This document summarizes a presentation made to residents about plans for a new firehouse in Millwood. It outlines the history of the current firehouse facilities, design parameters for the new building including site plans, floor plans and green initiatives. It also provides a construction cost estimate of $13.4 million and analyzes the fiscal impact, projecting a tax levy increase of 1-2% annually on average over 10 years to fund the project through bonding and equipment reserves. The new firehouse aims to provide a safe, efficient and professional workspace that taxpayers and firefighters can be proud of.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
A comparison between 2 real identical farms in 2 neighboring states. One with a Renewable Portfolio Standard and the other with out one. How little changes in policy can transform the lives of farmers. By Ricardo Hamdan
(@rahamdan)
Coastal Seminar; 2+ Years After Superstorm Sandy...Now What?Jim Flanagan
2+ years after Superstorm Sandy changed everything in Toms River, NJ, homeowners still have more questions than answers. This presentation, and the Coastal Team that presented it, may have some answers to those questions.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
Nicola Wealth Real Estate: 2021 Year-End UpdateNicola Wealth
The Nicola Wealth Real Estate team was exceptionally active through 2021. With a record number of acquisitions, entry into several new markets, and the addition of new development projects, Managing Director of Real Estate, Mark Hannah had plenty to share in this year-in-review discussion.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit http://www.svn.com/national-sales-call if you would like to attend our weekly call, which we open up to the brokerage community.
2014 NAIOP Real Estate Challenge Proposal - Gas Works Flatsehadden
The University of Washington has organized a team of graduate students to study various development scenarios for 1900 N Northlake Way, Seattle, WA. This proposal represents an opportunity to build on what's existing to transform a key site in Wallingford and create enduring value without a large footprint.
Michael Bowen Oil and Gas consultancy give a review with respect to oil and gas penetrating investments.Oil and gas offerings, nevertheless, can be particularly risky.
Understand the relationship between:
(1)Cost of investment
(2)Expected return
(3)Risk assessment
Making the Case for Future Facilities Funding_CAPPA 2015Sightlines
This session explores how The University of Arkansas was able to create a 15-year Facility Renewal & Stewardship Plan to address their keep-up and catch-up costs while planning for the future despite previously struggling to develop a cohesive strategy to address their alarming growth of deferred maintenance, which totaled approximately $245 million. With a sound project selection process in place and an innovative, yet modest, student facilities fee, The University of Arkansas has prevented the accumulation of additional deferral, while also reducing the backlog by over $75 million.
This session features Mike Johnson, Associate Vice Chancellor for Facilities at The University of Arkansas, and Matt Bausher, Senior Director of Member Services at Sightlines.
A comparison between 2 real identical farms in 2 neighboring states. One with a Renewable Portfolio Standard and the other with out one. How little changes in policy can transform the lives of farmers. By Ricardo Hamdan
(@rahamdan)
Coastal Seminar; 2+ Years After Superstorm Sandy...Now What?Jim Flanagan
2+ years after Superstorm Sandy changed everything in Toms River, NJ, homeowners still have more questions than answers. This presentation, and the Coastal Team that presented it, may have some answers to those questions.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit https://svn.com/svn-live/ if you would like to attend our weekly call, which we open up to the brokerage community.
Nicola Wealth Real Estate: 2021 Year-End UpdateNicola Wealth
The Nicola Wealth Real Estate team was exceptionally active through 2021. With a record number of acquisitions, entry into several new markets, and the addition of new development projects, Managing Director of Real Estate, Mark Hannah had plenty to share in this year-in-review discussion.
The SVN® organization shares a portion of their new weekly listings via their SVN Live® Weekly Property Broadcast. Visit http://www.svn.com/national-sales-call if you would like to attend our weekly call, which we open up to the brokerage community.
2014 NAIOP Real Estate Challenge Proposal - Gas Works Flatsehadden
The University of Washington has organized a team of graduate students to study various development scenarios for 1900 N Northlake Way, Seattle, WA. This proposal represents an opportunity to build on what's existing to transform a key site in Wallingford and create enduring value without a large footprint.
Michael Bowen Oil and Gas consultancy give a review with respect to oil and gas penetrating investments.Oil and gas offerings, nevertheless, can be particularly risky.
Understand the relationship between:
(1)Cost of investment
(2)Expected return
(3)Risk assessment
Making the Case for Future Facilities Funding_CAPPA 2015Sightlines
This session explores how The University of Arkansas was able to create a 15-year Facility Renewal & Stewardship Plan to address their keep-up and catch-up costs while planning for the future despite previously struggling to develop a cohesive strategy to address their alarming growth of deferred maintenance, which totaled approximately $245 million. With a sound project selection process in place and an innovative, yet modest, student facilities fee, The University of Arkansas has prevented the accumulation of additional deferral, while also reducing the backlog by over $75 million.
This session features Mike Johnson, Associate Vice Chancellor for Facilities at The University of Arkansas, and Matt Bausher, Senior Director of Member Services at Sightlines.
Many building owners have the desire to upgrade their commercial
properties, but in the current state of the economy they are at a loss as to how to financial such upgrades. The presentation will also review current trends in rebates, public sector financing and private sector financing that make such upgrades possible.
Target Audience:
I think the target audience for this presentation will be building industry
professionals, developers, building owners, property managers and
commercial real estate brokers, as well as educators from real estate
development programs such as San Diego State’s.
RV 2014: TOD Market Dreams + Reality by John BreitingerRail~Volution
TOD Market Dreams + Realities
The station is in, the riders are coming and the development has been proposed. Now everybody wants retail. But is there a market for it? Will it be supported? Or would other uses be more appropriate and generate additional riders? Everyone expects TOD to generate a mix of uses -- to create a 24/7 environment at every station. How do market realities change that equation? Learn what it takes to support that mixed-use environment that everyone expects; how to assess the market and what residents really want; and how to manage expectations if the market doesn't deliver.
Moderator: William M. Velasco, Chair of Board TOD Committee, DART, Dallas, Texas
Christine Maguire, AICP, EDFP, Senior Manager, Development Planning and Finance Group, Austin, Texas
Anne B. Ricker, Principal/Owner, Ricker Cunningham, Centennial, Colorado
John Breitinger, Vice President, Investment and Development, United Properties, Bloomington, Minnesota
Michael Horsting, AICP, Principal Analyst, Regional Transportation Authority, Chicago, Illinois
31052024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
03062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
01062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
04062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
2. Tonight’s Meeting
! Brief History
! Design Parameters
! Schematic Design
! Site
! Landscape Plan
! Building Elevation
! Floor Plans
! Schematic Construction Budget
! Fiscal Impact
! Next Steps
3. The Road to the Bond Vote
Action Date
DEIS Scoping 9/8/09
Pre-Design 3/15/2010
Schematic Design 7/11/2010
DEIS Accepted as Complete 12/6/2010
Public Hearing DEIS 1/12 & 24/2011
Written Comments on DEIS 2/7/2011
FEIS Accepted as Complete 2/28/2011
Statement of Findings Accepted 3/11/2011
New Firehouse Bond Resolution 3/11/2011
BOND VOTE SCHEDULED FOR 4/12/2011
4. 1926 – Station #1 Built for Brockway
Station # built with community
donations
For apparatus smaller than many
of today’s SUVs
5. 1926 – Calvin Coolidge President
Calvin Coolidge was President
7. 1982 – Station #2 Built
Station # 2 Built
to house
modern
apparatus
8. 1990 – Recommend Demolish & Rebuild
Helms report
commissioned.
Recommends
Station #1 be
demolished and
rebuilt
9. 1999 – $1 Purchase
Firefighters
transfer
ownership to
District for $1
10. 2001 – Emergency Repairs
Emergency
repairs to
stabilize load
bearing wall
Firefighters
provide
equipment and
logistic support
at Ground Zero
11. 2007 – Emergency Repairs
Emergency
repairs to
stabilize second
floor and roof
12. Time for a New Firehouse
Station #1 has outlived
its useful life
13. Philosophical Approach
! Build a new firehouse that the community can be
proud of.”
Tom Curley, Resident Expert
! A functional, safe building providing a professional work
environment
! A building that respects residents’ tax dollars
! A building that our pride in our firefighters and that
retains and attracts volunteers
14. JLN Needs Assessment Study
! 5 Back-in Bays
! Radio Room
! Ready Room
! Offices:
! Chiefs’ office (3 work stations)
! Line Officers’ office (2 work stations)
! Company office (2 work stations)
! District office (2 work stations)
! Ladies Aux. office (1 work station)
! Multi-purpose room (max capacity = 100)
! Kitchen
! Membership Room
! Exercise Room
! Lobby Space for Antique Apparatus
New firehouse
building program
based on
independent
review of the
Millwood Fire
District and
NFPA standards.
22. Construction Assumptions
" Building Envelope
! Standard Concrete Foundation
System (Footings/Piers/Walls)
! No Basement (Slab on Grade)
! Structural Steel Frame & Metal Floor
and Roof Decking
! Exterior Cavity Wall Construction (8”
CMU & Roman Brick Veneer)
! EPDM Roofing System
! Energy Efficient Aluminum Curtain
Wall & Window System
! 14’ x 14’ Apparatus Bay Doors
" Interiors
! Glazed 8” CMU Walls in Apparatus
Bays
! Metal Stud & Drywall Interior Walls
" Interiors (cont.)
! Spray on Fireproofing on Structural
Steel
! Skylights in Apparatus Bays
! Hollow Metal Frames/Doors &
Windows
! Acoustic Sheetrock & Ceiling Systems
! Sheet Resilient Flooring
! Ceramic & Porcelain Tiles
! Commercial Kitchen
! 2-Stop Elevator
! Motorized Operable Wall System
! Metal Lockers/Toilers Accessories Etc.
23. Construction Assumptions
" MEP
! Roof Top A/C Units and Ducted
Systems
! Fire Protection Sprinkler System
! Oil-fired Burner and Fin Tube
Radiation
! Apparatus Bay Radiant Heating
! Energy Efficient Lighting
24. Green Initiatives Included
! Dark Sky Compliant
! Lighting sensors
! Focused parking lights
! Driveway lighting
! Wetlands Enhancement
! Pond manages storm water &
encourages biodiversity
! Bio swales
! No-Mow Areas
! Water Mitigation
! Permeable pavers
! Grasscrete
! Paving Surfaces (reduce
heat-sink effect)
! Permeable pavers
! Grasscrete
! Light-colored concrete apron
! Energy Star Compliant
Construction
! Insulation, windows,
construction, mechanicals
! Appliances
! Building Orientation
! Significantly Reduced Steep
Slopes Disturbance
25. Green Alternatives NOT included
! Green Roof
! Apparatus Roof
! Building Roof
! Solar Hot Water Heating
! Geothermal Well
! Photovoltaics
The cost of these alternatives were not financially viable.
26. Construction Costs
Construction Cost
Building Construction $6,826,308
Site Work $2,334,014
Landscape $528,805
Traffic Light $150,000
Total $9,839,127
Building Cost/SF $379
Construction Cost/SF $546
27. Construction Costs
Soft & Other Costs
Consultant Fees $1,681,411
Owner Fees $295,000
Testing & Inspection $45,000
Interior Systems &
Furnishings
$100,000
Soft & Other Costs $2,121,411
28. Total Costs
TOTAL
Construction $9,839,127
Soft Costs & Other Fees $2,121,411
Contingency $1,501,801
TOTAL $13,462,339
• FINANCING TO INCLUDE up to $2.25 million in Capital Reserve, Sale of 108 Millwood Road and 60
Millwood Road and a 25-year Bond.
• Bond = $9.95 million
30. Fire District Levy History
Year
Tax Levy
House Value/2010 Assessed Value
$500,000 $750,000 $1,000,000
Tax Rate/
$000 AV
$83,1000 $124,650 $166,200
2011 $1,489,775 $4.57 $380 $570 $760
2010 $1,411,768 $4.33 $360 $540 $720
2009 $1,709,090 $5.17 $429 $644 $859
2008 $1,690,008 $5.15 $428 $642 $856
2007 $1,437,885 $4.32 $360 $538 $718
2006 $1,489,223 $4.42 $367 $551 $735
Source: Westchester.gov and 2010 RAR, 2011 MFD Budget
31. Long-Range Planning Assumptions
! Major Purchase Planning
(Equipment Reserve)
! 2010-2025 Apparatus and
Equipment
! Purchases > $25,000
! Inflation
! Operating Expenses: 3%
annual inflation
! Major Purchase: 3% inflation
between 2012-2014; 5%
inflation between 2017-2020;
7% inflation 2023-2025
! LOSAP reasonably funded
! Operating Budget Base =
2010
! Station #1 utilities & grounds
costs increase by 50% once
new firehouse complete
! Bond
! Rating AA
! Rate = 4.25%
! Term = 25 Years
! Short-Term Financing
! Rate = 1%
! Term = 2 Years
! All Volunteer Fire Company
32. Major Equipment Purchase
Vehicle Cost ($ 2010)
Purchase
Year
Years in Service
Chief’s Car $58,000 2010 11
Mini Attack $325,000 2010 21
Cascade/Compressor $65,000 2012 22
Chief’s Car $58,000 2012 10
Rescue/Engine* $650,000 2014 24
Chief’s Car $58,000 2015 10
Tanker $675,000 2018 24
E-247* $600,000 2020 23
E-248 $600,000 2024 20
TOTAL $3,089,000 **$167,000 annual contribution
to ER is budgeted
** The Board is considering a combined rescue pumper that saves money
with no loss of safety. That evaluation is not complete as of this meeting.
33. Risks to Projections
! “Combo” or “career” firefighting force is required
! Bond interest rate increase
! Cost of ConEd easement
! Environmental mitigation at Station #1
! Additional LOSAP funding required
36. 10-Year Fiscal Impact By Parcel Quartile
Quartile 1 Quartile 2 Quartile 3 Quartile 4
Parcels 487 487 487 487
% of AV 9% 18% 26% 47%
Median AV $59,250 $120,000 $163,800 $260,000
Residential MV $356,598 $722,021 $986,560 $1,564,380
2007-2010 Tax Rate $5.09 $5.09 $5.09 $5.09
2007-2010 Avg. Levy $301.58 $610.9 $833.74 $1,323.40
2020 Tax Rate $5.69 $5.69 $5.69 $5.69
2020 Levy $332.39 $673.20 $932.02 $1,479.40
Median Levy Variance
2020 v. 2010
$30.81 $62.30 $98.28 $156.00
% Change 2020 Levy v.. Avg. 2007-2010 Levy = 12%
37. Fiscal Impact Summary
! The new firehouse impact is tax neutral
! It is a good time to borrow – interest rates are low
! The Millwood Fire District tax levy will not exceed the
2007-2010 average until 2014
! The District anticipates a 1-2% per year increase in tax levy
driven by inflation on the operating budget using reasonable
assumptions
! Retaining an all-volunteer fire department is the most cost
effective approach for the District
! Going “combo” would increase taxes by $400,00 - $800,000
based on staffing needs
! Going “paid” would increase taxes by $2.5 - $3.2 million
38. “Build a new firehouse that the
community can be proud of.”
! A functional, safe building providing a professional
workspace
! Space requirements based on JLN needs assessment study of
the Millwood Fire District using NFPA standards
! Design input from SCN, the nation’s leading firematic consultant
! Millwood Fire Company an equal partner in program and design
development
! Site plan and internal layout emphasizes firematic efficiency
39. “Build a new firehouse that the
community can be proud of.”
! A building that respects residents’ tax dollars
! Site plan minimizes work on a challenging property
! High-quality, proven construction
! Honest, straightforward materials and finishes
! Energy efficiency, durability and low maintenance are priorities
! Building designed to retain and attract volunteer manpower (but
allows for conversion should a career force become needed)
! Design plan allows for additional bay – future expansion
! Building designed to beat or meet strict budget parameters
which keep construction “tax neutral”
40. “Build a new firehouse that the
community can be proud of.”
! A building that shows pride in our volunteer
firefighters
! Distinctive appearance
! Safe, efficient and modern work environment
! Comfortable, practical amenities promoting morale
! New firehouse is a “draw” in a competitive environment for
committed volunteer firefighters
! Improved interior training facilities
! All-weather bailout training, mass confidence course,
flexible classroom space
! Firehouse reflects our community’s support for all-volunteer
MFC Company #1
42. Please share your thoughts!
BoFC
PO Box 140
Millwood, NY 10546
millwoodfire@gmail.com
43. Risks to Projections
Volunteer firefighters save money in addition
to lives and property
! NFPA recommends a shift of 6 (2 in/2 out + incident commander and
pump operator) for Millwood’s population density
! Economic demands placed on volunteers living in Millwood may erode
the volunteer base
! The first-need for career/paid firefighters will be daytime drivers
! Once a department goes “career”, pressure to go fully-paid is almost
inevitable
44. Risks to Projections
Volunteer firefighters save money in addition
to lives and property
! Profile of a full-time career department for Millwood based on NFPA
recommendations:
! One Chief Officer
! Two Assistant Chief Officers
! 4 Captain or Lt. Officers
! 8 Drivers/Firefighters (assuming Ladder/Rescue and Engine Company)
! 24 Firefighters (2 firefighters for Engine ops, 4 firefighters for Ladder/Rescue
per Shift)
! One Administrative Clerk
! Total 32-40 Employees = $2.5-$3.2 million approx (salary + benefits)