INFRASTRUCTURE CAPACITY

Water Supply & Distribution

•	The City provides water to approximately 27,000 residents, as well as an additional 15,000 daily water consumers who either work in or visit the City.
•	The City operates five wells located on four separate well fields located throughout the community.
•	The City has present total pumpage capacity of 9.87 million gallons per day (MGD).
•	The City’s average daily water consumption is approximately 5.0 MGD. During peak periods, the maximum daily consumption is approximately 9.25 MGD.
•	If a major well is out of commission, the City loses approximately 2.02 MGD from their total pumpage capacity of 9.87 MGD resulting in a revised capacity of 7.85 MGD.
•	A need exists today to improve the water distribution system to meet peak demand should the City experience a key well site failure.
•	The City, under its infrastructure study, is in the process of conducting additional studies related to improving the water infrastructure within the Redevelopment Area.
•	The proposed Waterfront redevelopment project will require approximately .650 MGD for water supply.
•	Installation of a new well site in closer proximity to the Redevelopment Area will improve the entire water distribution network by geographically separating the well sites which will provide greater system redundancy.
•	The Developers have expressed their willingness to work with the City to share in the capital cost to install a new well at the most appropriate location.
•	The usage fees from the Glen Isle community will add much needed additional revenue to the city.

In summary, the need exists today for a new well with or without the project. RXR Glen Isle Partners, LLC. is willing to share in the cost of a new well with the City, which will give the City the additional water capacity to function even if a major well is out of commission.

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INFRASTRUCTURE CAPACITY

Sanitary Sewer Network and Waste Waster Treatment
Plant Capacity.

•	The City of Glen Cove owns a wastewater treatment plant (WWTP), located off of Morris Avenue on the south side of Glen Cove Creek. In addition, the City maintains sixteen (16) sanitary sewer lift stations and a sanitary sewer conveyance network.
•	The City has a contract with Severn Trent Environmental Services (STES) to operate the WWTP facility.
•	Re-Constructed in 1980 and 2004, the plant has a current design capacity that can accommodate up to an average flow of 5.5 million gallons per day.
•	The current average flow is approximately 3.8 million gallons per day, well below the plant’s capacity.
•	Major modernizations were recently completed to update the plant’s existing capabilities and processes, including the addition of a Biological Nutrient Removal (“BNR”) facility. Other plant modernizations, related to ultraviolet (“UV”) disinfection systems and chemical bulk storage, are anticipated throughout the next several years.
•	The proposed waterfront redevelopment project will require approximately .50 MGD for sanitary sewer.
•	This additional load, when added to the existing 3.8 million gallons per day currently processed by the City’s treatment plant, would still produce levels significantly below its rated capacity.

In summary, the City of Glen Cove’s Waste Water Treatment Plant has more than ample capacity to accommodate the waterfront redevelopment project, as well as any other background growth.

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INFRASTRUCTURE CAPACITY

Solid Waste

•	The City of Glen Cove’s DPW is responsible for managing the collection of residential, commercial and small amounts of industrial garbage materials. Most of the materials (collected by public and private carters) are brought to the Glen Cove Waste Transfer Facility (WTF) located on the south side of Glen Cove Creek at 100 Morris Avenue. The City has a contract with Waste Management to operate the facility.
•	A conservative planning standard of about two pounds per day (0.001 tons) was used for each of the 700 employees anticipated on the project area; and 5.8 pounds per day (0.0029 tons), or approximately 41 pounds per week, per dwelling unit. As such, the proposed project could generate 1,400 pounds (0.7 tons) per day from employees on the project area, and 6,560 pounds (3.28 tons) per day from residents, for a total of about 7,960 pounds (about 3.98 tons) of solid waste generated per day.
•	The City’s existing WTF has the capacity to handle up to 500,000 pounds (250 tons) of solid waste per day. The City currently produces less than 65 tons per day, and the additional amounts anticipated by development under the proposed project would not cause the City to come close to approaching levels for the WTF’s capacity.
•	The developer anticipates using a private carting service which could haul a large majority of the solid waste generated from the project area, if not all of the solid waste, away from the City and its WTF.
•	The proposed project is not anticipated to impact solid waste services.

In summary, the City of Glen Cove’s Waste Water Transfer Facility has more than ample capacity to accommodate the waterfront redevelopment project as well as any other background growth. Furthermore, the waterfront redevelopment project is anticipated to use a private carting service which would result in no impact whatsoever to the WTF.

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INFRASTRUCTURE CAPACITY

Electric, Gas, Tele-Communications

•	The Developer and Project Team and City have met and commenced coordination meetings with the various utility companies to discuss each utility companies’ present infrastructure capacity in the redevelopment area.
•	The Developer and Project Team has been discussing the location and placement of the various development elements where utility connections are necessary along with potential anticipated loads.
•	It is planned that all electric and tele-communications utilities will be via underground conduit service. The City envisioned this during the design of the new waterfront access roadway and will install the necessary conduits for future service under the portion of roadway under construction.
•	The City and the Developer and Project Team have met with LIPA and Keyspan discussing expected electric and natural gas loads. Each respective utility company will coordinate their capacity upgrade requirements to coincide with planned construction activities in the redevelopment area.

In summary, with proper design and coordination with the above utility companies, the electric, gas and telecommunication requirements of the project can be readily satisfied.

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INFRASTRUCTURE CAPACITY

Roadway Network

Traffic
One of the primary objectives of the
Glen Isle project is to minimize the use of automobiles while maximizing alternative transportation modes. This concept of a Transit Oriented Development (TOD) is designed to promote and encourage a pedestrian friendly atmosphere, whereby residents can easily get from place to place without the use of an automobile.

Examples of how this project will benefit residents of Glen Isle while limiting impacts on the surrounding area include:

• Brewster Street/Herb Hill Road-Mill Hill Road;
• Brewster Street-Glen Cove Avenue/Pratt Boulevard;
• Glen Cove Avenue/Charles Street;
• Glen Cove Avenue/Morris Avenue;
• Bridge Street-Continental Place/Pratt Boulevard;
• Charles Street/Herb Hill Road;
• Garvies Point Road-Dickson Street/Herb Hill Road;
• Forest Avenue/Lattingtown Road;
• Glen Cove Avenue/Sea Cliff Avenue;
• Glen Cove Road/Glen Head Road;
• Glen Cove Road/Northern Boulevard;
• Route 107/Glen Head Road;
• Brewster Street/Cottage Row; and
• Glen Cove Road/Route 107 Divide

In summary, the chart below compares traffic volumes generated by the once as-of-right retail and commercial development concept versus the Glen Isle project. As you can see, the current plan is far less impacts.

Ferry Service – The way it should be
It should also be noted that traffic levels for the Glen Isle development will be only 50% of those which would have resulted from the previously approved 1998 retail, commercial and industrial plan. The roadway currently under construction which will provide access to the site was built with the increased traffic load of the
1998 plan in mind so the far reduced traffic levels of the Glen Isle
plan will present a traffic load which is easily managed by the roadway infrastructure.

One of the great benefits of the Glen Isle plan is the reality of a sustainable, successful ferry operation at the Glen Cove waterfront. While Glen Cove has seen ferry operators come and go in the past, the inclusion of residential at the site will provide the ferry with residents who live within walking distance to the ferry, providing commuters with multiple destinations in Manhattan along with expected travel to points along the Long Island, Queens and Connecticut shore. This will be a great selling point for people who wish to live along the beautiful Glen Cove waterfront, but desire a quick, easy commute into the City that will rival the Long Island Railroad’s Port Washington line for convenience and price.

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INFRASTRUCTURE CAPACITY

Police, Fire, EMS Services:

POLICE

•	Current ratio is 1.99 officers per 1,000 residents
•	Projected ratio is 1.87 officers per 1000 residents
•	Projected ratio is still well above the conservative planning standard of 1.5 officers per 1000 residents as supported by the Urban Land Institute
•	3 Additional Patrol Officers at Full Build-out (phased in) $255,000 annually
•	Police Department Satellite Command Post: 1 X $250,000
•	1 GCPD Patrol Car: 1 X $50,000
•	Glen Isle to provide private security for the development

FIRE:

•	One 110-foot Tower Ladder Truck with pre-piped waterway and hydraulic power
•	One equipment response van/truck for tactical rescue response to be added to the GCVFD
•	Current ratio is 3.94 Volunteer Firefighters per 1,000 residents
•	Projected ratio is 3.71Volunteer Firefighters per 1000 residents
•	Projected ratio is still well above the conservative planning standard of 1.5 Firefighters per 1000 residents supported by the Urban Land Institute

EMS:
• 1 ambulance/advanced life support
   vehicle: 1 X $150,000
• Glen Isle private security force to
   receive EMS training as back-up to
   volunteer staff

In summary, the project will result in little to no negative impacts to Glen Cove’s police, fire and EMS services, as all 1-time costs will be borne by development in addition to the maintenance/upkeep of the satellite command post.

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RXR Glen Isle Partners, LLC - 20 Glen Street, Glen Cove NY 11542
Ph: 516-801-4008 • Fax: 516-804-4025 • Email: info@glenisle.com
All rights reserved. © 2007-2008 RXR Glen Isle Partners, LLC