assist the Village of Rye
Brook in continuing to provide quality fire and rescue service in the future.
L.
Carroll Bwwker&Associates,Inc.
STUDY TEAM MEMBERS
This Study was conducted by two public safety consultants. Each of the team members has
served as practitioners in local government public safety. Combined, the team members
have evaluated more than 80 fire departments to include nearby Larchmont, New York,
Greenwich and Stamford. Very brief credentials include:
Leslie D. Adams
Les Adams served as the lead consultant. As the former Deputy Fire Chief and second in
command of the Montgomery County, Maryland Fire and Rescue Department, he has 28
years of fire management experience. He has served as the operations deputy fire chief of
a fire department that serves 800,000 residents with 1,490 paid and volunteer firefighters.
He has been responsible for all duties of fire services, including facility locations, personnel
management, planning and research, apparatus, training, dispatch, administration,
operations, emergency medical services, and management of a combined paid and volunteer
fire department.
Mr. Adams has managed fire operations with 33 fire stations, 818 paid firefighters, 600
volunteer firefighters, 31 engines, 14 trucks, 35 Basic Life Support units, 13 Advanced Life
Support units and 120 paramedics.
He holds a B.S. in Business Administration from the Columbia Union College, and has
completed course work on a Masters degree in General Administration.
He has taught at the National Fire Academy on modern techniques in fire services operations
and has been on the faculty of Montgomery Community College teaching Fire Science
Administration.
Mr. Adams has served as the Chairman of the International Association of Fire Chiefs
(IAFC) Personnel Management Committee.
Prior to joining the fire service, Mr. Adams was a program management auditor with the
United States General Accounting Office.
all
Ell
LuCarroll Bnracker&Associates.Inc.
STUDY TEAM MEMBERS (continued)
Carroll Buracker
Mr. Buracker has served as the corporate project manager for evaluation of more than 80 fire
departments of all sizes. A number of fire studies included multiple fire departments. He
has provided public safety services to more than 85 cities and counties.
Mr. Buracker has 22 years of practical experience in public safety in Fairfax County,
Virginia, a community with 850,000 residents. Durinb his career, he worked with fire
departments in both operational and administrative areas. He was responsible for the
management of a consolidated fire and police dispatch center; project director for installing
mobile digital terminals in 900 public safety vehicles, including fire apparatus and
ambulances; co-chaired the investigation of the Air Florida crash in the Potomac River
relative to fire and police response; and chaired development of a disaster plan for
Metropolitan Washington, D.C., that included 16 jurisdictions. He served as the Chief of
Police for the Fairfax County, Virginia Police Department, the largest municipal police
agency in Virginia.
He has been certified as an expert witness in both state and federal courts on public
safety matters.
The U.S. Department of Housing & Urban Development selected his finr. to evaluate
security and safety of public housing resiae nts, to include fire safety, in 13 major U.S. cities.
These cities include Chicago, Los Angeles, Oaklar,-I, Boston, Pniladelphia, Pittsburgh and
Baltimore.
Mr. Buracker holds both B.S. and M.S. Degrees from the American University in
Washington, D.C. He has authored more than 120 studies in public safety.
Carroll Buracker&Associates,Inc.
EXECUTIVE SUMMARY
e
EXECUTIVE SUMMARY
Overview
This Study contains a broad review of the fire station location concepts and approaches. The
subjects covered by this analysis include: a review of demographics of the Village of Rye
Brook and surrounding communities, previous fire-related studies, fire station location
planning generally, risk assessment, response time analysis and a detailed review of fire
station location options.
The location of fire stations from which fire and rescue service is provided is a key element
in the level of fire protection service to be rendered. The decision to locate a new fire station
or relocate an existing one has many components other than siting. Included are:
• Cost of the facility and equipment
• Apparatus
• Staffing
• Annual operating costs
• Public input and support
There is no magic formula for determining the location of fire stations in a community. A
number of computerized programs can assist in locating optimal sites for fire stations.
Computerized Fire Station Location Planning_
Fire station planning for location and design has become increasingly sophisticated and
complex. With the use of computer programs and computer model studies, travel-time
analysis and fire station site evaluation have assisted municipal officials in identifying sites
that meet specific criteria.
The Study Team utilized a computer modeling program in conducting this fire station
location analysis for Rye Brook. The computerized station locator system is a geo-based
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EXECUTIVE SUMMARY (continued)
planning tool that calculates and displays street network data. The street data resides in
tables which include information necessary to perform fire station location studies.
Workload Analysis
The Rye Brook Fire Department had been in operation for eight months when the Study
Team conducted the data gatherinb portion of this Study. During that time period, the Fire
Department responded on a total of 568 fire, EMS, hazardous and service call incidents.
Risk Assessment
The Village of Rye Brook is essentially a "bedroom" community primarily comprised of
single-family residential properties. In addition,there are some government, school, church,
restaurant, and shopping properties generally found in communities of similar size.
The Village of Rye Brook includes properties that are specialized medical facilities, top-
rated hotel and conference centers, exclusive clubs and a number of large corporate and
executive office centers. Many of these properties are fully sprinklered and protected.
Additionally, there are a number of very large, old and historic buildings.
Rye Brook Response Time
The Rye Brook Fire Department monitors and evaluates its response 'Lime under the terms
of the Rural/Metro contract with the Village of Rye Brook. The "response time" evaluated
in Rye Brook is actually a combination of turn-out time and travel time. The data maintained
by the Fire Department indicates that average response times have consistently been under
five minutes. While the Study Team considers this response time to be very good,
response time should be measurably improved with the implementation of a
permanent, more centrally-located fire station in Rye Brook.
In terms of public safety, it is important for the citizeris to understand that response times in
police work are not as important as response times for fire and emergency medical services.
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EXECUTIVE SUMMARY (continued)
Facilities Committee
The Village's Facilities Committee was given the responsibility of assisting in the selection
of a permanent site for the construction of a new fire station. In early 1995 the Facilities
Committee began deliberations in preparation for making recommendations to the Village
Board of Trustees on a site for the first permanent fire station.
Initial List of Possible Sites
The following is the preliminary, unprioritized list of possible fire station location sites
developed by the Rye Brook Facilities Committee:
1. Westchester Airport
2. King Street and Anderson Hill Road
3. North Ridge Street and Betsy Brown Road
4. Rye Brook High School garage area
5. Bowman Avenue - Rye City property
6. Crawford Park - North Ridge Street side
7. High Point Hospital
8. King Street and Hillandale Road - former compost site
9. King Street north of the new Village Hall
10. King Street at Comly Avenue
11. King Street on the new Village Hall property
12. North Ridge Street and Rocking Horse Trail
13. North Ridge Street across from Sleepy Hollow Road
14. West William Street as part of the Highway/Recreation Department complex
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EXECUTIVE SUMMARY (continued)
Site Selection Criteria
The Facilities Committee appears to have thoroughly discussed the fire station site selection
criteria to be utilized. With significant community input, the Committee determined that the
following six items would serve as the primary criteria for site selection:
1. Response time
2. Topography of the site
3. Size of the site
4. Economics
5. Traffic
6. Safety
These criteria are consistent with those typically used in fire station location studies. The
Study Team also considered these criteria in developing conclusions and recommendations
for the Village of Rye Brook.
Final List of Potential Sites
The Facilities Committee appears to have carefully reviewed each of the possible sites on the
initial list. The Study Team was advised that, based on Committee deliberations, the
following sites remain under consideration as pe..-�;`':e sites for a new Rye Brook Fire
Station:
1. North Ridge Street and Betsy Brown Road
2. North Ridge Street across from Sleepy Hollow Road
3. King Street north of new Village Hall
4. King Street and Hillandale Road
The Study Team was impressed with the compete, professional and open approach
taKe-i by the Committee in its work to date.
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EXECUTIVE SUMMARY (continued)
Two-Fire-Station Option
A detailed review of this fire station location option indicates that, unless the staffing of the
Rye Brook Fire Department is doubled, projected response times for a two-fire-station
option could increase rather than decrease.
It appears to the Study Team that, for the following reasons, a two-fire-station option is not
justified for the Village of Rye Brook:
• Response times would be significantly increased unless the staffing of the Fire
Department is doubled, at an estimated additional cost of$320,000
• A single fire station option seems to provide adequate projected response times to all
parts of the Village
• Fire station facility costs for construction could double for a total of$2.4 million
• Operating and maintenance costs could double to a total of$38,000 annually
Single Fire Station Option
The Study Team assessed each of the four potential fire station sites utilizing the site
selection criteria. The following chart includes a numerical rating system of the four sites
being considered.
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EXECUTIVE SUMMARY (continued)
FIRE STATION SITE RATING
BASED ON THE SELECTION CRITERIA
' � 6
--
'Itul1w 039t
RESPONSE TIME 2 1 4 4
SAFETY 1 2 4 4
TOPOGRAPHY 1 1 3 2
SITE SIZE 1 1 4 1
ECONOMICS 4 1 3 3
TRAFFIC 1 2 4 4
SITE RATING 10 8 22 18
Note: In the above rating system, 1 indicates the best and 4 indicates the worst.
It appears that the two potential fire station location sites on North Ridge Street (Betsy
Brown Road and Sleepy Hollow Road) are significantly better sites than those on King
Street. The advantages of the North Ridge Street sites over the King Street sites seem to be:
• Projected response time is the lowest, providing improved service to the Village
• Located centrally in the geogi at,nie area of the Village
• Located on North Ridge Street---r!:c primary north/south traffic corridor
• Lowest number of reported traffic accidents
• Lowest traffic volumes
• Adequate size and configuration of property
It should be noted that neither of the North Ridge Street sites is a perfect fire station site. The
site at the intersection of Betsy Brown Road would be more costly to construct due to its
topography. And, the site just south of the intersection with Sleepy Hollow Road has
significant public opposition due to its location near the Ridge Street School; there are
resiuent concerns regarding student safety. With the exception ci cost of implementation.,
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EXECUTIVE SUMMARY (continued)
the Betsy Brown Road site seems to be the best of the two sites-located on North Ridat
Street.
The Study Team suggests that the Village of Rye Brook select one of the two North Ridge
Street sites for the construction of its new permanent Fire Station. From either site, the Rye
Brook Fire Department should be able to provide improved fire and EMS service through
reduced response times; moreover, the Fire Department should be able to continue its high
quality fire, EMS and rescue services for Rye Brook's citizens.
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CHAPTER ONE
INTRODUCTION
CHAPTER ONE
INTRODUCTION
This Chapter provides a brief overview and profile of the Village or Rye Brook, New
York, surrounding municipalities and the County of Westchester.
This Chapter also summarizes the methodology for conducting this Fire Station Location
Study, previous study of fire station locations and the objectives of this Study.
PROFILE OF THE VILLAGE OF RYE BROOK
Village History
The history of the Village of Rye Brook is part of the continuous development of the Town
of Rye. Town history, which began in 1640 with land purchased from its Indian
inhabitants, is the shared heritage of four communities. Through the years the land was
subdivided and sold through several generations. The key names of several proprietors
include: Brown (most likely the first), Denham, Will, Kniffin, Wilson, Minuse, Park,
Merritt, Studwell, Sherwood, and Satterlee.
One by one, the four communities within the Town of Rye voluntarily formed general
municipal corporations:
Port Chester The first of the areas to incorporate as a Village. Its charter
is dated 1868.
Mamaroneck Incorporated as a village in 1895 with its eastern section,
known as "Rye Neck", in the Town of Rye.
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INTRODUCTION
VILLAGE PROFILE, (continued)
Rye Village Incorporated in 1904. In 1942 it seceded to become a city, no
longer part of the Town of Rye. This action left Rye Neck
separated from the rest of the Town.
e Bro k As the last remaining unincorporated area of the Town, the
Village of Rye Brook was officially incorporated on July 9,
1982.
In 1997, three parts constitute the whole Town of Rye:
• Village of Port Chester
• Rye Neck section of Mamaroneck
• Village of Rye Brook
Village Government
The Village of Rye Brook is governed by a Mayor and four Trustees who appoint the
Village Administrator. The Village Administrator is the chief administrative officer for
the Village Board and supervises all Village operation., dirough the department head, and,
in other cases, as prescribed by law.
The Village of Rye Brook operates under the following New York State laws:
• New York Constitution, Article IX (the Home Rule Article)
• Village Law
• General Municipal Law
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INTRODUCTION
VILLAGE PROFILE (continued)
• Local Finance Law
• Statute of Local Governments.
WESTCHESTER COUNTY
Westchester County is located just North of New York City and is bounded on the West
by the Hudson River, on the North by Putnam County and on the East by Long Island
Sound and the State of Connecticut. Comprised of 450 square miles with a population of
more than 875,000 (1989 estimate) Westchester County includes 6 cities, 14 towns and 23
villages.
On a historical note, when New York counties were created in 1683, "Westchester"
signified the first British encampment west of Connecticut. In addition, the first invasion
of the American mainland in the Revolutionary War took place in Pelham on October 18,
1776.
According to an article in the June 1992 issue of Travel and Leisure Magazine,
Westchester County is "one of the nation's most impressive concentrations of Fortune 500
headquarters. The county's towns, once no more than bedroom communities, have turned
into boardroom citadels."
Westchester County includes 40 school districts and 23 institutions of higher learning. The
County has a fiscal rating of "AAA" according to Moody's, Standard and Poor's and
Fitch.
Under the Westchester County Charter, government powers are divided into Executive,
Legislative and Judicial. The Executive Branch is headed by an elected County Executive.
The Legislative Branch is comprised of a Board of Legislators, consisting of 17 individuals
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INTRODUCTION
WESTCHESTER COUNTY (continued)
representing districts of approximately equal population. The judicial system in
Westchester is part of a unified State court system established in 1962.
In Westchester County, municipalities provide the customary local municipal services,
such as water supply, sewers and paved streets, as well as fire and police protection.
All local governments have the power to assess and levy taxes on real property. Cities
have additional taxation powers. In addition, all municipalities have their own planning
and zoning boards which determine the municipal zoning codes and master plan for their
community.
A substantial number of Fortune 500 corporations have located their headquarters in
Westchester County. Westchester County provides many county-wide support type
services in coordination with the municipal services. For example, the County provides
training, communications and dispatching, as well as a hazardous materials response team
for the fire and EMS services.
ADJACENT MUNICIPALITIES
The following provides a brief narrativ- description of the key municipalities surrounding
the Village of Rye Brook.
Village of Port Chester
The Village of Port Chester is located east of the Village of Rye Brook. It is also bordered
by the State of Connecticut, the Long Island Sound and the City of Rye.
The Village of Port Chester has an area of 2.4 square miles and includes a population of
approximately 22,969.
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INTRODUCTION
ADJACENT MUNICIPALITIES (continued)
Port Chester has many very old and historic buildings. The village has been experiencing
a building conversion of vacant factory buildings to condominiums and offices. The
downtown Main Street shopping area includes 120 stores and a number of specialty
restaurants.
City of RRye
The City of Rye, located South of the Village of Rye Brook, is bordered by the Village of
Port Chester, the Town of Mamaroneck and the Long Island Sound.
The City of Rye is comprised of an area of 5.75 square miles and a population of 14,997.
It is one of the Long Island Sound communities and as such has reserved part of its
waterfront for parks and wetland preserves. Most of the housing is single-family luxury
houses, much in the $1 million and above range.
Town of Harrison
The Town of Harrison, located West of the Village of Rye Brook, is bordered by the City
of White Plains and the Town of North Castle.
The Town of Harrison covers a geographic area of 17.5 square miles and includes a
population of approximately 19,570.
Harrison is a diverse community with houses ranging from large estates in the Purchase
area to one- and two-family dwellings on small plots of land in the West Harrison - Silver
Lake area. There are also high-rise and garden apartment buildings, as well as
condominiums. Harrison also includes five country clubs, several large corporation
facilities and the academic campuses of Manhattanville College and SUNY Purchase.
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INTRODUCTION
PREVIOLS STUDY OF FIRE STATION LOCATIONS
There have been two previous fire-related studies conducted for the Village of Rye Brook
that have addressed fire station location.
1985 Committee Evaluation Study
In 1985, the Mayor and Board of Trustees of the Village of Rye Brook commissioned a
five-member committee to evaluate the current fire services and the possibilities of the
Village forming its own fire district. As stated in the resulting report the committee:
• Evaluated the current position and the cost of "renting" services (fire protection)
from Port Chester, and
• Studied the possibility of the Village of Rye Brook forming its own fire district.
That committee held interviews and meetings with appropriate personnel, obtained data
and performed research in the above areas. As a result, the report issued by the committee
contained four primary recommendations, including the following recommendation related
to fire station location:
3) Construct a fire station o facilitate response time to Rye Brook.
1992 Fire Service Evaluation
The primary purpose of the 1992 Fire Service Evaluation was to assess the feasibility of
alternatives to the fire service delivery approach in place for Rye Brook at that time. The
1992 Study provided a detailed analysis of the fire protection service provided at that time
and presented a number of comprehensive alternatives for consideration by the Village of
Rye Brook.
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INTRODUCTION
PREVIOUS STUDIES (continued)
The 1992 Fire Service Evaluation Study included a thorough review of fire station
locations and outlined options considered appropriate for consideration by the Village of
Rye Brook. Regarding the location of a fire station in the Village, the Study included the
following recommendations:
"V.4 If the Village of Rye Brook implements the Rye Brook Fire Station option,
the station should be constructed near Betsy Brown Road and North Ridge,
or on the property owned by Rye Brook on King Street, north of Hillandale
Road..."
1996 Rye Brook Fire Department Assessment
In January and February, 1996, a Review of the Rural/Metro Corporation Fire Services
provided to the Village of Rye Brook was conducted. Although not focused on fire station
location siting, this Study referenced the status of the Village of Rye Brook's consideration
of fire station location options, reviewed a computerized analysis of fire station site options
conducted for Rural Metro and stated:
'The Village of Rye Brook has been planning for the construction of a new fire station
facility on a site,yet to be selected, optimally within a quarter mile of the intersection
of Meadowlark Road and Ridge Street"
STUDY METHODOLOGY
In conducting this fire station location Study for Rye Brook, the Study Team utilized a
proven and consistent approach to conduct and complete fire department analysis. This
methodology incorporated eight (8) distinct but interrelated phases: data collection;
interviews with key individuals; on-site observation; analysis of data; comparative analysis
(which included the computerized fire station location analysis); alternatives and
recommendations; submission of a written Study and an oral briefing.
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INTRODUCTION
STUDY METHODOLOGY (continued) -
In addition, the following Study gtii�Jes were applied.
National Accreditation Program
The Study Team utilized a modern industry-based framework for this analysis. The
framework for this analysis incorporated the model developed by the Accreditation
Committee of the International Association of lire Chiefs (IAFC), a program of
accreditation for and by fire services.
The Commission on Accreditation for Law Enforcement Agencies (CALEA)has previously
developed a police department accreditation process for use by police departments. The
IAFC has had a committee developing a similar analysis model for fire department use on
a voluntary basis. Employing this model in Rye Brook provides the reader with information
on the state-of-the-art practices in the fire service.
The analysis categories included in this model and used as a general guide were:
1. Governance and Administration,
2. Community Assessment,
3. Goals and Objectives,
4. Programs,
5. Physical Resources,
6. Human Resources,
7. Training and Competency,
8. Essential Resources, and,
10. External Systems Relations.
Within each of these categories, there are criteria and considerations that were weighed by
the Study Team in conducting this analysis. As a point of information, each of the
categories for the developing IAFC fire/EMS modei has been independently tested in several
communities.
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INTRODUCTION
STUDY METHODOLOGY (continued),
This accreditation model may be utilized on a voluntary basis to analyze an entire fire and
EMS agency or group of agencies or for the assessment of one or more specific fire service
program areas---such as the assessment of physical facility resources, including fire stations.
The fixed facility categories and criteria included in the IAFC's fire service accreditation
program and considered by the Study Team are as follows:
"Criteria 6A: Fixed Facilities
Fixed facility resources are designed, maintained, managed and adequate to
meet the agency's goals and objectives.
Performance Indicators
6A.1 Space allocations are adequate and appropriate for the agency functions
served, i.e., operations, fire prevention, training, support services, special
services and administration.
6A.2 Buildings and grounds are clean and in good repair. Maintenance is
conducted in a systematic and planned fashion. Plant operation and
maintenance is adequately staffed and supported.
6A.3 There is demonstrated concern for safety, access, security and energy
conservation in all facilities.
6A.4 Phvsical facilities are well planned, adequate and properly distributed in
accordance with standards of coverage or other service level statements and
well maintained.
6A.5 Facilities are substantially in compliance with Health and Safety Standards".
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INTRODUCTION
STUDY METHODOLOGY (continued)
Standards and Accepted Practices
The Study Team utilized published fire protection standards and information on accepted
principles and practices for the operations and management of fire services as background
and guidelines for the conduct of this Fire Station Lo�,ation Study. The following are
several of the key organizations with standards and publications that were utilized as part
of this Study:
• National Fire Protection Association
• Insurance Service Office (ISO) Commercial Risk Services, Inc.
• International Association of Fire Chiefs
• International Association of Fire Fighters
• International City Management Association
The National Fire Protection Association(NFPA), located in Boston,Massachusetts, follows
a nationally recognized process for the establishment of many standards that are applicable
to fire protection operations and administration. In r.-iaiiy jurisdictions, some of the NFPA
standards have been adopted and fully implemented while other NFPA standards are utilized
as general guidelines for pursuing further improvemciit in safety and services.
NFPA standards and other written standards and nationally recognized documents, such as
the NFPA Fire Protection Handbook(Seventeenth Edition),were utilized by the Study Team
as reference materials for this Study.
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INTRODUCTION
OBJECTIVES OF THIS STUDY
The objectives of this Study as outlined in the scope of services were to build on previous
fire station location study work:
1. Provide an updated fire risk and hazard assessment
2. Identify the location of current fire stations providing fire protection to the
Village
3. Review relevant response times
4. Consider the Village road network
5. Assess emergency response patterns
6. Consider Rye Brook Fire Department resources
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CHAPTER TWO
PLANNING FIRE STATION LOCATIONS
CHAPTER TWO
PLANNING FIRE STATION LOCATIONS
This Chapter reviews general concepts for fire station location planning and an overview of
the Study Team's approach in developing fire station location recommendations for the
Village of Rye Brook.
OVERVIEW
The location of the fire stations from which the fire and rescue service is provided is a key
element in the level of fire protection service that is provided. The decision to locate a new
fire station or relocate an existing one has many components other than its siting. These
include:
• Cost of the facility and equipment
• Apparatus
• Staffing
• Annual operating costs
• Public reaction and support
There is no magic formula for determining the location of fire stations in a community.
While computerized programs can assist officials in these important decisions, the final
determinations require-human based consideration of many factors.
COMPUTERIZED FIRE STATION LOCATOR SYSTEM
Emmanuel Mesagna and John Baroni in a chapter they authored in the NFPA Fire Protection
Handbook entitled "Fire Department Facilities and Fire Training Facilities," they note:
"Over the past decade, fire station planning for location and design has become
increasingly sophisticated and complex. With the use of computer programs and
computer model studies, travel-time analysis and fire station site evaluation has
allowed the fire service to become more precise in its decision-making procedures."
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PLANNING FIRE STATION LOCATIONS
COMPUTERIZED FIRE STATION LOCATOR SYSTEM (continued)
The Study Team utilized such a computer model the Village of Rye Brook for purposes of
conducting this fire station location analysis. This Section describes the methods.
The computerized station locator system is a geo-based planning tool that calculates and
displays street network data. The street data resides in tables which include all the
information necessary to perform fire station location studies. This street data is the same
type of data base used in the many computer aided dispatch systems used daily for the
dispatch of police, fire and EMS units in a number of progressive municipalities in the
United States. The latitude/longitude coordinate system used is accurate to one millionth
of a degree.
Fire stations and other points of interest are added to the data base and placed on the
computer screen map by simply entering an address or pointing to a location on the map.
This system calculates all travel possibilities to each fire station and every street block in the
municipality. It also considers the number and type of apparatus in the fire station and
calculates the travel time for the first, second and third arriving fire apparatus.
Using this computer program, a travel time analysis was conducted that involved every street
in the Village of Rye Brook. Average travel time, total miles of roadway, average travel
speed and "first in" response areas were developed for each current fire station with color
maps illustrating those areas. In addition, fire station location alternatives were modeled.
Where appropriate, data and maps developed as part of this modeling analysis have been
included to support the conclusions and recommendations of the Study Team.
It should be noted that all response area maps and charts generated by this program were
based on travel time as projected by the computer program. The travel time calculated by
the program are based on the following:
• An estimated 45 seconds for turn-out time for each of the stations
• A 15 second intersection turn delay for each intersection in the response path
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PLANNING FIRE STATION LOCATIONS
MAXIMUM TOTAL RESPONSE TIME (continued)
• Street segment speeds are set from 25 to 55 miles per hour, in 5-mile-per-hour
increments. For example, interstate and other limited access highways are set at 55
miles per hour, while a street segment 300 feet long would be set at 25 miles per
hour.
Based on these criteria,the computer program calculated response paths from the fire station
sites entered in the computer to every street location. The program then projected each fire
station location option's response area and calculated average apparatus travel time, average
travel speed and total miles of streets in each fire station option area.
MAXIMUM TOTAL RESPONSE TIME
The first decision in determining a fire station location for fire-related services is the
maximum total response time which would be acceptable. One of the key factors is the time
from ignition to flashover (simultaneous ignition of all combustibles), at which time the
spread of the fire will increase dramatically. The Study Team's experience, supported by
various studies, has shown that the time from ignition to flash over in a structural fire will
vary from six to nine minutes. In order to arrive on the scene within this time frame, the
following time factors need to be taken into consideration:
1. Ignition to detection/to communication notification
2. Communications notification to fire company dispatch
3. Fire department dispatch until apparatus is en route
4. Travel time to the scene
5. Initiate rendering of service, e.g. placing hose lines in service
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PLANNING FIRE STATION LOCATIONS
MAXIMUM TOTAL RESPONSE TIME (continuc,t.l
A description of these five factors follows:
Ignition to Detection/to Communication Notification
There have been great strides made in reducing the ignition to detection phase fires.
Inexpensive smoke detectors,heat detectors, monitored alarm systems and sprinkler systems
have been installed in residential, commercial and industrial buildings.
This time factor can be reduced if the automatic suppression and detection system
simultaneously notify the occupants and the communications center. This time factor can
be significantly controlled by changing the local codes to require detection devices in all
residential, commercial and industrial buildings, with automatic notifications in those
facilities with large life or property loss potential.
Communications Notification to Fire Department Dispatch
The internal dispatch center processing time of a call for assistance is dependent upon the
call load, the level of expertise of the communications operators and the type of
communications equipment. Processing time of less thail 60 seconds is the ideal and should
be the goal of fire departments.
Fire Company Dispatch Until Apparatus is En route (Turnout Time)
Once a notification is received in a fire station, personnel must stop their activity, note the
location and nature of the call (in some cases respond to the station), board the apparatus,
don any protective clothing, open the doors, start the apparatus and exit the station. These
factors are fairly stable and only small amounts of time can be saved by automating the door
opening process with the station alert and placing information on the nature and location of
the call on computer terminals in the vehicle.
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PLANNING FIRE STATION LOCATIONS
MAXIMUM TOTAL RESPONSE TIME (continued)
Travel Time to the Scene
Travel time generally requires the most time. It is dependent upon:
1. Fire station location
2. Weather factors
3. Road conditions
4. Traffic conditions
5. Training of personnel
Response time may be lessened as a result of installation of traffic control preemption
devices.
Initiate Rendering of Service. E.g. Placing Hose Lines in Service (Set-up Time)
Upon arrival on the scene, water supply must be established, self contained breathing
apparatus donned, and attack hose lines stretched to the location of the fire. The
effectiveness of the company's operation on the fire ground is dependent upon, among other
things, the level of training and the physical condition of the personnel and the number of
personnel arriving at the scene. Fire fighting personnel then enter the structure, approach
the fire, and initiate fire suppression activities while at the same time performing search and
rescue activities, as necessary. The amount of time required for set-up can vary significantly
from one incident to another. For purposes of this analysis, a two-minute set-up time after
arrival on the scene was the goal.
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PLANNING FIRE STATION LOCATIONS
DATA FROM OTHER COMM UN 1LS?
The establishment of response times for a specific community depends upon the geography,
demographics, and distribution of commercial, industrial and residential property.
The National Fire Protection Association (NFPA) has e�,ablished criteria which state that
a pumper should be located as follows:
• 2 miles of residential property
• 1-1/2 miles of commercial areas
• 1 mile of major industrial development which would require a flow of water of 5,000
gallons per minute or more
While these are very conservative estimates, the problem with using mileage alone is that
weather and road conditions are not taken into account.
Another way of approaching this issue is to define five levels of risk and then assign a
response time requirement to each risk, zaLber tha1l use just straight mileage response. These
risks can be defined as follows:
:. Highest - Refineries, large industry, hospitals, school dorniitori,,�s, lumber
yards, and propane storage facilities without built-in suppression or detection
systems
2. High - High rise hotels and residential. large shopping center, and industrial
3. Medium - Commercial and industrial facilities with sprinkler systems, small
shopping center, and high density low rise residential
4. Low- Single family dwellings with a separation of at least 100 feet between
buildings
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PLANNING FIRE STATION LOCATIONS
DATA FROM OTHER COMMUNITIES (continued)
5. Minimum - Wide separation of single family dwellings and farm land
In the International City Management Association's (ICMA) study on FIRE STATION
LOCATION ANALYSIS: A COMPREHENSIVE APPROACH, the following data on the
response time requirements of some municipalities were provided in an article by Susan B.
Benton and Neal B. Carpenter entitled, "A Computerized Approach to Fire Station
Location." While these are large municipalities, the data can be useful indicators.
CitV Risk Category
Minutes
San Antonio, TX 2.5 3.0 3.5 4.0 6.0
Salt Lake City, UT 2.5 3.0 3.5 4.0 6.0
Lynchburg. VA 3.0 4.0 5.0 6.0 7.0
Memphis, TN 2.3 2.7 3.3 4.3 5.8
Davenport, IA 3.0 3.5 4.0 4.5 5.0
RISK ANALYSIS
The time from ignition until water is applied to a fire should be no longer than the six to
nine minutes it takes for flashover to occur with a free-burning fire. Again, flashover is
defined as essentially the instant burning of an explosive mixture of heated air, smoke and
gases which flashes back through openings around the fire area, such as doors and windows.
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PLANNING FIRE STATION LOCATIONS
RISK ANALYSIS (continued)
This does not consider a smoldering fire which can burn for hours before breaking out into
the free burning stage.
Flashover is a critical stage of fire growth for two reasons. First, no living thing in the room
of origin will survive, so the chances of saving lives drops dramatically. Second, flashover
creates a quantum jump in the rate of combustion, and a significantly greater amount of
water is needed to reduce the burning material below its ignition temperature.
A fire that has reached flashover means it is generally too late to save anyone in the room
of origin, and substantially more staffing is required to handle the larger hose streams
needed to extinguish the fire. A post-flashover fire burns hotter and moves faster,
compounding the search and rescue problems in the remainder of the structure at the same
time that more firefighters are needed for fire attack.
For these reasons, it is critical that fire suppression forces reach a fire structure and initiate
effective suppression efforts prior to flashover.
Measurements of a number of the response parameters which have been outlined are not
possible because these data are not collected and/or available to the Rye Brook fire
department.
Detailed response time data should become readily available to the Village and its Fir:
Department officials once the transition to Westchester County fire dispatch is completed.
The computer aided dispatch system utilized by County dispatch documents a number of
response time components not currently available to the Village of Rye Brook. Therefore,
at this time, reliance must be made on average response time based on travel time
calculations. It must be kept short enough to ensure that the total average time does not
exceed the six-to-nine-minute flashover requirement.
carmu smacker&A&wdatm Inc. 19
CHAPTER THREE
COMMUNITY RISK ASSESSMENT AND
RESPONSE TIME ANALYSIS
CHAPTER THREE
COMMUNITY RISK ASSESSMENT
AND RESPONSE TIME ANALYSIS
This Chapter provides Rye Brook Fire Department workload and risk assessment
information, including a listing of a number of the primary risks considered by the Study
Team. Additionally, response time is discussed and relevant aspects of mutual and
communications and dispatch are outlined.
WORKLOAD ANALYSIS
The Rye Brook Fire Department had been in operation for eight months when the Study
Team conducted the data collection phase of this Study. For that time period the Figure 3.1
provides incident response data for that period.
Figure 3.1
FIRE AND EMS FIRST RESPONDER INCIDENT RESPONSE
Rye Brook Fire Department - February through October 1996
MONTH FIRE EMS HAZARDOUS
CALLS
February 32 34 0 7 73
March 37 23 2 6 68
April 16 41 1 12 70
May 22 29 2 6 59
June 32 33 _ 7
July 29 37 6 8 80
August 22 32 3 4 61
September 30 45 7 2 84
TOTAL 220 274 24 50 -;68
Source: Rye Brook Fire Department
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RISK ASSESSMENT
This Section outlines the fire and emergency medical risks associated with the provision of
fire and emergency medical first responder services by the Rye Brook Fire Department.
Fire Risks
The fire risks within the Rye Brook are similar those found in many communities of similar
size and nature. The Village of Rye Brook is essentially a "bedroom" community, primarily
comprised of single-family residential properties. In addition, there are some government,
school, church, restaurant, and shopping properties generally found in communities of
similar size. A number of notable properties include:
• Atrium Associates
• Board of Education
• Bowman Plaza
• Blind Brook Club
• Consolidated Edison Company
• High Point Hospital
• King Street Home
• KSB Arrowood complex (Has a substantial number of guests 24 hours a day)
• Phillip Morris (Has a substantial number of employees during the day)
• Royal Executive Park (Has a 6ubstantial number of employees during the day)
• Rye Town Hilton Hotel (Has substantial number of guests 24 hours a day)
• United Cerebral Palsy Association facilities
• Westchester County Airport
The Village of Rye Brook includes properties that are specialized medical facilities, top-
rated hotel and conference centers, exclusive clubs and a number of large corporate and
executive office centers. These are expensive,upscale properties with nationally-recognized
occupants, who are leaders in the corporate business community.
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RISK ASSESSMENT AND RESPONSE TIME
RISK ASSESSMENT (continued)
Many of the properties in the Village of Rye Brook are fully sprinklered and protected. On
the other hand,there are a number of buildings that are very large, old and historic in nature.
SPECIFIC RISKS
The following is a summary of a number of the specific primary risks reviewed by the Study
Team. Relevant available data regarding each property or complex is outlined.
Apartments/Condominiums
The Arbors
North King Street
250 Single/multi-family residential units
2, 4, & 6 units attached into buildings
Population - Day 75
Night 200 - 750
Avon Condominiums
North Ridge Street
146 Single/Multi-family residential units
8,12, & 16 units attached into buildings
Brookridge Court Condominiums
Brookridge Court & South Ridge Street
46 Single/multi-family residential units
2, 4, & 6 units attached into buildings
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RISK ASSESSMENT AND RESPONSE TIME
SPECIFIC RISKS (continued)
Bowman Senior Housing
Bowman Street
20 Senior residential units
4, 6 units attached into buildings
Doral Greens (a) Arrowwood
Anderson Hill Rd
142 Single/multi-family residential units
2, 4, & 6 units attached into buildings
Places of Assembly
Anthony J. PosilliPo Community Center
32 Garibaldi Place
One story structure
5,200 sq/ft
Saint Paul's Church
761 King Street
One story structure
23,000 sq/ft
Blind Brook Country Club
Anderson Hill Rd
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RISK ASSESSMENT AND RESPONSE TIME
SPECIFIC RISKS (continued)
Building 1 Building 2
Main Club and Restaurant Greenskeeper/Maintenance
Multi-story structure Single story structure
1,500 sq/ft
Crawford Park Mansion
North Ridge Street
Three story structure
9,000 sq/ft
Corporate Headquarters
Phillip Morris
800 Westchester Ave
Building 1 Building 2
Eight story structure Two story structure
Three (3) stories of parking 60,000 sq/ft
400,000 sq/ft
Three plus (3+) stories of office space
660,000 sq/ft
Office Buildings
Roval Executive Park
1100 King Street (1-6 International Drive)
Six (6) - Three (3) story structures
90,000sq/ft per structure
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RISK ASSESSMENT AND RESPONSE TIME
SPECIFIC RISKS (continued)
The Atrium (IBM)
900 King Street
One (1) - Two (2) story structure
163,000 sq/ft
Boces - Board of Cooperative Educational Services)
Berkley Dr
One (1) - Three (3) story structure
16,000 sq/ft
Ridge Bowman Building
90 South Ridge Street
One (1) - Two (2) story structure
34,500 sq/ft
Rye Ridge Professional Building
South Ridge Street
Two story structure
72,000 sq/ft
Larizza Office Building
211 South Ridge Street
Three story structure
10,000 sq/ft
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RISK ASSESSMENT AND RESPONSE TIME
SPECIFIC RISKS (continued)
Schools/Educational
Blind Brook High School
King Street
Building 1 Building 2
School Maintenance Facility
Two (2) story Single Story
76,000 sq/ft 5,000 sq/ft
Ridge Street Country School
North Ridge Street
One (1) -Single story structure w/basement
2,600 sq/ft
Ridge Street Elementary School
North Ridge Street
Building 1 Building 2
School & Administrative Offices Maintenance Facility
Two story structure Single story structure
100,000 sq/ft 500 sq/ft
Port Chester Middle School & Administrative Offices
Bowman Ave
One (1) - Two (2) story structure
150,000 sq/ft
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RISK ASSESSMENT AND RESPONSE TIME
SPECIFIC RISKS (continue;i
Port Chester High School
Tamarack Dr
Three story structure
150,000 sq/ft
United Cerebral Palsy
North King Street
Building 1 Building 2
Administrative Offices Educational Classrooms
Three story structure Single story structure
5,200 sq/ft 40,200 sq/ft
Hotels/Motels
Arrowwood Conference Center
Anderson Hill Rd
Building 1 Building 2
Conference Center Maimeilance Facility
Multi-story structure Single story structure
325,000 sq/ft 8,20v sq/ft
Building 3
Golf Shop
Single story structure
2,000 sq/ft
Rye Town Hilton
699 Westchester Ave
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RISK ASSESSMENT AND RESPONSE TIME
SPECIFIC RISKS (continued)
Multi-story
Two to four story structure
257,000 sq/ft
Service Facilities
Ridge Service Station (Exxon)
99 South Ridge Street
Single story structure
2,500 sq/ft
Rye Center Service (Mobil)
101 South Ridge Street
Single story structure
2,500 sq/ft
Population - Day 1 - 15
Night Unoccupied
Rye Brook Highway Garage
511 West William Street
Single story structure
26,000 sq/ft
Shopping Centers
Rye Ridge Shoppin Center
enter
South Ridge Street
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RISK ASSESSMENT AND RESPONSE TIME
SPECIFIC PJSKS (continued)
Multi-story structure
80,000 sq/ft
Rye Ridge South Shopping Center
200 South Ridge Street
Two story structure
28,000 sq/ft
Washington Park Plaza Shopping Center
South Ridge Street
Building 1 Building 2
Retail Shops Bank
One story structure One story structure
50,000 sq/ft 1,000 sq/ft
Health Care
King Street Nursing Home
787 King Street
Multi-story structure
60,000 sq/ft
Hi,ghnoint Hospital - Planned to be demolished
North King Street
145 Acres
Four structures
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RISK ASSESSMENT AND RESPONSE TIME
SPECIFIC RISKS (continued)
Hospital - 17,000 sq/ft
Classrooms - 14,000 sq/ft
Residence - 1,200 sq/ft
Offices - 1,000 sq/ft
When demolished, a new Highpoint Community is planned for this site that would include:
450 Single family homes
Senior extended care facility
20 Multi-family residential units
The Village of Rye Brook is well-established and, in terms of the nature of development, is
not expected to change significantly in the foreseeable future. Additional single family and
condominium, duplex and townhouse residential and corporate construction is expected in
a few locations, including the old High Point Hospital and Red Roof Inn sites.
RYE BROOK DEMOGRAPHICS
The population of the Village of Rye Brook grew significantly in early years but has leveled
out as shown below:
1950 2,661
1960 6,069
1970 9,560
1980 7,996
1990 7,765
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RISK ASSESSMENT AND RESPONSE TIME
DEMOGRAPHICS (continued)
2000 8,400 (estimated by Westchester County)
2010 8,300 (estimated by Westchester County)
Some pertinent population and housing information for the Village of Rye Brook as outlined
in the 1990 Census of Population and Housing produced by the U. S. Bureau of the Census
is as follows:
• The median age of the population is 40
• The sex and race composition of the population is:
Male - 3,633
Female - 4,132
White - 7,249
Black - 117
Asian - 297
• The number of households is 2,734
• The number of persons per household is 2.78
• The number of housing units is 2,835 with the mean number of rooms per housing
unit being 6.9
• The median value of the housing units is $368,600
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RESPONSE TIME (continued)
• There are only 412 total rental type housing units
• There are 2,219 persons per square mile
RESPONSE TIME
The availability of detailed response time data is an essential part of the process of
analyzing the adequacy of the service. A reduction in actual response times to emergency
incidents is a measurable improvement in the service being delivered. For that reason,
assessment of response time is not only an essential component of fire station location
determination, it is an important ongoing function of fire department management and
operations.
Response Time Components
Complete verified comparative response time data are not available at the national level. In
addition, terms used to define the various time segments of response time vary among fire
departments. One of the key elements of the International Association of Fire Chiefs (IAFC)
fire department National Fire Service Accreditation Project is response time analysis. In fact
one of the anticipated goals of this IAFC Project is to establish valid national response time
data for use by all fire departments.
For response time data to be available for comparison and service level evaluation purposes,
consistent terminology must be used and detailed accurate response time data must be
maintained and summarized.
This Section provides definitions for the various components of response time. These
definitions are those being used by the IAFC Accreditation Project. For ease and accuracy
of comparison of data from other fire departments, the Study Team considered it beneficial
to outline nationally-accepted definitions in this Master Plan.
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RISK ASSESSMENT AND RESPONSE TIME
RESPONSE TIME (continued)
Notification of Event - Notification of Event is the point in time when the first
electrical impulse or indicator that can be identified and recorded by the public safety
agency occurs.
Alarm Processing and Dispatch- The period of time required for the Communications
Center to identify that an emergency is in progress, collect pertinent information to
dispatch and to assess the methodology used by the agency to deploy resources.
Turnout Time - The period of time for on-duty emergency system personnel to
discontinue their present activity, properly attire themselves and board the vehicle.
This includes the elapsed time between being notified that an emergency is in
progress and the vehicle beginning to respond to the identified location.
Travel Time - The period of time between the apparatus wheels beginning their
uninterrupted response to the incident and the actual time that the emergency vehicle
arrives at the address or location to which it was dispatched. Travel time includes
driving distance, delays caused by misinformation in the dispatch, traffic obstruction,
and geographic obstacles. Travel time ends when the vehicle is declared on-scene by
the first arriving unit.
On-Scene Time - The point in time that the firs* arriving responding emergency
vehicle or responsible command officer arrives at the scene of an emergency and who
can begin to take immediate action or take command of the rest of the response.
Initiation of Action - The period of time of actual involvement by the individual crew
members or companies in the reduction of the state of emergency at the scene. This
period of time does not end until such time as the fire officer or other individual with
jurisdiction, determines that the organized fire unit can be placed back in service
and/or respond to an additional emergency.
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RISK ASSESSMENT AND RESPONSE TIME
RESPONSE TIME (continued)
Termination of Incident - The point in time when an emergency incident is declared
terminated, and all deployed agency resources are available for another assignment.
Time Segment Responsibility
The responsibility for the various components of response time in Rye Brook and other
communities is shared between the dispatch function and the fire department. The
components shared by each of these agencies are as follows:
Communications Center Responsibility
1. Event occurs and continues until detected by human, electronic or mechanical
means.
2. Emergency communications center receives notification of event.
3. Call taker qualifies the call. Must determine type of incident, extent of event,
location of event, and other pertinent information.
4. Call taker enters data and reviews. Transfers incident to dispatcher.*
5. Information reviewed, response sequence reviewed and dispatch made.
6. Dispatch information received in fire station or on the fire apparatus.
* Note: This segment of the communications center processing time may vary
in smaller, less complex centers. In those centers, the call is not
transferred to the dispatcher. The call taker serves in a dual role also
as a dispatcher, and therefore,just dispatches the call.
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RISK ASSESSMENT AND RESPONSE TIME
RESPONSE TIME (continued)
Fire Department Responsibility
1. Turnout time: Personnel move to apparatus, don protective clothing, get on
apparatus and advise the communications center the unit is responding.
2. Travel time.
3. On scene time.
4. Set-up time.
This listing of responsibilities is outlined to point out that the Rye Brook emergency
communications function should participate in the review and analysis of its response time
responsibilities so as to reduce its processing time and reduction of any errors.
Rye Brook Response Time
The Rye Brook Fire Department monitors and evaluates its response time under the terms
of the Rural/Metro contract with the Village of Rye Brook. Trie data maintained by the r ire
Department indicates that the average response tirr.�: has consistently been under five
minutes. figure 3.2 provides the respoii— tirne data for the Fire Department for the first
eight months of operations.
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RISK ASSESSMENT AND RESPONSE TIME
RESPONSE TIME (continued)
Figure 3.2
MONTHLY AVERAGE RESPONSE TIME
Rye Brook Fire Department - February through September 1996
i MONTH AVERAGE RESPONSE TIME
FEBRUARY 4:33
NLkRCH 4:05
APRIL 4:00
MAY 4:11
JUKE 4:19
JULY 4:30
AUGUST 4:34
SEPTEMBER 3:40
AVERAGE 4:17
Source: Rye Brook Fire Department
There are a number of factors that directly affect fire department response times. The
primary influencing factors include:
• Size of service area
• Location of fire station in service area
• Street layout
• Vehicle traffic
• Apparatus staffing approach
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RISK ASSESSMENT AND RESPONSE TIME
RESPONSE TIME (continued)
Given the location of the Rye Brook Fire Station in the lower end of the Village, significant
reduction in average response time should result from the relocation of the Fire Station to a
more central location in the Village.
MUTUAL AID
This Section provides and updated review of fire department mutual aid conceptually and its
use by the Rye Brook Fire Department and other fire departments located in Westchester
County.
"Mutual aid" as discussed in this Section refers to the response of fire and rescue apparatus
across jurisdictional or municipal boundaries. The effective use of mutual aid apparatus
response has become a successful means for the level of fire protection service in
participating jurisdictions to be improved without increased financial commitments. During
a time when many municipalities are continuing to deal with severe fiscal constraints, the
implementation of mutual aid---particularly automatic mutual aid---has become an accepted
national trend.
The NFPA Fire Protection Handbook states the tollowing regarding the implementation of
mutuai aid-
"Every fire department today should have mutuai-aid or automatic-aid contracts with
adjoining departments. These reciprocal agreements provide communities with the
ability to share their personnel and equipment to provide sufficient resources to
handle major emergencies in a timely and cost-effective manner."
The Concept
Mutual aid is the means by which one fire department or group of fire departments assists
another either upon request on an incident-by-incident basis, or on an automatic basis from
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RISK ASSESSMENT AND RESPONSE TIME
MUTUAL AID (continued)
the point of initial dispatch. It is virtually impossible for any local government to staff and
equip its fire services to handle every potential major incident. This is especially true for
smaller municipalities. The cost would be prohibitive and is entirely unrealistic, especially
considering fiscal constraints facing local jurisdictions today. As a result, it is very common
for fire departments to implement mutual aid agreements with the surrounding jurisdictions;
and, as a result, personnel and equipment are dispatched on certain types of major incidents.
There are two types of mutual aid response approaches. One type of mutual aid is referred
to as "special request" mutual aid and involves a request made, either by the incident
commander or the emergency communications center. The second type of mutual aid is
"automatic" mutual aid that involves a request for mutual aid being made by the emergency
communications center under established protocols when the apparatus resources of the
requesting municipality reach such a low level that assistance is clearly needed for station
fill-in or a incident response.
Benefits of Automatic Mutual Aid
Improved fire protection service to the public can be attained in the following ways through
the use of automatic mutual aid on incidents where mutual aid companies are closer:
• More timely availability of apparatus on the scene of incidents
• Improved firefighter safety as a result of the reduced time necessary for mutual aid
units to arrive on the scene to provided needed assistance on the incident
• Decreased response times.
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RISK ASSESSMENT AND RESPONSE TIME
MU T UAL AID (continued)
Mutual Aid in Rye Brook
The mutual aid procedures followed by the Rye Brook Fire Department for the Village of
Rye Brook are in compliance with the Westchester County mutual aid program and
agreement. Specifically, the Rye Brook Fire Department initial mutual aid selections and
responses into Rye Brook for mutual aid are as follows:
Initial Mutual Aid Dispatch Selections:
Initial Mutual Aid Dispatch Selections:
Engines Trucks Special
l. Port Chester Port Chester Air: R-4 or CD-446
2. Purchase Purchase Rescue: R-40 Port Chester
R-30
3. Harrison Harrison Lights: Harrison Utility
4. Armonk White Plains
5. White Plains Wcst Hanison
Responses in Rye Brook:
Full Assignment: Scene Relo Stby
E:T:R E:T:R E:T
E-220; L-66; Pail on Call Reserves; Office 1:1:0 0:0:0 0:0
1 st Alarm:
E-221; All Call for Paid On-Call Reserves 2:1:0 1:0:0 0:0
Relocate M/A Engine to Rye Brook
Request Rye-Port Chester VAC to Scene
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RISK ASSESSMENT AND RESPONSE TIME
MUTUAL AID (continued)
Scene Relo Stby
E:T:R E:T:R E:T
2nd Alarm: 4:1:0 1:0:0 0:1
Relocated M/A Engine to Scene
Additional M/A Engine to Scene-to Staged location: FAST Team
Relocate additional M/A Engine to Rye Brook
Place NVA Truck (Specify TL, Tiller, Straight Ladder) on stand-by for Rye
Brook from their quarters
3rd Alarm: 5:2:1 1:0:0 0:1
Relocated M/A Engine to Scene
M/A Ladder on stand-by to Scene
M/A Rescue to Scene-FAST Team
Relocate additional M/A Engine to Rye Brook
Place M/A Truck (Specify TL, Tiller, Straight Ladder) on stand-by for Rye
Brook from their quarters.
Westchester County Mutual Aid Approach
During the 1992 Fire Service Evaluation for the Village of Rye Brook, the Study Team was
advised that the fire departments surrounding the Village of Rye Brook use mutual aid from
other neighboring fire departments only upon special request from the officer in charge. The
Study Team was also advised that the area fire departments rarely request mutual aid
assistance from each other.
When used, the procedure used for a mutual aid generally is as follows:
• The emergency call is received and units are dispatched
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MUTUAL AID (continued)
• The senior fire department official arrives on the scene and determines that additional
assistance through mutual aid is necessary
• The senior officer contacts his dispatcher and requests mutual aid
• The requesting department's dispatcher contacts the dispatcher for the department to
provide mutual aid to request assistance
• The senior officer of the fire department to whom the mutual aid request was made
is contacted for a decision regarding mutual aid response
• Assuming the fire department official receiving the request approves that request, the
dispatcher dispatches the fire units requested for mutual aid
• The mutual aid apparatus responds as dispatched
• The mutual aid units arrive on the scene and begin to provide the requested service
This method is time-consuming and it delays the mutual aid units' response until after the
initial dispatch or as late as when initial units arrive on the scene. The 1992 Fire Service
Evaluation Study recommended that the automatic mutual aid be iinplemented as a means
of improving service to the Rye Brook area. The Village of Rye Brook is encourag;,d to
work with area fire department and Westchester County to implement a true automatic
approach to the mutual use of resources in order to improve service to the public with little
increased cost.
COMMUNICATIONS AND DISPATCH
As discussed previously with Rye B_z)ok officials, a Fire Department's communication
system is an integral part of the department's operation, not an auxiliary function. The
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RISK ASSESSMENT AND RESPONSE TIME
COMMUNICATIONS AND DISPATCH (continued)
effectiveness of the communications system is a critical factor in the delivery of fire and
rescue services. All components of the fire communications service, including the telephone
system, command and control operations, radio frequencies, and personnel must work
properly if the system as a whole is to function efficiently within the context of the entire fire
department service delivery system.
A communications system, including the personnel and equipment, must be as dependable
as possible. The system must provide continuous 24-hour per day operations. It is important
to point out the critical nature of the communications function to the success of the basic
service delivery. A breakdown in the communications function can reduce the effectiveness
of the operation and impair the safety of firefighters. Communications failures or
inefficiency jeopardizes service effectiveness and safety in the community by depriving the
community of prompt service. Any interruption in communications, no matter how brief,
might be the moment that an emergency arises, thus causing further problems beyond those
the Fire Department was already responding.
Dependability should be built into the communications system by:
• Purchasing the most rugged and dependable equipment available
• Instituting an adequate preventative maintenance program
• Maintaining sufficient stand-by equipment
• Carefully selecting, training, and supervising dispatch personnel
These considerations apply equally to the fire department,police department, and emergency
medical services dispatch components.
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RISK ASSESSMENT AND RESPONSE TIME
COMMUNICATIONS AND DISPATCH (continued)
The placement of communications responsibility in a municipality or set of municipalities
has been a sensitive issue in public safety. Public safety personnel may believe that they
should control their own operations, while police personnel may feel that fire personnel
cannot relate to their needs. To address these various concerns, municipalities employ
various approaches: separate police and fire dispatch; combined police and fire dispatch,
generally managed by police departments; and creation of public safety departments, to
include the dispatch function and contract services.
Rye Brook Communications Approach
In the Village of Rye Brook, the communications and dispatch functions are outlined in the
contract between Rural/Metro and the Village of Rye Brook:
"Rye Brook shall during the term of this Agreement maintain and operate its present
Communication Center. The Communication Center shall be equipped with U.L.
approved equipment and be adequately staffed to receive fire and emergency related
calls from the community, and shall dispatch the necessary emergency related
vehicles in response to those calls. The equipment and staffing shall at all times be
sufficient to handle predictable call volumes and demand fluctuations.
A. All incoming telephone sines used by the public to request service, ring-down
lines, and radio channels used to communicate field units shall be
recorded at all times and capable of simultaneously recording and
electronically time-stamping all such communications. The Communication
Center shall retain all such recordings for a period of not less than six (6)
months, and shall make available such recordings to Rural/Metro within seven
(7) working days of the request.
B. Communications Center dispatch times of apparatus shall be measured and
dispatch performance criteria met. Dispatch performance criteria is defined
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RISK ASSESSMENT AND RESPONSE TIME
COMMUNICATIONS AND DISPATCH (continued)
as requiring ninety percent (90%) of all dispatches to be completed within
sixty (60) seconds. The dispatch time shall be measured from the point at
which a verifiable address is obtained from the calling party to the point at
which the dispatcher completes radio notification to the apparatus assigned to
the response. Any dispatch taking more than sixty (60) seconds to complete
shall be documented, and reports shall be available to Rural/Metro.
C. Dispatch and communications shall be through the Rye Brook Police
Department. Rural/Metro will have an opportunity to review the Rye Brook
Police Department communications system and make recommendations".
Transition to Westchester County Fire Dispatch
The 1992 Fire Service Evaluation Study recommended that the Westchester County fire
dispatch center be requested to dispatch the Rye Brook Fire Department in order to attain
improved efficiency and effectiveness in fire and related incident dispatches. The Study
Team has been advised that request was made, Westchester County has agreed to provide
that dispatch function for the Village and implementation of the transition to County dispatch
is underway. The Village of Rye Brook is encouraged to proceed to implement this
transition as soon as possible in order for improved dispatch efficiency and in order to begin
to attain the benefits, such as improved incident documentation, of the transition. Both the
County and Village are to be commended for this initiative.
RECOMMENDATIONS
3.1 The Village of Rye Brook is encouraged to work with area fire department and
Westchester County to implement a true automatic approach to the mutual use of
resources in order to improve service to the public with little increased cost.
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RISK ASSESSMENT AND RESPONSE TIME
3.2 The Village of Rye Brook is encouraged to proceed to implement the transition to
County dispatch of fire and related incidents as soon as possible in order for improved
dispatch efficiency and in order to begin to attain the benefits, such as improved
incident documentation, of the transition.
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CHAPTER FOUR
FIRE STATION OPTIONS
CHAPTER FOUR
FIRE STATION OPTIONS
This Chapter outlines the fire station location recommendations of previous studies and
reviews the options and presents recommendations for future fire station siting in the Village
of Rye Brook.
BACKGROUND
The vehicular apparatus of the Rye Brook Fire Department is currently housed on the
Ellendale Avenue property (less than half of a city block off Ridge Street) next to the Village
Garage. A two-bay building and a renovated office trailer are being utilized for the
temporary living and office needs of fire department personnel.
The Village of Rye Brook has been planning for the construction of a new fire station facility
on a site, yet to be selected. Three previous studies made recommendations for the location
of a fire station in the Village of Rye Brook.
PREVIOUS STATION LOCATION RECOMMENDATIONS
The following sections summarize the findings of previous fire station location analysis
conducted for the Village of Rye Brook.
Findings of the 1992 Fire Service Evaluation
The 1992 Fire Service Evaluation of the fire services provided to the Village of Rye Brook
included a detailed fire station location analysis. As background, the major findings (which
were only advisory) of that fire station location analysis were:
"Based on the application of this two-mile response standard, the Study Team has
arrived at the following conclusions regarding station location and utilization:
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PREVIOUS RECOMMENDATIONS (continued)
1. Any one of the four Port Chester fire stations, properly staffed and equipped
with fire apparatus would be sufficient to serve the Village of Port Chester and
the lower half of the Village of Rye Brook.
2. The upper half of the Village of Rye Brook, North of Hutchinson River
Parkway, is outside of the two-mile response area standard. Responses into
this part of the Village of Rye Brook are in excess of four minutes, even if
there are firefighting personnel in the fire station and the apparatus from
the closest Port Chester fire station responds immediately when
dispatched.
3. Available fire protection resources in the form of other nearby fire stations,
apparatus and personnel are not being utilized to provide service to the Village
of Rye Brook in the shortest possible time.
Only apparatus and personnel from Port Chester Fire Department fire stations
are being dispatched into Rye Brook despite the availability of fire apparatus
and personnel in other area fire stations that are sometimes closer and could
arrive on the scene and commence emergency operations in a shorter time
frame.
4. An automatic response mutual aid plan is not in place to provide service in the
shortest time frame."
Fire Router Fire Station Location Analysis
The location for a Rye Brook fire station was originally identified in the 1992 Fire Service
Evaluation Study. The initial evaluation has been updated by a computerized fire station
location analysis conducted for Rural Metro. Some information regarding that analysis is
included in the remainder of this Section.
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PREVIOUS RECOMMENDATIONS (continued)
In order to project a fire department's future needs, Rural/Metro Corporation utilized a
computer program to aid in these important decisions. The Fire Router Transportation
Package, produced by a company in Toronto, Canada, uses actual road networks, distances
and average speeds to determine station coverage. It also has the capability of comparing the
calculated response times with the anticipated risks within the study area.
The program provides the following information for the management staff to formulate their
decisions.
I. Building Optimum Routes:
Response routes from any fire station to any demand zone based on minimum time
or distance.
2. Zone to Zone Response:
Minimum time or distance from any demand zone to any demand zone.
3. Fire Demand Zone Response Summary:
Summarize the fire protection coverage given by a defined scenario of fire station,
identifying zones that are adequately served and those that are inadequately served.
4. Multiple Station Response Summary:
The determination of fire stations in sequence which have the lowest response times
and trips to each demand zone.
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PREVIOUS RECOMMENDATIONS (continued)
5. Fire Station Demand Summary:
For each fire station, the program produces a list of demand zones for which that
station has the minimum response time, second best, third best, and fourth best
response times. The program also produces a summary of the utility of each fire
station, based on user supplied "risk quantities," for each demand zone.
6. Multiple Fire Station Location Optimizer:
The program produces the top 25 locations for future fire station locations. The user
can define fixed or existing locations and the system identifies the alternatives
including average weighted response times for each scenario.
The system measures the user identified risk for each fire demand zone. The risk can be
established by any guideline. Examples of these guidelines include: resident population,
incident history, anticipated fire flow (water supply), etc.
The Village of Rye Brook Study utilized resident population and average anticipated fire
flow. When the system compares response times and risk quantities, it provides "average
weighted" response times. Those weighted response times are the average of all the
responses within the demand zone that have a quantity of risk being evaluated. For example,
a zone with no population and a seven-minute response time would not be averaged into
those responses of zones with populations.
All the data base information can easily be changed to accommodate the growth that occurs
within the Village of Rye Brook. The Village of Rye Brook, New York is primarily a
bedroom community with approximately 3,000 residences located on the southern New
York, Connecticut state line. The majority of the area is single and multi-family residential
and light commercial retail.
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PREVIOUS RECOMMENDATIONS (continued)
The Fire Router report considered the proposed expansion of the Royal Executive Park Phase
3 which has been approved for development.
THE FACILITIES COMMITTEE
By resolution dated October 13, 1992, the Rye Brook Village Board of Trustees created the
Facilities Committee consisting of seven members appointed from the community to
establish the long-term needs of the Village as they relate to the need or benefit of
establishing facilities for the community. A number of future Village facilities were being
considered, including a new Village office, community center,pool complex and fire station.
The resolution stated, in part, that "a needs assessment, both from a financial standpoint and
socio-qualitative point of view, must be conducted in order to determine and prioritize the
development of needed facilities."
Since its creation,the Facilities Committee has worked on and made recommendations to the
Board of Trustees on a number of Village facility projects including the new Village office
that has just been completed on King Street. In early 1995 the Facilities Committee began
deliberations in preparation for making recommendations to the Village Board of Trustees
on a site for the first permanent fire station for the Village of Rye Brook.
The Study Team was advised that the Facilities Committee performed the following types
of primary tasks as part of its work:
• Developed a list of possible sites for a fire station facility
• Developed criteria for site selection determination
• Obtained community involvement and input through a number of open meetings
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FACILITIES COMMIT TEE (continued)
• Visited and videotaped a number of area fire stations in other municipalities, e.g.
Scarsdale, White Plains, New Rochelle and Town of Mamaroneck
• Interviewed neighbors of some fire stations to obtain information on their perceived
impact of living near a fire station
• Evaluated the list of available fire station sites against the site selection criteria and
established a final list of possible fire station locations
The Study Team was provided with all information relative to the work of the Facilities
Committee, reviewed videotapes of previous public Committee meetings and met with the
Committee in open session. The Study Team was impressed with the complete,
professional and open approach taken by the Committee in its work. This is the most
comprehensive and open process for fire station location site selection followed by any
citizen committee observed by the Study Team.
Initial List of Possible Sites
The following is the preliminary unpricruized list o: possible fire station location sites
developed by the Rye Brook Facilities Committee:
1. Westchester Airport
2. King Street and Anderson Hill Road
3. North Ridge Street and Betsy Brown Road
4. Rye Brook High School garage area
5. Bowman Avenue - Rye City property
6. Crawford Park - North Ridge Street side
7. High Point Hospital
8. King Street and Hillandale Road - former compost site
9. King Street north of the new Village Hall
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FACILITIES COMMITTEE (continued)
10. King Street at Comly Avenue
11. King Street on the new Village Hall property
12. North Ridge Street and Rocking Horse Trail
13. North Ridge Street across from Sleepy Hollow Road
14. West William Street as part of the Highway/Recreation Department complex
The Study Team was advised that the Facilities Committee developed this list of possible fire
station sites based on research by its members and input received from members of the
community. This list was reviewed with the public at a number of open Committee meetings
to insure that there were no available sites being overlooked. Based on that process, the
above initial list was formed.
Site Selection Criteria
In the experiences of the Study Team, fire station sites are selected by municipalities based
on a number of criteria that includes the following:
• Geographic layout of the area of the community to be served
• Location of primary roadway arteries
• Traffic patterns and related issues
• Emergency apparatus response experience
• Impact on the community
• Response time data and projections
• Sites available
• Size and topography of available sites
• Location of major intersections
• Location of possible response barriers, including railroad lines, drawbridges, creeks,
rivers and flood prone areas
• Projected construction costs
• Location of one-way streets
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FACILITIES COMMITTEE (continued)
• Known traffic bottlenecks
With significant community input, the Facilities Committee determined that the following
six items would serve as the primary criteria for site selection:
l. Response time
2. Topography of the site
3. Size of the site - .2 to three acres
4. Economics - cost property and facility construction and economic impact on
home values
5. Traffic
6. Safety - of citizens and firefighters
The Facilities Comnittee did not prioritize the above selection criteria; however, based on
discussion with the Committee, community,niembe�s and Village officials,the response time
and safety criteria appeared to the Study Team to be the more important items.
The Study Teams considers the criteria to be very complete and consistent with the criteria
typically used by other municipalities and the Study Team in fire station location studies.
Therefore, the Study Team utilized these criteria in developing its conclusions and
recommendations for the Village of Rye Brook. It should be noted that the Study Team
considers response time to be the single most important criteria in selecting a fire
station site.
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FIRE STATION LOCATION OPTIONS
FACILITIES COMMITTEE (continued)
Final List of Potential Sites
In utilizing the site selection criteria, the Facilities Committee process led to the elimination
of 10 sites from further consideration. The Study Team reviewed the process and agrees that
there was justification for the elimination of the 10 sites. The Study Team was advised that
based on Committee deliberations the following sites remain under consideration:
1. North Ridge Street and Betsy Brown Road
2. North Ridge Street across from Sleepy Hollow Road
3. King Street north of new Village Hall
4. King Street and Hillandale Road
Since the Study Team did not see any other potentially acceptable fire station location sites,
the Study Team will consider these four potential fire station sites in subsequent sections of
this Chapter.
It should be noted that the four remaining possible fire station sites fit the selection criteria
for purposes of one fire station serving the Village of Rye Brook. The Study Team was
requested to review and provide conclusions and recommendations on a two-fire-station
option. A later section of this Chapter assesses a two-fire-station option.
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FIRE STATION LOCATION OPTIONS
FIRE STATION FACILITY DESIGN
General Design Requirements
Since the 1980s, a number of changes in the fire protection industry have necessitated
changes in fire station design.
In 1989, the International Association of Fire Chiefb published a document entitled "Fire
Station Planning, Design and Construction." That document, which includes pictures and
schematics, covers the following subjects:
• Fire station planning.
• Functions and uses.
• Rooms and types of rooms.
• Proximity spaces.
• Space requirements.
• Safety Features (NFPA 1500).
• Materials.
• Lighting and power.
• Heating and cooling.
• Communications.
• Size of property.
• Outside configuration.
• Codes and standards.
Two additional reference sources published by the National Fire Protection Association
provide excellent fire station design information. The Fire Chiefs Handbook includes a
chapter entitled, "Fire Station Facility and Design." This chapter is very detailed and
includes information on the following:
Impact of organizational aspects
• Basic layout concepts
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FIRE STATION FACILITY DESIGN (continued)
• Appearance considerations
• Special design considerations
• Space requirements
• Estimating total space requirements
• Design budgets
• Construction system and equipment selection
• Response systems
• Construction process
Additionally, the Fire Protection Handbook, 18' Edition, includes a chapter entitled, Fire
Department Facilities and Fire Training Facilities that also addresses fire station design
topics, including:
• Plan types
• Adjacency relationships for space planning
• Space planning analysis to obtain the gross area requirements
• Space components
The Village of Rye Brook may wish to review these fire station planning documents to insure
that its future fire station facility/s are as complete and workable as possible.
Rye Brook Fire Station
As stated in the 1992 Fire Services Study, the fire station envisioned by the Study Team is
a medium sized facility of approximately 7,500-8,000 square feet. A new fire station should
include four apparatus, an apparatus exhaust system and an emergency generator. It should
be fully sprinklered and have adequate space to support four paid firefighters 24 hours per
day and four volunteers on standby nights and weekends. The facility should also be able
to support the needs of the Fire Department in terms of administrative, training and meeting
space.
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FIRE STATION LOCATION OPTIONS
SIZE AND CONFIGURATION OF SITE
The size and configuration of the site for a permanent Rye Brook Fire Station should be large
enough and configured adequately to meet the Fire Department's present and future needs.
A number of the key factors to consider in making a determination of size include:
• Maximum number of firefighters to be supported by the facility
• Number and size of apparatus to be housed
• Future expectations for growth and expansion, if any, of the service area
• Functions, fire department and other, to be supported by the facility
Once these planning factors have been considered and determined, the size of the facility and
the site required to support the planned facility may be determined. The width and depth
requirements of the property may then be considered. In so doing, the following types of
criteria are typically used to determine the adequacy of the size of the site. The width and
depth of the site should:
• Accommodate the agreed upon station size and design
• Afford sufficient space for an effective buffer of landscaping between the fire station
property and adjacent properties
• Allow for adequate parking
• Allow for di:ve-through operations with rear drive through of fire apparatus
• Permit the inclusion of effective anti-noise and anti-might light buffers
• Provide for proper municipal setback requirements
• Provide area for training in the rear or side of the station
• Afford enough space on the engine room ramp to hold the longest apparatus to be
housed at the station without projecting onto the sidewalk or street
The Study Team has assessed the final four sites under consideration for the location of the
future Rye Brook Fire Station. All four sites are minimally adequate in size and
configuration to serve as the site of the future fire station. Each site, however, differs from
the others in terms of relative level of acceptability. The Study Team has compared the-final
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SIZE AND CONFIGURATION OF SITE (continued)
four sites relative to the above criteria on site size and configuration. Based on that
assessment, the Study Team considers three sites as equal in terms of adequacy: North Ridge
Street and Betsy Brown Road,North Ridge Street across from Sleepy Hollow Road and King
Street and Hillandale Road. The two sites on King Street north of the new Village Hall,
although minimally adequate, are considered to be less adequate than the other three final
sites because of smaller size, narrow configuration and proximity to adjacent residences.
TRAFFIC ANALYSIS
Response time is considered by many fire station planners to be the most critical item in the
selection of a site for a new fire station. The assessment of traffic-related issues is a primary
consideration in assessing the response time component.
The following are a number of the factors typically considered by municipal traffic engineers
when assessing traffic-related issues relative to making fire station location decisions:
• Street layout
• Traffic density
• Response hazards; narrow streets, low clearances and overhead wires
• Special needs; hospitals, schools, nursing homes and places of assembly
• Anticipated changes; areas of future growth, planned street widenings or rerouting,
major construction and overall municipal plan
• Motor vehicle history
Rye Brook Traffic Analysis
The Village of Rye Brook has conducted a number of traffic analyses to assist Village
officials in a number of planning efforts, including a traffic analysis that was conducted and
report issued to assist with the planning of the new Village Hall complex on King Street
south of the Hutchinson River Parkway.
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TRAFFIC ANALYSIS (continued)
By request of the Facilities Committee and consistent with the importance of traffic analysis
to fire station location planning, the Village of Rye Brook had a traffic analysis conducted
of the following four traffic ccrridors associated with the target areas being considered:
1. North Ridge Street at Betsy Brown Road
2. North Ridge Street south of Sleepy Hollow Road
3. King Street south of the Hutchinson River Parkway
4. King Street, on the westerly side of the roadway, south of Blind Brook
Middle/High Schools
This traffic analysis was conducted by Frederick P. Clark Associates, Inc. for the purpose of
providing an overview of traffic conditions in the vicinity of the final fire station sites under
consideration. The Study Team was provided with a copy of the traffic analysis report. The
source of all traffic information referenced in this Fire Station Location Study was drawn by
the Study Team from the traffic analysis conducted by Frederick P. Clark Associates. Inc.
Roadways
North Ridge Street at Betsy Brown Road - North Ridge Street in the vicinity of this
intersection is a two-lane road, maintained by Westchester County. It has a pavement
width of approximately 24 feet. This road intersects several Village streets,
Westchester Avenue and Bowman Avenue. To the north, it intersects the Hutchinson
River Parkway at a full-movement diamond interchange. The intersection of Betsy
Brown Road is controlled by a two-phase traffic signal. Land use in the immediate
vicinity of the intersection is residential, except Crawford Park, a Rye Town park,
located south of this intersection with an entrance drive from North Ridge Street.
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TRAFFIC ANALYSIS (continued)
Betsy Brown Road is a local, Village-maintained roadway, with a posted speed limit
of 30 miles per hour. This two-lane road has a pavement width of 34 feet, both east
and west of the North Ridge Street Intersection.
North Ridge Street south of Sleepy Hollow Road-This two-lane, County-maintained,
road has a posted speed limit of 30 miles per hour and a pavement width of
approximately 22 feet. Traffic control in the vicinity of this site is limited to `STOP'
signs on side street approaches, including the school access drives. Land use in the
vicinity of the site is residential, except for Ridge Street School located on the
opposite side of the street and a day care facility located north of the site on the same
side of North Ridge Street. Sight lines are generally good in the vicinity of this site.
North Ridge Street begins to the north at King Street, intersects the Hutchison River
Parkway at a diamond-type interchange and continues to the south and the Village
commercial center.
Kin S,g treet (Near Parkway Ramps) - This two-lane, State highway, begins to the
south in the Village of Port Chester, continuing in a northwest direction to
Westchester County Airport, and terminating at New York Route 120. This roadway
has a posted speed limit of 40 miles per hour in the vicinity of the sites.
The two parcels under consideration for a fire station location north of Village Hall
are located on the westerly side of King Street near the Hutchinson River Parkway
northbound on/off ramps. Sight distance along King Street in this area is acceptable
at both parcels. The pavement width in the vicinity of these two sites is from 24 to
40 feet.
Traffic signals are located to the south at the Arbors Drive and Glenville Road
intersections. To the north, side roads and Parkway ramp intersection are controlled
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TRAFFIC ANALYSIS (continued)
by `STOP' signs. Land use is mostly residential, except for the new Village
Hall/Police Station and Blind Brook Middle/High Schools.
King Street (South of Glenville Road) - Another possible site is the Village-owned
land south of the Middle/High Schools on King Street Access would be from King
Street on the inside of a curve---which could potentially restrict sight distance.
Traffic Volumes
This Section summarizes the traffic conditions near each of the potential fire stations sites,
as detailed in a report by Frederick P. Clark Associates, Inc.
North Ridge Street at Betsy Brown Road - A review of traffic at this intersection
(obtained in December 1996 by John Meyer Consulting) showed that during the
morning peak hour the two-way volume on North Ridge Street was between 670 and
690 vehicles. During the afternoon peak hour, the two-way volume was between 555
and 625 vehicles.
Betsy Brown, west of the North Ridge Street intersection, carries a two-way volume
of 65 vehicles during the morning peak hour and 40 vehicles during the afternoon
peak hour. East of the North Ridge Street intersection had a recorded two-way
volume of 325 and 305 vehicles during the morning peak and afternoon hours,
respectively.
North Ridge Street south of Sleepy Hollow Road - Traffic volume surveys were
conducted on North Ridge Street at each of the school access drives and the
Rockinghorse Trail intersection. A review of the peak hour volumes shows that
during the morning peak hour the two-way volume on North Ridge Street adjacent to
the site is 490 vehicles. At the sanit _c,�ation during the afternoon peak hour, the two-
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TRAFFIC ANALYSIS (continued)
hour volume is 400 vehicles. A majority of the traffic on North Ridge Street near the
elementary school is due to the school parent pick-up and drop-off activities.
It should be noted that during the peak hour the two-way volume on North Ridge
Street further to the south between the school exit drive and the lower parking lot
entrance is 710 vehicles. Afternoon peak hour volumes are higher a short distance to
the south of the potential fire station site. Again, these traffic volumes are mostly
related to school traffic.
King Street (Near Parkway Ramps) - Estimated 1997 traffic volumes, which include
the new Village Hall traffic, show that King Street carries a two-way volume of
approximately 1,750 during the morning peak hour (8:00-9:00 AM) and 1,625
vehicles during the afternoon peak hour (5:00-6:00 PM). An evaluation of these
traffic volumes shows that King Street is congested during peak hours. This high
volume of traffic can be attributed to:
• Commuters accessing the Hutchinson River/Merritt Parkway, Blind Brook
Middle/High Schools, and
• Motorists traveling to downtown Port Chester, office parks along King Street
north of the Hutchinson River Parkway and Westchester County Airport
Kin Sg treet (South of Glenville Road) - The estimated two-way volume on King
Street south of Glenville Road is 1,210 and 1,215 vehicles during the morning and
afternoon peak hours, respectively. Glenville Road carries several hundred vehicles
during both peak hours. It should be noted that although the School generates a high
volume of traffic during the one hour period from 2:45-3:45 PM, the afternoon peak
hour actually occurs 5:00-6:00 PM.
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TRAFFIC ANALYSIS (continued)
Motor Vehicle Accident History
This Section reviews motor vehicle accident history obtained by Frederick P. Clark
Associates, Inc. from the Village of Rye Brook Police Department for the period from
January 1, 1994 through October 31, 1996. Accident history for North Ridge Street for the
section from King Street to Ridge Boulevard and King Street from North Ridge Street to
Hillandale Road was obtained.
North Ridge Street at Betsy Brown Road - There were seven accidents recorded on
North Ridge Street, from the Hutchinson River Parkway interchange to Ridge
Boulevard in 1994, five accidents in 1995 and 13 in 1996 (January through October).
The highest number of accidents recorded at one intersection was three at the North
Ridge Street/Ridge Boulevard and the North Ridge Street/Betsy Brown Road
Intersection.
On Betsy Brown Road to Haines Boulevard to the east, there was one accident
reported in 1994, two accidents each in 1995 and 1996 (January through October).
North Ridge Street in the Vicinity of Sleepy Hollow Road - In the section of North
Ridge Street between King Street and the Hutchinson River Parkway interchange,
there were nine accidents reported at five different intersections. The North Ridge
Street/Hutchinson River Parkway southbound ramps intersection had the highest
number of accidents recorded with four accidents in 1994.
Kin Street treet - Accident history was obtained for six intersections along King Street
between the South Ridge Street and Hillandale Road intersections. There were 18
accidents reported in 1994, 16 accidents in 1995 and 20 in 1996 (January through
October). The highest number of accidents was recorded at the King
Street/Hutchinson River Parkway northbound .umps/Glen Ridge Road intersection
with eight accidents in 1995 and five accidents in the first ten months of 1996. The
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TRAFFIC ANALYSIS (continued)
King Street/Arbor Drive and King Street/Glenville Road intersections both had five
accidents reported in 1994. The King Street/Hillandale Road intersection had three
accidents reported. Other intersections had one to three accidents reported on an
annual basis.
Future Road Improvements
The Frederick P. Clark Associates, Inc. traffic report included the following regarding
planned future road improvements:
"The New York State Department of Transportation (NYSDOT) plans to
reconstruct the Hutchinson River Parkway through the Village of Rye Brook.
It is anticipated that this construction will begin in two or three years.
Parkway improvements will include the North Ridge Street and King Street
interchanges. It has not been determined at this time what type of traffic
control will be installed at the Parkway ramp intersections on North Ridge
Street. North Ridge Street will remain a two-lane roadway in the vicinity of
the Parkway interchange. King Street, in the vicinity of the Parkway
interchange, will be upgraded to provide five lanes. Traffic signals will be
installed at the North Ridge Street/Parkway ramps and the Parkway
northbound ramps and Glen Ridge Road intersections. The widening will be
tapered down in front of the King Street sites to meet the existing two-lane
roadway".
TWO-FIRE-STATION OPTION
As requested by the Facilities Committee, this Section provides the Study Team's assessment
of the relative benefits of a two-fire-station option for the Village of Rye Brook.
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TWO-FIRE-STATION OPTION (continued)
Fire station location sites were not specifically identified. Apparently, the two-fire-station
option, as described to the Study Team, could involve the current Fire Station on W. William
Street remaining in operation with a second Village of Rye Brook fire station on King Street
on the old High Point Hospital site.
Impact on Response Time
On the surface, it would seem logical that the two-fire-station option should result in
improved response times of emergency fire and rescue apparatus to the Village of Rye
Brook. However, a detailed review of this fire station location option indicates that, unless
the staffing of the Rye Brook Fire Department is doubled, projected response times for
a two-fire-station option could increase rather than decrease.
The Rye Brook Fire Department's current initial response of firefighting personnel includes
four personnel, including the Fire Chief. The staff typically respond from one location on
two units of fire apparatus with the Fire Chief responding in the command unit. At the scene,
they form up into the Occupational Safety and Health Administration (OSHA) required fire
attack team of four personnel to initiate the attack on the fire. With this staffing strategy,
all personnel generally arrive at the scene at the same time and, as a team, begin the process
of assessment, establishing command and initiating fire attack, as required by the situation
found upon arrival.
Unless firefighter staffing were doubled, the operation of a two-fire-station configuration
could be accomplished in a number of ways, but would generally require splitting the current
staffing between the two fire stations with one firefighter responding from one fire station
on the pumper, the captain and a firefighter responding on the ladder truck from the second
fire station and the fire chief responding in the command unit. With this staffing approach,
fire attack could not be initiated until the other units were on the scene and the required four
member attack crew formed. Ther-tore, with the current staffing there would appear to be
no advantage to implementing a two-fire-station configuration.
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TWO-FIRE-STATION OPTION (continued)
Cost Implications
The following sections review the potential facility, operating and salaries and wages
expenses
Fire Station Construction Costs
The advocates of the two-fire-station option speculate that the current fire station on W.
William Street could remain in operation indefinitely at its present location and that the
current owner/developer of the old High Point Hospital site might donate the property to the
Village for a new fire station. Thus, it is postulated that the two-fire-station option could be
implemented at no additional cost for the facility than the one-fire-station option.
The Study Team was advised that the current W. William Street Fire Station site is only
temporary. The current Butler type building housing the fire apparatus was built to house
other Village maintenance functions. Additionally, the Study Team believes that the "mobile
home" currently used on a 24-hour basis as the living quarters, training and office area for
the firefighters is inadequate in terms of both space and functionality. This location does not
appear to be a permanent fire station location option. Its eventual replacement facility would
cost Rye Brook approximately $1.2 million.
Additionally, the High Point Hospital site would require the construction of a full fire station
facility at an additional cost of approximately $ 1.2 million. Assuming the High Point
Hospital site developer donates the property for the fire station, the two-fire-station option
could cost the Village of Rye Brook twice as much for facility construction as a one-fire-
station option.
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TWO-FIRE-STATION OPTION (continued)
Operating Expenses
The operating expenses---utilities, telephone, building maintenance and office supplies---for
a two-fire-station option could cost the Village of Rye Brook twice as much as the one fire
station option. The Study Team was advised that the current cost of operating the Rye Brook
Fire Station is approximately $19,000 annually. Therefore, it is estimated that the two-fire-
station option would cost a total of$38,000 annually.
Salaries and Wages Expenses
In order for a two-fire-station operation to be effective and provide any benefits to the
Village of Rye Brook, a minimum of two additional captains and six firefighters would be
required. Based on current salary data provided to the Study Team, this additional staffing
would cost Rye Brook an additional $320,000 annually.
Conclusion: Two-Fire-Station Option
In the Study Team's judgment, a two-fire-station option is not justified for the Village of Rye
Brook:
• Response times would be significantly increased unless the staffing of the Fire
Department is doubled at an estimated additional cost of$320,000
• A single fire station option seems to provided adequate response times to all parts of
the Village
• Fire station facility costs for construction could double for a total of$2.4 million
• Operating and maintenance costs could double to a total of$38,000 annually
Given the response times projected for sites currently under consideration for the one-fire-
station option and the estimated cost increases, the Study Team is not recommending two
fire stations for the Village of Rye Brook.
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS
This Section reviews and assesses the four final fire stations sites.
During the on-site visits by the Study Team, a number of issues were raised by proponents
and opponents of a number of these sites that, in the opinion of the Study Team, may apply
essentially equally to all sites. These issues appear to apply across the board to all sites and,
therefore, may not contribute to the discussion as a means of differentiating between the
relative comparison of the final sites. For that reason, the following items are not discussed
specifically as part of the following sections:
• Fire House Noise - A number of opponents of sites indicated that fire stations
generally create increased noise in the neighborhood near the fire station. The Study
Team was advised that a survey of residents located near a number of fire stations in
Westchester County indicated that they did not notice or consider this to be a
problem. The survey results aside, any potential noise problem would not be more
or less pronounced among the four final sites under consideration. Therefore, noise
generation is not discussed as a site selection factor in the following sections.
• Real Estate Value - There was a concern expressed by a number of residents that the
placement of a fire station in their neighborhood would have an adverse impact on the
value of or future ability to sell their property. The Study Team had not encountered
this concern during any of the other 50 fire station location studies it has conducted
in the past. Perceived or real, it is an obvious concern in Rye Brook. However, all
of the final sites being considered are in residential neighborhoods and any such
impact would be similar among the four sites under consideration. Therefore, impact
on real estate value is not discussed as a site selection factor in the following sections.
In the following sections, selection criteria relative to each of the four final sites are
discussed. Subsequently, the four sites are rated numerically to provide a focused
comparison of the four sites.
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
North Ridge and Betsy Brown
This site is part of the Red Roof Farm property which comprises 22 acres of property. The
portion of this property under consideration is on North Ridge Street at or near Betsy Brown
Road.
Response time
The projected response time from this site to all of the Village of Rye Brook is 3.4 minutes
with an average fire apparatus speed of 23 mile per hour. This site provides the second best
projected response time relative to the other three sites under consideration. This site would
provide excellent north-south and cross Village response utilizing the North Ridge Street and
Betsy Brown Road intersection. If southbound North Ridge Street were blocked, due to auto
accident or tree down, etc., acceptable response to the area of the Hilton Hotel, for example,
would be available via Pine Ridge Road. Additionally, this site would provide the best
overall response time to the four schools serving Rye Brook.
Safety
This site is located at an intersection rqu-L is already controlled by a traffic light. Ingress and
egress to the fire station could be onto Betsy Brown K.oad with direct access onto North
Ridge Street being controlled by the traffic light at the intersection.
Topography
The topography of this site is adequate for the construction of a Rye Brook fire station.
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
Size and Shape of the Site
The size of this site is sufficient to build a suitable new fire station. The actual size and
shape of this property would need to be negotiated with the current owners.
Economics
This site would be the most costly site to prepare for use as a fire station. A significant
amount of cut and fill earth work would need to be accomplished. The Village of Rye Brook
provided the Study Team with site preparation estimates considered necessary to grade this
site for the construction of a fire station. These estimates were predicated on an overall pad
size for building, parking and circulation of 180' by 240' for a fire station with a "foot print"
of approximately 80' by 100.
The estimates are as follows:
• 10,000 cubic yards of earth (estimated to be 75% rock) would need to be excavated
• 1,000 cubic yards of compacted fill would need to be provided
Based on the above, the estimated cost of performing this work is $245,000.
The estimated cost of building a fire station on this site is $1.45 million.
If this site is selected by the Village, negotiations would need to take place with the owner
to determine the cost of site acquisition.
Traffic
The Frederick P. Clark Associates, Inc. traffic report included the following summary of this
possible fire station location site, access from adjacent streets and traffic impacts:
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
"Due to the grades of the vacant property which rises away from the roadway, site
access modifications would be necessary to permit access from North Ridge Street.
Due to the alignment of the North Ridge Street north of Betsy Brown Road
intersection, it may be appropriate to have all access via Betsy Brown Road..
However, site access could be permitted from North Ridge Street with all existing
traffic using Betsy Brown Road and taking; advantage of the existing traffic signal.
This intersection currently operates at a Level of Service `B' during both the morning
and afternoon peak hours. With the anticipated development of the vacant property
surrounding this site, it is anticipated that the Level of Service will remain the same
during both peak hours. A fire house at this site will be more centrally located,
especially with respect to the central business district located on South Ridge Street
to the South".
North Ridge and Sleepy Hollow
This site is just south of the intersection of North Ridge Street and Sleepy Hollow Road. The
site under consideration would be comprised of the property known as 399 North Ridge
Street and the adjacent Westchester County owned surplus property just to its north on North
Ridge Street.
Response Time
The projected response time from this site to all of the Village of Rye Brook is 3.2 minutes
with an average fire apparatus speed of 23 mile per hour. This site provides the best
projected response time relative to the other three sites under consideration.
Ell
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
Safety
A safety concern was expressed by a number of Rye Brook residents regarding the proximity
of this site to the Ridge Street School. The concern relates to fire apparatus responding in
the area with elementary school students walking and running in the area and increased
traffic congestion in the area during the morning and afternoon times for school opening and
closing. While the perceptions of residents and especially parents are important, the Study
Team has generally observed a feeling of increased or improved public safety due to the
close proximity of fire, EMS and rescue services and improved security.
The Study Team noted the following items that relate to safety of residents, students and
faculty:
• State mandated 15 mph speed limit for emergency vehicles responding in the vicinity
of a school
• Stringent Fire Department policy relating to the operation of fire and rescue apparatus
with lights and sirens
• Professionally trained fire and rescue apparatus drivers
Additionally, it should be noted that the Ridge Street School is near the geographic center
of Rye Brook and it is also located on the primary north/south traffic corridor on which all
emergency vehicles must travel. Therefore, it appears that fire and rescue units will be
responding past the Ridge Street School on approximately 50 percent of all fire and EMS
calls for service regardless of which of the final sites is selected by the Village of Rye Brook.
Topogjaphy
This potential fire station location site is generally level.
oil
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
Size and Shape of the site
The size of this site is sufficient to build a suitable new fire station.
Economics
The cost of constructing a fire station on this site co:,ld be reduced by utilizing the existing
house as part of the final fire station facility. The existing house would need to be renovated
with a sprinkler system added and the additional engine bays and other facilities added to
complete the fire station. It is estimated that the cost of the fire station facility could be
reduced by at least $200,000.
Traffic
The Frederick P. Clark Associates, Inc. traffic report included the following summary of this
possible fire station location site, access from adjacent streets and traffic impacts:
"This section of North Ridge Street carries substantially less traffic when compared
to King Street in the vicinity of Hutchinson Riv--r Parkway interchange. A majority
of the traffic. congestion in this area is related to school activities at the elementary
school, which is located a very short distance south of the site. The presence of a fire
house would have little impact on this section of North Ridge Street, except during
the morning when school starts and at dismissal time. Otherwise, this roadway has
little, if any, traffic congestion. A traffic signa: would not be needed at this location.
This site is also more centrally located relative to the rest of the Village. The
Hutchinson River Parkway interchange should have little impact on traffic operations
along this section of North Ridge Street, since the volume of traffic using this
interchange is minimal. Sight distance on this section of roadway is good."
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
King Street North of Village Hall
There are two possible sites under consideration north of the new Village Hall. Both
properties are on the New York side of King Street just south of the Hutchinson River
Parkway. The first site at this location is the first property south of the Parkway and the
second possible site is the fourth property south of the Parkway. Due to their similarity and
close location to each other, these properties are reviewed together.
Response Time
The projected response time from these sites to all areas within the Village of Rye Brook is
4.0 minutes with an average fire apparatus speed of 27 mile per hour. The King Street sites
seem to provide the worst projected response time relative to the other sites under
consideration. Response time from these sites is hindered by the requirement for the
apparatus responding to the lower half of the Village to first respond up to North Ridge Street
and then to the call or to travel down King Street and respond through residential
neighborhoods on Betsy Brown Road over to North Ridge Street.
Safety
The primary safety concern regarding these sites relates to the high traffic volumes and prior
history of reported accidents. These sites are also near the entrance to the Blind Brook High
School.
Topography
These two sites would require limited site preparation as part of fire station construction.
The site closest to the new Village Hall would requires a limited amount of excavation to
render the site acceptable for fire station construction.
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
Size and Shape of the Site
The two sites that comprise this option are the least desirable from the point of view of size
and shape. Both are very narrow. If either of these sites were selected by the Village, the
fire station would need to be a drive-through facility with rear access to the fire station from
an alley way. Due to the turning radius of fire and rescue apparatus, the design of a fire
station on either of these sites would be difficult.
Economics
Both of these sites include a house on the property. However, due to the narrow nature of
these properties, it is doubtful that these houses could be incorporated into the ultimate
construction of a fire station. Therefore, it is estimated that, if either of these sites is selected,
a full fire station facility would be required at an estimated cost of $1.2 million.
Additionally, the location of a fire station on either of these sites would require the
expenditure of funds for appropriate traffic signalization.
If either of these sites were selected, the Village would need ro negotiate site acquisiiion with
the current owners.
Traffic
The Frederick P. Clark Associates, Inc. traffic report included the following summary of
these possible fire station location sites, access from adjacent streets and traffic impacts:
"...this roadway adjacent to the sites carries a peak volume of 1,750 vehicles during
the morning peak hour. Due to the high volume of traffic on this roadway, and traffic
congestion from the Middle/High Schools, combined with the traffic activity at the
Parkway ramps, access to any one of these parcels :nay require the installation of an
actuated traffic signal to permit emergency vehicles to exit a.fire house, With-.the
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
planned reconstruction of the Parkway and the Parkway ramps and a portion of King
Street, additional traffic congestion may occur because of the installation of traffic
signals at the off-ramps. The installation of a traffic signal at the fire house access
drive would have to be interconnected with the proposed traffic signals at the
Parkway ramps and possibly with the Arbors Drive and Glenville Road intersections.
Sight distance is good at these locations."
King Street Near Hillandale Road
This site is the old Village compost site located on King Street on the curve just north of
Hillandale Road.
Response time
The projected response time from this site to all areas of the Village of Rye Brook is 4.0
minutes with an average fire apparatus speed of 27 mile per hour. The King Street sites
provide the highest projected response time relative to the other sites under consideration.
Response time from this site is hindered by the requirement for the apparatus responding to
the lower half of the Village to respond up to North Ridge Street and then to the call or to
travel down King Street and respond through residential neighborhoods on Betsy Brown
Road over to North Ridge Street.
Safety
Safety concerns regarding this site relate to the high traffic volume and number of reported
accidents on King Street in this vicinity, its location near a curve on King Street and its
proximity to the entrance to the Blind Brook High School.
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FIRE STATION LOCATION OPTIONS
ONE STATION OPTIONS (continued)
Topography
This site is essentially level.
Size of the Site
The size of this site is sufficient to build a suitable new fire station.
Economics
The Village currently owns this property, therefore, there would be no site acquisition costs.
A full fire station facility would need to be constructed on this site at an estimated cost of
$1.2 million. Additionally, the location of a fire station on this site would require the
expenditure of funds for appropriate traffic signalization.
Traffic
King Street (South of Glenville Road) - This section dries less traffic than near the School
or the Parkway, however, it should be noted that fire apparatus responding from a fire station
at this location would most likely travel north through the portion of Ding Street that carries
heavier traffic. The peak hour volumes may still warrant the installation of an actuated
traffic signal, interconnected with the Glenville Road signal. Access to the Village-owned
site would be located on the inside of a curve. Sight distance would be restricted, possibly
in both directions. Clearing of vegetation would be needed to improve sight distance.
OVERALL SITE ASSESSMENT
The Study Team prepared a chart that includes a numerical rating system to provide visually
illustrate its findings and conclusions regarding the our final sites being considered from the
perspective of the site selection criteria. See Figure 4.1.
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e d r
FIRE STATION LOCATION'OPTIONS
OVERALL SITE ASSESSMENT (continued)
Figure 4.1
FIRE STATION SITE RATING
BASED ON THE SELECTION CRITERIA
RESPONSE TIME 2 1 4 4
SAFETY l 2 4 4
TOPOGRAPHY 1 1 3 2
SITE SIZE 1 1 4 1
ECONOMICS 4 1 3 3
TRAFFIC 1 2 4 4
SITE RATING 10 8 22 18
Note: In the above rating system 1 indicates the best and 4 indicates the worst.
As illustrated in Figure 4.1, it appears that the two potential fire station location sites on
North Ridge Street (Betsy Brown Road and Sleepy Hollow Road) are significantly better
sites than those on King Street. The advantages of the North Ridge Street sites over the King
Street sites can be summarized as follows:
• Projected response time is the lowest providing improved service to the Village
• Located centrally in the geographic area of the Village
• Located on North Ridge Street---the primary north/south traffic corridor
• Lowest number of reported traffic accidents
• Lowest traffic volumes
• Adequate size and configuration of property
It should be noted that neither of the North Ridge Street sites is a perfect fire station site. The
site at the intersection of Betsy Brown Road would be more costly to construct because of
topography. And, the site just south of the intersection with Sleepy Hollow Road has
significant public opposition due to its location near the Ridge Street School and the concerns
all
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FIRE STATION LOCATION OPTIONS
RECOMMENDATIONS (continued)
regarding student safety. With the exception of site preparation costs,the Betsy Brown Road
site may be the better of the two sites located on North Ridge Street. This site is located at
an intersection providing good cross Village access and provides the bes". overall response
time to the four schools serving the Village of Rye Brook.
The Study Team suggests that the Village of Rye Brook select oce of the two North Ridge
Street sites for the construction of its new permanent Fire Station. From either site, the Rye
Brook Fire Department should be able to provide improved fire and EMS service through
reduced response times; moreover, the Fire Department should be able to continue providing
high quality fire, EMS and rescue service.
RECOMMENDATIONS
4.1 The Village of Rye Brook should consult the IAFC's "Fire Station Planning, Design
and Construction" fire station planning document to assure that future fire station
facilities are as complete and workable as possible.
4.2 The Village of Rye Brook should consider acquirij:g the prrr:,,ty necessary for the
future fire statica office the Village Bo:•:.a dP* rm:: - .;:3 futu_-z fir-- station
develorni,mt plan.
4.3 Given the excellent response times projected for sites currentiy under consideratic.,
for the one-fire-stator. option and the estimated cost increases, the Village of Rye
Brook should utilize just one fire station.
4.5 The Village of Rye Brook should select one of the two North Ridge Street sites for
the construction of its new permanent Fire Station.
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