HomeMy WebLinkAboutStudy of Emergency Vehicle Potential Reponse Time KPMG
Vi flage o
Rye Brook
y
Study of Emergency Vehicle
Potential Response Time
Final Report
May 14, 1998
Peat Marwick LLP
345 Park Avenue Telephone 212 758 9700 Telefax 212 758 9819
New York,NY 10154 Telex 428038
May 8, 1998
The Board of Trustees
The Village of Rye Brook
938 King Street
Rye Brook,New York 10573
Dear Members of the Board:
KPMG Peat Marwick LLP (KPMG) is pleased to present this report to the Village of Rye
Brook for the independent validation of the Village's emergency vehicle potential
response time. Based on 150 runs conducted throughout different times of the day,the
Sleepy Hollow Road/North Ridge Street site had the lowest average response times and
lowest average mileage to the ten response locations selected by the village. The details
of these findings are documented in this report.
KPMG would like to thank the Village of Rye Brook for the opportunity to perform this
study. We would also like to thank the Rye Brook staff of Rural Metro for their
assistance in conducting the runs.
Sincerely,
KPMG Peat Marwick LLP
�C,) JI�L_
Dewey Loselle
Principal
1111 Member Firm of KPMG International
Study of Emergency Vehicle Potential Response Time in Rye Brook
TABLE OF CONTENTS
Page
1. Background and Objectives 2
2. Approach and Methodology 2
3. KPMG's Role as an Independent Evaluator 4
4. Summary of Findings 5
5. How to Read the Data Charts 6
6. Data Charts 7
• Table 1 - Mileage 8
• Table 2A - Overall Time Totals 9
• Table 2B - Overall Time Totals Analysis 10
• Table 3A - Morning Rush Times 11
• Table 3B - Morning Rush Time Analysis 12
• Table 4A - Late Morning/Early Afternoon Times 13
• Table 411 - Late Morning/Early Afternoon Analysis 14
• Table 5A - Afternoon Rush Times 15
• Table 511 - Afternoon Rush Time Analysis 16
7. Data Usage and Qualifiers 17
/EPA9�Peat Marwick LLP 1
Study of Emergency Vehicle Potential Response Time in Rye Brook
Background and Objectives
The Village of Rye Brook(Village) is examining the possibility of relocating the fire
station to one of five locations within the Village. This study was commissioned to
ensure that all sections of the Village, including those areas expected to be further
developed, will be adequately served by the new fire station(s). The role of KPMG was
to independently verify the Rye Brook Fire Department's mileage and response time from
each of the proposed fire station sites to ten key locations within the Village.
Approach and Methodology
Overall emergency response times include various components. The components of
emergency response time are as follows: the time between observation of incident and
notification of incident,the time required for processing incident information and
dispatching the fire department,the turnout time associated with on-duty emergency
personnel having to discontinue their present activity,properly attire themselves and
board the vehicle,the travel time to the incident site and finally the time between arriving
at the incident site and initiating appropriate action. Out of these components of the
response time,the component most likely to be affected by the location of the fire house
is the travel time to the incident. Accordingly,this study only validated the travel time
component and not any other components of the total response time. It is assumed that
the other elements of emergency response time would be constant regardless of the
location of any firehouse.
KPMG's project team included Chief Philip McLaughlin(Retired). Chief McLaughlin
has over 35 years of professional experience with the fire department in Philadelphia,
Pennsylvania. He is frequently called upon nationally to evaluate emergency
preparedness of fire/rescue departments throughout the country. Chief McLaughlin
served as technical advisor to the project and evaluated the workplan, approach,
methodology and final report.
Our approach and work plan was based on a review of the Carroll Buracker& Associates,
Inc. Fire Station Study for the Village,a visit to the Village that included visits to the
proposed fire house sites and detailed discussions with Village Administrator Christopher
Russo and Fire Chief Martin Drexelius. The following four tasks comprised KPMG's
approach to independently validating the Village's emergency vehicle response time.
Task 1: Validate the site locations. As part of this task,the project team validated the
Rye Brook Fire Department's site locations with the Board of Trustees to confirm the
appropriateness of both the site locations as well as the key village locations for purposes
of conducting this response time analysis. The following locations were agreed upon:
Peat Marwick LLP 2
Study of Emergency Vehicle Potential Response Time in Rye Brook
Fire House Locations Specific Site Locations
West William Street Port Chester Middle School (PCMS)/Philip Morris
Red Roof Farm Port Chester High School(PCHS)
Sleepy Hollow Road/North Ridge St. Rye Ridge Plaza
Compost Site(King Street Site 1) Pine Ridge Park
Blindbrook Estates(King Street Site 2) Arrowwood Conference Center
Royal Executive Park
United Cerebral Palsy(UCP)
Blind Brook High School/Arbors
Ridge Street School
Brookridge Court
Task 2: Confirm site routes. The Rye Brook Fire Chief developed maps highlighting
the proposed route to be taken from each of the site locations to the key village locations.
The fifty routes were considered by the Rye Brook Fire Chief to be the most expeditious
to each site and would be the same as what a projected"run"would actually follow.
KPMG reviewed these proposed routes and confirmed their reasonableness. These routes
used by the project team are enclosed in the Appendix section of this report.
Task 3: Confirm the different times of day for conducting the runs. The Rye Brook
Fire Chief provided information on the different traffic patterns throughout the day.
Based on these discussions,KPMG conducted the runs both during periods of the day
when the village roads are most congested and at times of the day when traffic patterns
are normal. Based on discussions with the Village Administrator and the Fire Chief,
village roads are most congested during the early morning rush hour that coincides with
the start of the school day and the afternoon rush hour that coincides with the end of the
school day. Normal traffic conditions occur during the late morning and early afternoon
parts of the day. The three separate times of the day during which runs were conducted
were as follows:
• The morning rush hour, from 7:30 am. until 9:30 a.m.
• The late morning/early afternoon "down time," from 10:00 am. through 2:00
p.m.
• The afternoon rush hour, from 2:00 p.m. through 4:00 p.m.
Task 4: Develop a Test Plan/Perform the runs. A test plan was developed so that runs
were evenly distributed with an equal amount of runs during the early morning rush hour,
afternoon rush hours and the normal hours (i.e. late morning and early afternoon). This
was necessary to capture the various traffic patterns an emergency response team might
encounter throughout the day. The test plan consisted of conducting three runs(one for
each time of the three potential times of the day), from each of the five potential firehouse
locations to each of the ten potential fire incident sites. Based on the five site locations
selected and the ten key potential fire incident sites identified, a total of 150 runs(50*3)
Peat Marwick LLP 3
Study of Emergency Vehicle Potential Response Time in Rye Brook
were conducted on a fire engine under the legal allowable speed limits of the roads(tests
were limited to the legal speed limit for safety and liability reasons as there was no actual
emergency). KPMG monitored the driver's speed for consistency.
These tests were conducted utilizing actual Village fire engines. During the test runs,
KPMG project personnel accompanied representatives of the Fire Department(who
drove)and clocked the travel times to the various locations. For the purposes of this
review, the travel time was defined as the time between starting the apparatus' engine and
the time required to reach the main entrance of a pre-determined location,based on the
route developed as part of the methodology. This included the driving distance and
delays caused by traffic obstruction, signals, and geographic obstacles. Travel time
ended when the apparatus arrived at the main entrance of the location and operations
personnel were ready to commence operations. The travel time was recorded in two ways
as follows:
• The total elapsed time between the fire house site and the response location,
and
• The run time between the fire house site and the response location, adjusted
for stoppages.
The runs were conducted during the following days:
• Friday,April Yd: 12 runs. All during the afternoon rush hour.
• Monday,April 6te: 30 runs. There were 20 morning rush hour runs and 10 late
morning/early afternoon runs.
• Tuesday,April 7t°: 35 runs. There were 15 morning rush hour runs and 20 late
morning/early afternoon runs.
• Wednesday,April 8": 30 runs. There were 15 morning rush hour runs and 15
late morning/early afternoon runs.
• Thursday,April V h: 23 runs. There were 5 late morning/early afternoon runs
and 18 afternoon rush hour runs.
• Friday,April 10': 20 runs. All afternoon rush hour runs.
The mileage between the sites was recorded using the fire engine's odometer and was
confirmed by KPMG personnel. All of the runs were conducted without sirens and
adhering to traffic laws. Based on discussions with Rural Metro staff, actual emergency
conditions(with sirens)could reduce the response time up to fifty percent. Actual
response time therefore will be significantly lower than the times reported in this study.
KPMG's Role as an Independent Evaluator
KPMG is an internationally known independent consulting and accounting firm that has
extensive experience nationally in conducting cost analyses and program operation
studies of public entities. KPMG has conducted this review in an independent manner
Peat Marwick LLP 4
Study of Emergency Vehicle Potential Response Time in Rye Brook
according to a workplan developed by the Firm which we believe best addressed the
pertinent issues and questions of the study. As members of the American Institute of
Certified Public Accountants(AICPA), we are bound by a professional code of conduct
to maintain independence and objectivity.
Summary of Findings
Based on analysis of the potential response time information only, the Sleepy Hollow
Road/North Ridge Street site statistically had the best results as a location for a new
firehouse. It had the lowest average results in mileage and response times to the ten
response locations throughout the different times of day. The average response time from
this site was three minutes and fifty four seconds(3:54), and the average distance
between this site and the ten potential fire incident sites was 1.72 miles. Statistically,
95.5%of emergency responses from this site would be predicted to be within seven
minutes and thirty seconds (7:30)-driving at normal speeds without sirens. The average
response from Sleepy Hollow is almost a minute faster than any of the other sites.
Blindbrook Estates site(King Street Site 2)had the second lowest time with an average
of four minutes and forty five seconds(4:45),but the Compost Site (King Street Site 1)
and Red Roof Farm site were close behind with responses of four minutes and fifty seven
seconds(4:57) and five minutes four seconds(5:04),respectively. They were also close
together in terms of average distance between a potential firehouse location and a
potential fire incident site. Only 0.08 miles separated the average distance between these
firehouse sites and the potential fire incident sites. Statistically,for the Blindbrook
Estates site, 95.5%of emergency responses from this site would be predicted within ten
minutes and seven seconds(10:07) - again driving without sirens.
Statistically,the worst results are for the current fire house is West William Street. The
average response time was six minutes and nineteen seconds(6:19) and the average
distance between this site and the ten potential fire incident sites was mileage was 2.18
miles. That is more than two minutes slower than Sleepy Hollow's average response
time and almost a half mile in terms of average distance between a potential firehouse
location and the ten potential fire incident sites.
The Village of Rye Brook's contract with Rural Metro stipulates that response time to
incident sites will be within 4 minutes and 30 seconds.
The Insurance Services Organization(ISO)has established some general station location
standards. These are based on road-travel distances. The ISO Fire Suppression Rating
Schedule (Edition 6, 1980) states the following in item#560 (p.22), "Distribution of
Companies: The built-upon area of the city should have a first due engine company
within 1.5 miles and a ladder-service company within 2.5 miles." The National Fire
Protection Agency(NFPA)Handbook indicates that first due apparatus should be located
Peat Marwick LLP 5
Study of Emergency Vehicle Potential Response Time in Rye Brook
within two miles of residential areas; within one and a half miles of commercial areas;
and within one mile of locations where required fire flow exceeds 5,000 gpm. Variations
in these distances may be specified; the distances acting as surrogates for travel times.
Assuming an average speed of 45 miles/hour and conformance to the NFPA guidelines
that first due apparatus should be located within two miles of a residential area, will result
in a travel time to a residential incident site of 2 minutes and 40 seconds (2.4). If the
average speed is 40 miles/hour instead of 45 miles/hour, the NFPA guidelines will mean
that travel time to a residential incident site will now be 3 minutes (3.0).
How to Read the Data Charts
There are five tables which contain the results of the study. The first chart in Table 1 is
the distance between the proposed fire house sites and the ten locations, with the fire
house sites on the vertical Y-axis and the ten locations on the horizontal X-axis. The
distance between the site and location is recorded in miles.
The second table, Table 2, is the sum and analysis of all the runs. The fire house sites
appear on the Y-axis with a run time, wait time and total time. The `Run Time' row
contains the total amount of time that transpired while the apparatus was in motion for
each of the ten designated sites during each of the times of the day. The `Wait Time'
represents the amount of time that transpired while the apparatus was stopped in traffic.
The `Total' is the sum of those two amounts.
On the horizontal X-axis, the `Mean' is the average response time from the fire location
to the sites during all times of day. The `Median' is the mid-point between all of the
response times. The `Std. Dev.' is the standard deviation in responses from the mean.
The '95.5% Confidence' is the confidence interval that 95.5% of all emergency responses
from that location will be within the time listed.
Table 3, 4 and 5 are the tables with the raw data for the morning rush hour, late
morning/early afternoon down time and afternoon rush hour, respectively. There are two
charts for each table. The first (A) is the raw data and the second(B) is the analysis of
that data. For the raw data, the fire house locations appear vertically in rows on the Y-
axis and the site locations appear horizontally in columns on the X-axis. The `Run Time'
row contains the amount of time that transpired while the apparatus was in motion for
each of the ten designated sites. The `Wait Time' row represents the amount of time that
transpired while the apparatus was stopped in traffic. The `Total' is the sum of those two
amounts.
The second chart is the analysis of that data. Again, the fire house locations and times
appear vertically in rows on the Y-axis but the X-axis contains five columns of
measurement. The first column, `Total,' is the cumulative amount of time between all ten
sites. The `Mean' is the average response time from the fire location to the ten sites. The
`Median' is the mid-point between all of the response times. The `SD' column is the
K Peat Marwick LLP 6
Study of Emergency Vehicle Potential Response Time in Rye Brook
standard deviation of the mean. The column `95.5%Confidence' is the confidence
interval that 95.5%of all emergency responses from that location will be within the time
listed.
Data Charts
The following five tables represent the results of the study.
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Peat Marwick LAP 7
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Study of Emergency Vehicle Potential Response Time in Rye Brook
Data Usage and Qualifiers
KPMG's findings are based on the statistical data gathered through the tasks described in
the workplan. KPMG notes that variances in traffic and weather and other factors may
potentially produce different results and conclusions other than the ones drawn in this
report. KPMG's findings are based only on the observations of the time and conditions
during which the workplan was executed. KPMG makes no guarantees or warranties that
any of the response time results cited would be achieved in the event of an actual
emergency. KPMG assumes no liability as to the use of this data with regard to Village
decision making and bears no responsibility with regard to potential negative outcomes in
any emergency situations.
KPMG is providing observed response time data as input to the Village's decision
making with regard to its selection of a new firehouse location. KPMG is not
recommending any particular site. Site selection involves many other additional factors
beyond potential response time. A number of sites with potential response time within a
certain range of acceptability may all be good candidates for location of a firehouse.
Consideration of the additional factors beyond pure potential response time may result in
a site which did not have the absolute shortest response time being considered the best
candidate.
Peat Marwick uP
17