Bedford Village Firehouse Study - Matrix

Fire Station Study
BEDFORD VILLAGE FIRE DISTRICT, NEW YORK
201 San Antonio Circle, Suite 148

Mountain View, CA 94040
(650) 858-0507
www.matrixcg.net
April 2015
TABLE OF CONTENTS
1.
INTRODUCTION AND EXECUTIVE SUMMARY
2.
DESCRIPTIVE PROFILE OF THE FIRE DEPARTMENT
3.
EXISTING STATION CONDITION ASSESSMENT
11
4.
ASSESSMENT OF CURRENT SERVICE LEVELS
18
5.
ANALYSIS OF ALTERNATIVE LOCATIONS
21

Final Report of the Fire Station Study
1.
INTRODUCTION AND EXECUTIVE SUMMARY
The Bedford Village Fire District of New York retained the Matrix Consulting
Group to conduct a Fire Facility Study of the Bedford Volunteer Fire Department. The
study was conducted in accordance with the proposal developed for the District. The
scope of services for this study include the following:
An assessment of the current fire station location.
Evaluation of the condition of the existing fire station.
Evaluation of station location options.
Evaluation of the projected service levels from a new fire station location.
Evaluation of BVFD member attitudes related to the existing station and a new
station.
The study was conducted by the Matrix Consulting Group using a team of public
management and fire/EMS specialists. A detailed and inclusive approach was used in
conducting the study and in developing our analyses and recommendations. Specific
elements of the study approach included the following:
Interviews with the Fire Board of Commissioners, line officers in the Department
as well as general membership representatives.
Tours of the service area and current station to understand the risks in the
community and the road network.
Extensive data collection focused on understanding operations and services.

This included analysis of the emergency services, apparatus response patterns,
and the geo-coding of emergency incidents as a precursor to developing
response time predictions from the proposed station location.
During the course of the study, the Matrix Consulting Group reviewed factual
information, regarding the Department with the Board of Fire Commissioners. The
Matrix Consulting Group
Page 1

overall focus of Matrix Consulting Groups approach has been to maximize the
opportunities for input into the process, and to ensure that major issues were identified
to enhance the likelihood that recommendations were practical and will be implemented.
EXECUTIVE SUMMARY
This section summarizes the key findings and recommendations made by the
project team. The table below provides a discussion of each of the project teams
finding and recommendations:
Finding/Recommendation
There were several areas of external cracking in the masonry of the current station. The Department
should have the original structural engineer reexamine the structure to ensure the repairs completed
are adequately supporting the bay floor.
The projected population growth and call volume indicate that a single station can continue to meet
the needs of the Fire District. Due to the condition of the current station and lack of site suitability to
improve the current location, the BVFD should continue to move forward with the plans to replace
the current fire station and construct a fire station on the land currently owned by the District and
planned for the future station.
Page 2

2.
DESCRIPTIVE PROFILE OF THE FIRE

DEPARTMENT
This chapter in the Fire Station Study for the Bedford Village Fire District includes
information regarding the current organization and operation of the Bedford Volunteer
Fire Department (BVFD), which served as the context of our study. The data and
information were developed from interviews of BVFD board members, management,
and volunteers of the Bedford Volunteer Fire Department, review of available
documents and records, as well as access to computerized records and data sets. This
chapter is organized as follows:
Organization and Staffing

Department Budget
Operations
Volunteer Fire Department Workloads and Response Times
The following section provides a general overview of the Bedford Volunteer Fire
Department, including its organization and volunteer staffing.

1.
ORGANIZATION OF THE BEDFORD VOLUNTEER FIRE DEPARTMENT

The Bedford Volunteer Fire Department provides response to fires, medical
emergencies, hazardous materials incidents, natural and man-made disasters, mutual

aid assistance to neighboring departments and related emergencies in an effort to
reduce life and property loss. The functions are performed with a volunteer staff that
responds to the station when alerted to a request for service.
The Department is governed by a board of five (5) publicly elected Commissioners
who approve the operating budget, oversee the Department Finances and Department
operations.
Page 3

The organization chart below shows the current organizational structure of the
Bedford Volunteer Fire Department:
Organizational Chart
Bedford Volunteer Fire Department
Bedford Village Fire

District Board of
Commissioners
Chief
1st Assistant
Chief
2nd Assistant
Chief
Captain
Lieutenant
Foreman E108
Foreman E109
Foreman E110
Foreman
MA-7
Forman R44
Foreman
52-B1
Engineer
Engineer
Engineer
Engineer
Engineer
Engineer
Crew
Crew
Crew
Crew
Crew
Crew
The next section provides information on the BVFDs current budgeted

expenditures.
Page 4

2.
DISTRICT BUDGET
The Bedford Volunteer Fire Department operations are funded through taxes
collected by the Fire District. The table below shows the BVFD budgets for FY 2012
FY 2014:
Bedford Village Fire District Budget 2012 2015
Personal Services
Contractual
Building Capital Outlay
Office Supplies/Web Page
Uniforms & Turnout Gear
Drills, Parades, Inspection
Travel
Association Dues
Elections & Legal Notices
Insurance: Bld/Auto/Prop
Legal & Audit
Building & Grounds
Fire Apparatus & Equip. Repairs
Gas & Diesel Fuel
Fire Alarm System
Electricity
Training
Telephone
Physical Exams
Physical Fitness Training
Miscellaneous
Total Contractual
Equipment
Service Awards Program
FICA - MEDICARE
Salary/Benefits
MCTMT
Fund Transfers
Capital Reserve
Land Acquisition & Improvement
Repair Reserve Fund
Budget Total
Adopted
2012
$81,952
Adopted
2013
$85,141
Adopted
2014
$87,695
Proposed
2015
$90,326
$10,000
$14,000
$40,000
$14,280
$1,000
$2,500
$600
$63,225
$27,540
$90,000
$50,000
$18,000
$4,000
$9,500
$8,500
$6,000
$9,000
$15,000
$2,000
$10,000
$21,300
$35,000
$14,000
$1,000
$2,500
$500
$65,000
$27,000
$57,900
$55,000
$20,000
$4,000
$9,500
$9,625
$6,300
$9,000
$15,000
$2,000
$10,000
$22,000
$35,000
$16,000
$1,500
$2,500
$500
$71,000
$25,000
$57,900
$55,000
$20,000
$4,000
$9,500
$12,980
$6,300
$9,000
$15,000
$2,000
$10,000
$22,000
$35,000
$16,000
$1,500
$2,500
$500
$71,000
$25,000
$65,000
$55,000
$20,000
$7,000
$9,500
$12,980
$6,600
$9,000
$15,000
$2,000
$385,145
$364,625
$375,180
$385,580
$65,000
$40,000
$6,331
$72,800
$285
$70,000
$45,000
$6,514
$75,560
$0
$70,000
$45,000
$6,707
$77,560
$0
$72,500
$45,000
$6,910
$80,560
$0
$200,000
$75,000
$926,513
$225,000
$50,000
$225,000
$50,000
$225,000
$50,000
$921,840
$937,142.00
$955,876
Page 5

As shown, the FY 2015 proposed budget totals $955,876. This is approximately

1.3% above the 2012 budget, and 1.2% above the adopted 2014 budget.
3.
OPERATIONS
The Bedford Volunteer Fire Department currently operates from one fire station,
located within the Town of Bedford, in the hamlet of Bedford Village. The District has
also purchased a site for proposed construction of a new fire station.
The following table shows the locations of the current Bedford Volunteer Fire
Station and the address of the land purchased for the development of a new fire station:
Bedford Volunteer Fire Department
Facility
Street Address
City
Station 1
34 Village Green
Bedford, NY
Proposed
576 582 Old Post Road
Bedford, NY
The following table illustrates the apparatus in use by the Bedford Volunteer Fire
Department. All the apparatus and vehicles, except the Chiefs cars, are located at the
existing fire station at 34 Village Green:
Bedford Volunteer Fire Department Vehicles and Apparatus
Type
Chiefs Car
Chiefs Car
Chiefs Car
Utility Vehicle
Ambulance
Brush Truck
Rescue Truck
Pumper
Pumper
Pumper
Training Aid
4.
Year
2003
2009
2011
2007
2006
1984
2013
2000
2004
1987
2007
Manufacturer
Chevrolet
Chevrolet
Chevrolet
Chevrolet
Ford/PL Custom
GMC
Gowans Knight
Mack
Seagrave
Seagrave
Scotty
Model
Tahoe
Tahoe
Tahoe
Silverado
E-450 Type III
Mini-Pumper
Rescue Truck
Class A Pumper
Class A Pumper
Class A Pumper
Trailer
Expected
Replacement
Year
2011
2017
2019
2017
2015
2038
2025
2017
2017
FIRE DEPARTMENT EMERGENCY RESPONSE
Page 6

The Bedford Volunteer Fire Department is an all hazard response department.

The Department responds to calls for service from a single station and serves as an
EMS transport department in the Bedford Village Fire District. The Department is part of
the Battalion 16 coverage area for mutual aid in the Westchester County Fire Mutual Aid
Plan.
The following calls for service (CFS) data was obtained from the department
records management system, and shows the calls for service responded to by BVFD
during the 2013 calendar year.
The following table shows the emergency calls by apparatus type for BFD during
2013:
Calls by Type 2013 & 2014
Incident Type
2013
AUTOMATIC ALARM
ALS MEDICAL
BLS MEDICAL
BRUSH FIRE
HAZARDOUS CONDITION
INVESTIGATION
MUTUAL AID
MOTOR VEHILCE ACCIDENT
MOTOR VEHICLE FIRE
NOTIFICATION
RESCUE
SERVICE
STAND-BY
STRUCTURE FIRE
Total
186
153
32
6
26
27
70
38
4
1
1
15
0
18
577
2014
171
127
39
5
15
29
58
52
1
1
0
11
1
9
519
As shown above, the Bedford Volunteer Fire Department responded to a total of

577 incidents in 2013 and 519 incidents in 2014. The majority were Automatic Alarm
and Emergency Medical calls, which each accounted for approximately 32% of calls for
service. The data indicates that BVFD typically responds to approximately 1.5 calls for
Page 7

service on average per day. It is important to note that several calls will require more
than one apparatus response to handle the emergency nature of the call.
The following table shows the calls responded to by each piece of apparatus in
2013 and 2014:
Response by Apparatus-2013 & 2014
Unit
2013
2014
2041
2042
2043
2044
2045
52-B1
E108
E109
E110
MA7
R44
U140
Total
152
249
129
5
7
261
40
268
59
8
95
29
1,302
149
246
119
21
6
260
23
211
49
1
90
23
1,198
As shown, over the two year period unit 52-B1 was the busiest apparatus
responding to a total of 521 incidents.
The table on the following page shows the calls by hour of day and day of week
in 2013 for the Bedford Volunteer Fire Department:
Page 8

Hour
Sun
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
Total
Calls by Hour/Day 2013

Mon Tue Wed Thu Fri
1
1
1
2
1
5
2
7
4
4
5
5
3
4
4
3
5
6
3
1
1
2
1
1
1
2
6
6
3
3
8
3
12
5
1
1
3
1
1
3
1
2
65
70
2
1
1
1
2
1
2
2
5
2
4
11
3
5
5
13
2
4
5
5
6
1
1
2
81
Total
2
2
3
8
7
12
9
6
12
8
23
24
23
27
35
26
30
35
41
45
37
25
27
21
21
9
8
519
1
1
3
1
Sat
8
4
3
4
4
4
6
6
8
6
5
5
3
3
4
2
81
4
3
2
2
2
2
2
6
2
3
5
3
3
6
9
8
6
5
2
3
1
79
2
1
1
2
4
4
3
5
5
6
6
4
2
4
1
7
3
4
1
2
70
2
1
4
2
3
1
3
3
3
4
9
5
4
6
4
5
3
1
73
As shown above, in terms of calls for service, the Bedford Volunteer Fire
Department is busiest on Tuesday, Wednesday and Thursday and slowest on Sunday.
The hour between of 4:00 p.m. and 5:00 p.m. is the busiest hour of the day and the
hours between 1:00 a.m. and 4:00 a.m. are the slowest of the day.
The charts, on the following page, show the percentage of calls for service by
hour of day and day of week for the Bedford Volunteer Fire Department:
Page 9

Calls by Day of Week - 2014

90
81
80
70
65
81
79
70
70
73
60
50
40
30
20
10
0
Sun
Mon
Tue
Wed
Thu
Fri
Sat
Calls by Hour of Day - 2014

50
45
40
35
30
25
20
15
10
5
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
The call data above, supports the view that the BVFD should design a fire station
facility that is capable of providing 24/7/365 emergency service delivery to the
community. It is worth constructing a station that has appropriate facilities to keep
personnel in the fire station, such a fitness area to ensure fitness standards can be met
without the District paying for a gym membership that takes personnel outside the
District to maintain fitness standards.
Page 10

3.
EXISTING STATION CONDITION ASSESSMENT

This chapter provides an assessment of the current station used by the Bedford
Volunteer Fire Department. The assessments were the result of site visits to the fire
station and examination of current station conditions. The following table presents a
summary of the condition of the station, with regards to various criteria.
1.
SITE ASSESSMENT
The following table illustrates the project teams evaluation of the current site
location where the existing BVFD fire station is located:

Bedford Volunteer Fire Department Station Assessment
Element/Site
EXISTING BEDFORD VOLUNTEER STATION
Accessibility to the street

(e.g., room to exit, turn,
sight lines, etc.)
Excellent access to the downtown area. Limited sight distance exiting the
building due to on street parking and short apron.
Accessibility to major run

routes N/S and E/W
Generally good, excellent to downtown.
Response impediments
(helps/hinders) such as
bridges, rail, large facility,
road network, etc.
Heavy traffic in the general area of the fire station. No clear lanes of travel
for emergency apparatus. Pedestrian traffic walking in front of station
causes safety concerns.
Suitability of the lot (size

and orientation) would it
allow drive through?
New station on existing property would require acquisition of adjacent

properties. Not enough room for drive-through bays. Several previous
attempts have been made to adapt the present facility to meet the current
Departments needs, however none of the possible solutions were either
practical or cost effective due to the presence of wetlands and septic
systems.
Suitability of the lot

(adjacent uses)
Conflicting use of spaces with post office and library on each side of the
facility.
Page 11

EXISTING BEDFORD VOLUNTEER STATION
Element/Site
Nearby risks/service
demands
Business district is immediately adjacent to the station. Post office trucks

block access to the parking area daily; making parking difficult for
responding volunteers.
Overall Site Assessment
The current station site has several issues related to its location. These
include ingress and egress issues, parking issues, lot size and stacking of
apparatus.
As shown above, while the existing site does provide excellent adjacency to the
Village Green area, there are several drawbacks to the existing location.
2.
ASSESSMENT OF CURRENT STATION

This station is the sole base of the Department. It serves as the Department
headquarters, board meeting area and houses the following apparatus:
3 pumpers
1 ambulance
1 brush truck
1 rescue truck
The vehicles are stacked in a double bay and often require movement of vehicles
to allow the required apparatus to respond. It is important to note that they physical size
of the bay does not allow all apparatus to be housed inside the existing bays.
(1)
Bay Height and Depth:

The current station bays are too small for modern
apparatus. The photograph to the right shows the limited height

above the apparatus. The bay door clearance at 108 requires
any apparatus acquired by the Fire District to be custom ordered
Page 12

to fit into the vehicle bays, at significant additional cost. There is also limited space
between the apparatus and behind the apparatus, which increases the likelihood of an
accident while backing apparatus into the bays.
(2)
Apparatus Floor
The apparatus floor had to have additional
supports added in order to hold the modern

apparatus. Even after this addition, there are concerns
regarding cracks in the bay floor and concrete falling
into the bowling alley, which is used for recreational
use by members of the Department, in the basement.
The photo to the right shows an example of one of
several exterior building cracks observed during our
assessment of the station.
Recommendation:
The Department should have the original structural engineer reexamine the
structure to ensure the completed repairs are adequately supporting the bay
floor.
(3)
Protective Gear Storage

The protective gear is stored on racks in the
center of the bay, exposing it to diesel particulates each

time the apparatus is started. The location also is
extremely dangerous for responding volunteers, as a
moving apparatus could potentially strike them while
donning their protective equipment. This situation is
Page 13

depicted in the photograph to the right. The space limitations currently do not allow for
the gear to be relocated.
(4)
Ventilation Systems
The current station does not have an adequate ventilation system in place to
remove the diesel exhaust particulates from the building. The meeting, training, and day
room facilities are located above the bay floor and are subjected to diesel fumes when
apparatus are started below. The project team was made aware of the situation
firsthand while conducting interviews upstairs in the station. The current height
limitations noted earlier will not allow a modern ventilation system to be installed in this
location to mitigate the issue.
(5)
Restroom and Shower Facilities

The current station lacks appropriate restroom and shower facilities for use by
members of the Department. The ladies restroom is located upstairs, and the mens
restroom, downstairs. A single shower stall has been installed in the mens restroom,
but it does not meet the Americans with Disabilities Act requirements for size and entry.
If a woman member wishes to shower, the only option available is the mens restroom
shower. There are also no locker facilities available to the membership. Without access
to a locker, members have nowhere to store a spare set of clothing. As a result, after a
fire or emergency medical call, despite access to a shower facility, they are likely to
change back into and wear contaminated clothing home to their personal residences.
(6)
Accessibility
The current station is a two story structure with all meeting and living quarters
located on the second floor. The board holds its monthly meetings, which are open to
Page 14

the public, on the second floor. The current station does not have an elevator or
appropriate means for a person with disabilities to access the second floor. The
Department has installed a lift assist chair on the staircase to help those unable to walk
the stairs reach the second floor, but this would not allow someone in wheelchair
access to the location, as there would be no way to bring the wheelchair up with them.
(7)
Living/Sleeping Quarters
The station has appropriate social quarters for the members on the second floor,
where there are two separate rooms with good, basic furnishings. The current day room
also serves as the classroom for training activities, but lacks adequate table space for
note-taking, as the dining table is the only area available to write on and is not large
enough to accommodate the average number in attendance.
The kitchen is a commercial quality kitchen and is able to meet the needs of the
membership and functions well during fundraising events when used to cook large
quantities of food.
The station does not have any sleeping quarters. This is problematic, as
members may stay at the station in order to be available for immediate response during
severe weather events such as snow storms and hurricanes. The Department also
opened their doors to residents displaced during Super Storm Sandy and found itself
short on accommodations, these types of events are critical for the Department to
provide adequate support to the District they serve during severe weather events. The
goal of a new facility would be to serve as such a shelter and the design would need to
accommodate these needs.
(8)
The Department Membership Generally is Supportive of a New Station
Page 15

As part of the study, the project team conducted an anonymous online survey of
the membership of the BVFD, to which 50 responses were received. The entire survey
results were provided to the Department however, it is important to note the following:
86% agree that the Department provides high quality fire and EMS services to
the community.
55% agree that the current station impacts their ability to meet community
expectations, while 26% disagree and 19% were neutral.
38% agree that the current station is in good condition, while 41% disagree and
21% were neutral.
29% agree that the station has adequate parking, while 64% disagree and 7%
were neutral.
31% agree that the station has adequate bathroom facilities, while 45% disagree
and 24% were neutral.
48% agree that a new station will improve the safety of Department operations,
while 19% disagree and 31% were neutral.
12% agree that the current station has adequate space for hands on training,
54% agree that the current station has adequate facilities for classroom training,
(9)
Overall Station Summary

The Fire District has maintained the entire station in good condition and the
Board has continually invested in improvements when needed, such as reinforcing the
bay floor and installing new energy efficient windows. None the less, the station and its
current location are simply too small and wrongly configured to meet the needs of a
modern fire and EMS organization.
The station carries a great deal of history, beginning with the Departments
founding in 1923. It is a prominent historic building located in the Village Green and the
Page 16

location is an excellent area to allow the Department to interact with the community, but
the building is currently unable to meet the needs of the organization. The site
limitations would make it very difficult for the Department to expand without incurring
considerable land acquisition and construction costs.
As discussed earlier, there were several attempts by the Fire District to examine
alternatives that could be made to the existing station to improve the facility and provide
a place that is safe to operate from and effectively service the Fire District. Each of
these attempts proved to be ineffective in terms of cost or improving how the BVFD can
serve the community.
Page 17

4.
ASSESSMENT OF CURRENT SERVICE LEVELS

This chapter provides the project teams assessment of service levels provided
by current fire station locations and volunteer deployment.

1.
THE SERVICE AREA IS MOSTLY A RURAL RESIDENTIAL AREA WITH A

FEW COMMERCIAL ESTABLISHMENTS.
As stated earlier, the current location of the station provides excellent proximity to
the commercial businesses in the BVFD service area. The Department is able to
provide a timely response to emergency incidents in their response area.
According to the Center for Public Safety Excellence (CPSE), a Fire Department
serving a rural area should be able to respond to 90% of incidents with a travel time of
13 minutes or less, as a baseline performance standard.
The project used GIS mapping to evaluate the predicted responses travel times
for the BVFD from the proposed new station and found that the proposed station
location would be able to serve all areas of the district experiencing calls in 8 minutes
travel time or less, well below the CPSE standard. For a volunteer department such as
BVFD, capturing the dispatch time, response time, arrival time, and clear time will allow
the department to track and report how long it takes to assemble a crew to respond to
calls and how long it takes them to travel to the location once a crew is assembled. This
will ensure they continue to provide rapid response times and can adjust their service
model if response times become longer than the department considers acceptable.
Page 18

Recommendation:
Continue tracking and reporting the turnout and travel times for the Department
on Fire and EMS calls in the Department records management system.
2.
THE PROJECT TEAM ESTIMATED THE POTENTIAL

DEVELOPMENT ON FIRE DEPARTMENT WORKLOADS.
IMPACT
OF
The project team typically uses historic calls for service per capita as a way to
project future fire department calls for service. In 2000, the U.S. Census population for
BVFD service area was 1,724 and in 2010, this population figure grew to 1,834 an
increase of 6.3% over the ten-year period. The table below shows the number of calls
for service the BVFD responded to in 2012 and 2013 and estimates the projected call
volume through the year 2025 based on estimated population, and the ratio of
population to calls for service:
Bedford Village Fire District
2012 to 2025 Calls for Service and Estimated Population
Calls Per
YEAR
Pop
Incidents
Capita
2012
1,857
631
0.339
2013
1,868
586
0.314
2015
1,892
691
0.327
2020
1,915
626
0.327
2025
1,940
634
0.327
Population estimates based on the US Census figures
As shown above, the ratio of calls for service to total population ranged from a
low of 0.314 in 2013 to a high of 0.339 in 2012, this served as the basis for a 0.327 per
capita call volume for the projected years. The projected call volume through 2025
clearly indicates that the BVFD would continue to be able to operate as a volunteer
Department for the foreseeable future. As the population continues to age in the area
served by BVFD there is the potential for calls to increase and a decline in the
availability of personnel to serve as volunteers for the BVFD. This may require a
Page 19

decision as to the viability of an all volunteer response force or if some paid call staff will
be required to staff emergency apparatus.
Page 20

5.
ANALYSIS OF PROPOSED STATION LOCATION

This chapter presents the project teams analysis of the proposed station location
for the BVFD. The primary focus of this chapter is to identify the projected travel times
to Fire and EMS calls from the proposed new station site.
1.
CURRENT CALLS FOR SERVICE OCCUR IN A VERY CONCETRATED

AREA.
The following map illustrates the call locations for emergency responses in the
BVFD service area. As shown, emergency calls occur in tightly clustered area near the
Bedford Village Green:
Page 21

2.
PROJECTED TRAVEL TIMES SHOW EXCELLENT RESPONSE TRAVEL

TIMES TO EMERGENC CALLS.
The next point of analysis was to examine the projected travel times for fire and
EMS apparatus from the projected station location. The first map illustrates projected
travel times for fire apparatus:
As illustrated above, fire apparatus should expect travel times of less than four
(4) minutes to the majority of emergency calls, and within six (6) minutes to the
remaining areas where calls for service are experienced from the new station location.
Page 22

The next map examines the projected travel times for ambulances responding to
emergency calls from the proposed station location:
As was the case with fire apparatus, ambulances also will reach the majority of
calls in less than four (4) minutes travel time and within six (6) minutes for most of the
service area. These are excellent projected travel times, and show that the BVFD can
continue to provide quick response times if a station were constructed on the new site.
Based on the preceding analysis, the project team makes the following
recommendation:
Page 23

Recommendation:
The BVFD should continue to move forward with plans to replace the current fire
station, and construct a fire station on the land currently owned by the District
and planned for the future station.
Page 24

Bedford Village Firehouse Study - Matrix

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Bedford Village Firehouse Study - Matrix

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Fire Station Study

BEDFORD VILLAGE FIRE DISTRICT, NEW YORK

201 San Antonio Circle, Suite 148

INTRODUCTION AND EXECUTIVE SUMMARY

DESCRIPTIVE PROFILE OF THE FIRE DEPARTMENT

EXISTING STATION CONDITION ASSESSMENT

ASSESSMENT OF CURRENT SERVICE LEVELS

ANALYSIS OF ALTERNATIVE LOCATIONS

BEDFORD VILLAGE FIRE DISTRICT, NEW YORK

INTRODUCTION AND EXECUTIVE SUMMARY

An assessment of the current fire station location.

Evaluation of the condition of the existing fire station.

Evaluation of station location options.

Extensive data collection focused on understanding operations and services.

Matrix Consulting Group

BEDFORD VILLAGE FIRE DISTRICT, NEW YORK

Matrix Consulting Group

BEDFORD VILLAGE FIRE DISTRICT, NEW YORK

DESCRIPTIVE PROFILE OF THE FIRE

Organization and Staffing

Department, including its organization and volunteer staffing.

ORGANIZATION OF THE BEDFORD VOLUNTEER FIRE DEPARTMENT

emergencies, hazardous materials incidents, natural and man-made disasters, mutual

Matrix Consulting Group

BEDFORD VILLAGE FIRE DISTRICT, NEW YORK