history central

Support  for construction of a county fire training center sought by the  Lancaster Fire Council was approved via a resolution by the Lancaster  Town Board on May 25th, 1964. The fire council planned on requesting  further support from the Alden and Clarence Town Boards, the Alden and  Lancaster Village Boards and had petitioned the Erie County Board of  Supervisors to back the Lancaster site. 

At  the time, the county was building a training facility in Chestnut Ridge  Park and another at a site provided by the Town of Amherst. The  Lancaster Town Board was informed by the fire council that the National  Board of Fire Underwriters had strongly recommended that a training  center be established for Lancaster and nearby areas. 

Over  a year later on November 23, 1965, the Cheektowaga Town Board voted to  grant Erie County one acre of property at a site at Broadway and Union  Road for a training facility. Erie County Commissioner of Public Safety  James H. O'Leary surveyed the Cheektowaga site and approved it. The  Lancaster Fire Council was quick to try and counter the Cheektowaga  proposal with a proposed site of their own near Como Park on the east  side of Bowen Road near Broadway, known as Weimer's Grove, which was  recently purchased by the county.

Former  fire council president George MacPeek was instructed to arrange a  meeting with the Cheektowaga Fire Chief's Association to discuss  collaboration. At the time Supervisor Dan Weber of Cheektowaga and  Supervisor Stan Keysa of Lancaster had a joint resolution before the  Board of Supervisors Capital Improvement Committee for the tower to be  built at the Union and Broadway site. Supervisor Keysa told members of  the council that he was doubtful that the project would be completed  within the next two or three years, sighting numerous financial problems  the county was facing at the time. 

The  project sat dormant for a few years until February of 1967 when then  County Executive Rath sent a letter to the Board of Supervisors asking  authority for the County Attorney to meet with town officials about the  proposed Cheektowaga site. "It is contemplated," Mr. Rath said, "that  the county either will develop a facility similar to those already built  in Amherst and Chestnut Ridge Park, or cooperate with the City of  Buffalo in the development of a more elaborate facility, with the city  paying for development beyond that which the county otherwise would  provide."

The Erie County Fire  Advisory Board had reported to the Board of Supervisors that it  considered the Cheektowaga site the most desirable and most practical  for the location of the tower. Meanwhile the Cheektowaga Town Board  passed a resolution to notify the fire advisory board that they had no  objections to having the project located in Cheektowaga and even offered  the county two acres for the project, on the condition the county picks  up the cost of any additional acreage.

Buffalo  Fire Commissioner Howard weighed in on the topic, urging a joint  city-county facility, sighting the mutual aid cooperation demonstrated  during the four-alarm fire at the Sullivan Lumber Company at Niagara and  Arthur Streets in the city. While the lumber yard fire was in progress,  there was a second alarm on Broadway, which had tied up 19 pumpers  fighting those fires. "A third fire at this point could have left the  City of Buffalo in a precarious position", Commissioner Howard said.    

Soon  after a new request was sent to Mr. Rath by the Lancaster Fire Council  asking that the Town of Lancaster be reconsidered for the site. An  unresolved issue at the time and effecting the decision, was whether to  build one tower to be used jointly with the Buffalo Fire Department and  the suburban volunteers. At the time the Amherst and Chestnut Ridge  facilities were open and the county was reportedly considering building  three more facilities.

By April  of 1970 it was decided that Cheektowaga would be the location of the new  facility and classified ads appeared in many of the local newspapers  seeking sealed bids and construction started soon after. On July 18,  1971, Buffalo Mayor Frank Sedita, Deputy Erie county Executive H. Dale  Bossert, and Cheektowaga Supervisor Dan Weber, were some of the  dignitaries on hand for the dedication of the new Erie County Fire  Training Academy at a cost of $800,000. 

In our next article we'll talk about now defunct Marsh Volunteer Fire Department of the Town of Tonawanda.

In  the years following World War II, the Town of Cheektowaga was changing  rapidly. New homes were rising, families were moving in, and entire  neighborhoods were being built almost overnight. One of those growing  areas was Tiorunda—a residential development full of promise, but one critical thing was missing: permanent fire protection.

What  followed was not just the creation of a fire district, but a powerful  example of how a community recognized a public safety risk and took  responsibility for solving it.

During the late 1940s, residents of the Tiorunda area relied entirely on contract fire protection,  primarily from the Cleveland Hill Fire District. These agreements were  negotiated one year at a time, and their cost was steadily increasing.  In just a short period, Tiorunda’s annual fire protection expense  doubled—from approximately $2,000 to $4,000—plus additional water and  hydrant rental fees.

The concern was not just cost. Residents understood that if negotiations failed, fire protection could disappear entirely, leading to higher insurance rates and putting lives and property at risk.

Local leaders knew this was not sustainable.

The effort to secure permanent protection was led by the Tiorunda Civic League, with figures such as Dominic Scardina, president of the League, and Charles W. Wohlford, a young attorney and resident, playing key roles.

Beginning  as early as 1947, the League studied fire district law, met with  neighboring departments, and educated residents on their options. They  concluded that the only reliable solution was to create a fire protection district of their own, one that could levy taxes, define boundaries, and guarantee service.

This was not an emotional decision—it was a calculated one.

Creating a district required petitions signed by property owners representing more than 50% of the assessed valuation of the proposed area. Legal descriptions had to be exact. Public  hearings had to be held. Affidavits had to be corrected and resubmitted  when even small technical errors were found.

It took time. It took persistence. And it took turnout.

The Tiorunda Fire District was located entirely within the Town of Cheektowaga, Erie County, New York, covering what was then known as the Tiorunda housing development and surrounding residential areas.

Based on petitions, legal notices, and published maps, the district generally included: Residential areas near and along South Tiorunda Avenue, neighborhoods branching off Maryvale Drive, properties east of Harlem Road, including newer housing tracts, areas not permanently assigned to another fire district at the time.
 

The district boundaries were  drawn using property lines and subdivision plats, road centerlines, deed  references tied to recorded surveys. This ensured the district included  sufficient taxable property to meet legal requirements and sustain fire  protection funding. The goal was simple: every home inside the lines would be protected—by law, not by chance.

It is important to understand what the Tiorunda Fire District was—and was not.

At its creation in early 1951, the district did not immediately form its own fire company.  Instead, it established legal and financial structure while continuing  to contract fire protection services from Cleveland Hill during the  transition.

This approach  included guaranteed uninterrupted protection, gave residents leverage  and stability, allowed time for long-term planning, and avoided leaving  the neighborhood exposed during organization.

Community  leaders openly discussed the future possibility of a fire hall that  could also serve as a civic center, reinforcing that this effort was  about community permanence, not just emergency response.

Tiorunda  existed on the edge of development—growing fast, but dependent on  others for essential services. The Fire District was created because the  community had to fight for reliable protection.

As  Cheektowaga continued to urbanize through the 1950’s, fire districts  expanded and stabilized, equipment, staffing, and administration  improved, contract uncertainty faded, consolidation became more  efficient than maintaining small, temporary districts. The original  purpose of the Tiorunda Fire District—bridging the gap between growth  and permanence—had been fulfilled.

Today, Tiorunda is no longer a separate fire district or civic entity. It is a fully integrated residential neighborhood within Cheektowaga.

Fire protection for the areas once covered by the Tiorunda Fire District is now provided by established Cheektowaga fire districts, primarily the Cleveland Hill Fire Department, through permanent, modern coverage that includes fire suppression, EMS response, and mutual aid.

Residents today enjoy something their predecessors had to work hard to secure:
guaranteed, institutional fire protection.

The Tiorunda Fire District did not disappear because it failed.
It disappeared because it worked.

It  solved a problem at a critical moment in a community’s development,  provided stability when none existed, and laid the groundwork for the  permanent fire protection systems that followed.

That  kind of foresight—and civic responsibility—is part of the shared  history of volunteer and career fire service across Erie County and New  York State.

And it deserves to be remembered.

1946–1947
Rapid post-war residential development begins in the Tiorunda area of  Cheektowaga. Fire protection is provided only through short-term  contracts with neighboring districts.

1947–1948
The Tiorunda Civic League forms and begins studying long-term fire protection options. Early  discussions include costs, insurance impacts, and the risks of relying  on annual contracts.

1948
Fire protection costs increase significantly. Community concern grows as  residents question rising fees without permanent ownership, equipment,  or guaranteed service.

1949
Formal efforts to create a fire protection district begin. Petitions are  circulated, boundary maps are drawn, and legal requirements under New  York State law are reviewed.

1949–1950
Multiple public hearings are held at Cheektowaga Town Hall. Early  petitions are delayed due to technical deficiencies and must be  corrected and resubmitted.

Mid–Late 1950
Revised petitions meeting assessed valuation requirements are accepted.  Town resolutions are introduced to establish the district and authorize  interim fire protection contracts.

February 5, 1951
The Tiorunda Fire District is officially created by order of the Town of Cheektowaga. Fire  commissioners are appointed, and contracted fire protection continues  during the transition.

Early 1950s
As Cheektowaga urbanizes, larger neighboring fire districts expand,  stabilize, and modernize. The need for a separate Tiorunda district  diminishes.

Mid–1950s
The Tiorunda Fire District is dissolved and absorbed into permanent Cheektowaga fire district coverage.

Today

The  former Tiorunda Fire District area is fully integrated into Cheektowaga  and is protected by established fire departments, primarily the Cleveland Hill Fire Department, with modern fire and EMS services.

In  the early 1970s, Buffalo State College was undergoing rapid growth.  Enrollment was climbing, residence halls were expanding, and student  life was becoming more complex. Yet one critical service lagged behind:  timely, on-campus emergency medical care. Out of this need—and driven by  student initiative—emerged one of the most ambitious and impactful  student-run services in the college’s history: the Buffalo State College  Volunteer Ambulance Corps.

Before  the Corps existed, medical emergencies on campus relied heavily on  off-campus ambulances. Response times could be slow, and the growing  student population strained city resources. Early discussions in student  newspapers from 1971–1973 reflect increasing concern over campus safety  and emergency preparedness.

By  November 1973, those concerns materialized into action. With funding  from the United Students’ Government (USG) and cooperation from the  College Health Board, Buffalo State officially launched a volunteer  ambulance service. Housed in the Weigel Health Center, the Corps was  designed to provide rapid, no-cost emergency medical response to  students, faculty, staff, and visitors.

From  the outset, the Corps was student-powered. Volunteers committed long  hours, rigorous training, and significant responsibility—often balancing  demanding academic schedules with overnight shifts and emergency calls.

Early  reports emphasized the Corps’ professionalism. Members were trained in  first aid and emergency response, with many earning Emergency Medical  Technician (EMT) certification. By the mid-1970s, the Corps was  responding to dozens of calls each month, handling everything from  fractures and lacerations to cardiac events, allergic reactions,  overdoses, and trauma.

The  Corps’ ambulance quickly became a recognizable presence on campus.  Articles documented milestones such as the acquisition of upgraded  vehicles through depreciation funds, branding and proper ambulance  markings, installation of advanced radio communications, and integration  into Erie County’s Medical Emergency Radio System (MERS)
 

These developments placed  Buffalo State’s volunteer unit among the most advanced college-based  ambulance services in New York State.

One  of the Corps’ most significant achievements was moving toward 24-hour  coverage. With additional equipment and staffing, the ambulance was  available day and night during academic sessions—an extraordinary feat  for a volunteer organization.

The  Corps worked closely with campus public safety, the Weigel Health  Center, Erie County Emergency Services, and local hospitals and  ambulance providers.
 

Response times were often  measured in minutes. In several documented cases, Corps members were  credited with stabilizing patients in life-threatening situations before  hospital transport—sometimes quite literally saving lives.

Despite  its success, the Corps faced ongoing challenges. Staffing  shortages—particularly EMT's—were a recurring problem. Volunteer burnout  was real, and maintaining 24-hour service required constant recruitment  and training.

Financial  oversight also became a point of contention. Numerous articles detail  disputes between the Corps, USG, and campus administration over budgets,  gasoline expenses, insurance coverage, vehicle maintenance, and  governance. Missed billing, unclear authority, and questions of  liability led to Senate hearings, investigations, and constitutional  revisions.

At times, service was  restricted. Off-campus transports were limited, calls were routed  exclusively through public safety, and the use of the ambulance for  non-emergency transport was curtailed
 

These moments, while difficult,  reflect how seriously the Corps was taken—as a vital campus institution  worth debating, defending, and reforming rather than eliminating.

To  address growing pains, the Corps underwent multiple reorganizations.  Constitutions were drafted, delayed, revised, and ultimately ratified.  Oversight structures evolved, including executive boards, advisory  committees, and closer USG supervision.

Leadership  turnover—often driven by graduation—created additional instability, but  also allowed new voices to reshape the organization. Student leaders,  Corps officers, and advisors repeatedly emphasized the same principle: the service existed to protect the campus community first and foremost.

Beyond  emergency response, the Corps played a major educational role. Members  received extensive medical training, disaster simulation experience, and  real-world exposure rarely available to undergraduates. Many volunteers  went on to careers in emergency medicine, healthcare, public safety,  and law enforcement.

Simulated  disasters—such as the widely covered Rockwell Hall exercise—demonstrated  the Corps’ readiness and highlighted areas for improvement. These  drills reinforced the Corps’ commitment to professional standards and  continuous learning.

By  the early 1980s, the Buffalo State College Volunteer Ambulance Corps  had become an established and respected part of campus life. It stood as  one of the first certified volunteer college ambulances in New York  State, it was a model of student-led public service, and a testament to  what motivated students can accomplish with institutional support.
 

Though the Corps’ structure and operations evolved over time, its core mission remained unchanged: to provide fast, compassionate, and competent emergency care to the Buffalo State community.

After  years of struggles in the mid to late eighties, the Corps was  officially shut down for good on March 11, 1990.The history of the  Buffalo State College Volunteer Ambulance Corps is more than a story  about an ambulance—it is a story about student leadership, service,  resilience, and responsibility. Through decades of challenges and  achievements, the Corps proved that students were not only capable of  identifying campus needs, but of meeting them head-on, often in moments  when seconds mattered most.

In December of 1929, as the nation grappled with the onset of the Great Depression, the Depew Volunteer Fire Department turned to ingenuity, community spirit, and theatrical flair to meet a  very practical need, new uniforms for its members. The result was one of  the most ambitious and memorable fundraising efforts in the  department’s early history—a full-scale theatrical production entitled “The Fire Brigade.”

Rather  than relying on traditional subscription drives or appeals, Depew’s  firemen stepped into the spotlight, quite literally, by staging a  four-act musical comedy-drama at the Depew High School Auditorium on Thursday, December 19, 1929, with both afternoon matinee and evening performances. The production was mounted under the direction of Captain Harry DeLong of New York City, a well-known fire service showman and producer of spectacular fire plays.

A Spectacle With a Purpose

The purpose of the production was clear and publicly stated: proceeds from the performances would be used to purchase new uniforms for members,  particularly those who had joined the department within the past year,  as well as to acquire other necessary fire department materials.  Newspapers emphasized that the event was not a motion picture, but a live theatrical experience, promising thrills, comedy, music, and realism.

“The Fire Brigade” was described as a companion play to the famous “Still Alarm,” and required a cast of nearly fifty performers, combining local dramatic talent with members of the Depew Fire Department themselves, who appeared in full uniform on stage. Several scenes featured special scenic fire effects, including smoke, flame, and active firefighting sequences that brought unprecedented realism to the local stage.

Drama, Comedy, and Real Firefighting

At the heart of the play was a dramatic climax involving a sensational rescue, a  heroine leaping from a burning building into a life net held by  firefighters below—an effect widely praised in advance coverage as “the  real thing.” Interspersed throughout the production were snappy, tuneful songs, energetic dances, choruses, and an abundance of clean, family-friendly comedy.

Local  newspapers highlighted the balance of thrills and humor, noting that  while the fire scenes alone were worth the price of admission, audiences  could also expect a “riot of good comedy” and lively musical numbers  that reflected the era’s popular theatrical style.

A Community Cast

Captain  DeLong surrounded himself with capable local performers, assigning  principal roles to community members while coordinating closely with the  fire department. The cast list included characters such as Captain Paul  Williams, Chief Charles Brandon, and a colorful mix of fire officers,  townspeople, and specialty roles—including a “hobo” character and comic  figures like “Officer 666” and “The Ghost.”

The  production also featured a strong supporting ensemble and chorus, with  named performers appearing in specialty acts, quartets, and musical  numbers. Rehearsals were reported to be well underway weeks before  opening night, with committees appointed to assist with promotion,  logistics, and talent coordination.

More Than a Play

Beyond the stage performance itself, the event was a full community affair. Doors opened at 7:00 p.m., with the curtain rising promptly at 8:15 p.m., and a special children’s matinee at 3:00 p.m. was held earlier in the day. Patrons were also invited to dance after the show, extending the evening’s entertainment and reinforcing the social nature of the occasion.

Tickets  were sold directly by members of the fire department, further  strengthening the bond between firefighters and residents. Newspaper  coverage encouraged the public to “watch for the big street parade,”  suggesting that the event was accompanied by civic pageantry befitting  the department’s role in village life.

Legacy of Service and Showmanship

“The Fire Brigade” stands as a remarkable example of how volunteer fire departments in the early 20th century blended public service, fundraising, and entertainment.  In an era before modern grants and municipal funding streams, Depew’s  firemen relied on creativity and community engagement to support their  mission.

By donning both  uniforms and costumes, these firefighters demonstrated that service to  the public extended beyond emergency response—it included leadership,  camaraderie, and a willingness to step onto the stage for the greater  good. Nearly a century later, the story of Depew’s firemen-actors  remains a vivid reminder of a time when courage, commitment, and  community spirit truly took center stage.