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Building Code (https:/Avww.nashuanh.gov/275/Building-Safety-Department) - The City has currently adopted and adequately enf
the following codes with amendments:

0 2009 International Building Code (Amendments)

0 2009 International Residential Code (Amendments)

0 2009 International Existing Building Code (Amendments)

o 2009 International Energy Conservation Code (Amendments)

o 2009 International Mechanical Code (Amendments)

0 2009 International Plumbing Code (Amendments)

0 2017 National Electric Code (Amendments)

o 2015 National Fire Protection Association (NFPA) 101 (Amendments)
o 2009 National Fire Protection Association (NFPA) 1 (Amendments)

codes are out of date and efforts have been made by the Building Safety Department and advocacy groups to move the State towar
current set of building codes.

Building Code Effectiveness Grading Schedule (BCEGS) Score: 8 out of 10
Fire Department ISO Rating: The Fire Department is an ISO Class 02/2X.

Site Plan Procedures (htio://ecode360.com/8732703) - Review of sites to ensure compliance with all ordinances, codes, and stanc
ensures risk reduction measures are taken into consideration prior to construction or modification. Site Plan review is conducted kt
multidisciplinary group including the Planning Department, Building Safety Department, Code Enforcement Department, Engineeri
Department, Environmental Health Department, and the Fire Marshal’s Office.

Land Use Ordinances (http://ecode360,com/8730563) — Including Administrative, Zoning, Subdivision, Site Plan, and other procedi

A regular meeting of the Board of Aldermen was held Tuesday, April 12, 2016, at 7:30 p.m. in the Aldermanic
Chamber.

President Brian S. McCarthy presided; City Clerk Patricia D. Piecuch recorded.
Prayer was offered by City Clerk Patricia D. Piecuch; Alderman Tom Lopez led in the Pledge to the Flag.

The roll call was taken with 14 members of the Board of Aldermen present; Alderman-at-Large Michael
B. O’Brien, Sr. was recorded absent.

Mayor James W. Donchess and Corporation Counsel Steven A. Bolton were also present.

REMARKS BY THE MAYOR

Mayor Donchess

You see under recognition the Gate City Light Award which has been awarded by the Mayor’s Volunteer
Recognition Committee. This is a committee that was established some time ago to recognize very important
community contributors, volunteers who have done a lot for our city. We've got several members of the
committee here; Carol Eyman, Marguerite Garno, Stacy Hynes and Shawn Nelson. The award is going to be
made to a group of people who have done a really good job in the inner city. That’s the Habitat for Humanity
volunteers. | understand that the award is going to be accepted on their behalf by Jennifer Skeva. We really
appreciate everything that Habitat has does for Nashua. The Clocktower refinancing is one of the resolutions
on the agenda. This will result in the city benefitting to the tune of about $500,000 to $600,000 as the result of
our agreeing to permit Clocktower to refinance some debt that they have on the project. This was endorsed
unanimously by the finance committee. It’s important to note that Nashua never loaned any city dollars to this
project. We were awarded a debt position as a result of a federal grant that we received and passed onto
Clocktower. We stand to do very well, money that we did not expect and is not in the budget. We have the
legislation pertaining to the use of the pension funds that have been saved over a period of time. This has
been discussed for quite a while at various times. | know there’s not a full Board so I’m don’t know if there will
be a final vote on this, but the pension money has been saved over a period of years. The resolution as
proposed would enable us to use that money over a period of three years while we attempt to design some
kind of solution that might be feasible at the state level. | did meet with people from the Municipal Association
along with John Griffin and others to discuss strategies at the state level. We are dealing with two problems,
both of which together have amounted to an increase in the city budget by 10 - 13 million dollars. The first is
the withdrawal of state support for the state mandated pension system which used to be 35 percent of the city
contribution, no is zero. It was 35 percent from the initiation of the state’s pension system until just recent
years. The second part of the problem is the statutory mandate passed by the state legislature requiring that
the unfunded liability in the pension system be contributed by cities and towns and that we go over a period of
time to 100 percent funding for the pension liability. Pension experts say that a healthy pension system does
not have to be at 100 percent because the pension system will last basically into infinity. There’s not an end
date to the pension. The state will continue to perpetuate itself; contributions will continue to be made. If you
get into the 80-85 percent range, that is a very healthy pension plan. We're talking about trying to accomplish
a revision of the statutory mandate to reduce the 100 percent number to a lower, more realistic number of 80-
85 percent. We think if that was successful it could result in a significant reduction in the pension obligations
for all of New Hampshire municipalities. Tomorrow night we have the City Hall Plaza meeting where I’m
hoping to get your input regarding an initial design that was presented to the city as well as some revisions that
were proposed to that original design so we can decide how to proceed. There are funds for this in a reserve
account which we have already collected. Any input would be very welcome. On Friday night we have a Tree
Streets meeting at the Boys & Girls Club to try to engage residents of the Tree Streets. Alderman Tom Lopez
and Manny Espitia from my office was very kind to do some door-to-door in the Tree Streets over the weekend,
telling people about the meeting and hopefully generating people to come and talk with us about the
neighborhood and city government in general. We also are going to something regarding the website. The
new website has been live for about four months, since December. In order to improve it and communication
with citizens and everyone, we’re going to look for feedback. We are going to be posting a survey on the
website for people to respond to for one month. The survey might have gone live this afternoon. If not,

City of Nashua Zoning Ordinances (hitps://ecode360.com/8732477) - FEMA approved floodplain/floodway ordinances for develop
wetlands ordinance; water supply protection district; and airport approach zone and landfill groundwater protection overlay. Plan
Board, the Zoning Board of Adjustment and Conservation Commission and the Planning Department staff administer the ordinanci
works with Code Enforcement Department in the enforcement if necessary.

Subdivision Procedures (hitp://ecode360.com/8732565) - The Planning Department Staff in conjunction with other review
agencies/departments review plans prior to being presented to the Planning Board, Zoning Board of Adjustment, Conservation
Commission for mitigating any know hazard attenuated with the site, development or adjacent issues that may affect the develop
Terms of the applicable ordinances are adhered to through the development review process and enforcement of the approvals do
through the Planning Department working with Code Enforcement Department.

City of Nashua Floodplain Development Ordinance (http://ecode360.com/8731853) - The floodplain ordinance we have in place is
minimum requirements for eligibility in the NFIP. Addition of a freeboard requirement would provide additional protection against
flooding hazards. The existing ordinance is adequately administered and enforced.

Stormwater Management Ordinance (httos://ecoce360.com/8733254) - The purpose of this ordinance is to protect, maintain and
enhance public health, safety, and general welfare by establishing minimum requirements and procedures to control the adverse
impacts associated with stormwater runoff, and soil erosion and sedimentation from site construction and development. Subdivisi
and site plans shall include plans for managing stormwater and controlling erosion and sedimentation as provided herein. This ord
meets requirements for Nashua’s participation in Municipal Separate Storm Sewer System (MS4) permitting program which has be
permitted by EPA since 2003.

Fire Prevention Ordinances - Fire codes and land use codes the address topics including overgrown vegetation and excessive storaj
debris on a property. Due to current staffing levels these codes/ordinances are usually only enforced by the Fire Marshal’s Office w
complaint come in.

Flood insurance rate maps - Both the Merrimack River and Nashua River watershed FIRMs are in the process of being revised and i
expected that most of the FIRMs in Nashua will be updated soon. Requirements for flood insurance associated with FIRMs and NFI
reduce hazard impacts however there are major issues, such as rising costs of premiums, with NFIP that need to be addressed at tl
federal level,

Acquisition of land for open space and public recreational uses - This is conducted in the City but there is not enough funding to
implement sizable land acquisition projects.

3's ability to develop and implement mitigation projects, policies, and programs is closely related to the staff time and resources it
es to that purpose. Administrative capability can be improved by coordinating across departments and integrating mitigation plann
isting City procedures. The following departments, boards, and personnel are critical to Nashua’s hazard mitigation administrative ¢

cal capabilities:

Nashua Planning Board - The Planning Board consists of appointed volunteers and the Mayor (or personal representative) and the
Engineer as ex-offico members. It has no specific budget except through the Planning Department or the Capital Improvement pro
fund mitigation actions except through review or enforcement of development process or post development for violations. The pr
and procedures of the board are effective at identifying issues associated with hazards within their purview.

Resilient Nashua Initiative/Local Emergency Planning Committee - This committee is responsible for the development and executi
the Hazard Mitigation Plan, annual updates to the plan, community mitigation outreach projects, and the creation of new mitigatic
projects for inclusion in future plans.

Maintenance programs to reduce risk - The Parks &Recreation Department has the capability to respond to tree issues year round
bucket truck, chippers and saws. They can handle most trees up to 65 feet tall. They also have a list of contractors to respond to w
outside of their capabilities. General tree maintenance is performed mostly during the months of November through March. The
Wastewater Department has Vactor vehicles, a CCTV truck, and other equipment that are regularly involved in maintenance of
infrastructure. The Street Department., has equipment including dump trucks, excavators, loaders, trench boxes, and sandbags to
maintain infrastructure throughout the year, more so during the warmer construction months. The Engineering Department
coordinates larger maintenance projects for City infrastructure that include external contractors. Coordination between the Divisic
very good through unified planning and operations at the Division level. The work order system provides a way to follow up and
complete request that come in during the year.

Mutual aid agreements - There are response related mutual aid agreements. Likely the only mutual aid agreement that would havi
connection to mitigation would be Public Works Mutual Aid which the City is not a member of. In addition there is NH Architects &
Engineers Emergency Response Task Force which has been developed and can be activated through the State, but this is not a mul

aid agreement. City is not a member of Public Works Mutual Aid, the process for activating NH Architects & Engineers Emergency
Response Task Force through the State is unclear.

City of Nashua Office of Emergency Management and Director of Emergency Management — Hazard mitigation is a key component
emergency management, along with preparedness, response, and recovery. Opportunities to reduce potential losses through miti
practices are typically implemented before a hazard event occurs, such as enforcement of policies to regulate development that is
vulnerable to hazards due to its location or design. Existing emergency management capabilities for the City of Nashua fall primar
under the Nashua Office of Emergency Management (OEM). Staffing is adequate because OEM does not enforce regulations in thi
Staff is trained on hazards and mitigation techniques (through FEMA courses) and is very proactive with mitigation as a key compo
of Emergency Management. Coordination between agencies and staff is average. OEM sits on Site Plan Review committee to provi
insight from a mitigation perspective. OEM is included in Building Safety week to an extent. There have been efforts to improve
coordination among physical safety/security organizations in the City regarding assessments of buildings. Coordination could be
improved between OEM and Public Works/Engineering on infrastructure mitigation projects. OEM’s responsibilities and capabilitie
include:

0 Coordinates the planning, organizing, and carrying-out of emergency management activities. Serves as the lead point of cc
in any emergency situation other than Police and Fire emergencies.

o Responsible for the Comprehensive Emergency Management Plan (CEMP) outlining what each local agency/city departme
support agencies would do in case of any emergency. Coordinates the development, maintenance, and review of the CEM
other plans as needed.

o Establishes, develops, maintains, and runs an Emergency Operations Center (EOC).

o Develops EOC staffing and internal procedures to permit key officials to conduct coordinated operations in emergencies.
Coordinates the use of resources, equipment, and manpower.

o During emergencies coordinates emergency resources, reports activities and conditions to State Emergency Management,
requests assistance as needed.

o Coordinates damage assessment activities and promptly reports all damage assessment reports to the State.

Facilitates tests and exercises to give local officials practice in directing coordinated operations under simulated emergenc
conditions.

Establishes a system to alert key local officials in the event of an emergency.

Coordinates and leads emergency communications planning. Secures all required equipment and exercises emergency
communications.

Serves as the community representative in dealing with other governmental and private organizations.

Coordinates public information programs to keep all residents of the community informed about emergency management
activities.

Coordinates with doctors, hospitals, and public/private sector medical personnel to develop emergency medical plans and
capabilities, as part of local emergency plans.

Establishes and maintains a shelter system including coordinating with City transportation resources.
Establishes and maintains an emergency public information system and trains personnel to use it.

Coordinates with the Red Cross and other volunteer groups to develop an emergency welfare capability to care for people
needing mass care as a result of any emergency.

Establishes and maintains relationships with industry to develop industrial emergency plans and capabilities in support of |
emergency plans.

Coordinates training and exercise programs to prepare emergency management personnel for emergency operations incle
all City divisions and employees involved in emergency management.

Assists local operating departments such as Police, Fire, and Public Works with their training needs.
Coordinates and participates in training programs for the public.

Assists in the establishment of mutual aid agreements to coordinate needed services, equipment, or other resources durin

emergency.

o Secures matching funds and other assistance available through the NH Homeland Security & Emergency Management pro;
and through federal programs.

o Keeps the Mayor and key personnel fully informed of all emergency management matters, with the exception of police an:

emergencies.
Qo Assists community agencies and businesses in developing their plans for responding to emergencies.

City of Nashua Community Development Division—the Community Development Division guides the City of Nashua, its citizens, ar
private sector towards a better vision for the City's future. Within the division, there are several departments, including the Depar
of Building Safety, Planning Department, Code Enforcement, Urban Programs, Waterways, and the Transportation Department.

City of Nashua Department of Building Safety—the Department of Building Safety accepts permit applications for review and cond
inspections on permitted construction work. This includes building, electrical, mechanical, plumbing, and demolition plans. Staffing
adequate to enforce regulations. All inspection staff is FEMA ICC and IMS certified. Building Official is FEMA ICC and IMS certified a
CalOES rapid damage assessment certified. Yes. Building Safety works closely with Fire Department, Public Health and Emergency

Management.

City of Nashua Planning Department—the Planning Department provides professional expertise to several boards and commission
including the Planning Board, Zoning Board of Adjustment, Conservation Commission, and Historic District Commission. The Planni
Department oversees the creation of plans and studies for the City and reviews site plans, special exceptions, minor home occupat
variance applications, and sign permits. Staffing is adequate to enforce regulations and staff trained on hazards and mitigation.
Coordination between agencies and staff is effective.

City of Nashua Code Enforcement—Code Enforcement assures compliance with City housing and zoning ordinances to protect the
environment and the health and safety of the community. They investigate many violations including dilapidated and unsafe housi
illegal signage and outdoor displays, accumulation of junk and trash, wetland violations, and unsanitary living conditions.

City of Nashua Waterways Department/Floodplain Administrator — Staffing is adequate to enforce floodplain regulations. The City
previously had a Certified Floodplain Manager trained hazard mitigation and floodplain management and the new position is work
towards achieving this certification. Coordination is effective between agencies and staff.

City of Nashua Division of Public Health and Community Services—the mission of the Division of Public Health and Community Sen
to promote, protect and preserve the health and well-being of the Greater Nashua Region through leadership and community
collaboration. The Division is responsible for a variety of services, including child care, community health, emergency preparednes
environmental health, health education, tobacco prevention and control, and welfare.

City of Nashua Public Works Division—Public Works' services range from cleaning, repairing, and maintaining City streets and sewe
building and maintaining plazas, stairways, and other public areas. Public Works staff promote the under-grounding of overhead u
as well as provide architectural, civil, structural, and mechanical engineering services, including project and construction managem

City of Nashua Engineering Department — Additional staffing to reduce workload on Engineers would enable additional initiatives t
reduce risk. Staff attends meetings and training opportunities developed by the City Emergency Management Director and other
suitable appropriate programs when their schedule permits. Coordination between the Division and other city departments is ade:

City of Nashua GIS Department — GIS Staff does not enforce regulations in the City but current staffing of 2 personnel is adequate t
assist City staff in the creation of mitigation related maps. Staff are trained on hazards and mitigation mapping initiatives. Coordini
and awareness of GIS capabilities by other Departments could be improved.

City of Nashua Office of the Mayor—the Office of the Mayor includes the Mayor of Nashua as well as the Mayor’s Cabinet, which
consists of the City Clerk, Director of Information Technology, Director of Public Works, Director of Economic Development, Chief
Financial Officer, Director of Community Development, Director of Human Resources, Director of Emergency Management, City
Attorney, and Director of Public Health.

City of Nashua Fire Rescue—it is the mission of Nashua Fire Rescue to protect life, property, and lessen the effect on the environm
providing effective emergency services related to fire suppression, emergency medical response, specialized rescues and hazardov
materials mitigation. Nashua Fire Rescue encourages all personal to take a proactive role in reducing the impact of such emergenc
providing programs related to public education, risk reduction education, fire prevention, community relations, disaster planning, |

operational training.

Board of Aldermen—the Board of Aldermen is the governing body of the City of Nashua and as such is the policy-making entity of 1
City, except where otherwise expressed in the City Charter. The Board of Aldermen consists of nine ward aldermen elected for a te
two years at every municipal election and six at-large aldermen elected for a term of four years, three of which are elected at each

municipal election.

Warning systems/services - The City has the capability to warn the public through a variety of systems and services, directly and
indirectly. This includes cell phone, landline phone, TV, radio, app, social media, and web notifications. This capability has not beer
to assess/mitigate risk in the past because warning and notification is not a mitigation technique. The systems have been utilized fi

response in the past.

Hazard data and information - The City has limited authoritative data related to hazards affecting the jurisdiction. This data as wel
the authoritative sources is currently being collected as part of the mitigation planning process. In some cases the information ma
be specific to the City (may instead be for a neighboring county or another area in NH or MA. It is anticipated that this planning pri
will develop a reference list of authoritative hazard data and a methodology for keeping it up to date. The City can improve the prc
of collecting information on hazard impacts for smaller events that responders or Public Works respond to throughout the year. Tt
no process for collecting this information. Information collected during previous Mitigation Plans did not include references or cita
so it is not clear how this hazard data was collected. The focus of this hazard data was related to financial impacts (FEMA Declarat
rather than a hazard based approach. Efforts to use hazard data for mitigation grants has been unsuccessful due to the quality of t
data.

Grant writing - OEM Director has significant experience in the drafting and development of grants. Standard Operating Procedures
grant application and management have been developed by the Office. OEM will be scaling back on grant applications due to the
administrative burden it creates on the office. The OEM has been very successful at the application of grant funding for many resp:
related projects as well as planning initiatives. OEM has been unsuccessful on the application of hazard mitigation grants due to tk
of required documentation, assessments, and data for Benefit Cost Analysis.

HAZUS analysis - While the City does not currently have the capability to complete HAZUS analysis, the GIS Department could likely
learn. The City does have ArcGIS Desktop and the OEM Director and GIS Manager have taken basic HAZUS training through FEMA.
Currently the City works through Northeast States Emergency Consortium (NESEC) to complete HAZUS analysis The City has had th
completed in 2014 for Hurricane, Flood, and Earthquake and is currently undertaking it as part of this planning process.

tion to administrative and technical capabilities, the ability of the City to implement mitigation actions is closely associated with the
it of money available for these projects. Mitigation actions identified in this Plan, including those in Table 10—Implementation and
istration, may utilize the following funding sources:

Capital improvements project funding — Funding has been requested and provided in limited cases for mitigation projects though t
requests for capital improvement program funding typically cost more than the funding available annually. Many flood mitigation
requests have been deferred over muitipie years in this program.

Authority to levy taxes for specific purposes — This funding resource has not been used in the past though it could be implemented
future.

Fees for water, sewer, gas, or electric services - Sewer user fees support the operation and maintenance of the Wastewater Treatn
Facility and collection system or the City of Nashua as part of a Wastewater Enterprise Fund. These fees have been previously alloc
for separating sewer and storm water combined lines. The operating and capital budgets have included annual appropriations for :
water abatement and CSO flooding projects. The funding sources are directed towards capital projects and operation and mainter
In addition, private utility companies do incorporate maintenance and mitigation project budgets into their fee programs for veget
management, repairs, and upgrades.

Impact fees for new development — This funding resource has not been used in the past and it likely would not be supported in the
future.

Storm water utility fee —- This funding resource has not been used in the past and it is unknown if this would be supported in the fu

Incur debt through general obligation bonds and/or special tax bonds — Bonds have been leveraged for many large capital projects
including hydroelectric dam repairs, the construction of the Broad Street Parkway, and pavement management programs. This is a
option for future mitigation projects.

Incur debt through private activities — This has not been leveraged in the past though this could be a future option for mitigation
projects.

State and Federal Grants, including, but not limited to:

o Congestion Mitigation and Air Quality (CMAQ) Program—this program is administered by the Federal Highway Administra‘
and was implemented to support surface transportation projects and related efforts that contribute to air quality improve
and provide congestion relief. htta://www.fhwa.dot.gov/environment/air_quality/emag/