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CHESTERFIELD TOWNSHIP PREPARED FOR: Final Report: September 1, 2006 Table of Contents 1.0 Introduction and Vision Statement 4.0 Inventory of Community Facilities - Facilities Subcommittee 6.0 Suggestions of the Facilities Subcommittee 7.0 Review of Community Services 8.0 Public Safety Considerations
Chesterfield Township 1.0 Introduction & Vision Statement Chesterfield Township recognizes that one of the primary responsibilities of local government is to provide adequate community facilities and services for its residents and businesses. The availability and quality of these services is often a major factor in determining the quality of life and general character of community. The purpose of the Community Facilities Master Plan (CFMP) element is to examine the capacity and deficiencies of Chesterfield's existing facilities and services that may be needed to support the future land use vision of the community. The purpose of the Community Facilities Master Plan (CFMP) is to examine the capacity and deficiencies of Chesterfield's existing facilities and services and t identify the public facilities and services that may be needed to support the future land use vision of the community, providing a direct link with he other elements of the Chesterfield Township Master Plan. The optional inclusion of a CFMP element in the Master Plan is provided for in N.J.S.A. 40:55D-28(6) and may demonstrate "the existing and proposed location and type of cultural facilities, historic sites, libraries, hospitals, firehouses, police stations and other related facilities, including their relation to the surrounding areas." A CFMP should reflect the size of the community's existing and projected population, land area, densities, and desired level of service. Therefore, it must be prefaced on a foundation of current and projected information about the community. The baseline data about the community is provided in the following sections. Chesterfield Township created a Committee comprised of residents who know the community to develop this Community Facilities Plan. The Committee members were divided into three (3) groups with specific areas to study and make recommendation. The three groups were the facilities subcommittee, the public services subcommittee and the public safety subcommittee. This reports contains the findings of the subcommittees. This report also makes recommendations based on the finding of the subcommittees. This report is structured with the background of the township presented first, the findings of the subcommittees next and the recommendations presented at the end of the report. Back to top Chesterfield Township contains a land area of 21.43 square miles. Approximately, 5,644 acres are enrolled in the Township's preservation program, which translates into approximately forty-one (41%) percent of the Township's land area. The NJDOC operates the Albert C. Wagner Youth Correctional Facility, in the northern most portion of the community that occupies approximately 628 acres of five (5%) percent of the Township's land area. The Olde York Country Club in the western most portion occupies two (2%) percent and the New Jersey Turnpike, other roads and utilities occupy approximately 2.5 percent of the land area. Areas that might be characterized as urbanized within the context of the Chesterfield generally rural character include Crosswicks Village, Chesterfield Hamlet, the Hamlet of Sykesville, and the developing Old York Village. When developed, these will account for approximately five (5%) percent of the Township's land area. 2.1 Public Lands Land owned by local public entity accounts for 1.2% of the land and includes the following properties: Municipal Service Properties = 25.7 acres on three lots. Municipal Park Properties = 25.23 acres on two lots. Municipal Conservation/Preservation Areas = 68.34 acres on one lot. Local School District Properties = 21.35 acres on one lot. Fire and Rescue Properties = 4.72 acres on three lots. A breakdown of all land uses as a percentage of overall property valuation is provided in Appendix A. Back to top The Township's projected build-out population is estimated to be 6,500 residents. The Township's current service population is 2,788 residents. Old York Village, which is the receiving area for the Township's transfer development rights program, will host the majority of new growth in the Township. The Township's well developed "Smart Growth" plan will concentrate the area where public service growth will need to be focused thus avoiding much of the cost associated with servicing a widely dispersed population. According to a demographic projection provided in the 2002 Amendment to the Chesterfield Township Master Plan, the Old York Village Plan calls for a maximum of 1,430 residential units, which would result in 744 school age children (K-6). According to the 2000 Census, there are now 723 single family owner occupied homes throughout the Township. Therefore, as designed by the TDR program, Old York Village will have the highest population density in the Township. The second largest population concentration is Crosswicks Village. The centers of Crosswicks Village and Old York Village are approximately 1 mile apart. 3.1 Functional Population A projected "functional population" is a planning technique used to determine the actual demand for future services by adjusting for the population flow in and out of the community on a daily basis. The functional population takes into account residents commuting to other communities and workers traveling into Chesterfield to establish and average service demand. It is particularly important that long-range facilities plans be based on a projected functional population for public safety planning purposes. Planning strictly for the residential population can remover an important aspect of the public service need. For example, a major regional shopping center in the community would likely create a demand for public safety services that exceeds the demands of the residential population. Nevertheless, unless there are significant land use planning and zoning changes, it does appear that the functional population of the community will be slightly under 6,500, which is the projected build-on population. Therefore, planning for 6,500 is recommended. 3.2 Unique Considerations The Township currently provided emergency medical and fire protection services to the Albert C. Wagner Youth Correctional Facility and Garden State Correctional Facility which are located on Ward Avenue. The extent to which this facility will expand in the future is unknown. The New Jersey Department of Corrections (NJDOC) Public Information Office was contacted in January of 2006 and indicated that there are no current expansion plans. The NJDOC indicated that there are 1,365 inmates at the AC Wagner facility, 1,818 inmates at the Garden State facility and approximately 665 employees that spread over three shifts. Back to top 4.0 Inventory of Community Facilities - Facilities Subcommittee The following section documents the existing municipal facilities in Chesterfield Township, and the public purposes they are intended to serve. The information provided in this section will serve as a primary reference source for the recommendations offered in this report. 4.1 Municipal Building Located on Bordentown-Chesterfield Road, this former school building is the municipal government headquarters for Chesterfield Township. The existing municipal building houses the Township's administrative offices including the Township Clerk, Tax Collector and Treasurer, Tax Assessor, Municipal Court, Construction Office and Public Works Officer. The building provides public meeting space and records storage. The footprint of the building is approximately 1,400 square feet (35' x 40'). It is a two level structure providing approximately 2,800 square feet of space, which includes vestibules, hallways and stairwells. There are eighteen (18) full time and eleven (11) part time employees who work at the municipal building. The Table 3 in Appendix B provides a general overview of activities that take place in this structure and Table 4 provides a list of employees by titles who work in the building. Appendix C provides photographs of the interior. 4.2 Police Headquarters The Chesterfield Township Police Department occupies a 1,200 square foot single story structure located at the rear of the municipal building and is attached to the public works garage. The building is headquarters for the Chief of Police, nine(9) full time officers and one (1) part time officer and an administrative assistant. The Police Department responds to approximately 3,000 calls per year. Officers work twelve (12) hour shifts and tow officers per shift are generally provided. The Townships goal is to have all Police Officers certified as Emergency Management Technicians (EMT) in order to provide a comprehensive range of professional public safety services. The building was assigned to the Police Department in 2001, when it was converted from a Rescue Squad garage to a police headquarters. The building provides office space and a base of operations for the police department. Appendix C provides photographs of the interior. 4.3 Department of Public Works The Department of Public Works (DPW) Garages are part of the municipal complex on Bordentown-Chesterfield Road and is supported by three (3) full time employees. The DPW facility includes a 6 closed bay garage and an additional bay for salt storage. The rear of the facility is Chesterfield's recycling center where residents drop off leaves, yard clippings and branches. 4.3.1 Public Streets Although not a building, another important structural asset to the Township is its street network, which will include a total of 58.61 miles of roads once the Old York Village is complete. Maintenance of the road network, associated right-of-ways and other related infrastructure such as storm drainage is one of the most important tasks of the DPW. The DPW garage is the headquarters for the maintenance of the municipal roads. It is noteworthy that the road network will expand placing greater demands on the facility and staff. Once Chesterfield is built out, the public street network is expected to consist of 252,764 square feet of paved roads and 56,702 square feet of unpaved roads. 4.3.2 DPW Administration The DPW Director currently shares an office with the Tax Assessor in the Municipal Building and not within the garage. It is anticipated that the managerial responsibilities of the DPW director will grow as Chesterfield grows, both in terms of staffing and services. 4.4 Recreational Facilities There are currently two public recreation areas in the Township for use by Township residents. The recreation field at the Municipal Building consists of a walking track with exercise stations, tennis courts, beach volleyball court, children's play area and baseball and soccer fields. In addition, there is another recreational area on Margerum Road named Charlotte Rogers Park. This area had a little league baseball field and three soccer fields that are used by local teams. An additional walking track is also located in this area. A boat launch, canoe launch and fishing area are also located in Crosswicks. 4.5 Emergency Squad Chesterfield Emergency Squad is located adjacent to the Municipal Building Complex on Bordentown-Chesterfield Road (CR 528). The squad building consists of a two story 1,030 square foot main building with a 3 bay, 1,664 square foot attached garage. The main building contains their offices and meeting room. 4.6 Fire Department There are two (2) fire districts in Chesterfield Township. Union Fire Company No. 1 is located at 18 New Street. The fire house consists of 2 engine bays housing four 4 trucks, one (1) meeting room that is also used as a rental hall, one (1) kitchen for rentals and fundraisers, a social hall, an office, a classroom and an emergency shelter. Chesterfield Hose Company is located at Bordentown-Chesterfield Road. The Hose company owns approximately 3 acres on which is located the fire building. The building consists of 4 engine bays housing 5 fire fighting vehicles, a meeting room that is also used as a small rental hall, a kitchen, a social room, an office and an emergency shelter. 4.7 Court Facilities The room in which court is held is the same room used as a meeting room for conferences and Township meetings. Security measures are not provided prior to entering the court room. There are no barriers between the judge and the public and the judge can only enter and exit the court room through the same hallway as the people coming before the judge. The building does not contain nor does it have room for a meeting room for conferences between the prosecutor and the defense attorneys. Security should be provided at the court payment window. New guidelines have been issued from the State requiring a Municipal Court Security Policy and Schedule of Protection. Theses guidelines cannot be met with the present court room and the building limitation of Town Hall. Back to top In preparation of this study, the Facilities Subcommittee (FSC) heard presentation from various employees working in the municipal facilities and members of the FSC conducted individual interviews to clarify the interaction between various municipal offices. In addition, the FSC were given tours of the facilities as documented in Appendix C. Findings from these meetings are as follows: 5.1 Municipal Building The FSC found that the existing municipal building does not currently provide an efficient working environment for municipal employees and will not be able to serve the future needs of the municipality The most significant concerns about the building are as follows: Lack of confidential meeting space. Private meeting space is often necessary when dealing with vital statistics, personnel matters, consultations with the Township's professionals such as the municipal attorney and meeting with residents. Lack of secure file storage facilities. The various documents that municipalities are required to retain under New Jersey's public records laws requires municipalities to allocate significant space for this purposes. Clearly, the Township employees are doing all they can within the limited space to keep and maintain records and files, but there are inherent inefficiencies. Lack of security measures. The layout of the building and the accessibility of all areas of the building do not allow for the implementation of security measures. The security measures that are required for the court system cannot be provided but also security measures for collection of fees and storing of the money collected is not properly provided. General lack of efficiency with respect to office layout. The building layout appears to diminish the efficiency of the staff and resident services. Given the restricted office space, needed files are not always located near the employees. For example, many files are located within the lower level conference area making it difficult to carry out municipal business. This point further illustrates the concerns raised in the first item relating to an overall lack of confidential meeting space. Further more, departmental offices are not arranged, because of the layout of the building, in a way that would facilitate close collaboration among departments. For example, the Township Clerk often travels between levels in order to assist with construction related matters. Other General Concerns. Although not documented, it appears that the may be air quality issues on the lower level associated with poor ventilation. 5.2 Police Department The FSC found that the existing police headquarters does not currently provide an efficient working environment for police department employees and will not be able to serve the future needs of the municipality. Primary observation includes the following: Lack of Office Space. It is anticipated that in the future the Township will find it beneficial and necessary to maintain a detective division, expand the ranks of superior officers and administrative staff. In addition, more police activity will create a need for more area for records, evidence, interviews, training etc.. The existing facility will not be able to meet these needs. Lack of Public/Waiting Spaces. It was explained to the FSC that processing domestic violence cases is difficult particularly when children are brought into the facility. A new facility would provide a proper space to occupy the child while the case is processed and not be exposed to other police activity. Lack of Distance Between Detainees, Public and Employees. The FSC was concerned over the proximity of individuals in custody to officers, employees and the public. Detainees are helped and processed in the entrance lobby to the Police Department. Lack of Facilities. There is only one restroom at the police department. Facilities will be needed for both female and male departmental employees. Also, it is recommended that detainees and police personnel not share the same restroom facilities. 5.3 Department of Public Works The DPW facilities seem adequate for the time being. An inventory of possible equipment needed to service a population of 6,500 should be developed in order to evaluate future space needs. Back to top 6.0 Suggestions of Facilities Subcommittee This section will provide recommendations for capital investments and service levels based on population growth and the community expectations expressed by the Study Committee. It will establish and justify priorities of need, provide estimates of cost, suggested staging, and alternative ways of financing if appropriate. In recognition of the fact that tax revenue resources from the TDR program will come on line over a period of years, it is important that the recommendations do not exceed reasonable municipal budget resources. Therefore, the recommended plan will provide both a short term (1 - 7 years) and a long term (8 to 20 years) public investment strategy. It will also be important to recognize and state that although facility needs may be many, they are not the only issues that affect quality of life in the community. Although the plan will guide the Township Committee, challenges and opportunities may arise requiring deviation from the recommendations. For example, over the past few years municipalities have focused on school improvement projects because of the availability of grants. In terms of challenges, municipalities have been required to make unanticipated investments in their stormwater management programs as a result of new regulations. Nevertheless, the plan can and should serve as a guiding north star. 6.1 New Municipal Building The Facilities Subcommittee concluded that the existing Municipal Building, along with the Police Headquarters, will not be sufficient to meet future service demand, and that it is at its limits to meet present service needs in a professional and efficient manner. The FSC concluded that the location of a new municipal building should be in the area of the existing facility. It was determined that the site provides a central location that is accessible to all the neighborhoods that comprise Chesterfield Township. The FSC also concluded that keeping all municipal facilities at a centralized site would be of greatest convenience to residents, provide greater managerial oversight, and facilitate inter-departmental interaction. The FSC recommended that the new municipal building also include facilities for a new police head quarters and court facilities. In further support of its recommendation to keep the new municipal building at the present location, the FSC concluded that it would be inappropriate to locate a new municipal building with police and court facilities in a residential neighborhood. Beyond housing the Police Department, the Township should anticipate the need to provide additional office space for potentially new positions and a room capable of also functioning as the Emergency Management Command Post. For example, the Township may require additional space for a municipal administrator. 6.1.1. Emergency Management Area The Emergency Management Coordinator needs to be provided an office to operate out of on a routine basis and store permanent records. The location of the office can be in any of the emergency buildings that have the available space. The Emergency Management Command Post that the Coordinator operates out of in an actual emergency though should be located a the Municipal Building due to its central location. The heads of all emergency services should be involved in the selection of the office and the appropriate equipment to ensure it has the capabilities to handle all requirements when needed. 6.2 Preserve Existing Municipal Building It is recommended that the Township preserve the exiting municipal building, which is a former school house. It is recommended that an architect be hired to evaluate the structure and itemize the improvements that would be needed to allow the facility to function as a community center. In the next few years, America's largest population cohort, referred to as the baby boomer generation, will begin to turn age sixty five. Currently, 12 percent of the population is 65 and over. By 2050, this figure will double and likely create a new demand for alternative recreation infrastructure and services. The Township will need to upgrade it facilities to address these needs. This building will be useful in addressing this projected demand. Furthermore, the Facilities Review Committee determined that the building has some historic value to the community and should be preserved. A recommendation was offered that a portion of the building can be used as a municipal museum displaying important community artifacts, documents and photographs. 6.3 Public Works Office The FSC recommends that the existing Police Headquarters, which is attached to the Public Works Garage, be transferred to the Department of Public Works for office space, storage and training facilities. At the present time, the DPW director shares a small office with the tax assessor on the lower floor of the municipal building. This space is inadequate. It is also recommended that consideration should be given to a new recycling facility with increased services for the community. The new larger facility with expanded programs could be located on the property owned by the Township at the corner of Hogback Road and Ward Avenue and still operate as a drop off site. This will alleviate some of the nuisance issues with the existing facility located at the Municipal Complex. 6.4 Fire and Rescue Services The FSC recognizes the invaluable service the volunteers who staff the fire companies and emergency squad provide to the community. The FSC also recognizes the trend throughout New Jersey and the nation as a whole that fewer people are volunteering to be part of their communities' fire and rescue departments. There are numerous reasons for this growing trend some of which include the training time commitment, busy family schedules, location of job and ability to leave when called. While communities have tired different options to increase recruitment none have been seen to work effectively. The reality is that many communities are being forced to either consolidate services or ire paid personnel. The FSC sees Chesterfield having to eventually deal with this issue to ensure that there are sufficient personnel to respond t an emergency and for their own personnel protection. However the sensitive nature of this issue and how it impacts the current volunteers is something hat will require their participation in the decisions that will need to be made. The following options will likely need to be considered: 1. Consolidate the Union Fire
Company and Chesterfield Hose Company. An insurance consultant should be
part of any consolidation or relocation discussion for purposes of rating. Back to top 7.0 Review of Community Services 7.1 Recreational Facilities - Public Services The Services Subcommittee (SSC) sees an immediate need for additional storage areas for the recreation equipment the Township currently owns. The existing sheds are not sufficient and there is a definite need to increase storage space. Given the pressing need, additional sheds are the most likely option but consideration should be given to a larger permanent space in a garage or building. Additional recreational facilities are needed so that existing programs can be expanded and new programs added to meet the recreational demands of the future community. The SSC sees the need for future facilities to address both active and passive recreation activities. Specifically additional fields will be required for football, soccer, baseball and softball programs to accommodate the larger youth population. Consideration should be given to creating multipurpose fields that can be used for various existing and future field sports (i.e. soccer, football, lacrosse, field hockey). Future new facilities potentially might include a skate park, deck or roller rink, tennis courts, basketball courts and biking/BMX track. The actual level of interest in the community would have to be determined for these new types of facilities prior to the facilities seriously being considered. The SSC believes that a separate recreation department will be need to be created at some point by the Township. The Township Recreation Department and the existing Chesterfield Township Athletic Association will have to work in conjunction with each other to provide a full spectrum of recreation programs for all children to participate in. These two groups must complement each other given the limited number of children, volunteer parents and funding available. A Township Recreation Department would also be able to provide programs for full day summer recreation programs in conjunction with the Drug Alliance program, seniors and non-sports related activities. 7.2 General Services The SSC does not believe that the current private trash collection program should change at this time. While this does not mean that at some point the Township might need to evaluate providing this service, the SSC believes the initial startup cost to purchase the necessary equipment and additional staff make tie economically unjustified. Services for senior citizens also need to be addressed. This can be done separately if a group or club is formed as part of the services provided by the future Recreation Department. Space for their meetings, programs and activities will also need to be taken into consideration. Potential existing meeting locations include the fire house and school while future considerations would include the new municipal building. 7.3 Public Works Services The DPW staff will need to grow as the community grows to be able to maintain the infrastructure properly. This would specifically include the additional roads created by developments as well public property for recreation facilities and open space preservation. Consideration should be given to using seasonal employees to help meet the demand during the peak season typically from spring through early fall when parks and athletic fields require the most effort. A source for these seasonal workers could come from college students, FFA from Northern Burlington as well as some of the horticulture students at the school. In addition to the larger staff there will be the need for new or additional equipment necessary to accomplish the work efficiently. Proper equipment evaluation and selection is critical in being able to complete the work efficiently with the fewest employees. Specific tasks that will require additional equipment are:
Back to top 8.0 Public Safety Considerations The Public Safety Subcommittee (PSS) considers the five public safety service organizations (Police, Emergency management, Emergency Squad, Union Fire Company - District 1 and Chesterfield Fire Company - District 2) in the Township. The five organizations were reviewed for staffing, facilities and services. 8.1 Police At this time, it appears that the current 24-hour coverage provided by the police force is acceptable. The current staffing needs are fulfilled and there does not appear to be significant complaints regarding the services that the Police are providing. There is a concern regarding the relatively high turnover rate among the police officers. It seems very clear that Chesterfield provides neither the high action police situations nor the salaries that can be found in larger townships or cities. The approximate doubling of the township population over the next 5 - 10 years will undoubtedly cause a need to increase the staff size. It is believed that when the township gets close to full build-out that the township may need to hire a detective for the department and an additional 1st line supervisor. Presently, the current police facility is adequate and much better than 5 years ago; however significant upgrades and additional space will be required by the Police Department when the Township has grown and additional officers are required. 8.2 Emergency Management An often unrecognized department, the Office of Emergency Management (OEM) has taken on a much more significant role since the events of September 11, 2001. Every Office of Emergency Management is responsible for a number of functions such as helping displaced residents after a fire or flood; developing a township Emergency Management Plan; acting as an incident commander during a large-scale emergency such as a hurricane or large flood as well as other duties. Though rarely required to serve as coordinator at incidents, the OEM must always be ready to fill this position. The OEM is also responsible for coordinating preparedness drills to ensure that all emergency services can communicate and work together during any incident that may require all of their services. The Township should conduct township wide drills in order to evaluate the coordination between the emergency services. Currently, if a large scale incident were to occur, the township police department would serve as the central location for the heads of emergency services to gather and implement the Emergency Management Plan. Though not ideal, the location is adequate. Overall the subcommittee feels that the township should continue to wholeheartedly support the OEM. There are several recommendations regarding OEM. The Emergency Management Coordinator and deputy coordinator positions should be filled with someone who is already a full time employee of the township. Filling the position with a Township employee would increase the likelihood that if a plan needed to be implemented the Coordinator or Deputy Coordinator would already be in the local area. Another recommendation concerning the OEM is that the Township should pursue grant opportunities that may be available for funding OEM services. There may be funds available through homeland security grants that could supplement the salaries for the coordinator and deputy coordinator positions. The Township should consider consulting with firms that have expertise to write grant applications for emergency services funding. 8.3 Emergency Squad By far the Township Emergency Squad is the busiest of all the volunteer emergency services and possibly the most important. The Emergency Squad seems to be facing the most severe problems regarding providing service to the township. The lack of qualified personnel to respond to squad calls is a great concern. Volunteerism is down in Chesterfield for the squad and both fire companies. This trend can be seen across the state and throughout the nation. Though the problems of the squad and the fire companies would be solved by increased volunteerism, it seems evident to those involved that there is no magic trick to increasing the number of volunteers. It should continue to be a focus for all organizations within the Township to recruit additional volunteers. However, the Township should plan for current volunteer numbers to stay the same or even decrease. One year ago the squad was facing serious lack of service issues. Though there were not a large number of calls that were missed due to lack of available personnel, the number was surely significant. In late 2005 the Board of Fire Commissioners in District #1 added 3 career firefighters to serve in station 261 Monday through Friday 7:00 am to 5:00 pm. As a part of their duties, the commissioners required that the career staff personnel be certified Emergency Medical Technicians (EMT's) and that they respond to any call within the Township during their normal shift. This has been a success for the squad and for the Township in general. There is no doubt that the services provided during the day are quicker and more consistent than ever in the squad's history. The only time the career firefighters do not respond to a squad call is if the call is concurrent with a fire call or if the call is outside the Township. Evening calls are still a major concern. Though these calls are responded to at a consistent rate, there are only a relatively small number of volunteers that are committed to serving on the assigned "Duty Crews". This results in a few dedicated volunteers committing large amounts of time on a weekly or even daily basis. The commitment of these individuals is greatly appreciated but a few individuals providing service to the Township is not an ideal long-term situation. The lack of personnel and the serious commitment by the few overly dedicated squad volunteers should be the top priority of the Township Committee. In light of the previously discussed lack of volunteerism, the only alternative would appear to be the hiring of career staff to help alleviate the evening/night shortages. Therefore, it is suggested that the Township consider requiring police officers who are added to the evening/night shift should also be assigned to ambulance service as well. It is also suggested that the Township consider increasing the amount billed to the prisons for ambulance calls or that the Township consider eliminating service to the prisons. This will help reduce the total number of calls. Another option is to contract out partial ambulance service to career squads (i.e. Bordentown Station 328). The Township or the Emergency Squad should consider billing insurance companies of patients for ambulance service. All of the suggestions that would create income would never offset the cost of hiring career EMT's, however the income could be used to offset costs for an additional night time police officer. 8.4 Union Fire Company (Crosswicks) - District 1 During recent years the Union Fire company had also faced the challenge of increasing call numbers and administrative responsibilities with a decline in volunteerism. Though services provided to the township are adequate, the Board of Fire Commissioners for District 1 decided to be proactive in 2005 and hired career staff for the daytime duties. Over the next few years District 1 will see the vast majority of the new development in Chesterfield Township. Undoubtedly, as the new homes and businesses are built, fire calls will increase. Currently, District 1 has a career staff of three firefighters on duty from 7-5, Monday through Friday. As stated earlier, the career staff is all certified EMT's and provide ambulance service within the entire township. Chief Demeter reports that the Fire Commissioners would like to add 1 career firefighter to bring the staff total to 4. Chief Demeter also reported that the Board of Fire Commissioners has offered assistance in a number of ways to District 2. With the ever increasing burden of paperwork and record keeping, the career staff of District 1 would be willing to assist in District 2. Chief Wilson of District 2 and Chief Demeter have also discussed the possibility of having career staff from District 1 trained on all of the equipment housed in District 2, specifically the rescue equipment. The cross training of personnel would help to better serve the Township. This proposal will be brought to the meeting of District 2 Fire Commissioners by the recommendation of Chief Wilson. 8.5 Chesterfield Fire Company - District 2 District 2 also feels the pressure of an overall lack of volunteerism coupled with ever increasing administrative requirements. Chief Brian Wilson reports that the District 2 fire company has success in responding to even daytime calls. This is due in large part to two members of District 2 who are also Township employees and are normally close by. Though response percentages to calls have been high over the last few years, the mundane tasks of the fire service are still left to only a few. Perhaps, as stated earlier, a cooperative effort between the two Districts can alleviate some of the administrative burden. Though volunteerism is a big concern for the Chesterfield Fire Company, for the time being adequate fire service is being provided to the Township. There are no immediate needs for improvements to the facilities at the Chesterfield Fire Company. 8.6 Suggestions of Public Safety Subcommittee The Township should consider acquiring the existing school building for emergency services uses should the school become available. The Township should also consider the merits of a possible merger of the fire companies, emergency squad and Emergency Management Office into one entity. It is believed that such a merger could improve the overall service provided to the Township and the long-term economics of providing this service. It seems clear that the emergency services are already working together. It is recommended that a campaign be started by the Township Committee to make the residents of Chesterfield Township aware that many of the services they depend on are staffed by volunteers. It is believed that many residents are not aware of the structure of the emergency services in Chesterfield and do not realize that the fire and ambulance services are mainly volunteer. This campaign should make the residents aware of the sacrifices the volunteers make for the safety and comfort of Chesterfield residents. Though possibly the role of the volunteers themselves, perhaps the township can assist in educating the residents and recognizing the volunteers in an attempt to attract support and more volunteers. It is recommended that the township committee conduct a feasibility study regarding the use of the Squad and the Chesterfield Hose Company facilities for conversion to municipal services. It is recommended that the Township Committee investigate grants that may be available for the construction of a new facility, something that the municipality would not be eligible for. It is believed that the emergency services entities may be eligible for significant grant funding. The Township Committee may wish to consider hiring a professional grant writer for this function. Back to top
Back to top Table 1 - Land uses as a percentage of overall property valuation
Table 2 - Public Property Listing
Back to top Table 3 - General Governmental Activities Occurring at Municipal Existing Building Land
Table 4 - Employees by Title Working in Municipal Building
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PHOTOGRAPHS FROM TOUR OF INADEQUATE MUNICIPAL FACILITIES Municipal Building
Police Headquarters
Back to top Municipal Road Assets
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