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THIS FORM MUST BE SUBMITTED WITH ALL RESPONSES TO IFB

Bidder Address for receipt of official communications:

3 Border St, West Newton Ma 02465

Each joint ventured must sign. The manner of signing for each individual, partnership and corporation that is a
party to the joint venture should be in the manner indicated above.

N/a

SUBCONTRACTORS

(To be submitted with BID)
The name and address of each subcontractor who will be paid at least five percent (5%) of the prime contractor s
total BID shall be listed below. To be deemed a responsive BID this form must be submitted even if no
subcontractors are required to be listed. In that case, the Bidder should state "None" (or similar language stating
that no subcontractors need to be listed) in the space below.

Name & Address of Subcontractor Portion of Work

Weather Tight Spray Foam
44 Rowe Farm Road, Gilford NH 5%- spray Foam on Top of Primary Digester

In compliance with your BID, we hereby submit our BID for the above project. Having examined the plans and
specifications and being familiar with all of the conditions surrounding the construction of the proposed project,
including the availability of materials and labor, we hereby propose to furnish all supervision, labor, materials
and supplies, and to construct the project in accordance with the contract documents, dated

12 8/202 1 Including Addenda noted below.

IFB1092-010522 WWTF Primary and Secondary Digester Coating Pagel4of9

Special Board of Aldermen 06-08-2021 Page 3

scenario when there’s additional coordination that’s necessary between city departments, when there’s
coordination needed between other entities outside of this city whether it be the State, local business, the
nonprofits within the community, and it also talks about how we will engage the rest of the population during
that type of emergency situation as well. Primarily through two areas — first being emergency notifications
— how do we let others know that there’s some sort of an emergency situation but also public information.
How do we keep people informed during an emergency with information as to what they should be doing,
what we want them to do during an emergency, and all of that?

The next time that it covers is coordinating instructions from mutual aid. Mutual aid you might be familiar
with the term from the perspective fire and police. They provide mutual aid on a very routine basis going to
neighboring communities to provide assistance. The same concept applies in emergency management as
well where we may share resources with neighboring communities or other communities may share
resources with us. Primarily it's been really the other way around. We've primarily shared resources with
other communities just because of the amount of equipment, supplies, and staff that we have here in the
city.

The final key area that it goes through is what we call “logistical support”. So for every type of emergency
action that we do whether it be putting out a fire, or opening up a shelter, or calling for an evacuation, each
one of those things requires a substantial amount of logistical support whether it be supplies and
equipment, staffing, communications, feeding, all the things that are necessary for our personnel to be able
to do whatever the action is that we’re asking them to do.

So our office in Nashua it uses a process called “comprehensive emergency management” and this
emergency operations plan that we’re referring to here is it follows this model of comprehensive emergency
management. It originated in 1979 through a report that the National Governor’s Association created which
reorganized a way that our emergency management was done within the country. Prior to that, it had been
historically done as what was called “civil defense” and much more focused towards some sort of an attack
from the USSR at the time and it didn’t really cover the types of hazards that we see primarily today.
Things like flooding and weather related hazards. So comprehensive emergency management focuses on
three areas. The first being all phases of emergency management so as an example you'll see in the chart
on the screen there’s four phases of emergency management — mitigation, preparedness, responsive, and
recovery. Mitigation being the reduction of risk within a community. Things like infrastructure projects,
building codes, things to try and reduce the impacts of emergencies. Preparedness which is getting all of
our city departments but also our citizens, businesses prepared for emergency situations. Then we
consider sort of that break between pre-disaster situations, and post disaster situations, and we move into
the response phase which is what people think about typically when it comes to emergency management.
Getting everybody together, coordinating that emergency response, and trying to save lives and property,
and the environment. Finally long-term recovery which is trying to get the community back up and running
too as best as possible hopefully better than it was before and we're sort of in that phase right now when it
comes to COVID.

The other thing that comprehensive emergency management does is it focuses on something called “all
actors”. So historically emergency management prior to it becoming emergency management was very
much focused on government being the lead. Predominantly the federal government being a lead on
emergency situations. That’s why unfortunately today we have kind of this misperception of whose really
going to come and save the day during an emergency and people think oh well FEMA is just going to show
up and save the day. Well that’s not really the case. All emergencies start locally and there’s a responsibly
of those local communities to have some capabilities to be able to handle whatever the emergency
situation is. So all actors refers to working to engage all levels of government, the nonprofit sector
organizations like your local faith based communities, your Red Cross, Salvation Army, many of the other
social organizations within a community but also businesses both large and small that have capabilities to
provide. We've seen in large scale disasters where local businesses, small downtown businesses can help
get the community back up and running after a crisis. VWe’ve also seen the same for large big box retailers
which provide lots of resources into a jurisdiction during a crisis as well. Those are all the types of folks
that need to be involved in an emergency management plan like this.

Special Board of Aldermen 06-08-2021 Page 4

The final section is all hazards/all threats. Again, we don’t want to focus around one specific hazard or
threat in our program. Historically we’ve done a really poor job of that as a country. We originally were
concerned about an attack from the USSR and then that focused towards natural hazards, and then we
had 911 which focused us towards terrorism, and then Hurricane Katrina happened, and we shifted back
towards hurricanes as our primary concern. Every time we shift like that, we leave other hazards and
threats behind where we need to actually be paying attention to them as well.

So how does this emergency operations plan align to other plans in that the city or that the State have?
Well the first | think important connection is to the city’s hazard mitigation plan. As | mentioned in our last
slide, there are four phases. One being mitigation which is the reduction of risk within the community. The
Board of Aldermen and the Mayor had approved the updated Hazard Mitigation Plan two years ago so
we’re currently with an up to date Hazard Mitigation Plan within the community. The key connection here is
that that plan focuses on those risk reduction and pre-disaster recovery types of plan whereas the
emergency operations plan focuses really on the short-term recovery as well as the emergency response
phases. Ultimately we have to ensure that both of them kind of work together and are align so that our
whole emergency management program is effective.

There are also plans that the State that this coordinates with predominately the state emergency operations
plans. One of the things that you'll see is the connection between our request for emergency assistance
from the State and how that aligns to the processes that the State emergency operation center has
established as well. Finally, there’s a very similar plan as well at the federal level called “the National
Response Framework”. That’s about FEMA’s role as well as other federal agencies role within the
emergency management program. How we would request assistance from them as well.

So “Updated Considerations”. So some of the things that we look at when it comes to the update of the
emergency operations plan are 1) we want to review this document yearly and identify if there’s any
changes that are needed. We also want to ensure that we review it and make any updates after an
incident. So COVID being a good example of this, we really want to make sure that we incorporate any
necessary changes as we move into future updates of this document. If there’s no updates that happen on
a yearly basis because there hasn’t been an incident or no significant changes, the goal is to really go
through a comprehensive process every four years. That’s what we were doing last year and what we’ve
continued on with this year.

There’s a guidance that’s been created by the federal emergency management agency called “CPG 101”
the Comprehensive Preparedness Guide and it has a methodology for how you’re supposed to go through
this planning process and ensure that it’s inclusive and that it covers all the necessary components that are
necessary during an emergency. Then when the plan is completed, it’s called “Promulgated by the Mayor’.
The Mayor signs off on this as a completed and approved plan for the city. It’s essential that it’s been
signed off by the Chief Executive of the City because most homeland security funding really requires this
plan to be approved by the city and up to date. As an example if the Police Department is going after some
homeland security funding, or the Fire Department is doing the same, one of the things that they'll be asked
as they go through the application process is when was the last time that this emergency operation plan
was updated.

The National Incident Management System is another key topic that we want to include tonight and the
reason for this is this was implemented significantly after 911 based on the sort of the failures that we saw
and how our emergency management and public safety works within this country and what the country
decided to bring all of those different disciplines together — Fire, Police, Public Health, Public Works, all
those different organizations together in a standard framework for how incidents are managed. It was 1)
required for the city to say that they've adopted the National Incident Management System back post 911
and to ensure that any of our documents like this city Emergency Operations Plan is using the National
Incident Management System as its approach for coordinating different departments and other non-city
partners. There are a couple of key aspects to NIMS. One being something called “the Incident Command
System. It’s essentially the way that we establish an organizational structure or hierarchy as to which
agencies and departments are doing what and who’s responsible for leading those incidents. It also

Special Board of Aldermen 06-08-2021 Page 5

requires us to coordinate with the variety of agencies both here within the city but also at the State level. It
incorporates a concept called “Emergency Operations Centers” which are the location. Sort of the nerve
center of all emergency activities during a major emergency at any level of government. It also covers
some of the key requirements for public information. So information out to the public and businesses, how
we coordinate with other agencies that are pushing information out to the public, and how we work with the
news media and also social media now to get information out to the community.

It also covers Resource Management. So what's the process for requesting resources from other agencies
whether they be at the State or the federal level? How do we track resources? How do we know when
resources are out of service, need to be repaired, need to be rehabilitated, or when we can demobilize
them and send them home? It also covers the requirement for training and credentialing responders and
staff. The things that are necessary to ensure that our leadership — the people who are responsible for
supervising emergency responders are qualified to do so and that they’ve had the appropriate training
that’s needed for that.

Then the final thing that it covers in NIMS that’s applicable to this specific plan is interoperability and
communication systems. Making sure that all of our systems that we have that are used to allow public
safety to communicate, Public Health, Public Works are able to communicate with each other and not
siloed within specific departments or agencies. So this national doctrine really serves as kind of a required
effort to try to resolve the issues that were found during 911. You'll see in this emergency operations plan
update that there’s a lot of language that refers back to our adoption of NIMS.

Now one of the things | had mentioned in one of the earlier slides was that this plan talks about the
responsibilities and requirements of different departments. What we’ve done is we’ve used a framework
that the federal government has developed called “Core Capabilities” and you’ll see there are 15 on here
ranging from public information and warning, to law enforcement, to mass care services which is sheltering
and feeding, and what it does is it covers which department are responsible for these different types of
activities, which partners that they will bring in to assist them with this and that includes businesses and
other nonprofit entities, and what essentially are the things that are needed in order to provide these types
of services during an emergency. So this is kind of a good way to understand how those things are
organized and our plan covers each one of these.

It’s also important to note that the plan covers how we activate our city’s emergency operations center. So
for many of you, you’re probably familiar that that’s over at the police department in the classroom. That’s
where we bring all the city departments together typically during emergency situations. Again | say
“typically because during COVID we actually completely threw this concept out the window and decided to
do a virtual emergency operation center instead.

Another important thing that this plan talks about is the coordination between Public Health and Emergency
Management. So many of you probably are aware that the Public Health Division also has emergency
management responsibilities. Their focus is on public health emergencies. Much like COVID, ora
bioterrorism incident, or some sort of environmental health emergency. What we’ve done in this plan is
outlined the responsibilities both for the emergencies that are non-public health in nature as well as those
that are public health lead incidents. So in those types of situations where Public Health takes the lead,
Emergency Management we provide support to them and the same goes in the inverse where those
emergencies that are major storms and those types of things, Emergency Management takes the lead and
Public Health provides support to us.

So the next steps with this specific plan, again, the Promulgation by the Mayor is the next critical step
where the Mayor will sign off on the document to say that the city has adopted it. But also we use some
grant funding from the State as well as FEMA to update this document for 2021. So we'll do a grant close
out and get our reimbursement for the time that was dedicated to updating this document.

The other key thing that is going to take place as part of this process is incorporating all of the lessons
learned and analysis that we’ve done from the COVID response. We had been doing that over the last

Special Board of Aldermen 06-08-2021 Page 6

probably six or so months where we’ve been capturing all of the things that we’ve learned from this incident
and identify what significant changes are needed in order to update this document moving forward. |
wanted to provide kind of a quick overview of some of the key things that we’ve found and what we expect
to make significant changes to in our document. The first one being Virtual Emergency Operations. As |
discussed rather than having our team members meet at the Police Department, instead we used a variety
of interactive tools to allow people to share information and manage this incident virtually. We're going to
incorporate more of that into our plan.

We're also going to further simplify the document. As we found during COVID, many of the things that
were outlined in the documents essentially were thrown out the window by the federal government or by
another agency. So much of the stuff we had to develop sort of on the fly. So those are things that we'll
also look to do is cut out the very specific procedural information that is likely to shift in the middle of an
incident anyway.

We're also going to review the types of capabilities the city is not well suited for. Those are the types of
activities that would look at things that would be better regionalized. Things like sheltering, or large scale
operations that the city wouldn’t really need to do their own process for. That also ties into public health as
well as we look to see what types of capabilities the State would be responsible for in public health versus
the city.

We also found during COVID that our resource management processes that were within our plan were also
not really leveraged. We had kind of a traditional approach where the city departments would reach out to
the emergency operations center to request a resource and then if we didn’t have it internally within the
city, we would make that request to the State, and then the State would make that request to the federal
government. What we found during COVID is everybody was just requesting everything from everybody.
That was not just the City of Nashua thing. That was across the country. IT was because of shortages,
and resources, and the massive amount of involvement that the private sector had in trying to get the right
resources during COVID. So that’s another thing that will be likely shifting in this next update after the one
that we’re discussing now.

The authorities of the State we found during the COVID response that there were a lot of emergency
orders, Executive Orders that were implemented that we really never even expected we’d have to get to but
those are things that we will want to incorporate as well into our document. We'll want to work with Bobbie
and the team over at Public Health to ensure that the integration between Emergency Management and
Public Health is correct as referenced in the plan.

In the final thing that we'll look at is making sure that our continuity of operations planning for the city is sort
of the focus and emphasis of our work moving forward. What we’ve found is that the State really stepped
in as well as the federal government to manage the COVID response making a lot of what our office and
what Public Health did really supplemental and very specialized towards what the city was doing.

However, the State and the federal government didn’t really provide any support in planning for continuity
of operations for our city departments. So we will have to moving forward really emphasize our work to
ensure that everybody from the Fire Department, to Information Technology, to the Library have really
strong abilities to withstand any sort of a crisis that comes our way.

I’d be happy to answer any questions about the 2021 Emergency Operations Plan update and | look
forward to working with you on getting this thing completed.

President Wilshire
Questions? Alderman Dowd.
Alderman Dowd

Yes Justin one thing we talked about about a year ago was as we went through the pandemic developing a

Special Board of Aldermen 06-08-2021 Page 7

play book if and when it ever happens again and | think you had said that that’s part of your plans. | just
want to make sure that that is and the other thing one of the big things that sort of crippled us at the
beginning of the pandemic as | recall our emergency supply of PPE was out of date and basically not good.
| think we talked way back much like you did in the military if you had a revolving supply — if you worked a
thing with the hospitals and Public Health to supply them with PPE, you keep a major supply here
somewhere in Nashua for emergencies but you give them on a regular basis you supply it them and then
replace it so you always have a viable supply of equipment on emergency basis. So you basically set up a
supply center to the degree we need for the city. While | would work with the State, | wouldn’t rely on them
but | think that we need to safeguard our own city. SO working with Bobbie Bagley would be good on that
and seeing what we need based on what happened over the past year how much we need in supply and
how to keep it current. Thanks.

Emergency Management Director Justin Kates

Sure and so regarding the first question about the continuous improvements, that’s sort of what | was
referring to on that last slide. What you saw on that last slide was really the interim findings, the key areas
that we realize needed to shift based on the COVID response and what we’re going to include as part of
the Emergency Operations Plan.

For the second question, that is something | will have to work Bobbie on. The reason for that is the cash of
supplies that the city had for a public health emergency, it’s a public health function. So we need to work
with Bobbie’s team obviously but also she has to work closely with the Department of Health and Human
Services at the State as well as the Health and Human Services at the federal level who provides a lot of
the funding for supplies like that. SO that will be on the radar and we’re going to have to work with her
partners on that.

Alderman Dowd
Okay.
President Wilshire

Any other questions for Director Kates? Alderman Lopez.

Alderman Lopez

Yeah. So can you speak a little bit to the mitigation of avoiding unnecessarily large vulnerable populations?
| Know we have been working on improving our approaches to local crises meaning more like block level if
a building starts to burn that turns multiple houses, who is in charge in making sure that that is
communicated to the houses nearby? Who is in charge of making sure that when there are multiple
families displaced that they’re being tracked, their situations are being address? | see that as valuable
because having worked with the homeless for years — like probably over a decade, two decades now,
Nashua has a large population of people who are more vulnerable to some circumstances than others
whether they’re displaced in terms of housing, with their newly housed, whether they’re lacking financial
means, members of economic minorities. Some people are able to handle something like a city-wide
disaster event with more resilience than others based on economic needs. Other people are more able to
handle it because they are in physical shape and physical condition, or because they have more
connections. So what about preventing the City of Nashua from having an unnecessarily large vulnerable
population that would create a liability in the event of a major catastrophe?

Emergency Management Director Justin Kates

Yeah so there’s a lot to unpack on that one. So I'll only hit a couple of the things. The first item is kind of
the mitigation aspect you had mentioned — trying to identify those vulnerable populations within the
community and identifying ways to try to reduce risk from them being impacted from the start. That’s been

Special Board of Aldermen 06-08-2021 Page 8

identified as part of the Hazard Mitigation Plan the city had done two years ago. However I’m going to note
this, many of the recommendations and strategies that were identified in that document to deal with sort of
reduction of vulnerability for populations, there are social programs and infrastructure investments that are
beyond the scope of like my specific office. Things like trying to promote financial literacy within
populations that don’t have savings accounts and can’t withstand some sort of a crisis situation. So all the
things you had mentioned are right on. Those are the things that create emergencies. The storm itself
doesn’t create the emergency, it’s the impact to society that really most concerned about.

Specifically referencing the plan that we’re talking about tonight — the Emergency Operations Plan — there’s
a section in that document which talks about what we call “access and functional needs”. These are
populations that may require some additional accommodations or assistance during a crisis. There’s a
couple of things that we’ve done. Number one, we’ve identified the access and function needs that we’re
concerned about within the city regarding emergency operations; and number two, we’ve looked at areas
within the city that may have higher levels of population that fall within one of the categories of access
functional needs that we would need to consider and things like sheltering, and evacuation, or things like
that. It’s not perfect because we don’t have literal addresses for every single person that meets one of
those kind of those criteria but what we do is we can at least look at | think the census block group level
and say okay well this area maybe in the downtown a scenario with there might be an economic challenge
of a certain area or lack of access to transportation. So we know that our strategies for an evacuation in
that area need to shift differently than we might in another part of the city. So that’s how we deal with the
response phase on how to ensure that vulnerable populations are provided accommodations as needed.

| think the key thing that is essential as part of this plan is that as you had mentioned in most cases it’s
going to be the vulnerable populations that need the assistance and not the rest of the community. We
need to focus our efforts on those populations for any sort of a large scale emergency.

Alderman Lopez

If | could just follow up.
President Wilshire

Alderman Lopez.

Alderman Lopez

This is the seven year anniversary of the fire on West Hollis that took out a pretty significant building and
that impacted this community particularly because it’s so densely populated. An emergency in one part of
the city isn’t necessarily going to be as acute an emergency as it would be having it in another area. For
example if there was a flood — we had a flash flood warning today, if there was a flood in the downtown
area, we probably would see a number of the social services that would be activating in an emergency
compromised themselves like the Soup Kitchen and the Rescue Mission. All those kind of things would be
in the flood zone.

That’s part of it but | was also pointing out as Director Kates acknowledged that there are also large
populations that could themselves become an element of the emergency. He had brought up Hurricane
Katrina. That was characterized by a large number of people who could not be easily evacuated and were
not evacuated until it was somewhat late in the game. Then overcrowding in the evacuation rezone
created a secondary impact. So my comments were necessarily directed towards Director Kates but more
to give him an opportunity to remind the rest of on the Board that caring for the needy in Nashua, focusing
on those in need of things like city welfare, and these nonprofit organizations that support them isn’t just an
act of charity. It is hazard mitigation. It is making sure we’re not too vulnerable to a catastrophe by making
sure that our residents have some sort of capabilities of their own stockpiled independently that they can
use in an emergency. Thank you.

Special Board of Aldermen 06-08-2021 Page 9
President Wilshire

Does anyone else have a question for Director Kates? Seeing no one. Thank you Director Kates,
appreciate your presentation this evening.

Emergency Management Director Justin Kates

Absolutely. Thank you.
ADJOURNMENT

MOTION BY ALDERMAN O’BRIEN THAT THE JUNE 8, 2021, SPECIAL MEETING OF THE BOARD OF
ALDERMEN BE ADJOURNED BY ROLL CALL

A viva voce roll call was taken to adjourn the Board of Aldermen meeting which resulted as follows:
Yea: Alderman O’Brien, Alderman Klee, Alderman Dowd, Alderman Caron,

Alderman Clemons, Alderman Lopez, Alderman Tencza,

Alderwoman Lu, Alderman Jette, Alderman Schmidt, Alderman Laws,

Alderman Cleaver, Alderman Harriott-Gathright, Alderman Wilshire

14

Nay: 0
MOTION CARRIED

The meeting was declared adjourned at 7:40 p.m.

Attest: Susan K. Lovering, City Clerk

Board of Aldermen 06-08-2021 Page 10

REPORTS OF COMMITTEE

Budget Review Committee «0.0.0... ce cee tee eee ee teeters eet titties eee ses 05/20/2021

There being no objection, President Wilshire declared the report of the May 20, 2021 Budget Review
Committee accepted and placed on file.

Budget Review Committee «0.0.0.0... ccc cee cee cee eee ee ee tee teste teeters ses 05/24/2021

There being no objection, President Wilshire declared the report of the May 24, 2021 Budget Review
Committee accepted and placed on file.

Committee on Infrastructure... 0.0... cce cee cee eee cee cee see terereterreseratettetererstirtreerererss 05/26/2021

There being no objection, President Wilshire declared the report of the May 26, 2021 Committee on
Infrastructure accepted and placed on file.

Budget Review Committee «0.0.0.0... ccc cece cee tee eee ee ee tee teste tttte titties ses 05/26/2021

There being no objection, President Wilshire declared the report of the May 26, 2021 Budget Review
Committee accepted and placed on file.

Budget Review Committee «0.0.0.0... ccc cee cee cee cece ee tee teste tsetse tie eeeeee eee ses 06/01/2021

There being no objection, President Wilshire declared the report of the June 1, 2021 Budget Review
Committee accepted and placed on file.

Pennichuck Special Water Committee ......... 0.00.0. e tee eee tee ett tee setts tstaee tee eee, 06/02/2021

There being no objection, President Wilshire declared the report of the June 2, 2021 Pennichuck Special Water
Committee accepted and placed on file.

Finance Committee...... 0... ccc cce cee cee eee cee eee ete se eee terete tet tetatetitetttettiatetitetsisrer, 06/02/2021

There being no objection, President Wilshire declared the report of the June 2, 2021 Finance Committee
accepted and placed on file.

CONFIRMATION OF MAYOR’S APPOINTMENTS - None

UNFINISHED BUSINESS — RESOLUTIONS

R-21-139
Endorsers: Alderman Jan Schmidt
Alderman Richard A. Dowd
Alderman Thomas Lopez
Alderman-at-Large Michael B. O’Brien, Sr.
Alderman Linda Harriott-Gathright
AUTHORIZING THE BUS PULL OFF AND SHELTER EASEMENT ON BRIDGE STREET AND
TEMPORARY CONSTRUCTION EASEMENT AND USE EASEMENT AGREEMENT ON SANDERS
STREET
Given its second reading;

MOTION BY ALDERMAN SCHMIDT FOR FINAL PASSAGE OF R-21-139, BY ROLL CALL

Board of Aldermen 06-08-2021 Page 11
ON THE QUESTION

Alderman Schmidt

And I'd like to speak it.

President Wilshire

Alderman Schmidt?

Alderman Schmidt

Thank you very much. | only wanted to thank Mr. Prolman for being here and giving us such an excellent
description of what this is. Thank you very much. That’s it.

President Wilshire
Anyone else?

A viva voce roll call was taken which resulted as follows:
Yea: Alderman O’Brien, Alderman Klee, Alderman Dowd,
Alderman Caron, Alderman Clemons, Alderman Lopez, Alderman Tencza,
Alderwoman Lu, Alderman Jette, Alderman Schmidt, Alderman Laws,
Alderman Cleaver, Alderwoman Harriott-Gathright, Alderman Wilshire 14

Nay: 0
MOTION CARRIED
Resolution R-21-139 declared duly adopted.

R-21-141
Endorsers: Alderman Ernest A. Jette
Alderman Richard A. Dowd
Alderman-at-Large Michael B. O’Brien, Sr.
Alderman Skip Cleaver
Alderman Linda Harriott-Gathright
Alderman Jan Schmidt
Alderwoman-at-Large Shoshanna Kelly
Alderman-at-Large Lori Wilshire
AUTHORIZING THE EXPENDITURE OF UP TO $24,500 FROM THE CONSERVATION FUND FOR
WORK ON THE SALMON BROOK TRAIL
Given its second reading;

MOTION BY ALDERMAN JETTE FOR FINAL PASSAGE OF R-21-141, BY ROLL CALL
ON THE QUESTION
Alderman Jette

And I'd like to be heard on it.