►
Description
Welcome by Ginger Brown, Vice Chair
The first of three public facility siting and programming case studies. No. 1: Fire Station #3 (Cherrydale)
Presentation by Nancy Iacomini, Fire Station #3 Relocation Task Force. Recorded May 13 2015 at Washington-Lee High School, Arlington VA.
A
I
like
to
welcome
everyone
to
the
7th
community
facilities
meeting,
my
name
is
ginger
brown
I'm,
the
vice
chair
of
the
community
facilities,
study
and
I'm,
going
to
be
leading
you
tonight,
because
John
Millikan
is
presenting
at
the
committee
of
100
tonight
we
are
going
to
be
discussing
public
facility
siting
and
programming,
and
we
have
three
case
studies
for
you
tonight.
Our
first
is
fire
station
3
and
Nancy.
A
A
Hopefully
by
now
everybody
knows
that
we
have
a
website.
We
have
a
Facebook
page.
We
have
a
Twitter
page
if
you're
looking
for
Wi-Fi
password
its
knowledge
and
I
also
want
to
point
out
that
we
do
have
an
email
address.
So
if
you
ever
have
any
thoughts
or
concerns
or
questions
or
ideas,
please
feel
free
to
email
us.
A
So
hopefully
our
subcommittee
will
be
to
a
point
where
we
can
give
you
something
to
see
and
then
we'll
have
a
report
to
deliver
to
the
county
board.
Hopefully
an
initial
draft
by
September
of
those
citing
principles
so
that
it
can
inform
the
16
to
20,
26
CIP
and,
as
part
of
our
charge,
it's
we
are
charged
with
proposing
criteria
and
a
process
for
citing
any
new,
counting
or
school
facility
or
adding
or
expanding
uses
to
those
facilities.
A
Again
we
are
doing
this
in
order
to
inform
the
CIP
process,
the
twenty
sixteen
to
twenty
twenty
six,
we're
going
to
do
a
very
quick
review
of
the
things
that
we've
learned
so
far
under
revenues
and
economic
factors.
Arlington
has
a
very
unique
revenue
structure.
We
have
fifty
percent
of
our
residential
taxes
or
fifty
percent
of
our
taxes
come
from
residential
Center
and
fifty
percent
come
from
our
commercial
base.
That's
highly
unusual
and
it's
highly
desirable.
A
A
We
looked
at
the
forecasting
and
enrollment
projections
from
the
school
in
the
county
and
we
learned
that
they
are
22
sets
of
data.
One
is
used
by
the
county
in
order
to
fulfill
the
Clean
Air
Act
and
the
others
are
used
by
the
school
to
to
forecast
children
coming
into
the
school,
and
they
both
have
purposes
that
are
needed
and
useful,
and
we
need
to
keep
this
separate,
but
there
are
plenty
of
chances
to
collaborate
between
the
two.
A
So
we
brought
we
looked
at
all,
so
we
figured
out
that
our
multifamily
housing
is
about
sixty
four
percent
of
our
housing
housing
stock,
but
the
net
new
housing
is
ninety-four
percent
multifamily.
Our
single-family
neighborhoods
are
changing,
but
there's
not
really
a
net
new
increase
in
the
number
of
single-family
homes.
It's
just
the
smaller
homes
are
being
torn
down
and
larger
homes
are
being
built,
and
so
there's
more
bedrooms.
A
So
we
had
a
consultant
come
in
and
talk
to
us
about
what
our
met.
If
our
methods
are
good
and
they
are
but
they
can
be
refined,
we
can
collect
more
information,
including
information,
housing,
data
on
renovations
unit
types,
length
of
ownership
sales,
and
this
refinement
of
the
data
can
help
us
better
predict
student
generation
factors
for
each
type
of
housing
unit,
which
will
help
us
better
predict
the
number
of
kids
we
have
coming
into
our
schools
from
different
housing
types,
and
then
we
went
to
land
in
facility
inventory
and
needs
assessment.
A
Arlington
is
growing
in
population
and
we
have
demands
across
the
board.
We
have
demands
for
public
services,
open
space
schools,
everything
pretty
much,
but
we
have
limited
land
Arlington
only
owns
about
2.2
square
miles
of
our
26.2
square
miles
of
the
county.
It
operates,
105
facilities,
87
our
county,
owned,
18
or
leased,
and
then
we're
also
well
aware
that
in
the
current
CIP
there
are
processes
that
are
ongoing.
A
A
So
we
need
lots
of
things
and
we
definitely
don't
have
adequate
indoor
and
outdoor
recreation
and
park
facilities.
We
do
have
a
strategic
partnership
between
ApS
in
the
county
to
maximize
what
we
do
have
and
the
public
facility,
the
public
spaces
master
plan
just
kicked
off
and
that
a
lot
of
the
information
that
it's
got
to
come
out
of
that
and
the
data
will
influence
our
end
result.
B
Thank
you
good
evening.
I
am
chosen
to
use
the
podium,
usually
I
like
to
walk
around,
but
if
I
do
that,
then,
instead
of
20
minutes
will
be
40
minutes
and
that's
not
good.
So
if
I
have
my
notes,
this
should
work
out.
Well,
so
I'd
like
to
thank
ginger
and
Susan
for
inviting
me
to
give
a
presentation
to
you
all
this
evening.
B
I
am
currently
vice
chairman
of
the
county,
Planning
Commission
I've
also
chaired
the
Transportation
Commission,
and
the
historical
affairs
and
landmark
review
board
and
I've
lived
in
Cherrydale
since
1998
and
in
Arlington,
since
1980
I
was
asked
to
present,
because
I
was
the
chairman
in
2003
of
the
fire
station
number
3
relocation
task
force
and
our
efforts
did
end
up
contributing
to
our
new
station.
That's
an
old
dominion,
dr,
so
the
siting
of
fire
station
number
3
in
Cherrydale
is
somewhat
of
a
saga
in
the
true
sense
of
the
word.
B
Cherrydale
has
long
been
home
to
a
fire
station.
In
the
early
20th
century,
our
volunteer
company
had
a
water
wagon
and
a
hand-drawn
pump
and
hoses
in
1919
the
volunteers
in
the
neighborhood
erected
a
station
that
still
stands
on
lee
highway.
Just
east
of
the
five
points
intersection
as
time
went
on.
However,
it
became
clear
that
volunteer
fire
companies
would
not
be
able
to
continue
to
meet
the
demands
of
a
growing
community.
B
Arlington
began
to
hire
paid
firefighters
and
the
paid
firefighters
and
the
volunteers
shared
the
small
station
that
was
on
lee
highway
or
that
still
is
on
lee
highway.
Of
course,
the
population
began
it
continued
to
grow,
particularly
after
World
War.
Two
more
stations
were
needed
and
by
the
late
1980s
it
was
clear.
B
We
needed
more
capacity
in
north
arlington,
and
so
the
Cherrydale
station
would
have
to
be
either
augmented
or
expanded,
which
wasn't
possible
because
they
only
owned
the
land
on
which
that
building
sits
or
a
new
station
found
after
an
early
public
process
in
1990,
the
the
site
just
to
the
east
of
the
historic
station,
which
we
called
the
nickel
site
was
chosen
and
it's
the
older
building
with
the
white
sign
that
you
see
right
there.
But
the
American
flag,
bond
funding
was
approved
for
the
nickel
site
and
the
county
pursued
acquisition
of
the
site.
B
In
june
nineteen,
ninety
four,
the
county
board,
adopted
the
Cherrydale
lee
highway
revitalization
plan,
and
indeed,
we
called
out
the
nickel
site
as
where
the
station
would
go.
It
was
going
to
be
a
very
important
place,
making
element
for
the
neighborhood,
and
meanwhile,
the
county
did
a
second
bond
round
for
funds
for
the
new
station
studies
were
conducted
in
1999
and
2000
to
evaluate
the
delivery
of
fire
protection
in
the
county
and
make
recommendations
for
improvements,
and
at
this
time,
cherrydale
residents
and
members
of
the
volunteer
fire
company
routinely
asked
the
county.
B
When
construction
on
the
new
station
would
begin,
they
did
not
get
a
firm
answer.
The
answer
really
came
to
us
in
2002,
when
cherrydale
was
surprised
to
learn,
a
local
developer
had
filed
a
site
plan
for
the
nickel
site.
So
clearly
the
county
had
made
a
decision,
but
it
really
hadn't
been
communicated
to
the
neighborhood.
B
The
neighborhood
participated
in
the
site
plan
process,
albeit
reluctantly,
and
what
we
call
the
brompton
is.
Then
the
brompton
site
plan
consisted
of
a
multi-unit
residential
building
on
lee
highway
picture
of
it
is
here
as
well
as
townhouses
and
three
single-family
houses
that
transition
to
our
single-family
neighborhood
that
was
ultimately
approved
and
built,
but
it
was
felt
there
was
still
no
good
answers
being
given
to
the
neighborhood
about
why
the
county
had
abandoned
the
nickel
site
for
a
fire
station.
Even
more
importantly,
where
would
the
new
station
go
so
in
fall
of
2002?
B
The
county
started
having
discussions
with
the
citizens
about
the
new
station,
so
there
was
some
neighborhood
meetings
held
in
2002
2003.
No
consensus
could
be
reached
at
these
large
gatherings.
As
you
can
imagine,
there
was
a
lot
of
back-and-forth
still
a
lot
of
sort
of
pent-up
onst
from
a
lot
of
the
citizens
about.
Why
did
all
of
this
happen?
Why
are
we
here
today?
So
the
task
force
I
chaired
was
convened
in
early
2003
and
it
reported
back
with
a
choice
of
three
rank
sites
in
August
of
2003.
B
The
county
ultimately
acquired
a
portion
of
the
site
that
ranked
second,
the
toyota
dealership
at
five
points.
Frankly,
the
task
force
had
envisioned
a
station
where
the
main
building
of
the
dealership
sits
at
the
intersection,
so
it
would
sort
of
have
a
nice
vista
coming
up
lee
highway
and
we
could
all
say
instead
of
saying.
Oh,
we
live
behind
the
car
dealerships.
B
B
It
really
is.
Our
new
station,
though,
is
has
won
awards,
but
our
historic
fire
station
still
serves
our
community.
It
is
very
much
a
center
of
our
community
life
and
we're
glad
that
the
volunteers
still
have
it,
but
to
get
to
that
new
station,
the
county
and
the
citizens
had
to
first
come
together
and
identify
sites
in
the
wake
of
2002
site
plan
process
issues.
B
The
task
force
has
given
a
relatively
short
time
frame
in
which
to
deliberate
and
make
decisions.
It
was
decided
early
on
that
for
transparency.
We
would
be
making
decisions
by
public
balloting
when
we
would
go
through
sites.
We
focused
our
efforts
on
finding
the
best
sites
and
not
considering
land
ownership
or
acquisition
issues.
We
did
not
feel
that
we
should
be
negotiating
with
ourselves,
but
would
rather
keep
factual
criteria
for
most
in
our
deliberations
and
our
members
actively
represented
their
neighborhoods
and
informed
their
respective
neighborhoods
of
what
we
were
doing.
B
There
was
also
a
great
community
interest
in
our
meetings,
so
we
made
time
for
public
comment
at
our
meetings
and
the
county
put
our
information
up
on
their
website.
Of
course,
it's
nowhere
near
as
robust
is
what
the
county
has
today,
but
we
we
did
have
it
up
there,
so
our
first
step
was
to
establish
criteria
whereby
sites
could
be
evaluated.
The
criteria
we
use
came
from
discussions
between
county
staff
and
residents
and
was
informed
by
consultant
studies.
B
We
really
tried
to
keep
life
and
safety
issues
at
the
fore,
as
well
as
adding
quality
of
life
parameters
suggested
by
citizens.
There
are
some
of
them.
You
see
up
on
the
screen
after
much
debate,
the
task
force
coalesced
around
17
main
criteria
that
were
applied
to
every
site,
and
this
is
the
full
list
of
the
criteria.
B
The
task
force
cast
a
wide
net
as
well
for
a
site
for
17
possible
sites.
We
tried,
we
had
people
brainstorming,
we
had
input
from
what
the
1990
advisory
committee
had
done.
We
had
some
things
that
had
come
from
the
public
forums
that
had
been
held,
and
we,
of
course
had
ideas
from
our
own
group.
This
is
these
are
some
of
the
sites.
B
These
are
more
of
them.
You
can
see.
We
were
thinking
all
kinds
places
within
the
good
response.
Time
area
the
nickel
site,
which
was
then
under
site
plan,
was
also
included,
and
this
is
because
the
community
had
long
been
told
that
that
would
be
the
site
of
the
new
station.
It
had
much
to
recommend
it
because
of
its
proximity
to
the
historic
station
and
frankly,
there
was
no
way
that
my
neighborhood
could
let
go
of
that
idea.
B
There
would
have
been
no
way
for
us
to
move
forward
as
a
task
force
if
we
had
spent
a
lot
of
our
time
debating
whether
or
not
to
keep
the
Nichols
site
on
the
list.
So
we
said,
let's
keep
it
that
to
sort
of
open
the
floodgates
and
let
us
talk
about
all
the
other
sites,
since
we
had
to
come
up
with
three
or
four
sites,
you'll
notice
on
here
to
as
the
spc
old
bowling
alley
site.
B
That
would
be
the
land
on
Quincy
Street,
which
the
county
has
recently
put
out,
put
a
purchase
contract
on
it.
So
it
is
land
which
has
long
been
thought
of
that
could
house
a
facility
every
task
force
member
had
their
own
favorite
site,
but
we
did
have
to
come
down
to
three
to
four
to
recommend.
So,
instead
of
just
having
staff
evaluate
and
report
on
each
site,
members
of
the
task
force
teamed
with
staff
members
and
did
their
own
presentations.
B
They
were
the
ones
that
talked
about
the
sites
that
they
thought
were
were
best,
but
before
we
did
those
the
task
force
developed
a
standard
questionnaire
and
evaluation
sheet
that
was
applied
uniformly
to
every
site.
This
is
the
first
page
of
what
was
a
four
page
evaluation
sheet
and
by
the
way,
all
of
this
material
I.
Believe
staff
has
posted
to
the
facility's
website.
So
you
can
see
the
full
report.
B
We
then
got
into
the
layers
of
traffic
response
times,
questions
about
biz
financial
aspects
of
businesses,
up
that
we're
already
on
certain
sites.
In
addition
to
our
own
deliberations,
we
hosted
a
public
meeting
about
the
sites
before
our
final
balloting
and
it
was
very
well
attended
and
in
August
we
had
our
three
sites
to
recommend
to
the
County
Board
to
fill
our
charge,
the
nickel
site,
the
coons
Toyota
and
brown
honda.
B
So,
after
all
of
that,
what
were
in
those
months
some
lessons,
I
think
that
all
of
us
on
the
task
force
learned
our
neighbors
learn
something
that
I've
been
thinking
about
for
a
while.
Since
I
was
asked
to
do
the
presentation,
they
think
one
of
the
many
good
takeaways
was
that
communication
between
the
county
and
citizens
really
is
paramount.
It
would
not
be
an
understatement
to
say
that
cherrydale
did
feel
blindsided
by
the
county
when
the
site
plan
process
for
the
brompton
was
announced.
B
You
know
I'm
sure
that
there
were
very
good
reasons
why
the
county
had
abandoned
the
nickel
site,
and
perhaps
it
even
made
that
known
to
some
citizens,
but
it
really
didn't
get
to
the
core
of
our
civic
association
or
even
the
surrounding
neighborhoods.
The
lack
of
communication.
The
silence
from
the
1994
bond
to
2002
was
very
detrimental
and
in
fact
there
are
some
people
in
our
neighborhood
that
really
don't
have
a
great
feeling
about
the
county
because
of
this
still
to
this
day.
B
So
if
a
site
has
been
publicly
announced
whether
it's
been
acquired
or
not,
if
it's
in
documents
and
mentioned
in
bond
issues,
the
cat
and
the
county
changes
its
mind,
the
citizens
need
to
be
informed
when
a
facility
is
being
cited,
particularly
one
that
needs
to
deliver
a
service
like
a
fire
station.
All
the
areas
to
be
served
by
the
facility
should
participate
in
the
sighting
process.
Citizens
and
county
staff
should
have
ownership
of
the
process
together.
B
This
can
be
done
by
having
a
citizen
share
the
process
and
having
citizens
actively
work
with
staff
to
present
data
and
findings
to
the
entire
group.
This
really
Foster's
a
lot
of
trust
and
mutual
understanding
and
I
can't
emphasize
how
important
that
is
as
well.
I
also
believe.
Good
design
can
solve
a
lot
of
issues,
but
when
you're,
citing
a
facility
I,
don't
think
we
should
rely
on
design
make
the
site
right
when
it
isn't.
It's
not
a
shoehorn
to
make
something
work
that
really
shouldn't
work.
B
Also,
a
tightly
defined
scope
of
work
and
a
firm
deadline
for
a
work
product
produces
good
focus
as
it
doesn't
anything,
but
particularly
in
a
working
group
and
the
siting
of
anything
whether
it's
a
new
school
or
a
new
house.
Next
door
really
can
engender
a
lot
of
emotion,
both
both
positive
and
negative,
so
to
the
extent
possible,
it's
good
to
focus
on
facts.
B
It
can
be
hard,
but
but
it's
really
helpful
and
a
corollary
to
that
would
be
that
no
site
should
be
taken
off
the
table
without
a
factual
reason
related
to
how
it
should
function.
Cost
is
a
fact,
but
it's
not
a
fact
that
limits
how
a
facility
could
fulfill
it.
Civic
function,
it's
a
factor
among
others
that
could
take
sites
out
of
consideration,
but
that
should
happen
from
discussion
and
not
be
presupposed
to
the
point
where
citizens
would
be
told
not
even
to
discuss
something.
B
You
know,
as
I
said
before,
we
can
be
given
to
negotiating
with
ourselves
sometimes
and
I,
admittedly
find
myself
doing
that,
sometimes
with
some
site
plan
things
that
we
do
at
Planning
Commission
and
that's
actually
not
a
good
thing.
We
should
let
ourselves
find
the
best
places
to
do
the
functions
that
could
work
and
then
start
the
discussion
of
should
and
eliminating
sites
for
clearly
understandable
reasons
that
might
be
related
to
other
County
goals.
So
thank
you
for
your
time
this
evening.