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Master Plan Nashua Fire Rescue, NH

The prompt arrival of at least four personnel is critical for structure fires. Federal regulations (CFR 1910.120)
require that personnel entering a building involved in fire must be in groups of two. Further, before personnel
can enter a building to extinguish a fire, at least two personnel must be on scene and assigned to conduct
search and rescue in case the fire attack crew becomes trapped. This is referred to as the two-in, two-out
rule. However, if it is known that victims are trapped inside the building, a rescue attempt can be performed
without additional personnel ready to intervene outside the structure. Further, there is no requirement that
all four arrive on the same response vehicle. Many fire departments rely on more than one unit arriving to
initiate interior fire attack.

Perhaps as important as preventing flashover is the need to control a fire before it does damage to the
structural framing of a building. Materials used to construct buildings today are often less fire resistive than
the heavy structural skeletons of older frame buildings. Roof trusses and floor joists are commonly made with
lighter materials that are more easily weakened by the effects of fire. “Light weight” roof trusses fail after
five to seven minutes of direct flame impingement. Plywood |-beam joists can fail after as little as three
minutes of flame contact. This creates a dangerous environment for firefighters.

In addition, the contents of buildings today have a much greater potential for heat production than in the
past. The widespread use of plastics in furnishings and other building contents rapidly accelerate fire spread
and increase the amount of water needed to effectively control a fire. All of these factors make the need for
early application of water essential to a successful fire outcome.

The next figure illustrates the sequence of events during the growth of a structure fire over time.

Figure 116. Fire Growth vs. Reflex Time

Fire Growth vs Reflex Time

Z™ lashover

CPAP AR POPP? PE? EEE? PEP EEE LP Po? ? PE? AAPL ES

Temperature
T
;
re Growth

Hl
T
5
Minutes

1 2 6 7 8 9 10
ime Varies > _
=
5s S
Fire System Response Time 2 =
Detection] Report SP
Ign of of + Ss 5
Fire Alarm | Dispatch | Turn Set fa 3
of Out Respond to Scene up ss
Units =
ui
Time indirectly Time directly manageable
manageable by Fire Service System
<< __ __—______. Reflex Time _

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As is apparent by this description of the sequence of events, application of water in time to prevent flashover
is a serious challenge for any fire department. It is critical, though, as studies of historical fire losses can
demonstrate.

The National Fire Protection Association found that fires contained to the room of origin (typically
extinguished prior to or immediately following flashover) had significantly lower rates of death, injury, and
property loss when compared to fires that had an opportunity to spread beyond the room of origin (typically
extinguished post-flashover). As evidenced in the following figure, fire losses, casualties, and deaths rise
significantly as the extent of fire damage increases.

Figure 117. Fire Extension in Residential Structures, United States, 2011-2015

Rates per 1,000 Fires

Fire Extension
Civilian Deaths Civilian Injuries Average Pollen
eS S t=)

Confined to room of origin or smaller 1.8 24.8 $4,200
Confined to floor of origin 15.8 81.4 $36,300
Confined to building of origin or larger 24.0 57.6 $67,600

Source: National Fire Protection Association

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Emergency Medical Event Sequence

Cardiac arrest is the most significant life-threatening medical event in emergency medicine today. A victim
of cardiac arrest has mere minutes in which to receive lifesaving care if there is to be any hope for
resuscitation. The American Heart Association (AHA) issued a set of cardiopulmonary resuscitation
guidelines designed to streamline emergency procedures for heart attack victims, and to increase the
likelihood of survival. The AHA guidelines include goals for the application of cardiac defibrillation to cardiac
arrest victims. Cardiac arrest survival chances fall by 7 to 10% for every minute between collapse and
defibrillation. Consequently, the AHA recommends cardiac defibrillation within five minutes of cardiac
arrest. As with fires, the sequence of events that lead to emergency cardiac care can be graphically illustrated,
as in the following figure.

Figure 118. Cardiac Arrest Event Sequence

Detect Report Dispatch Turnout —_ =>

95%

90% - er

80% +

100% -

715%
70% ~
60% -
50%
50% ~

40% -

Survival Percentage

30% + 259

20% -
12%
6%

10% ~
0% I

1 2 3 4 5 6 7 8 9
Minutes

The percentage of opportunity for recovery from cardiac arrest drops quickly as time progresses. The stages
of medical response are very similar to the components described for a fire response. Recent research
stresses the importance of rapid cardiac defibrillation and administration of certain medications as a means
of improving the opportunity for successful resuscitation and survival.

People, Tools, and Time

Time matters a great deal in the achievement of an effective outcome to an emergency event. Time,
however, is not the only factor. Delivering sufficient numbers of properly trained, appropriately equipped
personnel within the critical time period completes the equation.

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For medical emergencies this can vary based on the nature of the emergency. Many medical emergencies
are not time critical. However, for serious trauma, cardiac arrest, or conditions that may lead to cardiac arrest,
a rapid response is essential. Equally critical is delivering enough personnel to the scene to perform all of the
concurrent tasks required to deliver quality emergency care. For a cardiac arrest, this can be up to six
personnel; two to perform CPR, two to set up and operate advanced medical equipment, one to record the
actions taken by emergency care workers, and one to direct patient care. Thus, for a medical emergency, the
real test of performance is the time it takes to provide the personnel and equipment needed to deal
effectively with the patient's condition, not necessarily the time it takes for the first person to arrive.

Critical Tasks, Risk, and Staffing Performance

The goal of any fire service organization is to provide adequate resources within a period of time to reasonably
mitigate an emergency event. However, all emergency events inherently carry their own set of special
circumstances and will require varying levels of staffing based upon factors surrounding the incident. Properties
with high fire risk often require greater numbers of personnel and apparatus to effectively mitigate the fire
emergency. Staffing and deployment decisions should be made with consideration of the level of risk involved.
Common risk categories used in the fire service are:

= Low Risk: Areas and properties used for agricultural purposes, open space, low-density residential,
and other low intensity uses.

= Moderate Risk: Areas and properties used for medium density single family residences, small
commercial and offices uses, low intensity retail sales, and equivalently sized business activities.

« High Risk: Higher density businesses and structures, mixed use areas, high density residential,
industrial, warehousing, and large mercantile structures.

Fire emergencies are even more resource critical. Again, the true test of performance is the time it takes to
deliver sufficient personnel to initiate the application of water to a fire. This is the only practical method to
reverse the continuing internal temperature increases and ultimately prevent flashover. The arrival of one
person with a portable radio does not provide fire intervention capability and should not be counted as
“arrival” by the fire department. The Management and Staffing section of this report detailed the NFPA 1710
critical tasks expected to be performed by firefighters concurrently, referred to as the “effective response
force” (ERF) and compared that to the number of Nashua firefighters that are initially deployed for structure
fires.

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Response Time Performance Objectives

To initiate the process of developing performance objectives, several items must be considered. Although
the specific information needed to complete this process will vary with each organization, the following items
will generally need to be addressed during this process. Historical call data must be collected and analyzed
to determine current performance baselines and identify any gaps in data required; response zones must be
established based on agreed-upon criteria (i.e., population zones, geographic boundaries, etc.); and
benchmarks established as goals for these demand zones.

Current Response Goals

ESCI emphasizes the importance of establishing and regularly monitoring performance metrics for the
deployment of resources. These metrics serve as the foundation for determining whether or not the
organization is meeting the expectations of the community that it serves. Without regular and consistent
performance evaluation, it is impossible to set and achieve goals established to meet community
expectations.

Response standards established by the Department must originate from the community served to create a
balance between what is desired and what can be afforded. Because of this, ESCI cannot establish baseline
and benchmark performance metrics for a given organization. However, recommendations based upon the
analysis conducted throughout this report may help serve as a starting point for these discussions with the
community served or may serve as a reevaluation tool for the Department's current standards.

Response standards are individual to each organization. Multiple factors such as staffing, financial
constraints, size of the service area, and political will influence each department's ability to set achievable
goals and objectives for response.

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Appendix C: Table of Figures

Figure 1. Stakeholder INPut....... ee ee nn rennet t entree tire niet ecnetniesoesneesietnesnesnetnreeente 5
Figure 2. The City of Nashua, New Hampshire ...........:cecceecceeeeceeeeeeeeeerecereeeeeeerecneeeeeeecnrecnreseeesiresneeesereentenss 6
Figure 3. Nashua’s Borders ..........cccceccceceeeeeecereeeseeeeeecerecaeeeeeeecnrecneeseaeecnrecneeeeaeecaresneeeeeeciresneeseieesiresireseeeeentenes 7
Figure 4. Nashua Fire Rescue Organizational Chart... cece eee ee ence eerste tees tees tnesnrteetnreeente 9
Figure 5. Population and Households... ee eee ee eee reece rere certs ene teecneeeeetneseesneecesneesiesneesnetneeeateas 10
Figure 6. Education oo... eee eee eee eee tne ne eerie netic niet eee tne esos esnrtneesneseeesnessesnreseesneesoesieesnesneenreas 10
Figure 7. Racial Makeup o........ ei eceece ee ee e cnet etter tee rene tee tne eee tnr sce tneecesneesoetneesieseeesorsseesnesseesneeeesnreeenats 11
Figure 8. Population Trends ......... ccc ee ee ee eee te eter t eee eee tne eee tneecoeseeesoesneesieseeesnrsseesnrsseesneseeennreeenats 11
Figure 9. Population Density ...........cccecceesceeeeeeereeeeeeeneecerecereeeeeeenrecereeeeeserecareseeeseiresiresneseiresieesneeeitesieeennees 12
Figure 10. Population by Generation ..........ccceecceeeceeeceeeceecereceeeceeeecerecneeeeeeecerecnresceeciresieeseresiresiseseirentresieeed 13
Figure 11. Households with Disabilities oe eee eee eect eens serene tne seesnrecesneesnesneesnenneenateas 14
Figure 12. Health Insurance 0.0... ee eee teeter cnet cerns ce ter eee tneeceseeecnetneesneseeesieseeesnesseesneseennresenats 15
Figure 13. Flood Events in Hillsborough County, 1950—2019.........::cecceeccecereeereeeeeeeereceeeeeeeenreciresneeentesnrennnees 16
Figure 14. U.S. Drought Monitor ooo... eee te ceteris cnet e nie tneecne sire cnesneesieseeesneseeesnesseesneesesnreeenags 17
Figure 15. Drought in New Hampshire ...00..0 eee eee eee reece rere tier eter tees cnr seeetneseeesneecesneesnesneesetneenateas 18
Figure 16. Nashua Drought Conditions... eee eee reece tire cnet etree cnr seetneeeetnresesnresnesniesnetneeneeas 18
Figure 17. Magnitude 3+ Earthquakes .........cceceecceececereceeeeeeeeeerecereeeeeecerecnreseeeeenresieesieeeeiresieeeneteitesnreeinees 19
Figure 18. Historical Extreme Heat Days: 90 Degrees Fahrenheit or Greater (1979-2016).......... eee 20
Figure 19. Projected Extreme Heat Days: 90 Degrees Fahrenheit or Greater (2020-2084)... eee 21
Figure 20. Tornado Intensity, Enhanced Fujita Scale... eee ee cee rete teeter tees esietnresneeneeeatees 22
Figure 21. Tornado Touchdowns in Hillsborough County, 1956-2019 .........::ccecceeteeereeeeeeeeretereeneeentesereennees 22
Figure 22. Most Common Types of Landslides ............cecceecceeceeeereeereeenteeereceeeeeeeeenrecieeseeeeenresiresneteinesnreeneees 23
Figure 23. Tropical and Extratropical Storims...........cccccceceeeceeeceeeereeereeeeeeeerecaeeeeeeeenrecneeeneeeeareciresneeeeinesireeneees 25
Figure 24. Saffir-Simpson Hurricane Damage Scale oo... eee cee entice teeter teeter esetneesietnresnetneenatens 26
FIQUre 25. HULTICANES 000... Eee eee eee teeter tnnnnneee nein rete 27
Figure 26. Zoning District Purpose Statements... en nee tener tet nne ete ee tne ernete 28
Figure 27. ZONING Map .......... eee eee ene errr e errr eee renee etree eee tenet sete esses seas eeeteeeeesegseeeestesneeertenneees 30
Figure 28. Owner-Occupied Properties ..........ecceecceeeceeeceeeereeereceeecerecneeeeeeeenrecereseeeecirecireseeeniresieeseereetreeneeed 31
Figure 29. Housing, Year Built ..........ceceecceeeeeereeeeeeeeecereceeeeeeeecneecereeeeeecerecnreseeesearecnresneeesiresireeneseinesireeneees 32
Figure 30. Home ValU@S .........ecceecceeeeceeeeeeeeeeeeecereeeeeeeeeecerecneeseeeecreceresceeeceresaresneescaresieeeneeesiresiresneteinesireeneees 32
Figure 32. Target Hazards ..0........ccccecceececereeeseeeeeeeerecereceeeeceecereseeeecrecneeseeecnresieeseeeeirecieeenreciresisessereniteenneed 35
Figure 32. Nashua Transit System Travel Program 0.0.0.0... cece cee eet e cee eee tee eee tnt ecetneecetniecneeeeenatees 36
Figure 33. Community Risk Assessment Elements ...........::ccecceeereeereeeeeeeerecereeeeeeeerecereeneeeeiresiresneeennennreeneees 38
Figure 34. Three-Axis Calculation Method Example ..........::cccccceceeeceeeceecerecereeeeeeerecereeneeeeeresiresneeenrennreennees 39
Figure 35. Natural Hazards in JUrisCiction ..........ccceeccececeeeceeeceeeeeecereeeeeeeerecnreteeesenrecieesieeeeiresiresneeeinesireeneees 40
Figure 36. STAPLEE AmallySis ..........c:cecceeceeceeeeereeeeeeeeeecereceeeeeeeecnreceeeeeeeecerecnresneescnreciresneeeeiresiresneeeitesireenres 46
Figure 37. Nashua Hazard Mitigation ACtions...........ccccecceecceeceeereeereeeeeeeerecnreseeeeerecieeeneeeeiresiresieeteinennreeneees 47
Figure 38. Survey Participant Years Of Service .........ceeceeccececeeceeeeeeeereceeeeeeeeeerecneeseeeeirecieetensenresieeseereenrenieeed 51
Figure 39. Survey Participant Ranks ..........:cecceecceeeeeeeeeeeeeereceeeseeeecereceeeseneecnrecareseeeecnresieeseiresiresieeseereenteeieeed 51
Figure 4o. Internal Survey: Morale .........ccccccccceseeeceeeceecereceeeeeeeeerecereseeeecerecnreseeesenrecneesneeesiresiresnesentesireennees 52

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Figure 41. Nashua General Fund Budget Growth, FY 2017-2020.........::ccecccereeereeeeeeeereeeeeeeeeeenresieeteereentennnees 53
Figure 42. Nashua Fire Rescue Fire Appropriation, FY 2016-2020...........c:ccecceeceeeereeeeeeteeenreeeeeeneeeennenereennees 54
Figure 43. Nashua Fire Rescue General Fund Budget Growth, FY 2017-2020 .........ecceecceeereeereeeteeetteeereennees 54
Figure 44. Nashua Fire Rescue Fire Revenues, FY 2016-2020 ........ccceecceeerecereeeceeeereceeeeeeeeeeresieesneeennennreennees 54
Figure 45. Average Budget Amount by Category, 2016-2020 .........:ceccecereeereeeceeeerecereeneeeenresnreteeeentesnreennees 55
Figure 46. Nashua Fire Rescue Budget by Category, FY 2016-2020... ee eee ee eee teeter teeeeneeneeeeees 56
Figure 47. Nashua Fire Rescue FEMA/State Grants, FY 2016-2020 .........eceeceeeceeereeeeeeeeeenresereeneeeenneseneennees 56
Figure 48. Itemized List of Nashua Fire Rescue FEMA/State Grants, FY 2016-2020........eccceeseeeseeeeeeteeteees 57
Figure 49. Nashua Fire Rescue Recurring Fund Balances, FY 2016-2020..........e:ccecceeereeereeeeeeeereteeeeeeteenreennees 57
Figure 50. Nashua Fire Rescue’s Mission Statement. ...........:cccceeceeeceeeceeeerecneeeeeeeeerecneeeeeeeenresieeeneeeinesnreennees 58
Figure 51. Nashua Fire Rescue’s Vision Statement ...........c:ceecceeereeereeeeeeeerecneeeeeeeeerecneeeeeeeeiresiresneeeinesireenrees 59
Figure 52. Nashua Fire Rescue’s Organizational ValU@S............cccceecceeceeeeeeereeeeeeeereceeeeeeeeenresieeeneeesinennreeneees 59
Figure 53. Levels of Planning........0.. cece eee eee terete eee terse tnr eset ecnetneesnrseeecnessesnresetneesoetniesneseeeeteas 61
Figure 54. Nashua Fire Rescue’s Administrative Staffing.........0..cccccccceceeceecerecereeeeeeeereceeeeeeesiresieeteenentneenneed 72
Figure 55. Nashua Fire Rescue Total Emergency Response Staffing..........::ccccccccccecereceteeeeeeeeretieteereenreennees 75
Figure 56. Staffing Factors... eee etree cnet eee tneecnetnre snr tneesnesneesnessesnrecesneesnesiiesnenneenteas 76
Figure 57. NFPA 1710 Initial Full Alarm Assignments ..........0::ccccceceeeceeeceecereceeeeeeeeeerecneeeeeeeeresiresneetentenereennees 79
Figure 58. Nashua Initial Assignment First Alarm - Reported Working Fire .........0 cece eee ee eee eeeeeeeees 79
Figure 59. Fire Station Condition Classifications ...........cccecceecceeereeereeeeeeeerecneeseeeeenrecneeseeeesuresiresnetennesnreeneees 94
Figure 60. Nashua Fire Stations and Facilities ...........c cc cecceecceeceeereeeeeeeceeeerecnreseeeeeerecneeseeeeseresiresneesinesereennees 95
Figure 61. Nashua Fire Rescue’s Engines and Aerial Apparatus ..0..00..0..0 cece eee eee eee crete eter tneeeneeneeetens 99
Figure 62. Nashua Fire Rescue's Staff and Utility Vehicles 00... ee cee eter teeter tne teetneeeente 100
Figure 63. Nashua Fire Rescue’s Boat and Support Asset INVENtOLY .........:cecceeececeeeeeeeeeereenreteeeeeerennreesneeeats 101
Figure 64. Annual Calls for Service, 2014-2019 ........cecceeceeeeeeeereeeeeeeerecneeteeeecnecareseeescreciresseeeeatecieeeeteentenss 102
Figure 65. Service Demand by NFIRS Classification, 2015-2019..........::cceccecereeeeeeceeeerecereeeeeentesteeeneeenneess 104
Figure 66. Service Demand by Incident Frequency, 2017-2019 ........:cecceeceeeereeeeeeeceeeereenreteeeeentesieeeeteentenss 104
Figure 67. Incident Count by 10-Acre Hexagons, 2017-2019........:ccecceeeceeeeeeeeeeerecereeeeeeerecnretneeeeinestreeseeeeats 105
Figure 68. Service Demand by Month, 2017-2019.........::ccecceereeeceeeereeeeeeeeeeeerecnretneeecrecnreseeeeentesireseeeenteess 106
Figure 69. Service Demand by Day of the Week, 2017-2019 .........ccccceseeeteeeereeereeeeeeerecireteeeentetieeseneesntenss 106
Figure 70. Service Demand by the Hour of the Day, 2017-2019 ...........ccceecceeceeeereeeeeeeeeenrecneeeneeeeinennreeseeeeate 107
Figure 71. Population Density by Census BIOCk, 2019 .........::ccecceeceeeeeeeereeeeeeeerecereeeeeeerecnreeseeeentesineseteenteess 108
Figure 72. Incident Density Analysis, 2017-2019 .........ccecceeeceeeeeeeeecereceeeeeeeecnecareceeeecrecnreseeeeentesireseteentenss 109
Figure 73. NFPA 1710 4 and 8-Minute Travel ..........ccecccecceeceeeerecereeeeeecerecaeeceeeserecnreceeeecnresntetseeteatesireeseteats 111
Figure 74. |SO 1.5-Mile Engine Company Service Area ........cceccceceeceeeeeeeereeeeeenrecneeeeeeecurecnresneeeeurenirersneeeats 113
Figure 75. ISO 2.5-Mile Ladder Company Service Are a..........cccccceccesceeereeereeeeeeeerecnreeeeesenresnreeneeeeuresireesneteats 114
Figure 76. ISO 5-Mile Service Area .........ceccecececesceeceecerecereeeeeecreceeseeeecaeecaresneeeerecieesneeecresieesneetearesireeneteats 115
Figure 77. ISO Fire Hydrant Coverage... eee ee ee i ri neti tert tenet sees esis ecnrsnesneenesniteenee 116
Figure 78. Effective Response Force... eee ee ee ee een ecient teste snietnrecnetniesortnesietnesneeeente 118
Figure 79. Call Concurrency, 2017-2019 .......cccecceeseecereceeeeeeeeetecereeeeeeceecareseeeeerecieeseeesenrecitesseesearenireeneeeats 119
Figure 80. Commitment Factors as Developed by Henrico County (VA) Division of Fire, 2016 ............006 120
Figure 812. Unit Hour Utilization 2017-2019 ..0.....eeecececceeceeeeeeeeeeeeeeeeereceeeceeeecenecnreseeeeenresireseeeeentesieesseeentenss 120
Figure 82. Total Response Time ContinUUM........... cee eee cee eee reece teste teecnetnee tne tneetneteetneteennrenentes 122
Figure 83. NHBECC Alarm Handling Time, goth Percentile, 2017-2019.........::cccccecceeeeeeereeereeeeeeerentreeseeteats 123

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Figure 84. Nashua Fire Alarm Dispatch Time, goth Percentile, 2017-2019 ..........eccceceeereeeteeeereeereeeteeenteees 124
Figure 85. Total Call Processing Time, goth Percentile, 2017-2019 .........::ceccecereeereeeeeeeereenreeeeeeeereetreeneeeats 125
Figure 86. Turnout Time, goth Percentile, 2017-2019 .........:cecceecceeeeceeeeeeeerecereeeeeenreciretseeenresieeseteentenss 126
Figure 87. Travel Time, goth Percentile, 2017-2019 ..........ecceeececeseeeeeeeeeeeereeeeeeeerecneeeeeeecnresaretseeeeirestreeseeteats 127
Figure 88. Average Travel Time by 10-Acre Hexagon 00.0.0... eee ce eee te eee te etree tne teeetneteetnreeentey 128
Figure 89. Response Time, goth Percentile, 2017-2019..........::ccecceeeceeereeeeeeeereenreeeeeeerecireeeeeeenresieeseeeenteess 129
Figure go. Total Response Time (Nashua), goth Percentile, 2017-2019.........:cecccecceseeeereeereeeeeententreeseeeeats 130
Figure 91. Total Response Time (Nashua + NH PSAP), goth Percentile, 2017-2019 ........::ccccceereeereeeteeeees 131
Figure 92. Mutual Aid Fire Stations ...........cecccecceeeeeeeeeeeeeeeeeeeereceeeeeeeeeeeceeseeesenrecnreseeescrecuresneesearesirerseeeeats 132
Figure 93. Nashua Economic Development. ...........:cccceecceeceeeerecereeeeeecerecaeeceeeecrecnresneeecrecanesneetenteniresseeteats 133
Figure 94. Nashua Population Projections, 2020-2040 .........ccccceceeceeeeeeeereeeeeeeerecneeeneeeetecaretneeeeanesireeseeeeats 135
Figure 95. Nashua Per Capita Service Demand Projections, 2020-2040.........:ccccceceeeceeereeereeeeeeereetreeseeteats 136
Figure 96. NFPA 1710 4.2.2.3.3 ecient ene niente eines tnnnietestinieestinieeensnneeenionas 140
Figure 97. NHBECC Alarm Handling, goth Percentile, 2017-2019 .........cecceeceeeeeeeeeeeeeeereeneeeseeeeerentreeseeeeats 141
Figure 98. Nashua Fire Alarm Dispatch, goth Percentile, 2017-2019 ..........eccceceeeceeeeeeeereeereeseeeeerentreeseeeeats 141
Figure 99. Total Call Processing, goth Percentile, 2017-2019 ..........ccccecceeseeeereeereeeeeeeerecereeeeeeenresteeeeteentenss 142
Figure 100. Turnout, goth Percentile, 2017-2019 .........cecceecceeeecereeeeeeceeeeereeeeeecerecneeseeeeceresareeneeeeitesireesneeeats 143
Figure 101. Travel Time, goth Percentile, 2017-2019..........::ccecceeceeeeeeereeeeeeereeereeeeeeeerecnresseeeentesieeseteeentenss 144
Figure 102. Average Travel Time by 10-Acre Hexagon’... eee enter eee teeter tees cnet etn teeenreeenie 145
Figure 103. Table 6.7 Minimum Inspection Frequency ..........:cccceeceeeeeeeeeeereeeeeeereceeeeneeeeerecnnesneeeeatestreeseeteats 150
Figure 104: Baseline Performance for Current Fire Stations ...........ccccecceeseeeceeeereeeeeeeeeeeerecnreeneeeenrentreeseeeeats 154
Figure 105: Station Optimization with Three Additional Locations ...........ccceeceeseeeeeeereeereeeeeenresnreeseeeats 155
Figure 106. Internal Survey Question 1 RESUMES 0.0.0... eecceecceeeeeeeeeeeeeeceeeceeeeeeeerecneeeeeeecresnresneeeenresitesseteats 157
Figure 107. Internal Survey Question 2 RESUIES..........ccecceecceeeeceeeeeeeeeeeceeeeeeeeeaeecneeeneeecresiretneeeentesitesseeteats 157
Figure 108. Internal Survey Question 5 RESUItS .........cceecceececeeeceeeeeeeeeeeceeeceeeeeerecneeeeeeeciresnresneeeentestrerseeteats 158
Figure 109. Internal Survey Question 8 R@SUItS .........ccecceeceeeeeeereeeeeeeeeeeeeseeeecrecneeteeeecresnretneeteatentrerseeeeats 159
Figure 110. Internal Survey Question 9 ReSUItS oo... eee eee erent een tnee titties teetneteennreeeente 160
Figure 111. Internal Survey Question 10 ReSUItS «0.0... eee ce ieee teen te een tne ete tneetnrteeetieteennreeente 160
Figure 112. Internal Survey Question 11 ReSUItS 00... ernie tenet etie tires ties teetneeeeenee 161
Figure 113. Internal Survey Question 12 ReSUItS 00.00. ee renter eee trent stir tnesietnetneeeent 161
Figure 114. Internal Survey Question 14 RESUItS..........eccececeeeseeeeeeeereceeeeeeeeceecereseeeecrecnreseeeeitesieeteeeentenss 162
Figure 115. Internal Survey Question 15 ReSUItS ..........ecceeeceeeseeeceeeeeeeeeeeeeeeceecnreseeeecrecnreseeesentesireeeeeentenss 162
Figure 116. Fire Growth vs. Reflex Time... ee ete nett tienen sene snr esitnecnsnesneneeneeeenee 165
Figure 117. Fire Extension in Residential Structures, United States, 2011-2015..........:cecceeeeeeeteeereeetteeeteees 166
Figure 118. Cardiac Arrest Event Sequence ........ ee cee ce ere eerie tities cnet ener tniecirtnesnrsnesneeeente 167

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20.

21.

22.

23.

The CONTRACTOR shall plan in advance of forecasted inclement weather events and
shall assign crews to perform maintenance of unpaved areas open to traffic during and
after inclement weather events. CONTRACTOR is responsible to coordinate with the
ENGINEER and other City officials as appropriate.

CONTRACTOR shall be prepared to respond in a timely manner if the City determines
that circumstances warrant action when the CONTRACTOR is not onsite.

DRAINAGE
The CONTRACTOR shall provide necessary measures to provide drainage and minimize
ponding on paved and unpaved surfaces.

The CONTRACTOR shall be responsible to provide means for stormwater runoff to
enter the drainage system at locations where structures are lowered in advance of milling
or reclamation.

During the preconstruction meeting, the CONTRACTOR shall describe provisions to be
made for drainage. Provisions made and methods used shall have been proven by
successful use on past projects of a similar nature.

PROTECTI EFMANHOLE ATCH BASINS AND PIPELINE

Appropriate measures will be taken to protect manholes, catch basins and other structures
as well as pipelines from debris and other materials entering the system through open or
removed covers or grates.

Should material enter the system during the CONTRACTOR’s activities, this material
shall be removed in a timely manner at the CONTRACTOR’s expense.

The CONTRACTOR may be required to clean structures and pipelines downstream of
the location(s) where material entered the system.

The CONTRACTOR may be required to provide closed circuit television (CCTV)
inspection services to verify that material has been removed at the CONTRACTOR’s
expense.

PROTECTI FLANDSCAPI
CONTRACTOR shall take appropriate measures to protect trees, shrubs and other

landscaping. Branches, limbs and roots shall not be cut except with permission of the
ENGINEER.

Where cutting is necessary, work shall be performed by qualified workers.

RESTORATI FEXISTI PROPERTY

The CONTRACTOR shall be responsible for the preservation of all public and private
property and structures, and shall use every precaution necessary to prevent damage
thereto. If damage is done to public or private property, such property shall be promptly
restored by the CONTRACTOR, at his/her expense, to a condition similar or equal to
that existing before the damage was done, to the satisfaction of the ENGINEER.

SC - 7 of 9

Cost Breakdowns Based on Avg Tonnage and Number of Loads Per Month and Example Pricing Provided by Bidders from March 2022

Ave Fonnage 420
Ave # Loads 25
Casella Waste Management ecoMaine
Cost per ton $17.43 | $7,320.60 $26.63 | $11,184.60 $4.06 | $1,705.20
Transport Fee/Load $310.00 | $7,750.00 $403.75 | $10,093.75 $800.00 | $20,000.00
$15,070.60 $21,278.35 $21,705.20
Costs With Potential Fuel Surcharges or Credits
Casella Waste Management ecoMaine
Surcharge based on
difference when fuel
charge exceeds $4.50
Baselire of $3.662 per gallan and based
w/Fuel Surcharge agains« difference of on5 miles per gallon
based on formula index multiplied by fixed over distance of approx
with diesel at $5.00 15 gallan amount per 111 mile from Nashua
per gallon. No Surcharge $0.00 | [oad. $501.75 | |to Maine facility. $277.50
$15,070.60 $21,780.10 $21,982.70
Surcharge based on
difference when fuel
charge exceeds $4.50
Baselire of $3.662 per gallon and based
w/Fuel Surcharge agains: difference of on 5 miles per gallon
based on formula index multiplied by fixed over distance of approx
with diesel at $4.00 15 gallon amount per 111 mile from Nashua
per gallon. No Surcharge $0.00 | {load. $126.75] Ito Maine facility. $0.00
$15,070.60 $21,405.10 $21,705.20
Surcharge based on
difference when fuel
charge exceeds $4.50
Baselire of $3.662 per gallon and based
w/Fuel Surcharge agains: difference of on5 miles per gailon
based on formula index multiplied by fixed over distance of approx
with diesel at $3.00 15 ga.lan amount per 111 mile from Nashua
per gallon. No Surcharge $0.00 | fload. $248.25 |to Maine facility. $0.00
$15,070.60 $21,030.10 $21,705.20