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HomeMy Public PortalAboutBOH9.6.23packetNSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 1 of 782 .•�O�`�\ AFL _ S'T �ii� \��0�,,OF'ELDEA B9 F9 ffiY �J�—ip Board of Health Penny Holeman Kimberley Crocker Pearson David Bennett John Keith Abigail Archer Health Director Amy von Hone Assistant Health Director Sherrie McCullough Senior Department Assistant Tammi Mason Town of Brewster Board of Health 2198 Main St., Brewster, MA 02631 brhealth@brewster-ma.gov (508) 896-3701 BOARD OF HEALTH MEETING AGENDA 2198 Main Street September 6, 2023 at 6:30PM This meeting will be conducted in person at the date, time and location identified above. This means that at least a quorum of the members of the public body will attend the meeting in person and members of the public are welcome to attend in person as well. As a courtesy only, access to the meeting is also being provided via remote means in accordance with applicable law. Please note that while an option for remote attendance and/or participation is being provided as a courtesy to the public, the meeting/hearing will not be suspended or terminated if technological problems interrupt the virtual broadcast or affect remote attendance or participation, unless otherwise required by law. Members of the public with particular interest in any specific item on this agenda, which includes an applicant and its representatives, should make plans for in -person vs. virtual attendance accordingly. Members of the public who wish to access the meeting may do so in the following manner: Phone: Call (301)715-8592 or (312)626-6799. Webinar ID: 820 4394 4509 Passcode: 979174 To request to speak: Press `9 and wait to be recognized. Zoom Webinar: htir•s://us02Web.zoom.us/:`82043944509?i,vird=�tltiwDn2kvUExKbU1 RS0hmM01 Zb3dL Zz09 Passcode: 979174 To request to speak: Tap Zoom "Raise Hand", then wait tobe recognized. • When required by law or allowed by the Chair, persons wishing to provide public comment or otherwise participate in the meeting, may do so by accessing the meeting remotely, as noted above. Additionally, the meeting will be broadcast live, in real time, via Live broadcast (Brewster Government TV Channel 18), Livestream (livestream.brewster-ma.gov) or Video recording (tv.brewster- ma.aov) 1. Call to Order 2. Declaration of a Quorum 3. Recording Statement 4. Chairman's announcements 5. Citizen's forum: Members of the public may address the Board of Health on matters not on the meeting agenda for a maximum 3-5 minutes at the Chair's discretion. Under Open Meeting Law, the Board of Health is unable to reply but may add items presented to a future agenda 6. Discuss and vote: 0 Greenland Pond Road M94 L29, new construction with proposed I/A Technology MicroFAST 0.5 General Approval for Nitrogen reduction 7. Consent Agenda: • In-house variance approval — 549 South Orleans Road 8. Pressure Dose Letter update 9. Vote on final CAPE Public Health Excellence Grant Intermunicipal Agreement (IMA) 10. I/A Enforcement of Non -compliant systems update 11. First Annual Volunteer Fair -request for volunteers 12. Review and approve minutes from 6/21/23, 7/5/23 & 7/19/23 meeting 13. Liaison Reports 14. Matters not reasonably anticipated by the Chair 15. Items for next agenda 16. Next meeting: September 20, 2023 17. Informational items: a. Brewster Fire Department Emergency Management Plan b. Blood Drive — Brewster Police Department 6/8/23 c. Monthly report for Ocean Edge (July) d. Monthly report for Kings Landing (July) e. Monthly report for Pleasant Bay Health & Living Center (July) f. Monthly report for Maplewood at Brewster (July) g. Monthly report for Serenity h. Monthly report for Town of Brewster (formerly CCSC) 16. Adjournment Date Posted: Date Revised: Received by Town Clerk: August 31, 2023 N:\Health\BOH Agendas and Minutes and Remote Schedule'BOH Agendas\9.6.23a.docx NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 2 of 782 TOWN OF BREWSTER 2198 MAIN STREET BREWSTER. MA 02631 PHONE: (508) 896-3701 ExT H20 FAX: (508) 8964538 DRIJEALTt110 BRE WSTER-MA.GOV WWW,BRLWS'I R-MA.(0V Received: Paid: Abutter Deadline: OFFICE OF HEAI,.TH DFPAR TMENT Application for Board of Health Variances DIn-House Local Upgrade Approval OPublic Hearing Date: August 9, 2023 SUBJECT PROPERTY ADDRESS: 0 Greenland Pond Rd. [Map 94 Parcel 29] Map:84 Parcel:29 Book: 33428, 34503 Page:240, 252 LC Certificate: LC Plan: _ Lot: 5 & 7 Name of Applicant: William and Kimberly Donnelly Mailing Address: 870 Farm to Market Rd., Troy, NY 12180 Telephone # Email: Owner(s) of Record : William & Kimberly Donnelly Mailing Address: 870 Farm to Market Rd., Troy, NY 12180 - Design Engineer/Sanitarian: Linda J. Cronin Firm/Company Name: CSN Engineering - Mailing Address: P.O. Box 201, Brewster, MA 02631 - Telephone #: 508-896-1783 Email address: 508-896-1783 Signature: Applicant or Engineer New Construction ii2 Voluntary UpgraW_ CAddition/Alteration 1 Failed system DReal Estate Transfer 0 Design flow of existing system: Reason for failure: Design flow of proposed system: Total sewage flow of site: Total lot size (sf): Conservation Commission approval required: yes 0 no 0 Date of ConCom hearing: Order of Conditions/Det. Of Applicability attached 0 List of all Variances from State and Local codes (add sheets if needed} TITLE 5, Sec. #: Description of Variance(s Brewster Reg, #: Description of Variances) I/A Approval/Review Approved by: Date: Health Department N:\Health\BOH regs\InHouse Septic Local Upgrade Approval 2019 Varianceapplication FINAL. NONFIL.LABLE FORM 12.18.19.docx NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 3 of 782 ENGINEERING August 18, 2023 Ms. Amy Von Hone Brewster Board of Health 2198 Main St. Brewster, MA 02631 Re: P.O. Box 201 Brewster, MA 02631 Septic System Installation 0 Greenland Pond Rd. [Map 94, Parcel 29] Brewster, MA 02631. Dear Ms. Von Hone: Phone: (508) 896-1783 Linda@csn-eng.com 1-VaCEIVED AUG 23 2023 li ` J BR DWSTER EPARTMENT The owners of the property located at located at 0 Greenland Pond Rd. [Map 94; Parcel 29], Brewster, MA are requesting a Board of Health hearing for approval/review of the UA system that is being specified as a part of the site plan. They are proposing to construct a 4 -bedroom dwelling with associated Title 5 Sewage disposal system with MicroFAST 0.5 IIA. treatment, utilities, driveways, and landscaping. The proposed system consists of a 1500 gallon septic tank with a MicroFAST treatment unit installed, a DB-3 H-20 Rated Distribution Box, and three (3) 500 gallon Leach Chambers with 4' of stone all around. Nitrogen loading is as follows: Total nitrogen load (including runoff and wastewater) Thank you, Sincerely, Linda J. Cronin, P.E. Project manager LJC/1 Title 5 Volume (L/day) Nitrogen Load (ni/day) 5815.7 35421.7 Average 4629.1 12876.3 Average Nitrogen Load Load (ppm) 6.1 2.8 4.44 ppm NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 4 of 782 Town of Brewster 2198 MAIN STREET Health Department BREWSTER, MASSACHUSETTS 02631-1898 PHONE: 508.896.3701 EXT. 1120 FAX: 508.896.4538 brhealth, brewster-ma ov Amy L. von Hone, R.S., C.H.O. Director Sherrie McCullough, R.S. Assistant Director WWW.BREWSTER-MA.GOV Tammi Mason Senior Department Assistant AGENDA ACTION ITEM FORM BOH Variance Agenda Item ❑ In -House Local Upgrade Approval ❑ Other: ® BOH review of I/A MicroFAST 0.5 System for Nitrogen Removal Board of Health Meeting Date: September 6, 2023 Project Location: 0 Greenland Pond Road Owner's Name & Address: William and Kimberly Donnelly 870 Farm to Market Road Troy, NY 12180 Applicant: same as owner Date Requested: August 9, 2023 Title 5 Variance Request: Yes❑ No Board of Health Variance Request: Yes ❑ No El Other: YesEl No ❑ F1 Map & Parcel: 94/29 1. Property lies within Zone II, District of Critical Planning and Concern (DCPC), and the Herring River Impaired Embayment Watershed 2. Proposed town water 3. Proposed I/A MicroFAST 0.5 Unit for Nitrogen Removal Health Director's Suggested Discussion Points: 1. The existing vacant lot (Lot 7) consists of 19,489 sf of upland with an abutting lot (Lot 5) of 13,952 sf of upland. The applicant proposes to construct a 3 -bedroom single family dwelling with a 4 -bedroom capacity Title 5 system and a MicroFAST 0.5 unit for Nitrogen removal. 2. No variances are being requested. 3. Discussion Points: a. The lots are located in a Zone II (Title 5 restriction of 1 bedroom/10,000 sf of land area). b. The lots are located in the District of Critical Planning Concern with a restriction of 5 ppm of Total Nitrogen (more restrictive than Title 5 Zone II). N:\Health\BOH Meeting Notes\BOH Hearing Notes\0 Greenland Pond Road M94 P29 Agenda.IA Installation Action Item Form 09.06.2023.docx NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 5 of 782 c. The lots are located in the Herring River Impaired Embayment Watershed. d. Rear abutting lot (Lot 5) — Have Lot 5 and Lot 7 been combined into one lot (81X Plan), otherwise, a nitrogen aggregate plan will be required to utilize the square footage of Lot 5 for calculating the total nitrogen load of the proposed development? e. Nitrogen loading calculations indicate 4.44 ppm of Total Nitrogen with a maximum of 4 bedrooms, 3000 sf of lawn area, and the installation of a nitrogen reducing I/A system. Proposed 3000 sf of lawn area should be identified on the site plan as well as the proposed use of the rear lot (i.e., undisturbed natural vegetation). f. The MicroFAST 0.5 unit is approved for General Use with Nitrogen removal with a maximum of 19 ppm of Total Nitrogen per DEP Approval Letter # X232831 with the following operation and monitoring requirements: i. 0 & M agreement with a licensed operator (for a minimum 1 year) for the life of the system. ii. Effluent parameters to meet: max. 19 ppm Total Nitrogen, pH of 6.0-9.0, min. 2 ppm or greater dissolved oxygen, max. 40 NTU Turbidity. iii. Year-round use — quarterly testing of TN for first year, 2x/year thereafter iv. Seasonal use — 2x/year testing for TN v. Flow metering of wastewater flow is recommended. vi. Access ports for sampling and inspection must be readily removable. System control panel and alarm must be accessible to the system operator. vii. Notification of system installation to be recorded at Registry of Deeds. g. Proposed location of required system air blower and vent? Proposed filter on vent? h. A copy of the BOH Approval Letter identifying the installation of an I/A system must be recorded at the Barnstable County Registry of Deeds prior to issuance of the Certificate of Compliance upon completion of the septic system installation. A copy of the recorded letter to be placed on file at the BOH. i. I/A system must be registered with the Barnstable County I/A Database for monitoring and data collection. j. Engineer certification and I/A system start-up required prior to issuance of Certificate of Compliance. k. Property is restricted to a maximum 4 bedrooms with the I/A installation. N:\Healtb\BOH Meeting Notes\BOH Hearing Notes \O Greenland Pond Road M94 P29 Agenda.IA Installation Action Item Form 09.06.2023.docx NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 6 of 782 43, 110 131 111 113 44 131 lu 710 313 144 111 11.3 111 141 at 111 71 /1 ';41q A Gre--ctiloeml pan 11 1r 31 1441 +$ 43 1311 11 44 144 11 1311. 111 131 143 M 11► f 141 • fJ 13 hf 1T+! 110 414 14.1- 34? Al* 131 X1 1113 104 111 141111 1+4 1114 111► 1743 177+ -. 211 0 Greenland Pond Rd. [Map 94 Parcel 29] Brewster, MA 7 .� 141 431 MaskMappera 12, 4 taw h. i L ()NG, i'o:1`L) NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 7 of 782 4-: w. •• � P - V Algid oshomaht P971— Pupwc 41 Greenland Pond Rd. [Map 94 Parcel 29] Brewster, MA MassfvlappOr- J NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 8 of 782 Brewster Board of Health Residential Nitrogen Loading Caltulatians Spreadsheet Complete the highlighted cells as applicable. Land Use/Nitrogen Source Area (square feet) Nitrogen Loading Input (units) Recharge Rate (units) Volume (L/day) Nitrogen Load (mg/day) Lot size (total) 33441 Building Roof Area 2105 0.75 mg/L 40linches/year 544.41 408.3 Total footprint of all buildings on the property l_ Section 1: Runoff Road/Driveway/ Impervious Area 1089 J 1.5 mg/L 1 40linches/year 281.6 422.4 Footprint of paved/impervious areas including driveways, parking areas, buildings and irnpervous patios. impervious areas include gravel, shell, and crushed stone pathways or driveways or parking areas Lawn Size 31100 3 Ibs N/1,000 sq ft - 25% leaching rate 17linches/year l 329.7 2798.6 Lawn areas defined as ground covered with grass or other vegetation that is mowed more than twice a year. The minimum lawn size for nitrogen loading calculations is 1,000 sq. ft. Other/Miscellaneous 0 13 mg/L 17 inches/year 0.0 0.0 For any other potential sources of nitrogen on the property. Inputs must be approved by the health agent. Natural/Undisturbed Areas 272471 0.05. mg/L 171inches/year 2994.6 149.7 Calcualted by subtracting roof, road#rnpervaus areas, and lawn areas from total lot size. SubIo Runoff 4150.3 3779.1 Section 2: Wastewater_ Do you have an Innovative/Alternative Septic System {Yes/No)? Yes If "Yes", what is the nitrogen concentraion of the system (in units of mg/L), based on the DEP Alternative System Approval Letter? (See https://www.mass.gov/guides/innovative- technology -and -title -5 -systems) 19 — Volume (L/day)I _ Nitr_ ogen Loa (mg/day) Title 5 Design Flow Number of :Bedrooms? 4 Based on Title 5 (310 CMR 15.203): Each bedroom is assumed to have associated with it 110 gallons per day of flow. 1665.4 31642.6 Average Wastewater Flow The average wastewater flow method assumes 2.3 people and an average flow of 55 gallons per day per person. 478.8 9097.2 Iota! nitrogen Toad (including runoff and wastewater) Version 2/07/2022 Title 5 Average �Natrogen Volume (L/day) tend (mg/day) Load (ppm) 5815.7 35421.7 6.1 4629.1 12876.3 • 2.8 Average Nitrogen Load 4.44 ppm NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 9 of 782 CERTIFIED MAIL RETURN RECIEPT REQUESTED BREWSTER BOARD OF HEALTH PUBLIC HEARING NOTICE Date: August 9, 2023 Re:. 0 Greenland Pond Rd. [Map 94, Parcel 29] Map: 94 Lot 5 & 7 Subject Address Dear Abutter: A public hearing has been scheduled for the Brewster Board of Health to take action on an application for variances from the regulations of the Massachusetts Department of Environmental Protection, Title 5, and/or the Town of Brewster Regulations for Subsurface Disposal of Sewage. The following variances are requested: List of all variances from State and Town Codes Title 5, Sec. # D•scripticns of variances) Brewster ReB, # Description of variances) I/A Approval/Review tit) [ r o C.'. `5 ,T**t:.t 0ri4 Said hearing will be held at the Brewster Town Offices, 2198 Main Street, Brewster, on Septemebr 6, 2023 at 7:00 p.m. The application and plans are available for review at the Brewster Health Department, Brewster Town Offices, 2198 Main Street, Brewster, MA, Monday through Friday (excluding holidays) from 8:30 a.m. to 4:00 p.m. Sin ely, Applicant/Representative CC: Brewster Health Department N:\Health\Bt0H regAinHouse Septic Local Upgrade Approval 2019\Publichearingabutternotiiication NUNFiLLCBLE FORM 12.11.19.docx NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 10 of 782 B A 1 11 —1 1 DP _ OH23210 BEDROOM AMA . 1112 li . 11 Rtl3 n. 'R • AIJ P1100) SA BEDROO #2 TWA -'A.TI 11V' • 10Y =)1:1,5555 • Sig m IPi[11 12'-8• CABINETS J MAINL_ BATH 2668 2 la 2668 �� 2a56 :'1RE-8 2,•-O" PROPOSED ON-S1E CARACE STAIR CODE 9r M-412.1 15•-8.1 _ —I 11-1.•4 1 DINING ROOM 4111. Dzr Si D . 10.61ROD 4m (YA*O n-sn NPRIMO (c,a) POSSIBLE HEADE4IEEM TO BE DETERI4:EDT- LIVING ROOM ACA - DUO ST u • ILO Ram) 3111 MOD VI . 1:R DS''0, 473 (P30V1 ')VE 6*a °1 IAN 11 1g ' PROPOSE() ON -SITE PORCH II RC08 , AASE i, I OH .R ()13056 VAULTED VAULTED *0 VAULTED X--0 MASTER SUITE MDT .14134 9f DEAR OAo iP5R., VI- SAO (4003)PM (1IM) — -4..2668 WIC TED MASTER 1 BATH OPEN •' SiDRADE VANITY 11)130511 SG Ritz -Craft Cua)mn Building Simplified' PRELIM ROM, RtVO7 1ST FLOOR PLAN 43„ FP1 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 11 of 782 Brewster Impaired Embayment Watersheds (- 1 Brewster Parcels c Brewster Boundary — Streams Major Ponds Motor MassDOT Roods — U.S. Highway — State ROule --- Non -numbered route Municipal Bouncory Dote: </16r2C23 0.760 Sovreec: B1.rOOu c1 OccQrorrnic into"mci.O^ :5.1 rh,E nap a ?O.^ onton,lanono.! purcc ses cno n5Ov no. be ec, !ega• en y.neer:ng ;vnre v OR p V •OOSOS. Watersheds Boss River Herring River Pleasant Boy Swan Pond 1 Horsley Witten Group Suare(IWCre Em..renmenraf r eheonu Figure 1 Watersheds Pertaining to Proposed Septic System Regulations in Brewster, MA. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 12 of 782 M�gsDFP Commonwealth of Massachusetts Executive Office of Energy & Environmental Affairs One Winter Street Boston, MA 021©8.617-292-5500 Charles D. Baker Matthcw A. Beaton Governor Secretary Keryn E. Polito Martin Suubera Lieutenant Governor Commissioner CERTIFICATION FOR GENERAL USE Pursuant to Title 5, 310 CMR 15.000 Name and Address of Applicant: Bio-Microbics, Inc. 8450 Cole Parkway Shawnee, KS 66227 Trade name of technology and models: FAST Treatment Systems with Nitrogen Reduction including models MicroFAST® 0.5, 0.75, 0.9, 1.5, 3.0, 4.5, 9.0, HighStrengthFAST® 1.0, 1.5, 3.0, 4.5, 9.0 and NitriFAST® 0.5, 0.75, 1.0, 1.5, 3.0, 4.5, 9.0 (all hereinafter the "System") for facilities with design flows less than 2,000 gallons per day (GPD). Schematic drawings illustrating the models and an Inspection Checklist are part of this Certification. Transmittal Number: X232831 Date of Issuance: December 29, 2010, revised March 20, 2015 Authority for Issuance: Pursuant to Title 5 of the State Environmental Code, 310 CMR 15.000, the Department of Environmental Protection (hereinafter "the Department") hereby issues this General Use Approval to: Bio-Microbics, Inc., 8450 Cole Parkway, Shawnee, KS 66227 (hereinafter "the Company"), approving the above referenced FAST technology (hereinafter "the Technology" or "System") for use in the Commonwealth of Massachusetts subject to the conditions herein. Sale and use of the Technology are subject to compliance by the Company, the Designer, the System Installer, the Operator, and the System Owner with the terms and conditions herein. Any noncompliance with the terms or conditions of this Certification constitutes a violation of 310 CMR 15.000. March 20, 2015 David Ferris, Director Date Wastewater Management Program Bureau of Water Resources Thin information is available in alternate format. Call Michelle Waters-ERanern, Diversity Director, at 617-292.5751. TTYn •iastRelay Service 14[00-433-237t MassDEP Wat; L:$e: w•.vw.mass.govidep Pr:ott:d on Racycled NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 13 of 782 Certification for General Use Page 2 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing I. Purpose 1 Subject to the conditions of this Approval and any other local requirements, the purpose of this Approval is to allow the use of the System in Massachusetts on a General Use basis. With the necessary permits and approvals required by 310 CMR 15.000, this Certification authorizes the installation and use of the System in Massachusetts. 2. The System may be installed for residential facilities with design flow less than 2,000 GPD where a system in compliance with 310 CMR 15.000 exists on -site or could be built and for which a site evaluation in compliance with 310 CMR 15.000 has been approved by the local approving authority; or by the Department if Department approval is required by 310 CMR 15.000. This Approval allows for the use of the System as an equivalent alternative technology in accordance with 310 CMR 15.202 on facilities for nitrogen reduction in a Department designated nitrogen sensitive or limited area as defined in 310 CMR 15.214 and 15.215. Non-residential facilities are not allowed under this approval. Non-residential facilities include properties with businesses and/or commercial establishments. 3. The technology shall meet or exceed the following effluent discharge requirements: • Effluent Total Nitrogen (TN) concentration of 19 mg/L (for 660 gallons per day per acrr -gpda- loading) or 25 mg/L (for 550 gpda loading). • Effluent pH range shall be 6.0 to 9.0. • The System is approved for use at facilities with a maximum design flow less than 2,000 GPD. 4 The System Owner or the designated System Operator (or `Operator') has responsibility for oversight and sampling of the System if the property served was allowed to increase the discharge rate per acre above 440 gpda in an area subject to Nitrogen Loading Limitations. The System Owner will be required to repair, replace, modify or take any other action as required by the Department or the local approving authority, if the Department or the local approving authority determines that the System is not capable of meeting the required reduction in nitrogen in the effluent. The Company is responsible for the approved technology as described below II. General Description of the Technology and Design Standards 1. The tank containing the FAST® insert is installed between the building sewer and the soil absorption system (SAS). The SAS shall be designed and constructed in accordance with 310 CMR 15.100 - 15.279 and subject to the provisions of this Certification. 2. Technology Description - The FAST® system is an aerobic wastewater treatment system that utilizes a completely submerged fixed film process to treat organics and nitrify, and a passive recycle system for denitrification. Each model contains submerged media specific to the application. Microorganisms grow on the media and remove soluble contaminants from the wastewater, utilizing them as a source of energy for growth and production of new microorganisms. The FAST® system insert consists of a liner around the media and an airlift to provide aeration and mixing within the confines of the liner. The area outside the NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 14 of 782 Certification for General Use Page 3 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing liner in the septic tank remains anoxic for denitrification and a passive recirculation system moves the aerated wastewater to the outside of the liner to obtain denitrification. The aeration and circulation inside the liner are provided by a blower that pumps air into a draft tube that extends down the center of the media. Treated effluent passes out of the aerobic zone of the treatment plant through a pipe connected directly to a baffled quiescent area in the liner. Final effluent is discharged to a soil absorption system. Specific model considerations are as follows: • The MicroFAST® 0.5, 0.75 and 0.9, HighStrengthFAST® 1.0 and NitriFAST® 0.5, 0.75 and 0.9 are installed in the second compartment of a two -compartment tank with a total liquid capacity of at least 1,500 gallons constructed in accordance with 310 CMR 15.226. • The MicroFAST®, HighStrengthFAST® and NitriFAST® 1.5 are installed in the second compartment of a two compartment 3000 -gallon tank constructed in accordance with 310 CMR 15.226. • The MicroFAST®, HighStrengthFAST® and NitriFAST® 3.0 is installed in a separate tank constructed in accordance with 310 CMR 15.226 and located between a standard Title 5 septic tank, designed in accordance with 310 CMR 15.223 and 15.224, and the soil adsorption system (SAS). In this larger system, an additional recycle pump may be needed to send nitrified effluent back to the septic tank for added denitrification. Consult the Company for proper layout. • The NitriFAST® models can also be used for additional nitrification in series after the MicroFAST® models or HighStrengthFAST® models. In this configuration the tanks used for the NitriFAST® shall be constructed in accordance with 310 CMR 15.226 and meet the minimum dimensions and volumes required by the Company. • Flow equalization may also be employed prior to the FAST® system depending on the type of facility. Consult Company for proper layout. 3 All access ports and manhole covers shall be readily removable, of durable material and installed and maintained at grade to allow for maintenance of the System. No structures shall be located directly upon or above the access locations which could interfere with performance, access, inspection, pumping, or repair. Sufficient access for infrequent maintenance of the System treatment media and all other treatment works shall be evaluated, and addressed in the System design if necessary, by the designer. System control panel(s) including alarms shall be mounted in a location accessible to the operator of the System. 4. Wastewater Loading and Effluent Concentration Design Stan_da-th For new residential construction in an area subject to the Nitrogen Loading Limitations of 310 CMR 15.214, and the facility does not meet with the Nitrogen Loading Limitations pursuant to the aggregation provisions of 310 CMR 15.216, an increase in calculated nitrogen loading per acre is allowed for facilities with design flow less than 2000 gpd with limitations as follows: • The design flow shall not exceed 660 gallons per day per acre (gpda) and the total nitrogen (TN) concentration in the effluent shall not exceed 19 milligrams per liter (mgfL): or NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 15 of 782 Certification for General Use Page 4 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing • The design flow shall not exceed 550 gallons per day per acre (gpda) and the total nitrogen (TN) concentration in the effluent shall not exceed 25 milligrams per liter (mg/L). • TN is measured as the total of TKN (Total Kjeldhal Nitrogen), NO3-N (Nitrate nitrogen) and NO2-N (Nitrite nitrogen). III. General Conditions 1. The provisions of 310 CMR 15.000 is applicable to the use and operation of this System, the System owner and the Company, except those that specifically have been varied by the terms of this Certification. 2. Any required operation and maintenance, monitoring and testing shall be performed in accordance with a Department approved plan. Any required sample analysis shall be conducted by an independent U.S. EPA or DEP approved testing laboratory, or a DEP approved independent university laboratory, unless otherwise provided in the Department's written approval. It shall be a violation of this Certification to falsify any data collected pursuant to an approved testing plan, to omit any required data or to fail to submit any report required by such plan. 3. The facility served by the System and the System itself, shall be open to inspection and sampling by the Department and the local approving authority at all reasonable times. 4. In accordance with applicable law, the Department and the local approving authority may require the System owner to cease operation of the system and/or to take any other action as it deems necessary to protect public health, safety, welfare or the environment. 5 The Department has not determined that the performance of the System will provide a level of protection to public health and safety and the environment that is at least equivalent to that of a sanitary sewer system. Accordingly, no System shall be upgraded or expanded, if it is feasible to connect the facility to a sanitary sewer, unless as allowed by 310 CMR 15.004. 6. Design, installation, and use of the System shall be in strict conformance with the Company's DEP approved plans and specifications and 310 CMR 15.000, subject to this Certification. IV. Conditions Applicable to the System Owner 1 The System owner shall at all times have the System properly operated and maintained by a Company approved Operator in accordance with this Certification, the designer's operation and maintenance requirements and the Company's approved procedures. 2. The System is certified only in connection with the discharge of sanitary wastewater from facilities with a design flow of less than 2000 gpd. Any non -sanitary wastewater generated and/or used at the facility served by the System shall not be introduced into the System and shall be lawfully disposed of. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 16 of 782 Certification for General Use Page 5 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing 3. The System Owner shall provide access to the site for the System Operator to perform inspections, maintenance, repairs, responding to alarm events, field testing, and sampling as may be required by the Approval. 0 eration and Monitoring Requirements 4. System effluent total nitrogen (TN) concentrations shall not exceed 19 or 25 mg/L and effluent pH shall not be less than 6.0 or more than 9.0. Field test observations of dissolved oxygen (DO) shall equal or exceed 2 mg/L and for Turbidity shall be equal or less than 40 NTU. 5. All samples shall be taken at a flowing discharge point, i.e. distribution box, pipe entering a pump chamber or other Department approved location from the treatment unit. 6. Inspection, operation and maintenance (O&M), sampling, and field testing of the System required by the Approval shall be performed by a Company approved Operator who has been certified at a minimum of Grade Level 4 (four) by the Board of Registration of Operators of Wastewater Treatment Facilities, in accordance with Massachusetts regulations 257 CMR 2.00, and is an approved Title 5 System Inspector in accordance with 310 CMR 15.340. 7. Prior to commencement of construction of the System, the System Owner shall provide to the local approving authority a copy of a signed O&M Agreement that meets the requirements of paragraph IV (8). 8. The System Owner shall maintain, at all times, an O&M Agreement with a qualified System Operator approved by the Company. The Agreement shall be at least for one year and include the following provisions: a) The name of a System Operator who is an approved System Inspector in accordance with 310 CMR 15.340 and who meets any additional qualification requirements specified in the Approval; b) The System Operator must inspect the Alternative System as required by paragraph IV (9) and (12); c) The System Operator shall be responsible for submitting the monitoring results to the System Owner in accordance with paragraph IV (13) and to the local approving authority in accordance with paragraph IV (14); and d) In the case of a System failure, an equipment failure, alarm event, components not functioning as designed, or violations of the Approval, procedures and responsibilities of the System Operator and System Owner shall be clearly defined for corrective measures to be taken immediately. The System Operator shall agree to provide written notification within five days, describing corrective measures taken, to the System Owner and the local board of health. 9. The System Owner shall comply with the following monitoring requirements if the System is subject to a TN concentration limit in accordance with paragraph II (4): NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 17 of 782 Certification for General Use Page 6 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing a) Year-round installations shall be inspected and have effluent sampled for at least the TN parameter quarterly for the first year, then a minimum of twice/year thereafter, at least 5 months apart and with at least one sample taken between December 1 and March 1 of each year. Field testing shall be completed per paragraph IV (11) below, and as determined necessary by the System Operator. See DEP Field Testing Protocol at http://www.mass.gov/dep/water/ laws/policies. htm#tSpols. Wastewater flow shall be recorded at each inspection, see 'Flow Metering' paragraph IV (10). b) Seasonal installations shall be inspected and have effluent sampled for at least the TN parameter a minimum of twice/year. At least one sample must be taken 30 to 60 days after each seasonal occupancy begins. A second sample must be taken no less than 2 months after the first sample. Field testing shall be completed per paragraph IV (11) below, and as determined necessary by the System Operator. Wastewater flow shall be recorded at each inspection, see 'Flow Metering' paragraph IV (10). c) Systems in operation prior to issuance of this Approval, which have received approval of sampling reduction from the Department may continue with that System monitoring frequency. Properties occupied at least 6 months per year are considered year-round properties. Properties occupied less than 6 months per year are considered seasonal properties. TN is measured as the total of TKN (Total Kjeldhal Nitrogen), NO3-N (Nitrate nitrogen) and NO2-N (Nitrite nitrogen). 10. Flow Metering: Reporting of residential System water use is not required, however it is recommended the Operator record water meter readings if available at all inspections, or otherwise estimate System flow, to assist in addressing possible operational problems or issues. Flow measurement when recorded shall be based on: a) actual metering data of wastewater flow to the System or actual water meter data of flow to fixtures that discharge to the wastewater system; or b) actual water meter data for the total facility with either actual meter data or estimated flows for non -wastewater usage subtracted from the total facility water usage. If estimating the wastewater portion of metered water usage, the System Operator shall provide a best estimate of wastewater discharged to the System with the method of estimating, such as pump run times, occupancy rates, adjustment due to seasonal outdoor watering use, etc.; or c) for Systems installed under a prior Approval that did not include a wastewater flow data reporting requirement, if no flow meters are available, the System Operator shall provide a best estimate of wastewater discharged to the System with the method of estimating, such pump run times, occupancy rate, etc. 11. Field Testing: Temperature, turbidity, pH and DO shall be measured and recorded in the field whenever the effluent is sampled for TN. See applicable sections of the Department's Field Testing Protocol at http://www.mass.gov/dep/water/laws/ policies. htm #tSpols. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 18 of 782 Certification for General Use Page 7 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing 12. At a minimum, the System Operator shall inspect the System: a) quarterly for the first year then two times per year thereafter; b) in accordance with the approved O&M manual, the Designer's operation and maintenance requirements, and the requirements of the local approving authority; and c) any time there is an alarm event, equipment failure, or system failure. Recordkeeoim and Renortine 13. Within 60 days of any site visit, the System Operator shall submit an O&M report and inspection checklist to the System Owner and the Company. It is recommended the System Owner and Company maintain copies of these items for possible Department audit. The O&M report shall include, at a minimum: a) for a System failing, any corrective actions taken; b) wastewater analyses, wastewater flow data, field testing results and inspection checklists; c) any violations of the Approval; d) any determinations that the System or its components are not functioning as designed or in accordance with the Company specifications; and e) any other corrective actions taken or recommended. 14. By February 15th of each year the System Owner or the System Operator if designated by the owner, shall submit to the local approving authority all monitoring results with all O&M reports and inspection checklists completed by the System Operator during the previous 12 months. 15. Upon determining that the System has failed, as defined in 310 CMR 15.303, the System Operator shall notify the System Owner immediately. 16. Upon determining that the System has failed, as defined in 310 CMR 15.303, the System Owner and the System Operator shall be responsible for the notification of the local approving authority within 24 hours of such determination. 17. The System Owner shall notify the Approving Authority and the Company in writing within seven days of any cancellation, expiration or any other change in the terms and/or conditions of the O&M Agreement required by Paragraph IV (8). 18. Violations of the TN concentration in the System effluent shall not constitute a failure of the System for the purposes of 24 -hour notification or 5 -day written reporting as required in Paragraphs IV (16) and (8). 19. The System owner shall provide a copy of this Approval, prior to the signing of a purchase and sale agreement for the facility served by the System or any portion thereof, to the proposed new owner. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 19 of 782 Certification for General Use Page 8 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing 20. The System owner shall furnish the Department any information that the Department requests regarding the System, within 21 days of the date of receipt of that request. 21. Prior to issuance of a Certificate of Compliance of the System, and after recording and/or registering the Notice required by 310 CMR15.287(10), the System Owner shall provide to the Local Approving Authority a copy of: (i) a certified Registry copy of the Notice bearing the book and page/or document number; and (ii) if the property is unregistered land, a Registry copy of the System Owner's deed to the property, bearing a marginal reference on the System Owner's deed to the property. The Notice to be recorded shall be in the form of the Notice provided by the Department. 22. Prior to signing any agreement to transfer any or all interest in the property served by the System, or any portion of the property, including any possessory interest, the System Owner shall provide written notice of all conditions contained in the Approval to the transferee(s). Any and all instruments of transfer and any leases or rental agreements shall include as an exhibit attached thereto and made a part of thereof a copy of the Approval for the System. The System Owner shall send a copy of such written notification(s) to the Local Approving Authority within 10 days of giving such notice to the transferee(s). V. Conditions Applicable to the Company 1. The Company shall notify the. Director of the Wastewater Management Program at least 30 days in advance of the proposed transfer of ownership of the technology for which this Certification is issued. Said notification shall include the name and address of the proposed new owner and a written agreement between the existing and proposed new owner containing a specific date for transfer of ownership, responsibility, coverage and liability between them. All provisions of this Certification applicable to the Company shall be applicable to successors and assigns of the Company, unless the Department determines otherwise. 2. The Company shall develop maintain and update as necessary the following: minimum installation requirements; an operating manual, including information on substances that should not be discharged to the System; a maintenance checklist; and a recommended schedule for maintenance of the System consistent with the Department's requirements essential to consistent successful performance of the installed Systems. 3. The Company shall institute and maintain a program of operator training and continuing education. The Company shall maintain and annually update, and make available the list of qualified operators by February 15th and make the list known to local approving authorities, the Department and to users of the technology. 4. The Company shall famish the Department any information that the Department requests regarding the System, within 21 days of the date of receipt of that request. 5. The Company shall include copies of this Certification and the procedures described in Section V (3) with each System that is sold. In any contract executed by the Company for distribution or re -sale of the System, the Company shall require the distributor or re -seller to provide each purchaser of the System with copies of this Certification and the procedures described in Section V (3). NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 20 of 782 Certification for General Use Page 9 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing 6. A copy of the wastewater analyses, wastewater flow data, field testing results, and System Operator O&M reports and inspection checklists from each installed System shall be maintained by the Company or its designee for possible Department audit. 7. If the Company wishes to continue this Certification after its expiration date, the Company shall apply for and obtain a renewal of this Certification. The Company shall submit a renewal application at least 180 days before the expiration date of this Certification, unless written permission for a later date has been granted in writing by the Department. This Certification shall continue in force until the Department has acted on the renewal application. VI. Conditions Applicable to the System Designer 1. Upon submission of an application for a DSCP, the Designer shall provide to the local approving authority: a) a certification, signed by the owner of record for the property to be served by the System, stating that the property owner: i) has been provided a copy of the Approval, the Owner's Manual, and the Operation and Maintenance Manual, if applicable, and the Owner agrees to comply with all terms and conditions; ii) has been informed of all the owner's costs associated with the operation including, when applicable: power consumption, maintenance, sampling, recordkeeping, reporting, and equipment replacement; iii) understands the requirement for a service contract; iv) agrees to fulfill his responsibilities to provide a Deed Notice as required by 310 CMR 15.287(10) and the Approval; v) agrees to fulfill his responsibilities to provide written notification of the Approval to any new owner, as required by 310 CMR 15.287(5); vi) if the design does not provide for the use of garbage grinders, the restriction is understood and accepted; vii) if the design is for an upgrade of failed or nonconforming system, the System Owner has been provided a copy of the evaluation of the existing system; viii) whether or not covered by a warranty, the System Owner understands the requirement to repair, replace, modify or take any other action as required by the Department or the local approving authority, if the Department or the local approving authority determines that the Alternative System is not capable of meeting the performance standards; and b) a certification, signed by the Designer that the design conforms to the Approval with Conditions and 310 CMR 15.000. VII. Reporting 1. All notices and documents required to be submitted to the Department by this Certification shall be submitted to: NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 21 of 782 Certification for General Use Page 10 of 10 Bio-Microbics FAST <2,000 GPD Nitrogen Reducing Director Wastewater Management Program Department of Environmental Protection, One Winter Street - 5th floor Boston, Massachusetts 02108 VIII. Rights of the Department 1. The Department may suspend, modify or revoke this Certification for cause, including, but not limited to, non-compliance with the terms of this Certification, non-payment of the annual compliance assurance fee, for obtaining the Certification by misrepresentation or failure to disclose fully all relevant facts or any change in or discovery of conditions that would constitute grounds for discontinuance of the Certification, or as necessary for the protection of public health, safety, welfare or the environment, and as authorized by applicable law. The Department reserves its rights to take any enforcement action authorized by law with respect to this Certification and/or the System against the owner or operator of the System and/or the Company. Transmittal: X232831 (formerly W101238) NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 22 of 782 TOWN OF BREWSTER. 2198 MAIN STREET .BREWSTER, MA 02631 PHONE: (508) 896-3701 EXT 1120 FAX: (508)896-4538 BRLIEAL.TH@BREWSTER-MA.GO V LOCAL REGULATION TO SUPPLEMENT TITLE 5 STATE ENVIRONMENTAL CODE MONITORING OF INNOVATIVE/ALTERNATIVE ON -SITE SEWAGE TREATMENT SYSTEMS OFFICE OF HEALTH DEPARTMENT 1. Authority — In considering the permitting and use of various alternative septic treatment technologies in the Town of Brewster, the Brewster Board of Health recognizes that there may be specific local circumstances which warrant the Board to require more stringent conditions for the installation and monitoring of these alternative systems than may be required by the Massachusetts Department of Environmental Protection. As allowed under Massachusetts General Laws, Chapter 111, Section 31 and as permitted by 310 CMR 15.003 (3), 15.285 (2), 15.286 (5) and 15.288 (4), the Brewster Board of Health hereby adopts the following regulations concerning all innovative/alternative sewage treatment technologies and all systems where the soil absorption system is designed for pressure distribution of effluent. 2. Purpose — The purpose of this regulation is to provide a greater degree of protection to environmental and public health, to protect groundwater from contamination, prevent the spread of disease and provide specific reporting and monitoring requirement for the use of innovative/alternative sewage treatment technologies and pressure -distribution systems. 3. Monitoring Requirement — The Brewster Board of Health hereby requires that all owners and operators of innovative/alternative sewage treatment technologies and pressure -distribution systems approved for use in Brewster submit for approval to the Board of Health a proposed monitoring and reporting plan to evaluate the performance of the system. This plan shall include a description of any long-term operation or maintenance requirements of the alternative system and any education, financial assurance or other mechanism proposed to ensure effective long-term operation and maintenance. 4. Reporting of Monitoring and Maintenance Results — The Brewster Board of Health hereby requires that owners and operators of all innovative/alternative sewage treatment and pressure -distribution systems shall report the results of all operation, maintenance and monitoring activities required by the foregoing provision or by the Department of Environmental Protection to the Brewster Board through the Barnstable County Department of Health and Environment. Such reporting must be performed in the manner specified by the Board of Health in imposing the monitoring requirement or in the form approved by the Barnstable County Department of Health and Environment and must occur within 15 days after each maintenance or monitoring event. 5. Reporting of Malfunctioning Systems — The Board of Health hereby further requires that when a system operator performs a system inspection and finds that a sewage treatment technology has malfunctioning components which have comprised the system's ability to treat sewage as designed, the operator shall report on the system's status and any planned corrective action, including a proposed deadline W W W.TOWN.BREWSTER.MA.US NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 23 of 782 for said corrective action, to the Brewster Board of Health and the Barnstable County Department of Health and Environment within 48 hours of inspection. 6. Malfunctioning Systems — If at any time a monitoring or maintenance report indicates that an innovative/alternative system or system using pressure distribution is in need of corrective action, the Brewster Board of Health may hold a hearing to inquire as to whether corrective action is needed. If at such hearing, the Brewster Board of Health determines that such system is in need of corrective action, it may take enforcement action, including but not limited to the imposition of fines, orders to take corrective action or cease operation of the system, or any other action otherwise necessary to protect public health, safety, welfare and the environment. 7. Right to impose Additional Conditions Reserved — The Brewster Board of Health hereby reserves the right to impose any additional conditions, effluent water quality standards and/or monitoring and reporting requirements it views as necessary to ensure the safe performance of any innovative/alternative sewage treatment systems and all pressure -distribution systems permitted within the Town of Brewster. Such conditions may include, without limitation, specification of site or effluent characteristics; flow limitations; monitoring, testing and reporting requirements; a requirement that a certified operator operate the system; or financial assurance mechanisms. 8. Certified Operator Requirement — If a condition of approval for an innovative/alternative system or pressure -distribution system is that it be operated by a certified systems operator, the owner or operator shall provide the Brewster Board of Health with documentation verifying that said system will be operated by an operator certified by the Board of Certification of Operators of Wastewater Treatment Facilities pursuant to the provisions of Massachusetts General Laws, Chapter 21, Section 34A. A list of such certified operators doing business within the Town of Brewster shall be on file with the Brewster Board of Health for inspection or examination by any person. 9. Enforcement — In addition to the remedies described in the preceding sections, the Board of Health may enforce this regulation or enjoin violations thereof through any lawful process, and the election of one remedy shall not preclude enforcement through any other lawful means, including but not limited to the following: Whoever violates any provision of this regulation may be penalized by indictment or on complaint brought in the district court. Except as may be otherwise provided by law and as the district court may see fit to impose, the maximum penalty for each violation shall be a fine of not more than $1,000. Whoever violates any provision of this regulation may be penalized by a non -criminal disposition process as provided in Massachusetts General Laws, Chapter 40, Section 21D and the Town's non -criminal disposition bylaw. If non -criminal disposition is elected, then any person who violates any provision of this regulation shall be subject to the following penalties: • A fine of $30.00 for a first offense not corrected within 60 days of notice of the violation; • A fine of $60.00 for a second offense or failure to correct a prior offense within 120 days of notice of the violation; • A fine of $90.00 for a third offense or failure to correct a prior offense within 180 days of notice of the violation; NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 24 of 782 • A fine of $120.00 for a fourth or subsequent offense or failure to correct a prior offense within 240 days of the notice of violation; and • An additional fine of $120.00 for failure to correct after each additional offense or 60 day period thereafter until compliance is met. Each day any violation exists shall be deemed to be a separate offense. Dr. Carmen Scherzo, Chairman Joe Ford Dr. Mary Chaffee Annette Graczewski Anne Bittner Board Of Health Adopted: December 20, 2005 Effective: Upon publication Amended: November 15, 2017 Effective: December 1, 2017 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 25 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 26 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 27 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 28 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 29 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 30 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 31 of 782 NSTAR Electric Company d/b/a Eversource EnergyD.P.U. 23-ERP-102023 ERP - Redline VersionPage 32 of 782 NSTAR Electric Company d/b/a Eversource EnergyD.P.U. 23-ERP-102023 ERP - Redline VersionPage 33 of 782 NSTAR Electric Company d/b/a Eversource EnergyD.P.U. 23-ERP-102023 ERP - Redline VersionPage 34 of 782 NSTAR Electric Company d/b/a Eversource EnergyD.P.U. 23-ERP-102023 ERP - Redline VersionPage 35 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 36 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 37 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 38 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 39 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 40 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 41 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 42 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 43 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 44 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 45 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 46 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 47 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 48 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 49 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 50 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 51 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 52 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 53 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 54 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 55 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 56 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 57 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 58 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 59 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 60 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 61 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 62 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 63 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 64 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 65 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 66 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 67 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 68 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 69 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 70 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 71 of 782 1 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Eversource Energy Emergency Response Program  PLAN  Eversource Emergency  Response Plan Electric (MA)  EP‐MAE‐PLN‐2000  Revision 0  Approval: Signature: Craig A. Hallstrom Name: Craig A. Hallstrom Date: 5/15/2023  Title: President, Eversource Electric  Effective Date:  5/15/2023 Applicability:  Electric‐MA  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 72 of 782 2 of 392  20232 EVERSOURCE (Electric‐MA) ERP  5/15/20232   Official Use Only – Do Not Distribute 1 INTRODUCTION ....................................................................................................................................................... 9  1.1 VISION ........................................................................................................................................................................ 10  1.2 MISSION ..................................................................................................................................................................... 10  1.3 PURPOSE ..................................................................................................................................................................... 10  1.4 SCOPE ......................................................................................................................................................................... 10  1.5 SITUATION OVERVIEW .................................................................................................................................................... 11  1.5.1 Eversource (Electric‐MA) Background and System .............................................................................................. 11  1.5.2 Regulatory Requirements .................................................................................................................................... 12  1.6 PLANNING CONSIDERATIONS ........................................................................................................................................... 12  2 STRATEGY FOR EMERGENCY OPERATIONS ............................................................................................................. 14  2.1 GUIDING PRINCIPLES ...................................................................................................................................................... 14  2.2 USE OF INCIDENT COMMAND SYSTEM ............................................................................................................................... 14  2.2.1 Incident Command Authority ............................................................................................................................... 14  2.3 NON‐INCIDENT COMMAND SYSTEM ROLES ........................................................................................................................ 14  2.4 EVERSOURCE (ELECTRIC‐MA) READINESS CONDITIONS ........................................................................................................ 15  2.4.1 Readiness Condition ‐ NORMAL ........................................................................................................................... 15  2.4.2 Readiness Condition ‐ MONITORING ................................................................................................................... 15  2.4.3 Readiness Condition ‐ WARNING  ......................................................................................................................... 15  2.4.4 Readiness Condition ‐ EMERGENCY  ..................................................................................................................... 15  2.5 EVENT CLASSIFICATION ................................................................................................................................................... 16  2.5.1 Classification Types .............................................................................................................................................. 17  2.6 DECLARATION OF AN EMERGENCY RESPONSE PLAN (ERP) EVENT ........................................................................................... 23  2.7 ALERT ......................................................................................................................................................................... 23  2.8 ACTIVATION OF INCIDENT COMMAND CENTER .................................................................................................................... 23  2.9 NOTIFICATION .............................................................................................................................................................. 24  2.9.1 Personnel ERP Assignment ................................................................................................................................... 24  2.9.2 Government ......................................................................................................................................................... 24  2.9.3 Life Support Customers ........................................................................................................................................ 24  2.10 OPERATIONAL STAGES ................................................................................................................................................... 25  2.10.1 Normal ................................................................................................................................................................. 25  2.10.2 Pre‐Event Preparedness ....................................................................................................................................... 25  2.10.3 Sustained Actions (e.g., Service Restoration) ....................................................................................................... 25  2.10.4 Demobilization and Post‐event Analysis and Reporting ...................................................................................... 25  2.11 SERVICE RESTORATION ................................................................................................................................................... 25  2.11.1 Overview .............................................................................................................................................................. 25  2.11.2 Damage Assessment ............................................................................................................................................ 25  2.11.2.1 Rapid Survey ................................................................................................................................................................. 26  2.11.2.2 Detailed Survey ............................................................................................................................................................. 26  2.11.3 Restoration Priority Guidelines ............................................................................................................................ 26  2.11.4 Critical Facilities ................................................................................................................................................... 27  2.11.5 Restoration Strategies ......................................................................................................................................... 27  2.11.5.1 Centralized Operations ................................................................................................................................................. 28  2.11.5.2 Decentralization Operations Management ................................................................................................................... 28  2.11.5.3 Hybrid Centralized System Control with Regional/ Local Crew Management .............................................................. 28  2.11.5.4 Circuit‐Based Operations Management ........................................................................................................................ 28  2.11.6 Automated Distribution Restoration .................................................................................................................... 29  2.11.7 Fire Police Standby Priority Response (FPS1, FPS2, FPS3) .................................................................................... 30  2.11.7.1 Response Protocol for FPS1 .......................................................................................................................................... 32  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 73 of 782 3 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 2.11.7.2 Response Protocol for FPS2 and FPS3 ........................................................................................................................... 32  2.11.7.3 FPS1, 2, 3 Wires Down and Reporting Protocol ............................................................................................................ 33  2.11.7.4 Public Safety Services Responding to an Eversource Emergency Event ........................................................................ 33  2.11.8 Development of Estimated Time of Restoration .................................................................................................. 33  3 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES ....................................................................................... 34  3.1 GENERAL ..................................................................................................................................................................... 34  3.2 ORGANIZATION AND RESPONSIBILITIES .............................................................................................................................. 34  3.2.1 Command Staff .................................................................................................................................................... 35  3.2.1.1 Incident Commander .................................................................................................................................................... 35  3.2.1.2 Emergency Operations Center (EOC) Officer ................................................................................................................ 36  3.2.1.3 Emergency Preparedness Specialist .............................................................................................................................. 36  3.2.1.4 Communications Officer ............................................................................................................................................... 36  3.2.1.5 Liaison Officer ............................................................................................................................................................... 38  3.2.1.6 Human Resource Officer ............................................................................................................................................... 39  3.2.1.7 Safety Officer ................................................................................................................................................................ 39  3.2.1.8 Regulatory Officer ......................................................................................................................................................... 40  3.2.2 General Staff ........................................................................................................................................................ 41  3.2.2.1 Operations Section Chief .............................................................................................................................................. 41  3.2.2.2 Public Safety Section Chief ............................................................................................................................................ 44  3.2.2.3 Planning Section Chief .................................................................................................................................................. 45  3.2.2.4 Logistics Section Chief ................................................................................................................................................... 47  3.2.2.5 Resource Section Chief ................................................................................................................................................. 50  3.2.2.6 Finance/Administration Section Chief .......................................................................................................................... 51  4 POLICY AND COORDINATION ................................................................................................................................. 52  5 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION ............................................................................... 53  6 COMMUNICATIONS ............................................................................................................................................... 55  6.1 COMMUNICATIONS WITH CUSTOMERS & GOVERNMENT OFFICIALS ........................................................................................ 55  6.1.1 Customer Group Contact Center (CGCC) .............................................................................................................. 55  6.1.2 Life Support Customers (LSC) ............................................................................................................................... 55  6.1.3 News Media ......................................................................................................................................................... 55  6.1.4 Real‐time Information .......................................................................................................................................... 56  6.1.5 Communications with Government Officials ....................................................................................................... 56  6.1.5.1 Community Liaisons ...................................................................................................................................................... 56  6.1.5.2 Municipal Hub ............................................................................................................................................................... 57  6.1.5.3 Community Priorities .................................................................................................................................................... 57  6.1.5.4 Coordination with State and Regional Government Agencies ...................................................................................... 58  6.1.5.5 Post Event Communication with Local Government Officials ....................................................................................... 58  6.2 OPERATIONAL COMMUNICATIONS .................................................................................................................................... 59  6.2.1 Interoperability .................................................................................................................................................... 59  6.2.2 Communications Equipment ................................................................................................................................ 59  6.2.3 Reliability, Scalability, and Portability .................................................................................................................. 59  6.2.4 Incident Communications Tool ............................................................................................................................. 59  7 ADMINISTRATION AND FINANCE............................................................................................................................ 61  7.1 GENERAL POLICIES ........................................................................................................................................................ 61  7.1.1 Appointment of Incident Commander ................................................................................................................. 61  7.1.2 Records and Reports ............................................................................................................................................ 61  7.1.2.1 Pre‐Event Stage Reports ............................................................................................................................................... 61  7.1.2.2 Service Restoration Stage Reports ................................................................................................................................ 61  7.1.2.3 Final Event Report ......................................................................................................................................................... 61  7.1.3 Agreements and Understandings ........................................................................................................................ 61  8 ADVANCE PLANNING, TRAINING, AND EXERCISING ................................................................................................ 63  8.1 PLANNING ................................................................................................................................................................... 63  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 74 of 782 4 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 8.2 TRAINING .................................................................................................................................................................... 63  8.3 EXERCISES .................................................................................................................................................................... 64  8.3.1 Meetings with Public Safety and Municipal Officials ........................................................................................... 65  8.4 EMERGENCY CONTACT INFORMATION ............................................................................................................................... 65  8.5 PERSONAL AND EMPLOYEE FAMILY PREPAREDNESS .............................................................................................................. 66  9 PLAN DEVELOPMENT AND MAINTENANCE ............................................................................................................. 67  9.1 DEVELOPMENT ............................................................................................................................................................. 67  9.2 MAINTENANCE ............................................................................................................................................................. 67  9.2.1 Requirements ....................................................................................................................................................... 67  9.2.2 Review and Update .............................................................................................................................................. 67  9.2.2.1 Review ........................................................................................................................................................................... 67  9.2.2.2 Changes ......................................................................................................................................................................... 68  9.2.2.3 Methods of updating the ERP ....................................................................................................................................... 68  9.2.2.3.1 Plan Revision: ........................................................................................................................................................... 68  9.2.2.3.2 Formal Plan Change: ................................................................................................................................................ 68  10 GLOSSARY.............................................................................................................................................................. 69  11 AUTHORITIES AND REFERENCES ............................................................................................................................. 79  11.1 REGULATORY REQUIREMENTS .......................................................................................................................................... 79  11.2 REFERENCES ................................................................................................................................................................. 79  12 RECORD OF CHANGES ............................................................................................................................................ 80  13 RECORD OF DISTRIBUTION ..................................................................................................................................... 86  14 FUNCTIONAL ANNEXES .......................................................................................................................................... 91  14.1 POSITION AND FUNCTION DESCRIPTIONS AND CHECKLISTS .................................................................................................... 91  14.1.1 Incident Commander ............................................................................................................................................ 91  14.1.1.1 ERP Incident Command Pre‐Event Meeting Agenda ..................................................................................................... 94  14.1.1.2 ERP Incident Command Restoration Phase Meeting Agenda ....................................................................................... 97  14.1.2 Emergency Operations Center (EOC) Officer ...................................................................................................... 101  14.1.3 Emergency Preparedness Specialist ................................................................................................................... 103  14.1.4 Human Resource Officer .................................................................................................................................... 105  14.1.4.1 Procedure: Human Resources Actions ........................................................................................................................ 107  14.1.5 Safety Officer ..................................................................................................................................................... 108  14.1.5.1 Safety Specialist .......................................................................................................................................................... 110  14.1.5.2 Procedure: Worker Health & Safety ............................................................................................................................ 111  14.1.5.3 Storm Restoration Crew Safety Instructions ............................................................................................................... 112  14.1.5.4 Understanding Equipment Responsibility ................................................................................................................... 114  14.1.5.5 Plymouth, Cape Cod & Vineyard Divisions .................................................................................................................. 115  14.1.5.6 New Bedford Division.................................................................................................................................................. 116  14.1.5.7 Eversource (Electric‐MA) North Division ..................................................................................................................... 117  14.1.5.8 Eversource (Electric‐MA) Western Massachusetts Division ........................................................................................ 118  14.1.6 Liaison Officer .................................................................................................................................................... 119  14.1.6.1 Community Liaison Unit Leader .................................................................................................................................. 121  14.1.6.2 Community Liaison ...................................................................................................................................................... 123  14.1.6.3 Government Affairs Liaison ......................................................................................................................................... 124  14.1.6.4 Procedure: Community Liaison ................................................................................................................................... 125  14.1.6.5 Process Overview: Community Relations.................................................................................................................... 126  14.1.7 Regulatory Officer .............................................................................................................................................. 128  14.1.7.1 Regulatory Specialist ................................................................................................................................................... 130  14.1.7.2 Regulatory / ESF12 Liaison .......................................................................................................................................... 131  14.1.7.3 Procedure: Regulatory / ESF12 Liaison Specialist ....................................................................................................... 132  14.1.7.4 ERP Reporting: Pre‐Event Stage Preparedness Report ............................................................................................... 133  14.1.7.5 ERP Reporting: Service Restoration Stage, Outage Report, Table A ........................................................................... 135  14.1.7.6 ERP Reporting: Service Restoration Stage, Crew Report,Table B ................................................................................ 136  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 75 of 782 5 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.7 ERP Reporting: Final Event Reports ............................................................................................................................ 137  14.1.7.8 Other Reporting .......................................................................................................................................................... 141  14.1.7.8.1 Outage and Accident Reports ................................................................................................................................ 141  14.1.7.8.1.1 Reporting Electric Service Interruptions ................................................................................................................ 141  14.1.8 Communications Officer .................................................................................................................................... 143  14.1.8.1 Assistant Communications Officer – Customer Group ................................................................................................ 145  14.1.8.2 Communications Specialist ......................................................................................................................................... 146  14.1.8.3 Procedure: Life Support Customer Notification Process ............................................................................................. 147  14.1.9 Operations Section ............................................................................................................................................. 149  14.1.9.1 Operations Section Chief ............................................................................................................................................ 149  14.1.9.2 Transmission Branch Director ..................................................................................................................................... 152  14.1.9.3 Field Group Manager .................................................................................................................................................. 154  14.1.9.4 Dispatch Group Manager ............................................................................................................................................ 156  14.1.9.5 Substation Branch Director ......................................................................................................................................... 157  14.1.9.6 Substation Group Manager ......................................................................................................................................... 159  14.1.9.7 Operations Branch Director ........................................................................................................................................ 161  14.1.9.8 Operations Group Manager ........................................................................................................................................ 163  14.1.9.9 RMT Operations Coordinator ...................................................................................................................................... 166  14.1.9.10 Operations Coordination Support Specialist .......................................................................................................... 168  14.1.9.11 Vegetation Management Coordinator ................................................................................................................... 170  14.1.9.12 Operations Section Chief – Assistant, Wire Guard & Service Crew Groups ........................................................... 172  14.1.9.13 Service Crew Group Manager ................................................................................................................................ 174  14.1.9.14 Service Crew Unit Leader ....................................................................................................................................... 176  14.1.9.15 Service Crew Coordinator ...................................................................................................................................... 178  14.1.9.16 Service Crew Supervisor ......................................................................................................................................... 179  14.1.9.17 Wire Guard Group Manager .................................................................................................................................. 181  14.1.9.19 Wire Guard Unit Leader ......................................................................................................................................... 183  14.1.9.20 Wire Guard Coordinator......................................................................................................................................... 185  14.1.9.21 Wire Guard Field Coordinator ................................................................................................................................ 187  14.1.9.22 Wire Guard ............................................................................................................................................................. 188  14.1.9.23 Utility Liaison .......................................................................................................................................................... 189  14.1.9.24 ERP Operations Section Initiation Meeting Agenda ............................................................................................... 191  14.1.9.25 Operations Section Pre‐Event Checklist ................................................................................................................. 192  14.1.9.26 Procedure: Decentralization of System Control to EOC ......................................................................................... 194  14.1.9.27 Procedure: Activation and Mobilization of Field Restoration Resources ............................................................... 195  14.1.9.28 Procedure: Restoration Priorities and Coordination .............................................................................................. 199  14.1.9.29 Procedure: Vegetation Management ..................................................................................................................... 201  14.1.9.30 Procedure: Inter‐Utility Coordination .................................................................................................................... 203  14.1.10 Public Safety Section .......................................................................................................................................... 204  14.1.10.1 Public Safety Section Chief ..................................................................................................................................... 204  14.1.10.2 Public Safety Unit Leader ....................................................................................................................................... 207  14.1.10.3 Public Safety Coordinator....................................................................................................................................... 210  14.1.10.4 Public Safety Supervisor ......................................................................................................................................... 212  14.1.11 Planning Section ................................................................................................................................................ 214  14.1.11.1 Planning Section Chief ............................................................................................................................................ 214  14.1.11.2 Planning Branch Director‐ Forecasting ................................................................................................................... 217  14.1.11.3 Event Statistician Specialist .................................................................................................................................... 220  14.1.11.4 Planning and ETR Specialist .................................................................................................................................... 221  14.1.11.5 GIS Specialist .......................................................................................................................................................... 222  14.1.11.6 Transmission Support Specialist ............................................................................................................................. 224  14.1.11.7 Planning Branch Director ‐ Tactical ........................................................................................................................ 225  14.1.11.8 Planning Unit Leader – Tactical .............................................................................................................................. 227  14.1.11.9 Damage Assessment Coordinator .......................................................................................................................... 228  14.1.11.10 Damage Assessment Patroller ................................................................................................................................ 229  14.1.11.11 Planning Modeler ................................................................................................................................................... 230  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 76 of 782 6 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.12 Incident Preparation & Initiation: Planning Section ............................................................................................... 241  14.1.11.13 ERP Planning Section Initiation Meeting Agenda ................................................................................................... 242  14.1.11.14 Planning Section Progress Report Meeting Agenda ............................................................................................... 243  14.1.11.15 Procedure: Rapid Survey (Phase I Circuit Assessment) .......................................................................................... 244  14.1.11.16 Rapid Survey Summary Form ................................................................................................................................. 246  14.1.11.17 System Survey Form ............................................................................................................................................... 247  14.1.11.18 Rapid Survey Timetable .......................................................................................................................................... 248  14.1.11.19 Rapid Survey Process Flow ..................................................................................................................................... 249  14.1.11.20 Procedure: Detailed Survey .................................................................................................................................... 250  14.1.11.21 Procedure: Global ETR Development ..................................................................................................................... 251  14.1.11.22 Procedure: District/ Town‐level ETR Development ................................................................................................ 253  14.1.11.23 Procedure: Estimating Crew Resources ................................................................................................................. 255  14.1.11.24 Planning Section Report List ................................................................................................................................... 256  14.1.12 Logistics Section ................................................................................................................................................. 258  14.1.12.1 Logistics Section Chief ............................................................................................................................................ 258  14.1.12.2 Logistics Support Branch Director .......................................................................................................................... 260  14.1.12.3 Logistics Support Unit Leader ................................................................................................................................. 262  14.1.12.4 Logistics Support Specialist .................................................................................................................................... 264  14.1.12.5 Logistics Services Branch Director .......................................................................................................................... 275  14.1.12.6 Staging Area Services Unit leader .......................................................................................................................... 278  14.1.12.7 Staging Area Supervisor ......................................................................................................................................... 280  14.1.12.8 Environmental Services Unit Leader ...................................................................................................................... 282  14.1.12.9 Property Management Services Unit Leader ......................................................................................................... 284  14.1.12.10 Transportation Services Unit Leader ...................................................................................................................... 286  14.1.12.11 Procurement Services Unit Leader ......................................................................................................................... 288  14.1.12.12 Food & Lodging Services Unit Leader ..................................................................................................................... 289  14.1.12.13 Food & Lodging Coordinator .................................................................................................................................. 291  14.1.12.14 Material Services Unit Leader ................................................................................................................................ 292  14.1.12.15 IT/ Telecom Services Unit Leader ........................................................................................................................... 294  14.1.12.16 Security Services Unit Leader ................................................................................................................................. 295  14.1.12.17 Logistics Section Initiation Meeting Agenda .......................................................................................................... 296  14.1.12.18 ERP Logistics Section Progress Meeting Agenda .................................................................................................... 297  14.1.12.19 Procedure: Environmental Response ..................................................................................................................... 298  14.1.12.20 Spill Information Form ........................................................................................................................................... 300  14.1.12.21 Procedure: Logistics Support Specialists ................................................................................................................ 301  14.1.12.22 Procedure: Staging Area Mobilization, Operations and Demobilization ................................................................ 302  14.1.12.23 Procedure: Procurement ........................................................................................................................................ 303  14.1.12.24 Procedure: Facilities ............................................................................................................................................... 305  14.1.12.25 Procedure: Transportation ..................................................................................................................................... 307  14.1.12.26 Procedure: Materials .............................................................................................................................................. 309  14.1.12.27 Procedure: Food & Lodging .................................................................................................................................... 311  14.1.13 Resource Section ................................................................................................................................................ 329  14.1.13.1 Resource Section Chief ........................................................................................................................................... 329  14.1.13.2 Resource Management Branch Director ................................................................................................................ 331  14.1.13.3 Resource Management Group Manager ................................................................................................................ 333  14.1.13.4 Resource Management Statistician ........................................................................................................................ 335  14.1.13.5 Resource Management Unit Leader....................................................................................................................... 336  14.1.13.6 Resource Management Coordinator ...................................................................................................................... 338  14.1.13.7 Resource Management Specialist .......................................................................................................................... 339  14.1.13.8 Resource Acquisition Branch Director .................................................................................................................... 341  14.1.13.9 Resource Acquisition Group Manager ................................................................................................................... 343  14.1.13.10 Resource Acquisition Unit Leader .......................................................................................................................... 346  14.1.13.11 Resource Acquisition/Tracking Specialist ............................................................................................................... 349  14.1.13.12 External Resource Field Unit Leader ...................................................................................................................... 351  14.1.13.13 External Resource Field Coordinator ...................................................................................................................... 352  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 77 of 782 7 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.14 Crew Guide ............................................................................................................................................................. 354  14.1.13.15 Procedure: External Resource Acquisition Request ............................................................................................... 356  14.1.13.16 Procedure: Mutual Assistance Request.................................................................................................................. 358  14.1.13.17 Procedure: Mutual Assistance Response ............................................................................................................... 360  14.1.13.18 Mutual Assistance Mobilization Conference Call Agenda ...................................................................................... 363  14.1.13.19 Mutual Assistance Roster Template ....................................................................................................................... 365  14.1.13.20 Mutual Assistance Mobilization Checklist .............................................................................................................. 366  14.1.13.21 Mutual Assistance Demobilization Checklist .......................................................................................................... 367  14.1.13.22 North Atlantic Mutual Assistance Group Conference Call Agenda ........................................................................ 368  14.1.13.23 Mutual Assistance Mobilization Conference Call Agenda ...................................................................................... 369  14.1.13.24 Mutual Assistance Mobilization Checklist .............................................................................................................. 371  14.1.13.25 Mutual Assistance Demobilization Checklist .......................................................................................................... 372  14.1.14 Finance & Administration Section ...................................................................................................................... 373  14.1.14.1 Finance & Administration Section Chief ................................................................................................................. 373  14.1.14.2 Procedure: Cost Tracking ....................................................................................................................................... 375  14.1.14.3 Procedure: F&A ERP Actions .................................................................................................................................. 376  14.2 INCIDENT COMMAND SYSTEM ....................................................................................................................................... 377  14.2.1 ICS Overview ...................................................................................................................................................... 377  14.2.2 ICS Principles and Features ................................................................................................................................ 377  14.2.2.1 Structure ..................................................................................................................................................................... 377  14.2.2.2 Common Terminology................................................................................................................................................. 378  14.2.2.3 Chain of Command/Unity of Command ...................................................................................................................... 378  14.2.2.4 Management by Objectives ........................................................................................................................................ 378  14.2.2.5 Modular Organization ................................................................................................................................................. 378  14.2.2.6 Incident Action Planning ............................................................................................................................................. 378  14.2.2.7 Incident Locations and Facilities ................................................................................................................................. 378  14.2.2.8 Comprehensive Resource Management ..................................................................................................................... 379  14.2.2.9 Transfer of Command ................................................................................................................................................. 379  15 HAZARD‐SPECIFIC APPENDICES ............................................................................................................................ 380  16 ATTACHMENTS .................................................................................................................................................... 381  16.1 INDEX OF REQUIREMENTS SET BY D.P.U. 14‐72‐A ........................................................................................................... 381  16.2 INDEX OF REQUIREMENTS SET BY M.G.L., C. 164, SENATE NO 02402 ................................................................................. 391  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 78 of 782 8 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute PROMULGATION OF THE PLAN  As the President of Regional Electric Operations for Eversource Energy including NSTAR Electric Company d/b/a  Eversource Energy (“Eversource,” “Eversource (Electric‐MA),” or the “Company”), I hereby authorize the  Emergency Response Plan, dated May 15, 2023.  This plan provides for the Company’s response to emergency  situations and other incidents consistently and effectively in order to protect lives, public health, safety, and  property; to restore essential services; and to enable and assist with economic recovery.  Threats to our business and continuity of service to our customers are constantly evolving.  Eversource remains  prepared at all times to anticipate, prepare for, respond to and recover from all manner of threat or hazard to our  business.  The purpose of this all‐hazards Emergency Response Plan is to outline and assign responsibilities for  command, control and coordination of efforts across the organization in response to these risks.  Through  coordinated action, we leverage our resources for a fast, efficient, and effective mitigation and response approach  to all manner of threats.  We understand that timely and accurate information for our customers and other stakeholders is just as important  as a safe and prompt restoration of service.  This plan outlines extensive measures and processes to create and  flow important planning information to our critical stakeholders.  We are prepared to work effectively with  Federal, State and local governments to affect a swift and coordinated response to emergency situations.  Through this plan, the Eversource organization is enabled to take the necessary actions and deploy appropriate  resources to effectuate a prompt and complete response to emergency hazards that arise from time to time.  Since the threats facing the Company and our customers are constantly evolving, I charge the organization with  adapting this plan over time in response to these emerging threats and to plan, prepare, train, practice, and  continually improve our response capabilities for the benefit of our customers and stakeholders.  This Promulgation shall be effective upon its signing and shall remain in full force and effect until amended or  rescinded.       Craig A. Hallstrom  President, Eversource (Electric‐MA)   May 15, 2023     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 79 of 782 9 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 1 INTRODUCTION This document presents the Emergency Response Plan (ERP) for the Eversource Energy electric operating  company, including NSTAR Electric Company d/b/a Eversource Energy (“Eversource”, “Eversource (Electric‐MA)”,  or the “Company”), which is the foundation for a comprehensive emergency management program of  preparedness, mitigation, response and recovery actions designed to preserve the public safety and welfare  through the delivery of safe, efficient and reliable service.  The Eversource (Electric‐MA) ERP provides a framework for system‐wide management of the Company’s response  to emergency events that cause loss of electrical service to customers. The ERP addresses the roles and  responsibilities of various Eversource departments and functions and provides descriptions of how these functions  work together in a collaborative environment to achieve a safe and reasonably prompt restoration of service.  The  ERP is grounded in experience and industry best practice.  It is designed to provide an organized structure that  facilitates the safe, efficient and reasonably expeditious restoration of power accompanied by a flow of  information that both advances the restoration process and allows for constructive communications with  customers.  The ERP is consistent with Eversource (Electric‐MA) operating practice and describes the processes for interactions  with various levels of state and local government during an emergency event.  The ERP is also consistent with law  and regulations for public utility companies set forth by the Massachusetts Department of Public Utilities (MDPU),  and with other applicable government policies and regulations.  The Eversource (Electric‐MA) ERP incorporates emergency response principles of the National Response  Framework (NRF) and the National Incident Management System (NIMS).  In addition, the ERP is structured based  upon planning guidance from the Federal Emergency Management Agency (FEMA), entitled “Comprehensive  Preparedness Guidance 101, Developing and Maintaining Emergency Operations Plans, Version 3.0”, published  September 2021.  The Eversource (Electric‐MA) ERP is considered a “living” document, in that it is continuously  evolving based upon new information regarding threats and hazards, upon lessons learned from emergency  events and exercises, and upon updated state and federal guidance.  To assist the reader, this document is organized into five main areas:  1. Overarching Strategies, Principles, and Operating guidelines (Chapters 1 & 2)  2. Organization and Responsibilities (Chapter 3)  3. Preparedness and Response Supporting Documentation (Chapters 4 ‐ 9)  4. Administrative – glossary, references, lists of changes and distribution (Chapters 10—13)  5. Key Positions, Functions, and Procedures (Chapter 14)  As part of ERP preparedness activities, all employees should read Chapters 1‐8. In addition, employees should  read the portions of Chapter 14 that apply directly to their emergency assignment position, including the position  checklists and procedures related to their position.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 80 of 782 10 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 1.1 Vision To be recognized as the premium emergency response company by our customers, communities, regulators and  government officials.  1.2 Mission Anticipate, prepare and efficiently recover from major incidents by:   Investing prudently in our infrastructure & preparedness   Partnering with local and state government in planning, preparing for, and responding to incidents   Communicating proactively and with transparency   Acting with urgency and empathy to safely restore   Leveraging all available and emerging technology  1.3 Purpose The primary functions of the Eversource (Electric‐MA) ERP are to:  (a) establish the organizational structure of  incident management positions that are responsible for operations during an emergency event and delineate their  specific duties in that event; (b) guide the acquisition of external resources; (c) structure the deployment of  internal, external and mutual assistance crews to work areas; (d) ensure adequate and appropriate logistical  support, including procurement of sufficient supplies and equipment needed during an emergency; (e) provide  for damage assessments; (f) set forth a process for communicating with customers, municipalities and other  stakeholders during an emergency event extending beyond normal business hours and business conditions; (g)  establish a procedure for the identification of Life Support Customers (LSCs) and protocols to communicate with  LSCs and the municipalities in which they reside before, during and after an emergency event; and (h) provide for  measures to assure the safety of employees, contractors and the public during an emergency event.  Lastly, the  ERP sets forth the content, format and timeline for each report that Eversource (Electric‐MA) submits to the MDPU  and state and local officials before, during and after an emergency event.  1.4 Scope The ERP applies to Emergency Events caused by any hazard or threat that results in, or could result in, a major  disruption of the distribution of electrical service to Eversource (Electric‐MA) customers.  Additionally, the ERP  applies to all Eversource (Electric‐MA) personnel and to any staff of Eversource Energy Services Company (EESCO),  affiliate company employees, contractors and mutual aid resources, or any other personnel working at the  direction or under the authority of Eversource (Electric‐MA).  For the purpose of the ERP, an Emergency Event is defined as a Type 3, 2, or 1 event, as described in the Event  Classification Table.  Non‐emergency restoration events, or Type 5 and 4 events, are not governed by this ERP.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 81 of 782 11 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   1.5 Situation Overview 1.5.1 Eversource (Electric‐MA) Background and System As Massachusetts’ largest electric utility, Eversource (Electric‐MA) has delivered service to homes, neighborhoods  and businesses across the Commonwealth for over 100 years.  With approximately 3,300 employees, Eversource  (Electric‐MA) serves more than 1.4 million residential, municipal, commercial and industrial customers in 141  Massachusetts cities and towns.  These municipalities include the cities of Boston, Springfield and other urban  centers, suburban and rural settings with heavily‐treed areas, coastal shorelines areas, and areas with hilly terrain.      To serve its 1.4 million electric customers, Eversource (Electric‐MA) owns and maintains an electric delivery system  comprised of transmission and distribution elements.  Transmission elements carry power to the distribution  system from generation resources at voltages of 345 kV or 115 kV (in most cases).  Transmission lines are  connected to the Company’s distribution systems at substations, which house transformers that reduce the higher  voltage electricity entering the substation to lower primary voltages (ranging from 4 kV to 25 kV) for use on the  distribution system.  Eversource (Electric‐MA) has 253 distribution substations located throughout its service  territory.  From the substation, power travels over primary distribution circuits to distribution transformers that  are generally located on distribution poles, in underground vaults, or other strategic locations in the service area.   The distribution transformers are used to further reduce the voltages carried over the primary distribution circuits  (generally 4 kV to 25 kV) to levels that can be distributed to customer homes and businesses or other service  points on low‐voltage or “secondary” distribution cables (generally 120/240 volts).       NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 82 of 782 12 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 1.5.2 Regulatory Requirements The ERP is designed to comply with and will not supersede or contradict any requirement or regulation proscribed  by state and federal regulatory authorities including, but not limited to:   Massachusetts Department of Public Utilities (MDPU)   Occupational Safety and Health Administration (OSHA)   U.S. Department of Energy (DOE)   Federal Energy Regulatory Commission (FERC)   North American Electric Reliability Corporation (NERC)  In accordance with M.G.L. c. 164, § 85B, Eversource (Electric‐MA) will submit its ERP to the MDPU for review and  approval no later than May 15 of each year.  Eversource (Electric‐MA) will also distribute a copy of the ERP to each  municipality within its electric service area annually.  1.6 Planning Considerations  The Eversource (Electric‐MA) electric distribution system is susceptible to the effects of emergency events  and disasters.  Depending on the nature of the event, design and engineering may mitigate some effects.   Hazardous events could, individually or in combination, have a significant negative impact upon the  Eversource (Electric‐MA) system and upon individuals and property within the Commonwealth.   The impact of emergency events on the Eversource (Electric‐MA) system will vary widely in scope and  severity, from an event that is locally isolated and impacts a small number of customers for a short period  of time, to an event that is geographically widespread and causes outages affecting hundreds of thousands  of customers for weeks or longer.   An emergency incident or disaster may occur at any time of the day or night, weekend, or holiday, with  little or no warning.   Not all restoration events will require full activation of this plan.   The Incident Commander may declare activation of the ERP either before an emergency event (based upon  outage projections) or after an emergency event (based upon outage and restoration estimates).   ERP Event Classification Types 1, 2, 3, require full activation of the Incident Command System (ICS). During  an ERP activation of a Type 1, 2 or 3 event, all functions are coordinated through the Incident Command  Center (ICC).   The Eversource (Electric‐MA) facility in Dorchester, MA serves as the primary ICC. The Eversource (Electric‐ MA) facility in SouthboroughWestwood, MA, serves as the alternate ICC.   Extended incidents that require 24‐hour operations will most likely be divided into two operational periods  or shifts.   Eversource (Electric‐MA) will maintain and disseminate its ERP in accordance with law and regulation.    All Eversource (Electric‐MA) departments and units will be familiar with the emergency response plan, and  their specific responsibilities within the plan.  In addition, Eversource (Electric‐MA) will provide training to  all employees to ensure they are aware of the general framework for responding to emergency events.   Eversource (Electric‐MA) response is based on the availability of resources.  If resource requirements  warrant, mutual assistance and contractor assistance will be requested.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 83 of 782 13 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Response to all emergency events will be guided by the guiding principles of the NRF, NIMS and the Incident  Command System (ICS).   Following a major emergency event, national media representatives will be present along with local and  regional media.   At times, senior leadership (vice presidents, directors and managers) may not be available to fill pre‐ assigned, emergency‐related positions. Qualified personnel will be appointed to serve in these positions.   During and after catastrophic events, normal emergency services within the affected area may be  overwhelmed and essential community services may be unavailable.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 84 of 782 14 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 2 STRATEGY FOR EMERGENCY OPERATIONS 2.1 Guiding Principles The overarching guiding principle for Eversource (Electric‐MA) is “Safety Always.”  The safety of Eversource  (Electric‐MA) employees, other ERP response personnel, and the public, is the highest priority.  During ERP events,  Eversource (Electric‐MA) uses a balanced approach to competing priorities, including infrastructure  reconstruction, service restoration, and community‐derived priorities. Eversource (Electric‐MA) respects and  protects the environment.  Eversource (Electric‐MA) is also focused on continuous improvement and individual  leadership.  2.2 Use of Incident Command System The process used by Eversource (Electric‐MA) for direction and control consists of various organizational tiers and  assigned personnel who have distinct responsibilities for providing guidance and direction of event response and  initial recovery efforts.  This process is based on the Incident Command System (ICS), the management structure  adopted through National Incident Management System (NIMS) guidance.  ICS is a standardized all‐hazards incident management approach that:   Allows for the integration of facilities, equipment, personnel, procedures and communications  operating within a common organizational structure.   Enables a coordinated response among various jurisdictions and functional agencies, both public and  private.   Establishes common processes for planning and managing resources.  ICS is flexible and can be used for events of any type, scope, and complexity.  ICS allows Eversource (Electric‐MA)  to adopt an integrated organizational structure to match the complexities and demands of single or multiple  events.  The range of these events may vary from a minor facility event to a major loss of systems, equipment,  personnel or information.    2.2.1 Incident Command Authority Authority for the performance and direction of actions under this ERP is delegated to the Incident Commander.   If, for some reason, the pre‐designated Incident Commander is not available for the event, the President of  Eversource (Electric‐MA) will appoint an Incident Commander during the period of unavailability.  Pursuant to this  delegation, the Incident Commander has the authority to manage the overall emergency response for Eversource  (Electric‐MA) and will provide periodic updates to senior management, including the President of Eversource  (Electric‐MA).  The President will, in turn, inform and consult with the Eversource Emergency Coordination Team  of any actions or developments that could require extensive resources from other Eversource operating  companies.  As needed or required, Command Staff and General Staff assignments may be delegated and assigned  by the Incident Commander. ICS and the Command and General Staff positions are described in further detail in  the appendices.  2.3 Non‐Incident Command System Roles Emergency response is also performed by personnel who are not actually assigned ICS job positions during an  event because their emergency roles and responsibilities generally parallel their normal (blue sky) organizational  roles and responsibilities.  Specific day‐to‐day tasks and activities that do not contribute directly to the emergency  response efforts may temporarily be suspended or redirected for the duration of the emergency.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 85 of 782 15 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 2.4 Eversource (Electric‐MA) Readiness Conditions 2.4.1 Readiness Condition ‐ NORMAL General everyday operations are being performed.  Business Units are performing day to day routine evolutions  and maintain situational awareness by observing the changing and predicted weather conditions and the news  for any event that may adversely affect operations.  2.4.2 Readiness Condition ‐ MONITORING General everyday operations are being performed, but conditions are developing or are soon to exist (e.g., a  weather such as a potential heat wave, tropical storm, or nor’easter) that could present a potential risk Eversource  (Electric‐MA) in the near future.  Though the conditions currently pose no immediate threat, a heightened level  of situational awareness and monitoring is implemented with more frequent communications taking place among  decision makers.    2.4.3 Readiness Condition ‐ WARNING General everyday operations are being performed, but conditions are developing or are soon to exist that have a  relatively high level of probability of impacting Eversource (Electric‐MA).  Some day‐to‐day tasks and operations  may be suspended or redirected.  Mobilization of internal resources and partial acquisition / mobilization of  external resources is considered.   Incident Command and/ or Emergency Operations Centers (EOC) may be  partially or fully activated.     2.4.4 Readiness Condition ‐ EMERGENCY Emergency event conditions are imminent that will likely cause or have caused significant impact. Based on the  Readiness Condition, the following occur:   ERP is activated.     ICC is activated.     One or more EOCs are activated.     Mobilization of internal resources and acquisition / mobilization of external resources occur as needed.       NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 86 of 782 16 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Readiness Conditions  Readiness Level Normal Monitoring Warning Emergency  Situational awareness of resources X X X X  Activation of Incident Command  O O / X X  Activation of EOC   O X  Mobilization of resources  O O / X X  X – Likely, 0 – Possible  2.5 Event Classification Whenever a significant incident capable of causing interruptions to electric service is anticipated to occur, or  occurs, the Incident Commander is responsible to analyze the severity and complexity of the incident, with the  collaboration and input of the Command and General Staff.  This analysis will assist in identifying resource  requirements and appropriately invoking incident‐management structure.  This analysis typically begins in the  pre‐event stage and continues every operational period throughout the Service Restoration Stage.  The Incident  Commander may also determine it necessary and appropriate to escalate or de‐escalate the Event Classification  Type depending on changes in circumstances or where actual conditions differ from expected conditions.  The  Event Classification Type will depend upon the expected severity and complexity of an event, which is analyzed,  based on consideration of numerous factors including, but not limited to:   Safety of the general public, Eversource (Electric‐MA) employees and contractors,   Current weather conditions,   Forecasted weather conditions,   Certainty of weather forecast,   Plausible weather scenarios,   Size of the anticipated incident and expected impacts to personal safety and property,   Outage Prediction Modeling,   Anticipated extent of potential or known damage,   Historical experience with other events,   Type of damage expected or incurred,   Level of command anticipated or required to direct restoration efforts,   Current operational situation (number of outages, resources, supplies, etc.),   Damage assessments,   Restoration priorities,   Forecasted or actual resource requirements,   Availability and logistical considerations of supplemental resources,   Forecasted operational tempo,   Other situational specific factors.    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 87 of 782 17 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   During the pre‐event stage, the severity and complexity analysis accounts for not only the estimated impact of  the event, but also factors such as the amount of uncertainty in the estimate, likely best and worst case scenarios,  as well as the potential breadth of impact to other utilities.  These factors affect the pre‐staging of resources.   2.5.1 Classification Types Eversource (Electric‐MA) Event Classification Tables present the guidelines of the Operating Conditions that  typically accompany the Event Classification Types for Massachusetts.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 88 of 782 18 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Type Typical Eversource (Electric‐MA)  Operating Conditions Type 1 Emergency Event (Full Scale Catastrophic Event) Viewpoint A Type 1 event is a catastrophic event, historically resulting in significant damage to the electrical transmission  and distribution system.  Type 1 events are rare but are usually forecasted in advance of the event.  This event  calls for the full implementation of ICS and all employees are assigned shifts and are scheduled in relation to their  role in the ERP.  All five Emergency Operations Centers (EOCs) are activated.  This type of event is coordinated  through daily Incident Command meetings/conference calls to coordinate pre‐planning activities in advance of  the event, restoration activities during the event and demobilization activities post event.  Communication  protocols are activated and discussion with local and state officials occurs prior to impact and through the  restoration stage. Typical Event Characteristics  The damage severity impacts the entire system such that restoration activities may require up to seven days  or more once it is safe to begin restoration activities.   Typically > 25% (>350,000) customer interruptions at peak. [TN 2]   Typically > 9,000 Lines of Trouble at Peak. [TN 3]   This type of event is anticipated to occur between 1 and 4 times in a ten‐year period. Typical Response Organization  The full Incident Command structure is activated.    All of the Command and General Staff positions are activated.   All EOCs are operational.   Additional restoration support functions such as Decentralized Dispatching, Wires Down and Damage  Assessment will be established at a Branch, EOC and AWC level as directed by the Planning and Operations  Section Chiefs and approved by the Incident Commander.   Remote Restoration Management Teams are activated in the most severely impacted areas at the discretion  of the Operations and Planning Section Chief and approved by the Incident Commander.   Community Liaisons are activated at the EOCs, AWCs, or other areas as needed, to serve communities as  directed by the Liaison Officer and approved by the Incident Commander.   Liaisons are typically activated to MEMA and the Cape Cod Multi‐Agency Coordination Center (MACC)  depending upon level of State coordination required.   Staging Areas may be required to support external crews and resources. Typical Resource Activation (TN‐4)  Internal restoration resources normally available: 5 Secondary Line Crews, 100 Primary Line Crews, 100  Trouble Shooters (single‐person crew).   This response requires outside assistance from other EESCO regions, contractors and/or mutual assistance  from other utilities outside of the region.   The Company may supplement its internal workforce with between 125 and 350 or more external line crews.   The Company may supplement its normal complement of forestry crews with 75 to 200 or more additional  crews.   The Company may supplement its normal complement of Damage Assessors with 0 to 75 or more additional  Damage Assessors.    The Company may supplement its normal complement of Wire Guards with 0 to 200 or more additional Wire  Guards.    Additional restoration support functions are staffed by company personnel and may be supported by up to  100 or more contract personnel. Communication/ Coordination  Federal level coordination may be required.   The Incident Commander will brief the EESCO Emergency Coordination Team.   A written Incident Action Plan (IAP) is required for each operational period.   When a Type 1 event is anticipated Pre‐Event Reporting is required.    When a Type 1 event is anticipated Pre‐Event outreach to LSCs, Municipalities, Elected Officials and  Regulators is performed.   Restoration Phase Reporting is required.   An After Action Review is required.   Post event meetings with the most severely affected communities will be held.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 89 of 782 19 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Type Typical Eversource (Electric‐MA)  Operating Conditions Type 2 Emergency Event (Serious Regional Event) Viewpoint A Type 2 event is a severe event, which has historically resulted in significant damage to the electrical transmission  and distribution system in a region(s) or could be moderate damage across the entire territory.  Type 2 events are  uncommon, but are usually forecast in advance.  This is a full implementation of ICS and most employees are  assigned shifts and scheduled related to their role in ERP.  This type of event is coordinated through daily Incident  Command meetings/conference calls to coordinate pre‐planning activities in advance of the event, restoration  activities during the event and demobilization activities post event.  All four Emergency Operation Centers are  activated. Communication protocols are activated and extended discussions with local and state officials occurs  prior to impact and through the restoration stage. Typical Event Characteristics  The damage severity within a specific region or spread across the system is such that restoration activities  are generally accomplished within a 96‐120 hour period once it is safe to begin restoration activities.    Typically 10 to 25% (140,000 to 350,000) customer interruptions at peak. [TN 2]   Typically 3,000 to 10,000 Lines of Trouble at Peak. [TN 3]   This type of event is anticipated to occur between 2 and 4 times in a five‐year period. Typical Response Organization  The full Incident Command structure is activated.   All of the Command and General Staff positions are activated.   All EOCs are operational.   Additional restoration support functions such as Decentralized Dispatching, Wires Down and Damage  Assessment will be established at a Branch, EOC and AWC regional level as directed by the Planning and  Operations Section Chiefs and approved by the Incident Commander.   Remote Restoration Management Teams are activated in the most severely impacted areas at the discretion  of the Operations and Planning Section Chief and approved by the Incident Commander.   Community Liaisons are activated to EOCs and AWCs to serve communities as directed by the Liaison Officer  and approved by the Incident Commander.   Liaisons are typically activated to MEMA and the Cape Cod MACC depending upon level of State coordination  required.   Staging Areas may be required to support external crews and resources. Typical Resource Activation (TN‐4)  Internal restoration resources normally available: 5 Secondary Line Crews, 100 Primary Line Crews, 100  Trouble Shooters (single‐person crew).   This response requires outside assistance from other EESCO regions, contractors and/or mutual assistance  from other utilities outside of the region.   The Company may supplement its internal workforce with between 50 and 250 external line crews.   The Company may supplement its normal complement of forestry crews with 50 to 150 additional crews.   The Company may supplement its normal complement of Damage Assessors with 0 to 25 additional Damage  Assessors.    The Company may supplement its normal complement of Wire Guards with 0 to 50 additional Wire Guards.   Additional restoration support functions are typically staffed by company personnel and may be supported  by up to 0 to 50 contract personnel. Communication/ Coordination  The Incident Commander may brief the EESCO Emergency Coordination Team.   A written IAP is required for each operational period.   When a Type 2 event is anticipated, Pre‐Event Reporting is required.   When a Type 2 event is anticipated, Pre‐Event outreach to LSCs, Municipalities, Elected Officials, and  Regulators is performed.   Restoration Phase Reporting is required.   An After Action Review is required.   Post event meetings with the most severely affected communities may be held.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 90 of 782 20 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Type Typical Eversource (Electric‐MA) Operating Conditions Type 3 Emergency Event (Moderate Regional Event) Viewpoint A Type 3 event represents the greatest range of uncertainty due to the severity of event being forecasted but  with low to medium confidence levels for the degree of impact and geographical area that is threatened.  This  type of event historically resulted in significant damage to a district(s) or moderate damage to region(s).  The  approach is to prepare for multiple regions to potentially be impacted by activating the ICS structure and the  opening of one or more EOCs.  Employees will be assigned shifts and scheduled according to the threat, then  moved to the areas with less impact to areas that received greater damage.  This type of event is coordinated  through daily Incident Command meetings/conference calls to coordinate pre‐planning activities in advance of  the event, restoration activities during the event and demobilization activities post event.  Communication  protocols are activated and extended discussions with local and state officials occurs prior to impact and through  the restoration stage. Typical Event Characteristics  The damage severity within a specific district or region(s) is such that restoration activities are generally  accomplished within a 48‐72 hour period.     Typically 5 to 10% (70,000 to 140,000) customer interruptions at peak. [TN 2]   Typically 1,800 to 3000 Lines of Trouble at peak. [TN 3]   This type of event generally occurs between 1 and 5 times per year. Typical Response Organization  The full Incident Command structure is activated.   One or more of the EOCs may be activated to match the complexity and breadth of the event.   Additional restoration support functions such as Decentralized Dispatching, Wires Down and Damage  Assessment may be established at a branch, EOC or AWC level as directed by the Planning and Operations  Section Chiefs and approved by the Incident Commander.   Community Liaisons are activated to operational EOCs AWCs as directed by Liaison Officer and approved by  the Incident Commander.   Liaisons are typically activated to MEMA and the Cape Cod MACC depending upon level of State coordination  required.    Staging Areas may be required in an area if it has been severely impacted and requires a concentrated  amount of crews and resources.    Typical Resource Activation (TN‐4)  Internal restoration resources normally available: 5 Secondary Line Crews, 100 Primary Line Crews, 100  Trouble Shooters (single‐person crew).   This event may require assistance from other EESCO regions, contractors or mutual assistance.   The Company may supplement its internal workforce with between 0 and 25 external line crews.   The Company may supplement its normal complement of forestry crews with 0 to 20 additional tree crews.   Additional restoration support functions are typically staffed by company personnel. Communication/ Coordination  A written IAP may be required for each operational period.   When a Type 3 event is anticipated Pre‐Event Reporting is required   When a Type 3 event is anticipated Pre‐Event outreach to Life Support Customers, Municipalities, Elected  Officials, and Regulators is performed.   Restoration Phase Reporting is required.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 91 of 782 21 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Type Typical Eversource (Electric‐MA) Operating Conditions Type 4 Non‐Emergency Restoration Event (Upgraded Normal Operations) Viewpoint Type 4 events include (but are not limited to): distribution events that impact one or more districts. Type 4 events  may be due to thunderstorms, high winds, frequent and/or severe lightning, small to moderate winter storms or  unanticipated events. Typically these events are managed by System Operations with assistance from Electric  Field Operations. Control and management of the event typically remains centralized but may decentralize to one  or more Emergency Operations Center depending on the damage. The Incident Command Staff is notified and  specific sections may be activated depending on the impact of the event. Typical Event Characteristics  The damage severity within a specific district is such that restoration activities are generally accomplished  within a 24‐48 hour period.    The incident is usually limited to one or two operational periods in the Event Restoration phase.    Typically 1 to 5% (14,000 to 70,000) customer interruptions at peak. [TN 2]   Typically 100 to 1,800 Lines of Trouble at peak. [TN 3]   This type of event generally occurs less than 10 times per year. Typical Response Organization  Incident Command Structure may be activated.   Command and General Staff positions activated as needed and the complexity of the event warrants    One or more EOCs may be operational depending of the geographical threat and complexity.    Community Liaisons may be staffed at the activated EOCs and AWCs as directed by the Liaison Officer and  approved by the Incident Commander. Typical Resource Activation  Internal restoration resources normally available: 5 Secondary Line Crews, 100 Primary Line Crews, 100  Trouble Shooters (single‐person crew).   Restoration is generally accomplished with local assets possibly with assistance from other EESCO region  distribution line assets    Typically 2‐50 personnel may be deployed to EOCs and AWCs that have been activated at the discretion of  the Planning and Operations Section Chiefs and approved by the Incident Commander to perform wire guard  or damage assessment functions.  Communication/ Coordination  No written IAP is required    The operations and maintenance department may have briefings or regional conference calls to ensure the  complexity of the event is fully communicated to management and that response staff receive the  appropriate level of support required for the situation     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 92 of 782 22 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Type Typical Eversource (Electric‐MA) Operating Conditions Type 5 (Normal Operations) Viewpoint Type 5 events represent normal operations and are managed by the System Operations Dispatch Organization  which is staffed 24/7/365. For small outages, System Operations will dispatch designated trouble resources to  repair the outage. If upon arrival the Trouble Shooter determines additional resources are needed, a supervisor  is assigned and will secure additional line crews from the Electric Field Operations organization.  Typical Event Characteristics  System activity is normal.   Incidents are contained within the first operational period and often within a 12 hour period after resources  arrive on scene.   Typically <1 % (14,000) customer interruptions at peak. [TN 2]   Typically 0 to 100 lines of trouble at peak. [TN 3]   Normal daily internal crew assignments. Typical Response Organization  Incident Command Structure is not activated.   Emergency Operations Centers are not activated. Typical Resource Activation  Outage response is coordinated with local on‐call personnel. Communication/ Coordination  No written IAP is required.    TABLE NOTES  TN 1:  Type 1, 2 and 3 events are “Emergency Events”.  Type 4 and 5 are restoration events managed as normal  operations, unless escalation occurs.    TN 2:  Expected percent of customers without service is based on the peak during the event period.  TN 3:  “Line of Trouble” equates to a unique device location that can be attributed to a loss of electrical service to  a customer.  Due to the nature of the electrical distribution system, a single device may constitute a large variation  in the number of customers without service (ex: single transformer fuse vs. radial side‐tap fuse or circuit lock‐out).   It also is a location of damage to the electrical infrastructure that requires repair but may not cause an outage but  needs to be addressed such as a low wire, tree limb on conductor or damaged equipment.  TN 4:  For all Event Classification Types, the Company evaluates and estimates the needed complement of crews  and resources as a function of several factors, including but not limited to: (1) the anticipated circumstances of  the emergency condition(s); (2) the anticipated geographic impact of the  emergency condition(s); (3) the level of  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 93 of 782 23 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute availability of external or mutual aid resources; (4) travel distance or other logistical considerations that increase  or diminish the ability of external or mutual aid resources to assist effectively in the restoration effort, and (5)  other circumstances beyond the Company’s control affecting resource availability.  The number of crews and  resource levels actually utilized to address emergency conditions may be scaled up or down from the levels  identified in the Event Classification as appropriate given the exigencies of the emergency condition(s).   Availability of external contractor crews or mutual aid crews is not under the control of the Company. Eversource  (Electric‐MA) employees who do not serve in a mission‐critical function in support of normal operations are  assigned to an ERP‐related position in support of restoration activities. Totaling approximately 2,200 people, these  ERP‐related positions are typically available to respond within 24 hours to serve in a variety of roles supporting  one or more of the key functional activities.  Internal restoration resources normally available include 10  Secondary Line Crews, 135 Primary Line Crews, and 77 Trouble Shooters (single‐person crew).  2.6 Declaration of an Emergency Response Plan (ERP) Event Upon completion of the severity and complexity analysis, the Incident Commander is responsible for activating  the ERP, establishing the Event Classification Type, and adjusting that Type as appropriate. The Event Classification  Type is used for planning purposes to estimate the size, scope and complexity of the incident in order to  disseminate and communicate anticipated operating conditions to key stakeholders.  It is critical to maintain flexibility and scalability when determining the appropriate response organization and size,  therefore the Event Classification Type does not necessarily stipulate a mandated level of response organization  activation. Rather, activation of the ERP, determination of the Event Classification Type and staffing levels, as well  as the determination of decentralized or centralized control is at the discretion of the Incident Commander or  designee.    The transition from one Type to another, either higher or lower, is accomplished solely at the discretion of the  Incident Commander or designee, based on the severity and complexity analysis as well as recommendations of  Command and General Staff.  Once established or changed, the Classification Type will be communicated to all leaders and organizations  currently engaged in or anticipated to be engaging in restoration or support activities.  2.7 Alert When a predicted event may lead to activation of the ERP at Event Classification Type 3, 2, or 1, the Incident  Commander may provide Alert notification via email and telephone to Command and General Staff in order to  provide a common operating picture and to trigger pre‐event preparedness activities. These Alerts may include  briefing materials from news and/or meteorological services or other related information. When the likelihood of  the emergency event increases, the Incident Commander may also schedule daily planning meetings, conference  calls and/or briefings for Command and General staff and may request the Planning Section/Situation Unit to  develop and disseminate daily Incident Action Plans or other documentation to guide preparedness objectives  and actions.   2.8 Activation of Incident Command Center Activation of ERP Event Classification Type 3, 2, or 1 triggers activation of the Eversource (Electric‐MA) ICC.  The  ICC is a dedicated facility that is designed to support incident management activities in order to facilitate safe and  reasonably prompt restoration following an emergency event. The ICC contains state‐of‐the‐art, redundant voice  and data telecommunications systems and capabilities, computer and Eversource (Electric‐MA) system  networking capabilities, and multiple meeting rooms/ briefing areas.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 94 of 782 24 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute The ICC is activated by the Incident Commander to direct the implementation of the ERP and to coordinate with  other Eversource entities and with federal, state and local agencies and officials. The ICC is an integral element of  the ICS. An ICC provides the Incident Commander and the Command and General Staff with a centralized location  for planning and conducting response operations, managing all emergency resources committed to the incident,  and coordinating communications with all Eversource stakeholders. When activated, the ICC operates until the  ERP has been de‐activated and Eversource (Electric‐MA) has returned to normal operations.  2.9 Notification When the ERP is activated, the Incident Commander initiates the ERP Activation Notification by email and  telephone to appropriate Command and General Staff personnel.  Notification includes information about the  emergency event, the ERP Event Classification Type, the start‐time of the ERP, and the schedule for the next  Incident Command meeting. Notification is also made to all Eversource (Electric‐MA) employees, MEMA, MDPU,  and other appropriate public safety officials. Additional notification may be given to all Eversource (Electric‐MA)  staff, as needed, by email or voicemail.  2.9.1 Personnel ERP Assignment Nearly every Eversource (Electric‐MA) employee has both a normal work assignment and an ERP Emergency  Position Assignment. Depending upon the ERP Event Classification Type and the complexity of the incident  response, the required employees are activated and deployed to their assigned emergency position and location.  Personnel who are required to deploy in support of the specific ERP Event Classification Type receive a direct email  and/or telephone call from their ERP Supervisor, confirming their assignment location and role, their reporting  time/operational period/work shift, and any pertinent information regarding safety or necessary equipment.  2.9.2 Government In addition to notification of employees, Eversource (Electric‐MA) also notifies State and local government  stakeholders whenever the ERP is activated. Notifications by email and/ or telephone are sent to MEMA, MDPU,  and to each municipal representative of the 141 cities and towns served by Eversource (Electric‐MA).  2.9.3 Life Support Customers Life Support Customers (LSCs) are defined as those residential customers, including elderly and physically  challenged customers, who have provided documentation certifying a medical condition that necessitates electric  utility service. Prior to a predicted emergency event and during the restoration stage, Eversource (Electric‐MA)  may conduct automated outbound telephone calls to each LSC. The telephone messages are customized for each  event and contain information about the event and about Eversource (Electric‐MA) preparations, information  about the potential power outages, and recommended personal protective actions including a recommendation  to seek assistance from local public safety officials and human service agencies. Each LSC is identified in the  Eversource (Electric‐MA) customer database. The Eversource (Electric‐MA) web‐based Municipal Hub provides  the pre‐designated municipal representatives from each community with the address, telephone number, and  outage status, of LSCs in their community.  During ERP Activation, Community Liaisons monitor internal reports for LSCs who may be impacted by an outage.   Calls are made to the affected customers and local municipal public safety officials are notified to provide well‐ being checks if the LSC cannot be reached by telephone. LSCs impacted by outages are contacted post‐event to  ensure that their electricity has been restored.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 95 of 782 25 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 2.10 Operational Stages 2.10.1 Normal Normal operations are those processes and procedures conducted throughout the year during non‐ERP periods.  During normal operations, Eversource (Electric‐MA) maintains situational awareness of the status of its network  along with the status of potential external threats or hazards that could have a negative impact on the delivery of  electrical services and cause electrical outages.  2.10.2 Pre‐Event Preparedness The Pre‐Event preparedness stage commences when the initial Alert notification is disseminated to Command and  General staff and extends until the ERP is activated. During this phase preparedness planning is conducted by each  ICS Section and Officer function. Eversource (Electric‐MA) provides MDPU with regular Pre‐Event reports  regarding preparedness activities.  2.10.3 Sustained Actions (e.g., Service Restoration) Activation of the ERP commences the ERP Service Restoration Stage, including deployment of human resources,  equipment and commodities necessary to effectively execute the ERP and for the safe and reasonably prompt  restoration of electrical service. ERP operations continue until restoration is substantially complete, where fewer  than 1% of the customers in each community remain affected by outage, and each affected customer has a job‐ level ETR. At that time the Incident Commander may announce the ERP has been terminated however restoration  activities may continue until the Eversource (Electric‐MA) system has been restored to its pre‐event condition and  Eversource (Electric‐MA) has returned to normal operations.  2.10.4 Demobilization and Post‐event Analysis and Reporting Demobilization and post event analysis and reporting occur when restoration has been completed, all resources  are demobilized; the ERP is deactivated; and Eversource (Electric‐MA) returns to normal operations. It is during  this period that Eversource (Electric‐MA) gathers information, conducts incident reviews, analyzes data, develops  after action reports, and identifies improvement to be implemented.  2.11 Service Restoration 2.11.1 Overview Following an outage event and activation of the ERP, restoration of electrical service is conducted following three  basic steps: (1) damage assessment (Rapid Survey and Detailed Assessment); (2) prioritization of repairs; and (3)  execution of tactical restoration operations. With focus on the overall “Safety Always” objective, specific tactical  objectives include Fire Police Standby (FPS) priority assistance, timely restoration, and providing useful, timely and  accurate information to all stakeholders. To facilitate expedient restoration and to maximize the optimal use of  workforces, the Company follows a “restore now and rebuild later” policy of resource allocation, focusing on  making immediate, temporary repairs to restore power and postponing time‐consuming permanent repairs until  after the ERP activation is concluded and power has been restored.  Damage assessment commences upon the declaration by the Incident Commander that is it safe to proceed with  restoration efforts and will continue until damage assessment is complete for the event.  2.11.2 Damage Assessment Damage assessment is a critical component of restoration response that drives important response actions  including: acquiring mutual aid resources, procuring additional material supplies, identification of nested outages  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 96 of 782 26 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute and the actual number of events in the OMS, generating Estimated Times of Restoration (ETR), and effectively  choosing a restoration strategy.  Fundamentally, damage assessment is a core component of the Planning Section function and, in conjunction with  other relevant information, is used to develop the IAP that is executed by the various functional Sections.  Specifically, damage assessment will determine, among other things, the amount of physical damage caused by  an emergency event, the number and location of broken poles, the number and location of damaged transformers  and oil spills and the number and location of “wires down.” This information is critical in developing an initial IAP  and in supporting decision making regarding acquiring mutual assistance resources or deploying additional  support personnel. This information is also helpful to inform the Logistics Section of potential needs (e.g.,  materials and equipment), and to drive specific emergency response processes (e.g., “wires down”).   The damage assessment process uses two levels of assessment:  2.11.2.1 Rapid Survey Damage assessment facilitates the development of the system‐wide Global ETR and, ultimately, development of  district/ town‐level ETRs. Eversource’s (Electric‐MA) objective is to develop a reliable Global ETR within 24 hours  after the Incident Commander has determined it is reasonably safe to deploy staff outside following cessation of  hazardous conditions (high winds, unsafe roadways, etc.).  A Rapid Survey damage assessment, commenced when conditions are determined to be safe, helps to provide an  overview of the significance of the event by determining the intensity and breadth of physical damage to the  system. This information is critical for communicating with all stakeholders and helps to define the needs of the  response. Due to the expedited nature of the Rapid Survey, the resulting information is meant to be a  representative sample of the intensity and type of damage on the system. The locations that are assessed are  meant to be a representative sample of trouble orders captured throughout the service territory.   Upon receiving a notification of a locked‐out circuit, a Damage Assessment Coordinator dispatches a Damage  Assessment Patroller to conduct end‐to‐end visual inspections of the circuit and all related damage. Damage  assessment data is reported back to the Damage Assessment Coordinator for inclusion in the Outage Management  System (OMS) and is analyzed to assist in developing the system‐wide Global ETR.  2.11.2.2 Detailed Survey A detailed assessment is implemented after the completion of the Rapid Survey and continues until completed at  all locations where damage has been reported. This detailed information supports further development of  restoration priorities. Qualified personnel are deployed into the field to conduct the surveys and to report the  status of their findings, including: the actual location of the damage; specifics of damaged equipment; details  about the equipment and resources necessary for restoration; wires‐down locations; access restrictions caused  by downed trees or tree limbs; and the estimated time necessary to complete specific jobs.   Further analysis of damage‐assessment information enables Eversource (Electric‐MA) to meet the objective of  developing district/ town‐level ETRs within 48 hours after the Incident Commander has determined it safe to  deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.).  2.11.3 Restoration Priority Guidelines Specific priorities and tactical objectives are guided by application of available resources weighed against the  foregoing priorities to optimize the overall response. There is no steadfast rule regarding how to evaluate the  priorities at any given moment because circumstances and priorities are constantly changing. A variety of factors  and circumstances are considered when assigning work and may include, but are not limited to, the following: the  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 97 of 782 27 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute type and availability of necessary resources to make the repair, the proximity of available resources, the specific  needs of the response, particularly as it relates to the need for specialized equipment, the potential consequences  of delaying the restoration (i.e., medical hardships or a sewage treatment plant with non‐functional generator),  the type and/or number of customers affected by the repair, and the time necessary to complete each specific  restoration.  Depending on actual circumstances, Eversource (Electric‐MA) restoration response efforts may be prioritized  along the following guidelines:    System equipment involved in a life‐threatening / imminent danger situation (FPS1).   Restoration of transmission system lines and / or substations.   Restoration of Critical Facilities (acute‐care hospitals, 911 call centers, Fire/EMS/Police stations, sewage  treatment plants, water pump stations, emergency mass care shelters).   Restoration of the largest number of customers per repair.   System equipment is hindering emergency operations (e.g. blocking primary roadway) of Fire/ Police/ EMS  (FPS2).   System equipment is causing a non‐life threatening electrical hazard (FPS3).  2.11.4 Critical Facilities A “Critical Facility” is a building or structure where the loss of electrical service would result in the disruption of a  critical public safety or life sustaining function. Examples include acute care hospitals, 911 dispatch centers, police  and fire stations, emergency operations centers, water pumping and sewer treatment stations. Although these  facilities support critical functions, many do not routinely have sufficient (or any) back‐up generator capacity. Even  with a fully‐functional back‐up generator, acute‐care hospitals are restricted by government regulations from  commencing any surgical procedure, (even emergency‐based) when their primary source of electricity is a back‐ up generator. It is the responsibility of the owners of each Critical Facility to maintain sufficient back‐up electrical  generator capacity to operate the facility. When the facility experiences a power outage from the Eversource  (Electric‐MA) system, the Eversource (Electric‐MA) OMS will capture that information from inbound calls and will  display the outage on the Municipal Hub. Critical Facilities have been designated in advance. Eversource (Electric‐ MA) Community Relations Specialists have worked with municipal representatives to develop the comprehensive  list of Critical Facilities located in each community. Each Critical Facility is flagged in the customer database and in  the OMS, indicating the Eversource (Electric‐MA) customer is a Critical Facility.  2.11.5 Restoration Strategies Different types of emergency events and their resulting levels of impact necessitate operational strategies that  are designed to optimize the use of tactical resources and maximize the effectiveness of restoration efforts. The  development and utilization of multiple strategies is recognition of the fact that no two emergency events are the  same and provides the flexibility to adapt the response to meet the objectives of the particular event. Due to the  size and diversity of the Eversource (Electric‐MA) MA’s service territory, one or more of the following restoration  strategies may be employed alone or in parallel during an event. Selection of the appropriate strategy(ies) is made  by the Incident Commander in coordination with the Planning and Operation Section Chiefs and is predicated  upon numerous factors including ERP Activation Type, the complexity of the incident, the amount of damage to  the system, availability of resources, and application of the ICS Span of Control principle.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 98 of 782 28 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 2.11.5.1 Centralized Operations Centralized Operations Management is most frequently utilized for smaller to moderate restoration events (Event  Classification Type 4), are generally order‐based, where the number of field repair locations is modest and  manageable, and where restoration resources can be effectively managed from one of the SOC locations.  Centralized Operations Management may also be useful during larger events where damage to the system is  limited geographically (e.g., localized lightning events), or where restoration can primarily be accomplished using  the system’s automated and remote switching capabilities. Depending on the complexity of the event, the  Company may elect to open one or more of the regional EOCs during Classification Type 4 Events to reduce the  span of control and manage resources more effectively.  The effectiveness of this type of restoration strategy, however, may be diluted when the physical damage is  substantial in a specific geographic area, or where damage is not limited to a geographic region. Consequently,  during significant events where there is widespread damage resulting in a large number of trouble orders with  physical damage, a decentralized strategy may be more appropriate to effectively manage resources and optimize  the restoration effort.  2.11.5.2 Decentralization Operations Management Decentralized operations management occurs when control and authority of a portion the electric system is  transferred from a SOC to one or more of the EOCs. This restoration strategy focuses on decentralized  management of restoration resources in order to improve productivity while simultaneously being more  responsive to Community Priorities. This is most frequently applied following moderate to larger emergency  events (Event Classification Types 3, 2. or 1) where there are a large number of outage repair locations and a  significant amount of physical damage to the Eversource (Electric‐MA) system. Work assignments and supervision  of field crews is decentralized by establishing five geographic regions within the Operations Section: Springfield,  Boston, Southborough, New Bedford and Yarmouth. Each region operates from a permanent facility that serves  as a regional EOC, and is equipped and staffed with experienced supervisors, dispatchers, crew coordinators, and  with safety, logistics, and support personnel. One or more Restoration Management Teams (RMT), (consisting of  RMT Operations Coordinator, Modeler, and a Systems Operator) are located in each EOC and provide tactical  direction for field crews. Voice and data communications systems support two‐way communication with field  resources and with Incident Command, and provide complete access to the outage management system, SCADA  and distribution automation systems from each EOC.  2.11.5.3 Hybrid Centralized System Control with Regional/ Local Crew Management During some emergency events, or under situations like COVID 19, there is an advantage to continuing to manage  the system at a central location while decentralizing the management of field restoration resources. This is  referred to as Hybrid Operations Management and includes the System Operations Control Center maintaining  authority and control of the system and all system switching, with field resources dispatched and managed at the  regional EOC level or at the local AWC level. This Hybrid model may also extend to managing damage assessment  and system modeling at the regional or local level.   2.11.5.4 Circuit‐Based Operations Management Managing restorations at the circuit level is most commonly applied following an emergency event where damage  to the electrical system infrastructure across a specific geographic area is extensive. A Remote RMT (RRMT) is  established to facilitate more effective management of restoration activities and is deployed to the area to  establish a local Command Post. A variety of tactical field resources (damage assessors, tree crews, wire guards,  primary crews, secondary crews, pole‐setters, etc.) are assigned to the RRMT for daily tactical assignment and  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 99 of 782 29 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute supervision. Due to the nature and complexity of the work, RRMT restoration activities typically occur only during  daylight hours. During RRMT restoration operations, control and authority for switching, lock‐outs, tag‐outs etc.  is transferred from the RMT in the regional EOC to the RRMT. When restoration operations cease during overnight  breaks, circuit ownership is temporarily transferred back to the EOC RMT until the following morning.         2.11.6 Automated Distribution Restoration In addition to dispatching field crews to conduct repair work, power is restored through Eversource (Electric‐MA)  state‐of‐the‐art distribution automation technology. Known as “Distribution Automation,” the advanced system  of transmission and distribution switches and sensors enables Eversource (Electric‐MA) to automatically and/or  remotely isolate damaged areas and to re‐route power around the damaged areas, quickly and efficiently  restoring service to affected customers.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 100 of 782 30 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 2.11.7 Fire Police Standby Priority Response (FPS1, FPS2, FPS3) During “Blue Sky” or routine operations, and during emergency events, incidents have the potential to arise where  damage to Eversource (Electric‐MA) distribution equipment (wires, poles, transformers) may cause emergency  situations or may hinder the ability of first responders to reach emergency incidents due to roads blocked by  damaged overhead equipment.  Eversource (Electric‐MA) classifies three types of wire‐down incidents and the  related ERP response. The “Call Type” field indicates how each call is labeled in the OMS.  Eversource (Electric‐ MA)’s response protocol for the three classifications differs between “Blue Sky” or normal operations (Type 5 and  4), and Emergency Events (Type 3, 2 and 1).     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 101 of 782 31 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Call  Type  Description Response  Priority  Normal Operations  (Type 5, 4)  Response Protocol  Emergency Events  (Type 3, 2, 1)  Response Protocol  FPS1 Life Threatening/Imminent Danger   An event in which utility equipment is  preventing emergency response  personnel from performing rescue  efforts and/or administering first‐aid  treatment to a person or persons who  may be injured or in danger of being  injured.  Examples:   A person is trapped in a vehicle that  has struck a pole and the  pole/equipment is prohibiting  emergency personnel from  approaching the vehicle.   A person is trapped in a burning  structure and the emergency  personnel need electrical service  disconnected before they can enter  the building.   Immediate Nearest trained  resource:    Line Crew or  Supervisor    Area may be de‐ energized remotely  at the request of  the local Fire Chief  until trained  qualified  Eversource  (Electric‐MA)  resources can  arrive and mitigate  the threat.  Nearest trained  resource:    Line Crew or  Supervisor    Area may be de‐ energized remotely  at the request of the  local Fire Chief until  trained Eversource  (Electric‐MA)  resources can arrive  and mitigate the  threat.  FPS2 Hindering Emergency Operations   An event in which utility equipment is  preventing emergency response  personnel from responding to an  emergency situation, which is not  considered life threatening, yet  requires their attention.  Public Safety  personnel are standing by or en  route.  Examples:   Wire and/or equipment are blocking a  road and prevent emergency  personnel from passing.   Emergency personnel have requested  that the electrical service be  disconnected before they can  extinguish a structure fire.   Emergency personnel have requested  that electrical service be  disconnected in order to enter a  flooded home or area of town.  Moderate Next available  trained resource:    Line/Tree Crew    Supervisor    Cut & clear  qualified personnel    Wire Guard  Next available  trained resource:   ETA established and/  or adjusted through  Community Liaison  process, in  collaboration with  municipality.      Line / Tree Crew    Supervisor    Cut & Clear qualified  personnel    Wire Guard  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 102 of 782 32 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Call  Type  Description Response  Priority  Normal Operations  (Type 5, 4)  Response Protocol  Emergency Events  (Type 3, 2, 1)  Response Protocol  FPS3  Non‐Life Threatening Electrical  Hazard   An event in which utility equipment  created the need for emergency  response personnel and or apparatus  to remain on the scene to protect the  public from the hazard created by the  utility’s equipment. Public safety  personnel are standing by or en  route.  Examples:    emergency personnel are standing by  due to:   Wire and/or equipment down along a  sidewalk or commonly traveled road.   Wire and/or equipment is partially  blocking travel    A tree limb arcing on the wire.   A pole being struck and personnel on  scene are unsure of the pole’s  integrity.    A pad‐mounted transformer or  equipment being pushed off of its  base and wires are exposed.   Low Next available  trained resource    Wire Guard  followed by  qualified personnel  Next available  trained resource:    ETA established and/  or adjusted through  Community Liaison  process, in  collaboration with  municipality.    Wire Guard followed  by qualified  personnel  2.11.7.1 Response Protocol for FPS1 Whether responding during Blue Sky days and routine operations, or responding during an Emergency Event,  when an FPS1 incident occurs the local Fire /Public Safety dispatch office calls one of the Eversource (Electric‐MA)  Emergency Hotline numbers and the incident information is captured and reflected in the OMS. For FPS1  incidents, the location of the closest trained resource is determined, and the Fire/Public Safety dispatch office is  provided with an Estimated Time of Arrival (ETA). When the regional EOC is activated during an emergency event,  Community Liaisons monitor FPS2 and FPS3 incidents and Community Priorities, working closely with the  Operations and Public Safety Sections to provide updates to the Municipal Contacts and local Public Safety officials  regarding any changes to the projected ETAs.   2.11.7.2 Response Protocol for FPS2 and FPS3 FPS2 and FPS3 incidents are called in by municipal officials to the Customer Group Call Center (CGCC) or submitted  via the Municipal Hub. After receiving the call or Municipal Hub submission, it is entered in OMS and coded as an  FPS2 or FPS3 for review by Dispatch Supervisors.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 103 of 782 33 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute During Blue Sky days or routine operations, Eversource (Electric‐MA) will dispatch the nearest available or next  available trained resource to address FPS2 and FPS3 calls, respectively. However, Emergency Events (Types 3, 2,  and 1) may generate hundreds or thousands of FPS2 & FPS3 calls, requiring validation by Eversource (Electric‐MA)  and prioritization within and among municipalities. Longer response lead times will be necessary. Community  Liaisons work collaboratively with pre‐designated representatives from the respective communities to identify,  validate, and address Community Priorities appropriately. Community Liaisons will work in conjunction with the  Operations and Public Safety Sections to develop and manage ETA’s.  2.11.7.3 FPS1, 2, 3 Wires Down and Reporting Protocol The Company’s OMS is used to track and report the following information for FPS Events during a Type 1, Type 2  or Type 3 Emergency Event under the ERP:  (1) date and time the call was received; (2) priority assigned to the call  (FPS1, FPS2, FPS3); (3) date and time of first reported action taken on site; (4) date and time event is closed out in  OMStime between call received and first Company resource arrived on the scene; and (5) date and time of  repair.  Company personnel and contractors assisting the Company in storm restoration efforts shall not be  precluded from taking appropriate actions to render a situation safe outside of the reporting protocol.  Good faith  efforts shall be taken by the Company to include crew remarks to monitor the time that the FPS condition is  mitigated and made safe.   For wire down calls reported by customers, Eversource (Electric‐MA) will record the information using wire down  clue codes in the OMS. The call taker will include any special notes or comments in the remarks field to help  prioritize the call for survey and dispatch. Wire down calls reported by customers may duplicate FPS calls reported  by municipalities and/or may be associated with repair jobs being addressed by field crews as part of restoration  efforts.  2.11.7.4 Public Safety Services Responding to an Eversource Emergency Event Emergency response services are a traditional government function funded by taxpayers. As a significant taxpayer,  Eversource is entitled to receive basic city services, including emergency response services, without the obligation  of additional payment.   Consistent with its role as a taxpayer, Eversource is not obligated to reimburse municipalities for public safety  activities, sometimes classified by municipalities as public safety “Details,” undertaken in response to downed  electrical wires or other electric system events during major storms, manhole events, or other emergency events.  Although an Eversource employee, during the course of the emergency event, may be presented with a Detail  Slip, these municipal activities still represent public safety responses to emergencies and therefore the Company,  as a taxpayer, is not obligated to reimburse the municipality for their response to the emergency event.  2.11.8 Development of Estimated Time of Restoration Once the Incident Commander has determined that it is safe to conduct operations following the emergency event  (for example, when tropical storm force winds have subsided), initial restoration operations begin while a  preliminary damage assessment is simultaneously conducted. Damage assessment facilitates the development of  the system‐wide ETR and, ultimately, development of district/ town‐level ETRs. The objective of Eversource  (Electric‐MA) is to develop a reliable Global ETR within 24 hours after the Incident Commander has determined it  safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.).  Further analysis of damage assessment information enables Eversource (Electric‐MA) to meet the objective of  developing district/ town‐level ETRs within 48 hours after the Incident Commander has determined it reasonably  safe to deploy staff outside following the cessation of hazardous conditions (high winds, unsafe roadways, etc.).  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 104 of 782 34 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES 3.1 General The ERP is not in effect at all times and does not govern routine outages that occur from day‐to‐day on the electric  system due to equipment damage, minor or localized weather events or other causes. The ERP is triggered where  there is or may be an Emergency Event in which widespread outages occur on the electric distribution system due  to storms or other causes beyond the control of Eversource (Electric‐MA).  The Event Classification Types, described in the Event Classification Table, establish the general characteristics  and/or impact typically associated with each restoration event and the estimated resources required based on  identification of: (1) the number of damage locations typically experienced; (2) the expected duration of  restoration efforts; and (3) the number of customers expected to experience an outage. All training and  preparation efforts undertaken by Eversource (Electric‐MA) are directed at achieving readiness to respond to a  Type 1 Emergency Event.  3.2 Organization and Responsibilities When the ERP is activated, the Company implements the ICS organizational structure and follows ICS guidelines.  The ICS is intended to provide an organized structure that facilitates the safe and reasonably prompt restoration  of power accompanied by a flow of information that both advances the restoration process and allows for  constructive communications with government officials and with customers. The ICS is organized around  functions, each led by a Command Staff Officer or General Staff Section Chief who reports directly to the Incident  Commander.  The Incident Commander and the Command and General Staff are trained and experienced employees, drawn  from the highest levels of management within the Company. The Incident Commander directs and coordinates  the efforts of the Command and General Staff. The Emergency Preparedness Specialist provides support to the  Incident Commander and is responsible for developing, maintaining and coordinating application of the  emergency response plan to ensure compliance. The Emergency Preparedness Specialist also acts as a liaison  among Command and General Staff. The Command Staff work directly with the Incident Commander to manage  situational circumstances involved in event preparation and restoration, and include the Communications Officer,  Regulatory Officer, Liaison Officer, Human Resource Officer, and Safety Officer. The General Staff also work  directly with the Incident Commander to manage the major functional elements of event preparations and  restoration and include the Operations Section Chief, Planning Section chief, Logistics Section Chief, Public Safety  Section Chief, and Finance & Administration Section Chief. Along with the Emergency Preparedness Specialist, the  Incident Commander and the Command and General Staff meet throughout the year to coordinate the planning  and preparedness for emergency event response and ERP activation.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 105 of 782 35 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.1 Command Staff Command and General Staff: Org Chart/ Chain Of Command/ Flow of Formal Communications      3.2.1.1 Incident Commander The Incident Commander is responsible for overall leadership and execution of the event response. All members  of the Command and General Staff report to the Incident Commander. The Incident Commander oversees the  implementation of the ERP, and all of its integrated parts, as well as manages the overall restoration response  effort. The Incident Commander has final authority over the determination of resources required to respond to  the event; directs the efforts to obtain and allocate the required resources on a system‐wide basis; implements  the ERP demobilization process; and initiates the post‐event review process. Specific responsibilities of the  Incident Commander include, but are not limited to:    Determine whether a potential, forecasted or actual incident meets the criteria for activating the ERP and  staffing the Eversource (Electric‐MA) ICC.   Determine which resources are required and obtaining those resources.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 106 of 782 36 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure incident safety.   Coordinate Command and General Staff to develop and execute incident objectives and strategy.   Approve the IAP Incident Action Plans.   Provide overall direction, leadership and strategy.   Approve key messaging.   Ensure that Command and General Staff execute their position‐specific responsibilities.   Inform executive leadership of the status of the event restoration response and situations that could  materially affect the company.   Communicate with the President of Eversource (Electric‐MA).   Implement the ERP demobilization process.   Delegate responsibility and authority to others.   Implement post‐event review process.  3.2.1.2 Emergency Operations Center (EOC) Officer The EOC Officer is responsible for facilitating coordination and communication between the key functional  organizations within the EOCs (Operations, Public Safety, Planning, Logistics, and Liaison) and ensuring stated  objectives are implemented effectively and formal communication between the EOC functional areas is taking  place to achieve the overall objectives. Specific responsibilities include:   Representing the Regional EOC at Incident Management Team meetings.   Providing updates to the Incident Commander and escalating issues to the Incident Management Team  that cannot be solved with local resources and available information.  3.2.1.3 Emergency Preparedness Specialist During ERP activation this position provides guidance, assistance and support to the Incident Commander, as  needed, regarding emergency restoration response activities and decisions involving processes, procedures,  people and technology.    3.2.1.4 Communications Officer The Communications Officer is responsible for maintaining the flow of information before, during and after the  event for all employee and public communications, including the Eversource (Electric‐MA) website, social media  and news media and the Customer Group Call Center (CGCC).  General responsibilities include:   Ensure the maintenance of contact lists including customers, LSCs, print and electronic media contacts.   Lists are maintained through the effective usage of a variety of computer software applications including   databases, spreadsheets, and others.   Respond to customer inquiries and provide them with timely, accurate information.   Ensure unity of message to all stakeholders.   Provide employees with timely, accurate information to support restoration activities.   Develop accurate, accessible, and timely information for use in press/media briefings.    Determine, according to direction from the Incident Commander, any limits on information release.    Obtain Incident Commander’s approval of news releases.   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 107 of 782 37 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Conduct periodic media briefings and/or disseminate news releases to media outlets.    Arrange for tours and other interviews or briefings that may be required.    Monitor and forward media information that may be useful to incident planning.    Maintain current information, summaries, and/or displays on the incident.    Make information about the incident available to incident personnel.    Participate in IMT ERP incident preparedness planning meetings.   Ensure that all subordinate positions execute their specific duties and responsibilities.         NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 108 of 782 38 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.1.5 Liaison Officer The Liaison Officer is responsible for maintaining the information exchange between Eversource (Electric‐MA) and  local municipal government, tribal entities, and non‐government organizations. Restoration coordination is  accomplished through multiple programs. Coordination with the Barnstable County MACC and local emergency  management agencies is conducted through the Eversource (Electric‐MA) Community Liaison Program.  General responsibilities include:   Ensure the maintenance of contact lists including critical facilities; county and local elected officials; local  emergency management and response personnel. Lists are maintained through the effective usage of a  variety of computer software applications including Outlook, SharePoint, databases, spreadsheets, and  others.   Work with Municipal Officials from each community to share information, including identification of  community restoration priorities.   Ensure unity of message between Eversource (Electric‐MA) and local municipal government, tribal  entities, and non‐government organizations.       NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 109 of 782 39 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.1.6 Human Resource Officer The Human Resources Officer provides support and advises the Incident Commander on contractual and policy  obligations regarding represented and non‐represented employees.  General responsibilities include:   Notify Incident Commander of any significant employee/ labor issues.   Keep affected Presidents of Eversource (Electric‐MA) union locals apprised of restoration status and any  worker‐related significant events.   Act as liaison between represented and non‐represented employees and command and general staff.  Incident Commander Safety Officer HR Officer Safety Specialist Safety Analyst   3.2.1.7 Safety Officer A paramount consideration in all efforts undertaken by Eversource (Electric‐MA), particularly during emergency  event response, is the protection of the public and the safety of employees. The Safety Officer is responsible for  creating a “SAFETY ALWAYS” environment and for ensuring safety‐related communications and notifications to  the Company’s employees, labor unions, mutual aid and contractor personnel, including daily Safety Messages.  General responsibilities include:   Identify and mitigate hazardous situations.   Exercise emergency authority to stop and prevent unsafe acts and communicate to every employee and  contractor that each person is responsible and authorized to exercise emergency authority to prevent or  stop unsafe acts when immediate action is required.   Review the Incident Action Plan for safety implications.   Assign assistants qualified to evaluate special hazards.   Participate in Planning Meetings.   Ensure that all applicable workplace safety rules and policies are understood and complied with during  the restoration effort.   Oversee and ensure that an initial safety briefing is conducted with all arriving mutual aid and contractor  crews outside of the selected Eversource Contractors of Choice (COC) and provide safety briefing  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 110 of 782 40 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute documents each morning during the restoration process for all Eversource employees and mutual aid or  contractor companies.   Ensure prompt investigations occur following a significant safety near‐miss or actual event.   Notify the Incident Commander of any significant events or conditions related to worker health and safety.   Notify the affected Presidents of Eversource (Electric‐MA)’s union locals of any significant events related  to worker health and safety.   Ensure that the positions within the Section execute their specific duties and responsibilities.   Ensure that all subordinate positions execute their specific duties and responsibilities.  3.2.1.8 Regulatory Officer The Regulatory Officer is responsible for maintaining an information exchange and related coordination between  the Incident Management Team (IMT), MDPU, state emergency management agency (MEMA) and other state  government agencies as appropriate. When requested by the state during ERP activation, the Officer assigns and  deploys Liaisons to locations identified by the state EMA. General responsibilities include:   Ensure the maintenance of contact lists of state agency leadership including state elected and appointed  officials. Lists are maintained through the effective usage of a variety of computer software applications  including Outlook, SharePoint, databases, spreadsheets, and others.   Ensure unity of message between Eversource (Electric‐MA) and state government agencies.         NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 111 of 782 41 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.2 General Staff The General Staff represents and is responsible for the key functional aspects of the Incident Command structure,  organized into functional Sections. Each of the following Sections is led by a Section Chief, (a sub‐commander)  who serves as the key position responsible for that function: Operations, Public Safety, Planning, Logistics,  Resource, Finance/ Administration. General guidelines related to General Staff key positions include the following:   Members of the General Staff report directly to the Incident Commander. If a Section Chief position is not  activated, the Incident Commander will have responsibility for that function.    Deputy and Assistant Section Chief positions may be established for each of the Section Chief positions.  Deputies are individuals fully qualified to fill the primary position. Deputy and Assistant Section Chiefs  may be assigned supervisory responsibility for specific Branches/Divisions/Groups or Units within their  Section.   Section Chiefs may exchange informal information with any person within the organization, however Task  Assignment, Resource Requests, and other formal communication takes place through the formal chain  of command.  3.2.2.1 Operations Section Chief The Operations Section Chief is responsible for restoring electrical service to customers, and for managing all  tactical operations and resources to achieve that objective, with guidance from the IAP.  Major responsibilities of  the Operations Section Chief are to:   Assure safety of tactical operations.   Develop and supervise the operations portion of the IAP.   Direct and manage tactical restoration operations.   Request additional resources to support tactical operations.   Approve release of resources from active operational assignments.   Initiate or approve changes to the IAP regarding operational tactics.   Maintain close contact with Incident Commander and subordinate Operations personnel.   Ensure collaboration between Eversource (Electric‐MA) and regulated telecommunication utilities  regarding pole setting and third‐party attachments to Company poles.   Ensure that the positions within the Section execute their position‐specific duties and responsibilities.    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 112 of 782 42 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 113 of 782 43 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 114 of 782 44 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.2.2 Public Safety Section Chief The Public Safety (PS) Section Chief has the overall responsibility to assemble, prepare, and deploy resources to  address hazards impacting communities caused by electrical equipment. The Section Chief works closely with  other members of the Command and General staffs, particularly the Liaison Officer, Planning Section Chief, and  Operations Section Chief to ensure that public safety events are being mitigated in a safe and efficient manner.  During widespread damage, there can be a high volume of public safety events across the Eversource service  territory. The PS Section Chief ensures that the Public Safety team is addressing the highest priorities in the  following order:  1. Life Threatening/ Imminent Danger (Fire Police Standby first priority – FPS1) calls   2. Hindering Emergency Operations (FPS2) calls  3. Non‐Life Threatening Electrical Hazard (FPS3) calls  4. The restoration of critical facilities in coordination and collaboration with the Operations Section         NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 115 of 782 45 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.2.3 Planning Section Chief The Planning Section Chief is responsible for providing overall incident planning services to support effective  restoration efforts.  This includes collecting situation and resource status information, evaluating and processing  the information for use in developing incident action plans and ETRs.  Major responsibilities of the Planning Section  Chief are to:    Direct and manage Rapid Survey and Detailed Damage Assessments.   Collect, analyze and manage all internal and external data, including damage assessment and outage calls  in OMS.   Develop initial estimates for outages and restoration times.   Conduct and facilitate planning meetings.    Compile and display incident status information.    Supervise preparation of the IAP.    Provide input to the Incident Commander and Operations Section Chief in preparing the IAP.    Generate Global ETRs and district/town‐level ETRs.   Recommend and monitor the status of customer messaging triggers in the OMS.   Establish information requirements and reporting schedules for units within Planning Section    Determine need for specialized resources.    Record and track both internal and external support resources utilized during an emergency event.   Provide periodic predictions on incident potential.    Report significant changes in incident status.   Ensure that the positions within the Section execute their specific duties and responsibilities.   Oversee preparation of the Demobilization Plan     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 116 of 782 46 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 117 of 782 47 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.2.4 Logistics Section Chief The Logistics Section Chief provides all incident resources to support the tactical execution of incident  objectivesmembers of the and General with . The Logistics Section is organized into three functional areas: support  services, site coordination, and resource acquisition. The Logistics Section is responsible for providing a broad  universe spectrum of planning details, touching upon the work of all other ICS Sections, with the primary  objectives of: material readiness and food/lodging for all response staff. support and services. ensures that all  incident resources needed to support the strategic and tactical execution of incident objectives are made  available, including facilities, transportation, supplies, equipment maintenance and fuel, food, and lodging  services for incident personnel.  Major responsibilities of the Logistics Section Chief are to:    Acquire resources including internal, external, and support.   Ensure the maintenance of contact lists of mutual aid companies and contractors.  Lists are maintained  through the effective usage of a variety of computer software applications including Lotus Notes,  databases, spreadsheets, and others.   Secure internal and external tactical resources as requested by the Operations Section Chief (mutual aid  and contractor transmission crews, line crews, tree crews, damage appraisers, wire guards).   Maintain contact lists of vendors, suppliers, contractors, hotels, caterers and others who provide  materials and support services through the Logistics Section. Lists are maintained through the effective  usage of a variety of computer software applications including Lotus Notes, databases, spreadsheets, and  others.   Provide all facilities, transportation, supplies, equipment maintenance, fueling, food, and lodging for  incident personnel., and all off‐incident resources.    Manage all incident logistics.    Provide logistical input to the IAP.    Brief Logistics Staff as needed.    Identify anticipated and known incident service and support requirements.    Request additional resources as needed.    Provide site security to ERP‐specific facilities during emergency event response.   Ensure that the positions within the Section execute their specific duties and responsibilities.   Oversee demobilization of the Logistics Section and associated resources.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 118 of 782 48 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 119 of 782 49 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 120 of 782 50 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   3.2.2.5 Resource Section Chief The Resource Section Chief is responsible for coordinating with the Eversource Resource Support Group (ERSG)  on the acquisition of all external resources and has overall responsibility for the recording and tracking of all  internal and external resources that are part of the emergency response, including all incident check‐in activites  and overseeing the use of the resource tracking system. Major responsibilities of the Resource Section Chief are  to:    Ensure Rosters are being validated and uploaded into the resource tracking system.   Ensure resource dashboards are up to date with correct resource counts.   Provide updates on resource status to the Incident Commander.   Ensure crew movements are being updated in the resource tracking system.   Ensure that the resource tracking systrem is synchronizing field resources with the outage management  system.   Participate in preparation of the Demobilization Plan to include developing a strategy for releasing external  crews in the most cost effective manner and returning the organization to normal business operations.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 121 of 782 51 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.2.53.2.2.6 Finance/Administration Section Chief The Finance/Administration Section Chief is responsible for managing all financial aspects of an incident. Major  responsibilities include:    Track and manage all financial aspects of ERP activation.    Track costs related emergency restoration activities.   Provide financial and cost analysis information as requested.    Ensure compensation and claims functions are being addressed relative to the incident.    Gather pertinent information from briefings with each Section.   Develop an operating plan for the Finance/Administration Section and fill supply and support needs of the  Section.   Maintain daily contact with Eversource (Electric‐MA) leadership on finance matters.    Ensure that personnel time records are completed accurately.    Ensure that all obligation documents initiated during the ERP are properly prepared and completed.    Brief Eversource (Electric‐MA) administrative personnel on all incident‐related financial issues needing  attention or follow‐up.   Provide input to the IAP.   Ensure that the positions within the Section execute their specific duties and responsibilities.      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 122 of 782 52 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 4 POLICY AND COORDINATION Eversource Energy (ES), including Eversource Energy Service Company (EESCO) provides support to the Eversource  Incident Commanders in each state jurisdiction (MA, CT, NH) during ERP activation in the form of policy guidance  and resource support and coordination. Policy guidance is provided specifically by the ES Executive Oversight  Group (EOG), comprised of ES senior executive leadership. Resource support and coordination is provided by the  Emergency Coordination Team (ECT), comprised of Presidents of each of the operating companies and EESCO  emergency preparedness personnel.  During normal operations, ES supports emergency preparedness in each of the regions through the development  of safety standards and benchmarking, and delivery of training and exercises. Additionally, ES emergency  preparedness includes the acquisition and maintenance of ERP response assets such as a mobile command center,  office trailers, and communications equipment.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 123 of 782 53 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 5 INFORMATION COLLECTION, ANALYSIS, AND DISSEMINATION Timely and accurate information is an essential tool that is required by both internal and external stakeholders.  Every employee engaged in an emergency event has an obligation to provide accurate and timely information by  communicating and providing frequent updates to supervisors, maintaining accurate data in systems, and  following up on information requests from internal and external stakeholders. Operational information and  situational intelligence are management functions that focus on the following three primary event areas:   situation status   resource status   anticipated Event Classification Type or escalation    Internal and external stakeholder audiences include:   ES Executive Oversight Group   ES Emergency Coordination Team   Incident Management Team   Senior ES Officers, Directors, and Managers   ES Employees   State and local government officials   Media outlets   Customers   General public    Depending upon the nature of the emergency event and the information needs of each stakeholder group,  essential elements of information may include:   Weather predictions   Severity of impact   Area of impact   Damage Assessment   Electric distribution system operational status   Impact to critical infrastructure and to critical community services   Outages and jobs in Outage Management System   Operational objectives   Resource status (e.g., Requested, Acquired, Received (Onsite), Working, Released)    To support event planning, event management, tactical operations, coordination effort, and other functions,  information is disseminated via a variety of methods, including but not limited to:   Presentations and briefings during IAP Planning meetings  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 124 of 782 54 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Incident Action Plan (IAP)   Situation Reports   Reports from OMS   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 125 of 782 55 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 6 COMMUNICATIONS 6.1 Communications with Customers & Government Officials In advance of, and following, an emergency event, the Communications, Regulatory, Customer, and Liaison  functions provide a variety of information to Eversource (Electric‐MA) customers and government officials  through a diverse set of communications resources, procedures and interactive tools.  The information varies from  pre‐event alert notifications and personal protective‐action recommendations to post‐event updates on projected  outage impacts and restoration activities.  6.1.1 Customer Group Contact Center (CGCC) The Eversource (Electric‐MA) CGCC has three four regularly operating contact centers based in Westwood, MA,  Springfield, MA, Manchester, NH, and Windsor, CT staffed with customer service professionals. The contact  centers in Westwood, MA, Springfield, MA, and Manchester, NH operate 24/7 during normal operations, and  Windsor, CT may be opened 24/7 during ERP activations. During ERP activation the CGCCs increase staffing levels  to meet customer needs and provide enhanced inbound and outbound call services to our customers. Eversource  (Electric‐MA) additionally recognizes the importance of live‐voice answering for our customers, particularly during  prolonged outages. In response, Eversource (Electric‐MA) utilizes its out‐of‐state call centers in both Connecticut  and New Hampshire as well as its third‐party Credit Department vendor partner to support customers, allowing  Eversource to significantly ramp up the number of available Customer Services Representatives (CSRs) to handle  live‐voice calls.  6.1.2 Life Support Customers (LSC) LSCs are residential customers who have provided verified documentation to Eversource (Electric‐MA) of  someone in their household with a medical condition necessitating electric service. The Eversource (Electric‐MA)  customer database includes a field that is used to identify residential customers as an LSC. Customers who provide  documentation certifying their medical need for electric utility service are added to the LSC list, which is verified  annually. Prior to occurrence of a predicted emergency event, based on the judgement of the Incident  Commander and Communications Officer, the Eversource (Electric‐MA) Message Delivery Team conducts  automated outbound telephone calls to each LSC. The telephone messages are customized for each event and  contain information about the event and about Eversource (Electric‐MA) preparations. This information addresses  the potential power outages and provides recommended personal protective actions including a recommendation  to seek assistance from local public safety officials and human service agencies.   The Municipal Hub provides the pre‐designated Municipal Users from each community with the address of the  LSCs who reside within their jurisdiction. The LSCs are designated as critical customers on the Municipal Hub, in  the Special Conditions Report. During ERP activation, Community Liaisons monitor internal reports for information  about LSCs who may be impacted by an outage. Calls are made by Eversource (Electric‐MA) to the jurisdictional  public safety officials if a LSC experiences an outage, advising the public safety official of the current situation so  that a wellness check may be performed at the discretion of the public‐safety official. LSCs impacted by outages  are contacted post event to confirm that electricity at the LSC residence is restored.  6.1.3 News Media Information is provided to the news media for dissemination to the general public regarding pre‐event  preparedness and post‐event restoration activities. This information, distributed by telephone, email, hotline  messages, and social media updates, is developed by a Communications Specialist and approved by the Incident  Commander prior to dissemination.   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 126 of 782 56 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 6.1.4 Real‐time Information Eversource (Electric‐MA) utilizes a live outage map (https://outagemap.eversource.com/external/default.html)  along with Twitter and Facebook, to provide the public with real‐time information and communication options,  including Public Preparedness and Public Safety messages, information about Eversource (Electric‐MA)  Preparedness and Restoration efforts, and multiple methods for reporting outages. The Outage Map is a  graphical display of each community in the Eversource (Electric‐MA) service territory with colored icons  symbolizing outages in the area. Customers experiencing power outages can zoom in on the map to find their  specific outage and latest restoration status and may download real time outage reports that are updated on  the web approximately every 15‐30 minutes. Customers also have the option of receiving outage updates  through email, text or phone call. Of course, customers may also obtain information by calling the Customer  Information Center at any time. Customers will have access to updated information at least three times daily,  through both the Eversource (Electric‐MA) Outage map, as well as other forms of outreach such as customer  emails, the Customer Information Centers (integrated voice response and live‐voice answer), the Eversource  (Electric‐MA) Storm Center webpage, Eversource social media channels (Twitter and Facebook), and regularly  provided updates to television, radio and print media outlets across the state and region during an emergency  event. Information updates regarding restoration efforts will begin upon completion of damage assessment or  after the first 24 hours of a damage assessment, whichever occurs first.  6.1.5 Communications with Government Officials 6.1.5.1 Community Liaisons Relationships and information sharing with each of Eversource (Electric‐MA)’s 141 communities are maintained  through a Community Liaison program. Community Relations Specialists maintain ongoing relationships with their  assigned communities throughout the year. During ERP activation they are supplemented by ERP‐specific  Community Liaisons (CL). Additionally, support personnel provide reports and information to Community Liaisons  during ERP events.   The following communications carried out by Eversource satisfy the requirements of 220 CMR §19.03(4)(b) and  the Revised ERP Guidelines, Sections VII.B.2.a. through VII.B.2.c. periodic reporting requirements: scheduled  conference calls with municipal officials, including emergency managers; or Community Liaison communications  (telephonic, electronic and/or face‐to‐face) with municipal officials, including emergency managers; or provision  of emergency conditions and restoration information, including but not limited to outage and restoration  information, priority wires‐down locations, critical facilities impacted by the emergency event, through the  Municipal Hub that may be accessed by pre‐designated municipal emergency managers and/ or their  representative.  1. On the first tier are the full‐time Community Relations Specialists who are assigned to and serve as primary  point of contact for an assigned list of communities. They work with their assigned communities  throughout the year, attending community meetings, sharing information about Eversource (Electric‐MA)  preparedness and mitigation activities, collecting information about community priorities and Critical  Facilities, and maintaining an updated roster of municipal contacts.    2. The second tier consists of supplemental employees who have demonstrated communication skills to  serve in the role of CL during Event Classification Types 3, 2, and 1, or whenever an EOC is operational.   Each CL is supervised by a Community Liaison Unit Leader and serves as the primary point of contact for  municipal representatives to ensure 24‐hour representation. During ERP activation, each community is  assigned two CLs, each of whom works a 12 hour shift. CLs attend training sessions and meetings with  municipal representatives from their pre‐assigned communities throughout the year, in order to become  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 127 of 782 57 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute familiar with their assigned communities and build relationships with the local municipal officials. Each CL  has a set of community‐specific resources to assist them and to provide information in response to  inquiries from local officials during the restoration operations, including maps, outage reports, lists of  Critical Facilities, and other information deemed necessary to effectively perform their role.  During ERP  response operations, the CLs are assigned to work in the EOCs and in the smaller AWCs.  Prior to and  during ERP activation, the CLs maintain close contact with each of their assigned municipal  representatives, providing each community with updates on emergency preparedness activities, outages,  system damage, and restoration estimates while gathering information about community priorities. In  order to facilitate information sharing with their assigned communities, during restoration activities the  CLs are notified when Global and Town‐level ETRs are established..  6.1.5.2 Municipal Hub The Eversource (Electric‐MA)  Municipal Hub facilitates two‐way communication and information sharing between  Eversource (Electric‐MA) and each community in the service territory. The Municipal Hub is a password‐protected  website that is designed for usage by pre‐assigned municipal representatives from each community. Providing  access to community‐specific information. The Municipal Hub displays information about critical facilities, LSC/  critical customers, community priorities, FPS and wire‐down locations.  . In addition to providing access to  community‐specific information, the Municipal Hub allows municipal representatives to submit and view FPS2  and FPS3 locations. FPS2 refers to an event in which utility equipment is preventing emergency response  personnel from responding to an emergency situation but is not considered life threatening and FPS3 refers to an  event in which utility equipment created the need for emergency response personnel and/ or apparatus to remain  on scene to protect the public from the hazard created by the utility’s equipment.   6.1.5.3 Community Priorities During ERP operations, CLs work with their pre‐designated municipal representative from each community to  identify the three top community priorities (CP). Municipal Representatives submit up to three locations (typically  Critical Facilities and/or FPS2/ FPS3 locations) during each operational period/ day as CPs and request expedited  response to these three locations. Each requested CP is reviewed by an Operations Group Manager or Public  Safety Unit Leader against the established list of approved CP criteria. When approved, the location is specifically  coded within the OMS to be a CP and given an ETA and/or ETR that can be viewed by municipal representatives  on the Municipal Hub. In Type 3, 2 or 1 Emergency Events, ETAs and ETRs for CPs are established and adjusted  through discussion between the CL and the municipal representative. For Classification Type 4 Restoration Events,  ETAs and/or ETRs are established and field resources are dispatched according to the FPS Priority Response  guidelines and based upon the availability of response resources.  During Emergency Events the Company may deploy additional resources in response to public safety events.  Resources would be led by a Public Safety Supervisor (PS Supervisor), and typically include one line crew and one  tree crew. The PS Supervisor works to address assigned public safety events , identify necessary additional  resources, and request them directly. A PS Supervisor is a regionally‐based resource focused on responding to  high priority FPS2 & 3 events and CPs during emergencies. They may be deployed to the hardest impacted  communities once the weather event has passed and initial damage assessments have been completed. In  addition to responding to FPS locations that have been submitted via the Municipal Hub or over the phone, the  PS Supervisor may be assigned to work directly with a designated local municipal representative (e.g., DPW  Director, Emergency Manager, or Tree Warden) to assess and address public safety issues and priorities including  opening major roadways that have been obstructed by utility assets. However, all public safety priorities must  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 128 of 782 58 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute first be submitted via the Municipal Hub or over the phone to ensure all municipal priorities are entered into the  Company’s OMS.   In coordination with each municipality, Eversource (Electric‐MA) has developed a list of the Critical Facilities that  are located in each community. When a power outage (and accompanying generator failure) occurs at a Critical  Facility on this list, Municipal Representatives have the ability to view the outage on the Municipal Hub and may  also request a Critical Facility outage be designated as one of their three daily  CPs for power restoration.  6.1.5.4 Coordination with State and Regional Government Agencies Pursuant to 220 CMR §19.03(4)(b), each electric distribution company, during an emergency event, shall provide  periodic reports to the Department and appropriate regional MEMA representatives that contain detailed  information related to emergency conditions and restoration performance for each affected city and town, and,  consistent with 220 CMR §19.03(4)(b). Sections VII.B.2.a. through VII.B.2.c. of the Department’s Revised ERP  Guidelines indicate periodic reporting requirements for electric distribution companies in communicating to the  Department and appropriate regional MEMA representatives, DOER personnel and/or their designee through the  distribution of Pre‐Event Stage Reports and Service Restoration Stage Reports.  During emergency events, the Massachusetts Emergency Management Agency (MEMA), based in the  Massachusetts Emergency Operations Center, directs and supports emergency preparedness and response  activities across the Commonwealth. Representatives of the MDPU and related state agencies may also be based  in the MEMA EOC during incident response. Following an emergency event and Eversource (Electric MA) ERP  activation that coincides with activation of the MEMA EOC, MEMA may request Eversource (Electric‐MA) to deploy  Eversource (Electric‐MA) Regulatory/ ESF12 (Emergency Support Function) Liaisons to various locations. The role  of the Eversource Regulatory/ ESF12 Liaison is to facilitate formal and informal two‐way communication between  Eversource (Electric‐MA) and MEMA.  During response to events that have affected Cape Cod, a Multi‐Agency Coordination Center (MACC) may be  established on Cape Cod to coordinate logistical resource support and public information. When requested by the  MACC, Eversource (Electric‐MA) will deploy a Community Liaison to the MACC to provide information and assist  in coordination efforts.  During an Emergency Event, the Regulatory Section communicates with representatives from the Department,  MEMA, DOER, and the other state agencies through various channels including but not limited to:   providing advance notice to the officials described above, establishing a dedicated line of communication  and providing restoration effort information during an Emergency Event,   designating staff to be posted at the MEMA operations center for the length of an Emergency Event;    receiving and processing calls from Department staff, MEMA personnel, Governor’s office, DOER and/or  their designees and providing frequent and timely feedback;    providing regular updates to Department staff, MEMA personnel, and/or their designees to discuss  Eversource (Electric‐MA)’s emergency response and restoration activities.     6.1.5.5 Post Event Communication with Local Government Officials After an emergency event is declared over, Eversource (Electric‐MA) ’s Community Relations Specialists will  communicate with all of the communities impacted by the event to determine if the officials in that community  were satisfied with Eversource (Electric‐MA) ’s response. Based on the feedback from those communities,  Eversource (Electric‐MA) may schedule face to face follow‐up meetings between those communities and various  Eversource (Electric‐MA) officials to discuss any issues that may have arisen during the response to the event.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 129 of 782 59 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 6.2 Operational Communications 6.2.1 Interoperability Communications interoperability allows EESCO personnel and their regional operations centers to communicate  within and across EESCO via voice, data, or video in real time, when needed, and when authorized.   Interoperability planning requires accounting for event response contingencies and challenges. EESCO  incorporates interoperability plans to include standard operating procedures (SOPs), technology, training and  exercises, and usage within the context of the stress and chaos of a major response effort.  6.2.2 Communications Equipment A variety of voice and data communications tools, processes, and equipment are used to support the EESCO and  regional response activities and tactical operations.    A summary of voice and data telecommunications equipment includes:  o Voice   Desk‐based landline telephones   Hand‐held mobile telephones   Push‐To‐Talk radios (base stations, mobile‐mounted, and hand‐held)   Satellite telephones   Hand‐held mobile telephones  o Data   Text message   Email on desk computers, laptops, and hand‐held devices   Network file access, file sharing  6.2.3 Reliability, Scalability, and Portability Communications and information systems are designed to be flexible, reliable, and scalable.   6.2.4 Incident Communications Tool The Incident Communications Tool is updated daily or as needed and includes incident‐specific contact  information for the Command and General Staff positions and for many of the Branch Directors and Group/Unit  Leaders within the various Sections. Contact information may include telephone (desk & mobile #s) and satellite  phone (if assigned). The Incident Communications Plan is distributed to Command & General Staff, Branch  Directors and Group/Unit Leaders as part of the IAP.    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 130 of 782 60 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 131 of 782 61 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 7 ADMINISTRATION AND FINANCE 7.1 General Policies 7.1.1 Appointment of Incident Commander The Vice President of Electric System Operations has been pre‐identified as the primary Incident Commander for  any ERP activation. Whenever the ERP is activated, the President of Eversource (Electric‐MA) will appoint the Vice  President of Electric System Operations to serve as the Incident Commander. In the event that the VP of Electric  System Operations is not available, the President may temporarily designate an alternate to serve the position of  Incident Commander.   7.1.2 Records and Reports As required by Commonwealth of Massachusetts 220 C.M.R. §19.00 et seq. Eversource (Electric‐MA) is required  to submit reports prior to a predicted emergency event and following activation of the ERP.  7.1.2.1 Pre‐Event Stage Reports During the pre‐event stage of a predicted emergency event that may cause activation of the ERP, Eversource  (Electric‐MA) submits information to MDPU, MEMA, and DOER daily at 5am and 5pm, or upon request by the  department, or when the Company changes Event Classification Type.  7.1.2.2 Service Restoration Stage Reports During the Service Restoration Stage, Eversource (Electric‐MA) provides periodic reports to MDPU, MEMA and  DOER that contain detailed information related to emergency conditions and restoration performance for each  affected municipality. The content and format of the reports, as well as the frequency of each report, have been  pre‐established by MDPU and are in these reports:    Service Restoration Stage Outage Report, Table A, every four hours.   Service Restoration Stage Crew Report, Table B, every eight hours.  7.1.2.3 Final Event Report Upon completion of a Type 1 or 2 Event, or following Type 3 if requested by MDPU, Eversource (Electric‐MA)   submits a consolidated, detailed report with supporting documentation to MDPU regarding Eversource (Electric‐ MA) restoration performance, including lessons learned, no later than 30 days following the completion of the  restoration and return to normal operations. The content and format is pre‐established in the Final Event Report.  7.1.3 Agreements and Understandings Significant emergency events and the resulting Event Classification Types 1, 2 or 3 require a massive amount of  resources (staff, equipment and supplies) in order to restore electricity in a safe and reasonably prompt manner.  When staffing requirements exceed the internal capacity, utility companies must reach out to neighboring utility  companies to request resources to supplement their normal compliment of crews. EESCO is a member of the  Edison Electric Institute (EEI), an association of shareholder‐owned electric companies that represent  approximately 70% of the U.S. electric power industry. EEI additionally has more than 80 international electric  companies and over 240 industry suppliers as members. Through its membership with EEI, EESCO participates in  a voluntary mutual assistance cooperative of electric utilities companies from Canada to Maryland. The  cooperative facilitates mutual assistance between members, where members provide crews, equipment and  expertise to other members following significant outages. Requests for assistance are initiated by individual  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 132 of 782 62 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute members who join conference calls to match requested resources with available resources. When resources at  member companies within the cooperative are insufficient to meet the demand, additional resources are  requested from neighboring cooperatives across North America. Copies of mutual assistance agreements and/or  any modifications of agreements will be filed with the Advance Planning and Training Report filed annually on  September 1st.        NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 133 of 782 63 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 8 ADVANCE PLANNING, TRAINING, AND EXERCISING Eversource (Electric‐MA)’s emergency preparedness program, based on a constant cycle of continuous  improvement activities, is designed to increase emergency preparedness and response readiness, resulting in the  safe and reasonably prompt restoration of service to its customers during an emergency event. Emergency  preparedness activities include, but are not limited to, planning, training, participating in exercises, attending  meetings with DPU staff, MEMA personnel, public safety officials, and maintaining updated lists of personnel and  entities that may assist in the Company’s restoration efforts.  Successful response to emergency events begins far in advance of the response restoration activities, requiring a  Company‐wide commitment to preparedness that is integrated into Eversource (Electric‐MA) daily operations,  not just during emergency events. Every employee is expected to participate in preparedness activities throughout  the year, including planning, training and exercise activities related to their assigned ERP role. This culture of  preparedness results in operational excellence during activation of the ERP Eversource (Electric‐MA) Emergency  Preparedness Cycle of Continuous Improvement.    8.1 Planning This ERP is reviewed and/or revised at least annually or more often as needed by Command and General staff,  Branch Directors, and subject matter/ technical experts in key functions. Revisions incorporate new or updated  information resulting from lessons learned during ERP activation or from exercises, based on updated information  and/or requirements from government agencies, or from best practices and/ or industry standards adopted.  8.2 Training Eversource (Electric‐MA)’s ERP program staff maintains the ERP‐related training database and coordinates ERP‐ role related training with the assistance of the EESCO Training Department. Training, drills and exercises are  designed and conducted to develop and improve the knowledge and skills of personnel assigned emergency  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 134 of 782 64 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute response activities, and to support the safe and reasonably prompt completion of all required actions during ERP  activations.  A large percentage of our employees’ ERP assignments are the same or very similar to the duties they perform  under their normal “Blue Sky” duties. Eversource (Electric‐MA) provides position‐specific training for personnel  whose storm duties differ significantly from tasks they normally perform on a regular basis. In addition to skill‐ based training related directly to their ERP assignment, the training includes ICS protocols for Command staff and  General staff in the ICC. ERP‐related training reports are maintained by the Eversource (Electric‐MA) Training  Department, including the type of training and training dates for each participating employee. Skill and role‐based  training includes hands‐on training in the associated computer‐based programs utilized in their ERP assignment.  Other skill‐based training includes but is not limited to the emergency positions of Damage Assessment Patroller,  Wire Guard, Low Voltage Service Crew, and Customer Group Call Center Customer Service Representative.   The Section Chiefs and Officers ensure that annual meetings are held by the Branch Directors, Group Managers  or Unit Leaders for employees assigned to their functional area and whose primary emergency assignment differs  from their blue‐sky position. The meetings review the processes related to employees’ primary emergency  assignment, employees’ completion of related training, tasks and tools associated with employees’ primary  emergency assignment, confirm that employees have been issued Personal Protective Equipment (PPE) required  to complete their primary emergency assignment, and review the obligation of all employees to report to work  when activated and that employees are aware of notification methods.  Training is conducted throughout the year and completed prior to August 1st. A detailed Training and Exercise  Report is submitted to DPU each year, prior to September 1.  8.3 Exercises Eversource (Electric‐MA) exercise program follows guidelines from the Homeland Security Exercise Evaluation  Program (HSEEP) developed by the Federal Emergency Management Agency. HSEEP doctrine is defined and  implemented using seven exercise types, broken into the categories of discussion‐based exercises and operations‐ based exercises. Discussion‐based exercises (including seminars, workshops, and tabletop exercises) are  commonly used to familiarize exercise players with current plans, policies, agreements and procedures, and to  develop new plans, policies, etc. Operations‐based exercises (including drills and functional exercises) are used to  validate and/ or evaluate plans, policies, procedures and training; to clarify roles and responsibilities, and to  identify resource gaps. Eversource (Electric‐MA) employs a variety of these exercise types based on the exercise  goals and objectives.   Discussion and operations based exercises are conducted each year based on a schedule that is developed and  approved by the ERP Command and General Staff organization on an annual basis. One exercise that takes place  every year simulates communication with outside agencies.  The goal of conducting exercises is to enhance training, improve familiarization, evaluate and/ or validate plans,  policies and procedures, increase capabilities, and practice skills in a no‐fault, risk‐free environment. Exercises are  specifically used for:    Improving individual and overall organizational performance,   Improving coordination and communication,   Testing and validating policies, plans, procedures, training, and equipment,   Identifying gaps in resources (both personnel and equipment),   Exercising the ICS principles and protocols,  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 135 of 782 65 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Identifying opportunities for improvement.    Exercises are utilized to identify opportunities for improvement in a variety of areas, including staffing, planning,  training and equipment/ resources. An After Action Review is conducted and Improvement Plan (AAR/ IP) is  developed after major exercises, identifying and prioritizing the opportunities for improvement and facilitating  further development of action steps based on the Improvement Plan. When completed, these Improvement Plan  items are incorporated into the ERP and related response tools. Additionally, Eversource (Electric‐MA) participates  in training exercises as directed by MEMA or the MDPU. The proposed exercise schedule may be altered or  modified based on the number and timing of actual emergency events to which Eversource (Electric‐MA) has  responded. The Company schedules annual exercises for employees who have assigned responsibilities during an  emergency event. ERP Type 2 and 1 emergency events, however, provide Eversource (Electric‐MA) with the similar  opportunities to evaluate readiness, and are followed by conduct of an After Action Review and development of  an Improvement Plan. Exercises are completed prior to August 1 each year, and a detailed Training and Exercise  report is submitted in the Advance Planning and Training Report filed annually on September 1st. These real‐world  events provide valuable learning opportunities, and the Lessons Learned from such events are incorporated into  the ERP and used to identify/ prioritize future planning, training and exercise activity.     In addition to ERP‐specific exercises, Eversource (Electric‐MA) conducts discussion‐based exercises to accomplish  a variety of objectives:   Table‐top exercises are conducted to validate the Company’s response to an emergency event that could  occur simultaneously with a loss of business continuity, a national emergency, or a pandemic incident.   8.3.1 Meetings with Public Safety and Municipal Officials During the first six months of each year the Company schedules workshops and meetings with State and local  public safety officials, tree wardens, local elected and appointed municipal officials and other appropriate  representatives of cities and towns in the service territory. Invitations are sent in advance, and the meetings are  held in‐person and/or online, both during the day and in the evening, providing multiple opportunities for invitees  to participate. Hosted by Community Relations and including a variety of Eversource representatives, the annual  meeting objectives include sharing information, updating Critical Facility lists, reviewing Eversource (Electric‐MA)  policies, etc. and are completed prior to August 1 each year.  Documentation of the meetings, such as presentations, attendance lists, meeting minutes, action items that result  from meetings, and status of each identified action item is submitted in the Advance Planning and Training Report  filed annually on September 1st.  8.4 Emergency Contact Information Eversource (Electric‐MA) maintains updated lists of contact persons for Emergency Events, including:   Eversource (Electric‐MA) personnel,   Mutual assistance companies and contractors,   Life Support Customers of record,   Critical Facilities,   Media: print, broadcast, social,   Hotels and catering companies,  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 136 of 782 66 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  State, county, and local elected/ appointed officials, law enforcement agencies, emergency management and  public safety agencies and personnel within Eversource (Electric‐MA) ’s service territory,   Other vendors.  These various lists are maintained in task‐specific software programs including Lotus Notes, Excel, Word, and  others. As examples, hotels and related vendor contact information is maintained in the ARCOS web application,  in an Excel spreadsheet, and in a Word document. Logistics vendor information is maintained in the Logistics Quick  Reference Guide, the Logistics ERP Manual, and in specific procurement lists. Contact lists include, but are not  limited to, the following information: contact persons, titles, addresses, phone numbers, and other data deemed  necessary. The Manager of Emergency Preparedness will certify annually in the Advance Planning and Training  Report that all contact information has been reviewed and updated. Any list will be provided to MDPU upon  request.  8.5 Personal and Employee Family Preparedness Each employee is responsible for ensuring that their own families are prepared for the challenges they may face  during prolonged outage, enabling the employee to fulfill their emergency response duties for Eversource  (Electric‐MA). Not only is this important to Eversource (Electric‐MA), but it also helps ensure that employees are  able to contribute to the successful restoration of customers by being able to carry out their responsibilities safely  and effectively. Throughout the year Eversource includes personal preparedness information and  recommendations in the daily electronic newsletter TODAY, distributed to all employees. The information and  recommendations are often based on preparedness communications disseminated by Ready.gov or by  RedCross.org, and are designed to empower the employees to complete preparedness actions and to find  additional information on the web. Messages have included:   Review your family emergency preparedness plan,   National Preparedness Month,   Now is a good time to review disaster plans,   Have a plan in case of hurricane,   What should you do if your vehicle hits a utility pole.  To ensure that employees are focused on the job at hand, the Company will, if possible, allow:   Employees time to ensure their family is safe,   Employees time to secure their homes from the weather,   Employees time to secure lodging for displaced family members.   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 137 of 782 67 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 9 PLAN DEVELOPMENT AND MAINTENANCE 9.1 Development Eversource (Electric‐MA) Emergency Preparedness Manager is responsible for development and maintenance of  this plan, with input from the Incident Commander and the General Staff/ Section Chiefs. Following annual review  and approval by the Incident Commander, a written copy of this plan will be disseminated to the appropriate State  and local government officials. Development of position‐specific job aids and/ or training materials, Section‐ specific standard operating procedures (SOPs), or other tactical guides will be the responsibility of the related  Section Chief.  9.2 Maintenance This ERP is a living document. As problems emerge, situations/environments change, gaps (resources, training,  planning, etc.) become apparent, and/or regulatory requirements change, this ERP must be modified and adapted  in order to remain useful and up to date.  9.2.1 Requirements The Emergency Preparedness Manager will maintain, distribute, and update the ERP. The Incident Commander,  Command Staff Officers, General Staff Section Chiefs, and other Eversource (Electric‐MA) subject matter experts  should recommend changes and provide updated information periodically (changes of personnel, facilities,  resources). Revisions will be forwarded to people on the distribution list.  Commonwealth of Massachusetts Statute 2009, c. 133, “An Act Relative to Public Utility Companies,” Section 85B,  requires that electric distribution companies submit annually on or before May 15th an ERP for review and  approval by the MDPU.  Eversource (Electric‐MA) will provide MDPU with one redline copy that highlights all changes and revisions, along  with one “clean” copy that shows all changes/ revisions as incorporated into the new ERP.  9.2.2 Review and Update The Section Chiefs are responsible for the regular and timely review and update of the ERP to ensure the ERP is  consistent with Eversource (Electric‐MA) goals, objectives and operational standards. An ERP Working Committee  represents the Incident Commander and the Sections Chiefs: Each Section‐specific work‐group will be comprised  of personnel from Departments throughout Eversource (Electric‐MA) that have functional responsibility for each  ICS Section, and are responsible to review and develop any updates to the existing Plan.  9.2.2.1 Review The ERP will be reviewed annually by Command and General Staff (Incident Commander, Command Officers,  Section Chiefs ) and by ERP staff. The Section Chiefs and their respective work groups meet on a monthly basis to  review their respective segments of the ERP that may need to be updated. In addition, a post ERP Incident debrief  meeting may generate items for the work group to evaluate and implement. If the Section Chiefs decide a change  in the ERP is warranted, the appropriate work group will be assigned the task to develop the change for submittal  to the Section Chiefs for approval.  The Working Group will incorporate all approved changes into the Plan documentation and assist Emergency  Preparedness in the delivery of the changes to all affected parties (i.e. Training, Equipment, Materials etc.)   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 138 of 782 68 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 9.2.2.2 Changes Changes should be made to the ERP whenever the document is no longer current. Changes may be needed:  1. When hazards, threats, consequences or risk areas change,  2. When the Concept of Operations for emergency events changes,  3. When departments that perform the emergency response functions are reorganized and can no longer  perform the emergency tasks identified in this document,  4. When notification and/or communications systems and/or procedures change,  5. When anticipated mutual assistance resources are no longer available,  6. When a training exercise or actual ERP activation reveals significant deficiencies in the existing ERP,  7. When state or federal planning standards for the document are revised.  9.2.2.3 Methods of updating the ERP 9.2.2.3.1 Plan Revision: A revision is a complete rewrite of an existing ERP that essentially results in a new document. Revision is advisable  when numerous pages of the document have to be updated, when major portions of the existing document must  be deleted or substantial text added, or when the existing document was prepared using a word processing  program that is obsolete or no longer available. Revised documents should be given a new date and require new  signature by the President.  9.2.2.3.2 Formal Plan Change: A formal change to the ERP involves updating portions of the document by making specific changes to a limited  number of pages. Changes are numbered to identify them and are issued to each person on the distribution list,  along with a cover memorandum that has replacement pages attached. The cover memorandum indicates which  pages are to be removed and which replacement pages are to be inserted in the document to update it. The  person receiving the change is expected to make the required page changes to the document and then annotate  the record of changes at the front of the document to indicate that the change has been incorporated into the  document. A change to a document does not alter the original document date; new signatures on the document  need not be obtained.    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 139 of 782 69 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 10 GLOSSARY Acronyms, Abbreviations, and Terms  Term Definition  AMR  Automated Meter Reading Technology  ARCOS Automated notification and resource management system. Currently used to send  alerts and notification calls to Eversource (Electric‐MA) ICS Command and General  Staff  ASU  Automatic Sectionalizing Unit  All Hazard  Approach  The process of addressing common operational functions and tasks to be included in  a Basic Plan and its Annexes regardless of the hazard or threat.   Assumptions  (Preparedness)  Operationally relevant parameters expected and used as a context, basis, or  requirement for the development of response and recovery plans, processes, and  procedures.   Assumptions  (Response)  Operationally relevant parameters for which, if not valid for a specific event’s  circumstances, the Emergency Response Plan (EOP) provided guidance may not be  adequate to assure response success. Alternative methods may be needed.   AWC Area Work Center – a facility owned and operated by Eversource (Electric‐MA),  houses and supports field restoration crews and support staff.  Business  Continuity  A set of activities that identifies potential impacts that threaten an organization and  provides a framework for building resilience with the capability for an effective  response that safeguards the interests of its key stakeholders, reputation and value  creating activities.  Capability  The ability to achieve a specific outcome with an applicable combination of planning,  organization, resources, and trained and exercised personnel.  Emergency  Management and Business Continuity capabilities are those that are needed  collectively to prepare for, respond to, and recover from events with the potential of  impacting operational and business functions of the company.  Capabilities‐ Based Planning  Planning, performed under uncertainty, to provide capabilities suitable for a wide  range of threats and hazards while working within an economic framework that  necessitates prioritization and choice. Capabilities‐based planning addresses  uncertainty by analyzing a wide range of scenarios to identify required capabilities.  Chain of  Command  An orderly line of authority within the ranks of an incident management organization.  Check‐In  The process necessary to receive and begin accounting for incoming external  resources to enable them to safely and effectively participate in emergency  restoration activities.  Checklist Written guideline of actions to be taken by an individual or organization meant to aid  memory rather than provide detailed instruction.  CGCC Customer Group Call Center  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 140 of 782 70 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  Circuit‐Based  Strategy  Method of damage restoration where crews are decentralized and assigned full  responsibility for restoration and management of individual circuits. Appropriate for  major events (typically Type 3, 2 or 1).  Contractors of  Choice  External line contractors who work on the Eversource system on a regular basis and  are familiar with Eversource safety procedures and operational protocols.  Command  Positions  Those Key Positions that report to and provide direct support to the Incident  Commander, direct and coordinate the Company’s emergency response efforts within  a geographic subdivision of the Company’s service territory, and/or oversee  operational or functional categories. Titles for Command Positions may include  Section Chiefs, Officers, District Commanders, or Branch Directors.  Community  Liaison (a.k.a.  Municipal or  Town Liaison)  Person assigned as a direct contact with officials of an individual municipality to  ensure the needs and requests of the municipality are appropriately communicated  to the Operations Section.  Community  Priority  During Restoration Stage activities as part of a Type 3, 2, or 1 event, communities may  request that response to/ restoration of a Critical Facility, an FPS2/ FPS3 incident, or  a LSC receive higher response priority as a Community Priority.  Company Eversource (Electric‐MA). An investor‐owned electric distribution utility conducting  business in the Commonwealth of Massachusetts.  Critical Facility A building or structure where the loss of electrical service would result in the  disruption of a critical public safety or life sustaining function.  Examples include acute  care hospitals, 911 dispatch centers, police and fire stations, emergency operations  centers, water pumping and sewer treatment stations.    CSR Customer Service Representative  Damage  Assessment  Organized approach to determining the extent of the damage following an outage  event.  Involves an initial overall rapid assessment followed by a detailed assessment.   Critical for determining the resources, equipment, and materials needed for  restoration, and for determining the Estimated Time for Restoration(ETR).  Decentralization A method used to optimize the use of available resources by delegating certain  response authority and system control to specific geographic areas.  Demobilization Planned and orderly restoration back to normal operations at the closing stages of an  emergency event.  Disaster  An occurrence of a natural catastrophe, technological accident, or human‐caused  event that has resulted in severe property damage, deaths, and/or multiple injuries  and exceeds the response capability of the local jurisdiction and requires State, and  potentially Federal, involvement.  District Refers to a geographic area supported and serviced by an Area Work Center typically  composed of one or more municipalities  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 141 of 782 71 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  DOE U.S. Department of Energy, the federal agency responsible to lead national efforts to  modernize the electric grid; enhance security and reliability of the energy  infrastructure; and facilitate recovery from disruptions to energy supply.  DOT Department of Transportation. Federal and state agencies. State agencies in CT, MA  and NH responsible for the development and operation of highways, railroads, mass  transit systems, ports, waterways and aviation facilities.  EEI  Edison Electric Institute, an association of shareholder‐owned electric companies that  represent approximately 70% of the U.S. electric power industry.    EAD Environmental Affairs Department  Electrical Hazard Situation with the potential for personnel to come in inadvertent contact with  energized equipment or facilities.  Emergency  Any event, whether natural or manmade, that requires responsive action to protect  life, property, and/ or operational capacity.  Emergency  Coordination  Team (ECT)  An Eversource entity that functions as a Multi‐Agency Coordination System (MACS)  and is established to monitor, and when needed, support coordination for event  prioritization, critical resource allocation, communications systems integration, and  information dissemination between Eversource Service Company and the Eversource  regions.  Emergency Event An event (or incident), either naturally‐caused or human‐caused, where widespread  outages or electrical service interruptions have occurred in the service area of the  Company due to storms or other causes beyond the control of the Company. An  emergency event is classified as a Type 3, 2, or 1 in the ERP.  Emergency Job  Position  The temporary assignment a person assumes during the course of an emergency  event.  During an emergency event, a person’s Emergency Job Position becomes his  primary responsibility until released by the IC.  EOC/ Emergency  Operations  Center  The physical location at which the regional coordination of information and resources  to support event management and restoration operation activities takes place.   ERP Emergency Response Plan: A comprehensive plan that provides the concept of  operations for response to emergency situations and other extraordinary events  consistently and effectively.    ERP/Storm Role The temporary assignment assumed by an Eversource (Electric‐MA) employee during  the course of an emergency event.  During an emergency event, a person’s storm role  becomes his primary responsibility until released by the Incident Commander.  ES or EESCO Eversource Energy Service Company. New England's largest utility system serving  more than 3.6 million electric and natural gas customers in Connecticut,  Massachusetts and New Hampshire   ESO  Electric System Operations  ETA Estimated Time of Arrival  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 142 of 782 72 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  ETR Estimated Time for Restoration  Event 0F 1  An occurrence, natural or human‐caused, that will require or has the potential to  require an emergency response triggering the activation of the ERP.  NOTE: This definition differs slightly from the NIMS definition.  Event ETR An estimate of the time required to restore customers associated with a specific event  or trouble spot.  Event  Classification  Type  A multi‐level scale (generally five levels with Type 1 being the most severe and Type  5 the least) that provide specific criteria (triggers) used by decision makers to  categorize emergency events and ensure the appropriate resources and response.    Event‐Based  Strategy  The basic method damage restoration based on addressing individual incidents of  damage from a centralize perspective.  Appropriate for smaller scale events.  Executive  Oversight Group  (EOG)  An Eversource entity established by Company Officers to provide, as needed, strategic  guidance and decisions to the Emergency Coordination Team during response to  emergency events impacting one or more Eversource regions.    FEMA Federal Emergency Management Agency.  The federal agency responsible to  coordinate the federal government's role in preparing for, preventing, mitigating the  effects of, responding to, and recovering from all domestic disasters, whether natural  or man‐made, including acts of terror.  FERC Federal Energy Regulatory Commission. The federal agency that regulates the  interstate transmission of natural gas, oil, and electricity. FERC also regulates natural  gas and hydropower projects.  FPS (see also  Priority 1/ 2/ 3  Calls)  Fire Police Standby.  Designation used to prioritize the response importance of these  calls:  FPS1 (highest priority), FPS2, FPS3. Also referred to as Priority One, Two or Three  Calls.  GATOR  Graphical Analysis Tool for Outage Restoration  GIS  Geo‐spatial Information Systems  Global ETR An overall estimate of the number of days required to restore 99% of the customers  in a widespread outage event.  IAP Incident Action Plan.  Includes the overall incident objectives and strategies  established by the Incident Commander.  The Planning Section is responsible for  developing and documenting the IAP.  IC/ Incident  Commander  The individual, appointed by the Company’s senior executive management, who has  overall responsibility for the Company's response to an emergency event.    1In this document, MA Electric uses the term “event” to refer to both an “event” or an “incident”.  The term “incident”  continues to be used where it is an industry accepted part of a title, name, or term, e.g., Incident Commander, Incident Action  Plan, etc.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 143 of 782 73 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  ICC Incident Command Center.  The primary location where Command and General Staff  are deployed and where Strategic and overall tactical operational decision‐making  occurs. Also, where system‐wide coordination of information and resources to  support incident‐management activities takes place.   ICS Incident Command System.  Refers to the coordinated and collaborative incident  management system specifically designed and made a part of the NIMS under the  FEMA.  ICS enables effective, efficient incident management by integrating a  combination of facilities, equipment, personnel, procedures, and communications  operating within a common organizational structure, designed to aid in the  accomplishment of tactical objectives and the management of resources during  incidents.  ICS Command  Staff  Incident management personnel who work directly with the Incident Commander to  manage situational circumstances involved in event preparation and restoration,  including the Communications Officer, Liaison Officer, Human Resources Officer and  Safety Officer  ICS General Staff Incident management personnel who work directly with the Incident Commander to  manage the major functional elements of event preparation and restoration,  including the Operations Section Chief, Planning Section Chief, Logistics Section Chief  and Finance & Administration Section Chief.   ICS Organizational  Level  the various levels of operation that a Company may use during an Emergency Event,  typically including system level, district/regional level, branch level and  decentralized/substation level  Incident 1  An unexpected occurrence or event, natural or human‐caused, which requires an  emergency response to protect life, property, and/or operational capacity or business  reputation.  NOTE: This definition differs slightly from the NIMS definition.  IMT Incident  Management  Team  The organizational entity used to fulfill the roles and responsibilities of an event  specific Incident Command System (ICS) of an Eversource region.  It is responsible for  managing the operational, logistical, planning, safety, fiscal, and local community  issues related to an emergency event that impacts the Company.    IVR  Interactive Voice Response  IT Information Technology (computer, voice, data, telecommunications services)  Joint Information  System (JIS)/ Joint  Information  Center (JIC)  A JIS is a structure that integrates event information and public affairs into a cohesive  organization designed to provide consistent, coordinated, accurate, accessible,  timely, and complete information during crisis or event operations.  A Joint Information Center (JIC) is the facility / location established to coordinate all  event‐related public information activities. It is the central point of contact for all  news media.   kV a unit of potential equal to a thousand volts  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 144 of 782 74 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  Key Functions the seven functions enumerated in the ERP Guidelines that each Company must fulfill  during an Emergency Event, including service restoration, environmental response,  worker health and safety, customer communications, communication with  government officials, logistics and field support, and finance and administration  Key Positions the positions established and identified by a Company in its ERP that are responsible  for overseeing, at each ICS Organizational Level, Key Functions during an Emergency  Event  Liaisons A form of communication for establishing and maintaining mutual understanding and  cooperation.  Liaisons are individuals who maintain relationships and communicate with other  entities critical to successful event response.  LSC/ Life Support  Customers  Also referred to as medical priority customers. Those customers who have a medical  condition necessitating electric service.   Line Crew Electrical system workers who are able to make repairs to the electrical system to  restore power.  A typical crew is made up of two workers, with the exception  Troubleshooters who are usually a single person unit.  Logistics Procurement, maintenance, distribution, and replacement of personnel and material  necessary to manage a restoration effort.  LSP Licensed Site Professional. Manages and directs the operations of a spill location  M&C Maintenance and construction: functions that occur on the Eversource (Electric‐MA)  system during normal operations.  MACC Multi‐agency Coordination Center: the physical location where representatives from  multiple agencies and facilities gather to coordinate information, regional resource  needs, and response efforts on a regional level and to relay state‐supported resources  and information.  MCP Massachusetts Contingency Plan. Mass Department of Environmental Protection’s  plan regarding the assessment and remediation of spills and releases of oil and  hazardous materials.  MDPU Massachusetts Department of Public Utilities  MEMA  Massachusetts Emergency Management Agency. The Commonwealth of  Massachusetts agency responsible for coordinating federal, state, local, voluntary and  private resources during emergencies and disasters.  Mitigation Activities providing a critical foundation in the effort to reduce the loss of life and  property from natural and/or manmade disasters by avoiding or lessening the impact  of a disaster and providing value to the public by creating safer communities.   Mobilization The process of deploying resources and equipment for an incident response.  Municipal Liaison See Community Liaison  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 145 of 782 75 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  Multi‐Agency  Coordination  (MAC)  A process that allows all levels of incident response organizations and disciplines to  work together more efficiently and effectively by coordinating response activities to  prioritize the event demands for critical or competing resources.  Multi‐Agency  Coordination  Center (MACC)  The physical location where representatives from multiple agencies and facilities  gather to coordinate information, regional resource needs, and response efforts on a  regional level and to relay state‐supported resources and information.  Mutual  Assistance/  Mutual Aid  Human and equipment resources acquired on a short term basis for purposes of  reducing the outage duration during an emergency event.  Characterized by reciprocal  relationships with other utilities and contractors to provide help when available and  receive help when needed.  Mutual Assistance  Agreement  An agreement between the Company and other electrical companies, both inside and  outside the Commonwealth of MA, that details the specifics for obtaining or lending  resources, including, but not limited to, material, equipment, and qualified personnel,  when internal resources are not sufficient to ensure the safe and reasonably prompt  restoration of electrical service during an emergency event.  NAMAG North Atlantic Mutual Assistance Group  NEMAG  Northeast Mutual Assistance Group  NERC North American Electrical Reliability Corporation.  A not‐for‐profit entity whose  mission is to ensure the reliability of the bulk power system in North America by  developing and enforcement of reliability standards for transmission systems.  NIMS  National Incident Management System.  Developed by Federal Emergency  Management Agency to enable federal, state and local governments to prevent,  protect against, respond to, recover from, and mitigate the effects of emergency  events or incidents.  National  Response Event   (NRE)  An industry wide National Response Event is a natural or human‐caused event that is  forecasted to cause or does cause widespread power outages impacting a significant  population or several regions across the U.S. and requires resources from multiple  Regional Mutual Assistance Groups.  When an NRE is declared, all available  emergency restoration resources (including contractors) are pooled and allocated to  participating utilities in a safe, efficient, transparent, and equitable manner without  regard to RMAG affiliation.  NRF National Response Framework. Published by U.S. Department of Homeland Security.  A guide to how the Nation responds to all types of disasters and emergencies  published by U.S. Department of Homeland Security  NWS  National Weather Service. A component of the National Oceanic and Atmospheric  Administration (NOAA), an Operating Unit of the U.S. Department of Commerce,  responsible for providing weather, water, and climate data, forecasts and warnings  for the protection of life and property and enhancement of the national economy.  OH  Overhead electric lines  OHM Oil and Hazardous Material  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 146 of 782 76 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  OMS  Outage Management System. Network computer application to identify and track  electrical service interruptions and locations.  Operational  Period  The period of time scheduled for execution of a given set of actions as specified in the  Incident Action Plan.    Order Based  Restoration  Typically limited to small or moderate events, the Company manages resources and  work based on individual OMS jobs dispatched to crews one order at a time.   OSHA Occupational Safety and Health Organization  Post‐Event Stage The period of time immediately following restoration of service to all customers after  an Emergency Event. Also known as Post‐Emergency Event Stage  Pre‐event Stage The period of time between when 1) the Company first identifies an impending or  predicted emergency event, and 2) when the emergency event first causes damage  to the Company’s system resulting in service interruptions.  Also known as Pre‐ Emergency Stage  Preparedness Actions that involve a combination of planning, resource preparation, training,  exercising, and organizing to build, sustain, and improve incident response  operational capabilities and capacity. Preparedness is the process of identifying the  personnel, training, and equipment needed for a wide range of potential events and  developing jurisdiction‐specific plans for delivering capabilities when needed for an  event.  Priority One Calls  (See also FPS  Calls)  Emergency notifications from municipal officials regarding downed wires and utility  equipment that are life threatening in nature or pose imminent danger. Also referred  to as FPS1 calls.  Priority Two Calls  (See also FPS  Calls)  Emergency notifications from municipal officials regarding downed wires and utility  equipment that pose a hindrance to emergency operations. Also referred to as FPS2  calls.  Priority Three  Calls  (See also FPS  Calls)  Emergency notifications from municipal officials regarding downed wires and utility  poles that pose a non‐life threatening emergency hazard. Also referred to as FPS3  calls.  Readiness  Conditions  A series of four standardized conditions of readiness that coincide with specific  activities that are performed at the company for a potential or actual event or an  event based on specific warning criteria and conditions.  Region Refers to a geographic area supported and serviced by one of the regional Emergency  Operations Center. A region is composed of one or more Area Work Centers, each  supporting/ servicing multiple municipalities  Response Immediate actions to save and sustain lives, protect property and the environment,  and restore basic operational capacity and business functions. Response also includes  the execution of plans and actions to support short‐term recovery.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 147 of 782 77 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  Resource  Management  A system for identifying available resources at all jurisdictional levels to enable timely,  efficient, and unimpeded access to resources needed to prepare for, respond to, or  recover from an event, including mutual aid and assistance agreements; and resource  mobilization protocols.  Recovery The development, coordination, and execution of service and site restoration plans;  the reconstitution of government operations and services; individual, private sector,  nongovernmental, and public assistance programs to provide housing and to promote  restoration; long‐term care and treatment of affected persons; additional measures  for social, political, environmental, and economic restoration; evaluation of the event  to identify lessons learned; post‐event reporting; and development of initiatives to  mitigate the effects of future events.  Restoration Actions taken to restore transmission and distribution systems (electric and gas) to  normal operating condition.  RMT Restoration Management Team. Typically consisting of an RMT Operations  Coordinator, a System Operator, and one Modeler  RRMT Remote RMT. Established to facilitate more effective management of restoration  activities and is deployed to the area of devastation to establish a local Command  Post.    Scalability The ability to efficiently and effectively expand or contract the level of response to an  event while maintaining the basic ICS principles.  DTN The primary private weather service used by Eversource (Electric‐MA)  Service Workers  (Crews)  Qualified electrical workers who can safely assess, make safe, repair, or replace  electrical services to customers.  Service  Interruption  The loss of electrical service to one or more customers connected to an electric  distribution company’s distribution system.  Service  Restoration Stage  The period of time immediately following the emergency event, during which the ERP  is activated and restoration operations are occurring and ending when service is  restored to all customers.  SCADA  Supervisory Control and Data Acquisition.  A computerized system used to monitor  and control flow of electricity across the network.  Scalability The ability to efficiently and effectively expand or contract the response to an event  while maintaining the basic ICS principles.  Service  Interruption  The loss of electrical service to one or more customers.  Service  Restoration Stage  The period of time between when an Emergency Event first causes damage to the  system (resulting in Service Interruptions), and the time when service is restored to  all customers.  Staging Area Temporary location, strategically located within the operational territory, set up to  receive, hold, and dispatch mutual aid crews and other contractors (generally line and  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 148 of 782 78 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Term Definition  tree crews) during emergency events.  Staging Areas are pre‐established locations,  scalable in size, and generally provide for a variety of logistical services and support.  System  Operations  Center (SOC)   The normal work location for the Distribution System Operators and controllership of  the Distribution system.    T&D  Transmission and Distribution  Task Force A group of varied resources with common communications and a leader that may be  pre‐established and sent to an incident or formed at an incident.  Transfer of  Command  The process of moving the responsibility for incident command from one Incident  Commander to another.  TS  Trouble Shooter  Trouble Spot An individual instance of damage during an emergency restoration.  Underground  Crew   Underground splicers that are able to repair the electrical system to restore power; a  single crew consists of two workers.  UG  Underground Electrical System  Unity of  Command  The concept by which each person within an organization in an emergency event  reports to one and only one designated person. Open communication in any  necessary direction is expected and encouraged; however, direction for tactical  actions is limited to a single supervisor. The purpose of unity of command is to ensure  unity of effort under one responsible commander for every objective.  Vegetation  Management  Actions taken to manage vegetation that interferes with or has the potential to  interfere with electrical system components: poles, wires, transformers, etc.  Wire Guard Personnel deployed to stand by at a location in response to FPS2 or FPS3 call  XFMR  Transformer  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 149 of 782 79 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 11 AUTHORITIES AND REFERENCES 11.1 Regulatory Requirements The ERP is designed to comply with and will not supersede or contradict any requirement or regulation  proscribed by state and federal regulatory authorities including, but not limited to:  Massachusetts Department of Public Utilities (MDPU)  Occupational Safety and Health Administration (OSHA)  U.S. Department of Energy (DOE)  Federal Energy Regulatory Commission (FERC)  North American Electric Reliability Corporation (NERC)  In accordance with M.G.L. c. 164, § 85B, Eversource (Electric‐MA) will submit its ERP to the MDPU for review  and approval no later than May 15 of each year.  Eversource (Electric‐MA) will also distribute a copy of the  ERP to each municipality within its electric service area annually.  11.2 References  Federal Emergency Management Agency, Comprehensive Preparedness Guide 101: A Guide for All‐Hazard  Emergency Operations Planning   Homeland Security Exercise and Evaluation Program (HSEEP) 2013   U.S. Department of Homeland Security, National Incident Management System  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 150 of 782 80 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 12 RECORD OF CHANGES Change # Chapter Number/Summary of Changes Date Posted Posted By  1 Comprehensive Plan Revision 05/15/2013 Richard Tobin  2 Revisions made for plan approval. 12/02/2013 Richard Tobin  3 Plan Revisions for uniformity, flexibility and scalability.   5/15/2014 Richard Tobin  4 Comprehensive Plan Revision to consolidate Eversource  (Electric‐MA) East and Eversource (Electric‐MA) West,  and to reflect name change to Eversource.  5/15/2015 Richard Tobin  5 Revision 1 – added municipalities in western MA to the  Record of Distribution list.  8/27/2015 Richard Tobin  6 Plan revisions: Org charts and related Attachment As 5/15/2016 Richard Tobin  7 Updated chapter 6.2.4 Communications Flowchart 8/24/2016 Richard Tobin  8 Plan revisions: added Attachment As; minor revisions 5/15/2017 Richard Tobin  9 Executed changes required in the Order in D.P.U. 17‐ ERP‐10; merged MA East and MA West references into  MA; merged Event Classification tables and made minor  changes to event Types; added Community Relations  Process Overview; minor revisions/ corrections overall;   5/15/2018 Richard Tobin  10 Minor changes to Liaison, Communications, and Safety  chapters;  Minor change to Operations Section org chart  and to corresponding Position Description of Deputy  Operations Section Chief;  Minor corrections to  Community Task Force related position descriptions;   Added Position Descriptions for Community Portal Unit  Leader and Community Portal Specialist;  Minor changes  to the Officers and Section Chief Position Descriptions  5/15/2019 Dan Piche  11 Terms of Event Type, Event Level, and Event  Classification now consistently Event Classification Type  throughout document; Added Chapter 2.11.7.4 Public  Safety Services Responding to an Eversource Emergency  Event; Split role of Regulatory & Government Affairs  Unit Leader to two positions and elevated Regulatory to  Officer level position, Chapter 14.1.6; Changed  Command & General Staff org chart to reflect  Regulatory Officer position; Modified Liaison Officer  role, moving some responsibilities to Regulatory Officer  and changed Liaison Officer org chart; New Chapter  3.2.1.7 Regulatory Officer and org chart; Corrected  5/15/2020 Dan Piche  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 151 of 782 81 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Planning Section Chief org chart; Corrected Logistics  Section Chief org chart;  Chapter 6.2.4 modified  Communications and Info flow chart to reflect new  positions and org structure; Chapter 14.1.4 modified  Liaison Officer Job Description; Deleted 14.1.5.1  Regulatory and Government Affairs Unit Leader,  creating 14.1.5.3 Government Affairs Liaison position;  Modified MEMA Liaison and renamed to 14.1.6.3  Regulatory / ESF12 Liaison; Created new 14.1.5.3  Government Affairs Liaison position; 14.1.6.2  Regulatory Liaison renamed Regulatory Specialist, with  modified Job Description  12 Added Vision and Mission in chapter 1. Changed  abbreviation FPS from Fire/ public safety to Fire Police  Standby, and added definitions to FPS1, FPS2, FPS3; to  chapters 3.0 and 14.0: Added Public Safety Section  Chief; 3.2.1 Corrected ERP Type charts ‐Typical Response  Organization; Revised Command & Gen Staff Org chart  with addition of Public Safety Section Chief; 3.2.2 made  corrections under General Staff descriptions; 3.2.2.1  Operations Section Chief. Revised org chart removed  CTF Branch; 3.2.2.2 New subchapter for Public Safety  Section description/ org chart; 3.2.2.3 Planning Section  Chief – revised org chart in Forecasting Branch and  added/ deleted position descriptions; 6.1.5.4  corrections to terminology regarding ESF12 Liaison;  3.2.1.7 added Utility Liaison under Regulatory Officer,  and job description in 14.1.6.3.  5/15/21 John Burnap  13 3.2.1 Updated Command Staff Organizational Chart to  include Emergency Operations Center (EOC) Officer;  3.2.1.2 Added EOC Officer description to Section 3.2  Organization and Responsibilities; 3.2.1.4 Updated  organizational chart for Communications Officer to  reflect new organization of positions and titles, 3.2.1.8  Removed Utility Liaison from Regulatory Officer  Organizational chart; 3.2.2.1 Updated Operations  Section Chief Organizational Chart to include Utility  Liaison and Underground Group; 3.2.2.2 Updated Public  Safety Section Organizational Chart to show all regional  Unit Leaders, Coordinators, and Supervisors; 6.1.5.2  updated Community Portal to Municipal Hub and  replaced Community Portal references to Municipal  Hub; 14.1.2 Added EOC Officer Position and Function  Description and Checklist; Deleted Community Portal  Unit Leader and Community Portal Specialist Function  Descriptions and Checklists; 14.1.8.1 Updated  Functional Description title from Assistant  5/15/22 Ari Winograd  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 152 of 782 82 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Communications Officer – Customer Interaction Center  to Assistant Communications Officer Customer Group;  14.1.7.4 Deleted Procedure: ERP Incident Preparation &  Initiation, Communications; 14.1.7.5 Deleted ERP  Communications Incident Initiation Meeting Agenda;  14.1.8.2 Deleted the position description for the  Assistant Communications Officer – Media; 14.1.8.3  Deleted the position description for the Assistant  Communications Officer – Corporate and Employee  Communications; 14.1.8.2 Added Communications  Specialist position description; 14.1.9.1 Updated direct  reports for Operations Section Chief; 14.1.9.23 Moved  Utility Liaison Function Description and Checklist under  Operations Section from Regulatory Officer; Deleted  ERAS from Glossary.  14 Section Title Description  1.6 Planning  Considerations  Alternate ICC  changed from  Southborough to  Westwood  2.11.5.4 Circuit‐Based  Operations  Management  Updated org chart  to reflect new RMT  position  2.11.7.3  FPS1,2,3 Wires  Down and  Reporting Tool  Updated language  to reflect language  in D.P.U. 14‐72‐A  Revised ERP  Guidelines and  Attachments  3.2.1 Command Staff Updated the Org  Chart to include  the Resource  Section  3.2.2 General Staff Added Resource  Section  to list of  key positions  responsible for  functions.  3.2.2.3 Planning Section  Chief  Replaced org chart  with updated  version excluding  Resource Tracking  Branch  3.2.2.4 Logistics Section  Chief  Replaced org chart  with updated  version excluding  Resource  Acquisition Branch.  Updated Section  Chief description.  5/15/23 Ari Winograd  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 153 of 782 83 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 3.2.2.5 Resource Section  Chief  Added position  title, description,  and org chart  6.1.1  Customer Group  Contact Center  (CGCC)  Added fourth  contact center in  Springfield, MA  14.1.5.8 Safety Officer  Annex  Added Safety  information for  WMA  14.1.5.5‐8 Safety Officer  Annex  Updated language  from “Do Not  Operate” and  “Red” Tag to  “Clearance” Tag  14.1.11.12 ‐15  Planning Section:  Resource  Tracking Branch  Deleted old  position titles and  descriptions for  branch ‐ replaced  by Resource  Management  Branch  14.1.13 Resource Section Added Resource  Section  14.1.13.1 Resource Section  Chief  Added Resource  Section Chief  position title and  description  14.1.13.10  Resource  Acquisition Unit  Leader  Added position  title and  description  14.1.13.11  Resource  Acquisition/Track ing Specialist  Added position  title and  description  14.1.13.12 External  Resource Field  Unit Leader  Updated position  description  14.1.13.13  External  Resource Field  Coordinator  Updated position  description  14.1.13.14 Crew Guide Updated position  description  14.1.13.16 ‐25  Resource Section  Procedures  Moved  procedures,  checklists, and  agendas related to  mutual assistance  from Logistics to  Resource Section  14.1.13  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 154 of 782 84 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.2  Resource  Management  Branch Director  Updated position  description  14.1.13.2  14.1.13.3  14.1.13.4  14.1.13.5  14.1.13.6  14.1.13.7  Resource  Acquisition  Branch Director  Resource  Acquisition Unit  Leader  Resource  Acquisition  Specialist  External  Resource Field  Unit Leader  External  Resource Field  Coordinator  External  Resource Crew  Guide  Moved Resource  Acquisition Branch  Director, Resource  Acquisition Unit  Leader, Resource  Acquisition  Specialist, External  Resource Field Unit  Leader, External  Resource Field  Coordinator,  External Resource  Crew Guide under  Resource Section  14.1.13.3  Resource  Management  Group Manager  Added position  title and  description  14.1.13.4  Resource  Acquisition/Track ing Specialist  Updated position  title and  description to  match new  combined role of  Resource  Acquisition and  Tracking  14.1.13.4  Resource  Management  Statistician  Added position  title and  description  14.1.13.5  Resource  Management  Unit Leader  Added position  title and  description  14.1.13.6  Resource  Management  Coordinator  Added position  title and  description  14.1.13.7  Resource  Management  Specialist  Added position  title and  description  14.1.13.8  Resource  Acquisition  Branch Director  Added position  title and  description  14.1.13.9  Resource  Acquisition  Group Manager  Added position  title and  description  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 155 of 782 85 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.10  RMT Operations  Modeler  Description  Updated position  title and  description to  match updated  role of Operations  Coordination  Support Specialist  14.2.2.7  Incident  Locations and  Facilities  Alternate ICC  location changed  from  Southborough to  Westwood      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 156 of 782 86 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 13 RECORD OF DISTRIBUTION Plan # Municipality Title Address City/ Town State Zip  1 Acton EM Director 472 Main Street Acton MA 01720  2 Acushnet EM Director 14 Thomas Street Acushnet MA 02743  3 Agawam EM Director 1000 Suffield St. Agawam MA 01001  4 Amherst EM Director 68 North Pleasant St. Amherst MA 01002  5 Aquinnah EM Director 65 State Road Aquinnah MA 02535  6 Arlington EM Director 112 Mystic Street Arlington MA 02474  7 Ashfield EM Director 412 Main Street Ashfield MA 01330  8 Ashland EM Director 70 Cedar Street Ashland MA 07121  9 Barnstable EM Director 1200 Phinney's Lane Hyannis MA 02601  10 Becket EM Director 557 Main St. Becket MA 01233  11 Bedford EM Director 10 Mudge Way Bedford MA 01730  12 Bellingham EM Director 10 Med Street Bellingham MA 02019  13 Bernardston EM Director 38 Church St. Bernardston MA 01337  14 Blandford EM Director P.O. Box 760 Blandford MA 01008  15 Boston EM Director One City Hall Sq., Rm 103 Boston MA 02201‐ 16 Bourne EM Director 24 Perry Avenue Bourne MA 02532  17 Brewster EM Director 1657 Main Street Brewster MA 02631  18 Brookline EM Director 350 Washington St Brookline MA 02445  19 Buckland EM Director 17 State Street Buckland MA 01370  20 Burlington EM Director 21 Center Street Burlington MA 01803  21 Cambridge EM Director 491 Broadway Cambridge MA 02138  22 Canton EM Director 22 Pleasant Garden Road Canton MA 02021  23 Carlisle EM Director 80 Westford Rd Carlisle MA 01741  24 Carver EM Director P.O. Box 580 Carver MA 02330  25 Chatham EM Director 249 George Ryder Road Chatham MA 02633  26 Chelsea EM Director 500 Broadway Chelsea MA 02150  27 Cheshire EM Director 80 Church Street Cheshire MA 01225  28 Chester EM Director 15 Middlefield Road Chester MA 01011  29 Chesterfield EM Director 422 Main Road Chesterfield MA 01012  30 Chilmark EM Director P.O. Box 119 Chilmark MA 02575  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 157 of 782 87 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Plan # Municipality Title Address City/ Town State Zip  31 Colrain EM Director 13 Main Rd. Colrain MA 01340  32 Conway EM Director 32 Main Street Conway MA 01341  33 Cummington EM Director 8 Fairgrounds Road Cummington MA 01026  34 Dalton EM Director 36 Chivers Drive Dalton MA 01226  35 Dartmouth EM Director 628 Dartmouth Street Dartmouth MA 02748  36 Dedham EM Director 26 Bryant Street Dedham MA 02026  37 Deerfield EM Director 8 Conway Street South Deerfield MA 01373  38 Dennis EM Director 90 Bob Crowell Road South Dennis MA 02660  39 Dover EM Director P.O. Box 265 Dover MA 02030  40 Duxbury EM Director P.O. Box 2824 Duxbury MA 02331  41 Eastham EM Director 2520 State Highway Eastham MA 02642  42 Easthampton EM Director 32 Payson Ave Easthampton MA 01027  43 Edgartown EM Director P.O. Box 208 Edgartown MA 02539  44 Erving EM Director 12 East Main St. Erving MA 01344  45 Fairhaven EM Director 40 Centre Street Fairhaven MA 02719  46 Falmouth EM Director 399 Main Street Falmouth MA 02540  47 Framingham EM Director 1 William Welch Way Framingham MA 01702  48 Freetown EM Director 25 Bullock Road East Freetown MA 02717  49 Gill EM Director 325 Main Rd. Gill MA 01354  50 Granville EM Director 707 Main Road Granville MA 01034  51 Greenfield EM Director 412 Main Street Greenfield MA 01301  52 Hadley EM Director 15 East Street Hadley MA 01035  53 Hancock EM Director P.O. Box 1303 Pittsfield MA 01202  54 Harwich EM Director 183 Sisson Road Harwich MA 02645  55 Hatfield EM Director 59 Main Street Hatfield MA 01038  56 Hinsdale EM Director P.O. Box 803 Hinsdale MA 01235  57 Holliston EM Director 59 Central St Holliston MA 01746  58 Hopkinton EM Director 73 Main Street Hopkinton MA 01748  59 Huntington EM Director 24 Russell Road Huntington MA 01050  60 Kingston EM Director 105 Pembroke Street Kingston MA 02364  61 Lakeville EM Director 346 Bedford Street Lakeville MA 02347  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 158 of 782 88 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Plan # Municipality Title Address City/ Town State Zip  62 Lanesborough EM Director 180 S. Main Street Lanesborough MA 01237  63 Lee EM Director 32 Main Street Lee MA 01238  64 Lenox EM Director 6 Walker Street Lenox MA 01240  65 Leverett EM Director 9 Montague Rd. Leverett MA 01054  66 Lexington EM Director 45 Bedford St Lexington MA 02420  67 Leyden EM Director 16 West Leyden Road Leyden MA 01301  68 Lincoln EM Director 169 Lincoln Road Lincoln MA 01773  69 Longmeadow EM Director 44 Williams Street Longmeadow MA 01106  70 Ludlow EM Director 574 Center St. Ludlow MA 01056  71 Marion EM Director 550 Mill Street Marion MA 02738  72 Marshfield EM Director 1639A Ocean Street Marshfield MA 02050  73 Mashpee EM Director 16 Great Neck Road, North Mashpee MA 02649  74 Mattapoisett EM Director 64 County Road Mattapoisett MA 02739  75 Maynard EM Director 195 Main Street Maynard MA 01754  76 Medfield EM Director 110 North Street Medfield MA 02052  77 Medway EM Director 315 Village Street Medway MA 02053  78 Middlefield EM Director 188 Skyline Trail Middlefield MA 01243  79 Millis EM Director 900 Main Street Millis MA 02054  80 Milton EM Director 114 Elm Street Milton MA 02186  81 Montague EM Director One Avenue A Turners Falls MA 01376  82 Montgomery EM Director 1699 Russell Road Montgomery MA 01085  83 Natick EM Director 20 East Central Street Natick MA 01760  84 Needham EM Director 88 Chestnut Street Needham MA 02192  85 New Ashford EM Director 199 Mallery Road New Ashford MA 01237  86 New Bedford EM Director 834 Kempton Street New Bedford MA 02740  87 Newton EM Director 1164 Centre Street Newton MA 02459  88 Norfolk EM Director 117 Main Street Norfolk MA 02056  89 Northfield EM Director 767 Mt. Hermon Station Road Northfield MA 01360  90 Oak Bluffs EM Director 21 Hudson Avenue Oak Bluffs MA 02557  91 Orleans EM Director 58 Eldredge Parkway Orleans MA 02653  92 Otis EM Director 1 North Main Street Otis MA 01253  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 159 of 782 89 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Plan # Municipality Title Address City/ Town State Zip  93 Pelham EM Director 2 South Valley Road Pelham MA 01002  94 Pembroke EM Director 172 Center Street Pembroke MA 02359  95 Peru EM Director 13 Greylock Circle Peru MA 01235  96 Pittsfield EM Director Pittsfield Fire Department Pittsfield MA 01201  97 Plainfield EM Director 38 North Central Street Plainfield MA 01070  98 Plymouth EM Director 44 Obery Street Plymouth MA 02360  99 Plympton EM Director 3 Palmer Road Plympton MA 02367  100 Provincetown EM Director 26 Shankpainter Road Provincetown MA 02657  101 Richmond EM Director 1529 State Road, Town Hall Richmond MA 01254  102 Rochester EM Director One Constitution Way Rochester MA 02770  103 Russell EM Director 162 Main Street Russell MA 01071  104 Sandisfield EM Director P.O. Box 90 Sandisfield MA 01255  105 Sandwich EM Director P.O. Box 1340 Sandwich MA 02563  106 Savoy EM Director 17 Center Road Savoy MA 01256  107 Scituate EM Director 149 First Parish Road Scituate MA 02066  108 Sharon EM Director 92 South Main Street Sharon MA 02067  109 Shelburne EM Director 52 Maple Street Shelburne MA 01370  110 Sherborn EM Director P.O. Box 277 Sherborn MA 01770  111 Shutesbury EM Director 42 Leverett Road Shutesbury MA 01072  112 Somerville EM Director 266 Broadway Somerville MA 02145  113 Southampton EM Director 8 East St. Southampton MA 01073  114 Southwick EM Director Southwick Emergency Management Southwick MA 01077  115 Springfield EM Director 1212 Carew Street Springfield MA 01104  116 Stoneham EM Director 6 Valdora Dr Stoneham MA 02180  117 Sudbury EM Director 77 Hudson Rd Sudbury MA 01776  118 Sunderland EM Director 105 River Road Sunderland MA 01375  119 Tisbury EM Director P.O. Box 1239 Vineyard Haven MA 02568  120 Tolland EM Director 135 North Trail Tolland MA 01034  121 Truro EM Director 344 Route 6 Truro MA 02666  122 Tyringham EM Director P.O. Box 442 Tyringham MA 01264  123 Walpole EM Director 972 Main Street Walpole MA 02081  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 160 of 782 90 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Plan # Municipality Title Address City/ Town State Zip  124 Waltham EM Director 27 Lexington St Waltham MA 02452  125 Wareham EM Director 2515 Cranberry Highway Wareham MA 02571  126 Washington EM Director 1214 Lover Lane Washington MA 01223  127 Watertown EM Director 99 Main St Watertown MA 02472  128 Wayland EM Director 38 Cochituate Rd Wayland MA 01778  129 Wellfleet EM Director 36 Gross Hill Road Wellfleet MA 02667  130 West  Springfield  EM Director 26 Central Street West Springfield MA 01089  131 West Tisbury EM Director P.O. Box 415 West Tisbury MA 02575  132 Westhampton EM Director 48 Stage Road Westhampton MA 01027  133 Weston EM Director 394 Boston Post Road Weston MA 02493  134 Westport EM Director P.O. Box 3470 Westport MA 02790  135 Westwood EM Director 580 High Street Westwood MA 02090  136 Whately EM Director 194 Chestnut Plain Rd. Whately MA 01093  137 Winchester EM Director 32 Mt. Vernon St Winchester MA 01890  138 Windsor EM Director 1890 Rt. 9, Ste 1 Windsor MA 01270  139 Woburn EM Director 124 Main St Woburn MA 01801  140 Worthington EM Director 509 Old Post Road Worthington MA 01098  141 Yarmouth EM Director 1 Brad Erickson Way W. Yarmouth MA 02673  142 MDPU Department  Secretary   5th Floor, One South Station Boston MA 02110  143 MEMA Operations  Manager  400 Framingham Road Framingham MA 01702  144 Verizon Business  Continuity &  Emergency  78 Smokebox Circle Stewartstown PA 17363     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 161 of 782 91 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14 FUNCTIONAL ANNEXES 14.1 Position and Function Descriptions and Checklists 14.1.1 Incident Commander A. Position Title: Incident Commander  B. Reports To: Organizational President   Direct Reports:  IMT Command Officers and General Staff Chiefs   Emergency Preparedness Specialist   IC Administrative Assistant  C. Position Duties and  Responsibilities:  The Incident Commander (IC) is responsible for the overall management of an  emergency event or incident and for establishing an Incident Management  Team.  Authority for the performance and direction of emergency actions is  delegated to the Incident Commander by the President or Senior Leader of the  applicable Eversource organization.  Pursuant to this delegation, the IC has the  authority to manage the overall emergency response for a specific geographic  area and is expected to provide periodic updates to the President or Senior  Leader of the respective organization.  Ensure adequate and effective  coordination among all functional areas involved in an event response.    D. Pre‐Event Preparations:  Monitor predicted events and collaborate with other organizational  personnel and, using information and guidance provided in the Eversource  All Hazards ERP and the applicable State ERP, assess the need to activate  the IMT    Determine whether a potential, forecasted, or actual incident meets the  criteria for activating an Incident Management Team and staffing an ICC  and/or EOCs   Inform the leadership team of the potential or actual requirement to  activate the IMT and what Command and General staff positions are  initially required to be activated based upon the actual or anticipated  Event Classification Type   Activate Command and General Staff as needed   Once activated, confirm that the Command and General Staff have verified  their staffing needs and the availability of required personnel   Oversee and ensure the potential resources required to respond to an  event, oversee the efforts to obtain the required resources, and ensure the  appropriate allotment of the available resources   Review and/or approve “leaning in” resource requests   Ensure appropriate notification and updates to external and internal  stakeholders and partners  E. Duties, Responsibilities, and  Actions During an Emergency  Event:    Establish the Event Classification Type and adjust the IMT staffing (ICC,  EOCs, and RMTs) as needed  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 162 of 782 92 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Support the development of the strategic objectives and provide  centralized and coordinated leadership of the overall emergency  restoration/ recovery processes   Collaborate with the Command and General staff to establish the  objectives and priorities for each Operational Period    Review external resources/resource support plans   Verify the implementation of Operational Periods and shift schedules    Verify that the safety and health of all Eversource employees, contractors,  and the public is incorporated into every aspect and decision pertaining to  the restoration efforts   Review restoration/ recovery progress    Periodically brief the organizational President or Senior Leader on  restoration/ recovery status and progress   Maintain communications with the IMT to ensure they understand current  and future planned actions, strategies, and tactics   Oversee the activities being performed for the addition of resources,  redeployment of resources, the release of resources for redeployment, and  the preparation of an overall demobilization plan   Lead IMT Command and General Staff meetings and conference calls   Review and assess all Situation Reports and pass information on the  Command and General Staff and the organizational President when  necessary   Ensure the Planning Section develops an Incident Action Plan (IAP) for the  next Operational Period, review, and approve the IAP   Collaborate with the Communications Officer to review and approve key  communications and messaging   Receive policy input from the President of the organization and delegate  responsibility and authority to members of the Command and General  staffs   Review and approve the IMT Demobilization Plan  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition   Direct After‐Action Review Process with key IMT ICC personnel    Participate in an After‐Action Review(s)   Review and confirm time frame of the emergency event   Instruct IMT to perform Post Event Activities  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Computer   Phone  Personal:  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 163 of 782 93 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 164 of 782 94 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.1.1 ERP Incident Command Pre‐Event Meeting Agenda Eversource Incident Management Team Pre-Impact Meeting Agenda   Incident:   Date:     Time:   Latest Weather Forecast  Safety Officer   Safety Message  Planning Chief   Situation Update  o Damage Prediction Models  o Event Classification Type Recommendation   System Status  o Off‐Schedules   Transmission    Substation   Distribution  o Scheduled work   Recalls   Key Resource Current Availability (ARCOS)  o Line Resources   Internal   Contractor/Mutual Aid  o Tree Crews  o Damage Assessment Patrollers  o Wire Guards  o Service Crews   Recommended Resource Requirements  Operations Chief   EOC Summary  o Staffing Plan  o EOCs    RMTs   Remote RMTs   Vegetation Coordinators   Overall Span of control  o Action Plans   Overall priorities & Objectives by region   # Crews dedicated to    Make Safe  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 165 of 782 95 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Community Priorities / Critical Facilities   Overall Restoration   o Logistical Issues  Public Safety Section   Deployment & Status  o # of RSO region => AWC  o # of Line Crews Region => AWC  o Number of Roads Cleared  o Number Remaining to Clear  Wire Guard and Service Ass’t Chief   Branch staffing  o Coordinators   Wire Guard Group Update  o Number of Wire Guards per Region   Service Crew Group Update  o Number of Crews (Ladder/Bucket) per Region  Liaison Officer   Community Liaison  o Municipal notifications   Key messages   Communities with Open EOCs   Staffing Plan  Regulatory Officer   PURA/Legislative  o Pre‐event notification   State EOC Concerns  Communications Officer   Emergency Briefing Sheet   Media  o Media Trending  o Social Media Update  Customer Group   Staffing Plan   Critical Customer Notifications  Logistics Chief   Staging/Receiving Areas   Material Management  o Shortages or Stock‐out  o Site Deliveries  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 166 of 782 96 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Fleet Services  o Fuel Plan  o Vehicle Requests    Environmental   Facilities   Food & Lodging  o Number of Hotel Rooms  o Food Plan  o Concerns  Resource Acquisition   Contractor/Mutual Aid Assistance  o Open requests and status   Vegetation   IT      Finance & Administration Chief   Financial and Cost Update  Human Resource Officer   Employee/Labor Issues  Incident Commander    ERP Classification Type Evaluation   Response Level Review   Demobilization  Summary of Open Issues & Events  Schedule for Next Meeting     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 167 of 782 97 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.1.2 ERP Incident Command Restoration Phase Meeting Agenda Eversource Incident Management Team Pre-Impact Meeting Agenda Incident:   Date:     Time:   Latest Weather Forecast  Safety Officer   Safety Message   Reported Incidents  Planning Chief   Situation Update  o Event Classification Type  o OMS Rule Set  o SCADA Mode  o Number of Events and Customers out   System Status  o Transmission Lockouts  o Substation Status  o Feeder Lockouts   ETR Performance  o ETR Summary & Adherence Global/By Town  o ETR Performance Report Out   Key Resource Staffing  o Line Resources   Contractor/Mutual Aid  o Tree Crews  o Damage Assessment Patrollers  o Wire Guards  o Service Crews   Damage Assessment Status  o Damage Assessment % Complete  o Damage Assessments Assigned  o Damage Assessments % Modeled  o Damage Summary   Broken Poles   Damaged Transformers   Primary/Secondary Spans Down   Services   Trees to Remove   Blocked Roads   Fire Police Calls  o FPS1 Total / Current / Mitigated  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 168 of 782 98 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute o FPS2 Total / Current / Mitigated  o FPS3 Total / Current / Mitigated   Critical Facilities  o Total affected  o Current Out  o Restored  Operations Chief   Events being worked and customer impact  o Top Five Largest Outages Projected ETR  o    EOC Summary  o Staffing Needs  o Action Plans   Overall priorities & Objectives by region   # Crews dedicated to    Make Safe   Community Priorities / Critical Facilities   Overall Restoration   o Logistical Issues  Public Safety Chief  o Deployment & Status   # of RSO region => AWC   # of Line Crews Region => AWC   Number of Roads Cleared   Number Remaining to Clear  Wire Guard and Service Ass’t Chief   Wire Guard Group Update  o Number of Wire Guards  o Deployed Wire Guards  o Number of Unassigned Events   Service Crew Group Update  o Number of Crews (Ladder/Bucket)  o Average Number of Jobs Completed per Crew  o Number of Unassigned Events  o Total Completed services   o Number of Jobs Referred to Line  Liaison Officer   Community Liaison  o Key Messages  o Municipal Concerns  o Blocked Road Issues  o Critical Facility Issues  o High Profile Customers  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 169 of 782 99 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Regulatory Officer   PURA/Legislative   State EOC Concerns  Communications Officer   Emergency Briefing Sheet   Website Messaging   Employee Messaging   Media Trending   Social Media Update  Customer Group   Customer Experience Issues?  If so, CX impact and workarounds?   Average Speed of Answer ‐ Customer Outage Reporting   Average Speed of Answer ‐ Fire & Police   Key Customer Outreach Status (e.g. single no‐lights; medical; 2x daily status updates for those  without power, etc.)  Logistics Chief   Staging/Receiving Areas   Material Management  o Shortages or Stock‐out  o Site Deliveries   Fleet Services  o Fuel Plan  o Vehicle Requests    Environmental  o Number of Oil Spills (Active/Total)   Facilities   Food & Lodging  o Number of Hotel Rooms  o Food Plan  o Concerns  Resource Acquisition   Contractor/Mutual Aid Assistance  o Open requests and status   Vegetation   Information Technology  Finance & Administration Chief   Financial and Cost Update  Human Resource Officer  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 170 of 782 100 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Employee/Labor Issues  Incident Commander    ERP Classification Type Evaluation   Response Level Review   Demobilization  Summary of Open Issues & Events   Schedule for Next Meeting     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 171 of 782 101 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.2 Emergency Operations Center (EOC) Officer A. Position Title: Emergency Operations Center (EOC) Officer B. Reports To: Incident Commander 1. Direct Reports: N/A C. Position Duties and Responsibilities: When activated, this position serves as the EOC Officer, ensuring coordination and communication between the key functional organizations within the EOCs (Operations, Public Safety, Planning, Logistics, and Liaison). This position reports directly to the Incident Commander, however, to maintain chain of command and unity of command, serves as a coordinator of the functional leads located at the EOC. Each of the functional leads continues to report to their Section Chief or Officer. The overall operational period objectives and priorities are set by the Incident Commander, with the specific tactics developed by the Section Chiefs and Officers and communicated through the formal chain of command. The EOC Officer ensures that the stated objectives are being implemented effectively and formal communication between the EOC functional areas are taking place to achieve the overall objectives. The EOC Officer identifies areas of concern, problem- solves, and runs issues down to completion. D. Pre-Event Preparations:  Ensure knowledge and understanding of the All Hazards Emergency Response Plan (ERP), the State ERP, and relevant procedures  Once activated, verify staffing and schedules of the EOC leadership positions: o Operations Branch Director o Public Safety Unit Leader o Planning Branch Director o Logistics Support Unit Leader o Liaison Unit Leader  In coordination with the Incident Command meetings, develop a schedule of formal EOC coordination meetings per operational period  Represent the Regional EOC on the Incident Command meetings  Obtain the Incident Action Plan (IAP) to ensure understanding of the approved objectives and priorities E. Duties, Responsibilities, and Actions During an Emergency Event:  Represent the Regional EOC at the Incident Management Team (IMT) meetings  Schedule EOC Management meetings with the EOC leadership: o Disseminate the IAP o Facilitate and coordinate communications between the branches o Ensure bonified priorities are being addressed, closed out, and communicated back to the originator o Identify emerging issues and develop mitigation strategies  Provide updates to the Incident Commander  Escalate issues to the IMT that cannot be resolved with local resources and available information F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s) NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 172 of 782 102 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the EOC Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: Regional EOC I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 173 of 782 103 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.3 Emergency Preparedness Specialist A. Position Title: Emergency Preparedness Specialist  B. Reports To: Incident Commander   Direct Reports: None  C. Position Duties and  Responsibilities:  The Emergency Preparedness Specialist maintains situational awareness of  potential threats to system infrastructure, including weather.  Responsible for  coordinating the ICC opening and closing, provides status reports, and updates  to the Incident Commander.  Supports the Incident Commander and other lead  roles within the IMT with advisory support to ensure the IMT is activated and  actions executed are consistent with ERP requirements.  D. Pre‐Event Preparations:  Ensures contact list of internal resources and their ERP assignments is  maintained   Monitors various weather services and other potential threats to the  service territory and provides situational awareness to the Incident  Commander   Under the direction of the Incident Commander initiates a notification to  Command and General Staff to convene a call/meeting to discuss the  potential threat or impact of an event   Facilitates ICC meetings   Follow and monitor the activation activities across all response sections   Initiates pre‐event reports/ communications to state, municipal, and  regulatory agencies consistent with the ERP   Prepare and provide situational reports and assist the IC as necessary   Ensure needed mutual assistance requests are being developed and  requested   Ensure event preparations are in compliance with the emergency response  plan    Deploy to the ICC as requested by the Incident Commander  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Schedule and facilitate the Incident Command Meetings   Ensure that the Incident Action Plan has been documented    Monitor, track and evaluate weather conditions and provide updates on  statewide conditions   Assist the Incident Commander with situational reports and data as  requested   Ensure restoration process is consistent with the emergency response plan   Initiates reports/ communications to state, municipal, and regulatory  agencies consistent with the ERP   Ensure lines of communications are open between phone and third‐party  attachment companies  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 174 of 782 104 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Coordinate After Action Review(s)   Collect event documentation from Planning Section  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Computer   Phone   GETS and WPS Account  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out       NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 175 of 782 105 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.4 Human Resource Officer A. Position Title: Human Resources Officer  B. Reports To: Incident Commander   Direct Reports: Assistant Human Resources Officer  C. Position Duties and  Responsibilities:  The Human Resources (HR) Officer provides support and advises the Incident  Commander on contractual and policy obligations regarding represented and  non‐represented employees.  The HR Officer serves as the primary resource to  field questions regarding concerns on staffing functions, compensation, labor  relations, and personnel issues.  The HR Officer is responsible for ensuring  adequate support services for employees, including direction regarding: payroll,  family benefit issues, and employee assistance programs for related concerns.    The position ensures annual meetings are held by the Branch Directors, Group  Managers or Unit Leaders for employees whose primary emergency assignment  differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment  Review employees’ completion of related training   Review tasks and tools associated with employees’ primary emergency  assignment  Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment  Review the obligation of all employees to report to work when activated  and that employees aware of notification methods D. Pre‐Event Preparations:  Deploy to ICC as directed, report to the Incident Commander and obtain a  briefing   Ensure employee assistance information is readily available   Ensure a retiree list of available resources is updated  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Following activation of the IMT, activate subordinate staff, as needed   Interpret the Company’s policies and procedures and provide advice and  guidance to the Incident Commander   Ensure that the Incident Commander is aware of any potential high‐risk  employee issues   Coordinate with employees and their families regarding personnel issues  related to the event.   Coordinate briefings between Incident Command and union leadership, as  needed   Monitor labor issues during event and keep union leadership appraised   Communicate to union leadership on demobilization activities  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition   Follow up on all Human Resource and employee incidents   Participate in an After‐Action Review(s)  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 176 of 782 106 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 177 of 782 107 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.4.1 Procedure: Human Resources Actions 1.0 – Purpose  1.1 This procedure describes the actions that are taken by Human Resources (HR) Officer in  response to varying Types of ERP activation.  2.0 – Responsibilities  2.1 The HR Officer is responsible for implementing this procedure.   3.0 – Precautions  None  4.0 – Prerequisites  4.1 The Incident Commander has activated the ERP or has directed preparation for a predicted ERP  event.  5.0 – Actions  5.1 The HR Officer participates in the ERP Incident Command Initiation Meeting and advises as to  the impacts on the declaration of an ERP.  When an ERP is declared the HR Officer will provide  for appropriate coverage for the emergency, on a 24‐hour basis if necessary.  5.2 HR Specialists  5.2.1 The HR Specialists assigned to the EOC will communicate/notify Union Leadership  (President, Business Agents) on the declaration of an emergency, the escalation and  de‐escalation Type(s) of the emergency and termination of an emergency, as well as  the use of foreign crews/outside contractors.  5.2.2 Provide counsel/recommendations for any employee/labor issues that arise.  5.2.3 Notify senior management of any significant employee/labor issues.  5.2.4 Provide clarification on applicable Human Resources policies and procedures and  work with Communications Team on appropriate dissemination of information during  an ERP.  5.2.5 Address specific employee situations that arise during a declared emergency.  6.0 –Attachments  7.0 –References    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 178 of 782 108 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5 Safety Officer A. Position Title: Safety Officer  B. Reports To: Incident Commander   Direct Reports: Safety Specialists  C. Position Duties and  Responsibilities:  The Safety Officer is responsible for the overall safety and health of all  personnel participating in an emergency event.  The Safety Officer ensures  necessary safety resources are available to support the emergency  response/recovery efforts.  Additionally, the Safety Officer reiterates  responsibility to all response/recovery personnel to stop unsafe acts.  The  Safety Officer is responsible for ensuring a safety orientation during the check‐ in process of all non‐Eversource personnel.   The Safety Officer is also  responsible for proper documentation of safety activities and regulatory  reporting.  The position ensures annual meetings are held by the Branch Directors, Group  Managers or Unit Leaders for employees whose primary emergency assignment  differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment   Review the obligation of all employees to report to work when activated  and that employees aware of notification methods D. Pre‐Event Preparations:  Ensure the staffing rosters for the Safety Officer’s staff positions are up to  date and ready to be used   Participate in pre‐event planning and operational conference calls and  meetings   Determine staffing needs based on the predicted or actual Event  Classification Type   Deploy Safety staff to various field locations as needed   Ensure safety briefings are provided for all internal and external crews who  work on restoration efforts and Safety Messaging Materials are available  for all personnel  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 179 of 782 109 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Provide regular reports and updates to Incident Commander   Assign Safety staff as needed   Ensure staffing level continues to be sufficient   Ensure safety briefings are completed per the IAP for all personnel   Notify Incident Commander about any safety related incidents   Develop safety messages to be used during an event   Facilitate Site Safety Inspections as appropriate   Reiterate responsibility to all Eversource employees to stop unsafe acts if  observed   Ensure prompt investigation and documentation following a Safety  Incident or Near Miss   Support Demobilization process  F. Post‐ Emergency Event  Responsibilities and Reports:   Conduct debriefing with Safety staff     Direct relevant documentation to the Planning Section   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 180 of 782 110 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5.1 Safety Specialist A. Position Title: Safety Specialist  B. Reports To: Safety Officer   Direct Reports: None  C. Position Duties and  Responsibilities:  The Safety Specialist maintains a field presence during emergency conditions to  ensure safe work practices are being adhered to.  Responsible for performing a  safety orientation during the check‐in process of all non‐Eversource personnel.   Additionally, the Safety Specialist reiterates responsibility to all  response/recovery personnel to stop unsafe acts.   Responsible for proper  documentation of safety activities and regulatory reporting as requested by the  Safety Officer.  D. Pre‐Event Preparations:  Participate in pre‐event planning, as requested   Ensure all required PPE is in order    Fully charge all portable devices  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Maintain a field presence during emergency conditions to ensure safe work  practices are being adhered to   Provide safety briefings to internal and external crews, including at  designated check‐in locations    Reiterate responsibility to all personnel to stop unsafe acts if observed   Promptly investigate and document assigned safety incidents or near  misses   Provide regular reports and updates to the Assistant Safety Officer/Safety  Officer, including any safety‐related incidents   Support demobilization process  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     Reflective vest, safety shoes, hard hat   Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Field  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 181 of 782 111 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5.2 Procedure: Worker Health & Safety 1.0 – Purpose  1.1 This procedure describes the actions that are taken by the Safety Officer to varying Types of ERP  activation.  2.0 – Responsibilities  2.1 The Safety Officer is responsible for implementing this procedure.   3.0 – Precautions  None  4.0 – Prerequisites  4.1 The Incident Commander has declared an ERP or preparation of an ERP.  5.0 – Actions  5.1 The Safety Officer participates in the ERP Incident Command Initiation Meeting and advises as  to the impacts on the declaration of an ERP.  When an ERP is declared the Safety Officer will  provide for appropriate coverage for the emergency, on a 24‐hour basis if necessary.  5.2 Safety Specialist Role  5.2.1 Orient and brief mutual assistant crews regarding Eversource safety requirements  5.2.2 Assist operations with setting mutual assistant crew expectations and providing an  overview of our system.  5.2.3 Provide daily Storm briefings to be distributed to field personnel with value added  topics associated with the conditions of the storm on a daily basis  5.2.4 Observe and monitor internal and external crews, through field visits, to assure safe  work practices are followed  5.2.5 Provide communication and follow up to any incident that may occur during the  process of restoration     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 182 of 782 112 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5.3 Storm Restoration Crew Safety Instructions Your safety is our primary concern   Conduct job briefings. Document your Job briefings. Communication within your crew and with other  crews is critical.   Assume everything is energized unless you visually see or apply the grounds.   Every employee and contractor is responsible and expected to exercise emergency authority to prevent  or stop unsafe acts when immediate action is required.   Make sure you have open lines of communication with your Company point of contact.    Make sure your Company point of contact is in communication with the RMT.   Continuously communicate the feeder/lines you are working on with your Company point of contact.    When switching and tagging is performed for your crews, ensure you are knowledgeable of any changes  that have taken place.    Test at all points of work to verify that it is de‐energized before working.   Remember it’s not dead (De‐energized to perform work) unless it’s grounded   Wear appropriate rubber gloves and sleeves on conductors even if they are grounded.   ‐‐‐‐Gloves and sleeves are required at secondary level voltages‐‐‐‐   Keep in mind that secondaries could be energized at primary voltages.  Do not assume the voltages  without testing.   Basic Personal Protective Equipment (PPE) includes hard hat, safety glasses with side shields, safety toe  footwear, (EH rated) and appropriate hand protection.     Flame Resistant/Retardant clothing is required when working on or near energized equipment.   Appropriate fall protection must be worn in buckets (100%) and structures.  Additional fall protection may  be required when climbing poles and towers due to ice and high wind conditions.    Check stresses on poles and their condition before climbing.  Ensure poles are secured if there is a  potential of falling.   During storm activity when visibility is limited, reflectorized vests or equivalent reflectorized clothing is  required. Note: reflectorized vests or reflectorized clothing are required at all times when flagging traffic  and when exposed to vehicular traffic.   Work Area Protection (traffic warning signs and cones) for your vehicle(s) is extremely important for your  safety as well as the safety of the public.     Be extremely cautious of overhead hazards, trees, wires, poles, etc.   Ladders will be secured and/or held by a second worker.   If any public or customer property is damaged, report it to a Company representative.   If you need to leave any portion of the electric system in a different status than original (abnormal), report  it to your Company point of contact to ensure they contact the system dispatch (operator/controller).   Record the time of restoration on your work order.   Keep track of all switching activities.   Do not work beyond your personal limitations.  If you need rest, stop working.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 183 of 782 113 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Report all incidents, immediately to your assigned Company liaison!!   When in doubt, ask questions!  ENSURE PUBLIC SAFETY, IT’S ALL OF OUR RESPONSIBILITY!!!   Once again, your safety is our primary concern!  BE MINDFUL OF ANY UNFORESEEN CONDITIONS, STORM CONDITIONS INTRODUCE UNIQUE HAZARDS AND  THE LEVEL OF AWARENESS REGARDING YOUR SURROUNDINGS NEEDS TO BE ELEVATED.  PERFORM A HAZARD ASSESSMENT FOR EACH JOB UTILIZING YOUR JOB BRIEF FORMS. YOUR DISCUSSION  MUST BE DOCUMENTED AND SIGNED OFF BY THE PERSON IN CHARGE OF THE WORK; the Company IS  CONFIDENT THIS DOCUMENTED APPROACH ENHANCES THE OPPORTUNITY OF A THOROUGH  UNDERSTANDING OF THE HAZARDS ASSOCIATED WITH THE JOB EACH.    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 184 of 782 114 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5.4 Understanding Equipment Responsibility Company’s Responsibility   Customer’s Responsibility     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 185 of 782 115 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5.5 Plymouth, Cape Cod & Vineyard Divisions Overview    Primary Voltage: 25kv wye system with 14.4, 7620, 4160 wye voltage circuits. Delta voltages are  8320, 4800 and 2400 usually feed off of Stepdown transformers. Plymouth Division ‐ Towns of Rochester and  Marion have some primary voltages at 13.2, and 7620     System Protection: Reclosers located in the field and substations and Fused Disconnects    Switching & Tagging: Circuit will be open and tagged through the Company personnel. Station  switching will be performed by substation crews and remotely via SCADA.      Do Not Operate TagClearance Tag This tag will be used for most field restoration work.    Grounding: All circuits will be identified, tested and grounded before any work begins on the line and/or  section of line.    Transmission System:  345/115 kV system  115/25 feeder voltage to and from most substations    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 186 of 782 116 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5.6 New Bedford Division Overview    Primary Voltage: 13.2kv wye Primary Voltage System with, 7620, 4160 wye voltage circuits. Delta  voltages are 4800, 2400 and 2160 usually feed off of Stepdown transformers. There is a very small section of  34.5 kV that feeds an LNG Plant in the town of Acushnet    System Protection: Reclosers located in the field and substations and Fused Disconnects    Switching & Tagging: Circuit will be open and tagged through the Company personnel. Station  switching will be performed by substation crews and remotely via SCADA.      Do Not Operate Tag:  Red TagClearance Tag:  These tags will be used for most field restoration work.    Grounding: All circuits will be identified, tested and grounded before any work begins on the line and/or  section of line.    Transmission:   345/115 kV voltage      115/13.2 kV voltage  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 187 of 782 117 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5.7 Eversource (Electric‐MA) North Division Overview    Primary Voltage 13.8 kV wye and 4kv wye system. 4kv system is fed from some 4kv stations and  step‐down transformer off the 13.8 system.    System Protection Reclosers, Sectionalizers and Fused Disconnects    Switching & Tagging: Circuit will be open and tagged through Eversource (Electric‐MA)personnel.  Station switching will be performed by substation crews and remotely via SCADA.      Do Not OperateClearance Tag: This tag will be used for most field restoration work.    Transmission:   345/115 kV voltage      230 kV voltage    Note: Ground wire should meet the minimum OSHA Standard wire size of #2 AWG or be sized equal or  greater than the conductor size to be grounded.      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 188 of 782 118 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.5.8 Eversource (Electric‐MA) Western Massachusetts Division Overview    Primary Voltage 13.8/7.97 kV wye, 23/13.2 kV wye, 8.32/4.8 kV wye, and 4kv wye system. 4kv  system is fed from some 4kv stations and step‐down transformer off the 13.8 or 23 kV system.    System Protection Reclosers, Sectionalizers and Fused Disconnects    Switching & Tagging: Circuit will be open and tagged through Eversource (Electric‐MA)personnel.  Station switching will be performed by substation crews and remotely via SCADA.      Clearance Tag: This tag will be used for most field restoration work.    Transmission:   345/115 kV voltage      230 kV voltage    Note: Ground wire should meet the minimum OSHA Standard wire size of #2 AWG or be sized equal or  greater than the conductor size to be grounded.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 189 of 782 119 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.6 Liaison Officer A. Position Title: Liaison Officer  B. Reports To: Incident Commander   Direct Reports:  Unit Leader Community Liaisons   Government Affairs Liaison  C. Position Duties and  Responsibilities:  The Liaison Officer is responsible for maintaining an information exchange and  related coordination with the Incident Management Team (IMT) municipal  officials, tribal officials, and non‐government organizations.   The position ensures annual meetings are held by the Unit Leaders and  Community Liaisons for employees whose primary emergency assignment  differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment   Review the obligation of all employees to report to work when activated  and that employees aware of notification methods  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Liaison Officer’s staff positions are up to  date and ready to be used   Deploy to ICC as directed, report to Incident Commander, and obtain a  briefing   Implement pre‐event notifications to key stakeholders, including  emergency planning officials, municipal officials, local government and  non‐government organizations, and others as required   Disseminate information to the Liaison organization   Ensure all required tools and technology are operating and available for  use  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Following activation of the IMT, notify and activate required Liaison  support staff   Arrange and communicate staffing requirements and shift rotation for  Liaison positions    Ensure Liaisons are briefed on incident conditions and provide overall  direction to regarding messaging for key stakeholders   Oversee the development of communication materials for use by the  Liaison organization   Ensure the Liaison organization works with local municipal and tribal  officials to share information, including identification of community  priorities as needed  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 190 of 782 120 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Schedule update meetings or conference calls with the Liaison organization  as needed   Inform the Incident Commander (IC) and General Staff of areas of concern  and opportunities for coordination   Communicate and coordinate the applicable portions of the  Demobilization Plan with stakeholders  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section   Conduct debrief with Liaison Section   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 191 of 782 121 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.6.1 Community Liaison Unit Leader A. Position Title: Community Liaison Unit Leader  B. Reports To: Liaison Officer   Direct Reports: Community Liaisons  C. Position Duties and  Responsibilities:  The Community Liaison Unit Leader directs and manages the functions of  coordinating and communicating with municipal officials through the  Community Liaisons assigned to various communities.  Preparedness activities  include the maintenance of contact information through the usage of various  computer software programs like Outlook, SharePoint,  Excel, etc.  The  Community Liaison Unit Leader ensures the positions within the unit execute  their specific duties and responsibilities. During response to events that have  affected Cape Cod, a Multi‐Agency Coordination Center (MACC) is established  on Cape Cod to coordinate logistical resource support and public information.   When requested, Unit Leader will deploy a Community Liaison to the MACC to  provide information and assist in coordinate efforts.  D. Pre‐Event Preparations:  Activate Community Liaisons and deploy to EOCs and Area Work Centers,  as requested.   Review lists of contact information for municipal officials and update as  necessary.   Initiate outbound calling to municipal officials  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate communication and information sharing with municipal  officials.   Respond to requests for information from appointed and elected officials.   Provide Operations Branch Director with updates about priorities from  public officials.   Provide advance notification and establish a dedicated single point of  contact for communication providing frequent and timely status reports.    Determine appropriate Community Liaison staffing and scheduling   Notify municipal officials when staff is in place    Conduct regularly scheduled phone conferences   Ensure that appropriate municipal officials are provided information on a  regular basis. Such information may include, but is not limited to:  o Description of Emergency  o Description of System Conditions  o Number of Customers affected  o Areas affected  o Number of Company crews, troubleshooters, & tree crews  working  o Plans to request external resources and resource ETA.  o Weather forecast (if applicable)  o Copies of Press Releases  o “Hot‐Button” items that may be reported by news media  o Anticipated restoration times   Participate in regularly scheduled phone conferences initiated by Electric  Operations.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 192 of 782 122 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure that event records are finalized and stored in the designated shared  folder and/ or forwarded to the Liaison Officer.   Conduct Demobilization process to return to normal business operations  G. Equipment Required:  Laptop or PC    Cell phone    Desk phone  H. Position Work Location: EOC  I. Work Period: One 8‐16 work period per day  J. Activation Notification: On call  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 193 of 782 123 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.6.2 Community Liaison A. Position Title: Community Liaison  B. Reports To: Community Liaison Unit Leader   Direct Reports: None  C. Position Duties and  Responsibilities:  Coordinates with towns to address critical public safety response.   Communicates Company strategy, progress, and available restoration  projections for its restoration effort.  D. Pre‐Event Preparations:  Provide availability schedule to Community Liaison Unit Leader   Initiate “pre‐event” phone calls to Emergency Managers in each town, and  log results of phone calls   Ensure public safety officials have the designated emergency numbers to  report all FPS events   E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Call town officials to provide Eversource point of contact information, and  to determine primary point of contact in the town for the event.     Share town point of contact information with Community Liaison Unit  Leader   Keep call logs by town, each day of the event   Participate on conference calls with Community Liaison Unit Leader   At shift change, out‐reach to impacted towns to provide new contact name  and provide any status update   Answer Community Liaison telephone line and provide support to callers,  including:  o Research issues as needed  o Escalate issues to Community Liaison Unit Leader  o Help towns prioritize events escalated through the Liaison  telephone line  F. Post‐ Emergency Event  Responsibilities and Reports:   Call towns where outages may still exist, and communicate expected ETRs,  and staffing strategies to get remaining customers online   Scan call logs to PDF documents and forward to Community Liaison Unit  Leader  G. Equipment Required:  Laptop or PC    Cell phone    Desk phone  H. Position Work Location: Regional EOCs and/ or AWCs, as directed  I. Work Period: One 8‐16 work period per day  J. Activation Notification: On call     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 194 of 782 124 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.6.3 Government Affairs Liaison A. Position Title: Government Affairs Liaison  B. Reports To: Liaison Officer   Direct Reports: N/A  C. Position Duties and  Responsibilities:  Communicates with and provides reports to legislators.   D. Pre‐Event Preparations:  Coordinate communication with legislators regarding the Company’s ERP  actions   Maintain up‐to‐date contact information for legislators prior to activation,  and reach out periodically to remain current   Respond to requests for information from legislators   Provide the Liaison Officer with periodic updates    Coordinate with the Communications Officer to ensure the alignment of  public information messaging and talking points  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Notify legislators of an emergency event, as needed   Coordinate communication and information sharing with legislators   Respond to requests from legislators   Provide the Liaison Officer with periodic updates   F. Post‐ Emergency Event  Responsibilities and Reports:   Collect information for development of After‐Action Review, and provide  to Liaison Officer   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC   I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 195 of 782 125 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.6.4 Procedure: Community Liaison 1. Purpose  1.1 This procedure describes the actions that are taken by Community Liaisons during an emergency  as defined in the Company ERP.  2. Responsibilities  2.1 The Community Liaisons are responsible for the extraordinary two‐way communication between  local communities and the Company.  Such information could contain, but is not limited to:  2.1.1 Restoration Times  2.1.2 Special operating conditions (plowing, tree damage, blocked roads, etc.)  2.1.3 Community Priorities (shelters, hospitals, nursing homes, public safety issues)  2.1.4 Notify Public Safety Officials regarding outages to Life Support Customers in their  community  3. Precautions  3.1 None  4. Prerequisites  4.1 There has been a specific or wide‐spread incident necessitating the opening of one or more  Emergency Operation Centers (EOC)  4.2 A weather forecast is indicating a serious threat to the Company system or extensive system  damage has occurred  4.3 An emergency as defined by the ERP  5. Actions  5.1 Upon notification of declaration of emergency from Liaison Officer, Community Liaison  Coordinator or Unit Leader, report to assigned ERP work location.  5.2 Notify Community Liaison Unit Leader of your arrival at your assigned ERP location.  5.3 Verify assigned communication links are functioning properly (land line telephone numbers, fax  machines, e‐mails, cell phones etc.)  5.4 Contact Municipal Representatives (Town Manager, Public Safety officials and DPW officials) and  provide them with your contact information.  5.5 Verify notification of relief personnel and schedule.  5.6 Provide Community Liaison Unit Leader with requests from individual towns for Priorities (i.e.  wires down blocking roadway, FPS 2 and FPS 3 incidents, nursing homes, and critical facilities like  hospitals)  5.7 Log contacts with any municipal official  5.7.1 At conclusion of emergency, gather logs, notes and after‐action reports, attach to  summary report, and forward to the Community Liaison Unit Leader.  6. References  6.1 none   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 196 of 782 126 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.6.5 Process Overview: Community Relations Eversource is committed to providing superior customer service to all 141 communities that it serves, both on  “blue‐sky” days and during emergency response (ERP) events.    1. “Blue Sky” Days:  The Eversource Community Relations Organization consists of a Director, two Managers and nine Community  Relations Specialists (CRS). One CRS is focused on the overall Emergency Plan on a daily basis.  The other eight CRS  have assigned territories throughout the municipalities served by the Company and are trained and available to  interact with municipal and public safety officials.  Every Eversource municipality is a served by a dedicated  community‐relations representative to address the municipality’s needs on blue‐sky days.  2. Emergency Events:  During declared emergencies, the Community Relations Organization is responsible for implementing the liaison  structure.  The Director, two Managers and fourteen CRS are all fully engaged in the emergency response effort.   The CRS team members are the key operators of the liaison structure.    (a) Liaison Organization  The Liaison Organization includes the following personnel:   Liaison Officers,   Community Liaison Unit Leaders,    Community Liaisons.     (b) Overview of Liaison Process  During declared emergency events, each community within the affected area is assigned a Community Liaison.   The Community Liaison is required to handle communications on a proactive basis so that communication  channels are open and available even where the municipality may not have made the initial contact.  Community  Liaisons are tasked to act as advocates for each of their pre‐designated municipalities with the training, ability and  access to gather information on wires down status, job‐specific estimated times of restoration, crew locations and  daily work plans. With this information in hand, Community Liaisons will be in a position to keep their  municipalities fully informed as to the status of the Company’s response effort.  Once identified, the Company works hard to address the top priorities identified by each municipality.  The Community Liaison reports to the unit leader.  Both the unit leader and Community Liaison report to their  assigned Emergency Operation Center (EOC) during declared emergency events.  The Community Liaison Unit  Leaders are positioned alongside the EOC Operations Managers in each EOC dispatch room.  This ensures that the  community priorities and/or restoration concerns are reviewed by the Company’s Operation’s group.     Community Liaisons are required to contact key municipal officials throughout the emergency to discuss ETAs,  ETRs, LSCs, and community priorities, etc.  All community issues are elevated from the Community Liaison to the  Unit Leader located in each EOC’s dispatch room.  The Liaison Officer reports any outstanding Community Priorities or restoration concerns to the Incident  Commander during regularly scheduled Incident Command meetings.   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 197 of 782 127 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   (c) Liaison Process Procedures  Upon declaration of an emergency by the Incident Commander, the following procedures are implemented by the  Liaison Organization:   Community Liaisons contact each community in advance of, during, and at the demobilization of an ERP  event.  The initial outreach notifies key municipal and public safety officials in each community that  Eversource is preparing for the event and provides the ERP Classification Type.     Community Liaisons contact each community identifying the designated Community Liaisons and the  associated contact information.   Liaison Officers schedule daily calls with unit leaders to ensure they are aware of all community issues.   Community priorities are reviewed and investigated during these calls.   Liaison Officers report the community priorities and restoration concerns during the incident command  meetings).  The Incident Commander and Operations Section Chief incorporate the community priorities  and restoration in the operation plans.  Community Liaisons monitor the LSC list throughout the emergency. In circumstances where the liaisons may  identify a LSC as experiencing an outage, they are required to contact the LSC to let them know we are aware of  the outage. If the Community Liaison does not reach the customer, the liaison will contact jurisdictional public  safety officials, advising them of the current situation so that a wellness check may be performed at the discretion  of the public safety officials.  LSC are also contacted post event to confirm that electricity at their residence is  restored.  The Municipal Hub allows municipal officials to access community information, i.e., Community Liaison contact  names/numbers, customer outage numbers, critical facility outages, Life Support Customers, and to submit and  view FPS /wires down locations.  Community Liaisons also work closely with  the Public Safety Supervisors (if activated) during emergencies.      (d) Municipal Reporting of Public‐Safety Issues  Prior to the start of the emergency, the Company requests that public safety officials use the designated telephone  numbers to report emergencies in their community.  These telephone numbers are for the exclusive use of police  and fire departments and are not shared with the public.  Public safety officials use the designated classifications  of FPS1, FPS2, or FPS3 (Fire Police Standby) to report emergencies.   3. Eversource Emergency Response Priorities  The key to successful storm‐response management is: (1) good management of operation resources to restore  power as safely and expeditiously as possible; and (2) maintaining a good flow of accurate information between  the Company and local constituencies about the status of that effort, as well as other public‐safety needs.  The  Company’s ERP processes and procedures are designed to achieve these important results without undue  disruption to the customer.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 198 of 782 128 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7 Regulatory Officer A. Position Title: Regulatory Officer  B. Reports To: Incident Commander   Direct Reports:  Regulatory/ESF‐12 Liaison   Regulatory Specialists     C. Position Duties and  Responsibilities:  The Regulatory Officer is responsible for maintaining an information exchange  and related coordination between Eversource  and state organization as  defined in the appropriate ESF‐12 annex/guidance documents.    D. Pre‐Event Preparations:  Ensure the rosters for the Regulatory Officer’s staff positions are up‐to‐ date and ready to be used   Ensure unity of messaging between Eversource and state and regulatory  agencies, as appropriate   Ensure annual meetings are held for regulatory staff employees whose  primary emergency assignment differs from their Blue‐Sky position. The  meeting will:  o Review the processes related to employees’ primary emergency  assignment  o Review employees’ completion of related training  o Review tasks and tools associated with employees’ primary emergency  assignment  o Review the obligation of all employees to report to work when  activated and ensure that employees are aware of notification  methods   Deploy to the ICC as directed, report to the Incident Commander, and  obtain a briefing   Execute pre‐event notifications to key stakeholders    Verify the Regulatory/ESF‐12 Liaison has made their required notifications   Disseminate information with the Regulatory organization, as needed  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Following activation of the IMT, notify and activate required Regulatory  support staff   Arrange and communicate staffing requirements and shift rotation for the  Regulatory staff as needed   Oversee the development of communication materials for use by the  Regulatory organization   Ensure Regulatory staff is briefed on incident conditions and provide  overall direction regarding messaging for key stakeholders   Prepare and submit the required reports to appropriate state utility  regulator   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 199 of 782 129 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Schedule update meetings or conference calls with the Regulatory  organization, as needed   Inform the IC and General Staff of areas of concern and opportunities for  coordination   Communicate and coordinate the applicable portions of the  Demobilization Plan with stakeholders    F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Conduct debriefs with Regulatory staff   Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the ICC/EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC or Remote  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 200 of 782 130 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.1 Regulatory Specialist A. Position Title: Regulatory Specialist  B. Reports To: Regulatory Officer   Direct Reports: none  C. Position Duties and  Responsibilities:  Supports the Regulatory Officer in compiling data for regulatory reports and  assists the Regulatory/ESF‐12 Liaison(s) when they are activated at the State  EOC  D. Pre‐Event Preparations:  Participate in pre‐event Regulatory organization meetings and discuss  availability with the Regulatory Officer   Review regulatory requirements regarding reporting and notifications  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Report to the Regulatory Officer   Provide all ERP reports as required   Support the Regulatory organization and Regulatory/ESF‐12 Liaison(s), as  needed   Escalate issues to the Regulatory Officer for resolution   Participate in Regulatory conference calls    F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC or Remote  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 201 of 782 131 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.2 Regulatory / ESF12 Liaison A. Position Title: Regulatory / ESF12 Liaison Specialist  B. Reports To: Regulatory Officer   Direct Reports: none  C. Position Duties and  Responsibilities:  Coordinate and communicate with the state organizations as the single point of  contact between the state and Eversource, as defined in the appropriate ESF‐12  annex/guidance document  D. Pre‐Event Preparations: Participate in pre‐event Regulatory conference calls and discuss availability with  the Regulatory Officer  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate and communicate with the Regulatory Officer   Report to the State EOC   Field questions and issues raised by the State EMA   Seek additional information as requested by the State EMA   Provide Incident Command and Operations Section Chief with updates  about priorities from State EMA   Escalate issues to the Regulatory Officer for resolution   Participate in Eversource Regulatory Conference Calls  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the State EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: State EOC  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 202 of 782 132 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.3 Procedure: Regulatory / ESF12 Liaison Specialist 1. Purpose  This procedure guides the Company’s participation at one or more central emergency locations  established by the Commonwealth of Massachusetts during an emergency as defined in the Company  ERP  2. Responsibilities  It is the responsibility of the Regulatory / ESF12 Liaison to act as a conduit of information and facilitate  two‐way communications regarding requests for assistance between the Company and State Emergency  Management Agency.  3. Precautions  None  4. Prerequisites  4.1 There has been a specific or wide‐spread incident necessitating the opening of the State EOC.  4.2 An incident has been predicted that indicates a possible serious threat to the Company’s system or  extensive system damage has occurred.  4.3 The Commonwealth of Massachusetts has requested a Company Liaison be deployed to the MEMA  EOC.  5. Actions  5.1 Upon notification by the Regulatory Officer of the Commonwealth’s request for a Company  representative at the MEMA EOC, the Regulatory / ESF12 Liaison reports to one of the MEMA EOCs  (usually in Framingham or in Agawam).  5.2 Upon arrival at the EOC, report to the senior ranking MEMA official and MDPU representative  5.3 Notify the Regulatory Officer of your arrival and report the following information:  5.3.1 Phone number and fax number where the Regulatory / ESF12 Liaison can be reached  within the EOC.  5.3.2 Status of State of MA preparedness  5.3.3 Status of State of MA response  5.3.4 Status of other utilities that have deployed a Regulatory / ESF12 Liaison to the EOC.  5.4 Respond to requests from the MEMA Officials and/ or MDPU representatives for information  about the Company’s emergency response  5.5 Notify his/her replacement of his arrival and arrange tentative shift relief.  Brief replacement at  change of shift  5.6 Notify the Regulatory Officer when shift changes occur.  5.7 At conclusion of emergency, gather notes and after‐action items and forward to Regulatory  Officer.  6. References  7. None   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 203 of 782 133 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.4 ERP Reporting: Pre‐Event Stage Preparedness Report From: Eversource (Electric‐MA) To: Massachusetts Department of Public Utilities Date/ Time: Report #: 1 Weather Forecast (Overview & Attach Forecast)  2 Planned Conference Calls (Date/Time)  3 Pre-event Communications with Public , Municipal Contacts, & Elected Officials (Describe methods)  4 Pre-event Notifications with Regulators, MEMA and LCSs (Describe methods)  5 Expected ERP Classification Type  6 Resource Readiness (Indicate actions taken and type/quantities. Attach tables as needed)  7 Likelihood of EOC being opened (Date/time EOC Activated. Type of Activation)  8 Problems Anticipated/ Encountered for Event  9 Any Other Pertinent Information:  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 204 of 782 134 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Date/ time Event Type Expected % Customer Outages Expected # of Trouble Locations Expected type & # of crews required Expected duration of restoration Resource Readiness Crew Type Crews Number (Committed) Current Number (Confirmed) NEMAG Request Crew Availability/ETAs Internal Line External Line Tree Damage Assessor Wires Down Support Contacts: (redacted) Notes:   Weather Forecast (detailed):      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 205 of 782 135 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.5 ERP Reporting: Service Restoration Stage, Outage Report, Table A      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 206 of 782 136 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.6 ERP Reporting: Service Restoration Stage, Crew Report,Table B   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 207 of 782 137 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.7 ERP Reporting: Final Event Reports Event Restoration Duration Summary                       Table 4‐A    Priority Wires Down Summary                                 Table 4‐B  1 2 3 4 5 6 7 8 9  Company  Name  Event Name  (if any)  Location  (City/Town  Name)  Priority  Level  (1, 2, or3)  Date and  Time Call  Received  Date and  time  first  Company  Resource  Arrives on  the Scene  Time  Between  Call Received  and First  Company  Resource  Arrived on  the Scene (in  Date and  Time of  Repair      Final Event Report    1    Narrative Description  Provide a narrative describing the Emergency Event, including, but not limited to  weather monitoring, weather experienced, event classification, crew acquisition (by type),customer  outages, damage experienced, beginning time and completion of preliminary damage assessment and  detailed damage assessment, and timing of restoration.  2.   Event Description   Total number of customers served   Total number of communities served   Date and time storm hit service territory    Date and time of first outage   Date and time Governor declared state of emergency   Total number of customer outages over the course of the event  1 2 3 4 5 6 7 8 9 Company  Name  Year Event  Name  (if any)  Date/Time  Event Start  Date/Time  Event End  Event  Duration (in Hours)  Total  Customers  Served  Total  Customers  Affected  %of  Custome rs  Affected  (Relative  to Total  10 11 12 13 14 15 16 17 18 Highest Peak  # of  Custo mers  Affecte d  Date and  Time when  Highest Peak  # of  Customer s Affected  O d Total  Customer Outage  Hours  Duration  from  Highest  Peak to  95%  Restored  (in Hours)  CAIDI  Highest  Peak to  95%  restore d (in  Hours)  Duration  from  Highest  Peak to  98%  restored  (in  CAIDI  Highest  Peak to  98%  restored  (in Hours)  Event  CAIDI  (in Hours)   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 208 of 782 138 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Total number of communities affected   Total number of days of restoration   Date and time of peak number of outages   Number of customer outages and number of customers restored for each day of the event  and restoration   Number of total customer outages and number of total customers restored per hour of the  event and restoration, in an active Excel spreadsheet   Time and date of restoration of 95 percent of customers   Time and date of final restoration to customers   A single consolidated report based on the Service Restoration Stage reports.  Data should include  all necessary updates and corrections to its Service Restoration Stage reports and be submitted  in an active Excel spreadsheet to the department within seven days after the end of the event.   See Table 4‐aon prior page for content and format.    A summary of all available resources (in crews and full‐time equivalents), by day and resource  type.  3.   Weather   Actual weather experienced   A narrative description of the Company’s evaluation of weather forecasts before and   during the event and copies of all supporting weather reports   Maximum winds experienced   Duration of inclement weather   Type and amount of precipitation, including, but not limited to average amount of  precipitation in service territory, and maximum amount of precipitation in service territory  4.   Event Classification   List and discuss all factors used to derive event classification types before, during, and after the  storm   Describe any event classification type changes before, during, and after  the storm, and explain  all factors supporting the change in classification  5.   Equipment Damage   Number of transmission lines affected   List of transmission lines that became inoperative   List of substations affected   Number of distribution feeders affected   Number of distribution feeders locked out   Number of broken poles replaced– indicate location, size, and age of damaged poles    Number of feet of primary and secondary conductor replaced– indicate type and size    Number of feet of follow‐up reconductoring remaining– indicate type and size   Number of damaged transformers– indicate size, type, and age of damaged transformers  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 209 of 782 139 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Availability of replacement transformers   Repairs made   Estimate for repairs   Switching necessary to re‐route power with adequate sectionalizing points  6.   Trouble Order System   Number of trouble orders   Identify and describe any problems encountered on the Company’s system   Was there sufficient manpower available to operate the system   If de‐centralization occurred, identify and describe any problems encountered after  decentralization  7.   Wires‐Down Operations   Total number of Priority wires‐down calls by priority level   For each day of the event and restoration period include; outstanding priority wires‐ down  calls by priority level, completed priority wires‐down calls by priority level – provide in an  active Excel spreadsheet   A summary of priority wires‐down response – provide in an active Excel spreadsheet, see Table  4‐B for content and format   Number of non‐priority wires‐down calls  8.   Crew Supplements   For all crew counts, please include both the number of crews and full‐time equivalents   Total number of Company crews   Number and type of crews from outside the Company   Total number of wires‐down appraisers   Total number of damage appraisers   For each day of the Pre‐event and Service Restoration Stage, total number of crews per day, by  type (e.g., line crew, tree crew, wires‐down crew, transmission crew, damage assessor)   For each da y of the Pre‐event and Service Restoration Stage, number of crews  deployed, by type, to each district   For each day of the Pre‐event and Service Restoration period, number of wires‐down  appraisers and damage appraisers used  9.   Food and Lodging   Summary of food and lodging‐related activities, including lessons learned  10.  Helicopter   Were helicopters available   How were the helicopters used  11.  Communication   Narrative description of Pre‐event Stage, Service Restoration Stage, and Post‐event  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 210 of 782 140 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Stage communication with public officials   Narrative description of Pre‐event Stage, Service Restoration Stage, and Post‐event   Stage communication with the public   Narrative description of Pre‐event Stage, Service Restoration Stage, and Post‐event   Stage communication with LSCs   Narrative description of Pre‐event Stage, Service Restoration Stage, and Post‐event   Stage internal communication   Identif y all methods used for communication with the public, including a narrative  description, the dates and frequency or use   Narrative description of Municipal Liaison process during Pre‐event Stage, Service   Restoration Stage and Post‐event Stage   Number and locations of Municipal Liaisons     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 211 of 782 141 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.7.8 Other Reporting 14.1.7.8.1 Outage and Accident Reports 14.1.7.8.1.1 Reporting Electric Service Interruptions Along with the Annual Service Quality Report submitted to the Department each year, the Company shall  file a compact disc that contains a compilation of all Interruptions for the filing year, in working Microsoft  Excel spreadsheet format, containing the following information:  1. Date filed   2. Company name   3. District/Division name   4. Location of Interruption (City/town where fault occurred)   5. Street name   6. Substation name and ID   7. Circuit number ID   8. Circuit branch ID   9. Voltage level, such as to the nearest: transmission, 35kV, 25kV, 12kV, 5kV, Secondary, etc.   10. Circuit type (OH/UG/Customer owned)   11. Original number of customers affected   12. Current number of customers affected (show zero if restoration is completed)   13. Actual duration (in hours)   14. Total customer Interruption hours   15. Date and time service out   16. Date and time service in   17. Reason for Interruption (nature/cause of Interruption)   18. Failed or damaged device/equipment   19. Indicate if the Interruption was planned/unplanned/intentional   20. Weather condition   21. Primarily affected load type (Residential/Industrial/Commercial/mix)   22. Whether the Interruption affected a Critical Facility/ High Profile customer (yes/no)   23. Whether the Interruption is an Excludable Major Event (yes/no)   24. Whether an injury occurred as a result of the event (yes/no)   25. Name of the person responsible for filling out the report   26. Time restoration commenced   27. Expected duration   28. Town/City Official notification (yes/no)   29. Name of notified/contacted person   30. Telephone number of notified/contacted person(s)  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 212 of 782 142 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 213 of 782 143 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.8 Communications Officer A. Position Title: Communications Officer  B. Reports To: Incident Commander   Direct Reports: Assistant Communications Officers  C. Position Duties and  Responsibilities:   Responsible for maintaining the unity of message before, during and after  an emergency event to: employees, customers, and media outlets     Responsible for overseeing the collection, development, and dissemination  of employee, customer, and public messages and communications     Coordinates with the IMTs to ensure consistent and accurate messaging for  all emergency Events  The position ensures annual meetings are held by the Branch Directors, Group  Managers or Unit Leaders for employees whose primary emergency assignment  differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment   Review the obligation of all employees to report to work when activated  and that employees aware of notification methods  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Communications Officer’s staff positions  are up to date and ready to be used   Oversees pre‐event notifications to stakeholders as needed   Upon activation of the Incident Management Team, activate  Communications Section personnel as needed   As needed, oversee issuance of a Company statement concerning the  activation of the Incident Management Team and the necessity to release  employees so that they can perform their emergency positions     Oversee proactive communications such as morning, noon, and evening  drive times and television news periods  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Conduct initial and routine briefings with the activated Assistant  Communications Officers   Ensure that the Communications Section is appropriately staffed for the  anticipated Event Classification Type   Ensure unity of messaging to all stakeholders   Ensure applicable web pages are updated as the event progresses   Prepare and issue a Communications Briefing Sheet that can be used as a  response to media inquiries and as a public statement for all other  audiences    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 214 of 782 144 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Provide initial and follow up information to be included in the Eversource  TODAY notification   Ensure voice mail messages are used as needed to provide employee  updates   Ensure all news releases are reviewed and approved by the Incident  Commander   Ensure the Assistant Communications Officer – Customer Information  Center is acting as a conduit to ensure customer concerns are being  brought to the Communications Officer and escalated as needed   Collaborate with the Liaison Officer on specific incident conditions that the  Liaison organization may assist with   Provide overall direction to the IMT Communications staff and Corporate  Communications Group regarding messaging for key stakeholders     Develop accurate and timely information for use during press/media  briefings    Oversee media and VIP briefings   Develop daily Communications messages and provide to the Planning  Section Chief for inclusion in the Incident Action Plan   Monitor and forward media information that may be useful to the Planning  Section    Maintain current information, summaries, and/or displays on the incident    Support Demobilization process to return to normal business operation   F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section   Conduct debrief with Communications Section   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if located in the ICC  Equipment and Supplies:    Computer   Phone  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 215 of 782 145 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.8.1 Assistant Communications Officer – Customer Group A. Position Title: Assistant Communications Officer – Customer Group (ACOCG)  B. Reports To: Communications Officer   Direct Reports: None  C. Position Duties and  Responsibilities:  Ensures messaging, in the form of answering customer questions, are consistent  with all other messaging in terms of content, timeliness, accuracy, and  completeness.  Brings Customer Group issues impacting customer satisfaction  for information and assistance to the attention of the Communications Officer.  D. Pre‐Event Preparations:  Participate in conference calls   Notify Customer Group to initiate mobilization  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate notification of Life Support Customers, as directed by  Communications Officer   Provide regular reports/ updates to Communications Officer   Ensure Interactive Voice Response (IVR) messages are updated for  incoming callers   Ensure Customer Group representatives have accurate information  available for incoming callers, consistent with other company messaging   Provide customer feedback to the Communications Officer to support  timely and accurate messaging to customers including any emerging issues   Brings Customer Group issues and commercial/ industrial issues impacting  customer satisfaction to the attention of the Communications Officer   F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Computer   Phone  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 216 of 782 146 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.8.2 Communications Specialist A. Position Title: Communications Specialist B. Reports To:  Communications Officer 1. Direct Reports: N/A C. Position Duties and Responsibilities: Prepares emergency event communications, ensuring unity of messaging consistent with the event and stakeholder needs. D. Pre-Event Preparations:  Maintain situational awareness of impending event E. Duties, Responsibilities, and Actions During an Emergency Event:  Monitor, update, and respond to social media  Maintain situational awareness of event and stakeholder needs and concerns  Share emerging issues with the Assistant Communications Officer to ensure provision of timely and accurate communications  Prepare emergency event communications, ensuring unity of messaging consistent with the event and stakeholder needs. F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s) G. Equipment Required: Personal Protective Equipment (PPE):  N/A if in the ICC Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: ICC or Strategic Field Locations as needed I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 217 of 782 147 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.8.3 Procedure: Life Support Customer Notification Process 1.0 Purpose  1.1 To notify Life Support Customers of an impending storm/severe weather event or that extensive  system damage has occurred that could leave them without electrical power for several days.  1.2 Follow‐up phone calls to those customers that were impacted by the outage to ensure their power  was restored regardless of the customer having called in to report the outage.  2.0 Responsibilities  Incident Commander will notify Communications Officer of the need to activate the Company Life Support  Customer Notification Process.  The Communications Officer will instruct the Assistant Communications  Officer – Customer Group to activate the process.   3.0 Precautions  None   4.0 Prerequisites  4.1 There has been a specific or widespread incident necessitating the opening of an EOC.  4.2 A weather forecast is indicating a serious threat to the Company system or extensive system damage  has occurred.  4.3 An emergency as defined by the Company’s ERP has occurred.  5.0 Actions    o The ACOG will send a request to the Message Delivery Director of the need to message Life Support  Customers.    o The Message Delivery Director will inform the Message Delivery Manager of the Life Support Customers  needing to be called.    o The Message Delivery List Pull Lead will extract the customer data from the respective customer  information system (CIS) and format the file(s) (csv, no spaces with 10‐digit phone number) then place it  in the respective folder(s) for the Message Delivery team and notify the Message Delivery Manager of the  file completion.    o Upon receipt of the message script and WAV file, the Message Delivery Manger will place those in the  respective folder and notify the Message Delivery Telephone Lead of the need to send the messages to  the appropriate Life Support customers.  Note: Life Support Customers are those residential customers, including elderly and physically  challenged customers, who have provided documentation certifying a medical condition that necessitates  electric utility service.    Sample Message   “Hello, this is an important message from Eversource to medical assistance customers. Damaging winds are  expected in your area beginning late Friday night and into Saturday. These conditions may cause power  outages. Please charge backup devices or make plans to move to an alternate location if necessary. We  understand that the COVID‐19 pandemic makes planning difficult. Our crews are preparing for storm response  under similar challenging conditions. Information on emergency services is available at Mass211.org or by  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 218 of 782 148 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute calling 211. Download the Eversource mobile app in the App Store or Google Play to easily report or check an  outage and view the outage map. Thank you and stay safe.”  5.2 The Community Liaison Unit will maintain the list of Life Support Customers affected by an outage  during the event. The Community Liaison Unit will contact the local public safety official with the address of  the Life Support Customer affected by an outage.   5.3 At the direction of the Assistant Communications Officer – Customer Group, the CGCC Operations  Coordinator will run a report indicating all Life Support Customers who may have been impacted by an outage,  regardless of whether the customer called to report the outage.   6.0 References   7.0 Attachments None   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 219 of 782 149 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9 Operations Section 14.1.9.1 Operations Section Chief A. Position Title: Operations Section Chief  B. Reports To: Incident Commander   Direct Reports:  Operations Branch Directors   Wire Guard & Services Branch Directors   Substation Branch Directors   Transmission Branch Directors   Underground Group Managers   Pole Setting & Debris Clearing Branch Directors   Utility Liaison  C. Position Duties and  Responsibilities:  The Operations Section Chief is responsible for overseeing the conversion of the  Incident Action Plan’s strategic goals into executable tactical plans that  implement the company’s restoration priorities.  The Operations Section Chief  monitors the overall effectiveness of the field restoration activities to  accomplish the stated Incident Action Plan goals.  The Operation Section Chief  collects and disseminates information pertaining to the overall operational  progress and direction among the Operations Section Branch Directors in the  Incident Command Center (ICC) and the Regional Emergency Operations  Centers (EOCs) and closely collaborates with the Planning and Logistics Section  Chiefs to ensure that the required resources are being effectively obtained,  allotted, and appropriately cared for.    The position ensures annual meetings are held by the Branch Directors, Group  Managers or Unit Leaders for employees whose primary emergency assignment  differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment   Review the obligation of all employees to report to work when activated  and that employees aware of notification methods  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Operations Section positions are up to  date and ready to be used   Following activation of the Incident Management Team, activate the  appropriate Operations Section personnel, as needed   Deploy to ICC as requested, report to the Incident Commander, and obtain  a briefing  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 220 of 782 150 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Review the prediction of the number of customers that may be affected by  the projected event and, based on the prediction, collaborate with the  Planning and Logistics Section Chiefs to prepare a Resource Request for the  number and type of resources that are potentially required   Determine the initial shift schedules for all operational resources based  upon weather, road conditions, and other potential situations that may  affect productivity   Verify with the Operations Branch Directors that all Operations positions  are sufficiently staffed and that arrangements are made for 24‐hour  coverage   Inform the Incident Commander and IC staff when EOCs and RMTs are  operational  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Obtain a preliminary assessment of the number of customers affected and  assist in development of restoration plans    Conduct regular briefings and meetings with Operations and Planning  Section personnel to review restoration progress and resource status   Work with the Planning and Finance & Administration Section Chiefs to  ensure accurate accounting for all resources   Collaborate with the Planning Section and Logistics Section Chiefs to  determine the initial allotment of all internal and external restoration  resources among the Regional EOCs and notify the EOC Operations Branch  Directors     Collaborate with the Planning Section and Logistics Section to ensure  support of the operational decision, i.e. crew movement, logistics, etc.   Participate in the creation of the necessary IAP Regional tactical plans need  to restore power considering pre‐established restoration priorities   Work with the Planning Section Chief to determine the Estimated Time to  Restore for specific geographic areas and the state as a whole     Monitor outage information, assess restoration progress, and collaborate  with the Planning and Logistics section, as necessary, to re‐allocate  resources within the state for maximum effectiveness   Verify that the performance of the restoration activities is aligned with IAP  goals   Request regular reports from the MEMA Liaison regarding state priorities,  issues, and conditions   Provide updates to Incident Commander   Provide new situation reports received from the field to Incident  Commander   Ensure the Planning and Logistics Sections are aware of the operational  resource requirements and are requesting and obtaining the necessary  additional resources    Working with the IC and the other Section Chiefs, approve changes to the  IAP objectives based on emergent operational issues   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 221 of 782 151 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Collect and disseminate information pertaining to the overall operational  progress and direction among the Operations Section Branch Directors in  the ICC and the Regional EOCs   Ensure that the positions within the Operations Section execute their  specific duties and responsibilities in accordance with the Emergency  Response Plan    Support the development and implementation of a Demobilization plan to  return to normal business operations  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Ensure outside contractor time sheets are forwarded to appropriate  financial personnel   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 222 of 782 152 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.2 Transmission Branch Director A. Position Title: Transmission Branch Director  B. Reports To: Operations Section Chief   Direct Reports:  Field Group Manager   Dispatch Group Manager  C. Position Duties and  Responsibilities:  The Transmission Branch Director coordinates and manages the damage  assessment and restoration activities associated with the Transmission System  during an emergency event.  The Transmission Branch manages field  restoration personnel including coordination and communication with the  System Operator and the Operations Branch Directors.    D. Pre‐Event Preparations:  Ensure the staffing rosters for the Transmission Branch positions are up to  date and ready to be used   Following activation of the IMT, activate any required Transmission Branch  personnel, develop staffing schedule, and provide initial staffing plans to  Operations Section Chief and the Planning Section   Conduct an initial briefing and routine update meetings and briefings with  Transmission Branch personnel   Ensure the Transmission Branch staff has a dedicated area to set up in the  ICC/EOC or nearby location and has all of the necessary equipment,  supplies, and support   Inform the Operations Section Chief of any Transmission Branch resource  requirements   Ensure the provisions of Eversource union agreements are observed   Collaborate with the Vegetation Management Unit Leader and gather  contact information required for tree crew coordination and assistance   Verify and arrange for helicopter availability   Notify the Operations Section Chief when Branch is operational  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure safety of tactical operations and exercise emergency authority to  stop and prevent unsafe acts   Ensure the necessary actions are implemented to achieve the IAP E goals   Inform the Operations Section Chief if additional Transmission Branch  resources are required and coordinate with Logistics Resource Acquisition   Develop a preliminary assessment of Transmission circuits and lines that  are impacted   Develop damage assessment strategy and priority and collaborate with the  Planning Section to assign DA Patrol Team (using helicopter and foot  patrols as necessary) are assigned to patrol the required areas   Coordinate with the applicable Dispatch Authority to perform the  necessary switching and tagging   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 223 of 782 153 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure the appropriate and effective distribution of the transmission  restoration crews among the damage locations based on the priorities and  IAP restoration objectives     Provide continual assessment of restoration progress and allocate  resources as necessary   Ensure that the positions within the Transmission Branch execute their  specific duties and responsibilities   Support the development of a Demobilization Plan to return to normal  business operations  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition.    Ensure outside contractor time sheets are forwarded to appropriate  financial personnel.   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC   Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 224 of 782 154 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.3 Field Group Manager A. Position Title: Field Group Manager  B. Reports To: Transmission Branch Director   Direct Reports: Field Supervisors  C. Position Duties and  Responsibilities:  The Field Group Manager coordinates and manages DA and field activities  associated with repairs to the transmission system.  D. Pre‐Event Preparations:  Ensure adequate field personnel available for expected duration of event   Following activation of the IMT, activate any required Field Group   personnel, develop staffing schedule, and provide initial staffing plans to  Operations Section Chief and the Logistics Section   Conduct an initial briefing and routine update meetings and briefings with  Field Group personnel   Ensure the provisions of Eversource union agreements are observed   Ensure all of the Field Group equipment is ready for use and operational.   (i.e., bucket trucks, lifts, off road vehicles, test equipment, cranes, and  other rental equipment)   Collaborate with the Vegetation Management Unit Leader and gather  contact information required for tree crew coordination and assistance   Verify with the Logistics Services Branch Director, as needed, that there are  an adequate number of vehicles (including possible rentals), whether  vehicle wheel chains are necessary, if there is an adequate stock of poles,  cross arms, and conductor, etc. and that the stock is reasonably distributed    E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure safety of tactical operations and exercise emergency authority to  stop and prevent unsafe acts   Oversee repairs and restoration of transmission lines and equipment  consistent with the work plan   Inform the Transmission Branch Director if additional resources are  required   Coordinate with the applicable Dispatch Authority to perform the  necessary switching and tagging and requirements   Ensure the appropriate and effective distribution of the Transmission  restoration crews among the damage locations based on the estimated  time to restoration each line    Provide continual assessment of restoration progress and allocate  resources as necessary  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   Ensure outside contractor time sheets are forwarded to appropriate  financial personnel  G. Equipment Required: Personal Protective Equipment (PPE):    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 225 of 782 155 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Reflective vest, safety shoes, hard hat  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Field  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 226 of 782 156 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.4 Dispatch Group Manager A. Position Title: Dispatch Group Manager  B. Reports To: Transmission Branch Director   Direct Reports: Dispatch Supervisor  C. Position Duties and  Responsibilities:  The Dispatch Group Manager position during emergencies is the same as the  Manager, Bulk Power operations.  Responsible for ensuring that all transmission  related operations are implemented as described in procedures and other  applicable documentation.    D. Pre‐Event Preparations:  Ensure adequate staffing available for expected duration of event   Ensure the provisions of Eversource union agreements are observed  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure safety of tactical operations and exercise emergency authority to  stop and prevent unsafe acts   Ensure the necessary actions are implemented to achieve the IAP strategy  and  goals   Coordinate with the applicable RMT System Operator to perform the  necessary distribution switching and tagging and requirements  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the Control Center  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Transmission Operations Center (TOC)  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 227 of 782 157 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.5 Substation Branch Director A. Position Title: Substation Branch Director  B. Reports To: Operations Section Chief     Direct Reports:  Substation Group Manager   Field Group Manager, Communications & Engineering  C. Position Duties and  Responsibilities:  The Substation Branch Director has the overall responsibility to support the safe  and reliable operation and restoration of the substations and communications  equipment.   D. Pre‐Event Preparations:  Ensure the staffing rosters for all Substation Branch positions are up to  date and ready to be used   Understand the provisions of the company union agreements as they are  interpreted under emergency operations   Deploy to ICC as directed, report to the Operations Section Chief, and  obtain a situational awareness and strategy briefing   Following activation of the Incident Management Team, activate the  required Substation Branch personnel as requested, develop staffing  schedules, and provide initial staffing plans to Operations Section Chief and  Planning Section   Conduct an initial briefing and routine update meetings and briefings with  Substation Branch personnel   Ensure the Substation Branch personnel have a dedicated area to set up in  the ICC or EOC and has all of the necessary equipment, supplies, and  support   Inform the Operations Section Chief of additional Substation Branch  resource requirements   Work with the Logistics and Planning Section to determine geographical  locations within the territory for pre‐deployment of personnel based on  threat   Ensure checks and repairs on radio repeater locations, back‐up generators  and fuel, and vehicles have been performed   Ensure Satellite phones have been activated, tested, and assigned to key  personnel   Ensure inspections of key substations have been performed  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 228 of 782 158 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure the Substation Branch executes the work plan to achieve the IAP  Operational Period goals   Request additional resources to support the Branch tactical operations as  required   Ensure safety procedures and protocols are being adhered to and exercise  authority to stop or prevent any unsafe acts   Obtain a preliminary assessment of the number of customers affected and  substations or circuits impacted   Ensure the Substation Branch coordinate with the applicable EOC RMT for  required switching and tagging   Coordinate with Transmission (Branch Director) to support to Transmission  repairs that require switching and tagging or access to substations   Provide continual assessment of restoration progress and allocate  resources where necessary   Monitor ETRs and develop and execute triage plans for any ETRs that are at  risk   Prepare status updates and provide to the Operations Section Chief     Ensure that the positions within the Branch execute their specific duties  and responsibilities effectively   Support the development of a Demobilization Plan to return to normal  business operations   Develop resource release schedule and release crews as necessary to the  Logistics Section for demobilization or redeployment  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition.   Ensure outside contractor time sheets are forwarded to appropriate  financial personnel.   Participate in  After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center or one of the activated EOCs as directed by the  Operations Chief  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 229 of 782 159 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.6 Substation Group Manager A. Position Title: Substations Group Manager    B. Reports To: Substation Branch Director    Direct Reports: Field Supervisors  C. Position Duties and  Responsibilities:  The Substation Group Manager has the overall responsibility to support the safe  and reliable operation and restoration of the substations and communications  equipment.  D. Pre‐Event Preparations:  Ensure adequate substation staffing is available to respond to the expected  event   Understand the provisions of the company union agreements as they are  interpreted under emergency operations   Obtain a situational awareness and strategy briefing   Work with the Operations Section Chief to determine geographical  locations within the territory for pre‐deployment of personnel based on  threat   Ensure checks and repairs on radio repeater locations, back‐up generators  and fuel, and vehicles have been performed   Ensure Satellite phones have been activated, tested, and assigned to key  personnel    Ensure inspections and preparedness actions of key substations have been  performed pre‐event   Participate in an initial briefing with the Substation & Community Task  Force Branch Director  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure safety procedures and protocols are being adhered to and exercise  authority to stop or prevent any unsafe acts   Obtain a preliminary assessment of the number of customers affected and  substations or circuits impacted   Ensure the Substation Group coordinates with the applicable Authorized  Switching Authority for required switching and tagging or access to  substations   Coordinate with Transmission Branch Director to support to Transmission  repairs that require switching and tagging or access to substations   Assess restoration progress and allocate resources where necessary   Monitor Estimated Time to Repair (ETR) and develop and execute triage  plans for any ETRs that are at risk   Prepare status updates and provide to the Operations Section Chief     Ensure that the positions within the Group  execute their specific duties  and responsibilities effectively  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 230 of 782 160 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure outside contractor time sheets are forwarded to appropriate  financial personnel  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC   Reflective vest, safety shoes, hard hat (field)  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC or Field  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 231 of 782 161 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   14.1.9.7 Operations Branch Director A. Position Title: Operations Branch Director  B. Reports To: Operations Section Chief   Direct Reports: Operations Group Manager  C. Position Duties and  Responsibilities:  The Operations Branch Director oversees the overall readiness and operational  capability of the Regional EOC, including coordination and communication with all  functional areas that support the Regional EOC and other RMT locations.    In  partnership with the Community Liaison Unit, ensures that community priorities  and critical care customer issues are being addressed.  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Operations Branch Director’s staff positions  are up to date and ready to be used   Ensure the provisions of Eversource union agreements are observed   Collaborate with the Logistics Section to determine logistic services and  support activities   Ensure the necessary equipment for the EOC and associated RMT locations is  operational, and OMS users login to validate credentials   Brief the EOC and RMT staff on the impending threat and level of response   Prepare an EOC Operation Section staffing plan and schedule, and provide  initial staffing plans to Operations Section Chief and Planning Section   Confirm with the EOC Community Liaison personnel the status and contact  information for the Community Liaisons assigned to the EOCs geographic area  and review the communications process for supplying community information  to the Community Liaisons   Collaborate with Vegetation Management, Wire Guard and Service Crew Unit  Leaders, and Operations Group Manager, if activated, for the status and  contact information required for crew coordination and assistance  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Oversee the tactical operations in the EOC    Notify the Operations Section Chief if additional operational resources are  needed    Ensure safety procedures and protocols are being followed and exercise  authority to stop or prevent any unsafe acts if noted   Monitor FPS Calls and response; ensure they are being dispositioned  expediently, and documented accurately   Ensure crew movements are communicated with Planning and Logistics  Sections   Maintain an awareness of the number of customers affected   Support the Planning Section in the development of the EOC portion of the IAP   Ensure each RMT executes their work plan to achieve the IAP Operational  Period goals, while managing emergent priorities   Ensure RMT personnel are maintaining and updating the OMS  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 232 of 782 162 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure the Operations Group Managers are coordinating community priorities,  tracking crew performance and managing ETRs for all active restoration jobs   Collaborate with the Planning Branch on the allocation of restoration crews  among the RMTs based on the estimated time to restore for each RMT within  the region, and keep the Operations Section Chief updated accordingly   Ensure that community priorities and critical care customer issues are being  addressed, in partnership with the Community Liaison   Collaborate with the EOC Planning Section personnel to ensure work packages  are prepared and ready, as needed   Monitor ETRs; develop and execute plans for any missed ETRs   Prepare and present EOC and RMT status updates on Operations calls, and  communicate restoration activities to regional EOC staff   Notify the Operations Section Chief when it is known the restoration crews are  being ready to be demobilized and redeployed if necessary   Ensure the RMTs have identified abnormal configurations (off‐schedule  conditions) and the information has been  disseminated back to System  Operations   Support the development and implementation of the demobilization plan  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Ensure outside contractor time sheets are forwarded to the Logistics Resource  Acquisition Branch   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Emergency Operations Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 233 of 782 163 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.8 Operations Group Manager A. Position Title: Operations Group Manager  B. Reports To: Operations Branch Director  1. Direct Reports:  RMTs   Dispatch Supervisor   Vegetation Management Coordinator  C. Position Duties and  Responsibilities:  The Operations Group Manager has direct management responsibilities and  oversight of the Restoration Management Teams (RMTs) assigned to the EOC.   Manages (pre‐activation, during activation, and post‐activation) the overall  readiness and operation of the assigned RMT’s, including coordination and  communication with Community Liaison Unit.  Responsible for ensuring that all  communications and restoration processes are being implemented as  consistent with the ERP.  Ensures equipment is set up and operational, shift  schedules for all RMT resources are developed and the process is operating  efficiently.  Ensures vegetation management issues are coordinated with RMTs.   In partnership with the Community Liaison Unit Leader, ensures that  community priorities are being addressed and that the RMTs are coordinating  and prioritizing with municipal restoration efforts accordingly.  D. Pre‐Event Preparations:  Understand the process for checking in and managing external (Mutual  Aid/Contractor Line Crews) restoration personnel   Ensure that the positions within each RMT execute their specific duties and  responsibilities   As directed, notify RMT and Group personnel of the impending threat and  level of response required    Understand the provisions of Union Agreements as they are interpreted  under emergency operations.   Prepare staffing plan and schedules as dictated for the duration level in the  response matrix and approved by the Director   Verify access to Qualified Person List (QPL)   Activate the RMT’s and ensure EOC and equipment is operational    Confirm with the Community Liaison Unit Leader coordination protocols.  Review the communications process for supplying community information  to the Community Liaisons   Confirm coordination protocols with the EOC Vegetation Management Unit  Leader  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure safety procedures and protocols are being adhered   Exercise authority to stop or prevent any unsafe acts   Attain a preliminary assessment of the number of customers affected   Monitor Public FPS calls and response   Direct and manage tactical operations in the EOC   Monitor restoration status and direct response in accordance with the IAP  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 234 of 782 164 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure that RMT personnel are maintaining the OMS up to date   Monitor tools and situational awareness dashboards that ensure that  resources assigned are engaged and productive   Identify staff and coordinate transition to one or more Remote Restoration  Management Teams (RRMT), as requested   Work directly with the Community Liaison Unit Leader to prioritize and  establish ETAs to community priorities.   Ensure the RMTs are managing community and customer communications,  tracking crew performance (Active Job Report), and managing ETAs for  FPS1 and FPS2 calls and ETRs for all active restoration jobs.   Provide input to the Branch Director on the allocation/distribution of crews  among AWCs based on the estimated time of restoration for each AWC   Communicate the arrival of restoration resources to RMTs   Ensure work packages are ready from Planning, as needed    Provide continual assessment of restoration progress and request resource  reallocation where necessary   Monitor ETRs; develop and execute triage plans for any missed ETRs  and/or nested outages, as required   Communicate immediately to the Branch Director any significant events or  issues impacting restoration or safety  F. Post‐ Emergency Event  Responsibilities and Reports:   As directed by the Branch Director release crews as necessary to the  External Resource Field Coordinator for demobilization or redeployment    Ensure the RMTs have identified all off‐schedule conditions and have been  demobilized back to normal System Operations positions    Conduct Demobilization process to return to normal business operations:  o Begin shut‐down of EOC and transfer of control back to System  Operations  o Develop resource release schedule   Direct relevant documentation to the Planning Section for disposition    Participate in an After‐Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: EOC  I. Work Period: One 8‐16 hour work period per day  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 235 of 782 165 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 236 of 782 166 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.9 RMT Operations Coordinator A. Position Title: RMT Operations Coordinator  B. Reports To: Operations Group Manager   Direct Reports: Field Supervisors  C. Position Duties and  Responsibilities:  The RMT Operations Coordinator executes the restoration strategy by working  with the Modeler and System Operator to assign and deploy line resources. The  RMT collectively assess where to send crews, and the Operations Coordinator  facilitates crew movement. They are responsible for the prioritization and  dispatch of jobs based on the type of emergency and coordinate with other  disciplines as needed.  They have overall responsibility to ensure the OMS is  maintained up‐to‐date by the RMT.  D. Pre‐Event Preparations:  Participate in pre‐event planning and operational conference calls and  meetings, as requested   Discuss availability, and prepare line resource rosters    Share resource rosters with Resource Tracking Unit Leader    Ensures OHL crews are entered in OMS to receive assignments  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Monitor assignments to disposition E911 priority events    Establish restoration priorities for the RMT   Provide insight concerning restoration in the assigned geographic area and  current capabilities of on‐hand line resources    Communicate with and provide direction to Field Supervisors    Dispatch crews to perform restoration activities    Support and collaborate with other RMT members    Coordinate with the Safety Specialist to ensure resources are working  safely    Ensures ETRs in OMS and OMS event status is up‐to‐date   Manage crew work and rest hours    Escalate resource needs   Communicates to Field Supervisors locations of crews in close proximity to  assigned work, and ensures clear and distinct work boundaries      Coordinates priorities with Vegetation Management, Wire Guards &  Service Crews   Provide regular reports and updates to the Operations Group Manager or  Operations Branch Director, as appropriate   Ensures mapping errors discovered in the OMS are identified via e‐mail to  the GIS Mapping Group  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 237 of 782 167 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the EOC/AWC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Regional EOC/AWC  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 238 of 782 168 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.10 RMT Operations ModelerOperations Coordination Support Specialist A. Position Title: RMT Operations ModelerOperations Coordination Support Specialist   B. Reports To: Operations Group Manager/Operations Branch Director   Direct Reports: None  C. Position Duties and  Responsibilities:  The RMT ModelerOperations Coordination Support Specialist works  collaboratively as part of the RMT with the Operations Coordinator and RMT  System Operator to identify call patterns in the Outage Management System  (“OMS”) to validate and confirm outage locationsmodel and group related  outage/non‐outage events, refer events to proper Work Queues, and  validate/confirm outage locations. The Operations Coordination Support  Specialist helps ensure Estimated Times to Restoration (“ETR”), Cause Codes,  scope of work, Estimated Times of Arrival (“ETA”), and job statuses are being  accurately maintained. They assist with event close‐out as direted by the  Operations Coordinator and System Operator. In addition, they assist with  ensuring the next high priority crew assignment aligns with the overall  restoration strategy. On overnight shifts, they assist in prioritizing, packaging  work assignments, and pre‐assigning work under the direction of the  Operations Branch Director, Operations Group Manager, or Operations  Coordinator. Using data modeling techniques, Modelers determine what is  happening on the system within their assigned zone and consolidates events in  the OMS to accurately reflect conditions in the field. The Modeler keeps the  OMS up to date, including the model, ETRs and event status – enroute, ETA,  onsite, or complete.    D. Pre‐Event Preparations:  Participate in pre‐event planning and operational conference calls and  meetings, as requested   Assist Operations Coordinator to build line crews in the OMS, if needed  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Analyze, group, and relate dispatched Fire Police Standby priority (FPS)  events to the associated outage within the RMT    Work collaboratively as part of the RMT with the Operations Coordinator  and System Operator to identify call patterns in the OMS, model and group  related outage/non‐outage events, and validate/confirm outage locations.    Use clue codes, customer comments, phone calls, and the OMS viewer to  help identify the pattern of calls to validate and confirm outage locations    Group events together that roll up to a specific device and acknowledge the  event in OMS    Refer events to the proper Work Queues (Damage Assessment, Vegetation  Management, Wire Guards, or Service Crews)    Work with the RMT Operations Coordinator and System Operator to  manage dispatch priorities in the OMS Work Agenda based on emergency  type, including downed wires, blocked roads, primary circuits, critical  customers, customer count, and emergent requests    Help ensure ETRs, Cause Codes, scope of work, ETAs, and job status are  being accurately maintained in the OMS    Assist with event close‐out as directed by the RMT Operations Coordinator  and System Operator    Help identify the next high priority crew assignments aligning with the  overall restoration strategy   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 239 of 782 169 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  On overnight shifts, assist in prioritizing, packaging work assignments, and  pre‐assigning work, under the direction of the Operations Branch Director,  Group Manager, or Operations Coordinator    Ensure mapping errors discovered in OMS are communicated by e‐mail to  the GIS Mapping Group    Analyzes and coordinates dispatched priority E911 events with in the RMT    Works with the RMT Operations Coordinator to manage dispatch priorities  in the OMS Work Agenda based on emergency type including downed  wires, blocked roads, primary circuits, critical customers, customer count,  and emergent requests   Works with the RMT Operations Coordinator to update the OMS with  status of line crews, or refer events to Damage Assessment, Vegetation  Management, Wire Guards, or Services    Uses clue codes, customer comments, phone calls, and the OMS viewer to  help identify the pattern of calls to validate and confirm outage locations    Group events together that roll up to a specific device and acknowledge  the event in the OMS    Maintain system model as reported by field personnel    Monitor ETR’s and update restoration comments   Coordinates with Vegetation Management, Wire Guards & Service Crew  Unit Leaders as needed   Complete events in the OMS    Ensures mapping errors discovered in the OMS are identified via e‐mail to  the GIS Mapping Group  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the EOC/AWC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Regional EOC/AWC, RMT/Remote RMT, as directed  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 240 of 782 170 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.11 Vegetation Management Coordinator A. Position Title: Vegetation Management Coordinator  B. Reports To: Vegetation Management Unit Leader   Direct Reports: None  C. Position Duties and  Responsibilities:  The Vegetation Management Coordinator is the link between the tree crews in  the field, and the Restoration Management Team.  The Vegetation  Management Coordinator:   Reviews and dispositions tree‐related events in the OMS work queue,  working in coordination with the RMT Modeler and Operations  Coordinator on the RMT   Communicates with crews working in the field, and updates events in the  OMS with work progress, and estimated times for completion   Communicates with RMT as to work status  D. Pre‐Event Preparations:  Ensure knowledge and understanding of the OMS, including the damage  assessment and referral processes   Participate on Operations Branch Director pre‐event conference calls and  discuss availability with Operations Group Manager   Log in to OMS and review training materials and other job aids; addressing  any technology issues  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure crew rosters have been provided to the Logistics Resource  Acquisition Branch Director and all crews have been properly received   Build crews in OMS   Monitor OMS for work requiring tree crews   Communicate and collaborate with RMT Operations Coordinator and  Modeler to ensure efficient use of crews and resources   Assign work to crews in the OMS   Communicate with tree crews in the field and provide assignment details   Refer events when work is completed by tree crews, if line or service  resources are needed   Add event details, and close tickets if work is complete  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the EOC  Equipment and Supplies:    Phone   Computer  Personal:  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 241 of 782 171 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Emergency Operations Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 242 of 782 172 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.12 Operations Section Chief – Assistant, Wire Guard & Service Crew Groups A. Position Title: Operations Section Chief – Assistant, Wire Guard & Service Crew Groups  B. Reports To: Operations Section Chief   Direct Reports:  Wire Guard Group Manager   Service Crew Group Manager     C. Position Duties and  Responsibilities:  The Operations Section Chief – Assistant, Wire Guard & Service Crew Groups  manages and supports the Wire Guard and Service Crew Groups  D. Pre‐Event Preparations:  Participate in Operations Section Conference Calls   Understand the provisions of the company union agreements as they are  interpreted under emergency operations   Deploy to ICC or specific reporting location as directed, report to the  Operations Section Chief, and obtain a situational awareness and strategy  briefing   Following activation of the Incident Management Team, activate the  required Wire Guard & Service Crew Groups as needed   Conduct an initial briefing and routine update meetings and briefings with  Wire Guard & Service Crew Group Leaders inform the Operations Section  Chief of additional Wire Guard & Service Crew Group resource  requirements   Work with the Logistics and Planning Sections to determine geographical  locations within the territory for pre‐deployment of personnel based on  threat   Ensure service kits are available for service crews  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Participate in Operations Section Briefing   Ensure the Service Crew Group Manager has developed and is maintaining  an accurate work plan for house service work and that any changes in  arrival, repair, or restoration times are being entered in the OMS   Ensure the Service Crew Group Manager is coordinating with the  applicable RMT Operations Coordinator if required for house service  restoration work   Coordinate with Restoration Management Teams to ensure that high  priority wire down situations are responded to and have a Wire Guard  assigned as necessary   Ensure the Wire Guard Group Manager has established a schedule and has  a process in place to provide relief and breaks for Wire Guards stationed at  field locations   Coordinate with Logistics Section to provide food and lodging, if necessary,  for Wire Guards and Service Crews   Ensure temporary repairs that require known follow‐up work by customer  electricians and/ or municipal inspections are documented in the OMS  before closing out the event  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 243 of 782 173 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure damage locations that involve only third‐party equipment such as  CATV, TELCO providers, and so on have been documented in the OMS and  has been effectively communicated to the other utilities as required   Provide periodic status reports and updates to the Operations Section  Chief   Support the development of a Demobilization Plan to return to normal  business operations   Develop resource release schedule and release crews as necessary to the  Logistics Section for demobilization or redeployment  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Ensure outside contractor time sheets are forwarded to appropriate  financial personnel   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC/ Westwood  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 244 of 782 174 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.13 Service Crew Group Manager A. Position Title: Service Crew Group Manager  B. Reports To: Wire Guard & Service Crew Branch Director   Direct Reports: Service Crew Unit Leaders  C. Position Duties and  Responsibilities:  The Service Crew Group Manager oversees the management, coordination, and  deployment of service crews to restore residential electrical services.  D. Pre‐Event Preparations:  Ensure the staffing rosters for Service Crew Branch positions are up to date  and ready to be used   Understand the provisions of the company union agreements as they are  interpreted under emergency operations   Deploy to ICC or specific reporting location as directed, report to the Wire  Guard & Service Crew Branch Director, and obtain a situational awareness  and strategy briefing   Following activation of the Incident Management Team, activate the  required Service Crew Branch personnel, develop staffing schedules, and  provide initial staffing plans to the Operations Section Chief and Logistics  Section   Conduct an initial briefing and routine update meetings and briefings with  Service Crew Branch personnel   Inform the Wire Guard & Service Crew Branch Director of additional Wire  Guard Branch resource requirements   Ensure that access to store house service kits is available  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure the Service Crew Unit Leaders have developed and are maintaining  an accurate work plan for house service work and that any updates in  arrival, repair, or restoration times are being entered in the OMS   Ensure the Service Crew Unit Leader is coordinating with the applicable  RMT Operations Coordinator if required for house service restoration work   Ensure Food and Lodging requirements have been communicated   Ensure service crews make every effort to notify customers, as  appropriate, regarding follow‐up work   Ensure temporary repairs that require known follow‐up work by customer  electricians and/ or municipal inspections are documented in the OMS  before closing out the event   Ensure damage locations that involve telephone or third‐party equipment  have been documented in the OMS before closing out the event   Ensure events are being referred to the appropriate resource group in the  OMS work queue    Provide periodic status reports and updates to the Wire Guard & Service  Crew Branch Director   Develop resource release schedule and release crews as necessary to the  Logistics Section for demobilization or redeployment  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 245 of 782 175 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure outside contractor time sheets are forwarded to appropriate  financial personnel   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or other office location  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC or specific reporting location as directed  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 246 of 782 176 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.14 Service Crew Unit Leader A. Position Title: Service Crew Unit Leader  B. Reports To: Service Crew Group Manager   Direct Reports:  Service Crew Coordinator   Service Crew Supervisor  C. Position Duties and  Responsibilities:  The Service Crew Unit Leader is responsible for management and coordination  of the service crews that perform restoration of pole to house services in a  geographical area.  D. Pre‐Event Preparations:  Ensure knowledge and understanding of the Outage Management System  (OMS) including the assessment and the referral process   Knowledge of electrical system, available resources, resource abilities, and  resource needs   Maintains rosters and ensures staff is trained and in state of readiness to  respond to and activation   Assess availability, activate, and deploy unit personnel as directed   Ensure technology and equipment at assigned work locations is tested and  operational   Understand the provisions of Union Agreements as they are interpreted  under emergency operations   Provides situational briefing and updates  to Group Manager  and to  Service Crew Coordinators   Develop Shift schedules for the unit    Work with Procurement Unit Leaders and/ or External Resource  Acquisition Unit Leaders to secure contract resources:  o Electricians and low voltage line crews  o Fleet services, including spare or rented line trucks    Confirm availability of service kits and have restocked as necessary   Ensure house service kits are distributed as necessary to field personnel.  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Develop and maintain an accurate work plan for house service jobs.    Ensure changes in arrival, repair and restoration times are reflected in the  OMS   Ensure food and lodging requirements have been communicated   Ensure service crews make every effort to notify customers as appropriate  regarding follow up work   Ensure events are being referred to the appropriate resource group in the  OMS queue   Ensure temporary repairs that require follow‐up work by customer  electricians for repair and municipal inspections are documented in OMS  before closing the job  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 247 of 782 177 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure damage locations that involve telephone or third‐party equipment  have been documented in OMS   Provide periodic updates to the Service Crew Group Manager and  participate in scheduled situational briefings and calls   Communicate to direct reports tactics specific to the unit as developed in  the IAP  F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure contractor time sheets are forwarded to appropriate financial  personnel   Direct relevant documentation to the Planning Section for disposition   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the EOC or other office location  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Regional EOC or specific reporting area as directed  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 248 of 782 178 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.15 Service Crew Coordinator A. Position Title: Service Crew Coordinator  B. Reports To: Service Crew Unit Leader   Direct Reports: None  C. Position Duties and  Responsibilities:  The Service Crew Coordinator is responsible to assign and dispatch service  crews within assigned area to restore house services.  D. Pre‐Event Preparations:  Discuss availability with Service Crew Unit Leader   Ensure knowledge and understanding of the Outage Management System  (OMS) including the damage assessment and the referral processes   Login to OMS to validate credentials and to ensure technology is up to date   Make notifications and activate personnel within branch   Updates Service Crew Unit Leader on mobilization activities  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Develop and maintain an accurate work plan for house service jobs and  ensure changes in arrival, repair and restoration times made in the field are  reflected in the OMS   Record in OMS temporary repairs that require work by customer  electricians for repair and municipal inspections before completing the  event with follow‐up required in the OMS   Ensure damage locations that involve telephone or third‐party equipment  have been documented in OMS and have been effectively communicated  to other utilities before closing out the job   Provide periodic updates to the Unit Leader and participate in scheduled  situational briefings and calls  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in AWC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Area Work Center or specific reporting location as directed  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 249 of 782 179 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.16 Service Crew Supervisor A. Position Title: Service Crew Supervisor  B. Reports To: Service Crew Unit Leader   Direct Reports: Service Crews  C. Position Duties and  Responsibilities:  The Service Crew Supervisor is responsible for supervising the service crews  that perform restoration of pole to house services in a geographical area.  D. Pre‐Event Preparations:  Ensure all required PPE is in order    Fully charge all portable devices   Assess availability, activate, and deploy unit personnel as directed   Ensure technology and equipment at assigned work locations is tested and  operational   Understand the provisions of Union Agreements as they are interpreted  under emergency operations   Ensure house service kits are distributed as necessary to field personnel.  Confirm materials and have restocked as necessary  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure pre‐job safety briefings are being conducted   Take action to prevent/stop unsafe acts   Execute work plan for house service jobs.   Ensure changes in arrival, repair  and restoration times are reflected in the OMS   Ensure service crews make every effort to notify customers as appropriate  regarding follow up work or leave a door hanger indicating such   Ensure temporary repairs that require follow‐up work by customer  electricians for repair and municipal inspections are communicated and  documented in OMS before closing the job   Ensure damage locations that involve telephone or third‐party equipment  have been documented in OMS   Provide periodic updates to the Service Crews Unit Leader  F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure contractor time sheets are forwarded to appropriate financial  personnel   Direct relevant documentation to the Planning Section for disposition   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     Reflective vest, safety shoes, hard hat  Equipment and Supplies:    Phone   Computer  Personal:  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 250 of 782 180 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Assigned Field Location  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 251 of 782 181 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   14.1.9.17 Wire Guard Group Manager A. Position Title: Wire Guard Group Manager  B. Reports To: Wire Guard and Services Branch Director   Direct Reports: Wire Guard Unit Leaders  C. Position Duties and  Responsibilities:  The Wire Guard Group Manager manages and oversees the Wire Guard process  by ensuring a Wire Guard is sent to damage locations that require someone to  be present to stand by potential electrical hazards.  D. Pre‐Event Preparations:  Ensure the staffing rosters for all Wire Guard positions are up to date and  ready to be used   Understand the provisions of the company union agreements as they are  interpreted under emergency operations   Deploy to ICC or specific reporting location as directed, report to the Wire  Guard and Services Branch Director, and obtain a situational awareness  and strategy briefing   Following activation of the Incident Management Team, activate the  required Wire Guard Branch personnel, develop staffing schedules, and  provide initial staffing plans to Operations Section Chief and Logistics  Section   Conduct an initial briefing and routine update meetings and briefings with  Wire Guard personnel   Inform the Wire Guard and Services Branch Director of additional Wire  Guard resource requirements   Work with the Logistics and Planning Section to determine geographical  locations within the territory for pre‐deployment of personnel based on  threat  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate with Restoration Management Teams to ensure that high  priority wire down situations are responded to and have a Wire Guard  assigned as necessary   Ensure the Wire Guard Unit Leaders have established a schedule and are  able to provide relief and breaks for Wire Guards stationed at field  locations   Coordinate with Logistics Section to provide food and lodging, if necessary,  for Wire Guards   Provide periodic status reports and updates to Wire Guard & Services  Branch Director   Support the development of a Demobilization Plan to return to normal  business operations   Develop resource release schedule and release personnel as necessary to  the Logistics Section for demobilization or redeployment  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 252 of 782 182 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure outside contractor time sheets are forwarded to appropriate  financial personnel   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or other office location  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC or specific reporting location as directed  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 253 of 782 183 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.19 Wire Guard Unit Leader A. Position Title: Wire Guard Unit Leader  B. Reports To: Wire Guard Group Manager   Direct Reports: Wire Guard Coordinator  C. Position Duties and  Responsibilities:  The Wire Guard Unit Leader is responsible for managing and overseeing the  response of Wire Guards to damage locations that require personnel to stand  by potential electrical hazards  D. Pre‐Event Preparations:  Ensure knowledge and understanding of the Outage Management System  (OMS) including the damage assessment and the referral processes   Assess availability, activate, and deploy unit personnel as directed   Understand the provisions of The Company Union Agreements as they are  interpreted under emergency operations   Ensure technology and equipment at assigned work locations is tested and  operational   Make notifications and activate personnel within unit:  o to Wire Guard Group Manager and Wire Guard Coordinators    Provides situational briefing on event   Develop Shift schedules for the Unit    Work with the Wire Guard Group Manager to secure external contractor  resources   Contact Logistics Transportation Services Unit for required rental vehicles,  if necessary  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Develop and maintain an accurate work plan for wire guarding jobs.   Ensure arrival and release times are accurately related in the OMS   Coordinate with Restoration Management Teams to ensure that high  priority wire downs have been responded to and have wire guard support  if required   Ensure that Wire Guard Unit has schedule and system in place to provide  relief and breaks to guards at damage locations   Ensure food and lodging requirements have been communicated   Coordinate field support required for wire guard work as necessary   Ensure events are being referred to the appropriate resource group in the  OMS work queue   Provide periodic updates to the Wire Guard Group Manager and  participate in scheduled situational briefings and calls   Communicate to direct reports tactics specific to the Unit as developed in  the IAP  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 254 of 782 184 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in EOC or other office location  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Regional EOC or specific reporting location as directed  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 255 of 782 185 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.20 Wire Guard Coordinator A. Position Title: Wire Guard Coordinator  B. Reports To: Wire Guard Unit Leader   Direct Reports:  Wire Guard Field Coordinator   Wire Guard  C. Position Duties and  Responsibilities:  The Wire Guard Coordinator is responsible to assign and dispatch Wire Guards  to damage locations, within an assigned region, where downed wires have  created a potential electrical hazard.  D. Pre‐Event Preparations:  Ensure knowledge and understanding of the Outage Management System  (OMS) including the damage assessment and the referral processes   Discuss availability with Wire Guard Unit Leader   Login to OMS to validate credentials and ensure technology is up to date   Build Wire Guard crews in OMS   Verify availability of any needed Wire Guard Kits  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Monitor priority calls and referrals in the OMS Work Agenda   Monitor work queue for referrals to Wire Guard   Assign Wire Guards to events in the OMS   Coordinate with Wire Guard Field Coordinators and communicate with  Wire Guards on assignments   Ensure necessary information for priority calls is captured, including when  resource is assigned and arrives onsite, in event details   Add any relevant event comments in the OMS based on field conditions  reported by Wire Guards   Escalate any logistical issues to the Wire Guard Unit Leader   Coordinate with Damage Assessment Coordinator to deploy Wire Guard  resources as a result of conditions identified during damage assessment  patrolling   Collaborate with the System Operator or Operations Coordinator when an  emergency request is made for a Line Crew   Following the assignment and dispatch of a Wire Guard to an event, refer  the event to the next appropriate group   Track all wire guard personnel within the respective area assigned    Create a rotational shift to allow breaks for people out in the field   Ensure that the guards provide public protection by directing public a safe  distance away.   If DA has not been performed, document OMS remarks whether conductor  is primary or secondary voltage, or if it is telecommunications wire   Forecast the next location  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 256 of 782 186 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in AWC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Area Work Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 257 of 782 187 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.21 Wire Guard Field Coordinator A. Position Title: Wire Guard Field Coordinator  B. Reports To: Wire Guard Coordinator   Direct Reports: None  C. Position Duties and  Responsibilities:  The Wire Guard Field Coordinator is responsible for coordinating and  overseeing the response of Wire Guards dispatched to damage locations that  require personnel to stand by potential electrical hazards.  D. Pre‐Event Preparations:  Ensure all required PPE is in order    Fully charge all portable devices   Ensure knowledge and understanding of the Outage Management System  (OMS) including the damage assessment and the referral processes   Assess availability, activate, and deploy unit personnel as directed   Understand the provisions of The Company Union Agreements as they are  interpreted under emergency operations   Provides situational briefing on event   Work with the Wire Guard Coordinator to review external contractor  resources available  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure Wire Guards dispatched to the field arrive in a timely manner   Resolve issues that arise at wire guard field locations   Provide periodic updates to the Wire Guard Coordinator and participate in  scheduled situational briefings and calls   Ensure Wire Guards receive bio breaks, food and water, and relief at the  end of their shift, consistent with the schedule   Coordinate with the Wire Guard Coordinator, as required  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     Reflective vest, safety shoes, hard hat  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Field location, as directed  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 258 of 782 188 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.22 Wire Guard A. Position Title: Wire Guard  B. Reports To: Wire Guard Coordinator    Direct Reports: None  C. Position Duties and  Responsibilities:  Wire Guards are responsible for responding to public safety issues, as identified.   Wire Guards are assigned and dispatched to damage locations, as directed by  the Wire Guard Coordinator, where electric infrastructure has created a  potential electrical hazard.  D. Pre‐Event Preparations:  Discuss availability with Wire Guard Coordinator   Check all personal protective equipment, supplies, and wire guard kit  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Report to Wire Guard Coordinator for assignments   Report to assigned electric infrastructure location   Provide company presence at electrical infrastructure until made safe by  qualified personnel   Warn the public of electrical hazards by use of cones, tape, and/or Wire  Guard presence from a safe distance of 25 feet   Report unexpected field conditions back to Wire Guard Coordinator   Escalate any logistical issues to the Wire Guard Coordinator  F. Post‐ Emergency Event  Responsibilities and Reports:   Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     Reflective vest, safety shoes, hard hat   Equipment and Supplies:    Wire Guard Kit   Phone  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Field Location  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 259 of 782 189 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.23 Utility Liaison A. Position Title: Utility Liaison  B. Reports To: Operations Section Chief   Direct Reports: N/A  C. Position Duties and  Responsibilities:  The Utility Liaison is responsible for maintaining communications and  information exchange with third party attachment companies  (telecommunications service providers and others), joint pole owners, and  Eversource Operations. Facilitates pole and wire repair and pole replacement  during emergency events. Assists in cross‐utility coordination between Gas and  Electric Distribution Companies to mitigate the potential of secondary events  during supply deficiency, feeder rotation, and so on, as well as third‐party  activities as needed. Logs all communications, provides timely updates/event  status to Incident Management Team (IMT) and key stakeholders as needed.  D. Pre‐Event Preparations:  Ensure knowledge and understanding of all necessary systems and tools  used by Single Pole Administrators    Activate Eversource Utility Liaison Hotline   Create log file from template and save to shared drive location   Establish and share contact information with all third‐party attachment  companies and notify that Eversource Utility Liaison Hotline is open,  forward initial external storm briefing from Communications Officer   Submit Utility Liaison roster/shifts to Regulatory Officer   Identify joint pole owner and third‐party attachment company contacts   Identify external Water and Gas Utility Company contacts  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Communicate with third party attachment companies on pole repairs and  replacements, forward periodic external storm briefings from  Communications    Communicate with joint pole owners and stakeholders regarding status,  ticket resolutions, changes in priorities, and other information as  requested   Communicate with Operations to facilitate repairs and replacements  between Eversource and third parties   Communicate with external Water, Gas, and Electric Distribution  Companies to facilitate and assist in the coordination of incident response  operations to limit the potential cross‐utility impacts due to supply  deficiency, feeder rotation, and re‐energization of electric circuits or gas  mains   Maintain records of pole repairs and replacements in Log file   Escalate issues to the Regulatory Officer for resolution   Participate in Eversource Regulatory Organization Conference Calls  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 260 of 782 190 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure all emergency event issues logged during the event have been  addressed   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC or remote  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 261 of 782 191 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.24 ERP Operations Section Initiation Meeting Agenda 1. Operations Section Chief to brief Operations personnel on all available intelligence concerning the  Incident.  2. Current Outage Statistics (by AWC& EOC)   Circuit Lock‐outs & customer impact   Totals Incidents “covered” & customer impact   Total Incidents “uncovered” & customer impact   Calls awaiting analysis  3. Review the status of all on‐going and planned initiation procedures for the Operations Section.   EOC Branch)   Transmission   Substation   Work Coordination (Centralized or decentralized)   Wire Guards   Service Crews   External Crews (OH & UG Line, Tree, Mutual Assistance, Transmission, Substation)  4. Assess, develop and implement staffing for impacted EOCs:  4.1 EOC personnel:   Operations Coordinator   Primary Crew Supervisors   OH Line Crews / UG Line Crews   Dispatch Personnel (Decentralized?)   OH Troubleshooters / UG Troubleshooters   Service Crews   Administrative Supervisors   Clerical Support (EOC and Work Coordination)  4.2 System Operation personnel:   Transmission   Substation  5  Review Resource Assessment & Coordination’s recommendations of External Crew  requirements to IC for approval.  Resource Assessment & Coordination Section Chief to notify Logistics    6  Report out on extraordinary events by EOC (Distribution & Transmission)  7  Report out on any Logistical or Communications issues.  8  Schedule time for Incident Progress Report Meeting   9  Report all actions of ERP Operations Section Initiation meeting to the Incident Commander at  the Incident Progress Meeting or sooner if warranted.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 262 of 782 192 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.25 Operations Section Pre‐Event Checklist Pre‐Event T‐72  Date Time Initials Action Notes     Notify Operations Branch Directors of impending event  and schedule initiation briefing call.  Disseminate Incident Action Plan if available.        Review staffing availability & identify gaps      Develop 24‐hour staffing plan for multiple day event      Schedule Operations update meetings      Confirm with Logistics Section to verify:   Generators are tested   Vehicles are inspected, repaired and ready for  use   Chains are available for winter events   Adequate inventory of stock and materials are  available       Test EOC Equipment   OMS computers  SCADA  Printers  Radio consoles      Conduct inspection and verify availability of outpost  locations       Make arrangements with Field Engineering to charge  and distribute satellite phones       Ensure that maps and prints have been updated in  each EOC       Test truck vehicle radios and turn in repairs to Field  Engineering    Pre‐Event T‐48  Date Time Initials Action Notes     Conduct Operations meetings and  disseminate Incident Action Plan    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 263 of 782 193 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute    Identify EOCs and AWCs to activate and  potential timing when they will become  operable       Verify staffing availability and confirm  shifts       Review proposed staffing plan with  Planning Chief and Incident Commander       Instruct Operations Branch Directors to  provide staffing templates to the Planning  Section – Resource Tracking Branch  Director.       Identify outpost locations that will be  used for the event       Check with Logistics Section Chief on the  status of vehicle repairs, inventory  availability, and facility readiness.       Check with Field Engineering on the  status of Vehicle radio repairs and  satellite phone delivery.       Identify resource requirements for  Martha’s Vineyard and make  arrangements to move crews pre‐event.    Pre‐Event T‐24  Date Time Initials Action Notes     Confirm all EOCs and AWCs are fully  functional and ready.       Finalize staffing plan and shift schedule      Review staffing Resource Tracking Branch  Director to ensure it reflects actual  staffing plan.       Ensure crews have been positioned on  Martha’s Vineyard if required.             NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 264 of 782 194 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.26 Procedure: Decentralization of System Control to EOC 1.0 Purpose  1.1 This procedure describes the steps necessary to deploy Electric System Operations dispatch  personnel from a System Control Center to a regional EOC.  2.0 Responsibilities  2.1 The Operations Section Chief, in coordination with the Operations Branch Directors, will direct  the Operations Group Manager to implement this procedure.  3.0 Precautions ‐ None  4.0 Prerequisites  4.1 An ERP of Type 3, 2, 1 has been initiated by the Incident Commander and the impacted EOCs  have been identified.  4.2 The impacted EOCs have been set‐up and are operational for ERP Response.  5.0 Actions  5.1 Instruct the Operations Branch Directors to develop the staffing of dispatch personnel in order  to support 24 hour/day coverage at the impacted EOC(s).   5.2 Once the dispatch personnel have arrived at the impacted EOC(s), the decentralized dispatch  Supervisor will contact the respective centralized System Operations Center supervisor to  coordinate the transfer of system control to the EOC‐based personnel.  5.3 Once the decentralized response has been established, all personnel at the impacted EOC will  be notified of the change.  All remaining EOC personnel will be notified upon the start of their  shift.  6.0 References ‐ None  7.0 Attachments – None     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 265 of 782 195 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.27 Procedure: Activation and Mobilization of Field Restoration Resources 1.0 Purpose  1.1 This procedure describes the steps necessary to activate and mobilize Field Supervisors,  Troubleshooters, Line Crews and EOC Personnel.  2.0 Responsibilities  2.1 The Operations Branch Directors are responsible for implementing this procedure with  decision support from the Operations Section Chief.  2.2 The personnel to be “held on” in anticipation of the incident will be determined by the  Operations Branch Directors and Operations Section Chief during the ERP Operations Section  Initiation Meeting.  2.3 The Operations Branch Directors are responsible for the activation, deployment and  demobilization of personnel.   3.0 Precautions: None  4.0 Prerequisites  4.1 The ERP has been activated, and an ERP event of Type 3, 2, or 1 has been declared by the  Incident Commander and the impacted EOCs have been identified.  4.2 The Incident Commander has deemed in necessary to open one or more EOCs in a Type 2 or  1 event.   4.3 The impacted EOCs have been activated and are operational for ERP response.  5.0 Actions  5.1 The Operations Branch Director will instruct the Operations Group Managers to develop the  staffing of Dispatch personnel, Field Supervisors, Line Crews and Troubleshooters in order to  support 24 hour/day coverage at the impacted EOC(s).   5.2 During the ERP event, the EOC Field Units will respond to trouble as directed by the  Operations Group Manager.  5.3 The Operations Section Chief and the Operations Group Manager will monitor outage  conditions and supply or redeploy additional Field Supervisory and Troubleshooter resources  as required to provide quick response to make safe severely impacted areas.  5.4 At completion of their work shift, the Line Personnel will meet with their Supervisor to debrief  on all work assignments.  They will also coordinate with their Supervisor the expected time to  for their next shift, if applicable.  If Line Personnel are required to return, they will re‐supply  their vehicle prior to leaving unless otherwise instructed by the Supervisor. All personnel  leaving a fixed or temporary facility at the end of their shift must first make contact with the  Administrative Specialist or to confirm their shift’s end time.  5.5 At completion of their work shift, Supervisors will meet with their replacements and brief  them on the previous shift events and any work or personnel still in the field. All personnel  leaving at the end of their shift must first make contact with the Administrative Specialist to  confirm their shift’s end time.  5.6 At the completion of their last shift, Line Personnel will debrief on all work assignments.   Supervisors will collect all work‐related information and present it to the Operations Group  Manager for the EOC.  The Operations Group Manager must document all incomplete  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 266 of 782 196 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute assignments and coordinate with the Dispatch Supervisor the prioritization and assignment  of any incomplete work assignments.  6.0 References  None  7.0 Attachments:  None     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 267 of 782 197 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.28 Procedure: External Resource Coordination 1. Purpose  1.1 This procedure describes the actions that are taken by the Operations Section Chief, Logistics Chief,  External Resource Acquisition Branch Director and Operations Branch Director while securing and  upon the arrival of external resources in response to varying Types of ERP activation.    2. Responsibilities  2.1 The Resource Acquisition Branch Director is responsible for implementing this procedure and the  following:   Develop and maintain a listing of Company personnel responsible for coordinating outside crews.   Check‐in external crews   Assign company personnel to external crews   Perform an annual review of this procedure and revise as warranted.   Consult with the Operations Branch Director for transfer of crews.   Ensure crews arrive at assigned EOC and have been transferred to the Operations Section for work  assignments.  2.2 The Operations Branch Director is responsible for implementing this procedure and the following:   Consult with Resource Acquisition Branch Director on the specifics of external crew logistics:  o Arrival time  o Crew names  o Company personnel assigned to the external crew(s)   Allocate resources to RMT’s according to IAP objectives and priorities.   Monitor crew productivity and restoration progress   Re‐allocate resources within EOC or demobilize resources back to Resource Acquisition to deploy  to another EOC or release.  3. Precautions: None  4. Prerequisites  4.1 An ERP Incident has been declared or is anticipated and the Operations Section Chief has requested  Logistics Section Chief to acquire external crew resources.     Resource Acquisition Branch and included Units/ resources have been activated by Logistics  Section Chief.   External Resource Field Coordinators are notified by the External Resource Field Unit Leader to  report to the designated staging locations to receive the external crews.   External Crew Receipt Tracking Forms supplied by the External Resource Field Unit Leader   External Crew Tracking Sheet  4.2 External line resources will be supervised by the Operations Field Supervisors.   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 268 of 782 198 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 4.3 The Resource Acquisition Section will track the External Crew activities and work locations using the  resource tracking tool ARCOS. .    4.4 The External Resource Field Unit Leader will assign an External Resource Field Coordinator to the  external crews.  4.5 Work will be assigned by the Operations Coordinator and those work priorities will be decided upon  jointly by the RMT.  4.6 In the event additional Company personnel are required to provide field support for the external  resources, the following ERP personnel will be reassigned to the External Resource Unit and under the  supervision of the External Resource Field Unit Leader:   Damage Appraisers   Wire Guards   Overhead Line Crews   Crew Guides  4.7 The redeployment of the Damage Appraiser, Wire Guard and Overhead Line Crew resources will be  approved by the Operations Section Chief and the Planning Section Chief; implemented by the  External Resources Unit Leader and the Operations Group Manager  4.9 When a Check‐in Area or Staging Areas have been activated to support external resources, the  Supervisors at each location will notify the Resource Acquisition Branch Director when the location is  fully operational and ready to begin processing/ supporting external resources  4.10 In the event the Receiving Center at the Summit or the Staging areas throughout the service  territory are opened, the Damage Appraiser, Wire Guard and Overhead Line Crew resources will be  redeployed to these sites.  4.11 When the Operations Section Chief has notified the Incident Commander that external resources  are no longer needed, the Resource Acquisition Branch Director will facilitate the demobilization or  redeployment of the external resources.  4.12 The External Resource Unit will remain in contact with all external resource parties to ensure the  needs of all parties are being met and contracts are executed as agreed.  4.13 Following the termination of the ERP Incident and resumption of normal business operations, the  External Resource Branch will work with the Finance Section to receive and verify all external crew  resource invoicing, authorize all payments and allocate all charges for appropriate costs incurred from  obtaining external resources during the ERP Incident.  5. References  5.1 http://www.restorepower.com (EEI Mutual Assistance Web Site)  5.2 Eversource Emergency Response Contractor agreement  6. Attachments  None   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 269 of 782 199 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.2914.1.9.28 Procedure: Restoration Priorities and Coordination 1. Purpose  1.1 This procedure describes the method for assigning repair work by priority in order to create an  efficient restoration system.  The following are considered:  1.1.1 The resource classifications that will do the repair work  1.1.2 The priority orders in which the work will be classified by the outage management  system and completed within the assigned labor class.  NOTE: Jobs with more than one type of damage at a location are prioritized and arranged by the highest  priority work at the location.  This high priority work is considered a single job and is assigned as such.  2. Responsibilities  2.1 The Operations Group Manager is responsible for ensuring the implementation of this procedure.  2.2 The RMTs are responsible for executing this procedure.  3. Precautions   3.1. The strategy for restoring electrical service on the distribution system will be assigned in accordance  with the following set of general priorities:  3.1.1 Eliminate unsafe conditions, primary wires down and energized (FPS1).  3.1.2 Re‐establishment of power source for system.  3.1.3 Restoration of transmission lines to substations involving outages.  3.1.4 Restoration of distribution supply lines and distribution substations.  3.1.5 Restoration of distribution primary mains supplying commercial centers and large groups of  customers.  3.1.6 Restoration of service to Critical Facilities.  Agreed upon Community Priorities will take  precedent where practicable.  Circuit restoration priorities have been established and will be  followed to the extent practicable.  3.1.7 System equipment blocking primary roadway and hampering fire/police/EMS response.  3.1.8 Restoration of other branched (fused) primary lines & line transformers, and secondary mains  supplying small groups of customers.  Service restoration to “Life Support Customers” will be  given priority during this restoration stage, or if municipal contact requests the LSC to be a  Community Priority.  3.1.9 Restoration of lines and services supplying individual customers.  To the extent available,  personnel trained and proficient in electrical work but not qualified to perform overhead  primary work will be utilized in a parallel effort to restore damaged service drops.  4. Prerequisites  4.1. None  5. Actions  5.1. Work Assignments  5.1.1. The Planning Section will analyze, group and process all Priority 01‐Loss of transmission, 02‐Loss  of Supply and 03‐Circuit Lockout Calls and Jobs. When ESO has been able to switch on as much  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 270 of 782 200 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute customer load as possible, ESO will then status these jobs to “PARTIALLY ENERGIZED” and inform  the Planning Section that those jobs are ready for analysis.  5.1.2. Planning Section will initially analyze, group, survey and process Unassigned Calls and Jobs to  PENDING Outage Jobs once surveyed.  5.1.3. The RMT will assign service crews to pending jobs. Every event is different and system conditions  vary during the course of the restoration process.   6. References  6.1 Life Support Customers – Life Support Customers are identified in OMS.  7. Attachments  none     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 271 of 782 201 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.3014.1.9.29 Procedure: Vegetation Management 1. Purpose:  The purpose of this procedure is to describe the actions to be taken in response to an incident, which has  impacted or may impact the system.    2. Responsibilities:  2.1 The Vegetation Management Coordinator will manage, and direct resources as requested by the  Operations Group Manager and will:  2.1.1 Participate in scheduled conferences and training programs.  2.1.2 Maintain a directory of vegetation management contractors who can provide  qualified personnel and equipment to perform line clearing.   2.1.3 In conjunction with Vegetation Management, annually meet with the local tree  wardens to review and discuss emergency response procedures (D.P.U. 91‐228), as  well as normal tree trimming activities.   3. Precautions:  None  4. Prerequisites: None   5. Actions:  5.1 Notification  5.1.1 This position has no internal ERP notification responsibilities, but is responsible for  contacting contract Arborists as required   5.2 Activation  5.2.1 Report to the assigned EOC or Area Work Center as directed.  5.2.2 Obtain a briefing on the status of the ERP event from the Operations Group Manager.  5.2.3 Ascertain number, type and source of contractor tree crews currently at work on the  system and additionally requested by the Company and provide update to the  Operations Group Manager  5.3 Response  5.3.1 Coordinate Tree Crew Resources assigned to the EOC or Service Center   5.3.2 Update OMS (trouble management system) for vegetation related events  5.3.3 Provide feedback to assist in the efficient deployment of these resources.  5.3.4 Assist the Operations Coordinator or Field Supervisors as requested with additional  tree crews.   5.4 Termination  5.4.1 Ensure that OMS is current and all paperwork pertaining to tree clearing personnel is  completed and forwarded to the Operations Group Manager  5.4.2 Coordinate release with External Resource Administration Unit Leader  5.4.3 Crews can only be released with approval of the Operations Group Manager  6. References: None  7. Attachments: None  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 272 of 782 202 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 273 of 782 203 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.9.3114.1.9.30 Procedure: Inter‐Utility Coordination The three Massachusetts investor owned electric utilities; Eversource Energy, National Grid, and Unitil,  along with Verizon, Comcast and Charter Communications, formed the Telecommunications & Electric  Utility working group (TC&EU) to enhance coordination and communication during emergency events.  The  working group drafted a Communications Guideline that provides guidance for planning and logistics by  Telecommunications, Cable, and Electric Utilities in the state of Massachusetts when preparing for a major  weather event that requires the coordination of wire down response, pole replacements and other  necessary response between the companies. The guideline provides points of contact and communication  processes for the parties to follow in planning and execution of their response operations.      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 274 of 782 204 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.10 Public Safety Section 14.1.10.1 Public Safety Section Chief A. Position Title: Public Safety Section Chief  B. Reports To: Incident Commander   Direct Reports: Public Safety Unit Leader  C. Position Duties and  Responsibilities:  The Public Safety (PS) Section Chief has the overall responsibility to assemble,  prepare, and deploy resources to address hazards impacting communities  caused by electrical equipment. The Section Chief works closely with other  members of the Command and General staffs, particularly the Liaison Officer,  Planning Section Chief, and Operations Section Chief, to ensure that public  safety events are being mitigated in a safe and efficient manner. During  widespread damage, there can be a high volume of public safety events across  the Eversource service territory. The PS Section Chief ensures that the Public  Safety team is addressing the highest priorities in the following order:  1. Life Threatening/Imminent Danger (Fire Police Standby first priority –  FPS1) calls   2. Hindering Emergency Operations (FPS2) calls  3. Non‐Life‐Threatening Electrical Hazard (FPS3) calls  4. The restoration of critical facilities in coordination and collaboration with  the Operations Section  D. Pre‐Event Preparations:  Ensure the staffing rosters for all Public Safety Section positions are up to  date and ready to be used   Ensure annual meetings are held by the Branch Directors, Group Managers,  or Unit Leaders for employees whose primary emergency assignment  differs from their Blue‐Sky position. The meeting will:   Review the processes related to employees’ primary emergency  assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective  Equipment (PPE) required to complete their primary emergency  assignment   Review the obligation of all employees to report to work when  activated and that employees are aware of notification methods   Understand the provisions of the company union agreements as they are  interpreted under emergency operations   Deploy to the Incident Command Center (ICC) as directed, report to the  Incident Commander (IC), and obtain a situational awareness and strategy  briefing  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 275 of 782 205 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Following activation of the Incident Management Team (IMT), activate the  required Public Safety Section personnel as requested, develop staffing  schedules, provide initial staffing plans to the IC, and ensure with the  Planning Chief that the Resource Tracking Tool is updated and accurate   Conduct an initial briefing and routine update meetings and briefings with  Section personnel   Ensure Public Safety Section personnel have a dedicated area to set up in  the ICC or Emergency Operations Center (EOC) and all of the necessary  equipment, supplies, and support   Ensure the Outage Management System (OMS) is used to assign and status  all public safety events the team is working on   Work with the Logistics and Planning Sections to determine geographical  locations within the territory for pre‐deployment of personnel based on  the threat   Ensure Satellite phones, when required, have been activated, tested, and  assigned to key personnel  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure the Section executes the work plan to achieve the Incident Action  Plan (IAP) Operational Period goals   Request additional resources to support the Public Safety tactical  operations as required   Ensure safety procedures and protocols are being adhered to and exercise  authority to stop or prevent any unsafe acts   Obtain a preliminary assessment of the number of public safety FPS  locations impacted, by community, and coordinate with Planning and  Liaison Sections to allocate resources to the highest impacted communities   Ensure that all hazard mitigation activities are being recorded  appropriately in OMS, including updating and closing out FPS events and  properly documenting mitigation actions in outage events.   Ensure the field personnel coordinate with the applicable EOC or RMT for  required switching and tagging   Provide continual assessment of restoration progress and allocate  resources where necessary   Prepare status updates and provide to the IC as required or requested   Ensure that the positions within the Section execute their specific duties  and responsibilities effectively   Support the development of a Demobilization Plan to return to normal  business operations   Develop resource release schedule and release crews as necessary to the  Operations Section for demobilization or redeployment    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 276 of 782 206 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Ensure outside contractor time sheets are forwarded to appropriate  financial personnel   Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC   I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 277 of 782 207 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.10.2 Public Safety Unit Leader A. Position Title: Public Safety Unit Leader  B. Reports To: Public Safety Section Chief   Direct Reports:  Public Safety Coordinator   Public Safety Supervisor  C. Position Duties and  Responsibilities:  The Public Safety Section utilizes the Electric System Operations  Response Organization, as well as substation and underground  employees, to be deployed to communities that have experienced  significant damage during an emergency event to assist in  addressing the highest priorities in the following order:   1. Life Threatening/Imminent Danger (Fire Police Standby first  priority – FPS1) calls   2. Hindering Emergency Operations (FPS2) calls  3. Non‐Life‐Threatening Electrical Hazard (FPS3) calls  4. The restoration of critical facilities in coordination and  collaboration with the Operations Section  These employees are sent to communities with qualified line and  forestry crews to perform the necessary tasks to open roads and  perform some restoration activities. The Unit Leader (UL) is  responsible for coordinating the deployment of Public Safety  resources to communities and monitoring progress. The Public  Safety UL works closely with the Liaison Unit Leader to ensure that  the resources are addressing the highest priority public safety  events and that work is being assigned and updated accurately in  the Outage Management System (OMS). Other duties include:   Ensure safety of tactical operations   Exercise emergency authority to stop and prevent unsafe acts   Execute and supervise the operations portion of the Incident  Action Plan (IAP)   Participate in scheduled ERP training sessions   Be knowledgeable about the Eversource ERP with a focus on  the Public Safety Section and interdependencies with other ERP  Sections.   Ensure that all hazard mitigation activities are being recorded  appropriately in OMS, including updating and closing out FPS  events and properly documenting mitigation actions in outage  events.   Maintain a staffing roster of qualified and capable employees  to perform the duties of Public Safety Coordinator, Public  Safety Supervisor, and response resources. Ensure employees  have attended training, have necessary equipment, and are in a  state of readiness  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 278 of 782 208 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Understand the provisions of company union agreements as  they are interpreted under emergency operations   Ensure that the positions within the Public Safety Section  execute their specific duties and responsibilities   Understand the process for on‐boarding and managing external  (Mutual Aid/Contractor Line) restoration personnel  D. Pre‐Event Preparations:  Notify and activate personnel of an impending threat to the  system   Work with the Public Safety Coordinators and Supervisors to  prepare and record in the Resource Tracking Tool a staffing  plan and schedules as dictated for the duration of the event in  the response matrix (approved by the Public Safety Section  Chief)   Work with the Operations and Planning Sections and the  Liaison Unit Leader to develop areas of pre‐deployment of  personnel to geographic locations within the territory based on  the threat to the area  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure safety procedures and protocols are being adhered to   Exercise authority to stop or prevent any unsafe acts   Deploy Public Safety Teams, monitor restoration status, and  direct the response in accordance with the IAP   Monitor reports to ensure that assigned resources are engaged  and productive   Coordinate with the Public Safety Section Chief for direction on  deployment of resources to the hardest impacted communities   Ensure the OMS is used to assign and status all public safety  events the team is working on, including restoration remarks  when the hazard has been mitigated and how mitigation was  accomplished   Escalate field response issues to the Public Safety Section Chief  and/or Liaison Unit Leader as necessary   Coordinate with System Operations or Local EOCs on required  switching, tagging, and clearances   Coordinate with the Operations and Planning Section Chiefs  and the Liaison Officer for direction on deployment of Public  Safety Specialists to hard hit communities   Provide continual assessment of restoration progress and  allocate resources where necessary   Prepare for and present status updates on the operations   As directed, release crews as necessary to the Resource  Coordinator for demobilization or redeployment   Conduct Demobilization process to return to normal business  operations   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 279 of 782 209 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for  disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the AWC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal  needs for multiple days away from home  H. Position Work Location: EOC  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 280 of 782 210 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.10.3 Public Safety Coordinator A. Position Title: Public Safety Coordinator  B. Reports To: Public Safety Unit Leader   Direct Reports: Response Specialist Organization (RSO)  C. Position Duties and  Responsibilities:  The Public Safety Section utilizes the Electric System Operations Response  Organization, as well as substation and underground employees, to be  deployed to communities that have experienced significant damage during an  emergency event to assist in:   1. Life Threatening/Imminent Danger (Fire Police Standby first priority –  FPS1) calls   2. Hindering Emergency Operations (FPS2) calls  3. Non‐Life‐Threatening Electrical Hazard (FPS3) calls  4. The restoration of critical facilities in coordination and collaboration with  the Operations Section  These employees are sent to communities with qualified line and forestry crews  to perform the necessary tasks to open roads and perform some restoration  activities. The Unit Leader (UL) is responsible for coordinating the deployment  of Public Safety resources to communities and monitoring progress. The Public  Safety UL works closely with the Liaison Unit Leader to ensure that the  resources are addressing the highest priority public safety events and that work  is being assigned and updated accurately in the Outage Management System  (OMS). Other duties include:   Assure safety of tactical operations   Exercise emergency authority to stop and prevent unsafe acts   Participate in scheduled ERP training sessions   Remain trained on the operation of the OMS   Be knowledgeable about the Eversource ERP with a focus on the Public  Safety Section and interdependencies with other ERP Sections.   Ensure that all cut and clear activities are being recorded appropriately in  OMS, including updating and closing out FPS events and properly  documenting mitigation actions in outage events.   Ensure that the positions within the Public Safety Section execute their  specific duties and responsibilities  D. Pre‐Event Preparations:  Notify and activate personnel of an impending threat to the system   Work with the Public Safety Unit Leader to prepare and record in the  Resource Tracking Tool, ARCOS, a staffing plan and schedules as dictated  for the duration of the event in the response matrix (approved by the  Public Safety Section Chief)   Work with the Public Safety Unit Leader to develop areas of pre‐ deployment of personnel to geographic locations within the territory based  on the threat to the area; assign personnel in OMS  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 281 of 782 211 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure safety procedures and protocols are being adhered to   Exercise authority to stop or prevent any unsafe acts   Monitor the OMS for FPS calls that impact blocked roads and Public Safety  issues. Develop and send priorities to specialists and field resources,  monitor status, and direct response in accordance with the Incident Action  Plan (IAP)   Coordinate with the Public Safety Unit Leader for direction on deployment  of resources to the hardest impacted communities   Monitor reports to ensure that assigned resources are engaged and  productive   Coordinate with System Operations or Local Emergency Operations  Centers (EOCs) on required switching, tagging, and clearances   Ensure the OMS is used to assign and status all public safety events the  team is working on, including restoration remarks when the hazard has  been mitigated and how mitigation was accomplished   Provide continual assessment of restoration progress and allocate  resources where necessary   Prepare for and present status updates on the operations   Escalate field response issues to the Public Safety Unit Leader and/or  Liaison Unit Leader as necessary   Conduct Demobilization process to return to normal business operations      Develop resource release schedule  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: EOC or AWC as assigned  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 282 of 782 212 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.10.4 Public Safety Supervisor A. Position Title: Public Safety Supervisor  B. Reports To: Public Safety Unit Leader   Direct Reports: N/A  C. Position Duties and  Responsibilities:  The Public Safety Supervisor is responsible for overseeing the line resources  deployed to communities to assist in:   1. Life Threatening/Imminent Danger (Fire Police Standby first priority –  FPS1) calls   2. Hindering Emergency Operations (FPS2) calls  3. Non‐Life‐Threatening Electrical Hazard (FPS3) calls  4. The restoration of critical facilities in coordination and collaboration with  the Operations Section  If trained, qualified, and equipped with proper personal protective equipment  (PPE), the Supervisor can perform make safe operations by testing and clearing  downed wires.   The Supervisor is responsible to ensure the safety of line and tree crews  working to mitigate the public safety hazards. The Supervisor needs to  understand the operations of the Public Safety Section, participate in scheduled  ERP training sessions, and be knowledgeable of interdependencies with other  ERP Sections.   D. Pre‐Event Preparations:  Report to assigned location to be briefed on status   Pick up assignment: assigned area (community, AWC, or similar), crews  assigned, points of contact   Ensure communications equipment is available and tested   If trained and qualified to perform Cut and Clear operations, ensure  proper PPE is available and in order  E. Duties, Responsibilities, and  Actions During an Emergency  Event:    Ensure safety procedures and protocols are being adhered to   Exercise authority to stop or prevent any unsafe acts   If trained and qualified to perform cut & clear operations, ensure PPE is  available and in order   Establish communication with Eversource Public Safety Coordinator   Check in with designated community point of contact and exchange  communications protocols   Monitor reports that ensure resources are assigned, engaged, and  productive   Communicate with Public Safety Coordinator to receive priority locations  and update mitigation status   Ensure the Outage Management System (OMS) is used to assign and status  all public safety events the team is working on, including restoration  remarks that a hazard has been mitigated and how mitigation was  accomplished  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 283 of 782 213 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Coordinate with System Operations or Local Emergency Operations  Centers (EOC) on required switching, tagging, and clearances   Prepare for and present status updates on the Operations    As directed, release crews as necessary to the Public Safety Coordinator for  demobilization or redeployment    Develop resource release schedule    Conduct demobilization process to return to normal business operations  F. Post‐ Emergency Event  Responsibilities and Reports:   Participate in After Action Review(s)    Conduct After Action Review as soon as possible following conclusion of  the event with Public Safety Section staff to capture opportunities for  improvement    Direct relevant documentation to the Planning Section for disposition  G. Equipment Required: Personal Protective Equipment (PPE):    Reflective vest, safety shoes, hard hat, safety glasses    If trained & qualified, required additional PPE per OP‐58 ERP Wire Down  Cut & Clear Procedure    Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Field  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 284 of 782 214 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11 Planning Section 14.1.11.1 Planning Section Chief A. Position Title: Planning Section Chief  B. Reports To: Incident Commander   Direct Reports:  Planning Branch Director ‐ Forecasting   Planning Branch Director ‐ Tactical   Planning Branch Director ‐ Resource Tracking  C. Position Duties and  Responsibilities:  The Planning Section Chief, in collaboration with the Incident Commander and  other Command and General staff personnel, is responsible for developing and  recommending the overall restoration strategy, including Estimated Time to  Restore (ETR) based on current resources available, damage assessment data,  and current and forecasted weather conditions.  Oversees the execution of the  damage assessment process and the development of situation and resource  status information. Collaborates with the Operations and Logistics Section  Chiefs to determine resource requirements, allots and tracks all emergency  event resources once activated or checked in, and develops each operational  period’s Incident Action Plan (IAP). Ensures the OMS ETRs and RTS Global  Restoration Messaging are maintained, up to date and accurate, and ensures  reporting to regulators is completed as required.  The position ensures annual meetings are held by the Branch Directors, Group  Managers or Unit Leaders for employees whose primary emergency assignment  differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment   Review the obligation of all employees to report to work when activated  and that employees aware of notification methods  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Planning Section positions are up to date  and ready to be used   Ensure availability of technology (i.e., FocalPoint, OMS, Clearion, etc.)    Ensure technology users validate credentials and access   Deploy to ICC when requested, report to the Incident Commander, and  obtain a situational awareness and strategy briefing   Following activation of the Incident Management Team, activate the  required Planning Branch Directors and other needed Planning Section  personnel  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 285 of 782 215 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure each Planning Branch has a dedicated area to set up in the ICC, EOC  or nearby location and has all of the necessary equipment, supplies, and  support   Conduct an initial briefing and routine update meetings and briefings with  Planning Branch Directors   Assess potential system impact and possible outages based upon current  system conditions as well as event predictions and historical system  information    Ensure the ICC, EOC, and AWC IMT Rosters are developed, maintained, and  up to date   Ensure the resource tracking data base is activated and loaded with all  current pertinent data   Inform the Logistics Section of potential need for additional resources   Instruct the Planning Branch Director Forecasting to begin development of  the first operational period IAP   Prepare routine updates, reports, and information to the Incident  Commander and Command and General Staff as required or requested  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Conduct initial and follow up Planning Section meetings or conference calls  with Planning Section   Establish information requirements and reporting schedules for the various  Planning Section Branches.   Oversee the damage assessment processes, strategies, and the specific  time constraints for the preparation of Estimated Time to Restore.   Communicate this information as necessary, and monitor the overall  progress   Oversee the collecting, analyzing, and managing of all emergency event  status information, including damage assessment, outage calls in OMS,  resource needs and allocation, etc. and ensure it is compiled and displayed  as necessary   Ensure accurate and timely regulatory reporting is completed in accordance  with requirements   Collaborate with the Operations Section Chief and IC to develop  appropriate ETRs   Collaborate with the Communications Officer and IC to determine the  applicable Global Restoration Messaging to ensure consistency with the  global ETRs, and ensure both are maintained and up to date   Oversee the allotment, movement within the IMTs geographic area of  responsibility, and tracking of the on boarded emergency response  resources   Prepare regular reports and information for Incident Commander as  required or requested  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 286 of 782 216 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Inform Logistics Section of additional resource requirements (including the  need for specialized resources) or when resources will soon become  available for redeployment   Ensure that all damage assessment data is being entered and updated in  the OMS in a timely fashion    Ensure the development of the IAP in collaboration with the Incident  Commander and the General and Command staffs   Recognize and report significant changes in incident status to the Incident  Commander and provide situational awareness concerning other regional  utilities, their performance, and any issues which may impact the  company’s restoration efforts   Ensure that the positions within the Section execute their specific duties  and responsibilities    Oversee the preparation of the Demobilization Plan to include developing a  strategy for releasing external crews in the most cost‐effective manner and  return the organization to normal business operations  F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure that all forms and documentation are properly completed and  provided to the Manager of Emergency Preparedness   Ensure outside contractor time sheets are forwarded to appropriate  financial personnel   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 287 of 782 217 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2 Planning Branch Director‐ Forecasting A. Position Title: Planning Branch Director ‐ Forecasting  B. Reports To: Planning Section Chief   Direct Reports:  Planning Unit Leader ‐ Strategic   Situation Unit Leader  C. Position Duties and  Responsibilities:  The Planning Branch Director ‐ Forecasting oversees the collection, analysis,  estimating and reporting of pre and post impact system data to provide  situational awareness to the Planning Section Chief, Incident Commander,  and other members of the Incident Management Team.  The Planning  Branch Director ‐ Forecasting is responsible for ensuring the timely updating  of models and dashboards and for analyzing, determining, and maintaining  current Estimated Time to Restore (ETR) for the overall State, Regions,  RMTs, and Towns in the IMTs area of responsibility.  Along with determining  ETRs, collaborates with the Planning Branch Director Tactical on priorities  and with the Communications Officer to develop and publish the Global  Restoration Messages, once they are approved.  The position ensures annual meetings are held by the Branch Directors,  Group Managers or Unit Leaders for employees whose primary emergency  assignment differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment  Review the obligation of all employees to report to work when activated  and that employees aware of notification methods  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Planning Branch Forecasting’s staff  positions are up to date and ready to be used   Ensure the Planning Branch Forecasting staff has a dedicated area to set up  in the ICC or nearby location and has all of the necessary equipment,  supplies, and support   Deploy to ICC as directed, report to the Planning Section Chief, and obtain a  situational awareness and strategy briefing   Following activation of the Incident Management Team, activate the  required Planning Branch ‐ Forecasting personnel and provide initial  staffing plans to the Planning Chief and Resource Tracking Branch   Conduct an initial briefing and routine update meetings and briefings with  Planning Forecasting personnel   Instruct the Branch staff to monitor weather forecasts and damage that has  occurred to neighboring utilities   Review data from weather‐based Damage Prediction Models  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 288 of 782 218 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Assess potential system impact and the possible number of outages events  based upon event predictions and historical system information    Prepare routine updates, reports, and information for the Planning Section  Chief as required or requested   Instruct the Situation Unit Leader to verify that the required ICC, EOC, and  AWC IMT Rosters are being developed as part of the IAP   Develop the first Operational Period IAP  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Collect and compile outage and damage data to predict and report damage  impact   Formulate an overall response and recovery strategy in collaboration with  others and develop an IAP including providing recommendations of  movement, addition, or releases of resources as appropriate   Inform Planning Section Chief of additional Planning Branch Forecasting  resources required   Collaborate with the Liaison Officer to develop and validate reporting to  regulators, as required   In collaboration with Operations, using the OMS Storm Management  module and other data and considerations to determine the Global ETR,  ensure entry into (override) the OMS ETRs at the various zones (State,  Region, AWC, Town, Circuit) within the IMTs geographical jurisdiction   Collaborate with the Communications Officer to develop global restoration  messages for the various zones (Region and AWC) within the IMTs  geographical jurisdiction and ensure update of the RTS Global Restoration  Messaging tool   Collaborate with the Planning Branch Directors Tactical on a DA strategy  and associated time constraints   Monitor restoration progress against communicated ETRs and identify at  risk ETRs and adjust as necessary   Oversee development of “what if scenarios” to determine optimum staffing  levels   Ensure positions within the Branch execute their specific duties and  responsibilities effectively   Support the development of a Demobilization Plan, including resource  schedule, and release resources as necessary to the Planning Section Chief  for demobilization or redeployment  F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure all models and data is saved for post event analysis   Ensure that all forms and documentation are properly completed and  provided to the Planning Section Chief   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):    N/A if in the ICC   Equipment and Supplies:   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 289 of 782 219 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Phone  Computer  Personal:  Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 290 of 782 220 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.3 Event Statistician Specialist A. Position Title: Event Statistician Specialist  B. Reports To: Situation Unit Leader   Direct Reports: None  C. Position Duties and  Responsibilities:  The Event Statistician Specialist compiles key decision‐making data such as  resource counts, outage data, damage assessment data, and restoration  progress.  Provides input and validates other inputs into the IAP in  coordination with the Planning Branch Directors. Provides reports to the  ECT as requested.    D. Pre‐Event Preparations:  Discuss availability with Planning Branch Director ‐ Forecasting  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Compile key data and restoration progress   Provide insights and advice during development of the global ETR(s)  based on the DA data collected & compiled   Monitors & records key metrics for Electric or Gas IMTs, as applicable  including # crews and types, trouble spot to crew ratios, % DA  complete, customers out and restored, % customers with ETRs and  ETR type (global versus event ), etc.  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: ICC  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 291 of 782 221 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.4 Planning and ETR Specialist A. Position Title: Planning & ETR Specialist  B. Reports To: Planning Unit Leader ‐ Strategic       Direct Reports: None  C. Position Duties and  Responsibilities:  The Planning & ETR Specialist is responsible for monitoring weather and  road conditions, crew resources, troublespot to crew ratios, developing and  recommending global ETRs, messaging, and monitoring ETRs against  restoration progress.  Advises the Planning Unit Leader ‐ Strategic of  strategic considerations/ recommendations based on conditions and  parameters monitored.  D. Pre‐Event Preparations:  Monitor weather forecasts in the regions and damage to other utilities   Review data from available damage prediction models  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Collect and compile data from the OMS, System Operations, and  Resource Tracking Branch in order to predict and report damage,  customer impact and recommended movement, addition, or releases  of resources as appropriate   Develop and recommend Global ETRs by system, region, AWC, and  town and messaging to Planning Unit Leader ‐ Strategic   Update system OMS and messaging tool with approved ETR messages   Monitor restoration progress against communicated ETRs and report  at risk ETRs  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: ICC  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 292 of 782 222 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.5 GIS Specialist A. Position Title: GIS Specialist  B. Reports To: Planning Branch Director ‐ Forecasting   Direct Reports: N/A  C. Position Duties and  Responsibilities:  The GIS Specialist assists the Planning Branch Director – Forecasting in the  analysis of events utilizing GIS to help identify outage locations, define  customer impact, identify potential critical facilities, and determine the overall  impact area. GIS Specialists work closely with Damage Assessment (DA) to  gather information during the DA process to model field conditions, update the  GIS system; and at the direction of the Planning Branch Director – Forecasting,  distribute all required maps to the ICC, EOC(s), and field locations  D. Pre‐Event Preparations:  Assist the Planning Branch Director – Forecasting    Confirm access to the GIS program, associated maps, and charts  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Assist Damage Assessment team with identifying areas of impact    Develop, print, and deliver necessary maps and drawings to the ICC, EOCs,  and/or field locations    Analyze data returned from the DA process    Coordinate with DA to identify customer impact    Coordinate with Planning Branch Director – Forecasting to determine if an  ETR can be established    Assist in the identification of any critical facilities within the impacted area    Coordinate with the Planning Unit – Tactical on the development of the  Incident Action Plan (IAP)   Coordinate with the Planning Branch Director – Forecasting to maintain  current outage/restoration status    Monitor restoration status    F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section Chief for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A ‐ If in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: ICC  I. Work Period: 8‐16 hour work period per day  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 293 of 782 223 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 294 of 782 224 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.6 Transmission Support Specialist A. Position Title: Transmission Support Specialist   B. Reports To: Planning Branch Director ‐ Transmission   Direct Reports: None  C. Position Duties and  Responsibilities:  The Transmission Support Specialist supports the Planning Branch Director  – Transmission in the assessment of transmission system damage and the  development of an integrated restoration strategy in coordination with the  Planning Forecasting Branch.  D. Pre‐Event Preparations:  Support the Planning Branch Director – Transmission   Maintain Situational awareness  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Support the compilation of transmission system damage   Support the development of a prioritized transmission restoration  strategy and coordinate with the Planning Forecasting Branch to  ensure an integrated plan   Provide an interface with engineering/technical support, as needed  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: ICC  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 295 of 782 225 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.7 Planning Branch Director ‐ Tactical A. Position Title: Planning Branch Director ‐ Tactical  B. Reports To: Planning Section Chief   Direct Reports: Planning Unit Leader ‐ Tactical  C. Position Duties and  Responsibilities:  The Planning Branch Director – Tactical is responsible for overseeing the  Region’s Rapid and Detailed damage assessment processes.  The Planning  Branch Director – Tactical verifies and collaborates with the Operations  Branch Director that the resources that have been allotted are distributed  appropriately among the Restoration Management Teams and develops  high level tactical plans to be implemented.  As the restoration event nears  completion, is responsible for developing a strategy for releasing external  resources, internal resources, and support staff, in the most efficient and  cost effective manner.    D. Pre‐Event Preparations:  Ensure the staffing rosters for the Planning Branch Tactical staff  positions are up to date and ready to be used   Deploy to EOC as directed, report to the Planning Section Chief, and  obtain a situational awareness and strategy briefing   Following activation of the IMT, activate Planning Tactical personnel,  develop staffing schedule, and provide initial staffing plans to the  Resource Tracking Branch   Conduct an initial briefing, and routine update meetings and briefings  with personnel   Ensure the Branch staff has all of the necessary equipment, supplies,  and support   Collaborate with the Forecasting Branch and assess potential system  impact/number of outage events    Collaborate with other Planning Branch Directors on preparedness  activities and expectations for timeliness and accuracy of DA   Prepare routine updates, reports, and information for the Planning  Section Chief as required or requested   Collaborate with the Planning Branch Director ‐ Forecasting and  support the development of the first Operational Period IAP   Notify the Planning Section Chief of Logistics requirements to support  the Damage Assessment efforts     Inform Planning Section Chief when the Planning Tactical Branch  personnel are setup and operational  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Oversee and ensure the effective performance of the damage  assessment to support, develop, and disseminate an accurate global  ETR within required time frames     Notify the Planning Section Chief if additional resources are needed to  support the damage assessment effort  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 296 of 782 226 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure positions within the Branch execute their specific duties and  responsibilities   Provide any necessary support to developing the IAP, including the  Regional Operation Plans   Monitor and redeploy the Branch resources to areas of need as  required or directed by the Planning Section Chief.  Notify Resource  Tracking Branch of any authorized resource movement   When notified that demobilization is being considered, develop overall  strategy for final release of the Branch resources in the most efficient  and cost effective manner   Release any contract personnel to the Logistics Resource Acquisition  Branch for demobilization or redeployment  F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure all models and data is saved for post event analysis   Ensure that all forms and documentation are properly completed and  provided to the Planning Section Chief   Ensure outside contractor time sheets are forwarded to appropriate  financial personnel.   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center or one of the activated EOCs as directed by the  Planning Section Chief  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 297 of 782 227 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.8 Planning Unit Leader – Tactical A. Position Title: Planning Unit Leader ‐ Tactical  B. Reports To: Planning Branch Director ‐ Tactical   Direct Reports:  Damage Assessment Coordinator   Planning Modeler  C. Position Duties and  Responsibilities:  The Planning Unit Leader ‐ Tactical executes the strategy for the damage  assessment.  Ensures the OMS is updated with damage assessment details,  and the system is modeled to accurately reflect conditions in the field.   Feedback from the Planning Unit Leader is used in the development of the  IAP Regional Allocation Plan.  D. Pre‐Event Preparations:  Discuss availability with Planning Branch Director ‐ Tactical   Assess availability, activate, and deploy unit personnel as directed   Prepare rosters for Planning Unit in the assigned region   When Damage Assessment is activated, ensure Damage Assessment  Patrol crews are built in OMS   Ensure availability of DA Mobile technology   Ensure technology users validate credentials and access  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Executes the damage assessment process to support timely ETRs, as  required to aid operations   Monitor Damage assessment progress and update Planning Branch  Director ‐ Tactical   Escalate requests for additional Damage Assessment resources as  needed   Ensure Food and Lodging requirements have been communicated   Address any logistical issues with Logistics Support Specialist   Ensure damage information is entered in the OMS and the system is  modeled to reflect field conditions  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the EOC or AWC  Equipment and Supplies:    Phone   Computer with access to OMS  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: EOC or AWC  I. Work Period: One 8‐16 hour work period per day  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 298 of 782 228 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.9 Damage Assessment Coordinator A. Position Title: Damage Assessment Coordinator  B. Reports To: Planning Unit Leader ‐Tactical    Direct Reports: Damage Assessment Patroller  C. Position Duties and  Responsibilities:  The Damage Assessment Coordinator is responsible to execute the damage  assessment process within the assigned Region or AWC.  Additionally, they  assign and communicate regularly with the Damage Assessment Patrollers  in the field, ensure the OMS is updated with damage assessment details,  and provide status updates to the Planning Unit Leader.  D. Pre‐Event Preparations:  Discuss availability with Planning Unit Leader ‐ Tactical   Build DA Patrol crews in OMS   Outreach to DA Patrollers to ensure all pre‐event equipment checks,  including technology updates, are completed  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Execute the tactics consistent with the damage assessment strategy  provided by the Branch Directors   Prioritize DA and assign DA Patrollers in the OMS   Ensure damage information is entered in the OMS DA form   Provide logistical details to DA Patrollers concerning feeding and  lodging   Escalate any issues to the Planning Unit Leader   Provide updates on DA status to Planning Unit Leader Tactical   Coordinate with the Wire Guard Coordinator to deploy needed Wire  Guard resources identified as a result of damage assessment patrolling  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the AWC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Area Work Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 299 of 782 229 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.10 Damage Assessment Patroller A. Position Title: Damage Assessment Patroller  B. Reports To: Damage Assessment Coordinator   Direct Reports: None  C. Position Duties and  Responsibilities:  The Damage Assessment Patroller is responsible for conducting damage  assessment patrols during emergency events to determine the extent  and/or type of damage to the system.    D. Pre‐Event Preparations:  Ensure all required Personal Protective Equipment is in order   Fully charge all portable devices   Perform any related pre‐event equipment checks, including  technology updates  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Performs the damage assessment and documents the required  information using the technology tool or manual process as instructed   Guards downed electrical wires until relieved by a Wire Guard or Line  crew or until the hazard has been eliminated (electric only)  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     Reflective vest, safety shoes, hard hat  Equipment and Supplies:    DA Patroller Kit  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Field  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 300 of 782 230 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.11 Planning Modeler A. Position Title: Planning Modeler  B. Reports To: Planning Unit Leader ‐ Tactical   Direct Reports: None  C. Position Duties and  Responsibilities:  The Planning Modeler analyzes events and uses OMS clue codes, customer  comments, and the OMS to help identify outage locations, and refers the  events to the appropriate work queue.  The Modeler works closely with the Damage Assessment Coordinator to use  information gathered during the damage assessment process to model the  electrical system within the OMS to reflect field conditions.    D. Pre‐Event Preparations:  Login to OMS to validate credentials and test equipment   Assist Patrol Coordinator to build DA patrol crews in the OMS  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Assist Damage Assessment Coordinator   Coordinate with RMT Modeler, as needed   Monitor damage assessment work queues for completed patrols   Analyze data returned from damage assessment process   Open and close devices within the OMS to reflect field conditions   Refer work in the OMS to other work groups   Group events in the OMS   Perform customer call backs when additional information is needed  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the AWC  Equipment and Supplies:    Phone   Computer with access to OMS  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Area Work Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 301 of 782 231 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.12 Planning Branch Director ‐ Resource Tracking A. Position Title: Planning Branch Director ‐ Resource Tracking  B. Reports To: Planning Section Chief   Direct Reports: Resource Tracking Unit Leader  C. Position Duties and  Responsibilities:  The Planning Branch Director ‐ Resource  Tracking has overall responsibility for the  recording and tracking of all internal and  external resources that are part of the  emergency response.  The Planning  Branch Director ‐ Resource Tracking  oversees the use of the resource tracking  database to ensure it is maintaining an  accurate account of all resources and  their locations, shift schedules, and non‐ activated employees.  The Planning  Branch Director ‐ Resource Tracking is  responsible for providing reports and  situational awareness updates to the  Incident Commander and the Command  and General staff.    D. Pre‐Event Preparations:  Ensure the staffing rosters for the  resource tracking branch staff  positions are up to date and ready to  be used   Deploy to ICC as directed, report to  the Planning Section Chief, and  obtain a situational awareness and  strategy briefing   Following activation of the IMT,  activate resource tracking personnel  and develop a staffing schedule   Conduct an initial briefing and  routine update meetings and  briefings with resource tracking  personnel   Ensure the resource tracking staff  has the necessary equipment,  supplies, and support   Activate the resource tracking data  base  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 302 of 782 232 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Upload or oversee the uploading of  rosters and data as it is received from  IMT functional areas for internal  resources and the Logistics Section,  coordinating with the ERSG, if  activated for external resources   Prepare routine updates, reports,  and information for the Planning  Section Chief as required or  requested   Collaborate with Planning Branch  Director ‐ Forecasting and support  the development of the first  Operational Period IAP   Provide information to the Situation  Unit Leader for the ICC    Notify the Planning Section Chief of  required resource requirements to  support the Branch     Inform Planning Section Chief when  the resource tracking personnel are  setup and operational  E. Duties, Responsibilities,  and Actions During an  Emergency Event:   Ensure that the Branch personnel are  maintaining and updating the  resource tracking database at the  ICC, EOC, and each work location   Ensure all rosters are developed and  made available to the Situation Unit  Leader for inclusion in the IAP   Obtain information and data on  staffing and resource strategy and  ensure the necessary data is being  obtained and entered into the  appropriate systems    Maintain the resource tracking  software to support the addition,  movement, release, or redeployment  of resources    Identify and initiate actions to  address discrepancies between  resource tracking and OMS/ Focal  Point   Provide staffing and situational  awareness reports for Incident  Command Meetings  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 303 of 782 233 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  At specific intervals of time, ensure  snapshots of the resource tracking  software data are performed to  maintain a running history   Collaborate with the other Planning  Section Branch Directors in  performing “what if scenarios” to  anticipate resource requirements,  ETR’s, and potential work schedules  and shifts   Ensure the necessary data is  collected and ready for inclusion in  any required reports or updates (e.g.  MA Service Restoration Table B’s  submitted every 8 hours, 00:00,  08:00 and 16:00)   Ensure that the positions within the  Branch execute their specific duties  and responsibilities   When notified that demobilization is  being considered, support  development of overall strategy for  final release of the resources in the  most efficient and cost effective  manner  F. Post‐ Emergency Event  Responsibilities and  Reports:   Ensure all data is saved for post  event analysis   Ensure that all forms and  documentation are properly  completed and provided to the  Planning Section Chief.   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather  conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 304 of 782 234 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 305 of 782 235 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.13 Resource Tracking Unit Leader A. Position Title: Resource Tracking Unit Leader  B. Reports To: Planning Branch Director ‐ Resource Tracking   Direct Reports: Resource Tracking Coordinator  C. Position Duties and  Responsibilities:  Resource Tracking Unit Leaders use the  resource tracking database to account for  all employee and vendor resources  working during an emergency event to  ensure accurate and timely updates.  D. Pre‐Event Preparations:  Assess availability, activate, and  deploy unit personnel as directed   Initiate review of rosters with  Operations, Planning, and Logistics  within their Emergency Operations  Center to determine who will be  working, and which shift   Ensure the resource tracking  program is up to date   Print the Section Roster for IMT and  field positions assigned to the EOC   Notify AWC, Resource Tracking  Coordinators, and coordinate  schedules  E. Duties, Responsibilities,  and Actions During an  Emergency Event:   Ensure rosters are uploaded into the  resource tracking database for  assigned region   Ensure resource tracking database is  accurate and up to date   Ensure Food and Lodging  requirements have been  communicated    Provide data to Planning Branch  Director ‐ Resource Tracking, and to  others as requested   Communicate with Resource  Tracking Coordinators regarding  resource movements   Support and develop timely and  accurate regulatory reports  F. Post‐ Emergency Event  Responsibilities and  Reports:   Direct relevant documentation to the  Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 306 of 782 236 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  N/A if in the EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather  conditions and any personal needs  for multiple days away from home  H. Position Work Location: Emergency Operations Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 307 of 782 237 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.14 Resource Tracking Coordinator A. Position Title: Resource Tracking Coordinator  B. Reports To: Resource Tracking Unit Leader   Direct Reports: Resource Tracking Specialist  C. Position Duties and  Responsibilities:  The Resource Tracking Coordinator  executes the processes used to track  employee and vendor resources working  during an emergency event and uses a  resource tracking database to account for  all people resources, in an assigned area,  to ensure accurate and timely reporting.  D. Pre‐Event Preparations:  Discuss availability with Resource  Tracking Unit Leader   Assist Resource Tracking Unit Leader  to obtain current rosters from  Operations, Planning, and Logistics  within their assigned area, to  determine who will be working, and  which shift   Update assigned personnel and  schedules in the resource tracking  database   Coordinate with AWC staff to provide  roster templates to AWC staff as  directed by the Unit Leader  E. Duties, Responsibilities,  and Actions During an  Emergency Event:   Oversee Resource Tracking  Specialists, when activated   Ensure rosters are uploaded into the  resource tracking program for  assigned region   Coordinate with Logistics for food &  lodging for assigned area   Provide data to Resource Tracking  Unit Leader as requested   Move resources within the resource  tracking program as directed by the  Resource Tracking Unit Leader   Assist with check‐in process for  crews, as directed  F. Post‐ Emergency Event  Responsibilities and  Reports:   Direct relevant documentation to the  Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 308 of 782 238 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  N/A if in the AWC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather  conditions and any personal needs  for multiple days away from home  H. Position Work Location: Area Work Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 309 of 782 239 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.15 Resource Tracking Specialist A. Position Title: Resource Tracking Specialist  B. Reports To: Resource Tracking Coordinator   Direct Reports: None  C. Position Duties and  Responsibilities:  The Resource Tracking Specialist executes  the processes used to track employee and  vendor resources working during an  emergency event and uses a resource  tracking database to account for all  people resources, in an assigned area, to  ensure accurate and timely reporting.  D. Pre‐Event Preparations:  Discuss availability with Resource  Tracking Coordinator   Assist Resource Tracking Coordinator  to obtain current rosters from  Operations, Planning, and Logistics  within their assigned area to  determine who will be working, and  which shift   Update the resource tracking  database with any job assignment  changes   Print rosters as requested   Ensure sign‐in sheets are available  E. Duties, Responsibilities,  and Actions During an  Emergency Event:   Ensure rosters are uploaded into the  resource tracking database for  assigned area   Provide data to Resource Tracking  Coordinator as requested   Move resources within the resource  tracking database, as directed by the  Resource Tracking Coordinator   Ensure work schedules, including  start/stop times are maintained in  the resource tracking database   Assist with check‐in process for  crews, as directed  F. Post‐ Emergency Event  Responsibilities and  Reports:   Direct relevant documentation to the  Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the AWC  Equipment and Supplies:   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 310 of 782 240 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Phone   Computer  Personal:   Appropriate clothing for weather  conditions and any personal needs  for multiple days away from home  H. Position Work Location: Area Work Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 311 of 782 241 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.1614.1.11.12 Incident Preparation & Initiation: Planning Section 1. Purpose  The purpose of this procedure is to describe the actions to be taken in response to an incident, which has  impacted or may impact the system.  The incident may require the implementation of the Emergency  Response Plan (ERP).  2. Responsibilities  2.1 The Planning Section Chief is responsible for implementing this procedure once notified by the  Incident Commander or designee.  2.2 The Planning Section is primarily responsible for:  2.2.1 Analysis of incoming “UNASSIGNED” OMS Outage Calls & Jobs and their consolidation  into “PENDING” Outage Jobs for Operations.   2.2.2 Conduct the Rapid and/or Detailed Survey and analysis of key circuits  2.2.3 Other restoration support field activities as required.  2.3 The number of Planning Section personnel to be mobilized for the Incident will be determined by  the Planning Section Chief with decision support as necessary from Planning Section Branch  Directors.  3. Precautions   3.1 If there is a threat of an ERP event to impact the system, Planning Section personnel should be  contacted as soon as practical to review their procedures and training documentation,  including the applicable eLearning modules, prior to ERP mobilization.   4. Prerequisites  4.1 An ERP Event Classification Type 4 or greater has been declared or is anticipated and the impacted  EOCs are identified.  4.2 Staffing rosters are available on the ERP web site and should already be in possession of ERP  Management and supervisory personnel.  5. Actions  5.1 Once notified of the Incident or threat of an Incident, the Planning Section Chief will complete the  ERP Incident Initiation Checklist   5.2 Once the initiation checklist has been completed the Planning Section Chief will notify the Incident  Commander.  5.3 Conduct subsequent Planning Section Progress Meeting   6. References:   none  7. Attachments:   none     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 312 of 782 242 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.1714.1.11.13 ERP Planning Section Initiation Meeting Agenda 1. Planning Section Chief to brief Planning personnel on all available Incident intelligence.    2. Review of Current Outage Statistics (by EOC)   UNASSIGNED calls & jobs:   backlog & aging   ASSIGNED & SURVEY jobs:   backlog & aging   FPS calls & jobs:   backlog & aging     3. Report on the status of all on‐going activities for the Planning Section(by EOC):   Preparations   Staffing (if any currently in place)   “Planning Work Assignment Report”    4. Develop and implement staffing plan for impacted EOCs:   Centralized or decentralized Planning response?   Rapid and/or Detailed Survey required?   Technical Assistants   Damage Assessment Patrollers   Clerical Support  5. Report out on extraordinary events (by EOC)    6. Report out on any Logistical or Customer Group/Communications issues (by EOC)    7. Schedule Planning Section Progress Report Meetings at least one hour prior to the Section Chiefs  Meeting.      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 313 of 782 243 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.1814.1.11.14 Planning Section Progress Report Meeting Agenda Incident:_____________________________ Date:_______ Time:________    1. Section Report:  a. Latest Weather Forecast   b. Latest Event Conditions  c. ERP Type Status  2. Damage/Condition Analysis   a. UNASSIGNED calls & jobs:  backlog & aging   b. ASSIGNED & SURVEY jobs:  backlog & aging  c. FPS calls & jobs:   backlog & aging  d. High Profile Outages  e. FPS stand‐by Status  3. Planning Section Staffing Summary (by EOC):  a. Branch and Unit staff  b. Technical Assistants  c. Damage Appraisers  d. External Support  4. Planning Section Work Review   a. Action Plans:  i. Rapid & Detailed Survey  ii. Customer Call‐Backs  b. Logistical Issues  i. Transportation  ii. Communications  iii. Equipment  iv. Lodging (if necessary)  v. Other  5. Summary of Open Issues  6. Schedule Next Meeting    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 314 of 782 244 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.1914.1.11.15 Procedure: Rapid Survey (Phase I Circuit Assessment) 1. Purpose  1.1 This procedure describes the steps necessary for Planning Branch ‐ Tactical to mobilize the Rapid  Survey process after the Incident Commander has determined it is reasonably safe to deploy  staff outside following cessation of hazardous conditions (high winds, unsafe roadways, etc.)  in order to quickly assess system damage and tabulate the damage information for use in  restoration estimates.    2. Responsibilities  2.1 The Planning Section Chief is responsible for initiating this procedure with decision support from  the Incident Commander.  2.2 The Planning Branch ‐ Tactical is responsible for conducting rapid circuit surveys and reporting  back damage found on distribution circuit “backbone” to assist in the assessment and  prioritization of Electric Distribution Asset damage during a system emergency.  3. Precautions:   3.1 None  4. Prerequisites  4.1 Damage to distribution circuits is extensive and damage information is required in order to quickly  assess system conditions.  5. Actions  5.1 The Damage Assessment Coordinators will receive a listing of circuit lock‐outs to be used for the  Rapid Survey in each AWC.  5.2 The DA Coordinator will provide each Damage Assessment Patroller (DAP with the circuit one‐line  and primary print for each circuit to be assessed; with the START/END points clearly identified.  5.3 The DAP will then assess the circuit’s 3 phase backbone (including unfused taps) at the designated  “START” point until the first damage location is found.    5.4 At each damage location, the DAP will:  5.4.1 Record the location on the Rapid Survey Circuit Form and tabulate the damage in the  rows below by item (transformer, pole etc.) and quantity.  5.4.2 Label the damage location on the one‐line to correspond with the form.  5.4.3 The location and condition (OPEN or CLOSED) of fused taps will be noted.  5.5 At each subsequent damage location, the DAP will repeat the process until they reach the circuit’s  designated “END” point.    5.6 If any damage location contains a hazardous condition (i.e. transformer leaking oil or threat of a  spill), the DA must immediate report this to the OWC.  Once a hazardous condition has been  identified, System Control must then be contacted immediately.  5.7 Once the circuit has been surveyed from the START to the END, the DA will immediate tabulate  the survey data on the Rapid Survey Circuit Form in the space provided and contact their DA  Coordinator.  The DAP will provide the summary of damage by circuit so it can then be input  into the Rapid Survey Summary Form by the Coordinator, who will  then direct the DAP to the  next circuit, if required, and the process will be repeated.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 315 of 782 245 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 5.8 Every 4 hours after the start of the Phase I Assessments (or at times selected by the Planning  Section Chief) the Coordinator from each EOC will complete the “Phase I Assessments  Summary Form” and submit it to the on‐duty Planning Unit Leader for review, consolidation  and submittal to the Planning & Analysis (P&A) Branch   5.9 At the completion of the Rapid Survey effort, all the forms and diagrams will be collected at the  EOC by the Damage Assessment Coordinator and sorted by circuit number for future  reference.  5.10 At the completion of the Rapid Survey effort, the Planning Section employees will be  redeployed to their next ERP assignment as necessary.  6. References:   None  7. Attachments: None     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 316 of 782 246 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2014.1.11.16 Rapid Survey Summary Form      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 317 of 782 247 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2114.1.11.17 System Survey Form    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 318 of 782 248 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2214.1.11.18 Rapid Survey Timetable   Example of Rapid Survey Timetable.  Clock  Event Description    2000 ‐10 Hour: Notify Rapid Survey personnel to arrive at EOCs by 0400.  0000   ‐6 Hour: Identify target circuits (Distribution lock‐outs) from Lock‐Out Coordinator  0200   ‐4 Hour: Produce Primary Circuit prints & One‐line diagrams, prepare Rapid Survey   0400   ‐2 Hour: Staff arrives at EOC.  Assign & Equip 2 person Rapid Survey Teams (one Damage  Appraiser and one Wire Guard).1 team for each target circuit if possible.  Max 2 per Team.  0600    0 Hour: Begin Survey  1000 +4 Hour: Conduct and Complete Rapid Surveys in field (1st circuit)  1100  +5 Hour: Rapid Survey Teams Return to EOC and Provide All completed Rapid Circuit  Survey Forms to EOC (OWC).  1200  +6 Hour: DA Coordinators summarize Rapid Surveys & turn them over to Forecasting  Branch for input into restoration algorithm.  1400 +8 Hour: Conduct and Complete Rapid Surveys in field (2nd circuit)  1500  +9 Hour: Rapid Survey Teams Return to EOC and Provide All completed Rapid Circuit  Survey Forms to EOC (DA Coordinators).  1600 +10 Hour: Coordinators summarize Rapid Surveys & turn them over to Forecasting Branch  for input into restoration algorithm.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 319 of 782 249 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2314.1.11.19 Rapid Survey Process Flow       Rapid Survey Process Flow NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 320 of 782 250 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2414.1.11.20 Procedure: Detailed Survey 1. Purpose  1.1 This procedure describes the steps necessary to conduct detailed surveys by the Planning  Branch Tactical after the Incident Commander has determined it is reasonably safe to deploy  staff outside following cessation of hazardous conditions (high winds, unsafe roadways, etc.)  in order to assess system damage.  2. Responsibilities  2.1 The Planning Branch Director, Tactical is responsible for implementing this procedure once  notified by the Planning Section Chief or designee.  2.2 The Planning Branch Director Tactical is primarily responsible for the analysis of incoming  “Unassigned” Outage Management System (OMS) Outage Calls & Jobs and consolidating  them into “Pending” Outage Jobs for Operations to Dispatch to various Restoration Crews.  3. Precautions: None  4. Prerequisites  4.1 An ERP of Type 3, 2, or 1 has been declared and the impacted AWCs are identified.  5. Actions  5.1 If a Damage Assessment Patroller (DAP)  is required to perform a Detailed Survey at an  outage/ damage location to assist outage analysis, the Damage Assessment Coordinator  (OWC) will assign a DAP to the corresponding OMS job, place the job in the SURVEY stage,  and the DAP will be identified as the “Crew”.   5.2 Upon arriving at the outage/damage location, the DAP will use a System Survey Form to assess  and document the damage, area conditions and any other information pertinent to assist with  prioritization and remediation.   5.3 Once the assessment is completed, the DAP will submit a report, via cell phone or radio or  hand delivery, back to the DA Coordinator or TA, who will then update the job in OMS.  5.4 The damage assessment data will be input into the OMS and the job will be progressed to the  “PENDING” stage which will then be available to Operations for prioritization and  remediation.  5.5 If additional outage/damage locations are available to assess, the OWC/TA will select the next  assignment for the DA and the process is repeated.  6. References:  6.1 None  7. Attachments  7.1 none   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 321 of 782 251 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2514.1.11.21 Procedure: Global ETR Development 1. Purpose  The Company’s objective is to develop a reliable Global ETR within 24 hours after cessation of hazardous  conditions, as determined by the Incident Commander.  This document will identify the factors and steps  taken to develop these timeframes.  2. Forecast and Analysis Branch Responsibilities  2.1 Implementing this procedure once notified by the Planning Section Chief or designee.  2.2 Collecting, analyzing, estimating and reporting pre and post impact system / outage information.  2.3 Overseeing the timely population of reports and models necessary for analyzing and recommending  restoration time frames efforts within the region.  2.4 Monitoring restoration progress to the established Town ETRs within the region.  3. Precautions:   3.1 None  4. Prerequisites  4.1 An ERP Type 3, 2, or 1 has been declared.  4.2 Global ETR development information requirements:  4.2.1 Integrity of Transmission Lines and Substation Feeds  4.2.2 Percent of customers impacted by circuit at each EOC  4.2.3 Number of crews available to work in the EOC  4.2.4 Current working conditions (Impact on workers – wind, rain, snow, ice)  4.2.5 Current road conditions (vehicle accessibility, road closures, travel conditions)  4.2.6 Field observations of the actual extent of damage  5. Actions  5.1 The Planning Branch ‐ Forecasting, working with the Planning Branch ‐ Tactical , and the Resource  Tracking Branch will collect the data required in order to generate predictions regarding ERP Type,  damage impact, and the recommendation of movement, addition, or release of resources as  appropriate.  5.2 The Planning Branch ‐Forecasting will receive and compile information from the OMS to populate  existing planning models and generate information regarding estimated damage locations,  customer impacted counts for each EOC impacted.  5.3 Once the information is compiled, a review is conducted between the Forecasting Branch model and  the Loss of Load Calculation model to adjust / refine the Global ETR.  5.4 The Planning Section Chief provides the resultant Global ETR to the Incident Commander and  Communications Officer for dissemination.  5.5 The Forecasting Branch will track the customer restored progress against the Global ETR and forward  progress to Planning Section Chief.  5.6 If conditions, information or restoration progress warrants adjustment to the ETR, the Planning Section  Chief will make a recommendation to the IC to adjust the ETR. Upon adjustment of the ETR, IC will  direct applicable functions to disseminate that information to all applicable stakeholders.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 322 of 782 252 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 6. References: None   7. Attachments: None  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 323 of 782 253 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2614.1.11.22 Procedure: District/ Town‐level ETR Development 1. Purpose  The objective is to develop reliable, district/ town‐level ETRs within 48 hours after the cessation of hazardous  conditions, as determined by the Incident Commander. This document will identify the factors and steps taken  to develop these timeframes.  2. Responsibilities  2.1 The Forecasting Branch is responsible for implementing this procedure once notified by the Planning  Section Chief or designee.  2.2 The Forecasting Branch is primarily responsible for collecting, analyzing, estimating and reporting  pre and post impact system / outage information.  2.3 The Forecasting Branch is responsible for overseeing the timely population of reports and models  necessary for analyzing and recommending restoration time frames efforts within the region.  2.4 The Forecasting Branch is responsible for monitoring restoration progress to the established Town  ETRs within the region.  3. Precautions: None  4. Prerequisites  4.1 An ERP Type 3, 2, or 1 has been declared   4.2 Town ETR development information requirements:  4.2.1 Global ETR  4.2.2 Integrity of Transmission Lines and Substation Feeds  4.2.3 Number of outages and customers impacted in a town  4.2.4 Number of crews available to work in the AWC  4.2.5 Number of crews actively working in the AWC  4.2.6 Current working conditions – (Impact on workers – wind, rain, snow, ice)  4.2.7 Current road conditions – (vehicle accessibility – road closures, travel conditions)  4.2.8 Field observations from surveys of the actual extent of damage  5. Actions  5.1 The Forecasting Branch, working with the Tactical Branch, and with System Operations Support, will  collect the data required in order to predict ERP Type, damage impact, and the recommendation of  movement, addition, or release of resources as appropriate.  5.2 The Forecasting Branch will receive and compile information from the OMS and field surveys to  populate existing model and provide focused information regarding damage, customer outages and  counts for each Town impacted.  5.3 Once the information is compiled, a review is conducted between the Planning and Operations  Section Chiefs or designees to adjust / refine each Town ETR based on data specific to that town.  5.4 The Planning and Operations Section Chiefs together provide the resultant Town ETRs to the  Incident Commander and Communications Section Chief for dissemination.  5.5 The Forecasting Branch will track the customer restored progress against the Town ETRs and  forward progress to Planning Section Chief.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 324 of 782 254 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 5.6 If conditions, information or restoration progress warrants adjustment to the ETR, the Planning  Section Chief will make a recommendation to the IC to adjust the ETR. Upon adjustment of the ETR,  IC will direct applicable functions to disseminate that information to all applicable stakeholders.  6. References:  None   7. Attachments  None    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 325 of 782 255 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2714.1.11.23 Procedure: Estimating Crew Resources Crew resources vary based on the amount of damage to the system, the amount and types of crews and  equipment needed to make those repairs, and the targeted completion date for the repairs. Material resource  needs vary based on the amount of damage to the system and the resulting materials needed to complete  those repairs.   When estimating the need for crews and material resources, a variety of information is used to develop the  estimates, including but not limited to the predicted or actual impact and complexity of the event, Rapid and  Detailed Survey Assessments, historical data regarding the impact and prior restoration times of similar  emergency events, and similar data.  All of this information is reviewed and weighed by the Planning Section in order to develop reliable projections  of the personnel, equipment and materials that are needed to complete the Service Restoration Stage goals  of all damaged areas in a safe and reasonably prompt manner. The Company utilizes a highly skilled electrical  service restoration workforce made up of internal line crews, external line crews (contractors and mutual aid  foreign crews from other utility companies), tree crews, damage appraisers and wire guards (internal and  external).  Crews are assigned to restoration work in accordance with the Company’s Restoration Priorities  and in coordination with State and local emergency management and public works agencies. Under both  Centralized and Decentralized Operations Management, as work is completed or as new damage assessment  information is processed, crews may be reassigned or redeployed to other geographic divisions in order to  maximize the effectiveness of restoration resources.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 326 of 782 256 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.11.2814.1.11.24 Planning Section Report List The Planning Section, Forecasting Branch gathers, analyzes, and disseminates information to Command and  General Staff members in support of strategic and tactical decision making. Just a few examples of the many  tools and reports utilized are included here.  Dynamic Data Reports  Report Title Description  Call Detail Search for customer calls by customer data.  Job Detail Search for Job information by circuit, district, town, or clue code.   Work Summary View the current job and call counts per district grouped by work status.  Active Job Report This report displays jobs where the customer affected quantity greater than  or equal to a number specified.  Clue Class  Summary Search for job and call counts by clue class, grouped by district.  ACM Settings View the current ACM settings and OMS transaction errors.  Fire/Police Priority  Report Search for response times for active Fire/Police Priority clue codes.  ERP Reports  Report Title Description  Event Status Report The report queries OMS for calls / jobs that have not been energized or  completed.  Damage Appraiser /  Wire Guard Work  Assignment Report  Get the time employees are assigned to a vehicle and the jobs assigned  to the Damage Appraiser and Wire Guard crews.  Repeat Caller Report This report generates a list of Customers who called more than 5 times  within the time period specified.  Work Assignment  Report  Get the time employees are assigned to a vehicle and the jobs assigned  to the crew.  Call Resolution  Verification Form  Tabular report to produce a printed form containing aged calls or Jobs  that have not been assigned to a crew. This form is used for manual  verification of the customers’ outage status.  Incident Summary  (Graph)  Graphically shows the Incidents received for each district within the last  hour. Have option to view by various problem codes and statuses. Can  view up to the last 24 hours.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 327 of 782 257 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Damage Summary  Report  Damage Summary and System Lockout, Summary and Detail reports by  Region, Service Center and EOC. Counts grouped by job priority.  Single Call Analysis  Report  This report displays counts of single customer calls grouped by specific  clue codes and work status.   Wire Down  Disposition Report  This report displays single call jobs responded to by  Eversource (Electric‐ MA), where another company owned the wire.   ERP FPS Response  Report  This report displays active Fire Police Standby and Wire Down calls, and  related job data.  Community Liaison  Reporting  This report displays the details of customer calls and the current status of  the Job.   Critical Facilities Critical Facilities Data.     Community Liaison Reports  Report Title Description  Active Job Report This report displays jobs where the customer affected quantity greater  than or equal to a number specified.  Job Detail Search for Job information by circuit, district, town, or clue code.   Critical Customer  Contact Application  View Critical customers affected by outages and log contact  information. View only without password!  FPS Fire Police Standby  Response Report  (Portal)  This report displays active Fire Police Standby and Wire Down calls, and  related job data.  Life Support (Portal) This report displays all Life Support customers and their outage status.  Critical Facilities  (Portal)  This report displays all Critical Facilities customers and their outage  status.  Town Priority (Portal) This report displays calls having a Secondary Clue Code of CP1 or CP,  and related job data.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 328 of 782 258 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12 Logistics Section 14.1.12.1 Logistics Section Chief A. Position Title: Logistics Section Chief  B. Reports To: Incident Commander   Direct Reports:  Logistics Services Branch Director   Logistics Support Branch Director   Logistics Resource Acquisition Branch Director  C. Position Duties and  Responsibilities:  The Logistics Section Chief ensures that all incident resources needed to  support the strategic and tactical execution of incident objectives are made  available.  The Logistics Section Chief oversees the Logistics Section which is  organized into three Branches:  Services, Support, and Resource Acquisition.    The position ensures annual meetings are held by the Branch Directors, Group  Managers or Unit Leaders for employees whose primary emergency assignment  differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment   Review the obligation of all employees to report to work when activated  and that employees aware of notification methods  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Logistics Section positions are up to date  and ready to be used   Ensure contact lists of vendors, suppliers, contractors, hotels, caterers and  other who provide materials and support services are maintained for the  Logistics Section   Following activation of the IMT, activate the required Logistics Branch  Directors and any other needed Logistics Section Staff   Deploy to ICC as directed, report to the Incident Commander and obtain a  briefing   Conduct a briefing with Logistics Branch Directors   Confirm applicable checklists have been completed   Identify anticipated and known emergency event service and support  needs in conjunction with the Incident Commander and the Planning and  Operations Chiefs and initiate procurement and mobilization  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Identify anticipated and known internal and external resource  requirements   Ensure all requests for resources, support, supplies, and equipment are  assigned and tracked  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 329 of 782 259 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure all external resources are tracked until they are checked‐in if the  ERSG is not activated   Ensure adequate logistics support for the EOCs and RMTs   Obtain periodic updates from the Logistics Branch Directors on the status  of resource requests and other logistics requirements   Periodically update the Command and General Staff on actions and  progress   Order or request additional resources as needed   Ensure that the positions within the Logistics Section execute their specific  duties and responsibilities   Support the development of a Demobilization Plan and implement to  return to normal business operations  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition   Ensure outside contractor time sheets are forwarded appropriately   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 330 of 782 260 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2 Logistics Support Branch Director A. Position Title: Logistics Support Branch Director  B. Reports To: Logistics Section Chief   Direct Reports: Logistics Support Unit Leader  C. Position Duties and  Responsibilities:  The Logistics Support Branch Director coordinates the activities of Logistics  Support Unit Leaders to ensure that all of the Eversource facilities under  the control of the IMT have their logistics needs satisfied. Works with  Logistics Support Services and Support Groups to ensure all logistical needs  are effectively met.  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Logistics Support Branch Directors  staff positions are up to date and ready to be used   Participate in Logistics Section briefings   Notify and activate Logistics Support Branch Unit Leaders and  Specialists, and develop appropriate shift schedules   Deploy Logistics Support Unit Leaders and Specialists to assigned  locations   Coordinate with Logistics Services functional areas to scope needs and  anticipate challenges   Identify and resolve coverage and support gaps   Ensure P‐Cards are activated with appropriate spending limits  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Participate in Logistics Section briefings   Conduct briefings with the Logistics Support Branch personnel   Manage staff and adjust work hours/ shift coverage for each location  as required   Coordinate with Logistics Services functional areas to confirm  appropriate coverage and effectiveness   Provide status updates throughout event to Logistics Section Chief   Support the development of a Demobilization Plan to return to normal  business operations   Notify the Logistics Section Support Branch Unit Leaders and  Specialists of demobilization timeframe  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 331 of 782 261 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center and EOC as applicable  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 332 of 782 262 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.3 Logistics Support Unit Leader A. Position Title: Logistics Support Unit Leader  B. Reports To: Logistics Support Branch Director   Direct Reports: Logistics Support Specialist  C. Position Duties and  Responsibilities:  Coordinates all logistics support activities at their assigned EOC or AWC and  provides supervision and support for the Logistics Support Specialists  assigned to an EOC or AWC. Work in a cross functional logistics team at the  assigned facility, providing support for fleet services, facilities, security,  materials, environmental affairs, lodging and feeding, procurement, and IT/  Telecommunications. Ensure that the Specialist positions within the Unit  execute their specific duties and responsibilities.  D. Pre‐Event Preparations:  Participate in Logistics Support Branch briefings   Assess availability, activate, and deploy unit personnel as directed   Coordinate with Food & Lodging Unit Leader   Obtain Storm Card and confirm spending limits   Provide support to Fleet Services Unit as requested   Provide support to Materials Unit regarding Storm stock, kits, general  stock, etc.   Support operation of emergency generators at EOC   Deploy to assigned location as directed  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Participate in Logistics Support Branch briefings   Ensure Food and Lodging requirements have been communicated   Manage and assist the Logistics Support Specialists in their role of  supporting various functions at their assigned facilities including fleet  operations, facility set up for feeding, materials, IT/ Telecomm,  support staff lodging, etc.    Provide support to/and coordinate with all Logistics Units   Provide timely reports to Branch Director   Identify current and/ or potential resource gaps and solutions  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     NA if in the EOC or AWC  Equipment and Supplies:    Phone   Computer  Personal:  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 333 of 782 263 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: EOC or AWC (NH)  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 334 of 782 264 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.4 Logistics Support Specialist A. Position Title: Logistics Support Specialist   B. Reports To: Logistics Support Unit Leader    Direct Reports: N/A  C. Position Duties and  Responsibilities:  Supports logistics activities at their assigned EOC or AWC. Works in a cross  functional logistics team at the assigned facility, providing support for  transportation, property management, security, materials, environmental  affairs, food & lodging, procurement, and IT Telecommunications. Ensures  that the Specialist positions within the Unit execute their specific duties  and responsibilities.  D. Pre‐Event Preparations:  Participates in Logistics Support Unit briefings   Requests list of activated hotels and caterers from Services Branch   Obtain PCard and confirm spending limits (as needed)   Coordinate with the following groups regarding facility issues:  transportation, property management, security, environmental affairs,  food & lodging, procurement, and IT Telecommunications    Ensure mobile devices are charged and ready    Deploys to assigned location as directed  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Participate in Logistics Support Branch briefings   Maintain awareness of personnel movements to/from assigned  facilities   Support various functions at their assigned facilities including  transportation, facility set up for feeding, materials, IT/ Telecomm,  support staff lodging, etc.    Identify current and/ or potential resource gaps and potential  solutions   Provide timely reports to Unit Leader  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the EOC/AWC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: EOC or AWC  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 335 of 782 265 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5 Resource Acquisition Branch Director A. Position Title: Logistics Resource Acquisition Branch Director  B. Reports To: Logistics Section Chief   Direct Reports:  Resource Acquisition Unit Leader   External Resource Field Unit Leader  C. Position Duties and  Responsibilities:  The Logistics Resource Acquisition Branch Director is responsible for  overseeing the acquisition of all external mutual aid resources and  additional Eversource resources.  The Logistics Resource Acquisition Branch  Director ensures that external personnel are directed through the check‐in  process and ensures the demobilization or re‐deployment of resources is  performed efficiently and effectively.  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Resource Acquisition Branch  Director’s staff positions are up to date and ready to be used   Maintain roster of local contractors and mutual assistance contacts,  review master list with an ERSG representative, when necessary, and  check on availability   When necessary, notify and activate Logistics Resource Acquisition  Branch personnel.   Review staffing and prepare staffing schedules   Update Logistics Section Chief on resource status and availability   Record and initiate resource acquisitions as directed   Collaborate with the ERSG as needed   Ensure external rosters are updated into the resource tracking  database and communicated to Planning Section   Coordinate with the Logistics Branch Directors to ensure the resources  are provided with all of the required services and support   Assign oversight to secured external crews during the check‐in process   Validate the external resources currently on property, confirm  retention of local contract Crews   Oversee Crew entry into OMS  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Obtain a briefing from the Logistics Section Chief on the status of the  emergency event and resource strategy   Continue to compile list of external resources currently working on  system    Ensure crews are allotted according to the IAP   Oversee process for time sheets and tracking for external resources   Communicate with Logistics Chief and collaborate with Services  Branch Director regarding resources needed to support external  crews:  staging, fueling, materials, lodging, food and other logistical  needs for resource movements  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 336 of 782 266 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Understand the process for acquisition, activation, de‐activation, and  receiving of internal and external resources   Coordinate with the ESRG for additional Resource needs   Understand the contractor required rest periods and/or release times  and the process for lodging and meals coordination   Know the policies and coordination procedure for required safety  briefings of foreign crews; (foreign crews are external resources not  actively working on the Company’s systems)   Coordinate with H.R. the acquisition of Eversource retirees for fulfilling  resource needs   Support the development of a Demobilization Plan to return to normal  business operations   Collaborate with the Logistics Section Chief to develop resource  release schedule and release crews and coordinate w/ ERSG if  activated for demobilization or redeployment  F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure outside contractor time sheets are forwarded to appropriate  financial personnel   Direct relevant documentation to the Planning Section for disposition    Review and approve necessary invoices and bills   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center or EOC  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 337 of 782 267 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.6 Resource Acquisition Unit Leader A. Position Title: Resource Acquisition Unit Leader  B. Reports To: Logistics Resource Acquisition Branch Director   Direct Reports: Resource Acquisition Specialist  C. Position Duties and  Responsibilities:  The Resource Acquisition Unit Leader is responsible for organizing and  responding to external and internal resource requests from all areas of the  Emergency Response Organization.  Resource requests may include but are  not limited to line crews, digger crews, tree crews, DA patrollers, wire  guards, and other special personnel resource requests.  Responsible for the  check‐in process of external crews and the assignment of crew support and  check‐in support personnel.  Interfaces with the ERSG for contract support  and mutual aid support from outside their local area. Ensures the  demobilization or redeployment of resources is performed efficiently and  effectively.  Works in coordination with the Resource Tracking Branch, to  maintain an accurate tabulation of acquired external and internal  resources.  D. Pre‐Event Preparations:  Assess availability, and activate/deploy unit personnel as directed   Prepare staffing schedules   Determine/validate current external and internal resources currently  working on system    Review local contractor list and check on availability   Update Resource Acquisition Branch Director on current resource  status and availability   Record and initiate resource acquisitions as requested    Communicate and collaborate with the ERSG:    o Resources on system  o Resource needs:   Type   FTE’s   ETAs   Communicate  with the Logistics Services Branch the plan for check‐in,  food, and lodging   Communicate with Resource Tracking Branch and provide crew  transfer sheets to update the resource tracking  tool    Determine whether check‐in process is centralized/ decentralized and  determine locations   Ensure resource acquisition specialists, safety specialists and external  resource field coordinators  are available to support check‐in process    Ensure external rosters are updated into resource tracking tool and  communicated to the Planning Section  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 338 of 782 268 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Obtain a briefing from the Logistics Resource Acquisition Branch  Director on the status of the event and resource strategy   Coordinate with Human Resource Officer for the acquisition of the  Eversource retirees fulfilling resource needs.   Coordinate the deployment of resources to requested locations   Coordinate the check‐in process and ensure the administration of  safety briefings, roster validation and use of GPS units (if used).   Ensure crews are deployed according to the resource plan   Monitor and direct the movement of external resources    Communicate with the ERSG on additions, releases or redeployments   Ensure the Resource Tracking Branch is maintaining the accuracy of  rosters and crew locations in resource tracking database   Communicate with Logistics Services Branch Director for staging,  fueling, materials, lodging, food and other logistical needs for  resources movements   Develop demobilization or redeployment strategy when directed by  the Resource Acquisition Branch Director.  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition.    Participate in After Action Review(s).    Ensure all time sheets are forwarded to the Branch Director   Participate in the invoice review and approval process, as requested.   Share any updates with regard to contact names, telephone numbers,  rates, and/or additional vendors available during emergency situations  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Alternate locations to support ICC  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 339 of 782 269 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.7 Resource Acquisition Specialist A. Position Title: Resource Acquisition Specialist  B. Reports To: Resource Acquisition Unit Leader   Direct Reports: None  C. Position Duties and  Responsibilities:  The Resource Acquisition Specialist provides support to the Logistics  Resource Acquisition Unit Leader for organizing and responding to external  and internal resource requests from all areas of the Emergency Response  Organization.  Resource requests may include but are not limited to line  crews, digger crews, tree crews, DA patrollers, wire guards, and other  special personnel resource requests.  Performs/supports the check‐in  process of external crews and the assignment of crew support and mutual  aid support from outside their local area.  Supports the demobilization or  redeployment of resources efficiently and effectively.  Coordinates with the  Resource Tracking Branch to maintain an accurate tabulation of required  external and internal resources.  D. Pre‐Event Preparations:  Understand the process for acquisition, activation, de‐activation, and  check‐in of external resources for both the centralized and de‐ centralized model   Understand the process for contractor strategy as communicated by  Labor Relations, i.e.; required rest periods and/or release times   Understand the process for lodging and meals coordination of external  resources    Know the policies and coordination procedure for required safety  briefings of foreign crews   Acquire local contractor crews and forward rosters to the Planning  Resource Tracking Branch   Update the resource tracking tool with Resource Tracking Branch  permission   Load Crews into the OMS   Validate roster accuracy at check‐in location and identify discrepancies  to the Resource Tracking Branch  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Obtain a briefing from the Logistics Resource Acquisition Branch  Director on the status of the ERP event and resource  strategy   Acquire local contractor crews and forward rosters to the Planning  Resource Tracking Branch   Update the resource tracking tool with Resource Tracking Branch  permission    Load Crews into the OMS   Validate roster accuracy at check‐in location and identify discrepancies  to the Resource Tracking Branch   Monitor and communicate the movement of external resources:   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 340 of 782 270 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure crews are deployed according to the resource plan   Coordinate the redeployment of resources from one EOC/AWC to  another   Communicate with  the ERSG on additions, releases or redeployments   Develop/implement demobilization plan as requested  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the AWC, EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: AWC, EOC, or other location as assigned  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 341 of 782 271 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.8 External Resource Field Unit Leader A. Position Title: External Resource Field Unit Leader  B. Reports To: Logistics Resource Acquisition Branch Director   Direct Reports: External Resource Field Coordinator  C. Position Duties and  Responsibilities:  External Resource Field Unit Leaders oversee External Resource Field  Coordinators who are assigned to contract crews.  They determine Coordinator  schedules and assign them to contractors, and act as a key point of contact to  address any logistical, operational, or safety issues that may arise.  D. Pre‐Event Preparations:  Assess availability, activate, and deploy unit personnel as directed,  including Crew Guides   Assign External Resource Field Coordinators with contract crews in  anticipation of arrival  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Provide a schedule for all personnel for location, shifts, and contractor  coverage   Ensure Food and Lodging requirements have been communicated   Coordinate External Resource Field Coordinators assignments and contract  crews   Ensure External Resource Field Coordinators are tracking contractor work  and rest hours and coordinating safety briefings   Respond to questions and issues raised by External Resource Field  Coordinators  F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure all contractor time sheets and evaluation forms have been turned  in to the Logistics Resource Acquisition Branch Director   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):    N/A if in EOC/ AWC  Equipment and Supplies:   Phone  Computer  Personal:  Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Regional EOC or AWC  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 342 of 782 272 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.9 External Resource Field Coordinator A. Position Title: External Resource Field Coordinator  B. Reports To: External Resource Field Unit Leader   Direct Reports: Crew Guides  C. Position Duties and  Responsibilities:  External Resource Field Coordinators coordinate the activities of crews  assigned to them.  They communicate the restoration strategy to the crews  and provide them with logistical details concerning food and lodging.   Additionally, they provide two‐way communications regarding damage,  restoration times, and materials needed between the Operations  Coordinator on the RMT and field crews.  D. Pre‐Event Preparations:  Ensure all required PPE is in order   Fully charge all portable devices   Coordinate/ conduct required check‐in activities for external crews  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Ensure the check‐in process has been completed   If QPL qualified, coordinate the switching and hold the tagging  clearance for contractors   Request QPL qualified personnel as needed   Coordinate daily safety briefings   Act as an interface to coordinate food and lodging activities   Ensure work assignments are provided to contractor crews   Regularly communicate, in coordination w/ Field Supervisor,  to  Operations Coordinator concerning work status   Allow only a reasonable amount of material to be procured by crews  and ensure any unused material is returned before crews are released  from the system   Track contractor work and rest hours   Ensure contractors properly fill out time sheets, material lists, and  equipment lists at the start and end of each shift   Act as field liaison between contractors and Operations should  questions or issues arise  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in an After Action Review(s)    Return materials to designated locations   Turn in signed contractor time sheets and completed contractor  evaluation forms to the Logistics Resource Acquisition Branch Director  G. Equipment Required: Personal Protective Equipment (PPE):     Reflective vest, safety shoes, hard hat  Equipment and Supplies:    Phone  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 343 of 782 273 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Field  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 344 of 782 274 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.10 External Resource Crew Guide A. Position Title: External Resource Crew Guide  B. Reports To: External Resource Field Coordinator   Direct Reports: None  C. Position Duties and  Responsibilities:  The Crew Guide is responsible for supporting  contractor line crews.   Additionally, they coordinate switching and hold tagging clearances for  contractors if QPL qualified.    D. Pre‐Event Preparations:  Ensure all required Personal Protective Equipment is in order   Fully charge all portable devices  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Travel with assigned outside crews or other personnel    Lead crews to work assignments and food/lodging accommodations   If QPL qualified, coordinate switching and hold tagging clearances for  contractors per TD800    Provide communications to the External Resource Field Coordinator  regarding status of assigned trouble   Drive ahead to next assigned trouble spot and assess for traffic  control, tree crew needs, material, etc.   Allow only a reasonable amount of material to be procured by crews  and ensure any unused material is returned before crews are released  from the system   Have a set of updated primary maps available  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     Reflective vest, safety shoes, hard hat (some examples shown below)  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Field  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 345 of 782 275 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   14.1.12.1114.1.12.5 Logistics Services Branch Director A. Position Title: Logistics Services Branch Director  B. Reports To: Logistics Section Chief   Direct Reports:  Food & Lodging Services Unit Leader   Material Logistics Services Unit Leader   Fleet Services Unit Leader   Staging Area Services Unit Leader   IT/Telecom Services Unit Leader   Environmental Services Unit Leader   Security Services Unit Leader   Property Management (Facilities) Services Unit Leader    Procurement Services Unit Leader  C. Position Duties and  Responsibilities:  The Logistics Services Branch Director has the overall responsibility for the  preparedness, planning, and coordination of a variety of logistical services  including facilities, food & lodging, environmental response, procurement,  transportation, materials, IT/ Telecom, staging areas, and crew Check‐in.   The Logistics Services Branch Director oversees and supports the Services  Branch Unit Leaders  D. Pre‐Event Preparations:  Ensure the staffing rosters for the Logistics Services Branch Unit  Leader positions are up to date and ready to be used   Identify and evaluate potential Staging Areas, conduct evaluation and  re‐evaluation process   Provide information about the readiness status of each Staging Area to  the EP Manager and the Logistics Section Chief periodically throughout  the year   When necessary, activate the applicable Logistics Services Branch Unit  Leaders and ensure the activation of their Annex   Conduct a briefing with the Service Branch Unit Leaders as they arrive  at their assigned work location(s)   Direct each Unit Leader to initiate any applicable checklists, including  but not limited to facility backup generators; vehicles (fleet/ rental  availability); fuel availability; material inventory, distribution, and re‐ supply availability; lodging availability; caterer readiness; IT/ Telecom  systems status, and the readiness of all related suppliers and vendors  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Assemble, brief, and assign preliminary tasks to Unit Leaders   Coordinate activities of each of the Service Branch Units   Oversee the tracking and assigning of requests for the various services  provided by the Branch Unit Leaders  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 346 of 782 276 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Collaborate with the Enterprise Resource Support Group to procure  special items or specific supplies    Ensure all fixed and temporary facilities are adequately staffed and  operational    Provide all communications equipment necessary to provide effective,  interoperable voice communications by and between all incident  personnel, including push‐to‐talk radios, cell phones, etc.   Ensure all IT data and Telecom systems (infrastructure and  applications) are functioning effectively   Ensure the Food and Lodging Unit is providing adequate food and  lodging support to all emergency response personnel    Ensure the Transportation Unit is providing vehicles (fleet and/ or  rental) to support restoration and the meeting the necessary fueling  requirements for both gasoline and diesel vehicles and equipment   Ensure effective environmental response to hazardous materials spill  incidents   If site security is required at a fixed or temporary facility, ensure it is  provided.   Obtain periodic reports from the Services Branch Unit Leaders   Provide periodic reports and briefings to Logistics Section Chief  regarding activities, resource status, and of actual or anticipated  difficulties/ resource gaps   Identify current and/ or predicted gaps in resources and makes  recommendations regarding solutions/ options to fill those gaps   Support the development of a Demobilization Plan to return to normal  business operations  F. Post‐ Emergency Event  Responsibilities and Reports:   Ensure all receipts for any purchases are gathered, along with related  documentation   Ensure all P‐cards, extra laptops, extra cell phones, satellite phones,  GPS devices, tools, etc. are returned and inventoried   Ensure that all forms and documentation are properly completed and  scanned/ saved in the designated shared folder and/ or forwarded to  the Logistics Section Chief   Conduct and supervise invoice reconciliation for all executed vendor/  supplier contracts and/ or purchase orders   Conduct debriefings with contracted services/ suppliers/ vendors and  collect information for development of After Action Review /  Improvement Plan   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 347 of 782 277 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center or other location as designated by Section Chief  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 348 of 782 278 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.1214.1.12.6 Staging Area Services Unit leader A. Position Title: Staging Area Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports: Staging Area Supervisors  C. Position Duties and  Responsibilities:  The Staging Area Unit Leader is responsible for organizing, coordinating and  supporting staging areas.  D. Pre‐Event Preparations:  Collaborate with Logistics Services Branch Director and determine the  locations, size, and anticipated functions of staging areas   Request the Property Management Services verify that pre‐designated  Staging Area agreements are current, and sites are ready for use   If a Logistic Contractor is anticipated to be used to support the Staging  Areas, confirm that the Contractor(s) has been notified and activated   Determine resource staffing requirements for the staging areas   Notify / activate Staging Area Supervisors and Specialists   Notify and coordinate Logistics Services Section Unit Leaders needed  to support staging area operations.  e.g., food and lodging, material  logistics, security, fleet services, IT/ telecommunications, property  management, environmental etc.   Communicate staging area readiness to the Logistics Services Branch  Director  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate staging area needs with the Staging Area Supervisors    Gather information from Logistics Section Branch Director pertaining  to the proposed number of crews and vehicles expected to use each  Staging Area and their proposed working schedules    Coordinate with the Staging Area Supervisors to determine each  staging area’s resource staffing requirements, and estimate activation  and deployment response timelines    Ensure the layout and set up of staging area is available and workable  and that the staging area can support the desired restoration crew  work schedules   Reviews each day’s Incident Action Plan (IAP) for the next operational  period and maintain awareness of the numbers and assigned work  locations of all crews   Brief Staging Area Supervisor as needed   Conduct daily conference calls with Staging Area Supervisors to gather  information about  ongoing operations, rosters, unusual situations,  and anticipated requirements during next Operational Period   Provide routine summary reports to the Logistics Section Services  Branch Director  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 349 of 782 279 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Coordinate with the Logistics Services Branch Director and develop  and implement the overall Demobilization (DMOB) Plan as it relates to  staging areas   Coordinate redeployment or release of the Staging Area personnel  with Staging Area Supervisors and the applicable Logistics Section Unit  Leaders   Notify the Logistics Contractor of demobilization plans  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Coordinate with the Property Management Services Unit Leader any  site remediation or cleanup requirements that are necessary to return  the Staging Area to its original condition     Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 350 of 782 280 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.1314.1.12.7 Staging Area Supervisor A. Position Title: Staging Area Supervisor  B. Reports To: Staging Area Unit Leader    Direct Reports: Staging Area Specialists  C. Position Duties and  Responsibilities:  The Staging Area Supervisor is responsible for managing the day to day  operations of a staging area and its supporting staff.  D. Pre‐Event Preparations:  Obtain and assemble / maintain information and materials needed for  the staging area position kit   Participate in Staging Area related emergency preparedness exercises  and provide feedback about possible opportunities for improvement   Verify, and print copies if needed, of most current versions of process  documents, maps, forms, phone numbers, contact sheets, etc.   Assess potential Staging Area locations to determine the viability of  the sites in cooperation with the Staging Area Unit Leader, Logistics  Contractor, and Property Management Unit Leader  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   When activated:  o obtain a briefing from Staging Area Unit Leader including the initial  and maximum number of crews and vehicles expected at the  Staging Area  o report to the designated Staging Area location  o determine potential resource requirements for the Staging Area  Specialists and request the Staging Area Unit Leader provide  additional resources at desired reporting time   Ensure that the Staging Area Logistics Kit and Signs have been  delivered   Ensure all assigned Staging Area Specialists are checked‐in, briefed,  and assigned their respective duties upon arrival.  e.g., Busing, Food &  Lodging, Traffic Control, Fueling, Security, Parking, etc.   Refer to the site layout map and coordinate the Staging Area  Specialists, Eversource staff, and Logistics contractors / vendors to  layout and set up the Staging Area as shown on the Site map   Develop and maintain a Staging Area Roster and ensure a copy is sent  to the Staging Area Unit Leader (or placed in the appropriate  Eversource Emergency Events N:/Drive folder)   Notify the Staging Area Unit Leader when Staging Area is ready to  receive crews   Participate in the Staging Area conference call hosted by the Staging  Area Unit Leader.   Schedule and conduct briefings for the Staging Area Specialists as  needed, including Staging Area actions and anticipated activities,  status of restoration response, etc.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 351 of 782 281 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Brief the next shift relief on current, unusual, and expected actions  during next operational period   Participate in the development and implementation of the  Demobilization (DMOB) Plan as it relates to the Staging Area   Discontinue Staging Area operations when authorized by Staging Area  Unit Leader and/or Logistics Section Chief and prepare for  redeployment to new location or demobilization.  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition.    Participate in After Action Review(s)   Begin the demobilization process when notified by the Staging Area  Unit Leader and coordinate site demobilization activities with the  Logistics Contractor and other vendors   Coordinate with the Staging Area Unit Leader and Property  Management Unit Leader regarding any site remediation or cleanup  requirements that are necessary to return the Staging Area to its  original or better condition  G. Equipment Required: Personal Protective Equipment (PPE):     Reflective vest, safety shoes, hard hat   Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Staging area (TBD)  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 352 of 782 282 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.1414.1.12.8 Environmental Services Unit Leader A. Position Title: Environmental Services Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports: Environmental Service Unit  C. Position Duties and  Responsibilities:  Coordinates environmental issues in support of emergency including  receiving and responding to oil & other hazardous material (OHM) spill  events, environmental compliance support at staging areas including  temporary remote fueling (wet‐fueling), preparation of staging area  compliance plans, and providing staging area compliance support and  inspections. The Unit also receives, and documents calls pertaining to oil‐ filled devices that are on the ground as a direct result of an emergency  event or restoration activities that are not leaking but require pickup and  disposition as soon as possible.  Ensures positions within the Unit execute  their specific duties and responsibilities, consistent with the Environmental  Affairs Annex.  D. Pre‐Event Preparations:  Coordinate Environmental Services Unit activation with the Director,  Environmental Affairs   Participate in Logistics briefings   Ensure environmental support contractors are notified and placed on  standby   Initiate actions to support staging area activities, including:  o contacting OHM Spill Cleanup & Licensed Site Professional (LSP)  Contractors – update contact info and place them on standby  o advising the local fire department – wet fueling staging area  o notifying State DEP – emergency status  o communicating staging area wet fueling spill prevention  procedures   inspecting staging areas & documenting appearance  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate, within the Logistics Services Branch, anticipated openings  of staging areas   Coordinate environmental needs with the Environmental Service Unit,  including:  o staging area “Wet‐Fueling” with local authorities, as required  o spill contractor standby and response  o LSP standby and response  o repair work in/near wetland areas  o environmental compliance inspections during operations  o pickup and disposition oil & equipment  o spill cleanups  o staging area environmental condition appearance inspections  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 353 of 782 283 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Ensure food and lodging requirements have been communicated.   Participate in Logistics Services briefings   Provide timely reports to Branch Director  F. Post‐ Emergency Event  Responsibilities and Reports:   Notify Director, Environmental Affairs to return to normal operations   Ensure event‐related documentation, reports, and notifications have  been completed   Ensure Staging Area is inspected, and conditions documented  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in ICC or office  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 354 of 782 284 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.1514.1.12.9 Property Management Services Unit Leader A. Position Title: Property Management  Services Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports:  Property Management Unit   Real Estate Unit  C. Position Duties and  Responsibilities:  Coordinates Property Management related activities in support of  emergency events.  Ensures that all permanent facilities are fully  operational and prepared to sustain extended operational hours.  Ensures  that the positions within the Unit execute their specific duties and  responsibilities consistent with the Property Management Annex.  D. Pre‐Event Preparations:  Coordinate Property Management Services  Unit activation with the  Director, Real Estate & Property Management   Determine requirements for each permanent/ fixed facility including,  sanitation, sleeping, site security, exterior lighting, snow removal, etc.   Ensure facility generators are operational and fully fueled   Verify that pre‐designated staging area agreements are current, and  sites are ready for use   Coordinate, within the Logistics Services Branch, anticipated openings  of staging areas   Ensure outdoor equipment and/ or furniture at all facilities has been  tied down or brought indoors   Ensure vendors have been contracted for needed outside services  including sanding, salting, and snow removal as applicable. Update  contact info for each vendor   Participate in Logistics briefings  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate Property Management needs   Ensure Food and Lodging requirements have been communicated   Provide timely reports to Logistics Services Branch Director   Participate in Logistics briefings  F. Post‐ Emergency Event  Responsibilities and Reports:   Notify Director, Real Estate and Property Management of company  return to normal operations   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if I ICC or office  Equipment and Supplies:    Phone   Computer  Personal:  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 355 of 782 285 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 356 of 782 286 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.1614.1.12.10 Transportation Services Unit Leader A. Position Title: Transportation Services Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports: Transportation Services Unit  C. Position Duties and  Responsibilities:  Coordinate transportation service issues in support of the emergency,  including fleet availability, rental vehicle procurement and assignment,  fleet maintenance and repairs, remote fueling of all fleet and contractor  vehicles.  Ensures that the positions within the Unit execute their specific  duties and responsibilities consistent with Transportation Services Annex.  D. Pre‐Event Preparations:  Coordinate, within the Logistics Services Branch, anticipated openings  of staging areas   Coordinate Fleet Services Unit activation with the Vice President,  Operation Services and initiate actions to support expected needs,  including:  o Determining the availability of Fleet vehicles  o Updating contact information for rental vehicle vendors  o Determining projected requirements for fleet and rental vehicles  o Determining projected fueling needs and remote fueling locations  and notify vendor(s)  o Verifying adequate inventory of fleet parts and requesting  procurement to fill gaps  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate fleet service activities, including:  o Procurement and assignment of rental vehicles  o Maintenance and repairs of fleet vehicles  o Remote fueling activities at Staging Areas, hotels, etc.  o Ensuring availability of vehicle maintenance personnel  o Ensuring availability of vehicle repair parts  o Movement of vehicle maintenance personnel to areas with large  fleet concentration   Ensure Food and Lodging requirements have been communicated   Participating in Logistics briefings   Providing timely reports to Logistics Services Branch Director  F. Post‐ Emergency Event  Responsibilities and Reports:   Notify Vice President, Operation Services of company return to normal  operation   Ensure return of rental vehicles   Ensure deactivation of remote fueling contractors   Direct relevant documentation to the Planning Section for disposition.    Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 357 of 782 287 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  N/A if in ICC or office  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 358 of 782 288 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.1714.1.12.11 Procurement Services Unit Leader A. Position Title: Procurement Services Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports: Procurement Unit  C. Position Duties and  Responsibilities:  Coordinates procurement activities in support of the emergency.  Ensures  that the positions within the Unit execute their specific duties and  responsibilities consistent with the Supply Chain – Procurement Annex.  D. Pre‐Event Preparations:  Coordinate Procurement Services Unit activation with the Director,  Procurement   Participate in Logistics briefings  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate procuring of necessary materials and services with  Materials Logistics Unit Leader, as needed   Coordinate, within the Logistics Services Branch, anticipated openings  of staging areas   Participate in Logistics briefings   Ensure Food and Lodging requirements have been communicated   Provide timely reports to Branch Director  F. Post‐ Emergency Event  Responsibilities and Reports:   Notify the Director, Procurement of company return to normal  operations   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A in ICC or office  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 359 of 782 289 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.1814.1.12.12 Food & Lodging Services Unit Leader A. Position Title: Food & Lodging Services Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports: Food & Lodging Coordinator  C. Position Duties and  Responsibilities:  Coordinates and manages the functions and staffing of the Food and  Lodging Unit, including providing food and lodging for all internal and  external crews and staff.  Ensures that the positions within the unit execute  their specific duties and responsibilities.  D. Pre‐Event Preparations:  Coordinate with Base Logistics if activated   Activate Food and Lodging Services Unit personnel, as needed   Ensure caterers are notified of an impending event with an estimated   magnitude of the duration for inventory and scheduling needs   Ensure contact information is updated for all contracted hotels and  caterers   Coordinate with Logistics Section staff, regarding projected internal  and external staffing who may require food and lodging   Ensure Food & Lodging Coordinators reserve hotel rooms based on  projected needs, as appropriate   Participate in Logistics briefings  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate laundry services as needed   Ensure all internal and external crews and staff are lodged and fed  effectively and efficiently, in support of safe and efficient restoration  activities   Ensure hotel reservations are released as soon as needs diminish   Ensure caterers are notified of estimated magnitude duration for  inventory and scheduling needs   Provide timely reports to Branch Director   Participate in Logistics briefings  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition   Participate in After Action Review(s)    Coordinate invoice reconciliation and approval  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or office  Equipment and Supplies:    Phone   Computer  Personal:  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 360 of 782 290 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: ICC or other location as determined  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 361 of 782 291 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.1914.1.12.13 Food & Lodging Coordinator A. Position Title: Food & Lodging Coordinator  B. Reports To: Food & Lodging Services Unit Leader   Direct Reports: None  C. Position Duties and  Responsibilities:  Coordinates and executes the functions of the Food and Lodging Unit,  including contacting, acquiring, assigning, tracking and communicating food  and lodging services for all internal and external crews and staff.    D. Pre‐Event Preparations:  Coordinate with Logistics contractor if activated   Support the activation of the Food and Lodging Unit    Coordinate with Logistics Section staff, regarding projected need for  food and lodging services for internal and external staffing and crews  Contact hotels (to determine availability of rooms) and caterers (to  communicate estimated need based on magnitude and duration) and  update resource tracking tool   Book rooms based on projected needs and update resource tracking  tool.   Participate in Logistics briefings  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Determine and update room availability, book, assign, reassign, track,  cancel and communicate crew and staff lodging within the resource  tracking tool   Coordinate meals (numbers) and scheduling with caterers and logistics  support and update resource tracking tool   Communicate logistics plan to the group leader   Provide timely reports to Unit Leader   Participate in Logistics briefing  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in an After Action Review(s)    Coordinate invoice reconciliation and approval  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center or other location as directed  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 362 of 782 292 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2014.1.12.14 Material Services Unit Leader A. Position Title: Material Logistics Services Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports: Material Services Unit  C. Position Duties and  Responsibilities:  Coordinates materials logistics activities in support of the emergency,  including receiving, storing and issuing inventory and non‐inventory  materials, equipment, and supplies.  Ensures that the positions within the  Unit execute their specific duties and responsibilities consistent with Supply  Chain and Materials Management Annex.  D. Pre‐Event Preparations:  Coordinate Material Services Unit activation with the Director,  Material Logistics   Coordinate, within the Logistics Services Branch, anticipated openings  of staging areas   Project/ ensure adequate materials based on predicted/ actual  conditions and coordinate with Procurement as needed   Ensure pre‐staged material is deployed, as needed   Participate in Logistics briefings  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Act as the central point of contact for material logistics issues for the  IMT   Coordinate material logistics needs with the Logistics Support Unit  Leader and Staging Area Services Unit Leader as needed   Project/ ensure adequate materials based on predicted/ actual  conditions   Ensure Food and Lodging requirements have been communicated   Participate in Logistics briefings   Provide timely reports to Branch Director  F. Post‐ Emergency Event  Responsibilities and Reports:   Notify Director, Material Logistics of company return to normal  operations   Direct relevant documentation to the Planning Section for disposition   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A in ICC or office  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 363 of 782 293 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 364 of 782 294 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2114.1.12.15 IT/ Telecom Services Unit Leader A. Position Title: IT/ Telecom Services Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports: IT Services Unit  C. Position Duties and  Responsibilities:  Coordinate IT/ Telecomm issues in support of the emergency, including  computer and network systems, services, applications, OMS, and end‐user  desktops, laptops, etc. plus all voice communications systems (desk phone  system, cell phones).  Ensures that the positions within the Unit execute  their specific duties and responsibilities.  D. Pre‐Event Preparations:  Coordinate IT/Telecom  Unit activation with the Director, IT   Coordinate, within the Logistics Services Branch, anticipated openings  of staging areas   Take actions to ensure readiness and availability of IT systems  commensurate with the expected event   Participate in Logistics briefings  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate IT/ Telecomm Service Unit, as needed, to ensure reliable  operation and adequate response time of IT application systems and  associated infrastructure used to support emergency activities   Ensure Food and Lodging requirements have been communicated   Participate in Logistics briefings   Provide timely reports to Branch Director  F. Post‐ Emergency Event  Responsibilities and Reports:   Notify Director, IT and Telecom Department of company return to  normal operations   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in ICC or office  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center or other location as assigned  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 365 of 782 295 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2214.1.12.16 Security Services Unit Leader A. Position Title: Security Services Unit Leader  B. Reports To: Logistics Services Branch Director   Direct Reports: Security Unit  C. Position Duties and  Responsibilities:  Coordinates site security at permanent and temporary facilities to ensure  the security of all resources, equipment, and commodities.  Ensures that  the positions within the unit execute their specific duties and  responsibilities consistent with the Security Annex.  D. Pre‐Event Preparations:  Coordinate Security Services Unit activation with the Manager,  Security    Coordinate, within the Logistics Services Branch, anticipated openings  of staging areas   Verify availability of contract personnel as needed   Participate in Logistics briefings  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Coordinate security needs as necessary.   Ensure Food and Lodging requirements have been communicated   Provide timely reports to the Logistics Services Branch Director   Participate in Logistics briefings  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section for disposition    Participate in After Action Review(s)   G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or office  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs  for multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 366 of 782 296 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2314.1.12.17 Logistics Section Initiation Meeting Agenda 1.0 Logistics Section Chief to brief Logistics Branch Directors on all available intelligence concerning the  Incident.  2.0 Review the readiness status of all Logistics functions. Identify any resource gaps or operational difficulties  and develop potential solutions.  3.0 Assess, develop and implement plan for Logistics Section staffing for impacted facilities  4.0 Schedule Logistics Section Progress Meeting   5.0 Report all actions of ERP Logistics Section Initiation meeting to the Incident Commander      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 367 of 782 297 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2414.1.12.18 ERP Logistics Section Progress Meeting Agenda 1.0 Logistics Section Chief to brief Logistics Branch Directors on all available intelligence concerning  the Incident, including any changes to the ERP Type status.  2.0 If the ERP Incident response is to continue, review the status of all on‐going response procedures  and staffing for each Logistics Branch  3.0 If the ERP Incident response is to continue, reassess previous staffing requirements for the  impacted facilities.  4.0 If the ERP Incident has been declared over in a particular EOC region, commence Logistics  demobilization activities in the particular EOC(s) in conjunction with other Sections to ensure a synchronized  return to normal operations. Determine whether those released resources should be reassigned and deployed  to another region.  5.0  If the ERP Incident has been declared over for all EOC regions, commence demobilization of all  Logistics personnel to ensure a synchronized return to normal operations.  6.0 If ERP Incident response is to continue, schedule time for next Logistics Section Progress Meeting.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 368 of 782 298 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2514.1.12.19 Procedure: Environmental Response Oil & Hazardous Material (OHM) Spill Response and Wetlands or Other Resource Area Impacts  1.0 ‐ Purpose   This procedure describes the actions that are taken by the Environmental Unit and others for various  emergency Event Classification Types to ensure OHM spills from the Company’s owned and/ or operated  equipment (or the equipment owned/ operated by contractor and/or mutual aid resources) will be  recorded and cleaned up in accordance with state and federal regulations while minimizing the impact on  Company System Control employees and local public safety personnel.  This includes all staff normally  assigned to Environmental Affairs Department (EAD) during normal operations, as well as individuals such  as Wire Guards who provide OHM spill site monitoring during ERP activation.   During an ERP event when emergency restoration of damaged infrastructure is required in wetlands or  environmentally sensitive‐the Company will proceed with repairs while simultaneously attempting to  notify and coordinate with permitting agencies.  2.0 ‐ Responsibilities  The Environmental Unit Leader is responsible for implementing this procedure.  3.0 ‐ Precautions  Prior to a decision requiring procurement of additional spill response equipment or the services of a spill  response contractor, ensure that the ERP Type previously indicated is still in effect.  This will be confirmed by  the Environmental Unit Leader and verified by the Logistics Services Branch Director.  Depending on the  anticipated ERP magnitude, Unit Leader may also contact Company‐approved pollution response contractors  to stage spill response equipment on Cape Cod to ensure availability should the Cape Cod Canal bridges  become closed.  4.0 Prerequisites  The Incident Commander has declared any Type of emergency event or Logistics Section Chief has directed  preparation for ERP activation.  5.0  Actions   1. Preparatory  The Unit Leader will:   Review and revise this procedure (annually)   Update Emergency Assignments (annually)   Notify EAD staff of their ERP assignments (annually or as needed)   Perform or assist in training (annually or as needed)   Assess needs for vehicles, equipment and spill response contractors (annually or as needed)  2. Implementation  Type5 ‐ Localized event with minimal impact.  Environmental OHM Spill Responders under a Company Licensed  Site Professional (LSP) will report to the spill location and manage spill clean‐ups based on the priority of OHM  spill locations.  In all activated Types, spills that impact public areas or require public resources (e.g. Fire  Department) to standby will be the highest clean‐up priority.  OHM spills on private property or the Company’s  property or other secured locations will be addressed next.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 369 of 782 299 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute Type4 ‐ Localized events requiring only specified locations. In addition to actions described in paragraph 6.1,  Environmental Unit staff will be available for System Control assignments upon request, and as activated by the  Unit Leader, to act as OHM Spill Recorders to take spill calls from field personnel, to make appropriate agency  notifications and to direct OHM Spill Responders to various sites.  The OHM Spill Recorders will maintain a list of  all spills sites and will track clean‐up status and priorities.  This information will be periodically relayed to the Unit  Leader.  Type3 – Moderate system impact.  At this Type Environmental Unit Leader will contact OHM spill response  contractors and consultant LSP to provide backup for spill response cleanup oversight, as needed.  OHM Spill  Responders continue spill triage, assessing spills as directed by Spill Recorders and the Environmental Unit Leader.   Spill Responders may be relieved by contract LSPs if spill cleanups involving public safety are required after the  first 24 hours.  EA staff will report to System Control locations as OHM Spill Recorders and to coordinate spill calls  being received at the EOC level.    Type 2 – Serious system impact.  Same as paragraph Type 3 above.  Type 1 – Catastrophic system event.   Same as paragraph Type 3 above.   Termination  Ensure all OHM Spill incidents have been properly reported to applicable state and federal agencies as required  under EAD Policy #4.  Ensure all OHM Spill Notification Forms have been collected and filed at the EAD main office.   Ensure purchase orders have been issued for all OHM spill response activities performed by contractors.   Ensure case files for each OHM spill incident are on file at the EAD main office.   Ensure all OHM spill sites are cleaned up and closed out as per applicable state and federal regulations.   6.0 ‐ References  7.0 – Attachments  none     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 370 of 782 300 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2614.1.12.20 Spill Information Form 1) Location of Spill__________________________________________________    2) Amount of Spill___________________________________________________    3) Does transformer have NON‐PCB label or Tag _________________________    4) Describe spill impact area (asphalt, water, soil)__________________________    __________________________________________________________________    5) Are lines de‐energized in the work area? _____________________________    6) Time and date of report ___________________________________________    7) Name and phone number of person reporting spill ______________________    8) For Spills in this area call: ______________________         Mobile:  ________________  Office:   ________________  Pager:   ________________     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 371 of 782 301 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2714.1.12.21 Procedure: Logistics Support Specialists This procedure describes the actions that are taken by the Logistics Support Specialists prior to the impact, during  and immediately following an ERP incident.   Responsibilities  1. Working with other logistics activities  1.1 Lodging – assign staff to hotels  1.2 Food‐ coordinate with Food & Lodging Unit and with caterers  1.3 Transportation  1.4 Facilities  1.5 Materials  1.6 Environmental  2. Have a working knowledge of the responsibilities and roles of the Logistics Section Branches and Units when  an ERP event (Type 3, 2, or 1) has been declared and the Logistics Section Chief has determined Logistics  Support Specialists are required at each EOC/ AWC.  3. Report to the EOC when directed.  4. Create Logistics support roster for EOC.  5. Attend all EOC meetings as the Logistics Representative.  6. Track and assign requests for support, supplies and equipment for the following categories as they are  received by the EOC Ops staff.  7. Purchasing of special requests/specific supplies  8. Materials acquisition and delivery  9. Facilities support for set‐up, repairs, snow removal, etc.  10. Equipment repairs for communications equipment such as radios, paging system, as well as computers etc.  11. Lodging/Food for crews and emergency personnel (supported by local Admin)    12. Fleet preparation, fueling and repair.  13. Verify the Site Logistics Support is operating in a coordinated manner to support incoming requests.  14. Obtain periodic updates on the status of requests.  14.1 Periodically update the EOC Operations Staff on actions/progress.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 372 of 782 302 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2814.1.12.22 Procedure: Staging Area Mobilization, Operations and Demobilization 1. Purpose  Establish a Staging Area to provide logistical support of restoration operations. Services available at each site vary  based upon need, and include but are not limited to parking, fueling, material re‐supply, transportation support,  lodging, feeding, laundry, waste management, crew management, command & control, work assignment and  others.  2. Responsibilities  Staging Areas are activated at the direction of the Logistics Section Chief, and managed by a Staging Area  Supervisor, under the guidance of Staging Area Unit Leader or Services Branch Director. Support to Staging Area  operations is provided by numerous functions including transportation, food & lodging, material support/  warehouse operations, IT, security and others.  A logistics contractor, such as Base Logistics, may be activated to  provide various services at each Staging Site.  3. Precautions  3.1 Attend scheduled ERP training and drills.  3.2 Review the Staging Area plans.  3.3 Review Logistics Quick Reference Guide and Logistics ERP Manual regarding Staging Areas.  3.4 Work location will include significant time out of doors. Ensure that staff deployed to this location  have appropriate clothing, footwear and PPE  4. Prerequisites  4.1 Logistics Section Chief has directed one or more Staging Areas to be opened.   4.2 Facility lease agreements with land owners are in place  4.3 Contractors have been notified and activated  4.4 Negotiated vendor agreements are in place to insure the Company is able to secure outside  resources to support Staging Site operations  4.5 Communications capabilities are in place  4.6 The Company’s staff is available and ready to provide support  5. Actions  5.1 Notify Base Logistics to deploy site management staff  5.2 Notify site owner of site activation  5.3 Coordinate with initial actions of support functions  5.4 Deploy to Site  6. References  6.1 Logistics Quick Reference Guide  6.2 Staging Area Process Guide  7. Attachments  none   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 373 of 782 303 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.2914.1.12.23 Procedure: Procurement 1. Purpose  This procedure describes the actions taken by the Procurement Unit in preparation for emergency events,  storms or other incidents and covers the steps to be implemented at various Types of a declared emergency  event. This procedure incorporates by reference various documents, information, and contact lists that are  maintained in Procurement for use by the staff during a declared ERP Type.  2. Responsibilities  The Procurement Unit Leader is responsible for implementing this procedure.   3. Precautions  3.1 Attend scheduled ERP training and drills.  3.2 Verify and update Procurement Department ERP documents; information and contact lists at least  two (2) times per year (May and November) or as required based on changes to staff, critical  supplier and contractor relationships and/or changes in operational support requirements.  3.3 Verify critical supply relationships for key commodities and service contract relationships to support  restoration efforts.  3.4 Review emergency material lists with Operations two (2) times per year (May and November) to  insure stock requirements, inventory levels and any other needed materials are specified and  appropriate to be fully responsive to plan requirements.  3.5 Review the system’s fleet fueling plan and current requirements with the Fleet Services area to  confirm and/or update any changes that are required to the existing plan requirements.  3.6 Validate key contacts and update contacts list for ERP Procurement Card Program.  4. Prerequisites  4.1 The Logistics Section Chief has initiated preparation for an ERP.  4.2 Material supply contracts have been negotiated and are in place for critical materials to support  declared ERP events.  4.3 Negotiated contractor/ vendor agreements are in place to insure the Company is able to secure  outside resources to support restoration efforts involving underground, overhead, transmission and  tree trimming requirements.  4.4 Pre‐established arrangements and necessary contracts to provide expedited food service, hotel  accommodations, fleet fueling and rental vehicles, storage and trailer rentals, transportation  services and other service agreements to support declared ERP events.  4.5 Distribution for any updates to contacts information and any revisions to program plans and  documents.  4.6 Requirements for ERP desk, phone, fax and computer capabilities have been provided Support  Services Branch Director to support operations of the Procurement Support Center.    5. Actions  5.1 The Procurement Unit Leader is notified of the declared ERP and reports for a briefing on the status  of the emergency.  During a Type 2 or Type 1 event, the Procurement Unit members report to the  Procurement Support Center.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 374 of 782 304 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 5.2 Procurement Unit Leader notifies the Procurement Buyers/Agents on the status of the emergency.   Procurement Buyers/Agents staff the Logistics Materials and Contract Services desk at the  Procurement Support Center.      5.3 Schedule delivery for pre‐identified emergency materials based on the declaration of an event by  Operations to locations impacted by the emergency.  Monitor current stock levels and forecasted  requirements to anticipate any additional procurement activity for materials and equipment, if  necessary, to support operational needs (Distribution Transformers, Wire & Cable, Line Material,  etc.).  5.3.1 Cable  5.3.2 Equipment/Fleet  5.3.3 Transformers  5.3.4 WESCO  5.3.5 Distribution Equipment  5.3.6 Substation & Transmission  5.3.7 Poles  5.3.8 Contracted Services  5.3.9 Expedite Materials, Equipment and Services to support restoration effort.  5.3.10 Source and procure materials and services as required during the emergency event.  5.3.11 Procurement Card Administrator or authorized delegate notifies bank to activate ERP  Procurement Cards for any/all locations requiring procurement cards as covered under  the ERP Card Procurement Procedure.  5.4 Demobilization actions:  5.4.1 Close out and termination of any requirements with suppliers and contractors under  rental and services agreements.  5.4.2 Return of any materials or equipment to suppliers as appropriate based on negotiated  terms and conditions.  5.4.3 Procurement Card Administrator or authorized delegate notifies bank to deactivate ERP  Procurement Cards and return them to their controlled status.    5.4.4 Procurement Card Administrator to forward statement of activity at the end of the cycle  for review and approval along with collection of receipts for records retention.  5.4.5 Support resolution of any disputed invoices with suppliers or contract service providers.       6. References: None  7. Attachments None   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 375 of 782 305 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.3014.1.12.24 Procedure: Facilities 1. Purpose  This procedure describes the actions that are taken by the Property Management Services Unit of the Logistics  Section, in response to varying Types of ERP activation.  The Property Management Services Unit is responsible  for ensuring the Company’s EOCs, AWCs and office buildings are operational, providing land for staging areas for  the Logistics and Operations Sections, if required, and providing alternate temporary leased facilities in the event  that existing EOC, AWC, and office facilities are negatively impacted by an emergency.  2. Responsibilities  The Property Management Services  Unit Leader is responsible for implementing this procedure.  3. Precautions  3.1 Attend scheduled ERP training and drills.  3.2 Ensure that the facilities, building equipment and grounds of the AWCs and EOCs, Prudential Tower  Floor 17 and the Summit Office Center are operational.  Perform preventative maintenance on facilities,  building equipment and grounds.  3.3 Ensure that the Mail Room Service equipment (customer bill printers, bill inserters, postage meters,  etc.) is operational.  Perform preventative maintenance on equipment. Ensure that mainframe link for  bill printing is operational.  3.4 Obtain special permits, if needed, for staging areas.  3.5 Identify Company owned real estate for potential emergency staging areas.  Perform necessary  preparations on sites (e.g., installing pavement, installing power drops, installing fencing and site  lighting, etc.).  3.6 Obtain pre‐arrangements for staging area locations with third parties, if Company owned real estate is  not sufficient.  3.7 Pre‐arrange with vendors for shelters, portable electric generators, office furniture, portable toilets,  lighting units, office trailers, etc.  3.8 Annually review this Procedure and revise as needed.  3.9 Update emergency assignments when staffing changes.  4. Prerequisites  4.1 The Logistics Section Chief has directed preparation for an ERP.  5. Actions  5.1 The Property Management Services Unit Leader reports the Logistics Services Branch Director, and  receives a briefing on the status of the emergency  5.2 All other Property Management Services Unit members report to their designated ERP locations as  directed by the Property Management Services Unit Leader.  5.3 Ensure that the facilities, building equipment and grounds of the EOCs, AWCs, Prudential Tower Floor  17 and the Summit Office Center (Summit) are operational.  Perform repairs as required.  5.4 Perform general housekeeping of the facilities and grounds.  5.5 Remove snow and ice as needed at the EOCs, AWCs and Summit.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 376 of 782 306 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 5.6 Verify that building alternate electric generators and uninterruptible power supply (ups) systems are  operational.  Ensure that generator fuel tanks are full.  5.7 Support the set‐up of staging areas as directed by the Logistics Services Branch Director to include as  needed shelters, portable electric generators, office furniture, portable toilets, lighting units, office  trailers, etc.  5.8 Verify that building sump pumps are operational.  Procure additional portable sump pumps if necessary.  5.9 Procure sandbags if required by the emergency.  5.10 Continue Mail Room Services (processing incoming, outgoing and internal mail, printing and  inserting customer’s bills into envelopes, affixing postage to outgoing mail, delivering mail at Summit).  5.11 Procure temporary leased office furniture as needed.  5.12 Arrange for the Summit Dining Center to be open and operational if required.  5.13 Arrange for the use of showers and towels in the Summit Fitness Center if directed.  5.14 Arrange for temporary leasing of facilities and grounds, if warranted by the emergency, using  outside real estate brokers.  5.15 Perform renovations required in temporary leased facilities and grounds to provide operational  sites.  5.16 Enlist outside contractors (electricians, carpenters, HVAC mechanics, roofers, plumbers, cleaners,  locksmiths, snow/ice removal contractors, real estate brokers, engineers, architects, etc.) as needed.  5.17 Assign team members to locations and positions as needed.  5.18 Set up furniture in the Logistics Support Center as directed.  5.19 Remove, as necessary, fallen trees, limbs and other wind‐blown debris at EOCs, AWCs and  Summit.  5.20 In a high wind event, board up windows, secure outside furniture and other loose grounds items,  remove loose objects from roofs, secure doors, inspect roofs, etc.  5.21 Perform tasks required by Fire/Safety Authorities having jurisdiction necessary to restore  facilities/grounds to operational status.  5.22 In the event that a facility or part of a facility is rendered inoperable due to damages inflicted by  the threat (e.g. severe weather, terrorism, infrastructure failure, fire, natural disaster, random  equipment failure, etc.) or the possibility of damages to the facility by the threat, the Property  Management Services Unit (working with the operating groups at the facility) will relocate those  functions that will be affected by the threat to other facilities if available.  If existing company facilities  are unable to accommodate the relocation of functions, then Property Management Services  will lease  facilities on the open market using an outside real estate broker.  5.23 Demobilize staging areas.  5.24 Return leased facilities and grounds to lease term conditions.  5.25 Return leased office furniture.  6. References: none  7. Attachments: none    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 377 of 782 307 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.3114.1.12.25 Procedure: Transportation 1. Purpose  This procedure describes the actions that are taken by the Transportation Unit in response to varying Types of  ERP activation.  This includes all personnel normally assigned to Transportation, as well as individuals assigned to  Transportation for ERP.  2. Responsibilities  The Transportation Unit Leader is responsible for implementing this procedure.   3. Precautions  Prior to a decision requiring the purchase of equipment or services, confirm that the ERP Type previously indicated  is still in effect.  This will include verification by the Support Services Branch Director.  4. Prerequisites  The Incident Commander/Section Chief Logistics has declared any Type of ERP or directed preparation for ERP.  5. Actions‐  Preparatory  5.1 Review and Revise this procedure (annually)  5.2 Update Emergency Assignments (monthly)  5.3 Notify personnel of their assignments (annually, or as needed if changed)  5.4 Perform and or assist in training (annually)  5.5 Assess needs for rental equipment and or vehicles and notify Procurement to establish contracts,  terms and conditions (semi‐annually)  5.6 Assess needs for fuel supply vendors (on and off‐site) and notify Procurement to establish contracts,  terms and conditions (semi‐annually)  5.7 Assess needs for external mechanical, parts, towing, road service, and supply vendors and notify  Procurement to establish contracts, terms, and conditions (semi‐annually)  5.8 Notify Local EOC Administrative Supervisors of local Fleet Assessment including:  5.8.1 Vehicle Repairs and Status  5.8.2 Spare Vehicles  5.8.3 Vehicle Fueling  5.9 Type 5  Localized event with minimal impact.  Supplement local garage staffing utilizing overtime or  personnel re‐assigned from other garages as necessary.   5.10 Type 4  Utilize 12‐hour watch bill as attached.  Localized events require only specified locations to  utilize watch bill staffing.  Notify fuel supplier of ERP Type.  5.11 Type 3  Utilize 12‐hour watch bill at all locations.  Initiate Altec ERP response plan, supplement  staff mechanics with Altec personnel.  Notify fuel supplier of ERP Type.  Recall company vehicles as  needed and re‐distribute.  Notify procurement to initiate vehicle rentals as needed and assist in  delivery and distribution of rentals.  Track vehicle assignments and locations.  5.12 Type 2  Utilize 12‐hour watch bill at all locations.  Initiate Altec ERP response plan, supplement  staff mechanics with Altec personnel.  Notify fuel supplier of ERP Type. . Activate ERP fuel cards and  distribute to authorized personnel as needed.  Suspend night fueling by personnel, utilizing fuel  support vehicles and personnel for night fueling at all locations. Recall company vehicles as needed  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 378 of 782 308 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute and re‐distribute.  Notify procurement to initiate vehicle rentals as needed and assist in delivery and  distribution of rentals.  Track vehicle assignments and locations.  Redistribute Doty St. Wareham  personnel to other garage locations as per Type 3 watch bill.  All major repairs sourced through Altec  Millbury, MA Service Facility.    5.13 Type1  Utilize 12‐hour watch bill at all locations.  Initiate Altec ERP response plan, supplement  staff mechanics with Altec personnel.  Notify fuel supplier of ERP Type and insure all EOCs and AWC  fuel tanks are full.  Utilize fuel supplier vehicles and personnel for night fueling at all facilities and at  Staging Area locations as requested. Redistribute Doty St. Wareham personnel to other garage  locations as per Type 3 watch bill.  All major repairs to be sourced through Altec Millbury, MA Service  Facility.  Utilize authorized road service and towing vendors.  Recall company vehicles as needed  and re‐distribute.  Coordinate delivery and assignment of rental vehicles for ERP Supervisors, Wire  Guards, etc.  Track vehicle assignments and locations.  5.14 Insure all rental vehicles are returned.  Inspect for damages, insure accident reports prepared and  filed as necessary with responsible supervisor or manager.  Prepare and compile rental agreements  and send copies to Logistics Chief for distribution.  5.15 Prepare and compile charges and send copies to Support Services Branch Director.  5.16 Release all external fuel, towing, and mechanical contractors. Prepare and compile invoices and  charges and send copies to Logistics Chief for distribution.  5.17 Return personnel to normal watch schedule.  5.18 Assess and compile list of any damaged or lost Transportation equipment and forward copy to  Branch Director.  5.19 Prepare and compile summary report of Transportation Unit activities during event.  Forward to  Branch Director.  6. References  6.1 ERP Transportation Personnel Assignment List   6.2 Fleet Use Policy  6.3 Fuel Card Policy  6.4 Altec ERP Contact Sheet and ERP Plan  7. Attachments  None   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 379 of 782 309 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.3214.1.12.26 Procedure: Materials 1. Purpose  This procedure describes the actions that are taken by the Materials Unit prior to the impact, during and  immediately following an ERP incident. It provides action items for material control, distribution and  disposition including schedules, checklists, staffing requirements, and return to normal operations actions  which management will implement at given intervals of an ERP storm or incident.  2. Responsibilities  The Logistics Materials Unit Leader is responsible of implementing this procedure.   3. Precautions  3.1 Yearly and after use events, inventory the pre‐staged Wire Guard, Damage Appraiser, service drop  hardware.  3.2 Yearly, review and update staffing guidelines by facility.  3.3 Yearly, review, assign and inform personnel and others of ERP tasks and work locations.   3.4 Periodically, inventory ERP critical long lead‐time stock items.  3.5 Prior to imminent event, inventory all critical ERP materials, supplies and equipment.   3.6 Prior to imminent event review staffing for vacation, sickness, disability and light duty restrictions.  4.0 Prerequisites  4.1 None  5.0 Actions  5.1 Staffing – escalation  5.1.1 Use overtime for Material Handlers, Material Coordinators and Trucking Coordinators  assigned to the affected locations.  5.1.2 Re‐deployment of Material Handlers, etc. from other company areas.  5.1.3 Supervision for each affected location.  5.1.4 Supplementing workforce with other employees outside of the Unit  5.1.5 Supplementing workforce with external resources.    5.2 Record Keeping  5.2.1 Locations activated per incident or as escalated.  5.2.2 Staffing levels and shifts used.   5.2.3 Vendors, services and rental equipment used and estimated costs.  5.2.4 Report of high material usage items.  5.2.5 Timely/accurate input of all receipts and issues – Inventory Track System (within shift)  5.3 Material Control  5.3.1 Receive, store and issue inventory and non‐ inventory materials, equipment and supplies.  5.3.2 Re‐order lobby stock items.  5.3.3 Working with Procurement, re‐order inventory items.  5.3.4 Periodic physical inventory counts, as needed.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 380 of 782 310 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 5.3.5 Establish and maintain remote material storage sites, as needed.  5.4 Material Distribution  5.3.6 Redistribute equipment, materials and supplies to needed facilities.  5.3.7 Provide site and or remote material deliveries.  5.3.8 Provide rigging/ crane services.  5.3.9 Contract with external trucking, crane and rigging providers.  5.3.10 Establish and maintain Mobile Storerooms and remote EOC’s.  5.4 Material Disposition  5.4.1 Trash services at Service Centers.   5.4.2 Scrap metals collection and processing.  5.4.3 Hazmat / waste oil processing: Mass Ave, Somerville, Waltham, Walpole, Hyde Park, and  Southborough.  5.4.4 Use previously approved contracted external HAZMAT service providers.   5.5 Resolution  5.5.1 Pick up and collection of surplus and unused material from contractors and remote sites.  5.5.2 Coordinate the closing of remote storage sites with Property Management Services Unit:  clear, clean and return to owner.  5.5.3 Return all rental equipment to vendors or storage areas.  5.5.4 Inventory stock items used, as needed.   5.5.5 Inventory and replace various kits to plan levels.  5.5.6 Demobilize mobile stockrooms.  6.0 References  6.1 Material Distribution ERP Staffing Guidelines List   6.2 ERP Service Kit Requirements and Materials   6.3 Unit Work Schedules for ERP   6.4 ERP Service Kit Request Form  7.0 Attachments: None     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 381 of 782 311 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.3314.1.12.27 Procedure: Food & Lodging 1. Purpose  1.1 Provide lodging and feeding services to ERP personnel in support of response restoration activities.  2. Responsibilities  2.1 The Food and Lodging Unit, as part of the Logistics Services Branch, is activated at the direction of the  Logistics Section Chief, and reports to the Services Branch Director. The Unit is responsible for securing,  managing and assigning lodging to all Eversource internal and external contractor and mutual aid  personnel, and to ensure all personnel are provided three meals per day through a variety of hotels,  caterers, base camps, and other resources.  3. Precautions  3.1 Attend scheduled ERP training and drills.  3.2 Negotiate and secure service contracts with full service (lodging and meals) hotels and caterers across  the service territory.  3.3 Maintain and review Logistics Quick Reference Guide regarding lodging and feeding vendors, staffing and  related resources, etc.  3.4 Work location will usually be Westwood Summit   4. Prerequisites  4.1 Logistics Section Chief has directed that Lodging and Feeding functions be activated in anticipated  support of restoration activities and ERP activation.  4.2 Contracts/ agreements are in place with hotels and caterers.  4.3 Lodging and feeding group members have been notified and deployed to their work location.  5. Actions  5.1 Deploy to work location and set up laptops, telephones, printers, etc.  5.2 Determine total potential number of rooms needed/ meals per day needed.  5.3 Determine geographic distribution of projected needs.  5.4 Notify hotels of projected lodging needs. Make reservations as needed.   5.5 Notify caterers of projected feeding needs at each facility  6. References  6.1 Logistics Quick Reference Guide  7. Attachments  none   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 382 of 782 312 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.34 Procedure: External Resource Acquisition Request 1. Purpose:  The purpose of this procedure is to describe the actions to be taken in response to an incident, which has  impacted or may impact the system.    2. Responsibilities:  2.1 The Resource Acquisition Branch Director will work with the EESCO Resource Support Group to  acquire resources as directed by the Logistics Section Chief and maintain the following:  2.1.1 Acquisition of external resources for restoration of our electrical infrastructure  2.1.2 Coordination of Mutual Aid Efforts  2.1.3 Participate in scheduled conferences  2.1.4 Development, coordination, and execution of Section training programs   3. Precautions:  None  4. Prerequisites: None   5. Actions:  5.1 In coordination with EESCO, acquisition of external resources as directed by Section Chief  5.2 Notification of external resource availability; including but not limited to quantities, estimated  time of arrival and recommendation for mobilization strategy  5.3 Coordination of Mutual Aid activity as directed by Section Chief  5.4 Activation of related Branch staff  5.5 Response   5.5.1 Execute mobilization of acquired crew resources  to appropriate work locations as  directed  5.5.2 Communicate / Confirm external resource strategy to include;   Number of FTE/Crew complement   Number and identification of Vehicle and Equipment   Estimated Time of Arrival   Plan for vehicle fueling if required   Identification of Special Equipment requirements   All communication needs such as radios, cell phones   Navigational devices such as GPS   Construction Equipment such as diggers, transmission buckets, etc.  5.5.3 Coordinate administrative/Field staffing plan for management of external resources   5.5.4 Work with Receiving Center personnel, if applicable, to coordinate receipt of external  resources; including but not limited to safety briefing requirements, instructions for rest  periods and meals  5.5.5 Maintain External Resource Database and provide database output to both Resource  Tracking Coordinators and Central Logistics Procurement as required   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 383 of 782 313 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 5.6 Termination and Execution  5.6.1  Contractor Exit Strategy; included but not limited to return of equipment and/or material as  required   5.6.1.1 All unused material  5.6.1.2 All equipment shall include, but not limited GPS, cell phones, laptops, etc.  5.6.2 Ensure all required contractual commitments are met, including approval signatures for  invoicing purposes  5.6.2.1 Summary Crew Reports  5.6.2.2 Vehicle and Equipment Information  5.6.2.3 Daily Worksheets  5.6.2.4 Field Reports  5.6.3 Ensure all OMS and database contractor information is current  5.6.3.1 Ensure cohesive exit strategy is communicated to all internal/external coordinators  and auxiliary support.  6 References: None  7 Attachments: None     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 384 of 782 314 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.35 Procedure: Mutual Assistance Request 1. Purpose  1.1 This procedure details the actions taken when Logistics Section Chief requests external resources and  restoration assistance.  2.0 Responsibilities  2.1 The Resource Acquisition Branch Director is responsible for the execution of this procedure.    2.2 The Resource Acquisition Branch Director will submit requests for additional line or vegetation  management crew resources to the EESCO Resource Support Group (RSG).  The RSG evaluates the  resource request against the availability of EESCO resources from other EESCO regions. Upon completion  of a resource inventory, RSG will deploy EESCO resources from other EESCO regions. If EESCO regional  resources are unavailable, RSG will request and acquire external contractor and/ or Mutual Aid resources  from outside the EESCO regions.  Mutual Aid requests will be  initiated through an initial North Atlantic  Mutual Aid Group (NAMAG) conference call to request Mutual Aid resources.  2.2.1 NAMAG Conference Agenda Appendix B will be used as documentation for these calls.  3 Precautions  3.0 The Company, through the EESCO RSG, is a participating member of NAMAG  3.0.1 NAMAG Administrative Procedures will be followed when participating with the group.   3.1 Eversource has placed its mutual assistance contact information on the www.restorepower.com  website.  4.0 Prerequisites  4.1 An incident has occurred in which the system has been impacted.  4.2 The Incident Commander has declared an ERP Type 3, 2, or 1 event.  4.3 The Incident Commander determines the need for Mutual Assistance  4.4 The resources needs have been determined   5.0 Actions (Preparations)  5.1 The Resource Acquisition Unit Leader is responsible for the coordination and transfer of mutual aid and/  contractor personnel .  5.2 Once an electric utility has agreed to respond to the EESCO request for  mutual assistance, the following  information concerning the request  is obtained by EESCORSG:  5.2.1 Utility/ contractor  name & 7x24 contact information (phone, fax and email) and the  following Crew information:  a) Names  b) Classifications  c) Vehicle types& license plate #/ State.  d) Address  e) Driver’s license # ( required for some staging sites and for lodging   f) Estimated Departure time  g) Estimated Arrival time  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 385 of 782 315 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute h) Ready to work status upon arrival  5.3 Eversource will provide the following information to the mutual aid/ contractor crews.  5.3.1 Contact information at reporting location  5.3.2 Reporting location for Check‐In  5.3.3 Estimated extent of damage (# of customers)  5.3.4 Has there been a declaration of state, municipal or county emergency?  5.3.5 Type of assistance sought (OH, UG, Stations, Service Crews Engineering, Damage  Appraisal, Admin, etc.)  5.3.6 Expected work hours   5.3.7 Estimated duration of response  5.4 The Resource Unit Leader will populate the crew information into the ARCOS tracking software  and will notify the Resource Acquisition Branch Director that the personnel have been populated  in ARCOS so that receiving and logistic support can be arranged.   5.5 The Resource Acquisition Unit will check‐in and on‐board external personnel and provide the  following:  5.5.1 Assign oversight personnel to responding teams/ crews.  5.5.2 Direct crews to the Safety briefing  5.5.3 Direct crews to their respective staging or work location area  Actions (Mobilization): The responding crews will report to the assigned Check‐In location, work location or  staging Area to be assigned work through the Operations Section.  Actions (Return and Demobilization)  5.6 Resource Acquisition Branch will notify the parent organization when mutual aid and/ or  contractor crews are to be released and demobilized.  5.6.1 The External Resource Field Unit Leader will notify mutual aid / contractor crew Foreman  and/ or Team Leader about their release and demobilization time/ day and will document  that information.  6.0 Reference  6.1 Restore Power Mutual Assistance Governing Principles  6.2 North Atlantic Mutual Assistance Group Guidelines   7.0 Attachments  none  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 386 of 782 316 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.36 Procedure: Mutual Assistance Response 1. Purpose  This procedure details the actions taken when an electric utility requests resources and restoration assistance in  their service territory.  2.0 Responsibilities  2.1 The Manager, Emergency Preparedness is responsible for the execution of this procedure.   2.2 The Manager, Emergency Preparedness will initiate a North Atlantic Mutual Aid Group (NAMAG)  conference call or will be notified of another utilities initiated NAMAG call. POC   3.0 Precautions  3.1 Eversource (Electric‐MA)  has placed its mutual assistance contact information on the  www.restorepower.com website.  3.1 Eversource may respond to a mutual assistance request via phone, email or on the RESTORE POWER  web site.  4.0 Prerequisites  4.1 An electric utility sustains severe damage and requests resources and restoration assistance to  restore electrical service in their service territory.  5.0 Actions (Preparations)  5.1 Once an electric utility has contacted Eversource requesting mutual assistance, the following  information concerning the request must be obtained:  5.1.1 Utility name & 7x24 contact information (phone, fax and email)  5.1.2 Location of damage (city & state)  5.1.3 Estimated extent of damage (# of customers)  5.1.4 Has there been a declaration of state, municipal or county emergency?  5.1.5 Type of assistance sought (OH, UG, Stations, Admin, Engineering etc.)  5.1.6 Estimated duration of response  At this time no guarantee of mutual assistance shall be made.  5.2 After this information has been collected, the following shall be contacted:  5.2.1 Vice President, Electric Field Operations  5.2.2 Vice President, Electric System Operations  5.2.3 Director, Project Management  5.3 If mutual assistance cannot be granted using the Company’s or contractor resources, the  requesting utility will be notified immediately by the POC and request they remain in contact with  Eversource in the event resources become available.  5.4 If mutual assistance can be granted using contractor resources, the Director of Project  Management will provide those resources with the requesting utility contact information to  arrange for their own response activities. The POC will also immediately contact the requesting  utility to inform them that contract resources are available and will contact them directly.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 387 of 782 317 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 5.5 If mutual assistance can be granted using Eversource resources, the requesting utility will be  contacted immediately to inform them of Eversource’s ability to assist and address the following  items:  5.5.1 Location & contact information for the staging area(s) crews will report to initially.  5.5.2 Departure date/time from Eversource service territory  5.6 The following  personnel will then be contacted to coordinate a Mutual Assistance conference call  to discuss staffing and finalize plans for departure.  (The mutual assistance mobilization  conference call agenda is available as Attachment 7.1).  5.6.1 Vice President, Electric Field Operations  5.6.2 Vice President, Electric System Operations  5.6.3 Director & Managers, Electric Service  5.6.4 Directors & Managers, Electric Field Operations   5.6.5 Director, Operations Services (Fleet)  5.6.6 Director, Project Management  5.6.7 Director or Manager, Human Resource (Union notifications)  5.7 At completion of the conference call, an email will be sent out immediately to inform the following  organizations of the mutual response activities:  5.7.1 President  5.7.2 Vice President, Electric Field Operations  5.7.3 Vice President, Electric system Operations  5.7.4 Director or Manager, Human Resource  5.7.5 Director, Electric Service  5.7.6 Director, Station Operations  5.7.7 Director, Operations Services  5.7.8 Customer Group& Communications Officer  5.7.9 Customer Group Management Team  5.7.10 Employee Communications  5.7.11 Media On‐Call personnel  5.7.12 Government Affairs On‐Call personnel  5.7.13 Logistics Section Chief  5.7.14 Fleet Department  Actions (Mobilization)  5.8 The staging of the crews prior to departures will be done typically at the New Bedford Service  Center or the Summit.    5.9 The Mutual Assistance POC should review the Mutual Assistance Mobilization Checklist  (Attachment 7.3) and verify all requirements have been met prior to departure.  5.10 Daily contact between the Supervisors and the Mutual Assistant POC shall be maintained to  ensure that the needs of the responders are being met and to obtain the status of the mutual  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 388 of 782 318 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute assistance response for reporting purposes.  Daily updates shall be provided by the POC to the  following:  5.10.1 President    5.10.2 Vice President, Electric Field Operations  5.10.3 Vice President, Electric system Operations  5.10.4 Director or Manager, Human Resource  5.10.5 Director, Electric Service  5.10.6 Directors, Electric Operations   5.10.7 Director, Station Operations  5.10.8 Director, Operations Services  5.10.9 Customer Care & Communications Section Chiefs  5.10.10 CGCC Management Team  5.10.11 Employee Communications  5.10.12 Media On‐Call personnel  5.10.13 Logistics Section Chiefs  5.10.14 Fleet Department  5.11 The POC will ensure that daily communications between the response Supervisors and the EOC  Timekeepers will be maintained to ensure that all response personnel time is being accurately  recorded.  Actions (Return and Demobilization)  5.12 Notice of personnel to be relieved of their assistance duties will be confirmed through the Incident  Command Center of the requesting utility to establish final departure arrangements for the return  trip.  5.13 Upon the safe return of the responding personnel to their respective EOCs, the Mutual Assistance  POC will send out on final email notification to all parties in 5.10 and then initiate the Mutual  Assistance Demobilization Checklist   5.14 A report of the mutual assistance response will be created by the Mutual Assistance POC and  submitted to the Director, Electric Service upon completion of the assistance response.  6.0 Reference  None  7.0 Attachments  none     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 389 of 782 319 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.37 Mutual Assistance Mobilization Conference Call Agenda 1.0 Mutual Assistance Event Review   Requesting Utility   Damage Assessment   Assistance Request   Assistance Destination  2.0 Mutual Assistance Response Determination   Supervisors   OH Resources   UG Resources   Station Resources   Fleet Support   Engineering Support   Administrative Support   Other  A typical M.A. deployment staffing group for an OH assistance event:   2 Supervisors, 1 vehicle each, per group    1‐2 person team per EOC (OH Leader & HS lineman), 1 vehicle per EOC Team   2 Garage Mechanics, one repair vehicle  3.0 Deployment Strategy   Date and time for all MA personnel to meet   North EOC personnel: Summit   South EOC personnel:  New Bedford   Coordination of crew meet up and to travel as one unit (Note: response situation and destination may  require different deployment strategies)  4.0 Review & Initiate  Mutual Assistance Deployment Checklist  5.0 Review Mutual Assistance Mobilization Checklist  6.0 Notify Key Communications & Logistics personnel via email  6.1 Communications  6.1.1 Section Chiefs  6.1.2 CGCC Management Team  6.1.3 Employee Communications  6.1.4 Media On‐Call personnel  6.2 Logistics   6.2.1 Section Chiefs  6.2.2 Procurement Department  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 390 of 782 320 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 6.2.3 Payroll Department  6.3 Resource Assessment and Coordination  6.3.1 Section Chiefs  6.3.2 External Resource Acquisition Branch  7.0 Next Conference Call (if required)  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 391 of 782 321 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.38 Mutual Assistance Roster Template     Eversource Mutual Assistance Response to xxxxx  Date        Eversource Point of Contact:    Cell phone    Emergency Preparedness      Project Management     Personnel:       Name Title Vehicle # Cell Phone    Supervisor    Supervisor           Supervisor       OH Line Personnel   Leader       OH Line Personnel   Hot Stick Lineman      OH Line Personnel   Leader      OH Line Personnel   Hot Stick Lineman      UG Personnel         Station Ops Personnel         Fleet Mechanic           Fleet Mechanic          Requesting Utility Contact  Information       Receiving Point Address &  Directions            NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 392 of 782 322 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.39 Mutual Assistance Mobilization Checklist Date Time Initials      1.0 _____ _____ _____ Obtain EOC Vehicle identification numbers from  Fleet/C&M and verify that vehicle preparation activities have been completed.      2.0 _____ _____ _____ Complete Mutual Assistance and distribute  electronically to the following:   Director, Electric Service   Directors, Operations (C&M)   Director or Manager, Human Resources   Director, Investment Planning & Budgeting   Receiving Utility Point of Contact    3.0 _____    _____ _____  Contact Procurement to activate ERP  Procurement cards for each Supervisor responding to mutual assistance.    4.0 _____ _____ _____  Contact Investment Planning to  set‐up the appropriate Mutual Assistance workorder(s) for use by the EOCs to track personnel time.  Distribute  the workorder(s) electronically to all C&M and Fleet Managers.    At points of departure:  5.0 _____ _____ _____  Coordinate all media requests to  allow crews to depart on schedule (typically Summit)     6.0 _____ _____ _____  Ensure all Supervisors and field  teams have the following:   Cell phone & charger   Mutual Assistance Roster   Driving directions   Vehicle FASTPASS device   Declaration of Emergency from Receiving Utility (if available)     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 393 of 782 323 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.40 Mutual Assistance Demobilization Checklist Date Time Initials      1.0 _____ _____ _____ Verify with response Supervisors the return date  & time of the crews to their assigned EOCs.    2.0 _____ _____ _____ Verify returning personnel have spoken with  their Supervisors/ Managers to coordinate their return to work schedules.  3.0 _____    _____ _____  Contact Procurement to deactivate ERP  Procurement cards.    4.0 _____  _____ _____   Contact response Supervisors to  organize and send their response receipts associated with their ERP Procurement cards to the POC and ensure the  return of the ERP Procurement cards to the proper EOC Manager.    5.0 _____ _____ _____  Contact Investment Planning to  obtain payroll records of the response. Review and submit approval to Payroll and Vice President, Human  Resources to ensure represented personnel receive their 6% “M.A. adder” for their MA hours worked.     6.0 _____ _____ _____  Contact Investment Planning to  obtain payroll records of the Management/Supervisors personnel and submit to the Director, Electric Service.    7.0 _____ _____ _____  Provide Receiving Utility of  Investment Planning contact information for the timely completion of the billing process.    8.0 _____ _____ _____  Contact responding Supervisors  to schedule a mutual assistance debrief session in which to identify aspects of the Mutual Assistance response  which were satisfactory or in need of improvement.  Document and provide a copy to Director, Electric Service  for review.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 394 of 782 324 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.41 North Atlantic Mutual Assistance Group Conference Call Agenda 1.0 Mutual Assistance Event Review  1.1 Requesting Utility(s)    2.0 Roll Call  3.0 Current and Predicted Weather in each company’s operating territory    4.0 System conditions  4.1 Customer Outages (Sustained)  4.2 Cases of Trouble  4.3 Customers Served  4.4 Percent of Total  4.5 Estimated Restoration Time     5.0 Resource Update  5.1 Holding  5.2 Mutual Assistance Personnel Available  5.3 Mutual Assistance Personnel Available    6.0 Other Utility Mutual Assistance Requests (Non‐NAMAG)    7.0 Regulator or Media Issues(s)    8.0 Allocation of Resources    9.0 Action Items    10.0 Next Conference Call (if required)  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 395 of 782 325 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.42 Mutual Assistance Mobilization Conference Call Agenda 1.0 Mutual Assistance Event Review   Requesting Utility   Damage Assessment   Assistance Request   Assistance Destination  2.0 Mutual Assistance Response Determination, Staffing:   Supervisors   OH Resources   UG Resources   Station Resources   Fleet Support   Engineering Support   Administrative Support   Other  A typical M.A. deployment staffing group for an OH assistance event:   2 Supervisors, 1 vehicle each, per group    1‐2 person team per EOC (OH Leader & HS lineman), 1 vehicle per EOC Team   2 Garage Mechanics, one repair vehicle  3.0 Deployment Strategy   Date and time for all MA personnel to meet   North EOC personnel: Summit   South EOC personnel:  New Bedford   Coordination of crew meet up and to travel as one unit (Note: response situation and destination may  require different deployment strategies)  4.0 Review & Initiate  Mutual Assistance Deployment Checklist  5.0 Review Mutual Assistance Mobilization Checklist  6.0 Notify Key Communications & Logistics personnel via email  6.1 Communications  6.1.1 Officer  6.1.2 CGCC Management Team  6.1.3 Employee Communications  6.1.4 Media On‐Call personnel  6.2 Logistics   6.2.1 Section Chiefs  6.2.2 Procurement  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 396 of 782 326 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 6.3 Resource Assessment and Coordination  6.3.1 Section Chiefs  6.3.2 External Resource Acquisition Branch  7.0 Next Conference Call (if required)  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 397 of 782 327 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.43 Mutual Assistance Mobilization Checklist Date Time Initials      1.0 _____ _____ _____ Obtain EOC Vehicle identification numbers from  Fleet/C&M and verify that vehicle preparation activities have been completed.      2.0 _____ _____ _____ Complete Mutual Assistance Roster using  template provided in Attachment 7.2 and distribute electronically to the following:   Director, Electric Service   Directors, Operations (C&M)   Director or Manager, Human Resources   Director, Investment Planning & Budgeting   Receiving Utility Point of Contact    3.0 _____    _____ _____  Contact Procurement to activate ERP  Procurement cards for each Supervisor responding to mutual assistance.  Ensure minimum limits are  $3,000/transaction and $15,000/cycle.     4.0 _____ _____ _____  Contact Investment Planning to  set‐up the appropriate Mutual Assistance workorder(s) for use by the EOCs to track personnel time.  Distribute  the workorder(s) electronically to all C&M and Fleet Managers.    At points of departure:  5.0 _____ _____ _____  Coordinate all media requests to  allow crews to depart on schedule (typically Summit)     6.0 _____ _____ _____  Ensure all Supervisors and field  teams have the following:   Cell phone & charger   Mutual Assistance Roster   Driving directions   Vehicle FASTPASS device   Declaration of Emergency from Receiving Utility (if available)     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 398 of 782 328 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.44 Mutual Assistance Demobilization Checklist Date Time Initials      1.0 _____ _____ _____ Verify with response Supervisors the return date  & time of the crews to their assigned EOCs.    2.0 _____ _____ _____ Verify returning personnel have spoken with  their Supervisors/ Managers to coordinate their return to work schedules.  3.0 _____    _____ _____  Contact Procurement to deactivate ERP  Procurement cards.    4.0 _____  _____ _____   Contact response Supervisors to  organize and send their response receipts associated with their ERP Procurement cards to the POC and ensure the  return of the ERP Procurement cards to the proper EOC Manager.    5.0 _____ _____ _____  Contact Investment Planning to  obtain payroll records of the response. Review and submit approval to Payroll and Vice President, Human  Resources to ensure represented personnel receive their 6% “M.A. adder” for their MA hours worked.      _____ _____ _____  Contact Investment Planning to  obtain payroll records of the Management/Supervisors personnel and submit to the Director, Electric Service.    7.0 _____ _____ _____  Provide Receiving Utility of  Investment Planning contact information for the timely completion of the billing process.    8.0 _____ _____ _____  Contact responding Supervisors  to schedule a mutual assistance debrief session in which to identify aspects of the Mutual Assistance response  which were satisfactory or in need of improvement.  Document and provide a copy to Director, Electric Service  for review.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 399 of 782 329 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13 Resource Section 14.1.13.1 Resource Section Chief A. Position Title: Resource Section Chief B. Reports To: Incident Commander 1. Direct Reports:  Resource Acquisition Branch Director  Resource Management Branch Director C. Position Duties and Responsibilities: The Resource Section Chief is responsible for the acquisition all external resources, in coordination with with the Eversource Resource Support Group (ERSG), and on the acquisition of all external mutual aid resources and additional Eversource resources, and has overall responsibility for the recording and tracking of all internal and external resources that are part of the emergency response, including overseeing the use of the resource tracking database to ensure it is maintaining an accurate account of all resources and their locations, and shift schedules, as well as non-activated employees. D. Pre-Event Preparations:  Ensure the staffing rosters for the Resource Section positions are up to date and ready to be used  Ensure meetings are held at least annually by the Resource Acquisition and Resource Management Branch Directors, Group Managers, and/or Unit Leaders  Following activation of the Incident Management Team (IMT), activate the required Resource Acquisition and Resource Management Branch Directors and other Resource Section personnel as needed  Ensure each Resource Acquisition and Resource Management Branch has a dedicated area to set up in the ICC or other location as determined by the IC and has all of the necessary equipment, supplies, and support  Conduct an initial briefing and routine update meetings and briefings with the Resource Acquisition and Resource Management Branch Directors E. Duties, Responsibilities, and Actions During an Emergency Event:  Deploy to the Incident Command Center (ICC) when requested, report to the Incident Commander, and obtain a situational awareness and strategy briefing  Ensure Rosters are being scrubbed and uploaded into the resource tracking tool  Ensure resource dashboards are up to date with correct resource counts  Provide updates on resource counts to the Incident Commander.  Ensure crew movements are being updated in the resource tracking tool.  Ensure that ARCOS is sending crews into the outage management system.  Oversee the preparation of the Demobilization Plan to include developing a strategy for releasing external crews in the most cost effective manner and return the organization to normal business operations F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Ensure external contractor time sheets are forwarded to appropriate financial personnel  Ensure invoice review and approval process is performed  Participate in After Action Review(s) NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 400 of 782 330 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the ICC/EOC/AWC Equipment and Supplies:  Phone  Computer  Two monitors Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: ICC or nearby location I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 401 of 782 331 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.2 Resource Management Branch Director A. Position Title: Resource Management Branch Director (RMBD) B. Reports To: Resource Section Chief 1. Direct Reports:  Resource Management Group Manager  Resource Management Statistician C. Position Duties and Responsibilities: The Resource Management Branch Director has overall responsibility for the recording and tracking of all internal and external resources that are part of the emergency response. The RMBD oversees the use of the resource tracking database to ensure it is maintaining an accurate account of all resources and their locations, shift schedules, and non-activated employees. The RMBD is responsible for providing reports and situational awareness to the Resource Section Chief. D. Pre-Event Preparations:  Ensure the staffing rosters for the RM branch staff positions are up-to-date and ready to be used  Support the Resource Section Chief in conducting the annulation Meeting with all appropriate personnel to ensure they are prepared and trained to carry out their Emergency Positions  Deploy to the Incident Command Center (ICC) as directed, report to the Resource Section Chief, and obtain a situational awareness and strategy briefing  Following activation of an Incident Management Team (IMT), activate resource management personnel and develop a staffing schedule  Conduct an initial briefing and routine update meetings and briefings with resource management personnel  Ensure the RM staff has the necessary equipment, supplies, and support  Activate the resource tracking database and request regular Quality Analysis and Quality Control (QA/QC) reports be run from the database  Upload or oversee the uploading of rosters and data as it is received from IMT functional areas for internal resources and the Logistics Section (coordinating with Resource Acquisition) for external resources  Prepare routine updates, reports, and information for the Resource Section Chief as required or requested  Collaborate with the Planning Branch Director - Forecasting and support the development of the first Operational Period Incident Action Plan (IAP)  Notify the Resource Section Chief of resource requirements to support the Branch  Inform the Resource Section Chief when resource management personnel are set up and operational NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 402 of 782 332 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute E. Duties, Responsibilities, and Actions During an Emergency Event:  Ensure that Branch personnel are maintaining and updating the resource tracking database at the ICC, Emergency Operations Centers (EOC), and each work location  Ensure all rosters are developed and made available to the Planning Branch Director – Forecasting for inclusion in the IAP  Obtain information and data on staffing and resource strategy and ensure the necessary data is being obtained and entered into the appropriate systems  Maintain the resource tracking database to support the addition, movement, release, or redeployment of resources  Coordinate with the Resource Acquisition Branch Director on External Resources, including reporting, crew movements, onboarding/releases, and so on  Identify and initiate actions to address discrepancies found in the QA/QC Report  Provide staffing and situational awareness reports for Incident Command Meetings  At specific intervals of time, ensure snapshots of the resource tracking software data are performed to maintain a running history  Collaborate with the Planning Section Branch Directors in performing “what if” scenarios to anticipate resource requirements, Estimated Times to Restoration (ETR), potential work schedules, and shifts  Ensure the necessary data is collected and ready for inclusion in any required reports or updates (for example, MA Service Restoration Table B is submitted every 8 hours, 00:00, 08:00, and 16:00)  Ensure that the positions within the Branch execute their specific duties and responsibilities  When notified that demobilization is being considered, support development of the overall strategy for final release of the resources in the most efficient and cost-effective manner F. Post- Emergency Event Responsibilities and Reports:  Ensure all data is saved for post-event analysis  Ensure that all forms and documentation are properly completed and provided to the Resource Section Chief  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s) G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the ICC Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: Incident Command Center I. Work Period: 8-16 hour work period per day J .Activation Notification: Call Out   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 403 of 782 333 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.3 Resource Management Group Manager A. Position Title: Resource Management Group Manager B. Reports To: Resource Management Branch Director 1. Direct Reports: Resource Management Unit Leader C. Position Duties and Responsibilities: The Resource Management Group Manager is responsible for ensuring the accurate tracking of all internal and external resources working during an emergency event to provide accurate and timely updates to the Resource Management Branch Director and Resource Section Chief (RSC). D. Pre-Event Preparations:  Assess availability, activate, and deploy unit personnel as directed  Ensure the resource tracking database is up to date  Ensure the Resource Management Branch Director (RMBD) sets Resource Management Unit Leader (RMUL) shift schedules, work locations, and lodging requirements  Review the process for acquisition, activation, de-activation, and check-in of external resources for both the centralized and de-centralized model  Ensure the Resource Management Team is available and ready to support the restoration efforts  Ensure Initial and Refresher Trainings are taking place for Resource Management Unit  Ensure that your laptop is up to date E. Duties, Responsibilities, and Actions During an Emergency Event:  Obtain a briefing from the Resource Management Branch Director on the status of the ERP event and resource strategy  Ensure the resource tracking tool has been updated by the Resource Management Unit Leader  Coordinate with the Operations Branch Director to gather all line and tree crew movement  Distribute all line and tree movements to the appropriate Resource Management Specialist (RMS)  Monitor that the Resource Management Branch (RMB) is performing their duties  Ensure communication is maintained between RMB and other sections of the IMT to keep an accurate count of resources  Ensure the resource tracking dashboard is accurate and up to date  Ensure the RM Team develops timely and accurate regulatory reports F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Ensure all internal crews are released from storm shift  Release all external crews  Participate in After Action Review(s) G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the ICC/EOC/AWC Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 404 of 782 334 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute days away from home H. Position Work Location: ICC I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 405 of 782 335 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.4 Resource Management Statistician   A. Position Title: Resource Management (RM) Statistician B. Reports To: Resource Management Branch Director 1. Direct Reports: N/A C. Position Duties and Responsibilities: The RM Statistician ensures key decision-making data, such as resource counts, outage data, damage assessment data, and restoration progress is documented. Provides input and validates other inputs into the Incident Action Plan (IAP) in coordination with the RM Branch Director. Provides reports to the Emergency Coordination Team (ECT) as requested, including the QA/QC report. D. Pre-Event Preparations:  Discuss availability with RM Branch Director E. Duties, Responsibilities, and Actions During an Emergency Event:  Ensure key resource data is compiled  Run QA/QC report as necessary and disseminate to the RM leadership F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s) G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the ICC Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: ICC I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 406 of 782 336 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.5 Resource Management Unit Leader   A. Position Title: Resource Management Unit Leader (RMUL) B. Reports To: Resource Management Group Manager (RMGM) 1. Direct Reports:  Resource Management Coordinator (RMC)  Resource Management Specialist (RMS) C. Position Duties and Responsibilities: The Resource Management Unit Leader ensures the accurate tracking of all internal and external resources working during an emergency event to provide accurate and timely updates to the Resource Section Chief (RSC). D. Pre-Event Preparations:  Assess availability, activate, and deploy unit personnel as directed  Ensure the resource tracking database is up to date  Ensure the RMGM sets RMUL shift schedules, work locations, and lodging requirements E. Duties, Responsibilities, and Actions During an Emergency Event:  Coordinate with the Operations Branch Director to gather all line and tree crew movement  Distribute all line and tree movements to the appropriate RMS  Monitor that the Resource Management Branch (RMB) is performing their duties  Ensure communication is maintained between RMB and other sections of the IMT to keep an accurate count of resources  Ensure rosters are entered into the resource tracking database for each assigned region  Ensure the resource tracking dashboard is accurate and up to date  Address discrepancies in the QA/QC Report  Ensure work schedules (including start/stop times, lodging requirements, and vehicles) are maintained in the resource tracking database  Provide data to the Resource Management Group Manager, and to others as requested  Communicate with Resource Management Coordinator/Resource Management Specialist regarding resource movements  Support and develop timely and accurate regulatory reports  Monitor the resource management email account for new/updated rosters F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s) G. Equipment Required: Personal Protective Equipment (PPE):  N/A if in the Incident Command Center (ICC), Emergency Operations Center (EOC), or Area Work Center (AWC) Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 407 of 782 337 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute H. Position Work Location: Regional EOC or Virtual, as assigned I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out        NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 408 of 782 338 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.6 Resource Management Coordinator A. Position Title: Resource Management Coordinator (RMC) B. Reports To: Resource Management Unit Leader (RMUL) 1. Direct Reports: Resource Management Specialist (RMS) C. Position Duties and Responsibilities: The Resource Management Coordinator executes the processes used to track employee and vendor resources working during an emergency event and uses the resource tracking database to account for all resources, in an assigned area, to ensure accurate and timely reporting. D. Pre-Event Preparations:  Discuss availability with Resource Management Unit Leader  Assist Resource Management Unit Leader to obtain current rosters from Operations, Planning, and Logistics within their assigned area, to determine who will be working, and which shift  Update assigned personnel and schedules in the resource tracking database  Coordinate with Area Work Center (AWC) staff to provide roster templates to AWC staff as directed by the Unit Leader E. Duties, Responsibilities, and Actions During an Emergency Event:  Oversee Resource Management Specialists, when activated  Ensure rosters are uploaded into the resource tracking database for assigned regions  Update/coordinate with Logistics for Food & Lodging on crew movements and releases for assigned areas  Updates resource tracking tool based on crew movements/releases made by Operations/RMTs for their assigned areas  Provide data to the Resource Management Unit Leader as requested  Move resources within the resource tracking database as directed by the Resource Management Unit Leader  Monitor the Resource Management email box for rosters in the assigned areas and forward to the appropriate RMS  Ensure the RMS are addressing any discrepancies in the QA/QC Report F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s) G. Equipment Required: Personal Protective Equipment (PPE):  N/A if in the AWC or EOC Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: AWC, ICC, EOC, or Virtual, as assigned I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 409 of 782 339 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.7 Resource Management Specialist     A. Position Title: Resource Management Specialist (RMS) B. Reports To: Resource Management Coordinator (RMC) 1. Direct Reports: N/A C. Position Duties and Responsibilities: Resource Management Specialist uploads rosters, coordinates with Resource Acquisition for hand-off of tracking, moves internal and external resources as directed, ensures work schedules are maintained and accurate, and coordinates with Ops and the RMTs on crew movements to release or move crews from one location to another accurately. D. Pre-Event Preparations:  Discuss availability with the RMC or Resource Management Unit Leader (RMUL)  Receive rosters from the RMUL or RMC for Command and General Staffs (Human Resources, Safety, Liaison, Regulatory, Communications, Operations, Planning, Logistics, Public Safety, Transmission and Finance)  Update the resource tracking database with shift schedules and lodging assignments  Print rosters as requested E. Duties, Responsibilities, and Actions During an Emergency Event:  Ensure rosters are uploaded into the resource tracking database and assign storm shifts for assigned work locations  Coordinate with Resource Acquisition for hand-off of external resources for tracking by the Resource Management Section  Move internal and external resources within the resource tracking database, as directed by the RMUL or RMC and notify the receiving RMS as necessary  Ensure work schedules (including start/stop times) and lodging requirements are maintained in the resource tracking database  Investigate any discrepancies found in the Quality Assurance/Quality Control (QA/QC) Report and make necessary updates  Upon request, verify lodging requirements in the resource tracking database  Update the resource tracking database with all releases and notify Food & Lodging  Coordinate with Operations and the Restoration Management Teams (RMT) on crew movements or releases to ensure movement of crews from one location to another is aligned with when the Operations team completes the event F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s) G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the ICC/EOC/AWC Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: Emergency Operations Center (EOC), Area Work Center (AWC), Incident Command Center (ICC), or Virtual, as assigned NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 410 of 782 340 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 411 of 782 341 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   14.1.13.8 Resource Acquisition Branch Director A. Position Title: Resource Acquisition Branch Director B. Reports To: Resource Section Chief 1. Direct Reports: Resource Acquisition (Acquisition, ARCOS, Check-in, Crew Management) Group Managers C. Position Duties and Responsibilities: The Resource Acquisition Branch Director is responsible for overseeing the acquisition of all external mutual aid resources and additional Eversource resources. The Resource Acquisition Branch Director ensures that external personnel are directed through the check-in process and ensures the demobilization or re-deployment of resources is performed efficiently and effectively. D. Pre-Event Preparations:  Ensure the staffing rosters for the Resource Acquisition Branch staff positions are up to date and ready to be used  Support the Resource Section Chief in conducting the annual Section Meeting with all appropriate personnel to ensure they are prepared and trained to carry out their Emergency Positions  Maintain roster of local contractors and mutual assistance contacts (within the service territory), review master list with an Eversource Resource Support Group (ERSG) representative, when necessary, and check on availability  When necessary, notify and activate Resource Acquisition Branch personnel and the External Resource Field Unit (ERFU)  Review staffing and prepare staffing schedules  Update Resource Section Chief on resource status and availability  Record and initiate resource acquisitions as directed  Collaborate with the ERSG as needed  Ensure external rosters are forwarded to the Resource Acquisition Unit Leaders for placement in state and incident folders, as appropriate  Ensure external rosters are uploaded into the resource tracking database and communicated to the Planning Section  Coordinate with the Logistics Branch Directors to ensure that resources are provided with all of the required services and support  Assign ERFU oversight to secured external crews during the check-in process  Validate the external resources currently on property and confirm retention of local contract crews  Oversee crew entry in ARCOS and all expected crews have been created in the Outage Management System (OMS) NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 412 of 782 342 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute E. Duties, Responsibilities, and Actions During an Emergency Event:  Obtain a briefing from the Resource Section Chief on the status of the emergency event and resource strategy  Continue to compile lists of external resources currently working on system  Ensure crews are allotted according to the Incident Action Plan (IAP)  Oversee the process for time sheets and tracking for external resources  Communicate with the Logistics Section Chief and collaborate with the Logistics Services Branch Director regarding resources needed to support external crews, such as staging, fueling, materials, lodging, food, and other logistical needs for resource movements  Collaborate with the Logistics Support Branch Director for hotel information  Understand the process for acquisition, activation, de-activation, and receiving of internal and external resources  Coordinate with the ERSG for additional resource needs  Understand the contractor required rest periods and/or release times and the process for lodging and meals coordination  Know the policies and coordination procedure for required safety briefings of foreign crews; (foreign crews are external resources not actively working on Eversource’s systems)  Coordinate with Human Resources, the acquisition of Eversource retirees for fulfilling resource needs  Support the development of a Demobilization Plan to return to normal business operations  Collaborate with the Resource Section Chief to develop a resource release schedule, release crews, and coordinate with the ERSG, if activated, for demobilization or redeployment F. Post- Emergency Event Responsibilities and Reports:  Ensure outside contractor time sheets are forwarded to appropriate financial personnel  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s) G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the Incident Command Center (ICC)/Emergency Operations Center (EOC)/  Reflective vest, safety shoes, hard hat Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: ICC or EOC I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 413 of 782 343 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.9 Resource Acquisition Group Manager A. Position Title: Resource Acquisition Group Manager (Group Manager Resource Acquisition, Group Manager Resource Acquisition ARCOS, Group Manager Crew Management) B. Reports To: Resource Acquisition Branch Director 1. Direct Reports:  Resource Acquisition Unit Leaders (Acquisition, Tracking, ARCOS, Check-in, Crew Management)  External Resource Field Unit Leader C. Position Duties and Responsibilities: The Resource Acquisition Group Managers:  Resource Acquisition  Resource Acquisition ARCOS  Check-In  Crew Management are responsible for organizing and responding to external and internal resource requests from all areas of the Emergency Response Organization. Resource requests can include but are not limited to line crews, digger crews, tree crews, Damage Assessment (DA) patrollers, service crews (SC), and wire guards (WG). The Group Managers are responsible for:  checking-in external crews and the assigning crew support and check-in support personnel  overseeing the ARCOS Line and Service/DA/WG units and the timely scrubbing and uploading of all external rosters. Resource requests include but are not limited to line crews, service crews, DA patrollers, and wire guards.  the timely scrubbing and uploading of all external tree/vegetation management rosters.  maintaining ARCOS Dashboard accuracy, pairing of External Resource Field Coordinators (ERFC)/Crew Guides with crews, initial movement of resources to their first location and, if necessary, movement to other business units.  ensuring the demobilization or redeployment of resources is performed efficiently and effectively including resetting ARCOS to its pre-storm condition. The Group Manager – Resource Acquisition interfaces with the Eversource Resource Support Group (ERSG) for contract support and mutual aid support from outside their local area, ensures the demobilization or redeployment of resources is performed efficiently and effectively, and works in coordination with the Resource Management Branch to maintain an accurate tabulation of acquired external and internal resources NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 414 of 782 344 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute D. Pre-Event Preparations:  Assess Resource Section Unit Leader, Coordinator, and Specialist availability, and activate/deploy unit personnel as directed  Prepare staffing schedules  Determine/validate external and internal resources currently working on the system  Review the local contractor list and check availability  Update the Resource Section Branch Director on current resource status and availability  Record and initiate resource acquisitions as requested  Communicate and collaborate with the ERSG: o Resources on system o Resource needs:  Type  Full Time Equivalents (FTE)  Estimated Times of Arrival (ETA)  Communicate the plan for check-in, food, and lodging with the Logistics Services Branch  Determine whether check-in process is centralized or decentralized and determine locations  Ensure resource acquisition specialists, safety specialists, and ERFC/Crew Guide are available to support the check-in process  Ensure external rosters are updated into the resource tracking tool and the Outage Management System (OMS) and communicated to the Planning Section  Ensure that your laptop is up to date E. Duties, Responsibilities, and Actions During an Emergency Event:  Activate/deploy unit personnel as directed  Obtain a briefing from the Resource Acquisition Branch Director on the status of the event and resource strategy  Coordinate the deployment of resources to requested locations  Coordinate the check-in process with the ERFC and/or Resource Acquisition Specialist to ensure the administration of safety briefings, roster validation, and use of GPS units (if used).  Ensure crews are deployed according to the resource plan  Monitor and direct the movement of external resources using the designated resource tracking system  Communicate with the ERSG on additions, releases, or redeployments  Maintain the accuracy of rosters and crew locations in the resource tracking database  Communicate with the Logistics Services Branch Director for staging, fueling, materials, lodging, food, and other logistical needs for resource movements  Communicate demobilization or redeployment strategy when directed by the Resource Acquisition Branch Director. F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s)  Ensure all timesheets are collected and actively participate in the invoice review and approval process  Share any updates with regard to contact names, telephone numbers, rates, and/or additional vendors available during emergency situations NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 415 of 782 345 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the Incident Command Center (ICC) or Emergency Operations Center (EOC) Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: ICC or EOC I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 416 of 782 346 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.10 Resource Acquisition Unit Leader A. Position Title: Resource Acquisition Unit Leader (Acquisition, Tracking, ARCOS, Check-in, Crew Management) B. Reports To: Resource Acquisition Group Manager 1. Direct Reports: Resource Acquisition Specialist (Acquisition, ARCOS, Tracking, Check-in, Callers) C. Position Duties and Responsibilities: The Resource Acquisition Unit Leader (Acquisition, Tracking, ARCOS, Check-in, Crew Management) is responsible for organizing and responding to external and internal resource requests from all areas of the Emergency Response Organization. Resource requests can include but are not limited to line crews, digger crews, tree crews, DA patrollers, service crews, and wire guards. The Resource Acquisition Unit Leader is responsible for the timely scrubbing and uploading of all external rosters. Also responsible for ARCOS Dashboard accuracy, initial movement of resources to first location and, if necessary, movement to other business units. Interfaces with the Eversource Resource Support Group (ERSG) for contract support and mutual aid support from outside their local area. Maintains communications with crews as they approach Eversource territory, verifies and checks in resources, and verifies that rosters are accurate and safety briefings are completed. Uploads rosters into the resource tracking system and tracks crews until they are assigned their first work location. Maintains contact with External Resource Field Coordinators (ERFC)/Crew Guides to ensure resources are working as assigned and timesheets are completed as required. Ensures the demobilization or redeployment of resources is performed efficiently and effectively. Works in coordination with the Resource Management Branch, to maintain an accurate tabulation of acquired external and internal resources. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 417 of 782 347 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute D. Pre-Event Preparations:  Assess Resource Acquisition Specialist availability, and activate/deploy unit personnel as directed  Prepare staffing schedules  Ensure Procurement will be embedded in Resource Acquisition Unit to administer PO process  Determine/validate external and internal resources currently working on system  Review local contractor list and check on availability  Update Resource Acquisition Group Manager on current resource status and availability  Record and initiate resource acquisitions as requested  Communicate and collaborate with the ERSG: o Resources on system o Resource needs:  Type  FTEs  ETAs  Communicate the plan for check-in, food, and lodging with the Logistics Services Branch and Operations Section  Determine whether the check-in process is centralized/decentralized and determine locations  Ensure resource acquisition specialists, safety specialists, and ERFCs are available to support check-in process  Ensure external rosters are updated into the resource tracking tool and the Outage Management System (OMS) and communicated to the Operations Section  Ensure that your laptop is up to date E. Duties, Responsibilities, and Actions During an Emergency Event:  Activate/deploy unit personnel as directed  Obtain a briefing from the Resource Acquisition Group Manager on the status of the event and resource strategy  Coordinate the deployment of resources to requested locations  Coordinate the check-in process with ERFC and/or Resource Acquisition Specialist to ensure the administration of safety briefings, and roster validation  Ensure crews are deployed according to the resource plan  Monitor and direct the movement of external resources  Communicate with the ERSG on additions, releases, or redeployments  Maintain the accuracy of rosters and crew locations in resource tracking database  Communicate with Logistics Services Branch Director for staging, fueling, materials, lodging, food, and other logistical needs for resource movements  Communicate demobilization or redeployment strategy when directed by the Resource Acquisition Branch Director. F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s)  Reconcile ARCOS based on demobilization in Manual NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 418 of 782 348 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the ICC Equipment and Supplies:  Phone  Computer  Two monitors  Resource Acquisition/Management Manual Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: ICC, EOC, Resource Acquisition, or virtual, as directed I. Work Period: 8-16 hour work period per day J. Activation Notification: Call Out, phone call, Teams, or email    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 419 of 782 349 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.11 Resource Acquisition/Tracking Specialist A. Position Title: Resource Acquisition/Tracking Specialist (Acquisition, Tracking, ARCOS, Check-in, or Caller) B. Reports To: Resource Acquisition Unit Leader (if in resource acquisition role) OR Resource Acquisition Tracking Unit Leader (if in tracking acquired/incoming resources role) OR Resource Acquisition ARCOS Unit Leader (if in entering/tracking resources in ARCOS role) OR Resource Acquisition Check-in Unit Leader (if in on-site and checking in resources role) OR Crew Management Tracking Unit Leader (if in tracking assigned resources role) 1. Direct Reports: N/A C. Position Duties and Responsibilities: The Resource Acquisition/Tracking Specialist provides support to the Resource Acquisition Branch in one of several ways; depending on assignment and duration of the event, perform these tasks as needed/assigned:  When assigned to the Resource Acquisition Unit Leader, provides support for organizing and responding to external and internal resource requests from all areas of the Emergency Response Organization Resource requests can include but are not limited to: line crews, digger crews, service crews, tree crews, Damage Assessment (DA) patrollers, and wire guards.  When assigned to the Resource Acquisition Tracking Unit Leader, provides support to maintain tracking and spreadsheets of crew locations and verify that the ARCOS dashboard is up-to-date. Provides updates of crew locations prior to IMT calls.  When assigned to the Resource Acquisition ARCOS Unit Leader, provides support to verify that ARCOS is maintained to facilitate crew tracking and maintains the ARCOS dashboard.  When assigned to the Crew Management Tracking Unit Leader, ensures completion and accuracy of Daily Work Log and Timesheet by External Resource Field Coordinator (ERFC). Supports the ERFC through the duration of the incident, including demobilization or redeployment of resources efficiently and effectively. E. Duties, Responsibilities, and Actions During an Emergency Event: Depending on assignment and duration of event, perform as needed:  Obtain a briefing from the Resource Acquisition Branch Director on the status of the ERP event and resource strategy  Ensure the resource tracking tool has been updated by the Resource Acquisition Unit Leader  Coordinate the check-in process with the ERFC to ensure the administration of safety briefings, roster validation. Ensure completion and accuracy of Daily Work Log and Timesheet by ERFC.  Validate roster accuracy with the ERFC at check-in location and identify discrepancies to the Resource Acquisition Unit Leader  Monitor and communicate the movement of external resources  Verify that ARCOS is maintained to facilitate crew tracking and/or that ARCOS dashboard is accurate  Ensure crews are deployed according to the resource plan  Track the redeployment of resources from one EOC/AWC to another  Communicate with the ERSG on additions, releases, or redeployments  Track demobilization plan as requested NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 420 of 782 350 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):  N/A - If in the EOC/AWC  Reflective vest, safety shoes, hard hat, if located in the Field Equipment and Supplies:  Phone  Computer  Two monitors  Resource Acquisition/Management Manual Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: AWC, EOC, Field, Virtual, or other location as assigned  I. Work Period: 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 421 of 782 351 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.4514.1.13.12 External Resource Field Unit Leader A. Position Title: External Resource Field Unit Leader B. Reports To: Resource Acquisition Group Manager 1. Direct Reports: External Resource Field Coordinator C. Position Duties and Responsibilities: External Resource Field Unit Leaders oversee External Resource Field Coordinators who are assigned to contract crews. They determine Coordinator schedules and assign them to contractors, and act as a key point of contact to address any logistical, operational, or safety issues that might arise. D. Pre-Event Preparations:  Assess availability, activate, and deploy unit personnel as directed, including Crew Guides  Assign External Resource Field Coordinators with contract crews in anticipation of arrival E. Duties, Responsibilities, and Actions During an Emergency Event:  Provide a schedule for all personnel for location, shifts, and contractor coverage  Ensure Food and Lodging requirements have been communicated  Coordinate External Resource Field Coordinators assignments and contract crews  Ensure External Resource Field Coordinators are tracking contractor work and rest hours and coordinating safety briefings  Respond to questions and issues raised by External Resource Field Coordinators F. Post- Emergency Event Responsibilities and Reports:  Ensure all contractor time sheets and evaluation forms have been turned in to the Resource Acquisition Group Manager  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s)  Reconcile ARCOS based on demobilization in Manual G. Equipment Required: Personal Protective Equipment (PPE):  Ensure all contractor time sheets and evaluation forms have been turned in to the Logistics Resource Acquisition Branch Director Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: Regional EOC or AWC I. Work Period: 8-16 hour work period per day J. Activation Notification: Email, Teams, Phone Call, or Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 422 of 782 352 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.4614.1.13.13 External Resource Field Coordinator A. Position Title: External Resource Field Coordinator (ERFC) B. Reports To: External Resource Field Unit Leader 1. Direct Reports: N/A C. Position Duties and Responsibilities: External Resource Field Coordinators coordinate the activities of crews assigned to them. They communicate the restoration strategy to the crews, and provide them with logistical details concerning food and lodging. Additionally, they provide two-way communications regarding damage, restoration times, and materials needed between the Operations Coordinator in the RMT and field crews. As an ESOP-100 APL (Authorized Persons List) Qualified person, hold clearances for contractors. D. Pre-Event Preparations:  Ensure all required Personal Protective Equipment (PPE) is in order  Maintain ESOP-100 APL Qualified person classification in order to hold switching clearances for restoration contractors  Fully charge all portable devices  Coordinate/ conduct required check-in activities for external crews E. Duties, Responsibilities, and Actions During an Emergency Event:  Ensure the check-in process has been completed for all contract line crews under their supervision prior to beginning work  Coordinate the switching and hold the tagging clearance for all contract line crews under their supervision  Assist Crew Guides with holding switching and tagging clearances as needed  Facilitate delivery of or deliver daily safety briefings to all contract line crews under their supervision  Act as an interface to coordinate food and lodging activities  Effectively communicate with RMTs and Logistics  Ensure work assignments are provided to contractor crews  Ensure the proper number of resources are assigned to any given event so as to maximize productivity  Ensure contractors are providing timely updates to the RMT ( Operations Coordinator, System Operator, or Operations Coordination Support) regarding work status (enroute, onsite, and so on), Estimated Time to Restoration (ETR), and scope of work regarding assigned outage/non outage events  Travel to assigned restoration event in advance of contract line crew(s) and assess resources necessary to complete the work (tree crews, materials, poles/transformers, and so on)  Allow only a reasonable amount of material to be procured by crews and ensure any unused material is returned before crews are released from the system  Track contractor work and rest hours and ensure contractors properly complete time sheets, material lists, and equipment lists at the start and end of each shift; validate and authorize timesheets and ensure they are submitted per existing practice  Act as field liaison between contractors and RMT Operations, should questions or issues arise NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 423 of 782 353 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Participate in After Action Review(s)  Return materials to designated locations  Turn in signed contractor time sheets and completed contractor evaluation forms to the Logistics Resource Acquisition Branch Director G. Equipment Required: Personal Protective Equipment (PPE):  Reflective vest, safety shoes, hard hat Equipment and Supplies:  Phone  Computer  MiFi Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: Field I. Work Period: 8-16 hour work period per day J. Activation Notification: Email, Teams, Phone Call, or Call Out    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 424 of 782 354 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute   14.1.12.4714.1.13.14 Crew Guide A. Position Title: Crew Guide B. Reports To: External Resource Field Coordinator 1. Direct Reports: None C. Position Duties and Responsibilities: The Crew Guide coordinates the activities of the crews assigned to them. They communicate the restoration strategy to the crews and provide them with logistical details concerning food and lodging. They provide two-way communications regarding damage, restoration times, and materials needed between the Operations Coordinator in the Restoration Management Team (RMT) and field crews. Additionally, they contact the External Resource Field Unit Leader to locate ESOP-1000 APL (Authorized Persons List) qualified personnel for switching and tagging for assigned contractors. D. Pre-Event Preparations:  Ensure all required Personal Protective Equipment is in order  Fully charge all portable devices  Coordinate/conduct required check-in activities for external crews E. Duties, Responsibilities, and Actions During an Emergency Event:  Lead crews to work assignments and food/lodging accommodations  Contact designated ESOP-100 APL qualified personnel to coordinate switching and hold tagging clearances for contractors  Facilitate delivery of or deliver daily safety briefings to all contract line crews under their supervision  Act as field liaison between contractors and RMT Operations, should questions or issues arise  Ensure work assignments are provided to contractor crews  Ensure contractors are providing timely updates to be communicated to the RMT (Operations Coordinator, System Operator, or Operations Coordination Support) regarding work status (enroute, onsite, and so on), Estimated Times to Restoration (ETR), and scope of work regarding assigned outage/non outage events  Perform a general assessment of the next job assignments and work with the crew lead and RMT to arrange all necessary material, traffic control, and so on, are arranged prior to crew arrival  Ensure that each crew has been provided a contractor material kit and work with material logistics to secure any additional required material  Track contractor work and rest hours and ensure contractors properly complete time sheets, material lists, and equipment lists at the start and end of each shift; validate and authorize timesheets and ensure they are submitted per existing practice  Obtain primary maps if available from the appropriate Area Work Center (AWC) F. Post- Emergency Event Responsibilities and Reports:  Direct relevant documentation to the Planning Section for disposition  Ensure contractors return materials to designated locations  Turn in signed contractor time sheets and completed contractor evaluation forms to the Resource Acquisition Group Manager  Participate in After Action Review(s) NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 425 of 782 355 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute G. Equipment Required: Personal Protective Equipment (PPE):  Reflective vest, safety shoes, hard hat Equipment and Supplies:  Phone  Computer Personal:  Appropriate clothing for weather conditions and any personal needs for multiple days away from home H. Position Work Location: Field I. Work Period: 8-16 hour work period per day J. Activation Notification: Email, Phone Call, or Call Out   NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 426 of 782 356 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.4814.1.13.15 Procedure: External Resource Acquisition Request 6.1. Purpose:  The purpose of this procedure is to describe the actions to be taken in response to an incident, which has  impacted or may impact the system.    7.2. Responsibilities:  7.12.1 The Resource Acquisition Branch Director will work with the EESCO Resource Support Group to  acquire resources as directed by the Resource Section Chief and maintain the following:  7.1.12.1.1 Acquisition of external resources for restoration of our electrical infrastructure  7.1.22.1.2 Coordination of Mutual Aid Efforts  7.1.32.1.3 Participate in scheduled conferences  7.1.42.1.4 Development, coordination, and execution of Section training programs   8.3. Precautions:  None  9.4. Prerequisites: None   10.5. Actions:  10.15.1 In coordination with EESCO, acquisition of external resources as directed by Section Chief  10.25.2 Notification of external resource availability; including but not limited to quantities, estimated  time of arrival and recommendation for mobilization strategy  10.35.3 Coordination of Mutual Aid activity as directed by Section Chief  10.45.4 Activation of related Branch staff  10.55.5 Response   10.5.15.5.1 Execute mobilization of acquired crew resources  to appropriate work locations  as directed  10.5.25.5.2 Communicate / Confirm external resource strategy to include;   Number of FTE/Crew complement   Number and identification of Vehicle and Equipment   Estimated Time of Arrival   Plan for vehicle fueling if required   Identification of Special Equipment requirements   All communication needs such as radios, cell phones   Navigational devices such as GPS   Construction Equipment such as diggers, transmission buckets, etc.  10.5.35.5.3 Coordinate administrative/Field staffing plan for management of external  resources   10.5.45.5.4 Work with Receiving Center personnel, if applicable, to coordinate receipt of  external resources; including but not limited to safety briefing requirements, instructions  for rest periods and meals  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 427 of 782 357 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 10.5.55.5.5 Maintain External Resource Database and provide database output to both  Resource Tracking Coordinators and Central Logistics Procurement as required   5.6 Termination and Execution  5.6.1  Contractor Exit Strategy; included but not limited to return of equipment and/or material as  required   5.6.1.1 All unused material  5.6.1.2 All equipment shall include, but not limited GPS, cell phones, laptops, etc.  5.6.2 Ensure all required contractual commitments are met, including approval signatures for  invoicing purposes  7.6.2.15.6.2.1 Summary Crew Reports  5.6.2.2 Vehicle and Equipment Information  5.6.2.3 Daily Worksheets  5.6.2.4 Field Reports  5.6.3 Ensure all OMS and database contractor information is current  5.6.3.1 Ensure cohesive exit strategy is communicated to all internal/external coordinators  and auxiliary support.  86 References: None  97 Attachments: None     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 428 of 782 358 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.4914.1.13.16 Procedure: Mutual Assistance Request 2.1. Purpose  2.11.1 This procedure details the actions taken when Logisticsthe Resource Section Chief requests  external resources and restoration assistance.  2.0 Responsibilities  2.32.1 The Resource Acquisition Branch Director is responsible for the execution of this procedure.    2.42.2 The Resource Acquisition Branch Director will submit requests for additional line or vegetation  management crew resources to the EESCO Resource Support Group (RSG).  The RSG evaluates the  resource request against the availability of EESCO resources from other EESCO regions. Upon completion  of a resource inventory, RSG will deploy EESCO resources from other EESCO regions. If EESCO regional  resources are unavailable, RSG will request and acquire external contractor and/ or Mutual Aid resources  from outside the EESCO regions.  Mutual Aid requests will be  initiated through an initial North Atlantic  Mutual Aid Group (NAMAG) conference call to request Mutual Aid resources.  2.4.12.2.1 NAMAG Conference Agenda Appendix B will be used as documentation for these  calls.  43 Precautions  4.03.0 The Company, through the EESCO RSG, is a participating member of NAMAG  4.0.13.0.1 NAMAG Administrative Procedures will be followed when participating with the  group.   4.13.1 Eversource has placed its mutual assistance contact information on the www.restorepower.com  website.  8.04.0 Prerequisites  8.14.1 An incident has occurred in which the system has been impacted.  8.24.2 The Incident Commander has declared an ERP Type 3, 2, or 1 event.  8.34.3 The Incident Commander determines the need for Mutual Assistance  8.44.4 The resources needs have been determined   9.05.0 Actions (Preparations)  9.15.1 The Resource Acquisition Unit Leader is responsible for the coordination and transfer of mutual  aid and/ contractor personnel .  9.25.2 Once an electric utility has agreed to respond to the EESCO request for  mutual assistance, the  following information concerning the request  is obtained by EESCORSG:  9.2.15.2.1 Utility/ contractor  name & 7x24 contact information (phone, fax and email) and  the following Crew information:  a) Names  b) Classifications  c) Vehicle types& license plate #/ State.  d) Address  e) Driver’s license # ( required for some staging sites and for lodging   f) Estimated Departure time  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 429 of 782 359 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute g) Estimated Arrival time  h) Ready to work status upon arrival  9.35.3 Eversource will provide the following information to the mutual aid/ contractor crews.  9.3.15.3.1 Contact information at reporting location  9.3.25.3.2 Reporting location for Check‐In  9.3.35.3.3 Estimated extent of damage (# of customers)  9.3.45.3.4 Has there been a declaration of state, municipal or county emergency?  9.3.55.3.5 Type of assistance sought (OH, UG, Stations, Service Crews Engineering, Damage  Appraisal, Admin, etc.)  9.3.65.3.6 Expected work hours   9.3.75.3.7 Estimated duration of response  9.45.4 The Resource Unit Leader will populate the crew information into the ARCOS tracking software  and will notify the Resource Acquisition Branch Director that the personnel have been populated  in ARCOS so that receiving and logistic support can be arranged.   9.55.5 The Resource Acquisition Unit will check‐in and on‐board external personnel and provide the  following:  9.5.15.5.1 Assign oversight personnel to responding teams/ crews.  9.5.25.5.2 Direct crews to the Safety briefing  9.5.35.5.3 Direct crews to their respective staging or work location area  Actions (Mobilization): The responding crews will report to the assigned Check‐In location, work location or  staging Area to be assigned work through the Operations Section.  Actions (Return and Demobilization)  9.65.6 Resource Acquisition Branch will notify the parent organization when mutual aid and/ or  contractor crews are to be released and demobilized.  9.6.15.6.1 The External Resource Field Unit Leader will notify mutual aid / contractor crew  Foreman and/ or Team Leader about their release and demobilization time/ day and will  document that information.  10.06.0 Reference  10.16.1 Restore Power Mutual Assistance Governing Principles  10.26.2 North Atlantic Mutual Assistance Group Guidelines   11.07.0 Attachments  none  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 430 of 782 360 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5014.1.13.17 Procedure: Mutual Assistance Response 2.1. Purpose  This procedure details the actions taken when an electric utility requests resources and restoration assistance in  their service territory.  2.0 Responsibilities  2.32.1 The Manager, Emergency Preparedness is responsible for the execution of this procedure.   2.42.2 The Manager, Emergency Preparedness will initiate a North Atlantic Mutual Aid Group (NAMAG)  conference call or will be notified of another utilities initiated NAMAG call. POC   3.0 Precautions  4.23.2 Eversource (Electric‐MA)  has placed its mutual assistance contact information on the  www.restorepower.com website.  4.33.3 Eversource may respond to a mutual assistance request via phone, email or on the RESTORE  POWER web site.  8.04.0 Prerequisites  8.14.1 An electric utility sustains severe damage and requests resources and restoration assistance to  restore electrical service in their service territory.  9.05.0 Actions (Preparations)  9.15.1 Once an electric utility has contacted Eversource requesting mutual assistance, the following  information concerning the request must be obtained:  9.1.15.1.1 Utility name & 7x24 contact information (phone, fax and email)  9.1.25.1.2 Location of damage (city & state)  9.1.35.1.3 Estimated extent of damage (# of customers)  9.1.45.1.4 Has there been a declaration of state, municipal or county emergency?  9.1.55.1.5 Type of assistance sought (OH, UG, Stations, Admin, Engineering etc.)  9.1.65.1.6 Estimated duration of response  At this time no guarantee of mutual assistance shall be made.  9.25.2 After this information has been collected, the following shall be contacted:  9.2.15.2.1 Vice President, Electric Field Operations  9.2.25.2.2 Vice President, Electric System Operations  9.2.35.2.3 Director, Project Management  9.35.3 If mutual assistance cannot be granted using the Company’s or contractor resources, the  requesting utility will be notified immediately by the POC and request they remain in contact with  Eversource in the event resources become available.  9.45.4 If mutual assistance can be granted using contractor resources, the Director of Project  Management will provide those resources with the requesting utility contact information to  arrange for their own response activities. The POC will also immediately contact the requesting  utility to inform them that contract resources are available and will contact them directly.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 431 of 782 361 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 9.55.5 If mutual assistance can be granted using Eversource resources, the requesting utility will be  contacted immediately to inform them of Eversource’s ability to assist and address the following  items:  9.5.15.5.1 Location & contact information for the staging area(s) crews will report to initially.  9.5.25.5.2 Departure date/time from Eversource service territory  9.65.6 The following  personnel will then be contacted to coordinate a Mutual Assistance conference call  to discuss staffing and finalize plans for departure.  (The mutual assistance mobilization  conference call agenda is available as Attachment 7.1).  9.6.15.6.1 Vice President, Electric Field Operations  9.6.25.6.2 Vice President, Electric System Operations  9.6.35.6.3 Director & Managers, Electric Service  9.6.45.6.4 Directors & Managers, Electric Field Operations   9.6.55.6.5 Director, Operations Services (Fleet)  9.6.65.6.6 Director, Project Management  9.6.75.6.7 Director or Manager, Human Resource (Union notifications)  9.75.7 At completion of the conference call, an email will be sent out immediately to inform the following  organizations of the mutual response activities:  9.7.15.7.1 President  9.7.25.7.2 Vice President, Electric Field Operations  9.7.35.7.3 Vice President, Electric system Operations  9.7.45.7.4 Director or Manager, Human Resource  9.7.55.7.5 Director, Electric Service  9.7.65.7.6 Director, Station Operations  9.7.75.7.7 Director, Operations Services  9.7.85.7.8 Customer Group& Communications Officer  9.7.95.7.9 Customer Group Management Team  9.7.105.7.10 Employee Communications  9.7.115.7.11 Media On‐Call personnel  9.7.125.7.12 Government Affairs On‐Call personnel  9.7.135.7.13 Logistics Section Chief  9.7.145.7.14 Fleet Department  Actions (Mobilization)  9.85.8 The staging of the crews prior to departures will be done typically at the New Bedford Service  Center or the Summit.    9.95.9 The Mutual Assistance POC should review the Mutual Assistance Mobilization Checklist  (Attachment 7.3) and verify all requirements have been met prior to departure.  9.105.10 Daily contact between the Supervisors and the Mutual Assistant POC shall be  maintained to ensure that the needs of the responders are being met and to obtain the status of  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 432 of 782 362 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute the mutual assistance response for reporting purposes.  Daily updates shall be provided by the  POC to the following:  9.10.15.10.1 President    9.10.25.10.2 Vice President, Electric Field Operations  9.10.35.10.3 Vice President, Electric system Operations  9.10.45.10.4 Director or Manager, Human Resource  9.10.55.10.5 Director, Electric Service  9.10.65.10.6 Directors, Electric Operations   9.10.75.10.7 Director, Station Operations  9.10.85.10.8 Director, Operations Services  9.10.95.10.9 Customer Care & Communications Section Chiefs  9.10.105.10.10 CGCC Management Team  9.10.115.10.11 Employee Communications  9.10.125.10.12 Media On‐Call personnel  9.10.135.10.13 Logistics Section Chiefs  9.10.145.10.14 Fleet Department  9.115.11 The POC will ensure that daily communications between the response  Supervisors and the EOC Timekeepers will be maintained to ensure that all response personnel  time is being accurately recorded.  Actions (Return and Demobilization)  9.125.12 Notice of personnel to be relieved of their assistance duties will be confirmed  through the Incident Command Center of the requesting utility to establish final departure  arrangements for the return trip.  9.135.13 Upon the safe return of the responding personnel to their respective EOCs, the  Mutual Assistance POC will send out on final email notification to all parties in 5.10 and then  initiate the Mutual Assistance Demobilization Checklist   9.145.14 A report of the mutual assistance response will be created by the Mutual  Assistance POC and submitted to the Director, Electric Service upon completion of the assistance  response.  10.06.0 Reference  None  11.07.0 Attachments  none     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 433 of 782 363 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5114.1.13.18 Mutual Assistance Mobilization Conference Call Agenda 8.0 1.0 Mutual Assistance Event Review   Requesting Utility   Damage Assessment   Assistance Request   Assistance Destination  9.0 2.0 Mutual Assistance Response Determination   Supervisors   OH Resources   UG Resources   Station Resources   Fleet Support   Engineering Support   Administrative Support   Other  A typical M.A. deployment staffing group for an OH assistance event:   2 Supervisors, 1 vehicle each, per group    1‐2 person team per EOC (OH Leader & HS lineman), 1 vehicle per EOC Team   2 Garage Mechanics, one repair vehicle  10.0 3.0 Deployment Strategy   Date and time for all MA personnel to meet   North EOC personnel: Summit   South EOC personnel:  New Bedford   Coordination of crew meet up and to travel as one unit (Note: response situation and destination may  require different deployment strategies)  11.0 4.0 Review & Initiate  Mutual Assistance Deployment Checklist  12.0 5.0 Review Mutual Assistance Mobilization Checklist  13.0 6.0 Notify Key Communications & Logistics personnel via email  13.16.1 Communications  13.1.16.1.1 Section Chiefs  13.1.26.1.2 CGCC Management Team  13.1.36.1.3 Employee Communications  13.1.46.1.4 Media On‐Call personnel  13.26.2 Logistics   13.2.16.2.1 Section Chiefs  13.2.26.2.2 Procurement Department  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 434 of 782 364 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 13.2.36.2.3 Payroll Department  13.36.3 Resource Assessment and Coordination  13.3.16.3.1 Section Chiefs  13.3.26.3.2 External Resource Acquisition Branch  14.0 7.0 Next Conference Call (if required)  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 435 of 782 365 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5214.1.13.19 Mutual Assistance Roster Template   Eversource Mutual Assistance Response to xxxxx  Date        Eversource Point of Contact:    Cell phone    Emergency Preparedness      Project Management     Personnel:       Name Title Vehicle # Cell Phone    Supervisor    Supervisor           Supervisor       OH Line Personnel   Leader       OH Line Personnel   Hot Stick Lineman      OH Line Personnel   Leader      OH Line Personnel   Hot Stick Lineman      UG Personnel         Station Ops Personnel         Fleet Mechanic           Fleet Mechanic          Requesting Utility Contact  Information       Receiving Point Address &  Directions            NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 436 of 782 366 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5314.1.13.20 Mutual Assistance Mobilization Checklist Date Time Initials      1.0 Obtain EOC Vehicle identification numbers from Fleet/C&M and verify that vehicle preparation activities have  been completed.      2.0 Complete Mutual Assistance and distribute electronically to the following:   Director, Electric Service   Directors, Operations (C&M)   Director or Manager, Human Resources   Director, Investment Planning & Budgeting   Receiving Utility Point of Contact    3.0 Contact Procurement to activate ERP Procurement cards for each Supervisor responding to mutual assistance.      4.0 Contact Investment Planning to set‐up the appropriate Mutual Assistance workorder(s) for use by the EOCs to  track personnel time.  Distribute the workorder(s) electronically to all C&M and Fleet Managers.    At points of departure:  5.0 Coordinate all media requests to allow crews to depart on schedule (typically Summit)     6.0 Ensure all Supervisors and field teams have the following:   Cell phone & charger   Mutual Assistance Roster   Driving directions   Vehicle FASTPASS device   Declaration of Emergency from Receiving Utility (if available)     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 437 of 782 367 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5414.1.13.21 Mutual Assistance Demobilization Checklist Date Time Initials      1.0 Verify with response Supervisors the return date & time of the crews to their assigned EOCs.    2.0 Verify returning personnel have spoken with their Supervisors/ Managers to coordinate their return to work  schedules.  3.0 Contact Procurement to deactivate ERP Procurement cards.    4.0 Contact response Supervisors to organize and send their response receipts associated with their ERP  Procurement cards to the POC and ensure the return of the ERP Procurement cards to the proper EOC Manager.    5.0 Contact Investment Planning to obtain payroll records of the response. Review and submit approval to Payroll  and Vice President, Human Resources to ensure represented personnel receive their 6% “M.A. adder” for their  MA hours worked.     6.0 Contact Investment Planning to obtain payroll records of the Management/Supervisors personnel and submit  to the Director, Electric Service.    7.0 Provide Receiving Utility of Investment Planning contact information for the timely completion of the billing  process.    8.0 Contact responding Supervisors to schedule a mutual assistance debrief session in which to identify aspects of  the Mutual Assistance response which were satisfactory or in need of improvement.  Document and provide a  copy to Director, Electric Service for review.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 438 of 782 368 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5514.1.13.22 North Atlantic Mutual Assistance Group Conference Call Agenda 11.0 1.0 Mutual Assistance Event Review  11.11.1 Requesting Utility(s)    12.0 2.0 Roll Call  13.0 3.0 Current and Predicted Weather in each company’s operating territory    14.0 4.0 System conditions  14.14.1 Customer Outages (Sustained)  14.24.2 Cases of Trouble  14.34.3 Customers Served  14.44.4 Percent of Total  14.54.5 Estimated Restoration Time     15.0 5.0 Resource Update  15.15.1 Holding  15.25.2 Mutual Assistance Personnel Available  15.35.3 Mutual Assistance Personnel Available    16.0 6.0 Other Utility Mutual Assistance Requests (Non‐NAMAG)    17.0 7.0 Regulator or Media Issues(s)    18.0 8.0 Allocation of Resources    19.0 9.0 Action Items    20.0 10.0 Next Conference Call (if required)  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 439 of 782 369 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5614.1.13.23 Mutual Assistance Mobilization Conference Call Agenda 8.0 1.0 Mutual Assistance Event Review   Requesting Utility   Damage Assessment   Assistance Request   Assistance Destination  9.0 2.0 Mutual Assistance Response Determination, Staffing:   Supervisors   OH Resources   UG Resources   Station Resources   Fleet Support   Engineering Support   Administrative Support   Other  A typical M.A. deployment staffing group for an OH assistance event:   2 Supervisors, 1 vehicle each, per group    1‐2 person team per EOC (OH Leader & HS lineman), 1 vehicle per EOC Team   2 Garage Mechanics, one repair vehicle  10.0 3.0 Deployment Strategy   Date and time for all MA personnel to meet   North EOC personnel: Summit   South EOC personnel:  New Bedford   Coordination of crew meet up and to travel as one unit (Note: response situation and destination may  require different deployment strategies)  11.0 4.0 Review & Initiate  Mutual Assistance Deployment Checklist  12.0 5.0 Review Mutual Assistance Mobilization Checklist  13.0 6.0 Notify Key Communications & Logistics personnel via email  13.16.1 Communications  13.1.16.1.1 Officer  13.1.26.1.2 CGCC Management Team  13.1.36.1.3 Employee Communications  13.1.46.1.4 Media On‐Call personnel  13.26.2 Logistics   13.2.16.2.1 Section Chiefs  13.2.26.2.2 Procurement  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 440 of 782 370 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 13.36.3 Resource Assessment and Coordination  13.3.16.3.1 Section Chiefs  13.3.26.3.2 External Resource Acquisition Branch  14.0 7.0 Next Conference Call (if required)  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 441 of 782 371 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5714.1.13.24 Mutual Assistance Mobilization Checklist Date Time Initials      1.0 Obtain EOC Vehicle identification numbers from Fleet/C&M and verify that vehicle preparation activities have  been completed.      2.0 Complete Mutual Assistance Roster using template provided in Attachment 7.2 and distribute electronically  to the following:   Director, Electric Service   Directors, Operations (C&M)   Director or Manager, Human Resources   Director, Investment Planning & Budgeting   Receiving Utility Point of Contact    3.0 Contact Procurement to activate ERP Procurement cards for each Supervisor responding to mutual assistance.   Ensure minimum limits are $3,000/transaction and $15,000/cycle.     4.0 Contact Investment Planning to set‐up the appropriate Mutual Assistance workorder(s) for use by the EOCs to  track personnel time.  Distribute the workorder(s) electronically to all C&M and Fleet Managers.    At points of departure:  5.0 Coordinate all media requests to allow crews to depart on schedule (typically Summit)     6.0 Ensure all Supervisors and field teams have the following:   Cell phone & charger   Mutual Assistance Roster   Driving directions   Vehicle FASTPASS device   Declaration of Emergency from Receiving Utility (if available)     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 442 of 782 372 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.12.5814.1.13.25 Mutual Assistance Demobilization Checklist Date Time Initials      1.0 Verify with response Supervisors the return date & time of the crews to their assigned EOCs.    2.0 Verify returning personnel have spoken with their Supervisors/ Managers to coordinate their return to work  schedules.  3.0 Contact Procurement to deactivate ERP Procurement cards.    4.0 Contact response Supervisors to organize and send their response receipts associated with their ERP  Procurement cards to the POC and ensure the return of the ERP Procurement cards to the proper EOC Manager.    5.0 Contact Investment Planning to obtain payroll records of the response. Review and submit approval to Payroll  and Vice President, Human Resources to ensure represented personnel receive their 6% “M.A. adder” for their  MA hours worked.     6.0 Contact Investment Planning to obtain payroll records of the Management/Supervisors personnel and submit  to the Director, Electric Service.    7.0 Provide Receiving Utility of Investment Planning contact information for the timely completion of the billing  process.    8.0 Contact responding Supervisors to schedule a mutual assistance debrief session in which to identify aspects of  the Mutual Assistance response which were satisfactory or in need of improvement.  Document and provide a  copy to Director, Electric Service for review.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 443 of 782 373 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.1314.1.14 Finance & Administration Section 14.1.13.114.1.14.1 Finance & Administration Section Chief A. Position Title: Finance and Administration Section Chief  B. Reports To: Incident Commander   Direct Reports: Finance Unit  C. Position Duties and  Responsibilities:  The Finance and Administration Section Chief is responsible for oversight and  reporting of expenditures associated with response and recovery activities.   Additionally, the Finance and Administration Section Chief is responsible for  overseeing the unvouchered liability (UVL) entries for response activities.  The position ensures annual meetings are held by the Branch Directors, Group  Managers or Unit Leaders for employees whose primary emergency assignment  differs from their blue‐sky position. The meeting will:   Review the processes related to employees’ primary emergency assignment   Review employees’ completion of related training    Review tasks and tools associated with employees’ primary emergency  assignment   Confirm that employees have been issued Personal Protective Equipment  (PPE) required to complete their primary emergency assignment   Review the obligation of all employees to report to work when activated  and that employees aware of notification methods   D. Pre‐Event Preparations:  Ensure the staffing rosters for the Finance & Administration Chief’s staff  positions are up to date and ready to be used   Deploy to ICC as directed, report to the Incident Commander, and obtain a  briefing   Following activation of the Incident Management Team, activate the  required Finance and Administration Section personnel as needed   Consider making petty cash available to cover necessary funds   Ensure company credit cards are active and established with appropriate  spending limits   Prepare and communicate the necessary emergency accounting and work  orders for the emergency event  E. Duties, Responsibilities, and  Actions During an Emergency  Event:   Track and report all financial aspects of emergency event   Accumulate and analyze resource cost data to support restoration and  recovery activities   Provide periodic updates on the event’s cost (current and projected) to the  IMT   Ensure compensation claims are being recorded and assembled   Distribute company credit cards and petty cash as needed   Track and analyze personnel time records for timeliness and accuracy  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 444 of 782 374 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute  Brief personnel on event‐related financial issues needing attention or  follow‐up   Support the development of the overall strategy for release of resources  and the Demobilization process  F. Post‐ Emergency Event  Responsibilities and Reports:   Direct relevant documentation to the Planning Section   Reconcile all expenses and provide cost model, cost projection and  completed UVL entries   Conduct debrief with the Finance and Administration Section   Participate in After Action Review(s)  G. Equipment Required: Personal Protective Equipment (PPE):     N/A if in the ICC or EOC  Equipment and Supplies:    Phone   Computer  Personal:   Appropriate clothing for weather conditions and any personal needs for  multiple days away from home  H. Position Work Location: Incident Command Center  I. Work Period: One 8‐16 hour work period per day  J. Activation Notification: Call Out     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 445 of 782 375 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.214.1.14.2 Procedure: Cost Tracking  1.0 Purpose  1.1 This procedure describes the steps necessary to track and forecast internal and external  resources and spending during an emergency situation.    2.0 Work Locations  2.1 Incident Command Center or other location as directed by IC.  3.0 Responsibilities  3.1 The Section Chief is responsible for gathering resource and cost data.  4.0 Actions  4.1 Cost Tracking  4.1.1 All internal and external resources will be tracked in the Resource Tracking Program.   These hours and head counts will be converted to dollars based on rates of pay.  The  database must be kept current such that updates may be provided to the Section Chiefs  as needed.  All resource inputs should include current staffing as well as forecasted  staffing to allow for a continuous 24 hour look ahead for resources and   4.1.2 Estimated labor rates for internal resources will be based on average rates for each job  classification based on current contract rates.  4.2 Reporting  4.2.1 Reports on external and internal resources and costs will be issued as needed to the  Section Chiefs  4.2.2 Estimates will be refined to reflect actual costs as data is available  4.2.3 At the end of the event, a detailed summary of resources and costs for the event will be  compiled and distributed to the Section Chiefs along with any potential lessons learned  and/or cost saving opportunities for future events.     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 446 of 782 376 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.1.13.314.1.14.3 Procedure: F&A ERP Actions 1.0 – Purpose  1.1 This procedure describes the actions that are taken by the Finance and Administration (F&A)  Section following activation of the ERP and completion of initial actions.  The F&A Section is  responsible for the administrative support at each EOC/AWC as well as point‐of‐contact for  related resource issues. The F&A Section Chief will authorize any increase coverage in the Payroll  Area as required.  The F&A Section will provide cost tracking and post event analysis.  2.0 – Responsibilities  2.1 The Finance and Administration Section Chief is responsible for implementing this procedure.   3.0 – Precautions  3.1 None  4.0 – Prerequisites  4.1 The Incident Commander has declared an ERP or preparation of an ERP.  5.0 – Actions  5.1 The F&A Section Chief will notify if additional coverage by the Payroll Group is required to address  time reporting questions during an extended event.  5.2 The F&A Section Chief to notify all F&A Section staff.  5.3 Initiate notifications to clerical staff of their assignment.   5.4 Set up and communicate watch schedule for office support personnel.  5.5 Supervise clerical staff; oversee time reporting and resolve administrative/office issues.  5.6 Accumulate and review necessary reporting requirements for Conference Calls.  5.6.1 Claims Reports  5.6.2 Contractor, Tree and Mutual Aid Crew Cost Tracking  5.7 Demobilization Plan.  5.7.1 Notify clerical staff of demobilization.  5.8 Resolve accounting issues as it relates to an event.  5.9 Perform cost analysis and review after an event.  6.0 – References  None  7.0 – Attachments  None     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 447 of 782 377 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.2 Incident Command System 14.2.1 ICS Overview The ICS is a management system designed to enable effective and efficient incident management by integrating a  combination of facilities, equipment, personnel, and procedures operating within a common organizational  structure.  A basic premise of ICS is that it is widely applicable to all hazards and incidents and events.  It is used  to organize both short‐term, simple incident response and long‐term, complex operations.  ICS is typically  structured to facilitate activities in major functional areas:  Command, Operations, Public Safety, Planning,  Logistics, Finance/Administration, Communications, Liaison, Regulatory Affairs, Human Resources, and Safety.  All  of the functional areas and specific positions within the organizational structure may or may not be activated  based on the size and complexity of each incident.    Not only does ICS provide an organizational structure for incident management, but it also guides the process for  planning, building, and adapting that structure.  ICS is flexible and can be used for incidents of any type, scope,  and complexity.  ICS allows its users to adopt an integrated organizational structure that expands and contracts  to match the complexities and demands of single or multiple, complex incidents.   “Incident complexity” refers to the combination of involved factors that affect the probability of control of an  incident.  Many factors determine the complexity of an incident, including, but not limited to the geographic area  involved; topography; threat to life and property; organizational complexity; jurisdictional boundaries; weather  conditions; and strategy and tactics.  Complexity is also considered when making incident management decisions  regarding staffing and safety.   Various analysis tools have been developed to assist consideration of important factors involved in incident  complexity.  Listed below are the factors that may be considered in analyzing incident complexity:  1. Impacts to life, property, and the economy   2. Community and responder safety   3. Potential hazardous materials   4. Weather and other environmental influences   5. Likelihood of cascading events   6. Potential crime scene (including terrorism)   7. Area involved, jurisdictional boundaries   8. Availability of resources  14.2.2 ICS Principles and Features 14.2.2.1 Structure The ERP employs the ICS as the basis for managing the response and restoration efforts.  Trained personnel are  assigned the roles and responsibility for key functions within the ICS structure to manage a wide range of incidents  from a simple utility outage to a major disaster, such as a hurricane or blizzard. In addition to role‐specific training,  Command and General Staff complete appropriate FEMA‐sponsored online training in NIMS and ICS.  Regardless  of the scale of the incident, the number of personnel and resources deployed for the response, or the number of  departments or organizations involved, utilization of ICS structure ensures that the Company is positioned for an  effective response with the safe, efficient use of resources.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 448 of 782 378 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.2.2.2 Common Terminology Using common terminology helps to define organizational functions, incident facilities, resource descriptions, and  position titles, particularly when working with or collaborating with external governmental agencies or response  organizations.  14.2.2.3 Chain of Command/Unity of Command Chain of Command refers to the orderly line of authority within the ranks of the incident management  organization, along which formal information, requests and submissions are transmitted up and down.  Unity of  Command is the principle that each person in the organization will report to only one supervisor.  These principles  clarify reporting relationships and eliminate the confusion caused by multiple, conflicting directives.  Incident  managers at all levels must be able to control the actions of all personnel under their supervision.  14.2.2.4 Management by Objectives Includes establishing overarching objectives; developing tactics based on incident objectives; developing and  issuing operational assignments, plans, procedures, and protocols; establishing S.M.A.R.T. (specific, measurable,  attainable, reasonable, time‐based) objectives for various incident management functional activities and directing  efforts to attain them in support of defined strategies; and documenting results to measure performance and  facilitate corrective action.   14.2.2.5 Modular Organization The Incident Command organizational structure develops in a modular fashion that is based on the size and  complexity of the incident, as well as the specifics of the hazard environment created by the incident.  The  organizational structure is scalable, able to expand and/ or contract as needed in order to maximize effectiveness  of the response resources.  It is the responsibility of each layer of management and supervision within the  structure to ensure the span of control is appropriate for their function, and to determine whether additional  resources are needed to support the responsibilities of the functional area.  14.2.2.6 Incident Action Planning Incident Action Plans (IAPs) provide a coherent means of communicating the overall incident objectives in the  context of both operational and support activities. Additionally, the IAP includes important information that  provides situational awareness, supports communication and logistics, and tracks resource status.  14.2.2.7 Incident Locations and Facilities Following ERP activation, various types of operational support facilities are established by Incident Command to  accomplish a variety of purposes, including:  1. ICC:  The physical location at which the Command & General Staff execute the primary functions of  incident management.  Additionally, the location where the coordination of information and resources to  support domestic incident management activities takes place.  Primary location of Eversource (Electric‐ MA)is in Dorchester, with alternate facility in SouthboroughWestwood.  2. Staging Areas:  locations where equipment, supplies and support services are provided in support of  tactical operations.  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 449 of 782 379 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14.2.2.8 Comprehensive Resource Management Maintaining an accurate and up‐to‐date picture of resource utilization is a critical component of incident  management.  Resources are defined as personnel, teams, equipment, supplies, and facilities available or  potentially available for assignment or allocation in support of incident management and emergency response  activities.  Eversource (Electric‐MA)utilizes a web‐based resource tracking tool to maintain and monitor resource  allocations throughout the system during the restoration activities.   14.2.2.9 Transfer of Command The process of moving the responsibility for incident command from one Incident Commander to another is called  “transfer of command.”  Transition of command on an expanding or long‐duration incident is to be expected.   When command is transferred either because the incident has escalated requiring a higher degree of training or  capability in the Incident Commander position, or because of a shift change, a formal transfer of command will  take place.  The essential information that should be covered in the briefing from the outgoing to incoming  commander will include the current IAP, and the following Incident history (what has happened):  1. Situation status (current)  2. Current plan  3. Objectives and priorities  4. Incident organization  5. Resources needed, requested, and/ or en route  6. Facilities established  7. Communications plan  8. Prognosis, concerns and related Issues     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 450 of 782 380 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 15 HAZARD‐SPECIFIC APPENDICES None     NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 451 of 782 381 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 16 ATTACHMENTS 16.1 Index of Requirements Set by D.P.U. 14‐72‐A 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  III 3 Classify events as ERP Type  1‐5 2.5.1  III 3 Describe characteristics of each ERP Event Classification Type 2.5.1  III 3 Procedures for transitioning from one Event Classification Type to another 2.5.1  III.1 3 a narrative description of Company operating processes 2    III.2 3 typical event characteristics 2.5.1  III.3 3 typical response organization 2.5.1  III.4 4 typical resource activation 2.5.1  III.5 4 communication and coordination 2.5.1  IV.A 3 Emergency response org. structure based on ICS 3.2  IV.A 3 Specific hierarchical structure, at each org. level 3.2.1  IV.A 4 Identify ICS org. structure for decentralized (EOC) control 3.2.2.1  IV.A 4 Identify ICS org. structure for the lowest, most local operations level 2.11.5.3  IV.A 4 Identify actions taken for each Type of ERP activation 2.5.1  IV.A (1) 4 Ensure ERP is up to date 9.2.2  IV.A (2) 4 Ensure all positions are sufficiently staffed and trained 8.2  IV.A (3) 4 Ensure assigned personnel are adequately and sufficiently trained 8.2  IV.A (4) 4 Ensure ERP drills and exercises are conducted 8.3  IV.A (5) 4 Ensure availability of sufficient stock resources 3.2.2.34  14.1.9.3226  IV.A 5 Describe process for communication between Incident  Commander/Senior Leadership  3.2.1.1  IV.B 5 Establish position of Incident Commander in ERP 3.2  IV.B 5 Identify responsibilities of the Incident Commander 3.2.1.1  IV.B.1 5 determining which components of the ERP shall be initiated during an  event  3.2.1.1  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 452 of 782 382 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  IV.B.2 5 determining the resources required to respond to an event 3.2.1.1  IV.B.3 5 coordinating the efforts of the Command Positions and Key Positions  within a Company’s ICS organizational structure  3.2.1.1  IV.B.4 5 providing restoration response status information 3.2.1.1  IV.B.5 5 implementing the ERP demobilization process 3.2.1.1  IV.B.6 5 implementing the post‐event review process 3.2.1.1  IV.C.1 5 establish and identify Command Positions and Key Positions 3.2.1  3.2.2  IV.D.1 6 a full position description of the duties and responsibilities assigned to  the Incident Commander and each Command Position  14.1.1  IV.D.2 6 a checklist of all actions, with associated forms and documents, 14.114.1.1  IV.D 6 include one or more organizational chart(s) 3.2.1  V.A 6 full description of how it will fulfill each of the Key Functions 2.10  V.A 6 shall also establish and describe for each Key Function in detail the  responsibilities and procedures by which it will address planning and  operations to prepare for and respond to an Emergency Event  14.1.7.114.1. 9.1  14.1.8.114.1. 11.1  V.B 6 shall establish and describe in detail the procedures by which it will  address service restoration issues  2.11  V.B.1.a 6 establishing the Type of ERP activation based on the Event Classification  Type  2.5.1  V.B.1.b 6 determining when centralized versus decentralized control is  appropriate  2.11.5.1  2.11.5.2  V.B.1.c 6 coordinating internal resources 14.1.8.214.1. 9.27  V.B.2.a 7 describing the methods for making, within 24 hours, broad‐scale  preliminary assessments  2.11.2.1  2.11.2.2  V.B.2.b 7 compiling, analyzing, and evaluating damage assessment 14.1.8.2814. 1.11.21  14.1.11.2214 .1.8.29  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 453 of 782 383 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  V.B.2.c 7 communicating with damage survey crews and service restoration  crews  14.1.11.1914 .1.8.26  14.1.9.1514. 1.7.19  V.B.3.a 7 estimating necessary crew, material, and other resource needs 2.5.1  V.B.3.b 7 evaluating and documenting the need for mutual assistance (prior to  and during the event);  2.5.1  V.B.3.c 7 interpolating the results of damage assessment in order to make  reliable projections  2.5.1  2.11.2  V.B.3.d 7 deploying company, mutual aid, and contractor crews to work  assignment areas, monitoring crew activity, reassigning crews as  necessary and releasing crews,  14.1.7.11  14.1.9.27  V.B.3.e 7 identifying management staff responsible for Company operations,  including a description of their specific duties  3.2  2.5.1  V.B.4.a 7 responding to priority wires‐down calls, levels one through three 2.11.7  V.B.4.a.i 8 Priority One Wires‐Down Calls with the nearest trained resource 2.11.7.1  V.B.4.a.ii 8 Priority Two Wires‐Down Calls with the next available trained resource 2.11.7.2  V.B.4.a.iii 8 Priority Three Wires‐Down Calls with capable resources 2.11.7.2  V.B.4.b 8 responding to customer‐reported (i.e., non‐priority) wires‐down calls 2.11.7.3  V.B.4.c 8 tracking and reporting, at a minimum, the following priority wires‐down  data: (1) date and time call received; (2) priority level; (3) date and time  first Company resource arrived on the scene; (4) time between call  received and first Company resource arrived on the scene; and (5) date  and time of repair  2.11.7.3  V.B.5.a 8 identifying restoration priorities 2.11.3  V.B.5.b 8 coordinating Company restoration procedures with those of other  companies’ restoration efforts and with state and local emergency  management and public works and public safety efforts;  6.1.5  14.1.2  14.1.7  V.B.5.c 8 coordinating Company restoration, including wires‐down response,  with telecommunications companies  14.1.2  14.1.9.23  14.1.7.34  14.1.9.30  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 454 of 782 384 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  V.C 8 the procedures by which it responds to environmental incidents that  arise in the course of an Emergency Event  14.1.9.25  14.1.12.19  V.C.1 8 assessing incidents to determine the appropriate level of response 14.1.12.1914 .1.9.25  V.C.2 8 identifying hazardous conditions 14.1.12.1914 .1.9.25  V.C.3 8 evaluating needs and securing spill response resources 14.1.12.1914 .1.9.25  V.C.4 8 establishing and maintaining communication with spill response  personnel  14.1.12.1914 .1.9.25  V.C.5 8 reporting conditions to the Incident Commander 14.1.12.1914 .1.9.25  V.D 9 describe in detail the procedures by which it ensures the health and  safety of workers in the restoration effort during an Emergency Event  14.1.5.214.1. 4.2  V.D.1 9 identifying hazardous situations associated with an event 14.1.5.314.1. 4.3  V.D.2 9 ensuring the safety of its employees and contractors 14.1.5.314.1. 4.3  V.D.3 9 exercising emergency authority to stop and prevent unsafe acts or  correct unsafe conditions  14.1.5.314.1. 4.3  V.D.4 9 providing human resource support to impacted employees and their  families  8.5  14.1.43.1  V.D.5 9 reporting conditions to the Incident Commander 14.1.514.1.4  V.D.6 9 notifying senior management of any significant employee/labor issues 14.1.314.1.4  14.1.43.1  V.E 9 establish and describe in detail the procedures by which it will  communicate with customers during an Emergency Event  6.1  V.E.1 9 ensuring that the Company responds to customer calls in a timely  manner, including ensuring sufficient staffing levels to handle the  extraordinary volume of customer calls that are normally received  during Emergency Events.  6.1.1  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 455 of 782 385 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  V.E.2 9 a communications process with customers that provides continuous  access to staff assistance  6.1.4  V.E.3 10 developing Public Service Announcements to ensure unity of message  regarding status of Service Interruptions  6.1.3  V.E.4 10 developing and disseminating, in a timely manner, initial and updated  ETRs, including global (i.e., system‐wide), district or branch, and town‐ level ETRs  6.1.4  V.E.5 10 contacting Life Support Customers 6.1.2  V.E.6 10 referring Life Support Customers, and individuals with special needs, to  contact public safety officials  6.1.2  14.1.8.314.1. 6.6  V.F. 10 establish and describe in detail the procedures by which it will  communicate with Department staff, Massachusetts Emergency  Management Agency (“MEMA”) personnel, state and local public safety  officials  6.1.5  14.1.5.614.1. 6.4  14.1.5.714.1. 6.5  V.F.1 10 providing advance notice to the officials described above 6.1.5.1  6.1.5.4  14.1.5.614.1. 6.4  14.1.5.714.1. 6.5  V.F.2 10 designating staff to be posted at the MEMA operations center 6.1.5.4  14.1.5.714.1. 7.2  14.1.7.3  V.F.3 10 receiving and processing calls from Department staff, MEMA personnel,  public safety officials, and/or their designees  6.1.5.1  6.1.5.4  14.1.5.614.1. 6.4  14.1.5.714.1. 6.5  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 456 of 782 386 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  V.F.4 10 meeting regularly with Department staff, MEMA personnel, public  safety officials, and/or their designees  8  6.1.5.1  V.F.5 10 implementing a Municipal Liaison process, including a complete  description of the Company’s Municipal Liaison process  6.1.5.1  V.F.6 10 providing each Municipal Liaison with the necessary feeder map(s) 6.1.5.1  V.F.7 10 ensuring unity of message 6.1.3  6.1.4  6.1.5.2  14.1.614.1.7. 8  V.F.8 10 conducting post‐event follow up with impacted municipalities 6.1.5.5  V.G. 11 establish and describe in detail the procedures by which it will provide  logistical and field support during an Emergency Event  3.2.2.33.2.2. 4  14.1.9.114.1. 12  V.G.1 11 securing external resource requirements 14.1.13.1614 .1.9.35  V.G.2 11 maintaining on‐hand inventory 14.1.12.5  14.1.12.14  14.1.12.23  14.1.12.2614 .1.9.18  14.1.9.30  V.G.3 11 procuring and distributing materials and supplies 14.1.9.1714. 1.12.11  14.1.9.2914. 1.12.23  V.G.4 11 managing vehicle assignments 14.1.9.1614. 1.12.10  14.1.9.3114. 1.12.25  V.G.5 11 administering and mobilizing vendor contacts 14.1.9.1714. 1.12.11  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 457 of 782 387 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  14.1.9.2914. 1.12.23  V.G.6 11 overseeing the mobilization, operation and demobilization of staging  areas  14.1.9.514.1. 12.6  14.1.9.2814. 1.12.22  14.1.9.2714. 1.12.21  V.G.7 11 securing lodging, meals, and other alternate housing arrangements 14.1.9.1814. 1.12.12  14.1.9.3314. 1.12.27  V.H. 11 establish and describe in detail its financial and administrative  procedures during an Emergency Event  3.2.2.43.2.2. 6  14.1.10.114. 1.14.1  V.H.1 11 processing financial, compensation, and claims‐related matters 14.1.10.214. 1.14.2  14.1.10.314. 1.14.3  V.H.2 11 providing facility support and ensuring critical infrastructure remains  operational  14.1.9.1414. 1.12.9  14.1.9.2814. 1.12.24  VI.A  shall include a detailed description of the actions it will take to ensure  that it adequately and sufficiently prepares to restore service to its  customers in a safe and reasonably prompt manner during an  Emergency Event  8  VI.A.1 11 …meetings with MDPU staff, MEMA personnel, public safety officials 3.2.1.45  6.1.5.4  14.1.56  14.1.56.41  VI.A.2 11 Conducting training and drills / exercises 8.2  8.3  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 458 of 782 388 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  VI.A.3 11 Maintaining updated lists of personnel who may assist in response 8.4  VI.B.1 12 Hold one or more meetings at least annually w/ local elected and  appointed officials  8.3  8.3.1  VI.B.2 12 Hold meetings with state and local public safety officials; including  Company policies and procedures that will ….refer LSCs to public safety  officials  8.3  8.3.1  2.9.3  6.1.2  14.1.56.64  14.1.68.63  VI.B.3 12 Hold meetings with tree wardens re: vegetation management 8.3  8.3.1  VI.B 12 complete its meetings with government officials prior to August 1 of  each year.  8.3  8.3.1  VI.B 12 shall provide sufficient advance notice to invitees of each of the  meetings identified above to allow appropriate attendance and  participation  8.3  8.3.1  VI.B 12 provide, sufficiently in advance of each of the meetings identified  above, an agenda and pertinent presentation materials to invitees of  such meeting  8.3  8.3.1  VI.C 12 use training sessions and drills/exercises to prepare for an Emergency  Event  8.2  8.3  VI.C 12 Shall conduct drills that correspond to each specified Event Classification  Type  8.3  VI.C.1 12 Shall conduct training sessions, at least annually, for all employees to  whom the Company has assigned responsibilities during an Emergency  Event.  8.2  VI.C.2 12 Shall conduct drills/exercises, at least annually, for all employees to  whom the Company has assigned responsibilities during an Emergency  Event  8.3  VI.C.2.i 12 shall provide sufficient advance notice to local elected and appointed  officials  8.3  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 459 of 782 389 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  VI.C.2.ii 12 shall provide sufficient advance notice to …state and local public safety  officials  8.3  VI.C.2.iii 12 shall provide sufficient advance notice to the Department 8.3  VI.C.2.i 12 Shall include in its drills/ exercises simulations of all event response  assignments;   8.3  VI.C.2.ii 13 Shall include in its drills/ exercises …communications with outside  agencies, local governments and others who would normally be  included in service restoration responses  8.3  VI.C.2.i 13 shall include, as part of its drill/exercise activities, table‐top exercises  that address how the Company would respond to an Emergency Event  that occurred coincidentally with loss of business continuity  8.3  VI.C.2.ii 1113 shall include, as part of its drill/exercise activities, table‐top exercises  that address how the Company would respond to an Emergency Event  that occurred coincidentally with…a national emergency  8.3  VI.C.2.ii 13 shall include, as part of its drill/exercise activities, table‐top exercises  that address how the Company would respond to an Emergency Event  that occurred coincidentally with…a pandemic incident  8.3  VI.C.2 13 shall complete its training and drills/exercises prior to August 1 of each  year  8.3  VI.C.2 13 shall provide additional detailed training sessions, prior to November 1  of each year, to new Company staff or other staff who have been given  new event response assignments  8.2  8.3  VI.D 13 Maintain updated lists of contact persons  8.4  VI.D.1 13 Maintain updated lists of utility personnel assigned event response  positions  8.4  VI.D.2 13 Maintain updated lists of …Mutual aid companies and contractors 8.4  VI.D.3 13 Maintain updated lists of …LSCs of record / verified annually 8.4  VI.D.4 13 Maintain updated lists of …Critical Facilities 8.4  VI.D.5 13 Maintain updated lists of …Print and broadcast media 8.4  VI.D.6 13 Maintain updated lists of …Operators / managers of hotels, restaurants  etc.  8.4  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 460 of 782 390 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 14‐72‐A  Chapter  Page Summary Description of D.P.U. 10‐02‐A ERP Guideline) ERP  Chapter(s)  VI.D.7 13 Maintain updated lists of …State, County, local elected and emergency  officials  8.4  VI.D.8 13 Maintain updated lists of …vendors 8.4  VI.D.(1) 13 each Company shall immediately add customers to the LSC list upon  notification from customers of their medical need for electric service  6.1.2  VI.D.(2) 13 each Company shall …verify the contact information of those customers  on the LSC list at least annually  6.1.2  VII.A 13 shall submit a detailed report with supporting documentation to the  Department for each meeting, training, and drill/exercise held  8.2  VII.A.1 14 Submit reports of meetings with Government Officials 8.28.3.1  VII.A.2 14 File reports of training, drills, and exercises 8.2  8.3  VII.A.3 14 Each Company shall file with the Department certification that it has  updated all contact lists identified in Section VI.D  8.4  VII.B.1 14 Report outage and service interruptions 7.1.2.2  VII.B.2.a 14 Provide periodic reports following emergency events 7.1.2.2  VII.B.2.b 15 Pre‐event stage reports 7.1.2.1  VII.B.2.c 15 Service restoration stage reports 7.1.2.2  VII.B.2.d 16 Final event report 7.1.2.3  VIII 16 Filing of emergency response plan 9.2.1      NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 461 of 782 391 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 16.2 Index of Requirements Set by M.G.L., c. 164, Senate No 02402 02402  Section  Line Summary Description of M.G.L., c. 164, Section 85B Guidelines ERP Chapter(s)  4 (a) 44 … shall annually, on or before May 15, submit to the department… 9.2.1  4(1) 51 the identification of management staff… 3.2  “ 52 the number of service workers who are available to respond… 2.5.1  “ 53 the number of crews who are available to respond… 2.5.1  4(2) 55 a communications system with customers… 6.1.3  6.1.4  “ 59 …that such updates shall begin upon completion of a damage assessment… 6.1.4  4(3) 61 contact with and procedures for prioritizing power restoration to  customers…  2.9.3  6.1.2  2.11.3  2.11.4  4(4)(i) 64 designation of staff to communicate with designated local emergency… 3.2.1.45  14.1.6.314.1. 5.1  14.1.56.41  4(4)(ii) 66 …and (ii) designation of staff to be posted at the Massachusetts… 14.1.7.214.1. 5.4  4(5) 68 provisions regarding how the company will assure the safety of its  employees  3.2.1.63.2.1.7  8.5  14.1.45.2  4(6) 70 procedures for deploying company and mutual aid crews… 14.1.7.30.9.2 7  4(7) 71 identification of additional supplies and equipment needed… 14.1.118.302 3  14.1.129.1  4(8) 73 Designation of a call center in the commonwealth for service assistance… 6.1.1  “ 77 …shall also include a copy of all written mutual assistance agreements… 7.1.3  5(e) 85 …shall designate an employee or employees to remain stationed at… 6.1.5.4  14.1.7.2  14.1.7.3  NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 462 of 782 392 of 392 2023 EVERSOURCE (Electric-MA) ERP 5/15/2023 Official Use Only – Do Not Distribute 02402  Section  Line Summary Description of M.G.L., c. 164, Section 85B Guidelines ERP Chapter(s)  14.1.5.2  14.1.5.7  5(f) 91 …shall designate an employee or employees to serve as Community Liaisons 6.1.5.1  14.1.6.2  14.1.5.5  “ 93 …shall provide each Community Liaison with the necessary… 6.1.5  “ 97 …shall provide each Community Liaison with 3 times daily customer outage 6.1.4  “ 99 The Community Liaison shall utilize the maps and outage reports 6.1.5  5(g) 103 …shall provide periodic reports to the department… 7.1.2.2  5(h) 107 …shall file with the emergency management director of each municipality… 13    NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 463 of 782 2012 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 464 of 782 i NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 465 of 782 ii EXECUTIVE SUMMARY Wildfire has played a role in shaping the landscape of Barnstable County for thousands of years, resulting in the abundance of fire-adapted ecosystems. The predominance of fire-adapted species combined with its climate and current development pattern puts Barnstable County at risk for wildfire. The Barnstable County Wildfire Preparedness Plan was developed to address wildfire risk by mapping wildfire hazard and identifying the level of threat for the entire county. The plan is designed to enable municipal natural resource managers, planners, and fire departments to collaborate in addressing wildand fire risk. The risk assessment can be used as a guide for the prioritization of site-specific wildfire preparedness planning and to outline strategies to reduce wildand fire hazards. Spatial data was used to conduct the risk analysis, classifying Barnstable County into four categories of wildland fire risk (percent of land area); low (14.7%), moderate (42.1%), high (41.2%), and extreme (2.0%). Recommendations for reducing wildland fire risk include conducting fuel management treatments on lands with a ‘high’ or ‘extreme’ wildland fire risk ranking and increasing education and public outreach efforts on Firewise and defensible space treatments. General descriptions of fuel treatments and a site implementation plan template to aid in creating treatment prescription are presented to aid natural resource managers in designing fuel mitigation projects. In addition, strategies for homeowners to reduce the risk of wildfire to structures are presented. Results of a county-wide survey of fire departments indicated that more wildland fire training opportunities such as county or state-run classes and participation on prescribed burns would be the most effective in increasing wildand fire preparedness. Many departments indicated that more firefighters would be beneficial to increasing suppression capabilities. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 466 of 782 iii BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan The plan was produced at the request of the Barnstable County Cape Cod Cooperative Extension program and funded by Barnstable County. William Clark, Extension Director Guidance Committee William Clark County Extension Director Cape Cod Cooperative Extension William Bonnetti Field Supervisor, Division of Natural Resources Town of Yarmouth George Baker Chief, Fire & Rescue Department Town of Mashpee David Crary, Jr. Fire Management Officer, Cape Cod National Seashore National Park Service Tim Simmons Restoration Ecologist Division of Fisheries and Wildlife Josh Nigro District 1 Warden, Forest Fire Control Department of Conservation and Recreation Heather McElroy Natural Resources/Open Space Specialist Cape Cod Commission Mark Robinson Executive Director The Compact of Cape Cod Conservation Trusts, Inc. The information presented in this plan is intended to identify potential areas requiring further verification of wildfire risk. As a result of the course scale of the data used for analysis of risk, recommendations and findings should be field verified prior to any policy implementation or management actions. At no times should fire behavior predictions presented in this plan be used in place of site specific and event specific predictions and professional judgment. Prepared By Kate Sullivan, Consultant and Joel R. Carlson, Principal Consultant Suggested Reference Format:Sullivan, K. and J. R. Carlson, 2012. Barnstable County Wildfire Preparedness Plan. Barnstable, Massachusetts: Cape Cod Cooperative Extension. For copies of Barnstable County Wildfire Preparedness Plan - CWPP or GIS layers contact the Cape Cod Cooperative Extension at P.O. Box 367, Barnstable, MA 02630 or go to http://www.capecodextension.org . NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 467 of 782 iv CONTENTS INTRODUCTION.......................................................................................................................... 1 COMMUNITY BACKGROUND.................................................................................................. 3 WILDFIRE PROBLEM STATEMENT AND FIRE HISTORY................................................... 4 Common Vegetation and Fuel Types ....................................................................................... 6 Weather ...................................................................................................................................... 7 Wildland Urban Interface Types .............................................................................................. 8 COMMUNITY RISK ASSESSMENT......................................................................................... 11 Risk Assessment Process ........................................................................................................ 11 GIS Analysis......................................................................................................................... 11 Analysis Steps....................................................................................................................... 16 Analysis Results.................................................................................................................... 18 Local Preparedness Assessment ............................................................................................ 19 Training................................................................................................................................. 20 Equipment............................................................................................................................. 20 Detection............................................................................................................................... 21 MANAGEMENT RECOMMENDATIONS................................................................................ 22 Fuel Treatment Introduction.................................................................................................. 22 Fuel Treatment Options ........................................................................................................ 23 Generic Treatment Objectives.............................................................................................. 27 Measures to Reduce Structural Ignitability .......................................................................... 28 Strategies to Increase Preparedness ..................................................................................... 34 SOURCES OF FUNDING FOR MITIGATION WORK ............................................................ 35 FRAMEWORK TO EVALUATE PLAN .................................................................................... 35 COLLABORATIVE PROCESS................................................................................................... 36 GLOSSARY ................................................................................................................................. 37 REFERENCES ............................................................................................................................. 62 APPENDIX A: EXAMPLE SITE IMPLEMENTATION PLANS AND REPORT.................... 65 Example Site Plan – Short Format.......................................................................................... 66 Example Site Plan – Forest Stewardship Plan Format ......................................................... 79 Example Treatment Report .................................................................................................. 112 APPENDIX B: TOWN WILDFIRE RISK MAPS AND DATA OVERVIEWS....................... 116 Town of Barnstable ............................................................................................................... 117 Town of Bourne ..................................................................................................................... 119 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 468 of 782 v Town of Brewster .................................................................................................................. 121 Town of Chatham .................................................................................................................. 123 Town of Dennis ...................................................................................................................... 125 Town of Eastham ................................................................................................................... 127 Town of Falmouth ................................................................................................................. 129 Town of Harwich ................................................................................................................... 131 Town of Mashpee .................................................................................................................. 133 Town of Orleans .................................................................................................................... 135 Town of Provincetown .......................................................................................................... 137 Town of Sandwich ................................................................................................................. 139 Town of Truro........................................................................................................................ 141 Town of Wellfleet .................................................................................................................. 143 Town of Yarmouth ................................................................................................................ 145 APPENDIX C: COUNTY-WIDE FIRE DEPARTMENT SURVEY........................................ 147 APPENDIX D: BROCHURE ON REDUCING WILDFIRE ON CAPE COD......................... 154 APPENDIX E: POTENTIAL SOURCES OF FUNDING......................................................... 156 APPENDIX F: DESCRIPTION OF GIS DATA LAYERS AND FILES INCLUDED ON PROJECT THE DVD................................................................................................................. 158 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 469 of 782 vi LIST OF FIGURES Figure 1: Barnstable County Towns and Existing CWPPs............................................................. 2 Figure 2: Mean Fire Return Interval map for Southern New England (source LANDFIRE). ....... 5 Figure 3: WUI categories across Barnstable County.................................................................... 10 Figure 4: Flame Length (from BehavePlus Fire Modeling System, Version 4.0: Variables). ..... 12 Figure 5: Modeled flame lengths for Barnstable County.............................................................. 13 Figure 6: Modeled rate of spread for Barnstable County. ............................................................ 13 Figure 7: Three Types of Wind Driven Crown Fires (U.S. Forest Service 2011)........................ 14 Figure 8: Modeled fire type for Barnstable County...................................................................... 14 Figure 9: Population density calculated by U.S. Census block for Barnstable County................ 15 Figure 10: Buffered distance from fire stations for Barnstable County........................................ 15 Figure 11: Fire behavior spatial model steps................................................................................ 17 Figure 12: Proximity/density spatial model steps......................................................................... 17 Figure 13: Final wildfire risk spatial model steps......................................................................... 17 Figure 14: Barnstable County Wildfire Risk Assessment. .......................................................... 19 Figure 15: Wildland fire training classes attended. ...................................................................... 20 Figure 16: Fire suppression resources for Barnstable County...................................................... 21 Figure 17: Canopy Base Height and Canopy Bulk Density. ........................................................ 24 Figure 18: Thinning from below (low thinning) example (from Peterson et al. 2005)............... 24 Figure 19: Flame length reduction associated with fuel mastication (Patterson & Clarke 2007).25 Figure 20: The home ignition zone (from Cohen 2000)............................................................... 29 Figure 21: Defensible Space Zones (from Firewise).................................................................... 30 Figure 22: Non-flammable materials near the home’s foundation (from Firewise Guide).......... 31 Figure 23: Fuel breaks between vegetation and the house (from Firewise Guide). ..................... 32 Figure 24: Home construction that reduces the ignition potential (from Firewise Guide)........... 33 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 470 of 782 vii LIST OF TABLES Table 1: Existing Barnstable County CWPPs................................................................................. 3 Table 2: Town populations, size, housing density, and population density. .................................. 4 Table 3: Barnstable Airport 10-year average weather data (2001-2011). ...................................... 7 Table 4: Coast Guard Air Station 10-year average weather data (2001-2011)............................... 8 Table 5: Design criteria used to model fire behavior for Barnstable County............................... 12 Table 6: Barnstable County risk assessments inputs, weights, and rankings/reclassifications. ... 16 Table 7: Spatial layers used in creation of wildfire risk assessment............................................. 18 Table 8: Example of fuels mitigation treatment options............................................................... 23 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 471 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 1 |P a g e INTRODUCTION Barnstable County’s Cape Cod Cooperative Extension has conducted a Wildfire Preparedness Planning program for Barnstable County municipalities since 2005. The program is designed to reduce wildfire hazards on municipal lands and educate the public about the risk of wildland fires on Cape Cod. To date, wildfire preparedness plans have been developed for priority properties in twelve of the fifteen Barnstable County towns (Figure 1 and Table 1). The majority of these plans have been recognized by the Massachusetts Department of Conservation and Recreation (DCR) and the United States Forest Service (USFS) as Community Wildfire Protection Plans (CWPP). All completed plans are available at the Cape Cod Cooperative Extension’s Natural Resource web page (www.capecodextension.org). After working with Barnstable County municipalities, it has been observed that many towns lack the information required to identify and prioritize town and private lands that could benefit from the Wildfire Preparedness Planning program. This plan is designed to address information gaps and provide Barnstable County municipalities with information to better prioritize and plan for future wildfire mitigation projects across multiple property ownerships by meeting the following goals; -Identify wildland fire hazard areas in Barnstable County and rank their level of threat. -Assess current wildland fire suppression capacities and identify areas needed to increase effectiveness. -Establish a guide for site-specific wildfire preparedness planning and outline various strategies appropriate for reducing wildland fire hazard common to conditions found throughout Barnstable County. -Summarize strategies and methods for educating the public, land managers, and officials about methods to reduce the incidence of fire and the threat of wildland fire to structures. The “2003 Healthy Forest and Recreation Act” states that a CWPP must include three features. First, the plan should be a product of collaboration between state, local and federal agencies. Second, the plan must identify and prioritize areas for hazardous fuel reduction treatments, in addition to recommending methods of treatments that will protect at-risk communities and essential infrastructure. Third, the plan must recommend measures that homeowners and communities can take to reduce the ignitability of structures throughout the area addressed by the plan. The Barnstable County Wildfire Preparedness Plan meets these federal requirements of a CWPP. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 472 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 2 |P a g e Figure 1: Barnstable County Towns and Existing CWPPs. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 473 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 3 |P a g e Table 1: Existing Barnstable County CWPPs. Town Plan Location Barnstable Old Jail Lane Conservation Area and Adjacent Town Land Barnstable West Barnstable Cons. Area & Adjacent Open Space Lands Bourne Bourne Town Forest, Four Ponds Cons. Area, & Water Dis. Lands Brewster Punkhorn Parklands Chatham/Harwich Chatham Town Forest and Harwich Water Department Lands Chatham The Goose Pond Tract Dennis Princess Beach Conservation Area and Adjacent Scargo Hill Dennis Green Belt Well Field Dennis Plashes Conservation Area and Surrounding Open Space Tracts Dennis Ralph and Florence Shoop Memorial Conservation Lands Eastham Wiley Park, The Nickerson Property, and Cottontail Acres Falmouth Beebe Woods and Peterson Farm Conservation Areas (Draft) Falmouth/Mashpee Wildland Fuel Hazard Assessment for Mashpee National Wildlife Refuge Harwich Thompson's Field Conservation Area and Adjacent Water District Lands Harwich Bell's Neck Mashpee The Town of Mashpee River Woodlands Orleans Orleans Watershed Lands Orleans Paw Wah Point Sandwich Maple Swamp and Discovery Hill Sandwich Town Lands Complex Yarmouth Yarmouth Town Lands COMMUNITY BACKGROUND The county of Barnstable, Massachusetts comprises 15 towns on Cape Cod (Figure 1). The 2010 U.S. Census identifies the total land area as being 393.72 square miles. The year-round population of Barnstable County is 215,888 with a total of 160,281 total housing units, 34.4% being classified as seasonal or recreational. Barnstable County is comprised of 15 towns, whose individual demographics are shown in Table 2. From 2000-2010, Barnstable County experienced a negative growth rate of 2.9%, as the 2000 population was 222,230. Population density is 548.3 persons per square mile (U.S. Census Bureau). Median household income for Barnstable County is $55,294. Per capita income is $33,435. The county wide median single- family home sale price in 2008 was $438,544, according to data from The Warren Group. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 474 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 4 |P a g e Table 2: Town populations, size, housing density, and population density. Town Population Land Area (࢓ ࢏.૛)Population Density (persons/࢓ ࢏.૛) Home Density (housing units/࢓ ࢏.૛) Barnstable 45,193 60.0 753.2 439.1 Bourne 19,754 40.9 482.9 264.2 Brewster 9,820 23.0 426.9 345.6 Chatham 6,125 16.2 378.1 453.3 Dennis 14,207 20.6 689.7 756.6 Eastham 4,956 14.0 354.0 425.7 Falmouth 31,531 44.2 713.4 497.0 Harwich 12,243 21.0 583.0 775.5 Mashpee 14,006 23.5 596.0 420.1 Orleans 5,890 14.2 414.8 376.7 Provincetown 2,942 9.7 303.3 463.2 Sandwich 20,675 43.0 480.8 220.3 Truro 2,003 21.2 94.5 145.8 Wellfleet 2,750 19.8 138.9 217.4 Yarmouth 23,793 24.3 979.1 718.7 There is approximately 100,720 acres of protected open space in Barnstable County according to the MassGIS Open Space data layer. The state owns and manages approximately 34,988 acres of this open space, the three largest being the Massachusetts Military Reservation, Nickerson State Park, and the Frances A. Crane Wildlife Management Area. The federal government owns or manages approximately 28,596 acres in Barnstable County, with the three largest being Cape Cod National Seashore and the Monomoy and Mashpee National Wildlife Refuges. Municipal open space landholdings account for approximately 23,379 acres across Barnstable County. Barnstable County owns approximately 145 acres and the remaining 13,612 acres is owned by private nonprofits, public nonprofits, private for profits, land trusts, conservation organizations, and other nongovernmental entities. WILDFIRE PROBLEM STATEMENT AND FIRE HISTORY Paleo-ecological records show fire has played a large role in affecting the landscape of Cape Cod for thousands of years (Winkler 1985, Patterson and Sassman 1988, and Patterson 1999). As a result of this process, fire-adapted ecosystems predominate most of the area. Sediment cores from Duck Pond at Cape Cod National Seashore that date back 12,000 years before present and 4,800 years before present contain abundant charcoal, suggesting that fire has shaped and maintained pine and oak forests on Cape Cod throughout the Holocene era (Winkler 1985, Clark 2002, Patterson and Crary 2004), indicating that fire has been an important influence on the pre and post European settlement landscape of Cape Cod. In the early 1800’s, fires were extensive, often thousands of acres, as a result of land use practices. Expanding railroad activities in this time period also increased the occurrence of forest fires. Drifting embers from locomotives were responsible for most fires (Thompson 1928). Only 44% of current forests on the outer Cape were wooded between 1848 and 1856 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 475 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 5 |P a g e (Eberhardt et al 2003). Fires continued to be abundant on Cape Cod through the early 1900’s. Thompson (1928) reported an average of 8,500 acres of woodlands burned annually. Only 12.6% of the current houses in Barnstable County were present before 1940 (Cape Cod Commission). Although fewer fires occur now, Barnstable County has considerably more houses and more values at risk. As tourism became an important economic activity, public opinion began to favor the suppression of all fires. The first fire tower on Cape Cod was erected in Barnstable in 1913. The predecessor agency of the Massachusetts Department of Conservation and Recreation started patrolling Cape Cod in the 1920’s. By the 1930’s, Cape Cod developed the first brush breakers to fight forest fires (Crosby 2003). After this period, forest fires tended to burn fewer acres and for shorter periods. Although much of Massachusetts and the surrounding New England states contain similar amounts of forested lands to Barnstable County, they lack the fuel types that elevate wildfire risk on Cape Cod. Pitch pine barrens, which cover most of Cape Cod, are a disturbance dependent community and contain many fire adapted species. Barnstable County and other coastal areas have the most frequent fire return interval in southern New England (Figure 2), an average of 1-7 years between two successive fire events for a given area. Conditions like climate, topography, soils, existing vegetation, storm events, and human activities govern the fire regime on Cape Cod. Figure 2: Mean Fire Return Interval map for Southern New England (source LANDFIRE). NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 476 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 6 |P a g e Common Vegetation and Fuel Types Pitch Pine Barrens are the dominant vegetative community on Cape Cod. Pine Barrens are home to several highly flammable plant species that are adapted to survive or regenerate post fire. This is a disturbance-dependent community type created by wildfires and historic logging, grazing and agriculture (Motzkin and Foster 2002). Pine Barrens Systems are a mosaic of pitch pine and scrub oak, typically located on nutrient-poor, acidic, drought-prone soils. Dominant vegetation in pine barrens systems include woodlands and shrublands with an overstory of pitch pine and an understory of scrub oak and heath species. Open grasslands and heathlands are also common (Ciaranca et al 2005). The majority of plant communities across Barnstable County contain fire-adapted species and are prone to burning. Common plants such as huckleberry, scrub oak, and pitch pine produce volatile substances in their leaves and stems, which can contribute to the spread of fire. A dense shrub understory combined with ladder fuels like greenbrier or scrub oak can increase the possibility of fires reaching the forest canopy allowing for crown fire initiation and propagation. Pitch pines in the overstory contain highly flammable compounds and are more likely than other trees to carry a crown fire (Cauljow 2005). Fuels created by xeric vegetation like pitch pine, scrub oak, and ericaceous shrubs dry rapidly and can create flammable conditions in the forest (Patterson and Sassman 1988). This increased fire behavior combined with a large population living in the Wildland Urban Interface (WUI) further increase the threat of catastrophic wildfire. The potential of large wildfires occurring on Cape Cod every 30-50 years exists (Patterson and Ruffner 2002). Long intervals between fires may increase fuel loads and the ultimate threat from severe wildand fire behavior. Additionally, populations may become complacent about controlling flammable fuels around dwellings and other structures. Different fire frequencies and intensities are responsible for variations in forest composition. Periodic severe wildfires with 40-100 year intervals have created oak-pine forests in the uplands. More frequent, severe fires (5-25 year intervals) have produced mixtures of pitch pine and scrub oak. The most frequent and severe fires (2-3 year intervals) have created the pine plains (Ciaranca et al 2005). Wildfires most often occur in Barnstable County from late March to early June, corresponding with the driest live fuel moisture periods of the year. The prevailing direction of fire spread is southwest to northeast. Severe fall fires can follow periodic summer and fall droughts, as seen in 1947, 1995, and 1999. Barnstable County’s natural environment is adapted to fire and many forest ecosystems need a regular cycle of fire to maintain their structure and species composition for rare species and wildlife habitat. Efforts to eliminate wildfires from the natural environment may make these events much more severe when they do occur due to accumulated vegetative fuels. More severe fires harm the health of the ecosystem and put neighboring developments in danger. The role of wildfires in the natural environment of Barnstable County needs to be integrated into public education programs, planning for development within the WUI, and prioritizing fuel reduction treatments to reduce wildfire risk. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 477 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 7 |P a g e Weather A humid, moderate climate with ample precipitation exists on Cape Cod as a result of the influence of the Atlantic Ocean. Prevailing winds are out of the southwest from April-October and out of the northwest from November-March. Precipitation maximums occur during December, January, and February, and minimums usually occur in late May through July (Fletcher 1993). Generally, fires occur during periods of the year when southwest winds are most likely. However, fire can occur from any other wind direction, although east component winds are either associated with precipitation arriving or a precipitation event taking place. The following tables summarize the ten year average weather patterns recorded at Barnstable Airport (Table 3) and the Coast Guard Air Station at the Massachusetts Military Reservation (Table 4) (Weather Underground). Table 3: Barnstable Airport 10-year average weather data (2001-2011). Month Max Temp (°F) Min Temp (°F) Avg. Temp (°F) Relative Humidity (%) Total Precipitation (in.) Avg. Wind Speeds (mph) January 53 5 30 74 3.42 9 February 52 9 31 67 2.74 10 March 59 14 37 70 4.36 10 April 73 27 46 72 4.09 9 May 79 32 55 75 3.5 9 June 85 45 64 78 3.41 8 July 88 53 71 81 2.76 8 August 87 51 71 79 3.26 8 September 81 41 63 82 3.92 7 October 75 29 54 77 4.01 9 November 65 22 45 77 3.9 9 December 58 14 36 75 3.98 10 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 478 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 8 |P a g e Table 4: Coast Guard Air Station 10-year average weather data (2001-2011). Month Max Temp (°F) Min Temp (°F) Avg. Temp (°F) Relative Humidity (%) Total Precipitation (in.) Avg. Wind Speeds (mph) January 55 4 29 75 4.52 11 February 53 6 30 72 4.51 11 March 61 11 37 71 5.34 11 April 76 26 47 70 3.89 10 May 81 33 56 73 2.92 9 June 86 45 65 79 3.35 8 July 89 52 71 79 2.94 8 August 88 51 71 78 3.33 7 September 82 42 63 79 4.32 8 October 75 29 53 76 3.81 10 November 67 20 45 80 4.4 10 December 59 11 35 76 7.74 11 The National Fire Danger Rating System (NFDRS) is a system used by wildland fire management agencies to assess current fire danger at local and national levels. It consists of a variety of indices that portray current potential fire danger conditions (NWCG 2005). NFDRS uses daily weather observations and forecasts to produce indexes and maps that indicate fire potential or fire danger for large areas. This provides uniform standards for local fire suppression agencies to apply and interpret and is currently used by Cape Cod National Seashore. The Massachusetts Bureau of Fire Control uses the Keetch-Byram Drought Index (KBDI) and the spread index to predict current fire danger. In District 1, fire officials will calculate the KBDI and spread index for Shawme Crowell State Forest in Sandiwch (District 1’s headquarters) and use this to assess fire danger for the rest of the district (Josh Nigro, personal communication, May 2012). Wildland Urban Interface Types Many residents of Barnstable County reside in the WUI. The National Wildfire Coordinating Group (NWCG) defines the WUI as “the line, area, or zone where structures and other human development meet or intermingle with undeveloped wildland or vegetative fuel.” NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 479 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 9 |P a g e The 2001 Federal Register further divides the WUI into three categories: Category 1 - Interface Community: The Interface Community exists where structures directly abut wildland fuels. There is a clear line of demarcation between residential, business, and public structures and wildland fuels. Wildland fuels do not generally continue into the developed area. The development density for an interface community is usually 3 or more structures per acre, with shared municipal services. Fire protection is generally provided by a local government fire department with the responsibility to protect the structure from both an interior fire and an advancing wildland fire. An alternative definition of the interface community emphasizes a population density of 250 or more people per square mile. Category 2 - Intermix Community: The Intermix Community exists where structures are scattered throughout a wildland area. There is no clear line of demarcation; wildland fuels are continuous outside of and within the developed area. The development density in the intermix ranges from structures very close together to one structure per 40 acres. Fire protection districts funded by various taxing authorities normally provide life and property fire protection and may also have wildland fire protection responsibilities. An alternative definition of intermix community emphasizes a population density of 28-250 people per square mile. Category 3 - Occluded Community: The Occluded Community generally exists in a situation, often within a city, where structures abut an island of wildland fuels (e.g., park or open space). There is a clear line of demarcation between structures and wildland fuels. The development density for an occluded community is usually similar to those found in the interface community, but the occluded area is usually less than 1,000 acres in size. Fire protection is normally provided by local government fire departments (USDA and USDI 2001). Development in the WUI can increase wildfire risk to structures. Fires that ignite in wildlands can move into surrounding developments, putting homes or other structures at risk for ignition. WUI residents and municipalities must realize this increased risk, plan for responding to fires accordingly, and work to reduce wildland fire risk. The University of Wisconsin Silvis Lab has mapped the WUI intermix, interface, and occluded (urban/no vegetation) communities. Uninhabited areas like the outer part of Provincetown, the Monomoy Wilderness, and parts of the Massachusetts Military Reservation meet the criteria of ‘wildlands’ (See Figure 3). NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 480 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 10 |P a g e Figure 3: WUI categories across Barnstable County. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 481 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 11 |P a g e COMMUNITY RISK ASSESSMENT Risk Assessment Process A community risk assessment aids natural resource and fire managers in identifying areas at high risk of wildfire. In this way, managers can prioritize the locations of fuel treatments to achieve maximum effect in reducing wildfire behavior. The Barnstable County wildfire risk assessment process began with gathering data on wildfire behavior and county infrastructure from LANDFIRE and MassGIS. The fire behavior simulator FlamMap was used to create data on flame length, rate of spread, and crown fire potential across Barnstable County. These data layers were combined with data on population density from the 2010 U.S. Census and proximity to fire stations to create a final risk assessment map. Five data sets were combined in this plan to yield the final risk assessment map. Three of these maps were fire behavior outputs from the fire behavior model FlamMap. The other two layers were population density, acquired from 2010 U.S. Census data, and proximity to fire stations, created from MassGIS data. GIS Analysis Each of the three FlamMap layers (flame length, rate of spread, and crown fire potential) were produced using the national LANDFIRE data sets. LANDFIRE is an interagency vegetation, fire, and fuel characteristics mapping program that covers the entire United States (LANDFIRE). It is sponsored by the United States Department of the Interior and the United States Forest Service. LANDFIRE data products are designed to facilitate regional-level planning by providing landscape-level geospatial products. Because of the large-scale focus of LANDFIRE, data products are created at a 30-meter grid spatial resolution. This coarse scale does lead to discrepancies and error when looking at small areas, so use of LANDFIRE in individual pixels is not recommended. However, for the scale of modeling done in this plan, LANDFIRE data is sufficient. Additionally, geospatial data on vegetation characteristics for all of Barnstable County does not exist outside of LANDFIRE data. LANDFIRE data layers used to produce fire behavior predictions for Barnstable County include Scott and Burgan’s (2005) 40 fuel models, slope, aspect, elevation, canopy base height, canopy bulk density, canopy cover, and canopy height. These layers were produced in 2008. LANDFIRE data layers served as inputs to the fire behavior modeling program FlamMap. FlamMap is a fire behavior mapping and analysis program that computes potential fire behavior characteristics for an entire landscape under constant weather and fuel moisture conditions (U.S. Forest Service 2011). FlamMap requires inputs of weather and fuel data to model fire behavior. The fuel data comes from the LANDFIRE data set, and the non-spatial weather data used (Table 5) was based on conditions recorded during the 1957 Plymouth wildfire, a mid-late spring fire, when most local wildland fires occur. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 482 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 12 |P a g e Table 5: Design criteria used to model fire behavior for Barnstable County. Design Variable Design Condition 20’ Wind Speed: 25 mph 1-hour Fuel Moisture: 5 % 10-hour Fuel Moisture: 8 % 100-hour Fuel Moisture: 12 % Live Herbaceous Fuel Moisture: 30 % Live Woody Fuel Moisture: 30 % Foliar Fuel Moisture: 100 % FlamMap generated three potential fire behavior layers; flame length (Figure 5), rate of spread (Figure 6), and crown fire potential (Figure 8). Flame lengths (Figure 4), defined as the distance between the flame tip and the midpoint of flame depth at the base of the flame (generally the ground surface), are broken up into four categories according to the wildland fire haul chart. Rate of spread is the relative activity of a fire in extending its horizontal dimensions. Rate of spread is measured in chains per hour (1 chain = 66 feet). This layer is divided into 4 categories. ‘No data’ represents areas that have an extremely low probability of carrying a wildfire, such as sand pits or heavily developed areas. ‘Surface Fire’ represents areas that can sustain a wildland fire but have a low probability of transitioning into a crown fire (Figure 7). The passive crown fire category corresponds to areas where multiple tree torching is possible but is not independent of a surface fire. The active crown fire category represents areas where solid flames develop in the crowns of trees. Figure 4: Flame Length (from BehavePlus Fire Modeling System, Version 4.0: Variables). NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 483 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 13 |P a g e Figure 5: Modeled flame lengths for Barnstable County. Figure 6: Modeled rate of spread for Barnstable County. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 484 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 14 |P a g e Figure 7: Three Types of Wind Driven Crown Fires (U.S. Forest Service 2011). Figure 8: Modeled fire type for Barnstable County. The population density in persons per square mile (Figure 9) by U.S. Census block for Barnstable County were calculated using 2010 U.S. Census blocks, the smallest geographic area for which the U.S. Census Bureau collects and tabulates data. Census blocks can be neighborhoods or other areas formed by streets, railroads, streams, or other physical or cultural features. There are approximately 12,000 census blocks in Barnstable County. Census block data for Massachusetts was acquired from the MassGIS website. This layer was converted into a raster data set in creating the final risk assessment map. For this analysis, higher population densities correspond to increased wildfire risk because a higher concentration of people represents more values at risk. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 485 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 15 |P a g e Barnstable County fire stations and their associated buffers were calculated (Figure 10). The closer an area is to a fire station corresponds to lower wildland fire risk because of the more rapid response time. Areas furthest from fire stations were rated as being higher risk. The fire station data set was downloaded from the MassGIS website and the appropriate buffers were added during the analysis. This layer was also converted into a raster data set for creating the final risk assessment map. Figure 9: Population density calculated by U.S. Census block for Barnstable County. Figure 10: Buffered distance from fire stations for Barnstable County. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 486 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 16 |P a g e Other layers were considered for analysis but were not used in creating the final map due to data gaps, increased complexity, or irrelevance. Data on fire occurrence would be a valuable addition to this assessment to see where fires commonly start, but currently no usable geospatial data for Barnstable County on wildland fire occurrence exists. The use of distance to roads, rail beds, or schools was considered as a substitute for fire occurrence. Given that these areas are may increase the occurrence of fire starts it was determined that these data layers would detract from the clarity of the final analysis due to the amount of buffers required, additionally though fires may start near roads, they would also be easier to access and suppress. Analysis Steps Each of the five data layers were classified using ArcMap (Table 6) into four categories that correspond to risk values. New values between 1 and 4 were assigned to rank each parameter in terms of fire risk (1 = lowest risk 4 = highest risk). The risk assessment process combines data on fire behavior (flame length, crown fire potential, and rate of spread) with data on community values at risk (population density and distance from fire stations) (Figures 11 and 12). For example, a densely populated area with moderate fire behavior would have comparable risk to an uninhabited area with extreme fire behavior.A weighted overlay analysis in ArcMap was used to add each layer and create a new data set representing fire risk for Barnstable County (Figure 13). Weights were chosen relative to their importance to overall wildfire risk. Resulting raster data sets were applied to the census block data layer, showing wildland fire risk for each census block in Barnstable County. The zonal statistics tool was used to average raster values for each census block. Raster cells in each census block were averaged and then classified as low, moderate, high and extreme according to the average. Table 6: Barnstable County risk assessments inputs, weights, and rankings/reclassifications. Layer Weights (%) Ranks Flame Length (LANDFIRE data) 30 1: 0-4 feet 2: 4-8 feet 3: 8-12 feet 4: Greater than 12 feet Rate of Spread (LANDFIRE data) 20 1: 0-5 chains/hour 2: 5-15 chains/hour 3: 15-40 chains/hour 4: Greater than 40 chains/hour Crown Fire Potential (LANDFIRE data) 20 1: No data 2: Surface fire 3: Passive crown fire 4: Active crown fire Population Density (US Census data) 20 1: 0-5 people/square mile 2: 5-60 people/square mile 3: 60-525 people/square mile 4: Greater than 525 people/square mile Proximity to Fire Station (MassGIS data) 10 1: 0-0.5 miles 2: 0.5-1.0 miles 3: 1.0-1.5 miles 4: Greater than 1.5 miles NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 487 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 17 |P a g e Figure 11: Fire behavior spatial model steps. Figure 12: Proximity/density spatial model steps.Figure 13: Final wildfire risk spatial model steps. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 488 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 18 |P a g e Table 7: Spatial layers used in creation of wildfire risk assessment. Data Source Data Layers Location Risk Analysis Layers Flame Length, Rate of Spread, Crown Fire Potential, Population Density, Proximity to Fire Stations Barnstable County Cooperative Extension LANDFIRE (inputs to FlamMap) Elevation, Slope, Aspect, Fuel Models, Canopy Height, Canopy Cover, Canopy Base Height, Canopy Bulk Density http://landfire.cr.usgs.gov/viewer/ MassGIS Town and State Boundaries, Open Space, Roads, Streams and Ponds http://www.mass.gov/mgis/laylist.htm U.S. Census 2010 Census Blocks http://www.census.gov/cgi- bin/geo/shapefiles2010/main Analysis Results The final wildfire risk assessment provides a snapshot of wildfire risk for Barnstable County under the specified weather design criteria. Areas of Barnstable County that have a greater relative wildfire risk than other areas are identified. Wildfire risk has been calculated by combining data on fire behavior and data on community values at risk. Areas with the greatest fire behavior risk may have a lower overall risk as a result of being an unpopulated area or close to a fire station.Figure 14 shows the final wildfire risk assessment for Barnstable County by census block. Appendix B contains the risk assessment maps for each town in Barnstable County. The GIS layers used in this analysis and their location are listed in Table 7. Where possible results presented in the fire behavior and final risk assessment were compared to existing assessments and antidotal observations at various sites across Barnstable County. At the scale that the plan is intended to be used results were found to be reliable and accurate. Data resolution is coarse and there is always a margin of error in modeling fire behavior, but the high or extreme risk polygons should be considered first when prioritizing detailed field assessments or potential mitigation work. Results are for general planning purposes only and are not intended to serve as the sole basis for decisions on locating fuel treatments or implementing defensible space projects. Because these maps are not designed to pinpoint exact locations for fuel treatment or fire hazard reduction work, a field inventory and more site- specific work is required. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 489 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 19 |P a g e Figure 14: Barnstable County Wildfire Risk Assessment. Local Preparedness Assessment A goal of the Barnstable County Wildfire Preparedness Plan was to assess current wildland fire suppression capacities and identify areas to increase effectiveness. This was accomplished with a county-wide fire department survey completed by municipal fire departments, Cape Cod National Seashore, and DCR Bureau of Forest Fire Control District 1. A copy of the survey is in Appendix C. The survey asked questions pertaining to wildland fire trainings and equipment and solicited ideas from fire officials on how to increase wildland fire suppression capabilities and preparedness. Seven out of 21 surveys were completed and analyzed. Summaries of wildland firefighting equipment by town are available with the town risk assessment maps in Appendix B. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 490 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 20 |P a g e Training Of the 181 firefighters among the responding departments, 119 had some form of wildland fire training. The majority of the municipal firefighters had taken a 2-hour DCR wildfire class and some had taken a 2-hour DCR sponsored fire shelter class. No municipal departments indicated that their firefighters had taken Firefighter Training/Introduction to Wildland Fire Behavior (S130/S190), the National Wildfire Coordinating Group (NWCG) courses for basic wildland firefighting (see Figure 15). Figure 15: Wildland fire training classes attended. All but one department reported that they conduct wildfire drills or training scenarios, spending an average of 3 hours per year on wildland fire drills. Only one department surveyed had participated on a prescribed burn, but 6 of the 7 indicated a desire to do so. Increasing wildland fire training opportunities was ranked as the most important for increasing wildfire preparedness in Barnstable County. The fire departments surveyed indicated that a county or state run wildfire training academy would benefit them the most. Live fire exercises, greater access to NWCG online trainings, and participation on prescribed burns also rated highly for increasing wildland fire training. Equipment All departments surveyed had equipment specific to wildland firefighting, whether it be brush breakers or wildland fire engines, chainsaws, or porta-tanks. Only one department required their firefighters to carry fire shelters when fighting wildfires. Two departments did not have any fire shelters, and the remaining departments only had enough fire shelters for an average of 21% of their firefighters. Only one department requires chaps to be worn during wildland fire chainsaw operations, and majority of departments did not have any chaps. Survey responses ranked 0 20 40 60 80 100 120 140 2-hr DCR 2-hr DCR Shelter 12-hr DCRFirefighterAttendees Wildland Fire Training Class NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 491 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 21 |P a g e additional equipment as the second most important factor to increasing wildland fire suppression capabilities and wildfire preparedness. Barnstable County has 62 structural engines, 32 wildland engines, and 11 water tenders available for fire suppression in its 15 towns, Cape Cod National Seashore, DCR District 1, and the Massachusetts Military Reservation (See Figure 16). This data was summarized from town survey responses and DCR District 1 information. Figure 16: Fire suppression resources for Barnstable County. Detection Barnstable County is part of District 1 for the DCR - Bureau of Forest Fire Control. DCR manages 9 fire detection towers in DCR District 1, 8 of which are located in Barnstable County in the towns of Bourne, Sandwich, Falmouth, Barnstable, Dennis, Brewster, Wellfleet, and Yarmouth. On any given day depending on the expected fire danger, 3 to 4 towers are staffed from 1000 to 1800 during April to October. Typically, DCR staffs a ‘triangle’ of towers in the towns of Falmouth, Sandwich, and Barnstable. 62 32 11 0 10 20 30 40 50 60 70 Structural Engines Wildland Engines Water TendersNumber Apparatus Type NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 492 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 22 |P a g e MANAGEMENT RECOMMENDATIONS Fuel Treatment Introduction Fuel management treatments can alter fuel loads to reduce wildfire hazard by changing fire behavior. These actions can increase public and firefighter safety while also reducing fire response and suppression costs. Landscape-level fuel treatments have been shown to be effective at reducing the impacts of wildland fire (Finney 2001, Stratton 2004, and Finney et al. 2007). Fire behavior at the landscape scale maybe addressed through the application of fuel treatments in a strategic pattern (Finney 2001). The treatments are not designed to stop fires, but to reduce the intensity of the fire in the treated areas. Fuel treatments that disrupt the continuity of fuels reduce the rate of spread and flame lengths of the fire, which slows the growth of the fire and increases the suppression efficiency of firefighters. Wildland fuels that are capable of producing fire behavior beyond suppression capabilities are best mitigated through fuels management treatments, rather than with an increase in suppression forces (Finney and Cohen 2003). Most fires that escape initial attack burn under conditions that are too extreme for suppression regardless of the availability of suppression resources (Finney and Cohen 2003). Fuels management at the WUI is especially important as the complexity of suppressing structure fires that transition from the wildland, as well as providing for firefighter and public safety, can quickly exceed the capabilities of local firefighting resources (Finney and Cohen 2003, National WUI Fire Program). Fuels management is most effective at preventing structure loss when applied to the immediate surroundings. Conducting fuel treatments is good strategy to increase preparedness and reduce future wildfire hazard. The goals of a fuels management program in Barnstable County should be to increase suppression capabilities and provide for greater firefighter and public safety. Issues that a landowner or manager might consider when deciding on a treatment strategy might include: Treatment Objectives – i.e. reduce crown fire potential, reduce flame lengths or rate of spread, provide for wildlife habitat Site Conditions – access, topography, fuel type and distribution, soils, crown fire potential, existing development Cost of Treatment or Source of Funding Time Available to Complete the Project Size of Treatment Area Concerns About Resources and Other Values – i.e. residual tree damage, condition, wildlife habitat, recreation, wetlands, threatened/endangered species, permits NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 493 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 23 |P a g e Fuel Treatment Options In forest stands that have not experienced fire or fuels reduction management in several decades, multiple and/or combinations of treatments that address changes in surface fuel and/or crown fuels may be necessary. The fuel treatments presented in this plan will reduce flame lengths from surface fires and minimize the potential for surface fires to transition to the crown fuels. Additionally, the treatments will reduce flame lengths and fireline intensity to levels that will better facilitate suppression actions. In most cases in Barnstable County a net benefit will also be achieved for wildlife habitat management and the maintenance of ecosystem integrity. The application of a particular treatment or combination of treatments to an area will depend on the specific conditions of the fuels in that area (Fitzgerald 2002) and general land management goals. The interval at which subsequent treatments will be applied to maintain the desired condition depends on the initial treatment employed and how the fuels respond to that treatment. Some treatment options that may be applicable to areas of Barnstable County include forest thinning, surface fuel mastication, prescribed burning, and mechanical pruning (Table 8). Table 8: Example of fuels mitigation treatment options. Treatment Target Layer Maintenance Interval Logistical Constraints Thinning From Below Crown 10 - 20 years Slash treatments Surface Fuel Mastication Surface 5 - 10 years Seasonality of treatments Prescribed Burning Surface/Crown 5 - 10 years Weather parameters, smoke management Mechanical Pruning Crown 10 - 20 years Heights above 10 ft. impractical Prescribed Grazing Surface 5 - 10 years Animal care, availability of animals Information on specific costs, availability of machinery, production rates, strategies for locating treatments, and their effectiveness is not included in this plan due to the variability that exists related to season of treatment, current conditions, management objectives, restrictions on implementation, and funding sources. However, all these factors and variables need to be considered when designing a fuel treatment. A template for fuel treatment prescriptions can be found in Appendix A. This form can aid natural resource managers in creating a treatment prescription, although consulting with capable technical experts may still be necessary. Thinning: Thinning treatments cut whole trees and remove crown fuels, which reduces the potential for an active crown fire by decreasing canopy bulk density (CBD) and increasing canopy base height (CBH) (Figures 17 and 18). If trees with suppressed and intermediate canopy positions are removed (thinning from below), ladder fuels will be removed and CBH will increase. This will increase the flame length required from a surface fuel to transfer fire to canopy fuels. Thinning from below also helps prevent opening up the canopy to an extent where fire behavior will NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 494 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 24 |P a g e increase due to increased surface midflame wind speed and an increase in the drying rate of surface fuels. Figure 17: Canopy Base Height and Canopy Bulk Density. Figure 18: Thinning from below (low thinning) example (from Peterson et al. 2005). Dense conifer stands with some element of crown fire are candidates for this type of treatment. Because CBD and CBH are difficult to estimate in the field and apply to treatment objectives, stand metrics such as stems per acre, basal area, or canopy position are often used as surrogates in forming stand treatment prescriptions (Scott and Reinhardt 2006). A thinning treatment can increase surface fire behavior if the whole trees or tree crowns are left intact in the surface fuel layer. The whole trees should be removed from the site completely, compacted through chipping on-site to prevent an increase in potential surface fire behavior, or piled and burned. Thinning is done with hand tools or heavy equipment. A skid steer chassis is adaptable to this type of treatment because it can maneuver in tight spaces and minimize damage to residual trees. A masticating cutting attachment on skid steers and excavators can handle the small to medium diameter trees targeted by thinning. A masticating attachment can also be used to treat surface NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 495 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 25 |P a g e fuels (see Surface Fuel Mastication below). Larger diameter trees would need to be cut by hand or with a tree shear attachment on more traditional timber harvesting equipment. The cost for thinning materials depends on site access, the size and amount of material to thin, treatment area size, and current markets for products being removed. Slash must be considered; it could be piled and burned, scattered, or chipped and hauled away. Additionally, mechanical treatments can serve as a source of invasive species if equipment is not cleaned prior to treatments. Surface Fuel Mastication: Surface fuel mastication compacts the surface fuels, lowering flame lengths, rate of spread, and the probability of a surface fire transitioning into a crown fire. Local research has shown that flame lengths from shrub fuels are reduced significantly with surface fuel mastication (Patterson and Clarke 2007) (Figure 19). The seasonality and interval of this treatment can greatly influence its effectiveness. Two successive treatments within the same growing season (first in June and again in September) will be most effective at limiting the amount of re-growth. Figure 19: Flame length reduction associated with fuel mastication (Patterson & Clarke 2007). A flail mower or similar attachment for a tractor or skid steer mows over the surface fuel, cutting the bases of small trees and shrubs with a set of rotating knives or similar blades. It then pulls the cut material through the mower knives, producing mulch. All the cut material is left on site. This treatment reduces fuel bed depth and leaves behind smaller pieces that could be burned later or left to decompose. Costs depend on size of treatment area, accessibility, and any post- treatment projects. Surface fuel mastication is suitable when the objective is to lower flame lengths from surface fuels or in treatments designed to help prevent crown fire or create defensible space around a structure. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 496 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 26 |P a g e Mechanical Pruning: Pruning, the removal of lower branches to a specified height, increases canopy base height, decreasing the potential for fire to spread up ladder fuels and into the crown. The pruned branches are usually chipped or piled and burned to avoid adding surface fuels. Mechanical pruning is usually done with chainsaws. Because of height limitations for safe chainsaw use, pruning above 10 feet is impractical (Scott 2006). Mechanical pruning is very labor intensive. This treatment can be effective in areas where the objective is to reduce crown fire potential by increasing canopy base height. Pruning can increase canopy base height to a maximum of 12 feet. This treatment is most often used in combination with a surface fuel treatment. Prescribed Burning: Prescribed burns can mimic a natural regime and return fire to its vital role in certain ecosystems in a controlled fashion. It is also a tool for hazard fuel reduction to reduce the risk of catastrophic wildfires. Depending on the condition when an area is burned, prescribed fire can address both surface and crown fuels. The fire consumes surface fuel loads, which will reduce fire behavior (flame length and rate of spread) post-burn. A prescribed burn can also increase the height required for a surface fire to transition to a crown fire by scorching lower branches. These scorched branches will eventually fall off, effectively pruning the tree and raising canopy base height. While prescribed fires have been shown to be more efficient at thermal pruning and treating surface fuels than mechanical treatments (Scott 2006), it is not applicable to areas where there is a crown fire risk without a mechanical treatment pre-burn. Restrictive weather parameters under which a burn can be conducted, additional planning requirements, smoke management problems, and increased liability risks make this treatment option more difficult to employ then mechanical treatments. Costs depend on the time of year because it determines the amount of mop-up needed. Other factors influencing cost are unit size, type of equipment needed, number of experienced personnel required, and the cost of preparing firelines or firebreaks. Prescribed Grazing: Prescribed grazing can be a type of fuel treatment where animals consume vegetation and reduce fuel loads and/or fuel density. Grazing is most effective in grasslands where goats, sheep, horses or cattle can consume the fine fuels. Because each animal grazes differently, not all animals will be suited to all areas. Plants and conditions like unit size and shrub density must be suited to the grazing species. Grazing can be used annually in grasslands as a tool to reduce fine fuels and fire hazard. It is a relatively inexpensive treatment method. However, negative effects of overgrazing like soil compaction or increased erosion are possible. Grazing can also result in an influx of invasive NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 497 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 27 |P a g e species. Additional controls like fencing off sensitive or riparian areas may be required to achieve a successful treatment. Generic Treatment Objectives Due to the scale of the Barnstable County Wildfire Preparedness Plan and the complexity of the information that must be conveyed, specific treatment prescriptions are not presented in this plan. A Site Implementation Plan (see Appendix A) should be prepared using concepts presented in this plan and adapting generic treatment prescriptions to specific site conditions and property management goals. The following paragraphs contain possible objectives for fuel treatments. Active Crown Fire Reduction: Treatments can eliminate the potential for the occurrence of active crown fire by decreasing predicted flame lengths from surface fuels and/or decreasing CBD to a level where an active crown fire cannot be sustained (i.e. crowns are further apart). Treatment recommendations include surface fuel treatments (mastication or prescribed burning) and thinning from below by diameter and/or canopy position. Surface fuels should be masticated to within 3' of the boles of all trees with the intent of reducing average surface fuel depths. Mastication should include all herbaceous vegetation, shrubs, and small conifer trees. Crown fuel thinning treatments should select suppressed and intermediate trees and trees with a high crown ratio. If trees were not masticated during felling, they should be removed from the site, piled and burned, or chipped with the resulting material spread out or removed from the site. When possible, stand level plot data should be acquired and analyzed to model existing conditions and to identify target thresholds for fuel removal. This analysis can be achieved by using software such as Fuels Management Analyst 3. Firefighter Access/Egress: Finding suitable places for fire engines to turn around in high-risk areas can aid in increasing suppression capabilities. Aerial photos and field inspections should be used in combination with existing spatial databases of roads to identify roads that are suitable places for a fire engine to turn around. Larger wildland fire apparatus have a turning radius of approximately 65 feet, so a minimum space of approximately 35 feet by 35 feet is required for a 3-point turn. These areas should be clear of trees and shrubs and have no obstacles or holes greater than 8 inches in depth to avoid ground clearance issues associated with smaller engines. Safety Zones: Available safety zones, locations where firefighters and apparatus are clear of wildland fire threats, are crucial in enabling wildland fire suppression. Aerial photos and field inspections should be used in combination with existing spatial databases of roads to identify road and trail junctions where safety zones can be established. Although these junctions usually have areas free of combustible material, the surrounding fuels need treatments that will provide firefighters a buffer of 4 times the surrounding flame lengths. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 498 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 28 |P a g e Identifying stand fuel models and fire behavior specific to a site is more beneficial for designing specific treatments than using the coarse scale flame length data presented in this plan. This analysis can be achieved by using software such as BehavePlus. Strategic Road Buffers: Creating buffers along important roads may help control the spread of wildland fire. For example, a road that separates a housing development from a wildland can be buffered with a firebreak to slow fire spread or reduce fire intensity. Aerial photos and field inspections should be used in combination with existing spatial databases of roads to identify roads that may be used to control the spread of a wildland fire. Surface fuels should be treated for a minimum of 10 to 30 feet on both sides of any road and limbs should be trimmed to a height so as not to impair emergency vehicle passage. Landscape Fuel Treatments: Fire behavior at the landscape scale may be addressed through the application of fuel treatments in a strategic pattern (Finney 2001). Surface fuel treatments should be applied in a staggered, overlapping pattern, perpendicular to the prevailing southwest wind (Finney 2001). Irregularly shaped treatments would still achieve treatment objectives as long as they are placed in a staggered and overlapping manner. Treating a small fraction of the landscape using this treatment method would reduce the rate of spread associated with a large wildfire (Finney 2001). The landscape fuel treatment option is not always feasible depending on the configuration and condition of the property being considered and the capacity of the managing entity. However, this option is best suited to create resilient and healthy ecosystems in the fire adapted landscape that covers much of Barnstable County. Prioritizing Fuel Reduction Treatments: The Barnstable County Wildfire Preparedness Plan is unique in that it attempts to address fire risk for many private ownerships and land management agencies across Barnstable County. Given its complex nature, it is impossible to lay out a comprehensive treatment prioritization and scheduling outline for the entire county. However, it is possible to lay out a hierarchy of actions to be evaluated and addressed in an opportunistic and strategic manner as resources, organizational goals, and needs all unite to present management opportunities. Generally, the highest priority should be given to management actions on areas that are rated as ‘High’ or ‘Extreme’ in the Barnstable County Wildland Fire Risk Assessment. Additionally areas with a “Low” or “Moderate rating containing improvements (developments or infrastructure) or important natural resources that are potentially sensitive to fire impacts, immediately adjacent to areas rated as ‘High’ or ‘Extreme’ should also be given a high priority for management actions. Treatment actions on these lands will be the most effective in reducing overall wildland fire risk. Measures to Reduce Structural Ignitability Many houses throughout Barnstable County are located next to or among areas of undeveloped or preserved lands. Houses in this zone, the WUI, become vulnerable to wildfires that may ignite in the surrounding area. However, homeowners can take simple actions to reduce the potential ignition of their homes. A home’s exterior and yard characteristics can greatly influence its ignitability and chances for survival (Cohen 2000). NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 499 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 29 |P a g e For a home to ignite, all three sides of the fire triangle, heat, fuel and oxygen, must be present. In the WUI, a house may be the fuel. Flames from burning material like firewood piles, vegetation, and neighboring structures supply heat. Firebrands, or floating embers, can also supply heat when they collect on a house or nearby flammable materials like shrubs or firewood piles. Home ignitions depend on the characteristics of the home and its immediate surroundings, particularly the vegetation in the home ignition zone (Figure 20). Figure 20: The home ignition zone (from Cohen 2000). According to a 2003 investigation of structure ignition mechanisms by Blanchi and Leonard following a WUI fire, 50% of home ignitions were from firebrands only, 35% from firebrands and radiant heat, and 10% from radiant heat alone. This means that the flaming front of high intensity fires had less of an effect on home ignition then embers. The fire did not need to continuously burn through vegetation to ignite homes. Because most home ignitions in the WUI occur from lofted firebrands, measures to reduce home ignitability involve managing adjacent fuels and adjusting home design and building materials (Cohen 2000). Clearing the home ignition zone of vegetation or other flammable material and using non-flammable roofing material can greatly reduce the ignition of homes in the WUI. Howard et al. (1973) observed 95 percent survival for homes with non-flammable roofs and a vegetation clearance of 10 to 18 meters. Foote (1994) observed 86 percent survival for homes with non-flammable roofs and a clearance of 10 meters or more. Homeowner initiatives to reduce the potential of home ignitions from wildland fire can be very successful. Many resources exist to aid homeowners in reducing structural ignitability from NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 500 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 30 |P a g e wildland fire. The National Fire Protection Association (NFPA) started the Firewise Communities initiative in 1997 to teach people how to adapt and live with wildfire while encouraging local solutions for wildfire safety and increased preparedness. The Firewise initiative has published many strategies to reduce the risk of structures burning in the WUI during a wildfire. Guides for landscaping and construction, as well as many other resources for homeowners, are available on the Firewise website, www.firewise.org. Firewise has created guides and tools for homeowners, firefighters, and planners to aid in improving wildfire preparedness and reducing WUI fire hazards. For homeowners, they address strategies to reduce home ignition risk in two categories, landscaping and construction. Landscaping: Firewise landscaping focuses on removing or limiting flammable vegetation in the home ignition zone. The home ignition zone can extend up to 200 feet surrounding the house in high risk areas. Firewise divides the home ignition zone further into 3 zones: Zone 1 (30 feet adjacent to home and outbuildings), Zone 2 (30-100 feet from home), and Zone 3 (100-200 feet from the home) (Figure 21). Figure 21: Defensible Space Zones (from Firewise). Maintaining a firewise area in the 30 feet surrounding the home can reduce the risk of structural ignition from firebrands. Zone 1 should be a well-irrigated area free of dense vegetation. The NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 501 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 31 |P a g e Firewise Guide to Landscape and Construction makes the following recommendations for landscaping to reduce fire risk in Zone 1: Space plants carefully, choose low-growing plants free of resins, oils, and waxes that burn easily. Keep grass short by mowing the lawn regularly. Prune trees up to 6-10 feet from the ground, trimming trees that overhang the house. Space conifer trees 30 feet between crowns. Within 5 feet of the home, create a ‘fire-free’ area using non-flammable landscaping material like pebbles and/or high-moisture content plants (Figure 22). Remove dead vegetation from under the deck and within 10 feet of the house. Store firewood away from the home. Water plants, trees, and mulch regularly. Figure 22: Non-flammable materials near the home’s foundation (from Firewise Guide). If the home is in a moderate or high risk area for wildland fire, the next 30-100 feet should also be maintained to reduce fuel. Plants in Zone 2 should also be low-growing, well-irrigated, and less flammable. The Firewise Guide suggests the following: Leave 30 feet between clusters of 2-3 trees, or 20 feet between individual trees. Encourage a mixture of deciduous and coniferous trees. Use driveways, gravel or rock walkways, and lawns to create fuel breaks (Figure 23). Prune trees up 6-10 feet from the ground. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 502 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 32 |P a g e Figure 23: Fuel breaks between vegetation and the house (from Firewise Guide). In high risk areas, vegetation up to 200 feet from the home will also need to be maintained to reduce fire hazard. The Firewise Guide recommends thinning in Zone 3. Removing smaller conifers that are growing between taller trees, reducing the density of tall trees so that their canopies are not touching, and removing heavy accumulations of woody debris are all steps homeowners can take to reduce the risk of structural ignition from wildland fire. Construction: In addition to maintaining or removing vegetation surrounding a home, fire resistant building materials and home design can also reduce a home’s ignition potential. Many lofted firebrands collect on roofs and are responsible for igniting structures (Cohen 2000). Roof ignitions commonly result in total home destruction. The Firewise Guide recommends using Class A, B, or C rated fire resistant roofing material. Fire resistant building materials like cement, stucco, plaster, or masonry on exterior walls retard fire spread. Although vinyl is difficult to ignite, it is not preferred because it can melt or fall away when exposed to extreme heat. The Firewise Guide also makes the following suggestions to building or retro-fitting a Firewise home: Use double-paned or tempered glass: This reduces the risk of fracture or collapse during an extreme wildfire. Glass skylights are a better choice than fiberglass or plastic, which could melt and allow embers to enter the home (Figure 24). Enclose eaves, fascias, soffits and vents: Enclosing eaves or vents with metal screens or boxing them in will prevent firebrands from collecting or entering the home through vents (Figure 24). Protect overhangs and other attachments: Remove vegetation from overhangs, room additions, bay windows, decks, or fences. Boxing in the undersides of decks or balconies with noncombustible or fire resistant materials prevents firebrands from collecting underneath (Figure 24). Separate wooden fences from the house: Do not attach fences of flammable materials like wood directly to the house because they act as fuel bridges. Instead, separate the fence from the house with a masonry or metal barrier. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 503 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 33 |P a g e Figure 24: Home construction that reduces the ignition potential (from Firewise Guide). Firewise Communities: The Firewise program has a mechanism for certifying Firewise Communities. Communities, such as subdivisions, villages, or whole towns, can go through the process of becoming a certified Firewise Community. Benefits to the program include increased public knowledge and awareness about wildfire, a plan of action to reduce wildfire hazard, and greater access to grant funding for wildfire safety or fuel mitigation. There are currently 7 Firewise Communities in New England; 4 in Maine, 2 in Massachusetts (Turkey Hill Community in Holbrook and Hopps Farm Road Association in Vineyard Haven), and 1 in New Hampshire. Nationally, there are 707 communities across 40 states (Firewise 2012). The five basic steps to becoming a nationally-recognized Firewise Community are as follows: 1.Obtain a wildfire risk assessment from the state forestry agency or fire department 2.Create an action plan based on the assessment that includes 3 steps to improve wildfire preparedness 3.Conduct a “Firewise Day” event to publicize the cause, educate the public, and do work such as clearing debris 4.Invest a minimum of $2 per capita in Firewise work each year, which could be through grants or volunteer hours (20 people volunteering 2.5 hours equates to nearly a $1,000 investment) 5.Submit an application to the state Firewise liason If a community meets the criteria and follows the steps to become a Firewise Community, Firewise will present them with plaques and signs to display in the community. Becoming a Firewise Community can improve wildfire prevention education and increase wildfire preparedness. The certification also helps when applying for grants for fuel treatments. Barnstable County could benefit from having multiple Firewise Communities, particularly in areas with a high wildfire risk. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 504 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 34 |P a g e Strategies to Increase Preparedness Research indicates that the most effective ways to increase wildland fire preparedness in Barnstable County include: Applying fuel treatments to areas of high or extreme wildland fire risk Increasing education and public outreach efforts on Firewise/defensible space treatments and fire prevention Increased wildland fire training opportunities for Barnstable County firefighters Fuel treatments can be implemented on high-priority lands (those with high or extreme fire risk) to reduce the threat of wildland fire. Properties or housing developments adjacent to high-risk areas could conduct Firewise work and create defensible space to reduce the threat of wildland fire to structures. Fuel treatments combined with Firewise projects can be very effective at reducing wildland fire risk and increasing wildfire preparedness. Residents of Barnstable County need to be aware of wildfire risk and educated about the steps they can take as homeowners to reduce fire hazard. Two fire departments surveyed indicated that they conduct site visits and discuss defensible space with homeowners. Fire departments, town officials, state agencies, or other professionals can use the risk assessment presented in this plan for prioritizing neighborhoods that may require site visits or Firewise work. This will increase overall wildfire preparedness for Barnstable County. Increasing public outreach and education on wildland fire prevention is equally important on reducing wildfire risk. Common wildfire start occurrences as identified in the fire department survey include careless disposal of smoking materials, permit burns getting out of control, and children playing with fire. Educating the public on safe ways to conduct pile burns or increasing fire awareness during periods of high fire danger can be effective. Additionally, having Smoky the Bear visit Barnstable County schools can help educate children on wildfire prevention. A challenge that Barnstable County faces is the increased population during the summer, which often corresponds with periods of high fire danger. People who are not full-time residents may be unaware of wildfire danger on Cape Cod. If Cape Cod encountered a severe drought or other factors that greatly increased fire danger, public service announcements or other forms of outreach would be important in educating visitors. Expanding opportunities for wildland fire training for town fire departments would increase wildland fire suppression capabilities and wildfire preparedness. Courses in wildland fire at Cape Cod Community College could benefit potential firefighters or serve as continuing education for those already in the fire service. More county or state-run wildfire classes would also benefit town firefighters. Participation on prescribed burns and live fire exercises would provide training opportunities for town departments. The establishment of a county-wide natural communities map would enable detailed wildland fuel model mapping. The county-wide natural community and wildland fuels map would establish a baseline to track landscape level change overtime as a result of disturbance, development, or management actions. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 505 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 35 |P a g e A county-wide atlas of fuel treatments or prescribed burns across Cape Cod would greatly assist land managers and aid in wildfire planning. A county-wide database of the location, size, and date of any fuel treatment work would assist town planners in prioritizing future treatments and following up on past work. A log of wildfire mitigation projects would also aid in assessing the Barnstable County Wildfire Preparedness Plan, as future risk assessments may adjust wildfire risk (i.e. a red polygon goes to a yellow) based on work that has been done. Creating a county- wide database would require collaboration between the towns, Barnstable County offices, the state, and federal agencies with land on Cape Cod. Although creating this database would require effort and diligence, keeping a record of mitigation projects would strengthen wildfire preparedness and direct future work. SOURCES OF FUNDING FOR MITIGATION WORK Wildfire hazard reduction funding is available from numerous grant sources (see Appendix D: Sources of Funding). Many of the grants are specifically designed to address planning and implementation for fuel hazard reduction, equipment acquisition, training, public education, and disaster response. A number of the grant programs provide assistance with planning and implementation on projects related to forestry, wildlife habitat, and endangered species management. In many cases in Barnstable County both fire risk and forestry, wildlife habitat, and endangered species management can be addressed at the same time, enabling well planned programs to be funded by these non-specific fire funding sources. FRAMEWORK TO EVALUATE PLAN Evaluating the Barnstable County Wildfire Preparedness Plan at regular intervals would strengthen its implementation and keep it up to date with current conditions. As community demographics and forest conditions change, so will wildfire risk. The plan and its assessments can be repeated to adapt to these changes. Annual progress reports should be written each year. These brief reports would contain descriptions of what has been done in Barnstable County will keep a record of any projects done relating to the plan. Summaries of any fuel treatments, Firewise work, or major wildfires in Barnstable County would aid greatly in keeping the plan up to date. Full evaluations should be conducted on a periodic basis. Every 5-10 years, the community risk assessment should be repeated as conditions change. This evaluation would identify changes in wildfire risk- such as more development in high-risk areas. This assessment would incorporate the most recent data sets. Additionally, if fuel treatments have been applied and tracked, wildfire risk may be reduced (i.e. an area would shift from red to yellow on the map) and documented. A periodic evaluation would update the Barnstable County Wildfire Preparedness Plan to ensure CWPP goals and objectives are being met and to identify areas for further action. Many resources are available for communities to develop a framework for evaluating their plans, such as the CWPP Evaluation Guide created by the University of Oregon, which contains questionnaires and surveys and is available at the school’s website. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 506 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 36 |P a g e COLLABORATIVE PROCESS The Barnstable County Wildfire Preparedness Plan is a product of collaboration between the Cape Cod Cooperative Extension, Massachusetts Department of Conservation and Recreation, and the Barnstable County Fire Chiefs. Meetings to provide stake holders with the planning process and to receive process input were held with Cape Cod Cooperative Extension officials, the guidance committee (listed on page ii), municipal natural resource managers, Barnstable County Fire Chiefs, the Barnstable County Regional Emergency Planning Committee, and federal and state land managers in Barnstable County. A project summary was presented in a poster board format at the Cape Cod Natural History Conference in March 2012. The County Extension Director for Cape Cod Cooperative Extension provided a project overview during an interview with WQRC 99.9 FM radio and Ocean 104.7 FM radio in April 2012. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 507 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 37 |P a g e GLOSSARY (Modified from the National Wildfire Coordinating Group Glossary of Wildland Fire Terminology) Active Crown Fire - A fire in which a solid flame develops in the crowns of trees, but the surface and crown phases advance as a linked unit dependent on each other. Activity Fuels - Fuels resulting from, or altered by, forestry practices such as timber harvest or thinning, as opposed to naturally created fuels. Aerial Fuels - Standing and supported live and dead combustibles not in direct contact with the ground and consisting mainly of foliage, twigs, branches, stems, cones, bark, and vines. Ambient Air - Air of the surrounding environment. Aspect - Cardinal direction toward which a slope faces. Available Fuel - That portion of the total fuel that would actually burn under various environmental conditions. Backing Fire - Fire spreading, or ignited to spread, into (against) the wind or downslope. A fire spreading on level ground in the absence of wind is a backing fire. Barrier - Any obstruction to the spread of fire. Typically an area or strip devoid of combustible fuel. Behavior - An observable activity or action demonstrated by an individual in a particular context. Bole - The trunk of a tree. British Thermal Unit (Btu)- Amount of heat required to raise 1 pound of water 1 degree Fahrenheit (from 59.50 to 60.50 F), measured at standard atmospheric pressure. Broadcast Burning - Prescribed burning activity where fire is applied generally to most or all of an area within well-defined boundaries for reduction of fuel hazard, as a resource management treatment, or both. Brush - A collective term that refers to stands of vegetation dominated by shrubby, woody plants, or low growing trees, usually of a type undesirable for livestock or timber management. Brush Breaker – A combination of an all-terrain vehicle and fire engine often used to fight wildfires. Brush Fire - A fire burning in vegetation that is predominantly shrubs, brush, and scrub growth. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 508 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 38 |P a g e Brush Management - Manipulation of stands of brush by manual, mechanical, chemical, or biological means or by prescribed burning for the purpose of achieving land management objectives. Build-up - The cumulative effects of long-term drying on current fire danger. Burn Patterns - The characteristic configuration of char left by a fire. In wildland fires burn patterns are influenced by topography, wind direction, length of exposure, and type of fuel. Definitions are scale-dependent: (1) They can be used to trace a fire's origin; (2) They are influenced by severity and intensity within a stand; (3) They describe the landscape mosaic. Burning Conditions - The state of the combined factors of the environment that affect fire behavior in a specified fuel type. Canopy - The stratum containing the crowns of the tallest vegetation present (living or dead), usually above 20 feet. Canopy Base Height – The average height from the ground to a forest stand’s canopy bottom. Canopy Bulk Density – The density of available canopy fuel in a stand, or the mass of available canopy fuel per canopy volume unit. Cardinal Directions - North, south, east, west; used for giving directions and information from the ground or air in describing the fire (e.g., the west flank or east flank, not right flank or left flank). Carrier Fuels - The fuels that support the flaming front of the moving fire. Chain - Unit of measure in land survey, equal to 66 feet (20 M) (80 chains equal 1 mile). Commonly used to report fire perimeters and other fireline distances, this unit is popular in fire management because of its convenience in calculating acreage (e.g., 10 square chains equal one acre). Char - Carbonaceous material formed by incomplete combustion of an organic material, most commonly wood; remains of burned materials. Char Height - The vertical distance above ground scorched or blackened on a tree bole. Climate - The prevalent or characteristic meteorological conditions of any place or region, and their extremes. Community Wildfire Protection Plan (CWPP)- A plan developed in the collaborative framework established by the Wildland Fire Leadership Council and agreed to by state, tribal, and local government, local fire department, other stakeholders and federal land management agencies managing land in the vicinity of the planning area. A Community Wildfire Protection Plan (CWPP) identifies and prioritizes areas for hazardous fuel reduction treatments and NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 509 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 39 |P a g e recommends the types and methods of treatment on Federal and non-Federal land that will protect one or more at-risk communities and essential infrastructure and recommends measures to reduce structural ignitability throughout the at-risk community. A CWPP may address issues such as wildfire response, hazard mitigation, community preparedness, or structure protection – or all of the above. Condition Class - Depiction of the degree of departure from historical fire regimes, possibly resulting in alternations of key ecosystem components. These classes categorize and describe vegetation composition and structure conditions that currently exist inside the Fire Regime Groups. Based on the coarse-scale national data, they serve as generalized wildfire rankings. The risk of loss of key ecosystem components from wildfires increases from Condition Class 1 (lowest risk) to Condition Class 3 (highest risk). Condition of Vegetation - Stage of growth or degree of flammability of vegetation that forms part of a fuel complex. Herbaceous stage is at times used when referring to herbaceous vegetation alone. In grass areas minimum qualitative distinctions for stages of annual growth are usually green, curing, and dry or cured. Conduction - Heat transfer through a material from a region of higher temperature to a region of lower temperature. Conflagration - A raging, destructive fire. Often used to connote such a fire with a moving front as distinguished from a fire storm. Consumption - The amount of a specified fuel type or strata that is removed through the fire process, often expressed as a percentage of the preburn weight. Control Line - An inclusive term for all constructed or natural barriers and treated fire edges used to control a fire. Convection - The transfer of heat by the movement of a gas or liquid; convection, conduction, and radiation are the principal means of energy transfer. Coordinates - The intersection of lines of reference, usually expressed in degrees/minutes/seconds of latitude and longitude, used to determine or report position or location. Cover - The area on the ground covered by the combined aerial parts of plants expressed as a percent of the total area. Cover Type - The designation of a vegetation complex described by dominant species, age, and form. Creeping Fire - Fire burning with a low flame and spreading slowly. Crown Consumption - Combustion of the twigs, and needles or leaves of a tree during a fire. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 510 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 40 |P a g e Crown Cover - The ground area covered by the crown of a tree as delimited by the vertical projection of its outermost perimeter. Crown Fire - A fire that advances from top to top of trees or shrubs more or less independent of a surface fire. Crown fires are sometimes classed as running or dependent to distinguish the degree of independence from the surface fire. Crown Out - A fire that rises from ground into the tree crowns and advances from tree top to tree top. To intermittently ignite tree crowns as a surface fire advances. Crown Ratio - The ratio of live crown to tree height. Crowning Potential - A probability that a crown fire may start, calculated from inputs of foliage moisture content and height of the lowest part of the tree crowns above the surface. Curing - Drying and browning of herbaceous vegetation due to mortality or senescence, and also loss of live fuel moisture content of woody fuel following mechanically-caused mortality (e.g., woody debris slash.) Dead Fuels - Fuels with no living tissue in which moisture content is governed almost entirely by absorption or evaporation of atmospheric moisture (relative humidity and precipitation). Debris Burning Fire - In prescribed fire terminology, a fire used to dispose of scattered, piled, or windrowed dead woody fuel, generally in the absence of a merchantable overstory. Its purpose is to reduce unsightly fuel concentrations, or consume unwanted natural fuels to facilitate subsequent resource management or land use actions on the area. Dew Point - Temperature to which a specified parcel of air must cool, at constant pressure and water-vapor content, in order for saturation to occur. The dew point is always lower than the wet-bulb temperature, which is always lower than the dry-bulb temperature, except when the air is saturated and all three values are equal. Fog may form when temperature drops to equal the dew point. Digital Elevation Model - A set of points which defines the terrain as numbers for computer applications. This data may be used to draw contours, make ortho photos, slope maps, and drive fire models. Direct Attack - Any treatment applied directly to burning fuel such as wetting, smothering, or chemically quenching the fire or by physically separating the burning from unburned fuel. Direct Protection Area - That area for which a particular fire protection organization has the primary responsibility for attacking an uncontrolled fire and for directing the suppression action. Such responsibility may develop through law, contract, or personal interest of the firefighting agent (e.g., a lumber operator). Several agencies or entities may have some basic responsibilities NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 511 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 41 |P a g e (e.g., private owner) without being known as the fire organization having direct protection responsibility. Dormant Season Burning - Prescribed burning early in the dry season before the leaves and undergrowth are completely dry or before the leaves are shed, as an insurance against more severe fire damage later on. Draped Fuels - Needles, leaves, and twigs that have fallen from above and have lodged on lower branches or brush. Draped fuels are part of aerial fuels. Drought - A period of relatively long duration with substantially below-normal precipitation, usually occurring over a large area. Drought Index - A number representing the net effect of evaporation, transpiration and precipitation in producing cumulative moisture depletion in deep duff or upper soil layers. Dry Bulb Temperature - The temperature of the air measured in the shade 4-8 feet above the ground. Duff - The layer of decomposing organic materials lying below the litter layer of freshly fallen twigs, needles, and leaves and immediately above the mineral soil. Ecosystem - An interacting natural system including all the component organisms together with the abiotic environment and processes affecting them. Ecosystem Sustainability - A concept that promotes the use of natural resources to benefit humans while conserving and wisely managing natural ecosystems for the future. Edge - The boundary between two fairly distinct fuel types. Effective Windspeed - The midflame windspeed adjusted for the effect of slope on fire spread. Emission - A release of combustion gases and aerosols into the atmosphere. Engine - Any ground vehicle providing specified levels of pumping, water, and hose capacity but with less than the specified level of personnel. Entrapment - A situation where personnel are unexpectedly caught in a fire behavior-related, life-threatening position where planned escape routes or safety zones are absent, inadequate, or compromised. An entrapment may or may not include deployment of a fire shelter for its intended purpose. These situations may or may not result in injury. They include "near misses." Environment - The complex surroundings of an item or area of interest, such as air, water, natural resources, and their physical conditions (temperature, humidity). NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 512 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 42 |P a g e Escape Route - A preplanned and understood route firefighters take to move to a safety zone or other low-risk area. When escape routes deviate from a defined physical path, they should be clearly marked (flagged). Escaped Fire - Fire which has exceeded or is expected to exceed initial attack capabilities or prescription. Evacuation - An organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas, and their reception and care in safe areas. Exposure - Property that may be endangered by a fire burning in another structure or by a wildfire. Extreme Fire Behavior - "Extreme" implies a level of fire behavior characteristics that ordinarily precludes methods of direct control action. One or more of the following is usually involved: high rate of spread, prolific crowning and/or spotting, presence of fire whirls, strong convection column. Predictability is difficult because such fires often exercise some degree of influence on their environment and behave erratically, sometimes dangerously. Fine Fuel Moisture - The probable moisture content of fast-drying fuels which have a timelag constant of 1 hour or less; such as, grass, leaves, ferns, tree moss, pine needles, and small twigs (0-1/4"). Fine Fuels - Fast-drying dead or live fuels, generally characterized by a comparatively high surface area-to-volume ratio, which are less than 1/4-inch in diameter and have a timelag of one hour or less. These fuels (grass, leaves, needles, etc.) ignite readily and are consumed rapidly by fire when dry. Fire - Rapid oxidation, usually with the evolution of heat and light; heat fuel, oxygen and interaction of the three. Fire Behavior - The manner in which a fire reacts to the influences of fuel, weather, and topography. Fire Behavior Prediction Model - A set of mathematical equations that can be used to predict certain aspects of fire behavior when provided with an assessment of fuel and environmental conditions. Fire Behavior Prediction System - A system that uses a set of mathematical equations to predict certain aspects of fire behavior in wildland fuels when provided with data on fuel and environmental conditions. Fire Benefits - Fire effects with positive monetary, social, or emotional value or that contribute, through changes in the resource base, to the attainment of organizational goals. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 513 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 43 |P a g e Fire Damage - Detrimental fire effects expressed in monetary or other units, including the unfavorable effects of fire-induced changes in the resource base on the attainment of organizational goals. Fire Danger - Sum of constant danger and variable danger factors affecting the inception, spread, and resistance to control, and subsequent fire damage; often expressed as an index. Fire Dependent - Plants and vegetation communities which have evolved adaptations such as a reliance on fire as a disturbance agent, protection as a species against the effects of wildland fire, or even a strengthening or enhancement by it. Fire Ecology - The study of the effects of fire on living organisms and their environment. Fire Effects - The physical, biological, and ecological impacts of fire on the environment. Fire Environment - The surrounding conditions, influences, and modifying forces of topography, fuel, and weather that determine fire behavior. Fire Frequency - A general term referring to the recurrence of fire in a given area over time. Fire Front - The part of a fire within which continuous flaming combustion is taking place. Unless otherwise specified, the fire front is assumed to be the leading edge of the fire perimeter. In ground fires, the fire front may be mainly smoldering combustion. Fire Hazard - A fuel complex, defined by volume, type condition, arrangement, and location, that determines the degree of ease of ignition and of resistance to control. Fire Hazard Index - A numerical rating for specific fuel types, indicating the relative probability of fires starting and spreading, and the probable degree of resistance to control; similar to burning index, but without effects of wind speed. Fire Hazardous Areas - Those wildland areas where the combination of vegetation, topography, weather, and the threat of fire to life and property create difficult and dangerous problems. Fire Interval - The number of years between two successive fire events for a given area; also referred to as fire-free interval or fire-return interval. Fire Management - Activities required for the protection of burnable wildland values from fire and the use of prescribed fire to meet land management objectives. Fire Management Area - One or more parcels of land having a common set of fire management objectives. Fire Management Objective - Planned, measurable result desired from fire protection and use based on land management goals and objectives. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 514 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 44 |P a g e Fire Management Plan (FMP)- A plan which identifies and integrates all wildland fire management and related activities within the context of approved land/resource management plans. It defines a program to manage wildland fires (wildfire, prescribed fire, and wildland fire use). The plan is supplemented by operational plans, including but not limited to preparedness plans, preplanned dispatch plans, and prevention plans. Fire Management Plans assure that wildland fire management goals and components are coordinated. Fire Perimeter - The entire outer edge or boundary of a fire. Fire Planning - Systematic technological and administrative management process of designing organization, facilities, and procedures, including fire use, to protect wildland from fire. Fire Potential - The likelihood of a wildland fire event measured in terms of anticipated occurrence of fire(s) and management's capabiltiy to respond. Fire potential is influenced by a sum of factors that includes fuel conditions (fuel dryness and/or other inputs), ignition triggers, significant weather triggers, and resource capability. Fire Presuppression - Activities undertaken in advance of fire occurrence to help ensure more effective fire suppression. Activities includes overall planning, recruitment and training of fire personnel, procurement and maintenance of firefighting equipment and supplies, fuel treatment and creating, maintaining, and improving a system of fuelbreaks, roads, water sources, and control lines. Fire Prevention - Activities such as public education, community outreach, law enforcement, and reduction of fuel hazards that are intended to reduce wildland fire and the risks it poses to life and property. Fire Progression - The progress of the fire outwards from the point of origin. Fire Regime - Description of the patterns of fire occurrences, frequency, size, severity, and sometimes vegetation and fire effects as well, in a given area or ecosystem. A fire regime is a generalization based on fire histories at individual sites. Fire regimes can often be described as cycles because some parts of the histories usually get repeated, and the repetitions can be counted and measured, such as fire return interval. Fire Regime Current Condition Class - A qualitative measure classified into three classes describing the relative degree of departure from historical fire regimes, possibly resulting in alterations of key ecosystem components such as species composition, structural stage, stand age, canopy closure, and fuel loadings. Fire Resistant Tree - A species with compact, resin-free, thick corky bark and less flammable foliage that has a relatively lower probability of being killed or scarred by a fire than a fire sensitive tree. Fire Resources - All personnel and equipment available or potentially available for assignment to incidents. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 515 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 45 |P a g e Fire Risk - The chance of fire starting, as determined by the presence and activity of causative agents. Fire Season - Period(s) of the year during which wildland fires are likely to occur, spread, and affect resources values sufficient to warrant organized fire management activities. Fire Sensitive Tree - A species with thin bark or highly flammable foliage that has a relatively greater probability of being killed or scarred by a fire. Fire Severity - Degree to which a site has been altered or disrupted by fire; loosely, a product of fire intensity and residence time. Fire Shelter - An aluminized tent offering protection by means of reflecting radiant heat and providing a volume of breathable air in a fire entrapment situation. Fire shelters should only be used in life threatening situations, as a last resort. Fire Spread Model - A set of physics and empirical equations that form a mathematical representation of the behavior of fire in uniform wildland fuels. Fire Storm - Violent convection caused by a large continuous area of intense fire. Often characterized by destructively violent surface indrafts, near and beyond the perimeter, and sometimes by tornado-like whirls. Fire Suppression - All work and activities connected with control and fire-extinguishing operations, beginning with discovery and continuing until the fire is completely extinguished. Fire Treatment - The use of fire to accomplish a specified objective. Fire Triangle - Instructional aid in which the sides of a triangle are used to represent the three factors (oxygen, heat, fuel) necessary for combustion and flame production; removal of any of the three factors causes flame production to cease. Fire Weather - Weather conditions which influence fire ignition, behavior, and suppression. Firebrand - Any source of heat, natural or human made, capable of igniting wildland fuels. Flaming or glowing fuel particles that can be carried naturally by wind, convection currents, or by gravity into unburned fuels. Firebreak - A natural or constructed barrier used to stop or check fires that may occur, or to provide a control line from which to work. Fireline - The part of a containment or control line that is scraped or dug to mineral soil. Fireline Intensity - The product of the available heat of combustion per unit of ground and the rate of spread of the fire, interpreted as the heat released per unit of time for each unit length of NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 516 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 46 |P a g e fire edge. The primary unit is Btu per second per foot (Btu/sec/ft) of fire front. The rate of heat release per unit time per unit length of fire front. Numerically, it is the product of the heat yield, the quantity of fuel consumed in the fire front, and the rate of spread. Firewise -A national program designed to reach beyond the fire service by involving homeowners, community leaders, planners, developers, and others in the effort to protect people, property, and natural resources from the risk of wildland fire before a fire starts. Flame - A mass of gas undergoing rapid combustion, generally accompanied by evolution of sensible heat and incandescence. Flame Depth - The depth of the fire front. Flame Height - The average maximum vertical extension of flames at the leading edge of the fire front. Occasional flashes that rise above the general level of flames are not considered. This distance is less than the flame length if flames are tilted due to wind or slope. Flame Length - The distance between the flame tip and the midpoint of the flame depth at the base of the flame (generally the ground surface), an indicator of fire intensity. Flammability - The relative ease with which fuels ignite and burn regardless of the quantity of the fuels. Preferred to "inflammability." Flammable - Easily ignitable and capable of burning and producing flames. FlamMap - A fire behavior mapping and analysis program that computes potential fire behavior characteristics (spread rate, flame length, fireline intensity, etc.) over an entire landscape for constant weather and fuel moisture conditions. Flank Fire - A firing technique consisting of treating an area with lines of fire set into the wind which burn outward at right angles to the wind. Flare-up - Any sudden acceleration in rate of spread or intensification of the fire. Unlike blowup, a flare-up is of relatively short duration and does not radically change existing control plans. Flash Fuels - Highly combustible fine fuels such as grass, leaves, draped pine needles, fern, tree moss and some kinds of slash, which ignite readily and are consumed rapidly when dry. Foliar Moisture Content – The probable moisture content of live foliage in the canopy. Forest Fire - Variously defined for legal purposes (e.g., the State of California Public Resources Code: uncontrolled fire on lands covered wholly or in part by timber, brush, grass, grain, or other flammable vegetation). Types of fires are ground, surface, and crown. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 517 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 47 |P a g e Forest Residue - Accumulation in the forest of living or dead (mostly woody) material that is added to and rearranged by human activities such as harvest, cultural operations, and land clearing. Forward Rate of Spread - The speed with which a fire moves in a horizontal direction across the landscape, usually expressed in chains per hour or feet per minute. Free Burning -The condition of a fire or part of a fire that has not been slowed by natural barriers or by control measures. Frequency of Occurrence - A quantitative expression of the presence or absence of individuals of a species in a population; the ratio between the number of sample units that contain a species and the total number of sample units. Fuel - Any combustible material, especially petroleum-based products and wildland fuels. Fuel Arrangement - A general term referring to the spatial distribution and orientation of fuel particles or pieces. Fuel Bed - An array of fuels usually constructed with specific loading, depth, and particle size to meet experimental requirements; also, commonly used to describe the fuel composition. Fuel Bed Depth - Average height of surface fuels contained in the combustion zone of a spreading fire front. Fuel Characteristics - Factors that make up fuels such as compactness, loading, horizontal continuity, vertical arrangement, chemical content, size and shape, and moisture content. Fuel Class - Part of the National Fire Danger Rating System (NFDRS). Group of fuels possessing common characteristics. Dead fuels are grouped according to 1-, 10-, 100-, and 1000-hour timelag, and living fuels are grouped as herbaceous (annual or perennial) or woody. Fuel Condition - Relative flammability of fuel as determined by fuel type and environmental conditions. Fuel Continuity - The degree or extent of continuous or uninterrupted distribution of fuel particles in a fuel bed thus affecting a fire's ability to sustain combustion and spread. This applies to aerial fuels as well as surface fuels. Fuel Depth - The average distance from the bottom of the litter layer to the top of the layer of fuel, usually the surface fuel. Fuel Group - An identifiable association of fuel elements of distinctive species, form, size, arrangement, or other characteristics. General fuel groups are grass, brush, timber, and slash. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 518 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 48 |P a g e Fuel Loading - The amount of fuel present expressed quantitatively in terms of weight of fuel per unit area. This may be available fuel (consumable fuel) or total fuel and is usually dry weight. Fuel Management - Act or practice of controlling flammability and reducing resistance to control of wildland fuels through mechanical, chemical, biological, or manual means, or by fire, in support of land management objectives. Fuel Model - Simulated fuel complex for which all fuel descriptors required for the solution of a mathematical rate of spread model have been specified. Fuel Modification - Manipulation or removal of fuels to reduce the likelihood of ignition and/or to lessen potential damage and resistance to control (e.g., lopping, chipping, crushing, piling and burning). Fuel Moisture Content - The quantity of moisture in fuel expressed as a percentage of the weight when thoroughly dried at 212 degrees F. Fuel Reduction - Manipulation, including combustion, or removal of fuels to reduce the likelihood of ignition and/or to lessen potential damage and resistance to control. Fuel Size Class - A category used to describe the diameter of down dead woody fuels. Fuels within the same size class are assumed to have similar wetting and drying properties, and to preheat and ignite at similar rates during the combustion process. Fuel Treatment - Manipulation or removal of fuels to reduce the likelihood of ignition and/or to lessen potential damage and resistance to control (e.g., lopping, chipping, crushing, piling and burning). Fuel Type - An identifiable association of fuel elements of distinctive species, form, size, arrangement, or other characteristics that will cause a predictable rate of spread or resistance to control under specified weather conditions. Fuelbreak - A natural or manmade change in fuel characteristics which affects fire behavior so that fires burning into them can be more readily controlled. Fuelbreak System - A series of modified strips or blocks tied together to form continuous strategically located fuel breaks around land units. Geographic Information System (GIS)-A system for storing and manipulating geographical or spatial information on computer. GIS Layer - A collection of specific elements, such as trees, roads, or buildings that can be viewed together with other layers for a complete overview of the area, or separately to give a more specific indication of the presence of that particular element. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 519 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 49 |P a g e Global Positioning System (GPS)- A system of navigational satellites operated by the U.S. Department of Defense and available for civilian use. The system can track objects anywhere in the world with an accuracy of approximately 40 feet. Grass Fire - Any fire in which the predominant fuel is grass or grasslike. Greenbelt - Landscaped and regularly maintained fuelbreak, usually put to some additional use (e.g., golf course, park, playground). Ground Fire - Fire that consumes the organic material beneath the surface litter ground, such as a peat fire. Ground Fuel - All combustible materials below the surface litter, including duff, tree or shrub roots, punky wood, peat, and sawdust, that normally support a glowing combustion without flame. Ground Truth - Verification at the site of what has been observed and/or measured from aircraft, satellites, other aerial platforms, aerial photographs, or maps. Growing Season Burning - Prescribed burning or wildland fire use during the photosynthetically-active growing season, where live fuel moistures are relatively high and the dominant vegetation, grasses, forbs, and herbaceous vegetation are fully greened. Gust - Rapid fluctuations in wind speed with a variation of 10 knots (11.5 mph) or more between peaks and lulls. Handline - Fireline constructed with hand tools. Hazard - Any real or potential condition that can cause injury, illness or death of personnel, or damage to, or loss of equipment or property. Hazard Assessment - Assess hazards to determine risks. Assess the impact of each hazard in terms of potential loss, cost, or strategic degradation based on probability and severity. Hazard Fuel - A fuel complex defined by kind, arrangement, volume, condition, and location that presents a threat of ignition and resistance to control. Hazard Map - Map of the area of operations that shows all of the known aerial hazards, including but not limited to power lines, military training areas, hang gliding areas, etc. Hazard Reduction - Any treatment of living and dead fuels that reduces the potential spread or consequences of fire. Head Fire - A fire spreading or set to spread with the wind. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 520 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 50 |P a g e Head of a Fire - The most rapidly spreading portion of a fire's perimeter, usually to the leeward or up slope. Healthy Forests Restoration Act (HFRA)– A 2003 law enacted to expedite high-priority fuel reduction and forest restoration on public lands. This act also contains the three requirements for a Community Wildfire Protection Plan (CWPP). Heat - Temperatures higher than that of the normal atmosphere, produced by the process of burning or oxidation. Heat Content - The net amount of heat that would be given off if fuel burns when it is absolutely dry, noted as Btu per pound of fuel. Heat Transfer - Process by which heat is imparted from one body to another, through conduction, convection, and radiation. Heavy Fuels - Fuels of large diameter such as snags, logs, large limbwood, which ignite and are consumed more slowly than flash fuels. Also called coarse fuels. Height - The vertical measurement of vegetation from the top of the crown to ground level. Herb - A plant that does not develop woody, persistent tissue but is relatively soft or succulent and sprouts from the base (perennials) or develops from seed (annuals) each year. Includes grasses, forbs and ferns. Herbaceous Fuel Moisture - In NFDRS, a calculated value representing the approximate moisture content of the live herbaceous vegetation in the rating area expressed as a percentage of the oven dry weight of the sample. Home Assessment - Evaluation of a dwelling and its immediate surroundings to determine its potential to escape damage by an approaching wildland fire. Includes the fuels and vegetation in the yard and adjacent to the structure, roof environment, decking and siding materials, prevailing winds, topography, fire history, etc., with the intent of mitigating fire hazards and risks. Humidity - General term referring to the moisture content of the atmosphere. Ignition Factor - The conditions, subsequent actions, and sequence of events that bring a competent ignition source into contact with the materials first ignited. Also referred to as the cause of the fire. Ignition Probability - Chance that a firebrand will cause an ignition when it lands on receptive fuels. Implementation Plan - The design and definition of all the activities, resources, limitations, and contingencies required for successful wildland fire management. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 521 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 51 |P a g e Indirect Attack - A method of suppression in which the control line is located some considerable distance away from the fire's active edge. Generally done in the case of a fast- spreading or high-intensity fire and to utilize natural or constructed firebreaks or fuelbreaks and favorable breaks in the topography. The intervening fuel is usually backfired; but occasionally the main fire is allowed to burn to the line, depending on conditions. In-stand Wind - Wind speed within a stand at about eye level. Island - An unburned area within a fire perimeter. I-Zone - An area that, in relation to wildland/urban fire, has a set of conditions that provides the opportunity for fire to burn from wildland vegetation to the home/structure ignition zone. Keetch-Byram Drought Index (KBDI)- An estimate (0-800) of the amount of precipitation (in 100ths of inches) needed to bring the top 8 inches of soil back to saturation. A value of 0 is complete saturation of the soil, a value of 800 means 8.00 inches of precipitation would be needed for saturation. In the 1988 version of NFDRS, outputs of KBDI are used to adjust live and dead fuel loadings. Ladder Fuels - Fuels which provide vertical continuity between strata, thereby allowing fire to carry from surface fuels into the crowns of trees or shrubs with relative ease. They help initiate and assure the continuation of crowning. LANDFIRE - Also known as the Landscape Fire and Resource Management Planning Tools Project, is a five-year, multi-partner project producing consistent and comprehensive maps and data describing vegetation, wildland fuel, and fire regimes across the United States. Land Use Plan - A set of decisions that establish management direction for land within an administrative area; an assimilation of land-use-plan-level decisions developed through the planning process regardless of the scale at which the decisions were developed. Large Fire - For statistical purposes, a fire burning more than a specified area of land e.g., 300 acres. Life-Safety - Refers to the joint consideration of both the life and physical well-being of individuals. Light (Fine) Fuels - Fast-drying fuels, generally with a comparatively high surface area-to- volume ratio, which are less than 1/4-inch in diameter and have a timelag of 1 hour or less. These fuels readily ignite and are rapidly consumed by fire when dry. Live Fuel Moisture Content - Ratio of the amount of water to the amount of dry plant material in living plants. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 522 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 52 |P a g e Live Fuels - Living plants, such as trees, grasses, and shrubs, in which the seasonal moisture content cycle is controlled largely by internal physiological mechanisms, rather than by external weather influences. Live Herbaceous Moisture Content - Ratio of the amount of water to the amount of dry plant material in herbaceous plants, i.e., grasses and forbs. Live Woody Moisture Content - Ratio of the amount of water to the amount of dry plant material in shrubs. Local Winds - Winds which are generated over a comparatively small area by local terrain and weather. They differ from those which would be appropriate to the general pressure pattern. Logging Debris - Unwanted tree parts (crowns, logs, uprooted stumps) remaining after harvest. Lopping - After felling, cutting branches, tops, and unwanted boles into lengths such that resultant logging debris will lie close to the ground. Lopping and Scattering - Lopping logging debris and spreading it more or less evenly over the ground. National Fire Danger Rating System (NFDRS)- A uniform fire danger rating system that focuses on the environmental factors that control the moisture content of fuels. Mass Fire - A fire resulting from many simultaneous ignitions that generates a high level of energy output. Mathematical Model - A model that is a quantitative and mathematical representation or simulation which attempts to descibe the characteristics or relationship of physical events. Mean Fire Return Interval - Arithmetic average of all fire intervals in a given area over a given time. Methodology - A set of standardized procedures and practices that have been peer-reviewed and have received general acceptance by the profession. Mid-Flame Windspeed - The speed of the wind measured at the midpoint of the flames, considered to be most representative of the speed of the wind that is affecting fire behavior. Mineral Soil - Soil layers below the predominantly organic horizons; soil with little combustible material. Mitigation - Those activities implemented prior to, during, or after an incident which are designed to reduce or eliminate risks to persons or property that lessen the actual or potential effects or consequences of an incident. Mitigation measures can include efforts to educate NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 523 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 53 |P a g e governments, businesses, and the general public on measures they can take to reduce loss and injury and are often informed by lessons learned from prior incidents. Mitigation Actions - On-the-ground actions that will serve to increase the defensibility of the Maximum Management Area (MMA); check, direct, or delay the spread of fire; and minimize threats to life, property, and resources. Mitigation actions may include mechanical and physical non-fire tasks, specific fire applications, and limited suppression actions. These actions will be used to construct firelines, reduce excessive fuel concentrations, reduce vertical fuel continuity, create fuel breaks or barriers around critical or sensitive sites or resources, create "black lines" through controlled burnouts, and to limit fire spread and behavior. Model - A simplified or generalized representation of reality; a description, analogy, picture, or hypothesis to help visualize something that cannot be directly observed. Moisture of Extinction - The fuel moisture content, weighed over all the fuel classes, at which the fire will not spread. Also called extinction moisture content (EMC). Mop Up - Extinguishing or removing burning material near control lines, felling snags, and trenching logs to prevent rolling after an area has burned, to make a fire safe, or to reduce residual smoke. Mosaic - The intermingling of plant communities and their successional stages in such a manner as to give the impression of an interwoven design. National Wildlife Refuge System - All lands, waters and interests therein administered by the Fish and Wildlife Service for the protection and conservation of fish and wildlife, including those that are threatened with extinction. Native Species - A species which is a part of the original fauna or flora of the area in question. Natural Barrier - Any area where lack of flammable material obstructs the spread of wildfires. Natural Fuels - Fuels resulting from natural processes and not directly generated or altered by land management practices. Nonflammable - Material unlikely to burn when exposed to flame under most conditions. Objective - A description of a desired condition; quantified and measured, and where possible, with established time frames for achievement or specific, achievable, measurable, time-limited results to be achieved through land management practices, either through a description of a desired condition or the degree of desired change in an attribute. One-hour Timelag Fuel Moisture (1-h TL FM)- Moisture content of one-hour timelag fuels. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 524 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 54 |P a g e One-hour Timelag Fuels - Fuels consisting of dead herbaceous plants and roundwood less than about one-fourth inch (6.4 mm) in diameter. Also included is the uppermost layer of needles or leaves on the forest floor. One-hundred Hour Timelag Fuel Moisture (100-h TL FM)- The moisture content of the l00- hour timelag fuels. One-hundred Hour Timelag Fuels - Dead fuels consisting of roundwood in the size range of 1 to 3 inches (2.5 to 7.6 cm) in diameter and very roughly the layer of litter extending from approximately three-fourths of an inch (1.9 cm) to 4 inches (10 cm) below the surface. Open Burning - Burning of any fuel outdoors without the use of mechanical combustion enhancements. Organic Matter - That fraction of the soil that includes plant and animal residues at various stages of decomposition, cells and tissues of soil organisms, and substances synthesized by the soil population. Parameter - A variable which can be measured quantitatively; sometimes, an arbitrary constant; associated with populations. One of the unknown values that determine a model. Particle Size - The size of a piece of fuel, often expressed in terms of size classes. Parts of a Fire - Different areas of the fire usually determined by the predominant direction of fire spread and delineated from the fastest moving area (head) to the slowest moving area (base or tail). The most rapidly moving portion is designated the head of the fire, the adjoining portions of the perimeter at right angles to the head are known as the flanks, and the slowest moving portion is known as the rear or the base of the fire. Passive Crown Fire - A fire in the crowns of trees in which trees or groups of trees torch, ignited by the passing front of the fire. The torching trees reinforce the spread rate, but these fires are not basically different from surface fires. Pattern - The distribution of an aerially delivered retardant drop on the target area in terms of its length, width, and momentum (velocity x mass) as it approaches the ground. The latter determines the relative coverage level of the fire retardant on fuel within the pattern. Piling and Burning - Piling slash resulting from logging or fuel management activities and subsequently burning the individual piles. Preattack Planning - Within designated blocks of land, planning the locations of firelines, fire camps, water sources, and helispots; planning transportation systems, probable rates of travel, and constraints of travel on various types of attack units; and determining what types of attack units likely would be needed to construct particular firelines, their probable rate of fireline construction, and topographic constraints on fireline construction. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 525 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 55 |P a g e Precipitation - Any or all forms of water particles, liquid or solid, that fall from the atmosphere and reach the ground. Precipitation Amount - The total amount of precipitation that occurred within the preceding 24- hour period. Precipitation Duration - Time, in hours and fraction of hours that a precipitation event lasts. More precisely, for fire danger rating purposes, the length of time that fuels are subjected to liquid water. Prescribed Burning - Application of prescribed fire. Prescribed Fire - Any fire ignited by management actions to meet specific objectives. A written, approved prescribed fire plan must exist, and NEPA requirements (where applicable) must be met, prior to ignition. Prescribed Fire Burn Plan - A plan required for each fire application ignited by management. Plans are documents prepared by qualified personnel, approved by the agency administrator, and include criteria for the conditions under which the fire will be conducted (a prescription). Plan content varies among the agencies. Prescription - Measurable criteria that define conditions under which a prescribed fire may be ignited, guide selection of appropriate management responses, and indicate other required actions. Prevention - Activities directed at reducing the incidence of fires, including public education, law enforcement, personal contact, and reduction of fuel hazards (fuels management). Probability - A number representing the chance that a given event will occur. The range is from 0% for an impossible event, to 100% for an inevitable event. Probability of Ignition - The chance that a firebrand will cause an ignition when it lands on receptive fuels. Protection - The actions taken to limit the adverse environmental, social, political, and economical effects of fire. Protection Area - That area for which a particular fire protection organization has the primary responsibility for attacking an uncontrolled fire and for directing the suppression action. Such responsibility may develop through law, contract, or personal interest of the firefighting agent (e.g., a lumber operator). Several agencies or entities may have some basic responsibilities (e.g., private owner) without being known as the fire organization having direct protection responsibility. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 526 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 56 |P a g e Protection Boundary - The exterior perimeter of an area within which a specified fire agency has assumed a degree of responsibility for wildland fire control. It may include land in addition to that for which the agency has jurisdiction or contractual responsibility. Punky Material - Partly decayed material, such as old wood, in which fire can smolder unles it is carefully mopped up and extinguished. A good receptor for firebrands when dry. Radiation - Transfer of heat in straight lines through a gas or vacuum other than by heating of the intervening space. Rate of Spread - The relative activity of a fire in extending its horizontal dimensions. It is expressed as rate of increase of the total perimeter of the fire, as rate of forward spread of the fire front, or as rate of increase in area, depending on the intended use of the information. Usually it is expressed in chains or acres per hour for a specific period in the fire's history. Rate of Spread Factor - A factor usually on a scale of 1 to 100 which represents a relative rate of forward spread for a specific fuel condition and fixed weather conditions (or fuel model). Factors can be used as multipliers, arguments for entering tables, or provide a ratio of values between two fuels. Reburn - Repeat burning of an area over which a fire has previously passed, but left fuel that later ignites when burning conditions are more favorable. Relative Humidity (RH)- The ratio of the amount of moisture in the air, to the maximum amount of moisture that air would contain if it were saturated. The ratio of the actual vapor pressure to the saturated vapor pressure. Residual Smoke - Smoke produced by smoldering material. The flux of smoke originating well after the active flaming combustion period with little or no vertical buoyancy and, therefore, most susceptible to subsidence inversions and down-valley flows. Resources - Personnel, equipment, services and supplies available, or potentially available, for assignment to incidents. Personnel and equipment are described by kind and type, e.g., ground, water, air, etc., and may be used in tactical, support or overhead capacities at an incident. Restoration - The continuation of rehabilitation beyond the initial three years or the repair or replacement of major facilities damaged by the fire. Risk - The chance of fire starting as determined by the presence and activity of causative agents. Risk Index - A number related to the probability of a firebrand igniting a fire. Risk Management (RM)- A continuous, five-step process that provides a systematic method for identifying and managing the risks associated with any operation. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 527 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 57 |P a g e Risk Source - Identifiable human activity that historically has been a major cause of wildfires on a protection unit; one of the eight general causes listed on the standard fire report. Run (Of a Fire)- Rapid advance of the head of a fire, characterized by a marked transition in fireline intensity and rate of spread with respect to that noted before and after the advance. Running Fire - Behavior of a fire spreading rapidly with a well-defined head. Rural - Any area wherein residences and other developments are scattered and intermingled with forest, range, or farm land and native vegetation or cultivated crops. Scorch Height - Average heights of foliage browning or bole blackening caused by a fire. Shaded Fuelbreak - Fuelbreaks built in timbered areas where the trees on the break are thinned and pruned to reduce the fire potential yet retain enough crown canopy to make a less favorable microclimate for surface fires. Short-Range Spotting - Firebrands, flaming sparks, or embers are carried by surface winds, starting new fires beyond the zone of direct ignition by the main fire. The range of such spotting is usually less than 1/4 mile. Shrub - A woody perennial plant differing from a perennial herb by its persistent and woody stem; and from a tree by its low stature and habit of branching from the base. Shrub Type - The two-category (evergreen, deciduous) classification of shrubs vegetation in the 1988 version of NFDRS. Significant Fire Potential - The likelihood a wildland fire event will require mobilization of additional resources from outside the area in which the fire situation originates. Significant Weather Trigger - A weather phenomenon resulting in an environment that has a significant impact on fire spread, intensity, or occurrence. Example: strong wind, unstable air mass, etc. Simulation - An activity that imitates something real, but it's not real itself and it can be altered by users for the specific purpose of providing an experiential learning environment. (Examples: Sand Table Exercise or CBT/WBT Forest Service Wildland Fire Simulation Scenario Editor) Size Class of Fire - As to size of wildfire: Class A - one-fourth acre or less; Class B - more than one-fourth acre, but less than 10 acres; Class C - 10 acres or more, but less than 100 acres; Class D - 100 acres or more, but less than 300 acres; Class E - 300 acres or more, but less than 1,000 acres; Class F - 1,000 acres or more, but less than 5,000 acres; Class G - 5,000 acres or more. Skid Steer - A self-propelled land vehicle propelled by an internal combustion engine with hydraulically-powered mechanical arms capable of utilizing various connecting attachments such as mower decks or tree cutting heads. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 528 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 58 |P a g e Slash - Debris resulting from such natural events as wind, fire, or snow breakage; or such human activities as road construction, logging, pruning, thinning, or brush cutting. It includes logs, chunks, bark, branches, stumps, and broken understory trees or brush. Slash Disposal - Treatment of slash to reduce fire hazard or for other purposes. (Preferred to Brush Disposal). Slope Percent - The ratio between the amount of vertical rise of a slope and horizontal distance as expressed in a percent. One hundred feet of rise to 100 feet of horizontal distance equals 100 percent. Smoke - Small particles of carbon, tarry and water vapor resulting from the incomplete combustion of carbonaceous materials such as wood, coal or oil. Smoke Management - The policies and practices implemented by air and natural resource managers directed at minimizing the amount of smoke entering populated areas or impacting sensitive sites, avoiding significant deterioration of air quality and violations of National Ambient Air Quality Standards, and mitigating human-caused visibility impacts in Class I areas. Snag - A standing dead tree or part of a dead tree from which at least the leaves and smaller branches have fallen. Often called a stub, if less than 20 feet tall. Specific Heat - The heat required to raise a unit mass of a substance one degreee kelvin. It is the heat capacity of a system per unit mass; i.e., the ratio of the heat absorbed (or released) to the corresponding temperature rise (or fall). Spot Burning - A modified form of broadcast slash burning in which the greater accumulations of slash are fired and the fire is confined to these spots. Sometimes called "Jackpot Burning" or "Jackpotting." Spot Fire - Fire ignited outside the perimeter of the main fire by a firebrand. Spotting - Behavior of a fire producing sparks or embers that are carried by the wind and which start new fires beyond the zone of direct ignition by the main fire. Staging Area - Locations set up at an incident where resources can be placed while awaiting a tactical assignment on a three (3) minute available basis. Staging Areas are managed by the Operations Section. Stand Replacing Fire - Fire which kills all or most of the living overstory trees in a forest and initiates forest succession or regrowth. Also explicitly describes the nature of fire in grasslands and some shrublands. Strategy - The general plan or direction selected to accomplish incident objectives. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 529 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 59 |P a g e Structural Fire Protection - The protection of homes or other structures from wildland fire. Structure - A constructed object, usually a free-standing building above ground. Structure (Vegetative)- The arrangement of vegetation in terms of density, basal area, cover, and vertical arrangement. Structure Fire - Fire originating in and burning any part or all of any building, shelter, or other structure. Succession - The process of vegetational development whereby an area becomes successively occupied by different plant communities of higher ecological order. Suppression - All the work of extinguishing or confining a fire beginning with its discovery. Surface Fire - Fire that burns loose debris on the surface, which includes dead branches, leaves, and low vegetation. Surface Fuel - Fuels lying on or near the surface of the ground, consisting of leaf and needle litter, dead branch material, downed logs, bark, tree cones, and low stature living plants. Surface Wind - Wind measured at a surface observing station, customarily at some distance (usually 20 feet) above the average vegetative surface to minimize the distorting effects of local obstacles and terrain. Tactics - Deploying and directing resources on an incident to accomplish the objectives designated by strategy. Task - A unit of work activity that is a logical and necessary action in the performance of a behavior; how the behavior is demonstrated or performed in a particular context. Ten-hour Timelag Fuel Moisture (10-h TL FM)- The moisture content of the l0-hour timelag roundwood fuels. Ten-hour Timelag Fuels - Dead fuels consisting of roundwood 1/4 to l-inch (0.6 to 2.5 cm) in diameter and, very roughly, the layer of litter extending from immediately below the surface to 3/4 inch (1.9 cm) below the surface. Threat Fire - Any uncontrolled fire near to or heading toward an area under organized fire protection. Tinder - Burnable organic material (duff, peat, rotten wood, etc.) with a high surface to volume ratio. Torching - The burning of the foliage of a single tree or a small group of trees, from the bottom up. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 530 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 60 |P a g e Total Fuel - All plant material both living and dead that can burn in a worst case situation. Unacceptable Risk - Level of risk as determined by the risk management process which cannot be mitigated to an acceptable safe level. Uncontrolled Fire - Any fire which threatens to destroy life, property, or natural resources, and (a) is not burning within the confines of firebreaks, or (b) is burning with such intensity that it could not be readily extinguished with ordinary tools commonly available. Underburn - A fire that consume surface fuels but not the overstory canopy. Understory Burning - Prescribed burning under a forest canopy. Variable - Any changing characteristic; in statistics, a measurable characteristic of an experimental unit. Variable Wind Direction - Wind direction which varies by 60 degrees or more during the period of time the wind direction is being determined. Vectors - Directions of fire spread as related to rate of spread calculations (in degrees from upslope). Vegetative Regeneration - Development of new aboveground plants from surviving plant parts, such as by sprouting from a root crown or rhizomes. Even if plants form their own root system, they are still genetically the same as the parent plant. Vegetative Reproduction - Establishment of a new plant from a seed that is a genetically distinct individual. Vertical Fuel Arrangement - Fuels above ground and their vertical continuity, which influences fire reaching various levels or vegetation strata. Vigor - A subjective assessment of the health of individual plants in similar site and growing conditions; or a more specific measure based upon a specific facet of growth, such as seed stalk or tiller production per plant or per unit area. Volatile - Readily changeable into vapor at low temperatures. Volatiles - Readily vaporized organic materials which, when mixed with oxygen, are easily ignited. Water Tender - Any ground vehicle capable of transporting specified quantities of water. Wet-bulb Temperature - The lowest temperature to which air can be cooled by evaporating water into it at a constant pressure when the heat required for evaporation is supplied by the NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 531 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 61 |P a g e cooling of the air. It is measured by the wet bulb thermometer, which usually employs wetted wicking on the bulb as a cooling (through evaporation) device. Wildfire - An unplanned, unwanted wildland fire including unauthorized human-caused fires, escaped wildland fire use events, escaped prescribed fire projects, and all other wildland fires where the objective is to put the fire out. Wildfire Suppression - An appropriate management response to wildfire, escaped wildland fire use or prescribed fire that results in curtailment of fire spread and eliminates all identified threats from the particular fire. Wildland - An area in which development is essentially non-existent, except for roads, railroads, powerlines, and similar transportation facilities. Structures, if any, are widely scattered. Wildland Fire - Any non-structure fire that occurs in the wildland. Three distinct types of wildland fire have been defined and include wildfire, wildland fire use, and prescribed fire. Wildland Urban Interface (WUI)- The line, area, or zone where structures and other human development meet or intermingle with undeveloped wildland or vegetative fuels. Wind - The horizontal movement of air relative to the surface of the earth. Wind Direction - Compass direction from which wind is blowing. Wind Speed - Wind, in miles per hour, measured at 20 feet above open, level ground or as adjusted to meet this standard to compensate for height of ground cover, uneven ground, and nearby obstructions. Wind Vectors - Wind directions used to calculate fire behavior. Wind-driven Wildland Fire - A wildland fire that is controlled by a strong consistent wind. Woody Fuel Moisture - In NFDRS, a calculated value representing the approximate moisture content of the live woody vegetation in the rating area expressed as a percentage of the oven dry weight of the sample. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 532 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 62 |P a g e REFERENCES Blanchi, R. and J.E. Leonard. 2005. Investigation of bushfire attack mechanisms resulting in house loss in the ACT bushfire 2003. Report for Bushfire CRC, CSIRO Manufacturing and Infrastructure Technology, Highett, Australia. Caljouw, C. A. 2005. Wildland fire and preparedness plan for West Barnstable Conservation Area and adjacent open space lands. Barnstable, Massachusetts: Cape Cod Cooperative Extension. Cape Cod Commission. Stats Cape Cod. Retrieved May 12, 2012, from http://www.statsamerica.org/capecod/town. Ciaranca, M., M. Drake, and E. Small. 2005. Rapid Assessment Reference Condition Model: Pine Barrens. LANDFIRE Project. Cohen, J.D. 2000. Preventing disaster: home ignitibility in the wildland-urban interface. Journal of Forestry 98:15-21. Crosby, B.W. 2003. Images of America. Cape Cod Firefighting. Eberhardt, R.W., D.R. Foster, G. Motzkin, and B. Hall. 2003. Conservation of changing landscapes: vegetation and land-use history of Cape Cod National Seashore. Ecological Applications 13: 68–84. Finney, M. A. 2001. Design of regular landscape fuel treatment patterns for modifying fire growth and behavior. For. Sci. 47(2):219-228. Finney, M. A., and J. D. Cohen. 2003. Expectation and evaluation of fuel management objectives. USDA Forest Service Proceedings RMRS-P-29. 16 p. Finney, M. A., S. Brittain, and R. Seli. 2007. FlamMap3©. Version 3.0. [computer program]. 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MS thesis, University of NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 533 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 63 |P a g e California at Berkley. Howard, R.A., D.W. North, F.L. Offensend, and C.N. Smart. 1973. Decision analysis of fire protection strategy for the Santa Monica mountains: An initial assessment (on file). Menlo Park, CA: Stanford Research Institute. LANDFIRE. LANDFIRE Fact Sheet. Retrieved April 20, 2012, from http://www.landfire.gov/documents/LF_fact_sheet.pdf LANDFIRE [online database]. 2008. U.S. Department of the Interior, U.S. Geological Survey. Available: http://landfire.cr.usgs.gov/viewer/. Retrieved: February 3, 2012. MassGIS [online database]. 2010. Office of Geographic Information, Commonwealth of Massachusetts: Information Technology Division. Available: http://www.mass.gov/mgis/laylist.htm. Retrieved: February 3, 2012. Motzkin, G., and D. R. Foster. 2002. Grasslands, heathlands, and shrublands in coastal New England: historical interpretations and approaches to conservation. Journal of Biogeography. 29: 1569-1590. National Wildfire Coordinating Group. 2005. Wildland fire suppression tactics reference guide. NWCG PMS 465. National Wildland/Urban Interface Program. 2003. Guide to the wildland urban interface: firefighter safety series. Catalog No. FWC-602-03-VST. 64 p. Patterson, W.A. III and D. W. Crary. 2004. Managing Fuels in Northeastern Barrens. A Field Tour sponsored by the Joint Fire Sciences Program in cooperation with the University of Massachusetts/Amherst, Cape Cod National Seashore, Massachusetts Division of Fisheries and Wildlife, and the Massachusetts Department of Conservation and Recreation. Patterson, W. A. III, and C. H. Ruffner. 2002. Camp Edwards training site fire management plan. Massachusetts Army National Guard, Camp Edwards, Natural Resources Office, Camp Edwards, Massachusetts, USA. Patterson, W.A. III. 1999. Preliminary Pollen and Charcoal Analysis for Mary Dunn Pond, Hyannis, Massachusetts. Unpublished report submitted to Massachusetts Field Office of The Nature Conservancy and Natural Heritage and Endangered Species Program, Massachusetts Division of Fisheries and Wildlife, Westboro, Massachusetts. Patterson, W.A.III. and K.E. Sassaman. 1988. Indian fires in the prehistory of New England. Pages 107-135 in G.P. Nicholas, editor. Holocene Human Ecology in Northeastern North America. Plenum, New York. Patterson, W. A. III, and G. L. Clarke. 2007. Restoring barrens shrublands: decreasing fire hazard and improving rare plant habitat. Pages 73-82 in R. E. Masters and K. E. M. Galley NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 534 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 64 |P a g e (eds.). Proceedings of the 23rd Tall Timbers Fire Ecology Conference: Fire in Grassland and Shrubland Ecosystems. Tall Timbers Research Station, Tallahassee, Florida, USA. Peterson, D.L., M.C. Johnson, J.K. Agee, T.B. Jain, D. McKenzie, and E.D. Reinhardt. 2005. Forest structure and fire hazard in dry forests of the western United States. USDA Forest Service Gen. Tech. Rep. PNW-GTR-628. 38 p. Reinhardt, E.D., R.E. Keane, D.E. Calkin, and J.D. Cohen, 2008. Objectives and considerations for wildland fuel treatment in forested ecosystems of the interior western United States. Forest Ecology and Management 256, 1997-2006. Scott, J. H. 2003. Canopy Fuel Treatment Standards for the Wildland-Urban Interface. USDA Forest Service Proceedings RMRS-P-29. Stratton, R. D. 2004. Assessing the effectiveness of landscape fuel treatments on fire growth and behavior. J. For. October 2004: 32-40. The Warren Group. 2008. Home sales and median prices in Massachusetts towns and cities. Retrieved March 1, 2012, from http://www.boston.com.realestate/specials/07_08_june_ytd_sales_single/ Thompson, E.S. 1928. History of Plymouth, Norfolk, and Barnstable Counties, Massachusetts. Lewis Historical Publishing Company, Inc. New York. U.S. Census Bureau 2010. Demographics of Barnstable County, Massachusetts: 2010. Retrieved from http://quickfacts.census.gov/qfd/states/25/25001.html. U.S. Census Bureau [online database]. 2011. U.S. Census Bureau, Geography Division. Available: http://www.census.gov/geo/www/maps/DC10_GUBlkMap/dc10blk_main. Retrieved: March 10, 2012. U.S. Department of Agriculture and U.S. Department of the Interior. 2001. Urban wildland interface communities within vicinity of Federal lands that are at high risk from wildfire. Federal Register 66:75 1-777. U.S. Forest Service. 2011. Fire Behavior and Fire Danger Software. Retrieved April 1, 2012 from http://firemodels.org University of Wisconsin [online database]. 2011. University of Wisconsin Silvis Lab, Madison, Wisconsin. Available: http://silvis.forest.wisc.edu/maps/wui/state. Retrieved: March 10 2012. Weather Underground. 2012. Historical Weather Data for Stations KHYA and CGAS. Retrieved March 29, 2012, from Weather Underground: http://wunderground.com Winkler, M. G. 1985. A 12, 000-year old history of vegetation and climate for Cape Cod, Massachusetts. Quaternary Research 23:301–312. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 535 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 65 |P a g e APPENDIX A: EXAMPLE SITE IMPLEMENTATION PLANS AND REPORT The “Example Site Plan – Short Format”, “Example Site Plan – Forest Stewardship Plan Format”, and “Example Treatment Report” have been completed for three properties to provide a suggested format and example content for site plans and treatment reports. The three documents are in DRAFT and have not been finalized by the property managers. Information presented is only intended to serve as an example and should not be referenced as finalized approved documents. Templates for the “Example Site Plan – Short Format” and “Example Treatment Report” are included on the project DVD and may also be obtained from the Cape Cod Cooperative Extension at P.O. Box 367, Barnstable, MA 02630. The “Example Site Plan – Forest Stewardship Plan Format” is based on the Massachusetts Department of Conservation and Recreation’s Forest Stewardship Plan at can be downloaded at http://www.mass.gov/dcr/stewardship/forestry/service . NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 536 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 66 |P a g e Example Site Plan – Short Format NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 537 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 67 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 538 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 68 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 539 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 69 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 540 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 70 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - 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Redline Version Page 547 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 77 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 548 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 78 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 549 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 79 |P a g e Example Site Plan – Forest Stewardship Plan Format NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 550 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 80 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 551 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 81 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 552 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 82 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 553 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 83 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 554 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 84 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 555 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 85 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 556 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 86 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 557 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 87 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - 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Redline Version Page 564 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 94 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 565 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 95 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 566 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 96 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 567 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 97 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 568 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 98 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 569 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 99 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - 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Redline Version Page 580 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 110 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 581 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 111 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 582 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 112 |P a g e Example Treatment Report NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 583 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 113 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 584 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 114 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 585 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 115 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 586 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 116 |P a g e APPENDIX B: TOWN WILDFIRE RISK MAPS AND DATA OVERVIEWS Data has been summarized for each town in Barnstable County and presented in a graphical and table format. The graphical and table information is intended to be used as a tool by land managers, land owners, and agencies in identifying areas that may require a site plan to guide implementation on the ground. Additionally the information is presented so that town information can be easily accesses when preparing reports and grants. The graphical format is a map that shows the four calculated risk levels and major roads for reference. Additionally suggested Focus Area have been identified and numbered. The Focus Areas were derived by using the hazard ratings and ortho photos. Areas that contained High and Extreme ratings, totaling greater than 50 acres were delineated using the screen digitizing function on GIS. The tabular information summarizes general statistics for the town, results from the fire department survey, and information from the county wide hazard rating map. Existing fire management plans for lands within the town and wildland fire management programs are presented to provide information on current management and possible sources of information and resources for fire management work. The Town Focus Areas presented in the map are summarized and possible broad scale strategies from the management recommendations section of the plan are listed. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 587 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 117 |P a g e Town of Barnstable TOWN OF BARNSTABLE WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 588 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 118 |P a g e TOWN OF BARNSTABLE SUMMARY STATISTICS Town: Barnstable Population Density (people/݉ ݅.ଶ): 753.2 Land Area (݉ ݅.ଶ): 60.0 Home Density (housing units/݉ ݅.ଶ): 439.1 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 20.7 Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 38.1% 10.9% 36.1% 14.9% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 17.1% 48.7% 32.5% 1.7% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):21 0 – 5 (ch./hr.):21 No Data:22 0 – 0.5 (mi.):11 0 – 5 (people/݉ ݅.ଶ):67 4 – 8 (ft.):24 5 – 15 (ch./hr.):4 Surface Fire:42 0.5 – 1.0 (mi.):19 5 – 60 (people/݉ ݅.ଶ):3 8 – 12 (ft.):32 15 – 40 (ch./hr.):44 Passive Crown Fire:32 1.0 – 1.5 (mi.):32 60 – 525 (people/݉ ݅.ଶ):17 > 12 (ft.):23 > 40 (ch./hr.):31 Active Crown Fire:4 > 1.5 (mi.):39 > 525 (people/݉ ݅.ଶ):13 Fire Department Statistics (Barnstable, W. Barnstable, COMM, and Cotuit) Fire Stations:6 Fulltime Firefighters:87 Call Firefighters:53 Water Tender Wildland Engines Type 1: 1 (Brush Breaker)Standard Brush Breaker Type 2: 2 Type 3: 3 Type 3: 1 Type 4: 0 Structure Engines Type 5: 0 Type 1: 8 Type 6: 1 Type 2: 0 Type 7: 0 NOTE: Data provided by Town Survey and Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Old Jail Lane Conservation Area and Adjacent Town Land - Wildfire Preparedness Plan (CWPP) Town of Barnstable Prescribed Burn Program West Barnstable Conservation Area and Adjacent Open Space Lands - Wildfire Preparedness Plan (CWPP) Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 330 No Fuel Treatments and/or Structural Ignitability Reduction 2 645 No Fuel Treatments and/or Structural Ignitability Reduction 3 7,666 Yes Fuel Treatments and/or Structural Ignitability Reduction 4 332 No Fuel Treatments and/or Structural Ignitability Reduction 5 276 No Fuel Treatments and/or Structural Ignitability Reduction 6 208 No Fuel Treatments and/or Structural Ignitability Reduction 7 3,289 Yes Fuel Treatments and/or Structural Ignitability Reduction 8 93 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 589 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 119 |P a g e Town of Bourne TOWN OF BOURNE WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 590 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 120 |P a g e TOWN OF BOURNE SUMMARY STATISTICS Town: Bourne Population Density (people/݉ ݅.ଶ): 482.9 Land Area (݉ ݅.ଶ): 40.9 Home Density (housing units/݉ ݅.ଶ): 264.2 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 20.9% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 45.2% 8.5% 23.3% 23.0% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 13.9% 31.6% 45.0% 9.5% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):23 0 – 5 (ch./hr.):30 No Data:21 0 – 0.5 (mi.):17 0 – 5 (people/݉ ݅.ଶ):60 4 – 8 (ft.):21 5 – 15 (ch./hr.):5 Surface Fire:30 0.5 – 1.0 (mi.):30 5 – 60 (people/݉ ݅.ଶ):5 8 – 12 (ft.):26 15 – 40 (ch./hr.):24 Passive Crown Fire:47 1.0 – 1.5 (mi.):43 60 – 525 (people/݉ ݅.ଶ):24 > 12 (ft.):30 > 40 (ch./hr.):40 Active Crown Fire:2 > 1.5 (mi.):11 > 525 (people/݉ ݅.ଶ):11 Fire Department Statistics Fire Stations:4 Fulltime Firefighters:37 Call Firefighters:12 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 1 Type 3: 0 Type 4: 0 Structure Engines Type 5: 1 Type 1: 2 Type 6: 0 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Bourne Town Forest, Four Ponds Conservation Area, and Bourne Water District Lands - Wildfire Preparedness Plan (CWPP) Camp Edwards Fire Management Plan Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 873 Yes Fuel Treatments and/or Structural Ignitability Reduction 2 2,372 Yes Fuel Treatments and/or Structural Ignitability Reduction 3 9,677 Yes Fuel Treatments 4 75 No Fuel Treatments and/or Structural Ignitability Reduction 5 485 No Fuel Treatments and/or Structural Ignitability Reduction 6 411 No Fuel Treatments and/or Structural Ignitability Reduction 7 898 Yes Fuel Treatments and/or Structural Ignitability Reduction 8 69 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 591 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 121 |P a g e Town of Brewster TOWN OF BREWSTER WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 592 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 122 |P a g e TOWN OF BREWSTER SUMMARY STATISTICS Town: Brewster Population Density (people/݉ ݅.ଶ): 426.9 Land Area (݉ ݅.ଶ): 23.0 Home Density (housing units/݉ ݅.ଶ): 345.6 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 36.3% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 44.3% 19.9% 24.1% 11.7% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 5.6% 37.8% 56.4% 0.2% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):24 0 – 5 (ch./hr.):33 No Data:31 0 – 0.5 (mi.):11 0 – 5 (people/݉ ݅.ଶ):69 4 – 8 (ft.):27 5 – 15 (ch./hr.):5 Surface Fire:25 0.5 – 1.0 (mi.):22 5 – 60 (people/݉ ݅.ଶ):6 8 – 12 (ft.):26 15 – 40 (ch./hr.):32 Passive Crown Fire:42 1.0 – 1.5 (mi.):33 60 – 525 (people/݉ ݅.ଶ):9 > 12 (ft.):23 > 40 (ch./hr.):31 Active Crown Fire:2 > 1.5 (mi.):33 > 525 (people/݉ ݅.ଶ):17 Fire Department Statistics Fire Stations:2 Fulltime Firefighters:12 Call Firefighters:32 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 2 Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1: 3 Type 6: 0 Type 2: 0 Type 7: 0 NOTE: Data summarized from Town Survey Current Fire and Fuel Management Programs and Plans Punkhorn Parklands - Wildfire Preparedness Plan (CWPP) Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 795 Yes Fuel Treatments and/or Structural Ignitability Reduction 2 5,633 No Fuel Treatments and/or Structural Ignitability Reduction 3 3,450 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 593 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 123 |P a g e Town of Chatham TOWN OF CHATHAM WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 594 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 124 |P a g e TOWN OF CHATHAM SUMMARY STATISTICS Town: Chatham Population Density (people/݉ ݅.ଶ): 378.1 Land Area (݉ ݅.ଶ): 16.2 Home Density (housing units/݉ ݅.ଶ): 453.3 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 54.8% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 31.1% 20.2% 23.8% 24.9% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 26.5% 59.9% 13.6% 0.0% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):19 0 – 5 (ch./hr.):17 No Data:27 0 – 0.5 (mi.):8 0 – 5 (people/݉ ݅.ଶ):58 4 – 8 (ft.):34 5 – 15 (ch./hr.):4 Surface Fire:45 0.5 – 1.0 (mi.):12 5 – 60 (people/݉ ݅.ଶ):6 8 – 12 (ft.):17 15 – 40 (ch./hr.):42 Passive Crown Fire:29 1.0 – 1.5 (mi.):27 60 – 525 (people/݉ ݅.ଶ):17 > 12 (ft.):29 > 40 (ch./hr.):37 Active Crown Fire:0 > 1.5 (mi.):54 > 525 (people/݉ ݅.ଶ):19 Fire Department Statistics Fire Stations:2 Fulltime Firefighters:25 Call Firefighters:5 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 0 Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1: 3 Type 6: 0 Type 2: 0 Type 7: 1 NOTE: Data summarized from Town Survey Current Fire and Fuel Management Programs and Plans Chatham Town Forest and Harwich Water Department Lands - Wildfire Preparedness Plan (CWPP) The Goose Pond Tract - Wildfire Preparedness Plan (CWPP) Cape Cod National Seashore Fire Management Plan Cape Cod National Seashore Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 153 No Fuel Treatments 2 305 No Fuel Treatments and/or Structural Ignitability Reduction 3 620 No Fuel Treatments and/or Structural Ignitability Reduction 4 346 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 595 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 125 |P a g e Town of Dennis TOWN OF DENNIS WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 596 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 126 |P a g e TOWN OF DENNIS SUMMARY STATISTIC Town: Dennis Population Density (people/݉ ݅.ଶ): 689.7 Land Area (݉ ݅.ଶ): 20.6 Home Density (housing units/݉ ݅.ଶ): 756.6 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 50.3% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 47% 7.5% 24.9% 27% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 23.3% 47.0% 29.4% 0.3% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):20 0 – 5 (ch./hr.):20 No Data:24 0 – 0.5 (mi.):15 0 – 5 (people/݉ ݅.ଶ):69 4 – 8 (ft.):27 5 – 15 (ch./hr.):5 Surface Fire:45 0.5 – 1.0 (mi.):25 5 – 60 (people/݉ ݅.ଶ):3 8 – 12 (ft.):27 15 – 40 (ch./hr.):44 Passive Crown Fire:29 1.0 – 1.5 (mi.):45 60 – 525 (people/݉ ݅.ଶ):16 > 12 (ft.):26 > 40 (ch./hr.):31 Active Crown Fire:2 > 1.5 (mi.):15 > 525 (people/݉ ݅.ଶ):12 Fire Department Statistics Fire Stations:2 Fulltime Firefighters:35 Call Firefighters:10 Water Tender Wildland Engines Type 1:0 Standard Brush Breaker Type 2: 0 Type 3: 0 Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1:2 Type 6:1 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Princess Beach Conservation Area and Adjacent Scargo Hill - Wildfire Preparedness Plan (CWPP) Green Belt Well Field - Wildfire Preparedness Plan (CWPP) Plashes Conservation Area and Surrounding Open Space Tracts - Wildfire Preparedness Plan (CWPP) Ralph and Florence Shoop Memorial Conservation Lands - Wildfire Preparedness Plan (CWPP) Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 990 No Fuel Treatments and/or Structural Ignitability Reduction 2 723 No Fuel Treatments and/or Structural Ignitability Reduction 3 238 No Fuel Treatments and/or Structural Ignitability Reduction 4 68 No Fuel Treatments and/or Structural Ignitability Reduction 5 641 No Fuel Treatments and/or Structural Ignitability Reduction 6 1,029 Yes Fuel Treatments and/or Structural Ignitability Reduction 7 98 Yes Fuel Treatments and/or Structural Ignitability Reduction 8 990 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 597 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 127 |P a g e Town of Eastham TOWN OF EASTHAM WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 598 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 128 |P a g e TOWN OF EASTHAM SUMMARY STATISTICS Town: Eastham Population Density (people/݉ ݅.ଶ): 354.0 Land Area (݉ ݅.ଶ): 14.0 Home Density (housing units/݉ ݅.ଶ): 425.7 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 55.6% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 34.1% 20.3% 17.4% 27.7% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 10.1% 45.3% 40.9% 3.7% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):24 0 – 5 (ch./hr.):21 No Data:23 0 – 0.5 (mi.):4 0 – 5 (people/݉ ݅.ଶ):60 4 – 8 (ft.):22 5 – 15 (ch./hr.):5 Surface Fire:42 0.5 – 1.0 (mi.):25 5 – 60 (people/݉ ݅.ଶ):5 8 – 12 (ft.):21 15 – 40 (ch./hr.):39 Passive Crown Fire:35 1.0 – 1.5 (mi.):46 60 – 525 (people/݉ ݅.ଶ):18 > 12 (ft.):33 > 40 (ch./hr.):35 Active Crown Fire:0 > 1.5 (mi.):25 > 525 (people/݉ ݅.ଶ):17 Fire Department Statistics Fire Stations:1 Fulltime Firefighters:18 Call Firefighters:1 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 1 Type 3: 1 Type 4: 0 Structure Engines Type 5: 0 Type 1: 2 Type 6: 0 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Wiley Park, The Nickerson Property, and Cottontail Acres - Wildfire Preparedness Plan (CWPP) Cape Cod National Seashore Fire Management Plan Cape Cod National Seashore Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 2,148 Yes Fuel Treatments and/or Structural Ignitability Reduction 2 108 Yes Fuel Treatments and/or Structural Ignitability Reduction 3 535 No Fuel Treatments 4 1,279 Yes Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 599 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 129 |P a g e Town of Falmouth TOWN OF FALMOUTH WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 600 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 130 |P a g e TOWN OF FALMOUTH SUMMARY STATISTICS Town: Falmouth Population Density (people/݉ ݅.ଶ): 713.4 Land Area (݉ ݅.ଶ): 44.2 Home Density (housing units/݉ ݅.ଶ): 497.0 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 30.6% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 46.5% 13.4% 15.6% 24.5% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 13.2% 44.2% 42.2% 0.5% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):18 0 – 5 (ch./hr.):24 No Data:25 0 – 0.5 (mi.):12 0 – 5 (people/݉ ݅.ଶ):61 4 – 8 (ft.):23 5 – 15 (ch./hr.):7 Surface Fire:38 0.5 – 1.0 (mi.):29 5 – 60 (people/݉ ݅.ଶ):5 8 – 12 (ft.):32 15 – 40 (ch./hr.):30 Passive Crown Fire:36 1.0 – 1.5 (mi.):41 60 – 525 (people/݉ ݅.ଶ):21 > 12 (ft.):27 > 40 (ch./hr.):40 Active Crown Fire:1 > 1.5 (mi.):19 > 525 (people/݉ ݅.ଶ):13 Fire Department Statistics Fire Stations:5 Fulltime Firefighters:72 Call Firefighters:3 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 1 Type 3: 0 Type 4: 0 Structure Engines Type 5: 1 Type 1: 6 Type 6: 1 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans DRAFT - Beebe Woods and Peterson Farm Conservation Areas - Wildfire Preparedness Plan Wildland Fuel Hazard Assessment for Mashpee National Wildlife Refuge (CWPP) Camp Edwards Fire Management Plan US Fish and Wildlife Prescribed Burn Program Massachusetts Army National Guard Prescribed Burn Program Massachusetts Department of Conservation and Recreations, Waquoit Bay Prescribed Burn Program Massachusetts Department of Fish and Game, Frances A. Crane Wildlife Management Area Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 2,381 No Fuel Treatments and/or Structural Ignitability Reduction 2 2,391 Yes Fuel Treatments and/or Structural Ignitability Reduction 3 2,066 No Fuel Treatments and/or Structural Ignitability Reduction 4 151 No Fuel Treatments and/or Structural Ignitability Reduction 5 454 No Fuel Treatments and/or Structural Ignitability Reduction 6 1,937 Yes Fuel Treatments and/or Structural Ignitability Reduction 7 2,008 Yes Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 601 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 131 |P a g e Town of Harwich TOWN OF HARWICH WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 602 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 132 |P a g e TOWN OF HARWICH SUMMARY STATISTICS Town: Harwich Population Density (people/݉ ݅.ଶ): 583.0 Land Area (݉ ݅.ଶ): 21.0 Home Density (housing units/݉ ݅.ଶ): 775.5 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 39.0% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 46.5% 16.7% 26.8% 10.0% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 13.1% 54.0% 32.5% 0.3% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):19 0 – 5 (ch./hr.):12 No Data:20 0 – 0.5 (mi.):21 0 – 5 (people/݉ ݅.ଶ):69 4 – 8 (ft.):26 5 – 15 (ch./hr.):17 Surface Fire:34 0.5 – 1.0 (mi.):14 5 – 60 (people/݉ ݅.ଶ):4 8 – 12 (ft.):27 15 – 40 (ch./hr.):36 Passive Crown Fire:44 1.0 – 1.5 (mi.):21 60 – 525 (people/݉ ݅.ଶ):16 > 12 (ft.):28 > 40 (ch./hr.):35 Active Crown Fire:1 > 1.5 (mi.):43 > 525 (people/݉ ݅.ଶ):12 Fire Department Statistics Fire Stations:2 Fulltime Firefighters:39 Call Firefighters:0 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 0 Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1: 4 Type 6: 1 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Chatham Town Forest and Harwich Water Department Lands - Wildfire Preparedness Plan (CWPP) Thompson's Field Conservation Area and Adjacent Water District Lands - Wildfire Preparedness Plan (CWPP) Bell's Neck - Wildfire Preparedness Plan (CWPP) Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 363 Yes Fuel Treatments and/or Structural Ignitability Reduction 2 59 No Fuel Treatments and/or Structural Ignitability Reduction 3 1,687 Yes Fuel Treatments and/or Structural Ignitability Reduction 4 338 No Fuel Treatments and/or Structural Ignitability Reduction 5 1,257 No Fuel Treatments and/or Structural Ignitability Reduction 6 735 No Fuel Treatments and/or Structural Ignitability Reduction 7 116 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 603 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 133 |P a g e Town of Mashpee TOWN OF MASHPEE WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 604 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 134 |P a g e TOWN OF MASHPEE SUMMARY STATISTICS Town: Mashpee Population Density (people/݉ ݅.ଶ): 596.0 Land Area (݉ ݅.ଶ): 23.5 Home Density (housing units/݉ ݅.ଶ): 420.1 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 36.1% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 39.2% 15.2% 33.2% 12.4% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 19.4% 21.9% 58.6% 0.1% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):20 0 – 5 (ch./hr.):25 No Data:22 0 – 0.5 (mi.):11 0 – 5 (people/݉ ݅.ଶ):61 4 – 8 (ft.):24 5 – 15 (ch./hr.):7 Surface Fire:36 0.5 – 1.0 (mi.):15 5 – 60 (people/݉ ݅.ଶ):2 8 – 12 (ft.):33 15 – 40 (ch./hr.):34 Passive Crown Fire:39 1.0 – 1.5 (mi.):33 60 – 525 (people/݉ ݅.ଶ):16 > 12 (ft.):24 > 40 (ch./hr.):34 Active Crown Fire:3 > 1.5 (mi.):41 > 525 (people/݉ ݅.ଶ):21 Fire Department Statistics Fire Stations:2 Fulltime Firefighters:32 Call Firefighters:1 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 1 Type 3: 2 x Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1: 3 Type 6: 0 Type 2: 0 Type 7: 1 x NOTE: Data summarized from Town Survey Current Fire and Fuel Management Programs and Plans The Town of Mashpee River Woodlands - Wildfire Preparedness Plan (CWPP) Wildland Fuel Hazard Assessment for Mashpee National Wildlife Refuge (CWPP) Camp Edwards Fire Management Plan Town of Mashpee Prescribed Burn Program US Fish and Wildlife Prescribed Burn Program Massachusetts Army National Guard Prescribed Burn Program Massachusetts Department of Fish and Game, Frances A. Crane Wildlife Management Area Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 271 No Fuel Treatments and/or Structural Ignitability Reduction 2 77 No Fuel Treatments and/or Structural Ignitability Reduction 3 3,142 Yes Fuel Treatments and/or Structural Ignitability Reduction 4 806 Yes Fuel Treatments and/or Structural Ignitability Reduction 5 172 No Fuel Treatments and/or Structural Ignitability Reduction 6 389 No Fuel Treatments and/or Structural Ignitability Reduction 7 119 No Fuel Treatments and/or Structural Ignitability Reduction 8 53 No Fuel Treatments and/or Structural Ignitability Reduction 9 82 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 605 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 135 |P a g e Town of Orleans TOWN OF ORLEANS WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 606 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 136 |P a g e TOWN OF ORLEANS SUMMARY STATISTICS Town: Orleans Population Density (people/݉ ݅.ଶ): 414.8 Land Area (݉ ݅.ଶ): 14.2 Home Density (housing units/݉ ݅.ଶ): 376.7 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 38.7% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 31.9% 19.5% 33.5% 15.1% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 12.8% 45.4% 40.2% 1.7% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):20 0 – 5 (ch./hr.):20 No Data:29 0 – 0.5 (mi.):5 0 – 5 (people/݉ ݅.ଶ):71 4 – 8 (ft.):31 5 – 15 (ch./hr.):4 Surface Fire:33 0.5 – 1.0 (mi.):5 5 – 60 (people/݉ ݅.ଶ):2 8 – 12 (ft.):23 15 – 40 (ch./hr.):44 Passive Crown Fire:37 1.0 – 1.5 (mi.):14 60 – 525 (people/݉ ݅.ଶ):12 > 12 (ft.):25 > 40 (ch./hr.):33 Active Crown Fire:1 > 1.5 (mi.):76 > 525 (people/݉ ݅.ଶ):16 Fire Department Statistics Fire Stations:1 Fulltime Firefighters:23 Call Firefighters:11 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 1 Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1: 2 Type 6: 0 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Orleans Watershed Lands - Wildfire Preparedness Plan (CWPP) Paw Wah Point - Wildfire Preparedness Plan (CWPP) Cape Cod National Seashore Fire Management Plan Cape Cod National Seashore Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 220 No Fuel Treatments and/or Structural Ignitability Reduction 2 196 No Fuel Treatments and/or Structural Ignitability Reduction 3 514 No Fuel Treatments and/or Structural Ignitability Reduction 4 334 No Fuel Treatments and/or Structural Ignitability Reduction 5 244 Yes Fuel Treatments and/or Structural Ignitability Reduction 6 955 No Fuel Treatments 7 1434 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 607 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 137 |P a g e Town of Provincetown TOWN OF PROVINCETOWN WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 608 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 138 |P a g e TOWN OF PROVINCETOWN SUMMARY STATISTICS Town: Provincetown Population Density (people/݉ ݅.ଶ): 303.3 Land Area (݉ ݅.ଶ): 9.7 Home Density (housing units/݉ ݅.ଶ): 463.2 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 51.7% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 63.5% 4.1% 20.3% 12.1% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 22.2% 58.7% 19.1% 0.0% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 –4 (ft.):27 0 –5 (ch./hr.):25 No Data:62 0 –0.5 (mi.):10 0 –5 (people/݉ ݅.ଶ):71 4 – 8 (ft.):37 5 – 15 (ch./hr.):8 Surface Fire:13 0.5 – 1.0 (mi.):10 5 – 60 (people/݉ ݅.ଶ):3 8 – 12 (ft.):6 15 – 40 (ch./hr.):38 Passive Crown Fire:20 1.0 – 1.5 (mi.):10 60 – 525 (people/݉ ݅.ଶ):6 > 12 (ft.):30 > 40 (ch./hr.):29 Active Crown Fire:5 > 1.5 (mi.):70 > 525 (people/݉ ݅.ଶ):21 Fire Department Statistics Fire Stations:4 Fulltime Firefighters:0 Call Firefighters:77 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 0 Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1: 4 Type 6: 0 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Cape Cod National Seashore Fire Management Plan Cape Cod National Seashore Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 178 No Fuel Treatments 2 288 No Fuel Treatments NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 609 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 139 |P a g e Town of Sandwich TOWN OF SANDWICH WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 610 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 140 |P a g e TOWN OF SANDWICH SUMMARY STATISTICS Town: Sandwich Population Density (people/݉ ݅.ଶ): 480.8 Land Area (݉ ݅.ଶ): 43.0 Home Density (housing units/݉ ݅.ଶ): 220.3 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 16.7% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 43.7% 14.1% 29.6% 12.7% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 15.0% 37.9% 45.0% 2.1% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):23 0 – 5 (ch./hr.):30 No Data:25 0 – 0.5 (mi.):22 0 – 5 (people/݉ ݅.ଶ):69 4 – 8 (ft.):26 5 – 15 (ch./hr.):7 Surface Fire:28 0.5 – 1.0 (mi.):39 5 – 60 (people/݉ ݅.ଶ):4 8 – 12 (ft.):26 15 – 40 (ch./hr.):28 Passive Crown Fire:45 1.0 – 1.5 (mi.):30 60 – 525 (people/݉ ݅.ଶ):10 > 12 (ft.):25 > 40 (ch./hr.):34 Active Crown Fire:2 > 1.5 (mi.):9 > 525 (people/݉ ݅.ଶ):17 Fire Department Statistics Fire Stations:3 Fulltime Firefighters:36 Call Firefighters:0 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 1 Type 3: 0 Type 3: 0 Type 4: 0 Structure Engines Type 5: 2 x Type 1: 3 Type 6: 0 Type 2: 0 Type 7: 0 NOTE: Data summarized from Town Survey Current Fire and Fuel Management Programs and Plans Maple Swamp and Discovery Hill Sandwich Town Lands Complex - Wildfire Preparedness Plan (CWPP) Camp Edwards Fire Management Plan Massachusetts Army National Guard Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 1,637 Yes Fuel Treatments and/or Structural Ignitability Reduction 2 1,295 Yes Fuel Treatments and/or Structural Ignitability Reduction 3 348 No Fuel Treatments and/or Structural Ignitability Reduction 4 92 No Fuel Treatments and/or Structural Ignitability Reduction 5 1,442 Yes Fuel Treatments and/or Structural Ignitability Reduction 6 1,943 Yes Fuel Treatments and/or Structural Ignitability Reduction 7 2,147 No Fuel Treatments and/or Structural Ignitability Reduction 8 265 No Fuel Treatments and/or Structural Ignitability Reduction 9 3,886 Yes Fuel Treatments 10 96 No Fuel Treatments and/or Structural Ignitability Reduction 11 87 No Fuel Treatments NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 611 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 141 |P a g e Town of Truro TOWN OF TRURO WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 612 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 142 |P a g e TOWN OF TRURO SUMMARY STATISTICS Town: Truro Population Density (people/݉ ݅.ଶ): 94.5 Land Area (݉ ݅.ଶ): 21.2 Home Density (housing units/݉ ݅.ଶ): 145.8 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 64.8% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 68.1% 23.7% 4.4% 3.9% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 4.2% 27.7% 66.5% 1.7% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):32 0 – 5 (ch./hr.):33 No Data:22 0 – 0.5 (mi.):11 0 – 5 (people/݉ ݅.ଶ):66 4 – 8 (ft.):22 5 – 15 (ch./hr.):4 Surface Fire:28 0.5 – 1.0 (mi.):11 5 – 60 (people/݉ ݅.ଶ):14 8 – 12 (ft.):19 15 – 40 (ch./hr.):36 Passive Crown Fire:50 1.0 – 1.5 (mi.):17 60 – 525 (people/݉ ݅.ଶ):7 > 12 (ft.):26 > 40 (ch./hr.):27 Active Crown Fire:0 > 1.5 (mi.):61 > 525 (people/݉ ݅.ଶ):12 Fire Department Statistics Fire Stations:1 Fulltime Firefighters:0 Call Firefighters:21 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 0 Type 3: 1 Type 4: 0 Structure Engines Type 5: 0 Type 1: 3 Type 6: 1 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Cape Cod National Seashore Fire Management Plan Cape Cod National Seashore Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 6,055 Yes Fuel Treatments and/or Structural Ignitability Reduction 2 2,427 Yes Fuel Treatments and/or Structural Ignitability Reduction 3 1,116 No Fuel Treatments NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 613 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 143 |P a g e Town of Wellfleet TOWN OF WELLFLEET WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 614 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 144 |P a g e TOWN OF WELLFLEET SUMMARY STATISTICS Town: Wellfleet Population Density (people/݉ ݅.ଶ): 138.9 Land Area (݉ ݅.ଶ): 19.8 Home Density (housing units/݉ ݅.ଶ): 217.4 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 60.8% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 29.7% 15.5% 32.7% 22.1% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 10.1% 21.6% 64.1% 4.2% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):27 0 – 5 (ch./hr.):30 No Data:28 0 – 0.5 (mi.):13 0 – 5 (people/݉ ݅.ଶ):53 4 – 8 (ft.):27 5 – 15 (ch./hr.):4 Surface Fire:20 0.5 – 1.0 (mi.):13 5 – 60 (people/݉ ݅.ଶ):8 8 – 12 (ft.):20 15 – 40 (ch./hr.):36 Passive Crown Fire:52 1.0 – 1.5 (mi.):38 60 – 525 (people/݉ ݅.ଶ):14 > 12 (ft.):27 > 40 (ch./hr.):30 Active Crown Fire:0 > 1.5 (mi.):38 > 525 (people/݉ ݅.ଶ):26 Fire Department Statistics Fire Stations:1 Fulltime Firefighters:9 Call Firefighters:15 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 1 Type 3: 0 Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1: 2 Type 6: 1 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Cape Cod National Seashore Fire Management Plan Cape Cod National Seashore Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 2,753 Yes Fuel Treatments and/or Structural Ignitability Reduction 2 4,447 Yes Fuel Treatments and/or Structural Ignitability Reduction 3 1,884 Yes Fuel Treatments NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 615 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 145 |P a g e Town of Yarmouth TOWN OF YARMOUTH WILDFIRE RISK MAP NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 616 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 146 |P a g e TOWN OF YARMOUTH SUMMARY STATISTICS Town: Yarmouth Population Density (people/݉ ݅.ଶ): 979.1 Land Area (݉ ݅.ଶ): 24.3 Home Density (housing units/݉ ݅.ଶ): 718.7 Town Hosing Units Vacant for Seasonal/Recreational Use (%): 27.9% Percent of Town Classified by Wildland Urban Interface Types Urban/No Vegetation Uninhabited Interface Intermix 45.7% 14.0% 24.2% 14.2% Percent of Town by Modeled Wildfire Risk Low Moderate High Extreme 15.7% 67.2% 16.8% 0.2% Percent of Town by Modeled/Calculated Wildfire Risk Inputs Flame Length Rate of Spread Fire Type Dist. from Fire Station Pop. Density 0 – 4 (ft.):22 0 – 5 (ch./hr.):12 No Data:19 0 – 0.5 (mi.):14 0 – 5 (people/݉ ݅.ଶ):63 4 – 8 (ft.):25 5 – 15 (ch./hr.):7 Surface Fire:44 0.5 – 1.0 (mi.):23 5 – 60 (people/݉ ݅.ଶ):9 8 – 12 (ft.):27 15 – 40 (ch./hr.):49 Passive Crown Fire:32 1.0 – 1.5 (mi.):27 60 – 525 (people/݉ ݅.ଶ):18 > 12 (ft.):26 > 40 (ch./hr.):33 Active Crown Fire:5 > 1.5 (mi.):36 > 525 (people/݉ ݅.ଶ):10 Fire Department Statistics Fire Stations:3 Fulltime Firefighters:65 Call Firefighters:10 Water Tender Wildland Engines Type 1: 0 Standard Brush Breaker Type 2: 0 Type 3: 0 Type 3: 0 Type 4: 0 Structure Engines Type 5: 0 Type 1: 6 Type 6: 1 Type 2: 0 Type 7: 0 NOTE: Data provided by Massachusetts Department of Conservation and Recreation Current Fire and Fuel Management Programs and Plans Yarmouth Town Lands - Wildfire Preparedness Plan (CWPP) Town of Yarmouth Prescribed Burn Program Suggested Mitigation Focus Area (See Town Wildfire Risk Map) Area ID Area Acres High Risk Present Likely Management Action (See Management Recommendations) 1 373 Yes Fuel Treatments and/or Structural Ignitability Reduction 2 232 No Fuel Treatments and/or Structural Ignitability Reduction 3 282 No Fuel Treatments and/or Structural Ignitability Reduction 4 221 No Fuel Treatments and/or Structural Ignitability Reduction 5 62 No Fuel Treatments and/or Structural Ignitability Reduction 6 585 No Fuel Treatments and/or Structural Ignitability Reduction 7 168 No Fuel Treatments and/or Structural Ignitability Reduction 8 587 No Fuel Treatments and/or Structural Ignitability Reduction NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 617 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 147 |P a g e APPENDIX C: COUNTY-WIDE FIRE DEPARTMENT SURVEY Fire Department Survey This survey is intended to summarize wildland fire suppression capabilities and needs across Cape Cod by identifying training, equipment, or other needs that may increase wildfire preparedness. Project Overview Barnstable County’s Cape Cod Cooperative Extension has conducted a Wildfire Preparedness Planning program for Barnstable County municipalities for the past six years. The program is designed to reduce wildfire hazards on municipal lands and educate the public about the risk of wildland fires. To date, wildfire preparedness plans have been developed for priority properties in twelve of the fifteen towns of Barnstable County, but many towns still lack the information required to identify and prioritize town and private lands that could benefit from the Wildfire Preparedness Planning program. The current project will address information gaps and provide Barnstable County municipalities with information to better prioritize and plan for future wildfire mitigation projects across multiple property ownerships. Project Objectives Identify all wildland fire hazard possibilities throughout Barnstable County; Develop a county map displaying hazardous areas in Barnstable County; Establish a guide for ranking priority properties for developing Wildfire Preparedness Plans. Develop a countywide system for rating risk of wildfire; Provide information on various strategies appropriate for Barnstable County that will address wildland fire hazards and serve as a guide for future Wildfire Preparedness Planning; Assess current wildland fire suppression capacities; Identify areas needed to increase effectiveness of wildland fire suppression capacities. Please return the completed survey by email, fax,or the postal service to Josh Nigro, DCR District 1 Forest Fire Control Warden by Friday 6 April, 2012. Josh Nigro DCR District 1 Forest Fire Control Warden Shawme-Crowell State Forest P.O. Box 621 Sandwich, MA 02563 Office Phone: (508) 888-1149 Mobile Phone: (508) 889-4094 Fax: (508) 833-8869 Email: Josh.Nigro@State.MA.US One survey should be completed for each municipal fire department or jurisdiction. Your time in answering the following questions to the best of your ability is greatly appreciated. Responses will enable us to create a plan that will better meet Barnstable County’s Wildland Fire Hazard Mitigation needs. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 618 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 148 |P a g e TRAINING: 1)How many firefighters are in your department? Full-time: Call:Volunteer: 2)How many individuals have attended the following wildland firefighting training classes (list highest level attained and avoid double counting). Course (lowest to highest)Number of Individuals 2-Hour DCR Wildfire Class 2-Hour Fire Shelter Class 12-Hour DCR Class NWCG Self-paced S130/190 (online or CD) NWCG S130/190 Classroom 3)What other wildland fire related courses have personnel taken? Indicate the number of people trained and list any courses not in the table. Course Number of Individuals NWCG, S-212 Wildland Fire Chainsaws NWCG, S-211 Pumps and Water Use NWCG, S-215 Fire Ops. in the Wildland/Urban Interface NWCG, S-290 Intermediate Fire Behavior 4)Does your department conduct wildland fire drills or training scenarios? YES NO What is a yearly estimate of hours spent on wildland fire drills or trainings? 5)Does your department conduct/participate in prescribed burns or pile burns? YES NO How many prescribed burns per year? What prescribed burn acres per year? How many pile burns per year? 6)Would participation in prescribed burns benefit your department? NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 619 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 149 |P a g e YES NO Rate goals of participation in order of importance from most to least. (training, fuel hazard reduction, ecological management, list/rate others) 1st 4th 2nd 5th 3rd 6th 7)What trainings could benefit your department, list others. Rank 1-10, with 1 being most important. Access to more classroom-based NWCG wildland fire courses Access to more self-paced (online/CD) NWCG wildland fire courses Live fire or field based training exercises County or state run fire academy wildfire trainings Participation on prescribed fires with cooperators Individual community college courses on fuels m or wildfire Community college certificate in wildland fire or fuels mgmt. EQUIPMENT: 1)How many SETS (leather boots, Nomex, leather gloves, hard hats, and fire shelter) of wildland fire personal protective equipment (PPE) does your department have? 2)Does your department require fire shelters be carried by your firefighters when fighting wildfires? YES NO 3)How many fire shelters does the department have? If you know, are they new generation fire shelters (post-2005)? 4)How many porta-tanks and portable pumps does the department have that are suitable for wildland fire? Porta-tanks:Portable Pumps: 5)How many chainsaws does your department have for use on wildland fires? NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 620 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 150 |P a g e What is the average bar length of the saws? Do you have chaps for saw operators? Are saw operators required to wear them? 6)Using the diagram below, please fill in the table and identify what type and how many engines your department has that meets the following engine and tender typing criteria (note if it is a brush breaker, capable of off-road travel, or if the apparatus is excess property): Engine/Tender Type Number No. that are Brush Breakers No. that are 4wd or AWD No. that are Excess Property Type 1 Engines: Type 2 Engines: Type 3 Engines: Type 4 Engines: Type 5 Engines: Type 6 Engines: Type 7 Engines: Type 1 Tender: Type 2 Tender: Type 3 Tender: 7)Does your department have VHF radio capability? NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 621 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 151 |P a g e If so, are these radios field, computer programmable, or both? 1)From your experience, what is the most common cause of wild fire in your department’s jurisdiction? 2)Approximately how many wild fires occurred in your department’s jurisdiction last year and what was their average size? Number of Fires: Average Size (acres): 3)What is the largest wildland fire in the history of your town? Year: Acreage: 4)What is the average number of open burn permits issued each year (pile burns)? YES NO If there is a fee what is it?YES NO Do people have to sign for permits? YES NO 5)Does your department collaborate with federal, state, county, or other municipal agencies on issues related to wild or prescribed fire? YES NO Does your department collaborate with not for profit organizations on issues related to wild or prescribed fire? YES NO Does your department contract with a for profit company on issues related to wild or prescribed fire? YES NO List the organizations and describe the collaboration and/or contracting. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 622 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 152 |P a g e 6)Does the department conduct public outreach or training on wildland fire? YES NO Describe what types of outreach or training? 7)Does the department conduct presentations on wildland fire prevention in town schools? YES NO When is the last time Smokey visited a town school? 8)Does your town have a Wildfire Protection and Preparedness Plan for municipal lands? YES NO Was the department involved in that planning process? YES NO 9)Please rate the following on importance to increasing wildland fire suppression capabilities or wildfire preparedness - 1 being most important 10 being least important (list and rate any others): Increased knowledge on fuel treatments Increased wildland fire trainings More information on structure ignitions from wildland fire Increased participation on prescribed fires in Barnstable County Increased knowledge of fire behavior fire weather More wildland fire equipment More firefighters More Personal Protective Equipment (PPE) 10)Do you have any questions or other information related to wildland fire, this NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 623 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 153 |P a g e questionnaire, or the proposed Barnstable County Community Wildfire Protection Plan? Name of Person Completing Survey: Position/Job Title of Person Completing Survey: Contact Phone Number: Contact Email: Fire Department, Jurisdiction, or Town Represented in Survey: Thank You For Your Time NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 624 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 154 |P a g e APPENDIX D: BROCHURE ON REDUCING WILDFIRE ON CAPE COD NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 625 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 155 |P a g e NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 626 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 156 |P a g e APPENDIX E: POTENTIAL SOURCES OF FUNDING Safe and Vital Communities Program - The Allstate Foundation Provides grants for community development, government/public administration, safety/disasters. Grants average $1,000 to $10,000. www.allstate.com/foundation/ Wildfire Preparedness Planning - Cape Cod Cooperative Extension The program is intended to help with public education about the risk of wildland (forest) fires and address the issue of fire safety, specifically management of available wildland fuels on public owned lands. This initiative, funded by Barnstable County, will provide the services of a consulting forester who will evaluate identified town owned parcels and develop wildland fire management plans for each identified parcel. Each fire management plan will address fuel reduction measures (mechanical, prescribed fire, or combination mechanical/fire prescriptions) that, if implemented, will reduce the risk of wildfire. The program will also include matching mini-grants to help implement the recommendations made by the consulting forester. http://www.capecodextension.org/Natural-Resources/Wildlife-Preparedness-Planning.html Volunteer Fire Assistance - Massachusetts Department of Conservation and Recreation Through the USDA Forest Service's Volunteer Fire Assistance program, the Bureau is enabled to issue grants and materials to towns with less than 10,000 populations. This program provides technical, financial and other assistance to fire departments for forest fire related purposes. www.mass.gov/dcr/stewardship/firecont/services.htm Federal Excess Property Program - Massachusetts Department of Conservation and Recreation Within the Commonwealth, the Bureau administers the USDA Forest Service's Excess Property Program. This program provides cities and towns with free firefighting materials. Any equipment acquired must be used for fire control purposes only. www.mass.gov/dcr/stewardship/firecont/services.htm Community Forest Stewardship Grants - Massachusetts Department of Conservation and Recreation The purpose of the Community Forest Stewardship Grants grant program is to aid communities in putting forest stewardship into practice and to help connect the local citizens to their forest and the benefits these forests provide - including a local source of wood products, clean water, biodiversity, and wildlife habitat. http://www.mass.gov/dcr/stewardship/forestry/service/steward.htm Forest Stewardship Program - Massachusetts Department of Conservation and Recreation The Massachusetts Forest Stewardship Program supports and encourages private forest landowners' efforts to manage, enjoy, and care for their land using a long-term approach. The program is administered by the Massachusetts Department of Conservation and Recreation Bureau of Forestry which strives to provide education and periodic cost-share opportunities to forest landowners. http://www.mass.gov/dcr/stewardship/forestry/service/steward.htm Landowner Incentive Program - Massachusetts Division of Fisheries and Wildlife The LIP program is administered through the MA Division of Fisheries and Wildlife as a partnership that provides private landowners interested in developing and maintaining wildlife habitat on their property with financial and technical assistance. http://www.mass.gov/dfwele/dfw/habitat/grants/lip/lip_home.htm Environmental Quality Incentives Program - Natural Resource Conservation Service The Environmental Quality Incentives Program (EQIP) is a voluntary program that provides technical and financial assistance to agricultural producers and forest land owners who want to improve and protect the condition of soil, water, air, plants and animals. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 627 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 157 |P a g e http://www.ma.nrcs.usda.gov/programs/eqip/index.html Wildlife Habitat Incentive Program - Natural Resource Conservation Service The Wildlife Habitat Incentive Program (WHIP) is a voluntary program that provides technical and financial assistance to people who want to improve fish and wildlife habitat or restore natural ecosystems on their land. http://www.ma.nrcs.usda.gov/programs/whip/index.html Private Stewardship Grants - US Fish and Wildlife Service Provides grants or other assistance on a competitive basis to individuals and groups engaged in private conservation efforts that benefits species listed or proposed as endangered or threatened under the Endangered Species Act, candidate species, or other at-risk species on private lands within the United states. http://www.fws.gov/grants/conserve.html Assistance to Firefighters Grant Program - FEMA and US Fire Administration Program The purpose of the Assistance to Firefighters Grant Program is to award one-year grants directly to fire departments and nonaffiliated emergency medical services organizations of a State to enhance their abilities with respect to fire and fire-related hazards. This program seeks to support organizations that lack the tools and resources necessary to protect the health and safety of the public and their emergency response personnel with respect to fire and all other hazards they may face. www.usfa.fema.gov Community Facilities Loans and Grants - Rural Housing Service, U. S. Dept. of Agriculture Provides grants (and loans) to cities, counties, states and other public entities to improve community facilities for essential services to rural residents. Projects can include fire and rescue services; funds have been provided to purchase fire-fighting equipment for rural areas. No match is required. www.rurdev.usda.gov Reimbursement for Firefighting on Federal Property - U. S. Fire Administration and FEMA Program provides reimbursement to fire service organizations that have engaged in firefighting operations on federal land. Payments can be for direct expenses and direct losses. www.usfa.fema.gov Fire Management Assistance Grant Program - Readiness, Response and Recovery Directorate, FEMA Fire Management Assistance is available to States, local and tribal governments, for the mitigation, management, and control of fires on publicly or privately owned forests or grasslands, which threaten such destruction as would constitute a major disaster. http://www.fema.gov Hazard Mitigation Grant Program - Federal Insurance and Mitigation Administration, FEMA The Hazard Mitigation Grant Program provides grants to States and local governments to implement long-term hazard mitigation measures after a major disaster declaration. http://www.fema.gov NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 628 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 158 |P a g e APPENDIX F: DESCRIPTION OF GIS DATA LAYERS AND FILES INCLUDED ON PROJECT THE DVD Contact the Cape Cod Cooperative Extension at P.O. Box 367, Barnstable, MA 02630 to request copies of any data. FOLDER 1.FINAL PLAN Barnstable County Wildfire Preparedness Plan - CWPP - 09-10-12 Two copies of the final plan; one in is in MS-Word (docx) and the second is in Adobe Acrobat Reader (pdf) format. FOLDER 2.PROJECT SUMMARIES Project Overview A two page project overview in MS-Word (docx) format. Project Overview A PowerPoint overview in MS-PowerPoint (ppt) format. FOLDER 3.TEMPLATES – SITE PLAN AND PROJECT REPORT Template - Site Plan - Short An example short format plan in MS-Word (docx) format for site specific implantation planning, that focusses on fire management project implementation, for planning that will address management issues in addition to fire management, go to the Massachusetts Department of Conservation and Recreations web page at http://www.mass.gov/dcr/stewardship/forestry/service/lawsnforms.htm for a blank template of a Forest Stewardship Management Plan. Template - Project Report An example report in MS-Word (docx) format for summarizing and reporting completed fire management implementation projects. FOLDER 4.GOOGLE EARTH FILES Barnstable_County_CWPPs A Google Earth (kml) format file that will display all site specific Wildfire Preparedness and Prevention, Fuel Management, and Community Wildfire Protection Plans that have been completed in Barnstable County, completed as of August of 2012. Template - Project Report A Google Earth (kml) format file that will display all site Town Focus Areas that were identifies in the Barnstable County Wildfire Preparedness Plan. FOLDER 5.READING Multiple Documents Eleven documents containing valuable information that will support and/or supplement information presented in the Barnstable County Wildfire Preparedness Plan. All documents are in Adobe Acrobat Reader NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 629 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 159 |P a g e (pdf) format and consist of several journal articles, federal guides, and a Barnstable County informational brochure. FOLDER 6.GIS LAYERS Analysis Layers (Sub-Folder) Data created during the data analysis and map generation processes for the project. Inputs Layers (Sub-Folder): o cape_census_blks: Census blocks clipped to Cape Cod also contains information on weighted analysis in attribute table- you could make a final map just by coloring the blocks according to ‘zonal mean sum’ in the attribute table. o cape_open_space: MassGIS open space layer clipped to Cape Cod. o cape_roads: MassGIS EOTmajroads file clipped to Cape Cod. o crown_fire, &flame_length,rate_spread: The raster layers from FlamMap before being reclassified in 1-4 so they have original values for fire behavior (not the layers used in the analysis though, the reclassified layers were used). Will need to be reprojected to match up with MassGIS layers. o dist_fire_st, &pop_density: Raster layers of distance to fire station and population density before being reclassified in 1-4. cf_reclass,dens_reclass,fd_reclass,fl_reclass, &ros_reclass: The 5 reclassified (1-4) layers used in the weighted analysis to produce the final map. Outputs Layers (Sub-Folder): final_map: The final map document that contains the final_risk layer correctly classified in low, moderate, high, and extreme categories. It also includes the final_rast layer (the risk assessment is still in raster version, not joined to census blocks). o cape_census_blks: Cape census blocks with results of final analysis included in attribute table in “zonal_sum” column. o final_rast: Final risk analysis in raster version before being joined to census blocks o final_risk: Final risk analysis layer by census blocks. Layer just needs to be displayed correctly using the ‘classified’ function in the symbology tab to be divided and colored into low, moderate, high, and extreme categories. o focus_areas: Suggested Mitigation Focus Areas identified using final hazard output layer. o Barnstable_co_cwpps: Location of all draft and finalized site specific wildland fire plans. Landfire Layers (Sub-Folder): All LandFire data used to create FlamMap layers, also includes meta data. All are titled similarly: as an example “z65_final” labeled as z65_asp_final for the aspect layer. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 630 of 782 BARNSTABLE COUNTY WILDFIRE PREPAREDNESS PLAN Community Wildfire Protection Plan 160 |P a g e o 9 files:asp (aspect),cbd (canopy bulk density),cbh (canopy base height),cc (forest canopy cover),ch (canopy height),dem (elevation), fbfm40 (40 Scott and Burgan fuel models),mfri (mean fire return interval), and slp (slope). MassGIS Layers (Sub-Folder): Includes all original layers used from MassGIS (no clipping) in the MassGIS naming. Includes meta data/descriptions from MassGIS. 7 files:counties_poly,eotmajroads_arc,majpond_poly, majstrm_arc,openspace_poly, &towns_poly (see http://www.mass.gov/mgis/massgis.htm for details). o NOTE:Due to file size this folder does not contain the USGS Color Ortho Imagery (2008/2009), go to http://www.mass.gov/mgis/massgis.htm to acquire this layer. U.S. Census Layers (Sub-Folder): U.S. Census Bureau Block data for the state of Massachusetts for 2010 o 7 census2010blocks_poly:U.S. Census Block data (see http://www.mass.gov/mgis/massgis.htm for details). University of Wisconsin - WUI Layers (Sub-Folder): WUI classification data for the state of Massachusetts. o ma_wui: WUI classification data (see http://silvis.forest.wisc.edu/maps/wui/state for details). NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 631 of 782 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 632 of 782 DRAFT WILDLAND FIRE PROTECTION AND PREPAREDNESS PLAN FOR PUNKHORN PARKLANDS BREWSTER, MASSACHUSETTS PREPARED BY CAREN A. CALJOUW AND SETH WILKINSON FOR TOWN OF BREWSTER AND CAPE COD COOPERATIVE EXTENSION FEBRUARY 2006 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 633 of 782 1 WILDLAND FIRE PROTECTION AND PREPAREDNESS PLAN FOR PUNKHORN PARKLANDS TABLE OF CONTENTS SITE INFORMATION……………………………………..……………………………2 EMERGENCY ASSISTANCE INFORMATION……..………………………………3 JUSTIFICATION FOR MANAGEMENT…..………………………………………...4 FIRE HISTORY AND PAST LAND USES.…………………………………………...6 THE FIRE ENVIRONMENT…………………………………………………………...7 PLANT COMMUNITIES AND CORRESPONDING FUEL MODELS…………….9 SURROUNDING LANDSCAPE AND INHOLDINGS……………………………...15 HISTORIC, SCENIC, AND RECREATION RESOURCES………………………..16 NATURAL RESOURCES & SPECIES OF CONCERN RESPONSE …………….17 TO FIRE LOCAL PREPAREDNESS AND FIREFIGHTING CAPABILITIES……………..20 ACCESS AND INTERIOR DIRT ROADS………………………………..…………22 GOALS, OBJECTIVES AND STRATEGIES FOR WILDLAND FIRE…….…….24 PREPAREDNESS PERTINENT REFERENCES AND LITERATURE CITED……………………….33 APPENDIX A: A HOMEOWNER’S GUIDE TO WILDLAND RETROFIT……...37 APPENDIX B: QUALIFIED FIRE LEADERS……………………………………...38 APPENDIX C: GLOSSARY OF TERMS…………………………………………….39 Figure 1. MAP OF PUNKHORN PARKLANDS AND ADJACENT LANDS…….43 Figure 2. PUNKHORN PARKLANDS BASE MAP AND VEGETATION………..44 Figure 3. INTERIOR ROADS, ACCESS POINTS, AND KEY FEATURES……...45 Figure 4. GENERALIZED ROAD CLASSIFICATION AND ACCESS…………..46 CONCERNS Figure 5. PRIORITY FUEL REDUCTION ZONES……………………………… .47 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 634 of 782 2 WILDLAND FIRE PROTECTION AND PREPAREDNESS PLAN FOR PUNKHORN PARKLANDS SITE INFORMATION Site: Punkhorn Parklands Total Acres: 835 Town, County, State: Brewster, Barnstable Co., MA Elevation: 5 – 80 Feet U.S.G.S. Quadrangles: Harwich and Dennis MA Latitude: 41043’27” N Longitude: 70006’27” W Ownership: Town of Brewster Managed by: Brewster Conservation Commission and Brewster Water Department General Description: This planning report encompasses the 835-acre Punkhorn Parklands. The Town of Brewster Conservation Commission and Water Department manage this area for conservation, water supply, and passive recreation. The Punkhorn Parklands are primarily forested and support a network of trails and non-paved roads. The area is bounded on the east and west sides by large freshwater ponds, Figure 1. The ponds are often referred to as the “Noble Ponds of the Punkhorn”, a dense collection of kettlehole ponds with good water quality. Several small ponds and shallow depressions are found within the interior of the property and support bog and shrub swamp. Privately owned commercial cranberry bogs are found outside the property near Elbow Pond and Hinckleys Pond. A small caretaker’s cottage, known as the Mattot House, is owned and maintained by the Town of Brewster and occupied by Natural Resource staff during the summer months. Numerous small private inholdings are found within the Punkhorn Parklands, in the vicinity of Eagle Point Cartway, lower Westgate Road, and Archie’s Cartway. The Brewster Water Department maintains the Greensand Water Treatment Facility and well sites east of Westgate Road. Terrain is variable throughout the site. Soils are classified within the Carver, Plymouth- Barnstable-Nantucket, and Freetown general map units. Carver soils predominate under mixed oak and pine forests of the central and southern portion of the property. These deep and excessively drained sandy soils formed in glacial outwash deposits are nearly level throughout to moderately sloping around pond shores. The terrain becomes more hilly and bouldery within the northeast section, near Calf Field Pond. Sandy and loamy Plymouth-Barnstable-Nantucket soils predominate here, with mixed oak and pitch pine occurring more commonly with white pine and American beech. The Freetown coarse sand or Freetown mucky peat occurs in depressions, along streams, and in ponds and lakes. Mixed oak species and pitch pine dominate forest vegetation within the Punkhorn Parklands. Various expressions of the vegetation reflect local site conditions such as slope, slope position, aspect, and past disturbance events. Understory vegetation is consistently shrubby, comprised of black huckleberry and lowbush blueberries, with scrub oak occurring to a lesser extent within the southwest portion of the property. Forest and woodland openings support several state uncommon wildflowers. Ponds such as Seymour Pond, Walkers Pond, and Elbow Pond support rare plant communities, known as coastal plain pondshores. These shorelines provide habitat for several globally and state rare plants and animals. Punkhorn Parklands is also an important water recharge area for the Town of Brewster supporting active and future well sites managed by the Brewster Water Department. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 635 of 782 3 Passive recreational uses include hiking, horseback riding, walking, nature observation, and swimming. The prominent land features, the extensive network of trails, and interesting vegetation make this open space area a pleasant place to hike, observe wildlife, and study the natural environments of Cape Cod. EMERGENCY ASSISTANCE INFORMATION Fire: Brewster Fire and Rescue Fire Chief: Roy E. Jones III 508 896-7018 Headquarters 1657 Main Street Brewster, MA 02631 Harwich Fire Department Fire Chief: Wilfred Remillard 508 430-7546 Headquarters 175 Sisson Road Harwich, MA 02645 Law Enforcement: Brewster Police Department Police Chief: James R. Ehrhart 508 896-7011 631 Harwich Road Brewster, MA 02631 Brewster Department of Natural Resources Director: Robert S. Mant 508 896-3701 ext.135 2198 Main Street Brewster, MA 02631 Medical: Brewster Fire and Rescue 508 896-7018 Cape Cod Hospital 508 771-1800 Site Managers: Brewster Conservation Administrator: Keith Johnson 508 896 3701 ext.124 2198 Main Street Brewster, MA 02631 Brewster Water Superintendent: Paul Hicks 508 896-5454 1671 Main Street Brewster, MA 02631 Brewster Public Works Superintendent: Robert Bersin 508 896-3212 201 Run Hill Road Brewster, MA 02631 All emergency numbers can be reached through 911; the above numbers are direct lines. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 636 of 782 4 JUSTIFICATION FOR MANAGEMENT This Wildland Fire Protection and Preparedness Plan is funded through the Cape Cod Cooperative Extension in cooperation with the Town of Brewster, as part of a county-wide initiative to address wildfire hazards on town-owned or town administered open space tracts. The Town of Brewster nominated the Punkhorn Parklands as its highest priority for wildfire assessment and preparedness planning. It is Brewster’s largest contiguous conservation property and consists of mixed oak and pitch pine forest, which contains highly flammable and heavy fuel accumulations. Residential development has increased within this interface area over the past two decades, warranting assessment of wildfire risks and hazardous fuels. Punkhorn Parklands protects an extensive forested ecosystem interspersed with wetlands. This large extent of forestland provides important habitat for many wildlife species and enables residents and visitors to enjoy and learn about the natural world around them. The area serves many passive recreational functions and protects significant natural resources, as well as the scenic and natural character of forestland within Brewster. The area preserves important cultural and scenic resources and serves critical groundwater protection and well sites for the Town of Brewster. Residential developments around the Punkhorn Parklands have expanded significantly over the past few decades. There are over 50 homes situated as either inholdings within the Punkhorn Parklands or within 100 feet of the Punkhorn’s boundaries. This expanded development increases the potential for dangerous and costly wildfires to start in or near residential areas and then spread on to the Punkhorn or for wildfires to start in the Punkhorn and impact neighboring residential areas. National studies have shown that increased human activity within wildland settings generally increases the potential for wildfire ignitions. Managing this large area for its conservation and recreation values, reducing wildfire hazards, and protecting public safety are priorities for the Town of Brewster. Prevention, detection, and suppression of wildfires should remain a very high priority for local fire control organizations, but resource managers must, at the same time, actively work to reduce heavy and highly flammable fuel loads in fire-prone areas through prescribed burning and mechanical cutting methods. Suppression alone will not eliminate the risk of wildfires. Although fires may occur less frequently, fires will eventually occur. Dependent on weather and fuel conditions, these fires can be expected to burn with intensities that may escape initial fire control and threaten human resources, both within the conservation area and on adjacent public and private property. The only clear firebreaks within the property are water bodies and the existing gravel roads, neither of which are strategically located and adequate for fire protection. As a result of prevailing winds, most fires will spread from the south and west, to the north and east toward residential areas. Several residential areas are at risk. Adequate firebreaks and access for fire control are needed. Wider zones of reduced fuel loadings and increased access along certain boundaries and interior dirt roads could be achieved through a combination of mechanical treatment and prescribed fire with minimal soil disturbance. Fuel treatments are proposed to reduce the threat of wildfires. Prescribed burning – setting fires under identified conditions – can reduce fine fuels that spread wildfires. In certain areas, very high fuel loads and proximity to residential areas and major roads impose dangerous conditions for land managers to safely conduct prescribed burns and achieve ecological management goals. To address this problem, mechanical treatment such as mowing understory brush and selectively thinning trees may be used to reduce fuel loads and create conditions more favorable for continued NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 637 of 782 5 mechanical treatments or future prescribed burns. Thus reducing the risk of catastrophic wildfires, where heavy fuels, fuel ladders, and high winds spread fire into the forest canopy. Several public agencies and conservation organizations on Cape Cod (including the National Park Service, Massachusetts Department of Fisheries, Wildlife, and Environmental Law Enforcement, Massachusetts Department of Conservation and Recreation, The Nature Conservancy, and Massachusetts Audubon Society) use a combination of prescribed fire and mechanical treatments to reduce hazardous fuel loads and maintain the ecological integrity of coastal plain forested ecosystems. Prescribed burns are carefully planned and executed to minimize escapes and smoke impacts, which are often a hazard associated with unplanned fires. Fire ecologists recommend burning designated fire-prone areas at regular periodic intervals. A program of periodic low to moderate intensity prescribed burns is designed to reduce accumulations of fine fuels and produce a long-term reduction in larger fuels. It should be noted that although fire is a natural component of this forested ecosystem, the use of natural fire (e.g. non-management ignited fire) will not be allowed. Due to the close proximity of residential areas and transportation routes, all unplanned ignitions that occur within the Punkhorn Parklands will be aggressively suppressed using methods and means consistent with protecting lives and property. FIRE HISTORY AND PAST LAND USES Very small fire starts are relatively common within the Punkhorn Parklands. Fortunately, most fire starts have been quickly detected and suppressed or have gone out on their own due to moist weather conditions and precipitation. The majority of wildland fires occur in the spring before “green up”, when the vegetation is dry and flammable. Reports of late summer wildfire do occur following periods of drought. The wildfire season usually begins in March and ends in late November. Lightning is rarely reported as the cause of wildfire on Cape Cod. Although, there is a record of a lightning caused wildfire reported from the Punkhorn Parklands. People are the likely cause of almost all fires. Some fires may be intentional arson fires. But most fires are accidental and may be started by homeowners burning brush, children playing in the woods with matches, someone carelessly dropping a cigarette, or even muffler sparks from a dirt bike or other off road vehicle ridden by young people on a hot, dry day. Paleo-ecological records show that fire has been part of the Cape Cod landscape for thousands of years (Winkler 1985, Patterson and Sassman 1988, Stevens 1996, and Patterson 1999). In modern times, fire continues to influence the vegetation of Cape Cod to the extent that fire adapted natural communities predominate over most of the area. Cores taken from Duck Pond on Cape Cod National Seashore, dating back 12,000 years and 4,800 years respectively, found abundant charcoal throughout the stratigraphic column suggesting that fire has played an important role in maintaining pine and oak forests on the Cape throughout the Holocene (Winkler 1982 and 1985, Bachman 1984, Clark 2002, Patterson and Crary 2004). A sediment core taken by Patterson (1999) from Mary Dunn Pond in Barnstable supports the evidence that fire was an important influence within the pre and post European settlement landscape of Cape Cod. Native Americans used fire as a landscape management tool to clear trails for travel, to hunt, to increase browse for game species, increase production of acorns and berries, and once agriculture was adopted, to clear and fertilize land. The ancient Saquatucket tribe lived, hunted, and fished within the Punkhorn at least as early as 8,000 years ago. They were drawn to this area, with its large ponds and ample fish stocks including alewives and blue-backed herring. The Saquatucket Tribe lived and roamed freely through forests and over pondshores of the Punkhorn throughout NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 638 of 782 6 the 1600’s – hunting, farming, burning, cutting firewood, and fishing. The Punkhorn Parklands Trail Guide (19 ) reports the following: “ …early colonists’ records refer to the natives’ “barns” (underground walled storage pits) and tar kilns (used to slow-boil pine sap). What is now Westgate Road was probably first a native foot trail linking the ponds and Harwich’s Herring River to the south shore. The last Saquatucket died in 1818.” “By 1716, the Europeans, known as Proprietors for First-Comers, laid out long, narrow, private lots for woodcutting. As the landscape was denuded, the open meadows were called the “Great Fields”, which were used as a sheep common and community grazing area. Eastgate and Westgate Roads were named for boundaries of the pastures. By the late 1800’s, a thriving cranberry industry developed on the Punkhorn Bogs. Near Calf Field Pond, granite boulders were quarried for use in making harbor jetties along the Bay.” “Few people lived in the area as it was far from village life along the Cape’s shores. In a 1747 deed, Proprietor John Dillingham referred to the locale as “Sepunkhorn”, and gradually much of west Brewster’s interior became known by locals as the “Punkhorn”, perhaps meaning “a place of spongy wood”. The practice of firing the woods was continued by colonists until at least the late 1700’s (Deyo 1890). Burning practices likely continued on forested lands during the time of settlement and farming. Wood was used to build and heat homes, supply local shipyards and businesses within the Factory Village, as well as supply salt making and charcoal iron industries elsewhere on Cape Cod. By the early 1800’s, almost all forested areas were divided into firewood lots and extensive fuelwood cutting and sheep grazing occurred on the landscape. Fires during this time were extensive, often thousands of acres. Descriptions of the Cape Cod landscape during this time, report widely spaced pitch pines and coppice oak sprouts. As the trail guide states, by the mid- 1800’s, most of the uplands within the Punkhorn were open grazing land and many of the Punkhorn’s wetlands were utilized for cranberry production. With the expansion of railroad activities on Cape Cod in the late 1800’s, forest fires increased. Drifting embers from steam locomotives started most fires (Thompson 1928). During the early 1900’s on Cape Cod, fires were abundant and Thompson (1928) reported an average of 8,500 acres of woodland burned annually. Tourism was becoming an important trade on Cape Cod by the early 1900’s and public opinion began to favor the suppression of all fires, although some people still continued the practice of burning blueberry patches to increase berry yields. The first fire tower on Cape Cod was erected in 1913 in the town of Barnstable to watch for fires and communicate fire locations to local fire fighters. The Massachusetts Department of Conservation and Recreation started patrolling the Cape in the 1920’s along with local patrol trucks, which were equipped with water, hose, and tools. In the late 1930’s, Cape Cod led the way in developing the first brush breakers to fight forest fires (Crosby 2003). After this period, forest fires tended to burn for shorter periods of time and consumed fewer acres. Very large wildfires may still occur on Cape Cod every 30 to 50 years, instead of intervals of 10 to 20 years (Patterson and Ruffner 2002). Long intervals between fires may heighten the danger to the public, as fuels build up and people are prone to forget about the risk of wildfire and NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 639 of 782 7 become complacent about controlling flammable accumulations of fuels around dwellings and other structures. THE FIRE ENVIRONMENT Fires, like many natural events, are cyclic. The fire cycle is governed by conditions such as climate, storm events, insect outbreaks, topography, soils, existing vegetation, and human activities. The climate of Cape Cod is humid and continental characterized by a moderate to large annual temperature range and well-developed winter and summer seasons. Precipitation is ample in all months and favors development of forests (Strahler 1966). The vegetation exhibits a maritime influence due to its proximity to the Atlantic Ocean. Prevailing winds are out of the southwest from April through October and out of the northwest from November through March. Winds from the northeast are associated with storm events, bringing high winds, driving rain, and cold damp air. Precipitation maximums occur during the winter months and a minimum usually occurs in late May through July (Fletcher 1993). Most wildfires are likely to occur in late spring and early summer, associated with southwesterly winds. The potential for fire is highest during periods of low precipitation and humidity, when fine fuels can ignite easily. Relative humidity levels are usually lowest in March through May. Wildfires occurring during periods of low humidity can create sparks and embers carried aloft in the rising hot air above the fire and cause spot fires downwind of the main fire. Strong northwesterly winds associated with changing frontal systems in early spring or fall flame many large and hard to suppress wildfires. In high winds, embers may be carried hundreds of feet from the main fire and cross barriers such as roads and water bodies. The sandy soils found throughout the Punkhorn tend to dry quickly and create conditions ripe for severe fires during dry periods in the spring, summer and fall. Drought conditions in the summer can reduce live fuel moisture. Such conditions in the summer can also reduce moisture in soil and duff layers, so that the potential for severe fires increases (Patterson and Ruffner 2002). The Keetch-Byram Drought Index (KBDI) is currently used in fire planning to evaluate the effects of extended drying on the duff layer. The index increases for each day without rain and the amount of increase depends on the daily high temperature. The scale ranges from 0 (no moisture deficit) to 800. A prolonged drought creates a high KBDI, making more fuel available for combustion and increased smoldering and difficulty in fire suppression. This mathematical system helps relate current and recent weather conditions to potential or expected fire behavior (Keetch and Byram 1988, Melton 1989). The National Park Service tracks the KBDI at Cape Cod National Seashore. This drought index is also calculated at various Massachusetts Department of Conservation and Recreation properties to help determine fire danger. Major tropical storms occur every 30 to 40 years on Cape Cod and the islands (Foster and Boose 1995, Foster and Motzkin 1999). Salt exposure and intense wind events may damage vegetation. Pines are especially susceptible to windthrow, uprooting, crown and branch damage. Increased available fuels and the potential for more severe wildfires result from hurricanes and tropical storms. Cape Cod has a long history of severe winter storms, blizzards, and nor’easters. Most winter storms bring the Cape storm surges and high winds. The December 2005 storm brought very high winds and heavy snow to many areas of the Cape. Many trees, which were heavily weighted with snow were uprooted or damaged. Pitch pine and locust trees were most susceptible. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 640 of 782 8 Periodic defoliation of trees (especially oaks) by forest insects such as the gypsy moth or the newly arrived winter moth increases the exposure of sunlight to understory fuels. Downed tree branches, fine fuels in the understory, and leaf litter tend to dry out more quickly. Prolonged hot and dry conditions during episodic insect outbreaks increase fire danger and the potential for fire starts. A small area of insect damage, less than one acre, was observed in a forested area east of Westgate Road, south of Seymour Pond Trail, and north of Massasoit Trail. Topographic relief is variable within the Punkhorn. Throughout much of the site, terrain consists of flat to gently rolling sandy plains between ponds and small kettlehole depressions. Terrain becomes more variable and slope increases along the periphery of wetlands and pondshores (5- 30%). The northeastern portion of the site is hilly and bouldery, with a maximum elevation of 80 feet above sea level and slopes up to 35%. Large boulders and variable terrain limit the use of brush breakers and other engines within the northeast portion of the property. Topography is an important factor considered in fire management planning. Generally, fire will move up slope more rapidly and with greater intensity than it will move down slope. Fire moving up slope will preheat fuels, thereby increasing fire intensity and rates of spread. Fire intensity and rates of spread moving down slope behave much like backing fires on flat terrain. Topography can effect wind and cause local changes in fire direction, intensity, and rates of spread. Wind moving upslope may be diverted around a hill, resulting in a change in direction. On moving from flat ground to sloping ground, wind may eddy and become turbulent, resulting in updrafts and downdrafts and increased fire behavior. Before describing plant communities and fuel models, a general description of fuels may be helpful. Fuels are made up of various components of the vegetation, both live and dead. The effect that fuels have on the ignition, spread, intensity, and duration of fire varies according to plant species, size, amount, compactness, condition (live or dead fuels), moisture content, mineral content, horizontal continuity, and vertical arrangement of those fuels. For instance, fuel load, size class distribution, and arrangement of fuels control ignition and whether a fuel will sustain a fire. Horizontal continuity influences whether a fire will spread or not and how steady that rate of spread may be. Fuel loading and vertical arrangement influence flame length and the ability of the fire to “torch out” in the overstory. With the proper horizontal continuity in the overstory (such as within dense pitch pine), the fire may develop into a crown fire. Wildland fires are typically spread by fine fuels such as leaves, needles, and twigs on the surface and in tree canopies. These are known as one-hour time lag fuels (material < ¼ inch in diameter) that can quickly absorb moisture from the air or lose that moisture if humidity decreases. They are capable of drying out or losing two-thirds of their moisture content in about one hour. For example, on a sunny spring day, these fine fuels can rapidly dry and increase in flammability from early morning to mid day as humidity decreases. Ten-hour time lag fuels (twigs and small branches between 1/4 inch to 1 inch in diameter) are ready to burn within 10 hours of drying time. They also help spread wildland fires because they ignite and burn quickly. 100-hour time lag fuels (branches and slash between 1 to 3 inches in diameter) equilibrate over the course of many days and are slower to ignite. 1000-hour time lag fuels (> 3 inches in diameter) are basically trees and slash that need 1000 hours of dry time before they would combust. Long periods without rain can significantly affect the ability of 100-hour and 1000-hour fuels to burn. They may contribute to the intensity of a wildland fire creating local pockets or jackpots that may flare up and cause problems with mop-up but these larger fuels contribute little to the rate of spread. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 641 of 782 9 Several plant communities within the Punkhorn are prone to burning; having formed on extremely acid and excessively drained soils. This dry and acidic environment slows the decay of organic matter and leads to thick accumulations of litter and duff. Many of the constituent plants of the communities, such as black huckleberry, scrub oak and pitch pine produce volatile substances in their leaves and stems; these live fuels contribute to the spread and intensity of fire. The dense black huckleberry or scrub oak understory tends to form a horizontally continuous layer of fine fuel through which fire spreads. The retention of dead branches on stems and the trapping of fallen twigs and branches within the shrubs provide well-aerated fuels. The dense shrub layer along with ladder fuels such as greenbrier and bittersweet, contribute to the vertical arrangement of fuels, thereby increasing the possibility of scorching of canopy foliage or crowning of fires within the canopy. Pitch pine and other conifers tend to carry fire through the tree canopy more readily than oaks. From a distance, pine stands look fresh and green. Closer inspection generally reveals that the greenness is a shell enveloping a core of dry needles, twigs, and branches. The piney aroma we often enjoy while walking through a pine stand is actually a combination of highly flammable organic compounds produced in the green needles during photosynthesis. If black huckleberry, scrub oak and pitch pine fuel loadings are left unchecked and continue to accumulate, they can trigger far more severe, high intensity wildfires that threaten not only the ecosystem, but also private property in the surrounding areas. PLANT COMMUNITIES AND CORRESPONDING FUEL MODELS Brief descriptions of the plant communities of the Punkhorn Parklands follow. Nine plant communities are described. These descriptions are based on fieldwork completed during the winter and summer of 2005. These generalized groupings of plant communities were completed to evaluate current vegetative conditions, wildland fuel conditions, and wildfire risk. Brief fuel discussions and fire behavior predictions accompany the plant community descriptions. Table 1 provides an outline of plant communities or vegetation types, along with corresponding fuel models, topographic position, and approximate size. Figure 2 is a base map of the Punkhorn Parklands depicting vegetation from available orthophotography. Fuels are discussed in terms of standardized fuel models developed by the U.S. Forest Service (Anderson 1982, Rothermal 1983, Scott and Burgan 2005) to help estimate fire behavior. Corresponding fuel models that “best fit” plant communities within the Punkhorn are discussed after each plant community description. Fuel models are important tools for land managers to assess wildfire risk and to determine prescribed fire parameters. Fuel models are used in mathematical modeling of fire behavior and fire danger rating. They are presented in fuel groups: grassland, shrubland, timber, and slash. The BEHAVE Fire Modeling System is a software application to predict wildland fire behavior for fire management purposes. The program is designed for use by fire managers who are familiar with fuels, weather, topography, and wildfire situations. For more information, the BEHAVE PLUS fire behavior prediction system may be downloaded from the Internet (www.fire.org/tools). Table 2 provides general characteristics of fire behavior for vegetation and corresponding fuel models within the Punkhorn. More specific fuel discussions and fire behavior predictions will be provided in forthcoming prescribed fire plans for management units. Mixed Oak – Pitch Pine Forest This is the prevalent forest type, occupying over 60% of the area. It may be found on hills, slopes, and level terrain of upland areas. Scarlet oak, white oak, black oak and pitch pine dominate the canopy, forming 60-80% cover. Trees may reach 30-45 feet tall. The subcanopy is NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 642 of 782 10 composed of scarlet oak, pitch pine, black oak and white oak, forming 5-20% cover of trees and roughly 18-30 feet tall. Scarlet oak, highbush blueberry, and white oak are common in the tall shrub layer. Sassafras and white pine occur as scattered individuals within the tall shrub layer. Black huckleberry and lowbush blueberry form a continuous low shrub layer, forming 80-100% cover of shrubs and 2-4 feet high. Common greenbrier, winterberry, wild sarsaparilla, bracken fern, and pink lady’s-slipper occur to a lesser extent. Greenbrier can be locally abundant for reasons that are not entirely clear. The greenbrier stems are mostly short, occurring among and above the huckleberry bushes. In areas were fire has occurred, a more open canopy woodland structure is a result, with a profusion of regenerating scarlet, white oak, and post oak sprouts. A small stand of post oak, an uncommon tree, is found north of Boot Swamp. The litter layer within the mixed oak – pitch pine forest is generally 2 inches thick, overtopping partly decomposed duff, which is another 2-3 inches thick. In general, the mixed oak – pitch pine forest should be regarded as fire prone due to droughty soils, thick litter, and the prevalence of a continuous ericaceous shrub understory. Fires are likely to be surface fires carried through the shrub understory burning with moderate intensity. Fast moving fires may occur in the spring with multiple tree torching in pine dominated areas. During periods of low humidity and high winds, rates of spread and flame lengths increase dramatically. Under dry conditions, severe burns may occur if fires enter the duff that accumulates under oak litter. As greenbrier and pine increase in the understory, so does the potential for ladder fuels carrying fire into the forest canopy. The mixed oak – pitch pine forest is represented by Fuel Model 6 of Anderson's (1982) standard models for estimating fire behavior. Mixed Oak Forest This forest is found as small pockets on hilly terrain around Calf Field Pond. White oak and black oak dominate the canopy, forming 60% cover. American beech and pitch pine occur in the canopy to a lesser extent. Trees may reach 35-45 feet tall. Bayberry, highbush blueberry, and witherod are common in the tall shrub layer. Sassafras, white oak, and white pine occur as scattered individuals throughout the tall shrub layer. Lowbush blueberry, bracken fern, and sarsaparilla form a fairly continuous low shrub and herb layer. Black huckleberry is scattered in the low shrub layer. Small stands of American beech are found along north facing mesic side slopes in the vicinity of Quarry Road and calf Field Road. Litter is patchy under American beech stands, and increases under mixed oak and pitch pine, ranging from 1 to 2 inches. Standard Fuel Model 9 represents large portions of the mixed oak forest. Lowbush blueberry, the dominant ground cover, is less volatile than black huckleberry and surface fires tend to move more slowly through these low shrub fuels. However, areas supporting higher concentrations of black huckleberry, bayberry, and pitch pine are better represented by Fuel Model 6. During periods of low humidity and high winds, rates of spread and flame length may increase within these areas. The tall shrub fuels may act as ladder fuels causing multiple tree torching and short crown runs within the pitch pine. Throughout much of this area, basal area of pitch pine was estimated at 30 square feet/acre. Pitch Pine Forest The Pitch Pine Forest occurs within the southern portion of the property. This is a pine- dominated forest rather than a true “pine barrens”. Pitch pine is the dominant tree in the forest canopy, forming 40-60% cover. Trees may reach 20 to 45 feet tall. Pitch pine is the dominant species in the subcanopy but trees of scarlet oak, white oak, and black oak may be admixed with pine, forming 40% - 60% cover and reaching 18 - 30 feet tall. Scrub oak, black oak, and scarlet oak are common in the tall shrub layer, forming 20-40% cover. Black huckleberry and lowbush blueberry form a continuous low shrub layer, forming 80-100% cover, 1-3 feet tall. Winterberry, NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 643 of 782 11 bracken fern, and pink lady’s-slipper occur as scattered individuals within the herb layer. The leaf litter is 3 inches thick, overtopping partly decomposed duff, 2-3 inches thick. The pine forest is fire-prone due to the prevalence of black huckleberry and scrub oak in the shrub understory. This vegetation has the potential to burn with moderate to very high intensities. Under dry conditions and high winds, flame lengths and rates of spread increase dramatically. As scrub oak increases in the understory, so does the potential for ladder fuels to carry fire into the forest canopy, causing multiple tree torching and crown fire runs within the pitch pine forest. Basal area for pitch pine was estimated at 80 -90 square feet/acre throughout much of this area. The pitch pine forest is represented by Standard Fuel Models 4 and 6. Immature Pitch Pine Stands Fairly monotypic dense stands of pitch pine occur within the vicinity of the Deerfield Subdivision. It appears that topsoil was scraped away within portions of the area over the past 15 – 20 years. The pitch pine canopy is closed, forming 75-85% cover, 20 – 30 feet tall. Trees average 3 to 8 inch diameter at breast height. Understory vegetation is variable consisting of common greenbrier, bayberry, highbush blueberry, black huckleberry, red cedar, and crinkled hair grass. Pine is admixed with larger black oak and scarlet oak with sapling sassafras. Red maple and sweet pepperbush may be found within the understory on more mesic soils approaching wetlands. Within dense interior portions of stands, understory vegetation is scarce with thick accumulations of pine needle duff. Basal area for pitch pine is high, estimated at 220 – 270 square feet/acre. Within the shaded areas, slow moving surface fires may carry through the compact needle litter and hairgrass and are best represented by Standard Fuel Model 8. However, portions of these stands contain abundant black huckleberry and common greenbrier. Fire may burn through the surface and shrub strata with moderate to high intensities. Shrubs and vines may act as ladder fuels carrying fire into the pitch pine canopy, causing multiple tree torching and crown fire runs within the dense pitch pine. Other portions of the young pitch pine stand are best represented by Standard Fuel Model 7. During weather conditions involving high temperatures, high winds, and low humidities, fire hazard increases greatly within this fuel type. Right-of-Way Shrubland Periodic mowing of the transmission line right-of-way has maintained early successional shrubland conditions. The tall shrub layer is fairly open and dominated by short black oak, scarlet oak, white oak and pitch pine, forming 40 % cover. Black huckleberry, Pennsylvania sedge, common greenbrier, lowbush blueberry, hairy bush clover, little bluestem, and yellow wild indigo are characteristic within the low shrub and herb layer, forming 80 – 100% cover. The litter layer is approximately 1 inch thick and comprised of tree leaves and graminoid thatch. The vegetation should be regarded as fire prone. Fine fuels from the grasses and sedges are present. The powerline right-of way is represented by Standard Fuel Models 1 and 4. Fire intensity may be low to high depending on when vegetation was last cut for powerline maintenance. Powerline maintenance is supervised by NSTAR Power and expected to occur every five years. Shrub Swamps Shrub dominated wetlands occur along the Punkhorn River, in small kettlehole depressions, and along pond margins, which are seasonally flooded. Highbush blueberry, winterberry, swamp azalea, and leatherleaf may form a continuous shrub layer with sweet pepperbush and sheep laurel occurring to a lesser extent. Young red maple, tupelo, and pitch pine trees are scattered throughout the wetlands. Low herbaceous vegetation is sparse. Virginia chain fern, marsh fern, wool-grass, reed canary grass, and large bog cranberry often occur over sphagnum moss. Many of NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 644 of 782 12 the shrub swamps were stripped of vegetation in the late 1800’s and farmed for commercial cranberries up until the mid 1900’s. A common variant observed during fieldwork is the water willow and sweet pepperbush shrub swamp, often associated with areas of standing water. Leatherleaf may occur to a lesser extent within the shrub layer. The herb layer is sparse and may include reed canary grass, sphagnum moss, other mosses, and marsh St. John’s-wort over muck. The shrub swamp is represented by Standard Fuel Model 5. The leaf litter is generally compact above sphagnum or muck and fire tends to move very slowly on the surface. During high water periods, which may last for several months of the year, fire will not carry through these wetlands and they may serve as firebreaks. However, under extreme weather conditions involving drought, high winds, high temperatures, and low humidities surface fires may move into the shrub layer and flare up in heavy fuel concentrations. In addition, severe and difficult to extinguish ground fires may occur in peat deposits during drought periods. Common Reed Stands Small stands of common reed and broad-leaved cattail are scattered throughout the Punkhorn wetlands. Stands of common reed may build up thatch and are potential fire hazards depending on their location. Dead and cured standing stems of common reed may form almost impenetrable thickets of highly flammable materials. Common reed stands are best represented by Standard Fuel Model 3. Fires may be intense and fast moving when accompanied by high winds, high temperatures, and low humidities. Tupelo – Red Maple – White Oak Forest and Swamp This forest occurs on moist toe slopes, within wet depressions, and along the margins of ponds. Tupelo and red maple may reach 40 – 60 feet tall. Pitch pine occurs scattered throughout the forest canopy. Sweet pepperbush, highbush blueberry, swamp azalea, black huckleberry, inkberry, and common greenbrier form a discontinuous shrub layer. Typical herbs scattered throughout the understory include wild sarsaparilla, chain fern, and cinnamon fern. Small open water areas within may support dense stands of winterberry. The litter layer is compact and generally less than 1 inch thick. Fires move slowly through the surface fuels during most of the year. The tupelo - red maple- white oak forest and swamp are best represented by Fuel Model 8. During very dry and windy conditions fire potential increases, especially in pockets with greenbrier and inkberry. Greenbrier may act as a ladder fuel carrying fire into the pitch pine canopy. Coastal Plain Pondshore A herbaceous community of exposed pondshores influenced by changing water levels. The emergent exposed pondshore supports Canada reed grass, flat-topped goldenrod, pondshore rush, golden pert, beaksedges, lance-leaf violet, and dwarf St. John’s-wort. Bayonnet rush, spike rushes, and pipewort are found in the semi-permanently flooded zone. Deeper water areas support yellow water lily, white water lily, and spike-rush. Numerous rare and uncommon species are found within the coastal plain pondshore communities of the Punkhorn including Plymouth gentian, pondshore knotweed, redroot, thread-leaved sundew, hyssop-hedge nettle, and the spatterdock darner. Litter is sparse with large areas of exposed sand, cobble, or muck substrates. Fire does not carry through this community and it serves as a firebreak. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 645 of 782 13 Table 1. Generalized Vegetation Types and Corresponding Fuel Models of Punkhorn Parklands Vegetation Type Topographic Position Fuel Model % Area approximate Mixed Oak – Pitch Pine Forest Level terrain, rolling hills, and side slopes 6 60% Mixed Oak Forest Rolling hills 9 5% Pitch Pine Forest Level terrain 4, 6 10% Immature Pitch Pine Stand Level terrain 7, 8 2% Right-of-Way Shrubland Hills and level terrain 1, 4 < 1% Shrub Swamp Wetland depressions, pond margins 5 15% Common Reed Stand Depressions 3 <1% Tupelo–Red Maple–White Oak Forest and Swamp Toe slopes, wetland depressions, and pond margins 8 <5% Coastal Plain Pondshore Pond Margins Will not carry fire <2 % NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 646 of 782 14 Table 2. Summary of Fire Behavior Characteristics for Fuels at Punkhorn Parklands Fuel Model – Fuel Type Fire Behavior Characteristics % Area Fuel Model 1 - grassland w/ low forbs Fine herbaceous fuels that are cured or nearly cured carry fire. Moderate flame lengths: less than 4 ft High rates of spread: 78 ft/min Very small patchy areas along powerline right-of-way. < 1 Fuel Model 3 - common reed stands Dead standing stems up to 4 –6 feet tall carry fire w/ moderate winds. High flame lengths: 12 ft (+) Moderate to high rates of spread: 100 ft/min Small stands within wetland depressions. < 1 Fuel Model 4 - Scrub oak openings within pitch pine forest - r-o-w shrubland (3+ yrs post mowing) Fire carried by abundant surface fuels, such as oak leaves, pine needles, and cured herbaceous material. Fire will spread into shrub layer except under low wind and high moisture levels. Shrub layer contains volatile material. Fires of high intensity and moderate rate of spread. High flame length: 6-20 ft Rates of spread: 6-30 ft/min < 2 < 1 Fuel Model 5 - Shrub swamps Fire carried mainly on surface by the litter cast from shrubs. Foliage contains little volatile material. Stands may reach 6 feet high but have poor burning properties because of live (nonvolatile) vegetation and shading. High winds and extreme drought needed to carry fire into shrub mid-story. Low flame lengths and low rates of spread. May act as firebreaks during seasonally wet periods. 15 Fuel Model 6 - Mixed oak – pitch pine forest - Pitch pine forest Fire carried mainly through the continuous and volatile shrubs, such as huckleberry and scrub oak. Pines are susceptible to torching and crowning, especially in areas w/ significant ladder fuels. Crowning could lead to fire of catastrophic scale and intensity. Fire behavior moderate to intense. High flame lengths: 6 ft (+) Moderate rates of spread: 10-30 ft/min. 60 8 Fuel Model 7 - Immature pitch pine stands with continuous understory Fire behavior intense if significant shrub layer and ladder fuels present. High potential for crowning in dense pitch pine. Crowning could lead to fires of catastrophic scale and intensity. High flame lengths: 5-8 ft (+); Rates of spread: 10-20 ft/min <2 Fuel Model 8 - Tupelo-red maple-white oak forest and swamp - Immature pitch pine stands w/ little understory Fire carried by surface fuels, which are often shaded, compacted, and shallow. Low intensity fire behavior under all but the most extreme conditions. Low flame lengths: < 1 ft; low rates of spread: 1- 2 ft/min. 5 <1 Fuel Model 9 - Mixed oak forest Fire carried primarily by fine surface fuels comprised mostly of hardwood litter and lowbush blueberry. Concentrations of tall shrubs and ladder fuels may cause torching. Low to moderate intensity fire behavior. Average flame length: 2.5 ft, rate of spread: 7.5 ft/min 5 NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 647 of 782 15 SURROUNDING LANDSCAPE AND INHOLDINGS The wildland/urban interface is defined as the area where combustible homes and other facilities meet combustible vegetation. This interface includes a wide variety of situations, ranging from individual houses and isolated structures to subdivisions and rural communities surrounded by wildlands. While Upper Mill Pond and Walkers Pond provide natural firebreaks along the western boundary and Seymour Pond provides a firebreak along a portion of the eastern boundary of the parklands, extensive residential development has occurred along the north, northeast, and southern boundaries of the Punkhorn Parklands. More than 50 homes are located in close proximity to the conservation area or as inholdings within parklands, Figure 2. Boundary lines delineating private and public land are not easily located. In many cases, mixed oak and pitch pine forest with a continuous understory of huckleberry and other ericaceous shrubs border private and town-owned land, separated only by narrow open spaces around homes. Very few homes have adequate buffers of non-burnable material around them. Residential inholdings are generally two-story buildings with garages and/or barns. Roofing is generally asphalt tiles, and white cedar siding appears to be the most common exterior wall surface. Decks are found on approximately half of the inholdings. Fencing is usually limited to occasional split rail style fences. Overhangs vary, but are generally less than 6 inches. Within the Archies Cartway inholdings, there is an abundance of agricultural use and associated barns and outbuildings. Zoning in this part of town requires a 40-foot setback from the road and a 25-foot setback from lot side and back property lines, allowing homes to be as close as 50 feet apart. Sometimes, houses in close proximity to each other screen with evergreens along the boundary line, posing an additional fire risk to these homes. Although none observed, there may be some exterior heating oil tanks associated with inholdings. Landscaping within residential areas is mixed deciduous and coniferous. Common ground covers are short grass, mixed vegetation, and softwood mulch. Most structures do not have 30 feet of defensible space on all sides. There are heavy ladder fuels often within 30 feet of dwellings. Natural forest vegetation is often within close proximity to dwellings. Pitch pine and other flammable vegetation may be within 30 feet of many structures. Firewood and fuel storage is commonly found within 20 feet of structures. Residential areas within the Deerfield Subdivision are very vulnerable to wildland fire, given the prevailing wind direction and the subdivision’s position as a residential peninsula surrounded by fire prone vegetation. Numerous homes in this area would be at risk from a wildfire event and vulnerable to ignition from firebrands, radiation, or convection from a wildfire. Residential inholdings within the parklands are also at great risk. Particularly, inholdings in the vicinity of Westgate Road and Black Duck Cartway, which are located northeast of flammable pitch pine forest. Areas supporting agricultural use, primarily equestrian, such as within the Archies Cartway inholdings, may be less vulnerable due to the paddocks and fields that serve as firebreaks. A new housing subdivision is being developed along the southeast boundary of the Punkhorn Parklands and the Harwich town line in proximity to fire-prone vegetation. There is a major electric utility line and right-of-way located on a small portion of the northern property boundary, northwest of Calf Field Pond. NSTAR Power Company manages the right-of way vegetation. There are aerial utility lines along Cranview Road, portions of Westgate Road, Eagle Point Road, Archies Cartway, Eastgate Road, and throughout the Deerfield Subdivision. The Brewster Water Department maintains care and custody of approximately 30 acres of upland and wetland around the Greensand Water Treatment Facility and well site, located adjacent to the main parking area off of Westgate Road. The treatment facility has paved access around all sides NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 648 of 782 16 of the building and a grassy buffer area beyond the pavement. The concrete structure is generally clear of woody vegetation a distance of 30 feet on all sides. Beyond this zone, mixed oak and pitch pine forest contains shrubby understory and ladder fuels. There is a concentration of dense and highly flammable immature pitch pines to the north and east of the facility. A small isolated wetland filled with invasive plants is located south of the treatment facility and opposite the intersection with Eagle Point Cartway and Westgate Road. This disturbed wetland is characterized by common reed grass, Japanese knotweed, Asiatic bittersweet, cypress spurge, and white poplar. The invasive non-native plants such as common reed grass, Japanese knotweed, and Asiatic bittersweet create a fire hazard. Thinning of pine and control of ladder fuels and invasive species would provide increased protection for town improvements in this area. The Brewster Water Department also maintains care and management of approximately 150 acres of open space land surrounding well sites and future well sites southeast of the junction with Black Duck Road and Westgate Road. A new road was recently cut into the mixed oak – pitch pine forest south of Boot Swamp to facilitate installation of a test well and exploration for future water resources. The Town-owned Mattot House is located on a peninsula of upland surrounded by the Punkhorn River wetland system. While the wetlands may provide some level of protection, the un-pruned mix of deciduous and evergreen landscaping growing very close to and overhanging the building pose a threat to the structure. Commercial activities within the area are limited to cranberry production along the southern boundaries adjacent to Elbow Pond and Hinckleys Pond. There is one active bog within an inholding along Westgate Road. In addition to the direct threat of wildfire, smoke associated with a wildland fire could impact sensitive resources in the surrounding area. Hundreds of homes are located to the north and east within 0.5 mile of the property. Besides health impacts, smoke can impair visibility. At high relative humidities, small concentrations of smoke can create fog. Also, at high humidities and fuel moisture levels, vegetation burns poorly, creating more smoke than when the same vegetation would burn in low humidities and low fuel moisture levels. Major roads within a mile radius of the Punkhorn Parklands and potentially impacted by a large wildfire event include Satucket Road, Slough Road, Route 6A, Route 124, and Route 6, the Mid-Cape Highway. The smoke generated from uncontrolled wildland fires can threaten public safety and diminish air quality. Prescribed fire can mitigate smoke management concerns by assuring that atmospheric conditions on the day of a burn provide good lift and dispersal of smoke and that burns are scheduled when winds will transport smoke away from sensitive areas. Smoke will also be controlled by ensuring that fine fuels are sufficiently dry to burn well and that moisture in larger woody material and duff is high (Low KBDI). Reducing fuel loads by mechanical removal will also produce less smoke. HISTORIC, SCENIC, AND RECREATION RESOURCES The Punkhorn Parklands have a long and rich land use history. The Saquatucket Tribe hunted and fished within the area for thousands of years. Current roads and trails within the parklands were probably native foot trails linking the ponds and Harwich’s Herring River to the south shore. Early colonial land uses most likely ranged from woodlot management to sheep grazing. Forested areas show evidence of past fire. Many wetlands show signs of former cranberry production. Large soil pits are evident within the Calf Field Pond area, where glacial erratics were removed for jetty construction in Cape Cod Bay. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 649 of 782 17 A beautiful network of trails forms a patchwork across the Punkhorn Parklands linking interesting wetlands, forested areas, ponds, and other natural features. The trails throughout the Punkhorn Parklands are part of the Cape Cod Pathways, a network of walking paths linking open space throughout Cape Cod. The trail system throughout the Punkhorn appears to be well maintained and frequently used by local residents and visitors. The trails allow visitors to enjoy and learn about the natural world around them. The area serves many passive recreation functions and protects significant natural resources, as well as the scenic and natural character of forest and wetlands within Brewster. The Punkhorn Parklands hold tremendous potential for the interpretation of the natural and cultural landscapes of Cape Cod. Locational road signs are in place at major road and trail intersections. These signs help visitors identify their location within the property and may also serve as important location guides for rescue and firefighting personnel working in the area. The trailhead signs will require periodic vegetation management to protect structures from wildfire. Frequently observed recreational uses occurring on the property including hiking, canoeing, horseback riding, walking and nature study. Mountain biking is not permitted but is not currently enforced. Dirt bikes, three and four wheeled all terrain vehicles, and snowmobiles are not allowed on trails and within forested areas. Camping and campfires are also not allowed. As with most publicly owned open space areas, there was evidence of campfire pits, forts, spent fireworks, and unauthorized trails throughout the Punkhorn Parklands. NATURAL RESOURCES & SPECIES OF CONCERN RESPONSE TO FIRE The mixed oak and pitch pine forests of the Punkhorn Parklands are adapted to survive low to moderate intensity fire. Black and white oak trees are capable of surviving low intensity fire due to thick bark. When oaks are top-killed by moderate intensity fire, trees may sprout readily from stumps (Abrams 2005, Abrams 1992, Lorimer 1993, and Rawinski 2000). Severe and high intensity fire, generally associated with wildfire, may consume the duff, injure root systems, and kill trees. Severe wildfires may also scorch acorns in the duff layer, preventing their germination. Periodic low to moderate intensity prescribed fire is likely to open up the understory temporarily, allowing enhanced growth of black oak and white oak sprouts and increasing the importance of oak within these mixed oak and pine forests. Throughout much of the northeast, there is a concern that oak is not regenerating and that lack of periodic low intensity fire is a contributing factor. Pitch pine with its thick corky bark and many dormant buds is also adapted to survive fire. Even after foliage and leaves are killed, epicormic shoots may be released along the bole and provide new foliage. Older trees tend to survive moderate to high intensity fires. Fires during the growing season are more likely to kill pines, especially if feeder roots are damaged. Pines are more susceptible to turpentine beetle attack following fire. Severe wildfires are likely to promote germination of pitch pine because the duff layer is consumed and mineral soil exposed. Therefore, severe fires tend to increase the importance of pitch pine in the community and the likelihood of serious crown fire in future unplanned ignitions (Patterson and Ruffner 2002). High severity and intensity fires may cause actual tree mortality and local extirpation of populations. Although many oaks exhibit the ability to be top-killed and sprout vigorously after fire, fires that are too intense or severe will kill trees completely. Arson fires during drought years may create high severity and intensity fires. Fuel loadings within the forest – residential ecotone are exceptionally high due to extensive build-up of shrubs and thick vines such as Asiatic bittersweet and common greenbrier, which create volatile, laddered fuels and unusually intense fire behavior. Careful prescribed fire planning and execution, selective thinning of pitch pine, and control methods for shrub and ladder fuels will help mitigate this threat. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 650 of 782 18 The Natural Heritage and Endangered Species Program of the Massachusetts Division of Fisheries and Wildlife report the following rare species occurrences from the Punkhorn Parklands: Common Name Scientific Name State Status Vascular Plants Adder’s Tongue Fern Ophioglossum pusillum Threatened Resupinate Bladderwort Utricularia resupinata Threatened Bushy Rockrose Helianthemum dumosum Special Concern Common’s Panic Grass Dicanthelium commonsianum v. addisoni Special Concern Plymouth Gentian Sabatia kennedyana Special Concern Puritan Knotweed Polygonum puritanorum Special Concern Redroot Lacnanthes caroliana Special Concern Hyssop Hedge Nettle Stachys hyssopifolia Watch List Post Oak Quercus stellata Watch List Invertebrates Barrens Bluet Enallagma recurvatum Threatened Scarlet Bluet Enallagma pictum Threatened Water Willow Borer Moth Papaipema sulphurata Threatened Spatterdock Darner Aeschna mutata Special Concern Vertebrates Northern Parula Parula americana Threatened Bridle Shiner Notropis bifrenatus Special Concern Eastern Box Turtle Terrapene carolina carolina Special Concern Rare plants such as resupinate bladderwort, Plymouth gentian, puritan knotweed, redroot, and hyssop hedge nettle are restricted to coastal plain pondshore habitats around Upper Mill Pond, Walkers Pond, and Seymour Pond. These pondshore habitats are less prone to burning and rare plants are unlikely to be impacted by wildfire events or prescribed fire activities. Adder’s Tongue Fern, a threatened plant, is found in seepy wooded openings in the vicinity of Walker’s Pond and Upper Mill Pond. Botanists, such as Robert McMaster who have visited the area over a period of time, recommend carefully clearing shrubs and pitch pine from areas with Adder’s Tongue Fern, so that rare plants are not eventually shaded out. Severe wildfire events during drought periods would likely damage rare plants and substrates supporting them. Rare plants and habitat are unlikely to be damaged by low intensity wildland fire or prescribed fire during periods of high soil moisture. Common’s Panic Grass, a species of special concern, is found in small sandy woodland openings throughout the Punkhorn Parklands. This rare plant and other uncommon plants reported from the Punkhorn in the mid 1980’s such as butterfly-weed, wild lupine, and velvety bush-clover, require semi-open sandy soils (LeBlond 1987). These four plants are likely to respond favorably to prescribed fire when applied during the appropriate time of year and rotation. Small stands of Post Oak were reported from forested areas north of Boot Swamp. This uncommon oak species prospers in woodland openings and fire adapted ecosystems. Low and moderate intensity fire will help maintain seedbeds for oak regeneration and increase available light to seedling and sapling post oaks. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 651 of 782 19 The Northern Parula, a small woodland warbler listed as threatened, is found within swampy areas, as well as wooded bog and pond margins of the Punkhorn. It often nests in trees with hanging old-man’s beard lichen. These wetland habitats are less prone to burning. Severe wildfire events during periods of extreme drought could damage habitat for Northern Parula. Invertebrates, such as the Barren’s Bluet Damselfly and the Scarlet Bluet are found along the sandy and mucky shallow shores of the Punkhorn’s ponds, especially in areas supporting emergent vegetation such as rushes and sedges. These pondshore habitats are less prone to burning and rare damselflies and darners are unlikely to be impacted by wildfire events or prescribed fire activities in upland areas. The Water Willow Borer Moth is restricted to wetlands that support water willow and these wetlands are unlikely to carry fire. The Eastern Box Turtle, a species of special concern reported in the vicinity of Seymour Pond and Upper Mill Pond, is likely to occur throughout upland and wetland habitats of the Punkhorn. Box Turtles are common in fire adapted ecosystems. Populations are most vulnerable to severe wildfire events during the growing season. Populations are likely to respond favorably to low intensity prescribed fire when applied during appropriate times of year ensuring adequate soil moisture and on a rotation schedule that ensures adequate portions of the habitat remain undisturbed and available for box turtles. Management activities proposed within designated habitat for the above listed rare species require review by the Brewster Conservation Commission and the Natural Heritage and Endangered Species Program of the Massachusetts Division of Fisheries and Wildlife. In certain cases, seasonal restrictions in the use of low impact equipment and prescribed fire may be required. Common wildlife species reported within the Punkhorn Parklands include red fox, gray fox, eastern coyote, white-tailed deer, gray squirrel, red squirrel, striped skunk, eastern chipmunk, raccoon, opossum, and muskrat. More extensive lists of wildlife occurring in the area of the Punkhorn Parklands are provided in the Open Space and Recreation Management Plan for the Punkhorn Parklands (DiGregorio 1988). Blair Nikula conducted breeding bird surveys within the Punkhorn Parklands for several consecutive years in the mid 1990’s. Birds commonly observed during the surveys included Mourning Dove, Eastern Wood-Pewee, Blue Jay, American Crow, Black-capped Chickadee, Tufted Titmouse, Hermit Thrush, American Robin, Gray Catbird, Pine Warbler, Ovenbird, Common Yellowthroat, Rufous-sided Towhee, and American Goldfinch. Over forty-seven species were recorded during the surveys. Interesting uncommon breeders included Whip-poor- will, Nashville Warbler, and Scarlet Tanager (Nikula 1997). Rafting waterfowl often observed on the ponds include Bufflehead, Ring-necked Duck, Common Merganser, Greater and Lesser Scaup, and Common Golden-eye (DeGregorio 1988). The presence of open water, shrub wetlands, forested swamps, and mixed oak and pitch pine forests provides habitat for a variety of reptile and amphibian species. In addition to Box Turtles, the common Eastern Painted Turtle and Common Snapping Turtle are found in pond and wetland areas. Common snakes reported include the Northern Water Snake, Northern Black Racer, northern Ribbon Snake, Eastern Hognose Snake, and Northern Ring-neck Snake. Spring Peepers, Wood Frogs and Gray Tree Frogs are heard singing in the spring and summer. Red-backed Salamanders are common (DeGregorio 1988). The detrimental effects on wildlife from large, fast-moving wildfire or severe wildfire, which burns into the litter and duff, are greater than the minimized effects of a carefully planned and NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 652 of 782 20 executed low-intensity prescribed burn carried out on a small portion of the property at the appropriate time of the year. Lacking detailed baseline information on wildlife within the area, one can only speculate as to possible changes in wildlife use resultant from prescribed fire or mechanical treatments to reduce fuel loads within designated areas of Punkhorn Parklands. Plant species composition will likely remain the same or increase slightly within these zones. Structural changes within the plant community are expected. Such changes will reflect changes in soft mast and hard mast production and mid-story cover for wildlife. Selective thinning of pine will increase canopy gaps providing increased light to oak trees. This will allow for more vigorous growth of oaks, resulting in increased hard mast (acorn production). Reduction in height and cover of invasive vines and understory shrubs such as black huckleberry will provide increased light for forest herbs and low growing shrubs. The first year following prescribed fire or mowing within the understory shrub layer, soft mast (berries) production will decrease. By the third year, soft mast production will increase. Most healthy, mature birds and mammals can escape the active flame front in a prescribed burn. Prescribed burn rates of spread do not generally exceed 15-20 feet per minute and flame lengths are low. Most animals are able to flee from the fire or find safety in a burrow. Very young gray fox and other small mammals that have shallow dens may be more susceptible to fire during the reproductive season. Amphibians and reptiles are also more vulnerable depending on the time of year. Vertebrates and invertebrates that cannot escape the direct path of fires or mowing equipment may be injured or in some instances killed. This includes relatively immobile organisms such as eggs or fledglings and slow-moving organisms such as the Box Turtle. Timing prescribed burning or mechanical operations for late growing season and dormant season and using lightweight equipment, which minimizes soil compaction, will greatly reduce direct impacts to wildlife from treatments. Also, prioritizing treatment zones and establishing a rotation of treatment blocks will accommodate many wildlife species. Setting a goal that no more than 5% of the property (depending on conservation targets, as well as logistical and financial constraints) is under mechanical or prescribed fire treatment within a given year is necessary to balance competing resource objectives. LOCAL PREPAREDNESS AND FIREFIGHTING CAPABILITIES The Punkhorn Parklands fall within the jurisdiction of the Brewster Fire Rescue Department. The headquarters fire station is currently staffed and serves the entire Town of Brewster. Headquarters is located less than 2.5 miles northeast of the Punkhorn Parklands near the intersection of Routes 137 and 6A. A second station operates seasonally and is located in East Brewster and shared with the Massachusetts Department of Conservation and Recreation’s Nickerson State Park. The Brewster Fire Rescue Department has a rapid response time and a variety of resources available for fire suppression. An apparatus roster for the Town of Brewster may be obtained on line at www.town.brewster.ma.us/brewfire or www.capecodfd.com. The Brewster Fire Department utilizes the Barnstable County Control Mutual Aid System for Cape Cod, which provides assistance from other area fire departments on Cape Cod in suppressing large forest fires and structural fires. The Mutual Aid Center is located in the Barnstable Sheriff’s Department Communication Center in Barnstable Village. The Massachusetts Department of Conservation and Recreation’s (DCR) District 1 Fire Tower in Brewster is located in Nickerson State Park in East Brewster. This tower is only occasionally NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 653 of 782 21 manned. Other nearby DCR Fire Towers are located in Dennis and Wellfleet. The Dennis Tower is the most frequently manned tower. According to Brewster Fire Chief Roy Jones, the Wellfleet Tower is infrequently manned but provides the best cross view over the Punkhorn. Brewster and Dennis do not have adequate cross views of the Punkhorn. Fire towers can be instrumental in quickly spotting, locating, and reporting wildfires within their jurisdiction to respective fire departments. Other detection methods include resident inholding phone calls, adjacent neighbor phone calls and cell phone reports from park users. During periods of high fire danger, DCR’s District 1 conducts ground patrols, contracts fixed aircraft for fire detection, and works closely with the Town of Brewster, County, and Federal agencies such as Otis ANGB for additional aerial patrols for fire detection. The Keetch Byram Drought Index relates current and recent weather conditions to potential or expected fire behavior. As stated earlier, the National Park Service tracks the KBDI at Cape Cod National Seashore in Wellfleet. In addition, the DCR Bureau of Forest Fire works closely with local weather stations and the National Weather Service to determine daily fire danger classifications for posting at State forest and park areas. Fire danger ratings indicate the potential for fire over large areas taking into account weather, fuel types, and live and dead fuel moistures. Fire danger classification is determined by the National Fire Danger Rating System (NFDRS). It is a measurement of a determined rate of fire spread from one to five, with a class 1day being very low and a class 5 day being extremely high. More information on NFDRS may be found at www.fs.fed.us/land/wfas. The NFDRS is often used with the Keetch Byram Drought Index to predict fire danger. The closest hydrants to the Punkhorn are found within the Deerfield Subdivision and the Greensand Water Treatment Facility, Figure 4. Paul Hicks, Brewster Water Superintendent, is of the opinion sufficient flows are present within these two areas. These water lines are currently looped from Run Hill Road out to Route 124 and should have good flow capabilities. Nearby hydrants are shown on Figure 4, the road classification map for the Punkhorn Parklands. The new housing subdivision proposed in Harwich along the southern border of the Punkhorn and the Harwich municipal water supply land will include hydrants and town water. A new water main is scheduled to be installed on Slough Road in the near future. This would provide a remote water source to the western portion of the Punkhorn. Although access to water sources from Slough Road to the Punkhorn are restricted to small apparatuses. A short and narrow corner near the intersection of Cranview Road and Black Duck Cartway currently limits access for firefighting apparatuses along this western side. Superintendent Hicks reported that an 8-inch test well was recently installed in the area south of Boot Swamp within a portion of the 150-acre parcel under the care, custody, and control of the Brewster Water Department. If sufficient resources exist, a new well may be developed in this area. Over the longer term, Superintendent Hicks suggested a water line could be installed in from Slough Road, via Cranview Road to Black Duck Cartway and tie into this well site. Upper Mill Pond is the only open water body with a landing within the Punkhorn and it is located in proximity to the water treatment facility hydrant. The south end of Upper Mill Pond (accessed at the end of Eagle Point Cartway), Seymour Pond and Walkers Pond have remote access where vehicles may come within several hundred feet of the ponds and pump water out of the ponds. Elbow Pond is accessible to the edge via cranberry bog dikes and sand roads, but these may be risky to traverse and difficult to access with heavy firefighting apparatuses. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 654 of 782 22 A major staging area for firefighters and equipment would likely be adjacent to the main gravel parking area at the north entrance to the parklands. The parking lot itself has a narrow entrance and utility poles border its bounds. Another major staging area to the south would be the edge of pavement just over the Harwich town line on Westgate Road. It should be noted that high fuel loads in this portion of the Punkhorn warrant a staging area here but also pose some level of risk to firefighters and equipment. ACCESS AND INTERIOR DIRT ROADS Numerous dirt roads and paths provide access to the Punkhorn Parklands. The general public may access all open roads, Figures 3 and 4. Roads are identified with signs at major intersections. The major north to south road bisecting the property is Westgate Road. Major access from the south is gained via Westgate Road south along the Harwich and Brewster town line. From the west, access is gained from Black Duck Cartway off Cranview Road and Slough Road in West Brewster. From the north, access is gained from Westgate Road and Run Hill Road off Stony Brook Road. Sequattom /Seymour Road provides access along the southeast border of the parklands from Route 124. The Sequattom/Seymour Road access is likely the shortest route for the Brewster Fire Rescue Department but road conditions do not meet minimum access standards. The Brewster Fire Rescue Department would likely access the Punkhorn via Run Hill Road, as that road would provide the most rapid response time. There was formerly additional access off of Great Fields Road via Massasoit Trail, however private residents have erected a locked gate on their property in the middle of Massasoit Trail. Portions of East Gate Road, Punkhorn Road, and Squantum Path are in poor condition. The Brewster Department of Public Works actively maintains the following roads within the Punkhorn: Westgate Road, Punkhorn Road, Black Duck Cartway, Massasoit Trail, and the northern sector of East Gate Road. Figure 4 features a generalized classification for roads within the Punkhorn Parklands. It should be noted that the interior dirt roads serve as important firebreaks and access for fire control. Most of these roads are between 8 to 14 feet wide and are unlikely to hold an intense wildfire event given the surrounding vegetation. Wide zones of reduced fuel loadings along road buffers and at road intersections are essential for firefighter and public safety. These widened zones of reduced fuels are often called shaded fuel breaks. and strategies to maintain them are outlined within the goals and objectives section of this plan. The main parking area for visitors to the Punkhorn Parklands is located along Run Hill Road and Westgate Road to the north, Figure 4. The parking lot is gravel with a constrained entrance. Currently, it is difficult for firefighting apparatuses to enter the parking lot. Staging would likely occur on the road itself. Ingress and egress along Run Hill Road to the north will be difficult in areas with narrow road width and inadequate pull-offs for two-way traffic. The other main access point on the south side of Westgate Road at the Harwich town line provides adequate staging. The road is paved in Harwich with sufficient road shoulders for parking. There is a small interior parking area, off Westgate Road at the driveway to the Mattot House. This parking area was recently mulched and fenced off with split rail fencing and boulders to combat a problem with dumping of garbage. This area could be made accessible as a small staging area for firefighting apparatus with some minimal changes. Several small roads and trails are closed to vehicular traffic and blocked with boulders, bollards, fences, or other barriers, Figure 4. Often the barriers such as boulders and bollards are ineffective at keeping out off road vehicles. Many of these barriers should be replaced with lockable gates, which will provide adequate access for firefighting personnel as well as deter illegal vehicular use. Department of Public Works Superintendent, Robert Bersin, has recommended closure of approximately 700 feet of East Gate Road, from the intersection with Punkhorn Road heading NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 655 of 782 23 north toward Pond Street to the southern most dwelling on East Gate Road in this vicinity. Should this road be closed to vehicular traffic, access should be maintained by lockable gates and road shoulder and overhead vegetation maintenance continued to ensure road edges do not close in. There are a variety of trails throughout the Punkhorn Parklands. Many trails connect interior portions of the property and are part of a color-coded trail system, which is available on the Town of Brewster Web Site. Blue, yellow, green, and red trails may serve as firebreaks for low and moderate intensity prescribed fire but are unlikely to hold an intense wildfire. GOALS, OBJECTIVES AND STRATEGIES FOR WILDLAND FIRE PREPAREDNESS PRIMARY MANAGEMENT GOAL: Reduce wildfire hazards within the Punkhorn Parklands through an integrated and proactive land management program. OBJECTIVES AND STRATEGIES: Objective: 1. Use prescribed burning and mechanical methods to reduce fuel loadings within priority fire-prone areas of the Punkhorn Parklands including: • Firefighter and Public Safety Zones Maintain reduced fuels within a 200-foot radius of major dirt road intersections and other designated locations with high hazard fuels. Areas of reduced fuels at road intersections will provide for public and firefighter safety by creating refuge areas where, in the event of wildfire, fire intensities will be less than experienced in surrounding (non-treated) areas. Road intersection reduced fuel zones will also provide a break in the fuel continuity offering advantageous areas to begin fire suppression actions. The following dirt roads intersections should be considered as Firefighter and Public Safety Zones. a) Intersection Red Maple Road and Run Hill Road consists of immature pitch pine stands and mixed oak - pitch pine forest with heavy understory and ladder fuels. Potential for torching into the pitch pine canopy. High priority for fuel reduction. b) Entrance to Punkhorn Parklands and northern parking area along Westgate Road/Run Hill Road consist of a gravel parking area surrounded by mixed oak and pitch pine forest, young pitch pine and greenbrier laddered fuels occur along portions of parking area and warrant fuel reduction. c) Intersection Westgate Road and Eagle Point Cartway consists of mixed oak – pitch pine forest with discontinuous shrub layer and scattered herbs. Pitch pine scattered throughout canopy. Low priority for fuel reduction at present time. d) Intersection Westgate Road, Massasoit Trail, and Punkhorn Road consists of mixed oak – pitch pine forest with continuous black huckleberry understory and some ladder fuels. Pitch pine cover increases to the east. Priority for fuel reduction. e) Intersection Westgate Road, Mattot House Driveway, and Small Parking Area consists of a small parking area, which is mulched and the opening fenced. It is surrounded by mixed oak – pitch pine forest. Maintain reduced fuel loads surrounding opening and replace fence with locked gate. f) Intersection of Westgate Road and Black Duck Cartway consists of mixed oak – pitch pine forest with dense pitch pine cover in some areas. Continuous huckleberry understory with ladder fuels. Priority for fuel reduction. g) Intersection of Black Duck Cartway and Archie’s Cartway consists of mixed oak – pitch pine forest with continuous black huckleberry understory and some ladder fuels. Some dense stands of pitch pine at greater than 50% cover. Priority for fuel reduction. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 656 of 782 24 h) South entrance to Punkhorn Parklands at Westgate Road and Brewster/Harwich Town Line consists of pitch pine forest with heavy pitch pine cover and continuous scrub oak and black huckleberry understory on both sides of road. High priority for fuel reduction. Efforts should be made to work with the Town of Harwich to reduce fuel loadings along road buffers here. • Residential and Wildland Interface Zones Initially remove (break up) fuels and thereafter maintain reduced fuels within a 200-foot wide band along the residential and wildland interface. Widened zones of reduced fuels decrease wildfire intensity and allow for more effective fire control within these areas. Thereby, reducing the potential for wildfire to spread onto adjacent private land or minimizing the potential for fire starts on private land to spread rapidly onto the Punkhorn Parklands. -Priority areas include the wildland boundaries with the Deerfield Subdivision, residential areas east of Massasoit Road, inholdings along Westgate Road, and new housing developments along the Brewster/Harwich Town Line. • Interior Road Buffers Maintain reduced fuels within a 100-foot buffer of both road shoulders on select roads within the Punkhorn Parklands. This will reduce the ignition potential along roads from accidental or malicious fire starts. The fuel reduced road buffer slows fire behavior, increases the potential for roads to serve as fire breaks and allows for more effective fire control. - Priority roads include Westgate Road, Black Duck Cartway, portions of Red Maple Road, portions of Old East Gate Road, Punkhorn road, portions of East Gate Road, and portions of Squantum Path. Figure 5, features priority fuel reduction zones within the Punkhorn Parklands. In certain areas, very high fuel loads and proximity to residences, such as the Deerfield Subdivision, may impose dangerous conditions for land managers to conduct prescribed burns safely and achieve ecological management objectives. To address this problem, mechanical cutting such as mowing the understory and selectively thinning pitch pine may be used to reduce fuel loads and create conditions more favorable for future prescribed burns or continued mechanical treatments. If mechanical treatments are used without prescribed fire, large woody material should be chipped, burned in brush piles, or removed from the site. Strategies for fuel Reduction: Fuel reduced zones or shaded fuel breaks are designed to alter both surface and crown fire behavior within a widened zone to allow suppression forces a higher probability of successfully attacking a wildland fire within the Punkhorn Parklands. There are two primary purposes for fuel treatments: - Alter the surface fuels, by breaking up the horizontal continuity of those fuels and increasing the height to the base of the live crown, thereby lowering fire intensity and the probability of torching. - Selectively thin and remove pines to space the crowns and reduce the threat of crown fires spreading within the tree canopy and the probability of long range spotting. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 657 of 782 25 The mechanical, prescribed fire, and other manual strategies (or prescriptions) for creating fuel reduced zones or shaded fuelbreaks within the Punkhorn Parklands are outlined as follows. 1a. Combination Mowing and Prescribed Fire Treatments Recommended within Priority Fuel Reduction Zones Reduce the stature and break up the horizontal continuity of flammable understory fuels such as black huckleberry and scrub oak using a combination of mowing and burning applied on a periodic basis to reduce the potential for high intensity, fast moving fires. Shrubs and vines should be maintained at a height of less than 1.5 - 2 feet in priority fuel reduction zones where shrublands have the potential to ignite canopy fires. Initially, mow 50% of the understory vegetation between trees using handheld brush cutters, 2-wheeled landscaping tractors, or pulled or mounted mowing equipment. (Use equipment that minimizes soil disturbance.) This initial mowing provides for more easily managed and safer prescribed burns within fuel reduced zones. Prescribed burns will consume downed fine fuels, further reduce the stature of shrubs, and likely kill sapling white pine and pitch pine. Mowing and burning may be done in the growing or dormant season depending on ecological and logistical constraints. Late growing season treatments are preferred to more readily attain management objectives. Rhizomatous shrubs such as black huckleberry are more susceptible to damage from cutting or burning during the growing season. Shrubs will resprout with less vigor and reduced cover following growing season treatments. If summer burning is not feasible, scheduling a mowing treatment in the late growing season followed up by prescribed burning in the dormant season is recommended. After completing the first mow/burn cycle, repeat the combination treatment two years later. Due to possible short-term accumulation of fuels resulting from initial burning efforts, prescription parameters for burning after the second mowing require tighter parameters, 10-hour fuel moistures between 7-10%, and preferably 8or 9%, to ensure woody fuels are consumed. After the second round of combination treatments, areas may be prescribed burned on a maintenance schedule every 4 to 7 years depending on season of treatment and fire effects. The resultant forest looks similar to an over-stocked oak woodland with a size reduction of 1-hour and 10-hour flammable fuels. The oaks tend to semi-prune themselves, the shrub and herb layers are low in stature, the litter layer is reduced, and the organic layer remains intact. Surface fires do not have the ability to develop into crown fires. The resultant surface fire flame lengths will be less than four feet, even during extreme fire weather conditions. 1b. Mowing Treatments Recommended within Priority Fuel Reduction Zones In certain areas, very high fuel loads and proximity to residences may warrant mowing rather than prescribed fire treatments. Black huckleberry, scrub oak and other combustible shrubs and vines should be mowed to maintain a height of less than 1.5 feet in priority fuel reduction zones. The objective of mowing is to reduce the height of the shrub layer by 60 – 70 % and break up the horizontal continuity of understory fuels, thereby reducing the potential for high intensity, fast moving fires. Targeting the most flammable understory vegetation for mowing or cutting – the black huckleberry, scrub oak, greenbrier, scattered low white pines, invasive vines etc. is a somewhat “modified mowing approach”. Leaving small islands of less flammable vegetation around oaks, other hardwoods, and well-spaced pines creates a mosaic rather than clearly defined swaths and results in less than 100% of the understory being removed. Mowing can be accomplished at large scales (greater than one acre) using tractor-pulled brush- hogs, Davco rotary brush-mowers mounted on rubber-tracked vehicles or other mowing NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 658 of 782 26 equipment to cut shrubs and young saplings. Equipment should be capable of removing vegetation with diameters up to three inches. Use of equipment that minimizes soil disturbance is recommended. At smaller scales, such as around oak and pine trees, mowing can be accomplished using a Gravely or DR walk behind mower or chain saws, power brush cutters or brush saws. Mowing may be done in the growing or dormant season depending on logistical constraints. Late growing season mowing is recommended to more readily attain management objectives. Rhizomatous shrubs, such as black huckleberry, will resprout with less vigor and reduced cover after growing season treatments. Maintenance mowing should occur every 3 – 7 years. The season and frequency of mowing may shift based on ecological and logistical evaluations of the initial treatments. The sustained alteration of fire behavior within these shaded fuel breaks requires effective and periodic maintenance mowing. Standards for maintenance mowing are as important as the initial prescription for creation of fuel reduced zones. 1c. Selective Forestry Operations Recommended within Priority Fuel Reduction Zones Pitch pine should be thinned within priority fuel reduction zones to reduce the potential for torching and the threat of crown fires in the tree canopy. Crown fires are more difficult to control than surface fires. They have higher rates of spread and longer flame lengths. Frequent spotting from crown fires can occur over longer distances. The increased spotting and radiant heat from crown fires make structures more difficult to defend and dictate larger safety zones within the wildland-urban interface (Scott and Reinhardt 2001, Patterson and Crary 2004). Maintain wider spacing between pine trees to reduce the potential for fire to spread in the tree canopy. Selectively thin and remove pines within priority buffer areas. Pine crowns should not touch or over lap, and the overall pine canopy should be less than 50% cover. Maintaining a conifer basal area of less than 40 ft2 /acre will significantly reduce the potential for canopy fires. Very high wind speeds would be needed to sustain a crown fire in a more open pine canopy (Patterson and Crary 2004). Trees should be cut at ground level and logs removed. Slash should be removed, chipped or burned in brush piles within a timely manner so as not to contribute to the fuel loading on site. In addition, pruning the lower branches of the remaining pine trees within designated areas can reduce the potential for fire to move into the canopy. Branches less than 8 feet high should be removed. Understory white pine (often between 6 and 15 feet high) should be cut and removed within priority fuel reduction zones. Logging, landscaping and backyard debris piles within these priority areas should also be removed or burned. 1d. Recommendations for Control of Invasive Vines within Priority Fuel Reduction Zones Invasive vines such as oriental bittersweet are found blanketing the ground and climbing trees and shrubs along forest edges and other disturbed sites. These invasive vines create fuel ladders of continuous fine material from the forest floor to the tops of trees and increase the potential for crown fires. Dense infestations also make trees top heavy and more vulnerable to wind damage. Mowing, cutting of stems, and pulling vines from trees will control vines and reduce the potential for fire reaching the tree canopy within priority interface zones, interior roads, and firefighter and public safety zones. Repeated mowing and cutting will contain the vines but not likely eradicate them. Periodic mowing and cutting in the late growing season is likely most effective. Vines such as bittersweet and porcelain berry are prolific seeders and are also able to reproduce readily from stems and roots. Small plants may be dug out and removed. When working in larger infestations, it is advantageous to bag and remove material from site after cutting and pulling. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 659 of 782 27 The shaded fuel break width and treatment strategies recommended for the Punkhorn Parklands are based on assessment of existing vegetation/fuels and empirical data from fuels demonstration sites at Montague Plains, Martha’s Vineyard State Forest, and Cape Cod National Seashore. Applied research sponsored by the National Joint Fire Science Program, underway at these three Massachusetts sites, has documented the effects of mechanical and prescribed fire treatments on fuel loads and fire behavior characteristics. Based on radiant heat loads for volatile shrubland fuels such as black huckleberry, widths at least 200 feet (65 meters) are recommended for safety considerations within the Punkhorn Parklands. This is the shaded fuel break width recommended for interior roads (100 ft. buffer both sides), firefighter and public safety zones (200 ft. radius), and wildland – urban interface zones (200 ft. buffer). 1e. Recommendations for stacking and burning brush piles Recommended brush pile size is 4 feet wide, six feet high, and 8 feet long. As much as two feet may settle before burning. Piles can be made bigger and settle to the approximate final size of 4x4x8 feet. Piles should be comprised of materials no longer than 4 feet in length. 4-foot length materials allow for easy rearrangement whenever necessary, especially during burning. Piles should be compact but not compressed. Piles comprised largely of deciduous materials need to be compact. If larger logs are piled, they should be arranged in a cris-cross crib fashion with smaller material piled within. Piles should have a water barrier inserted within the length of the interior while they are being made. Recommended water barriers include long sheets of waxed paper or sheet plywood. If heavy snows are expected additional covering should be made on top of piles. In general, live material greater than 6 inches in diameter should not be piled, as it is not likely to burn within same burning season. For example, if piles are made in the summer and fall and are expected to burn in January through May, the larger diameter material will not burn. Piles that remain dry and covered may have up to 20% live material, 6-10 inches in diameter, in the pile. Dead material up to 10 inches in diameter may be added to piles if kept dry. Punky material that absorbs atmospheric moisture should not be added to piles. If it must be added, it should remain up high in the pile and covered, whenever possible. Ignition of brush piles can be made with drip torch or fusee. Drip torch is recommended. Leaf blowers or other wind generating devices (compressed air or fans) used during burning activities are recommended to increase consumption of pile materials. Leaf blowers used in burning brush piles at Cape Cod National Seashore increased consumption of materials up to 400% and left limited to no charred leftovers (David Crary Jr., personal communication). Blowers also lessen the amount of smoke generated during burning, as combustion is more complete. It is imperative to note that leaf blowers should only be used when weather conditions limit spotting potential, such as high relative humidity during the fall/winter/spring, or during periods of fog, light precipitation, or when snow is on the ground. Brush piles should be located away from power lines and other overhead improvements. Piles with copious amounts of fine pine fuels may exhibit flame lengths of 20 feet or more. Leaf blowers will help reduce the height of flames. An active plan for creating and burning brush piles should consider making piles throughout the spring, summer, and fall and burning throughout the winter months. Piles can be burned when conditions are moist to wet if leaf blowers are utilized. Leaf blowers provide for greater consumption of materials and allow workers to cut and add more materials, 4 inch or less in diameter, to the pile during burning activities. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 660 of 782 28 Objective: 2. Maintain the integrity of dirt roads and access points to provide for rapid response, fire suppression, and fire breaks. • Maintain cleared width of interior dirt roads to original embankments. The main dirt roads within the Punkhorn Parklands should be periodically brushed, mowed, and tree removal maintained. Shrubs and saplings should be brushed back to eliminate overhang into cleared passages. The minimum pruned height of tree branches along passageways should be 10 feet. Debris should be piled and burned or chipped and removed as soon as possible. In some cases it may be necessary or desirable to remove debris from the project area. All stumps within the roadway and along embankments should be cut flush with the ground. Although smaller roads, such as Old East Gate Road, do not provide access for large firefighting apparatuses, they are still accessible to forestry trucks with slip-on units and should also be maintained for prescribed fire and suppression activities. There is a build up of dried heavy fuels along the sides of Punkhorn Road, just southeast of the boundary with the Punkhorn Parklands. Work with the private landowner to remove brush and other debris from this area. • Dirt roads should be periodically inspected for soil compaction, erosion, and on-going vegetation management. Repairs on roads are imperative to provide for rapid response and fire suppression. Conduct annual on-site meetings to evaluate the integrity of the road network. Participants should include staff from Department of Natural Resources and Conservation, Department of Public Works, Brewster Fire and Rescue Department and Brewster Water Department. - Maintaining good road conditions on major access roads such as Westgate Road, Black Duck Cartway, and Run Hill Road is imperative. - Evaluate and determine need for filling and/or grading washouts, gullies, and dips in roads to avoid impaired road surfaces, particularly along portions of East Gate Road, Squantum Path, Old East Gate Road, and Punkhorn Road. • Maintain access points and gates into the Punkhorn Parklands. Access points and gates on roads should be checked regularly to ensure adequate access, closure, and drivability. At times, illegal dumping of yard waste and other trash items block access points onto and within the property. Fences, boulders, ineffective bollards and private locked gates also limit access in some key areas and should be replaced with appropriate locked gates. - Maintain adequate access along the north and south entry points to Westgate Road. - Evaluate the need for additional road pull-offs on Run Hill Road to accommodate access and egress during emergency situations. - Evaluate need for improvements along short narrow corner of Black Duck Cartway near intersection with Cranview Road to allow access for firefighting apparatuses. - Evaluate access issues along portions of East Gate Road and need for locked gates on Town –owned property. - Evaluate locked private gates on Massasoit Trail and Cranview Road and seek cooperative agreements to ensure any gates meet access/egress specifications for firefighter access and locks are nested for appropriate use. - Remove boulders, ineffective bollards, and fences and replace with locked gates in appropriate places. Priority areas for consideration include Seymour Pond Trail, Francis Way, small road paralleling Westgate Road along the Brewster/Harwich town line, and Quarry Road. - Replace split rail fence at interior parking area with locked gate and guardrail. • Maintain road signs and adequate maps to provide for rapid response. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 661 of 782 29 Objective: 3. Provide neighboring landowners with information regarding fire hazards and recommendations to protect life and property from wildfire. • The Town of Brewster may wish to consider the development and adoption of applicable FIREWISE Standards for dwellings and other structures, fuel storage, and vegetation around dwellings within and adjacent to the Punkhorn Parklands. Developing and adopting applicable FIREWISE Standards will help to reduce the susceptibility of homes, communities, and other structures to wildfire through cooperative education and mitigation techniques. FIREWISE is a multi-organizational initiative sponsored by the National Wildfire Coordinating Group’s Wildland/Urban Interface Working Team. The initiative is designed to work with concerned citizens, local fire departments, state forestry staff, public land managers, and other fire safety professionals to lessen the risk of interface fires through education, prevention, and supportive mutual effort. For more information about FIREWISE, visit www.firewise.org. • Conduct a series of informational workshops at the Brewster Fire and Rescue Station regarding Firewise Standards for private landowners within residential inholdings and adjacent residential developments, such as the Deerfield Subdivision. Cooperative education and mitigation workshops will help reduce the susceptibility of homes and structures to wildfire and lessen the overall risk of interface fires. These workshops will also help landowners stay more informed and better understand on-going management activities within the Punkhorn Parklands. Firewise techniques that homeowners and communities utilize may include minimizing the risk of home ignition by carefully landscaping around residential structures, such as thinning trees and brush, removing ladder fuels and choosing fire-resistant plants; selecting ignition– resistant building materials; positioning structures away from slopes; keeping critical access points open; and working with firefighters and other fire management teams to develop emergency plans. Appendix A includes A Homeowner’s Guide to Wildfire Retrofit, a pertinent national FIREWISE and Institute for Business and Home Safety publication that provides citizens with information necessary to maintain an acceptable level of fire readiness. - Seek voluntary cooperation of private landowners to implement fuel reduction strategies to ensure that critical boundaries with private lands and the Punkhorn Parklands are defensible. Priority areas include the Deerfield Subdivision, Westgate Road Residential Inholdings, private residences along Black Duck Cartway, Archie’s Cartway Residential Inholdings, the new subdivision along the Brewster/Harwich line near Squantum Path, and residential areas east of Tucker’s Pond. - Provide incentives for private landowners in priority wildland-residential interface areas to reduce hazardous fuels on a periodic basis by providing slash pick-up and disposal days sponsored by the locality. - Reduce hazardous fuel loads around the town-owned Mattot House and consider its use as a demonstration site for FIREWISE standards within the area. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 662 of 782 30 Objective: 4. Employ best management practices during the course of vegetation management to maintain and enhance biological diversity in varying seral stages of the vegetation. • Determine the status of rare species within the Punkhorn Parklands and develop monitoring and management protocols for long-term maintenance. Work with the Massachusetts Natural Heritage and Endangered Species Program and local biologists to monitor and determine the current status of rare plants and animals found within the area. Develop management protocols that protect sensitive resources on the property. Several rare species are found in fire-adapted communities and are likely to respond favorably to carefully planned prescribed fire management and mechanical treatments carried out within appropriate seasons and rotations. Known populations of rare species should be identified and flagged when fuel reduction treatments are proposed for specific areas to avoid trampling and/or compaction by equipment. • Avoid soil disturbance activities in maintaining fuel-reduced zones within forests. Areas of extensive soil disturbance tend to generate a proliferation of weedy species and pitch pine. Tree removal and mechanical cutting should be done with equipment that minimizes soil scarification. - Monitor the newly created road to test well site south of Boot Swamp to ensure pitch pine does not become established. Remove pine seedlings and cut young pines on a periodic basis. • Consider cutting and removal of young pitch pine thickets. Remove the high-density immature pitch pine stands, which have established on disturbed soils in the vicinity of the Deerfield Subdivision and Punkhorn Parklands. Strategies may include cutting, piling, and burning pines in these areas. Then using a combination of prescribed fire and cutting to eliminate more pines from this area. The value of native vegetation will be enhanced if vigorous young conifers are eliminated from crowding out native species and fire hazards will be greatly reduced. • Utilize prescribed fire, whenever possible, to encourage regeneration of native oak species and maintain fire adapted mixed oak – pitch pine forests. Prescribed fire most closely replicates the natural disturbance regime of these forests and eliminates more fine fuels from the area than large-scale mechanical treatments. There is a tremendous value in creating and maintaining forest stands of different age, structure, and dominance to increase biological diversity within the area. This plan suggests burning small interior forested tracts after protection of priority fuel reduction zones in residential/wildland interface zones, public/firefighter safety zones, and road enhanced buffer zones through mechanical and prescribed fire treatments. Low intensity prescribed burns on a 7-10 year management cycle are recommended for small interior forested units, 10 acres or less. A trained crew with the appropriate support equipment could easily manage small units. Small triangular units in the vicinity of Westgate Road, Massasoit Trail, Seymour Pond Trail, and Punkhorn Road should be considered and would provide ideal pilot sites for prescribed fire, break up the continuity of fuels within the central portion of the property, and protect critical resources to the north. • Consider control of select non-native plants, such as Oriental bittersweet from forest - residential ecotones and common reed grass from wetland areas. Removal of certain invasive non-native plants such as Oriental bittersweet will require aggressive treatments utilizing a combination of cutting and other techniques. Materials may be cut, piled, and burned or removed from site. Then followed up with prescribed fire management or mowing treatments, every two to three years. It is likely that selective treatment with an NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 663 of 782 31 environmentally approved herbicide will be necessary to reduce and control species such as common reed grass. Reclamation of these areas is generally costly and time consuming, requiring careful planning and execution. - A potential pilot project would involve the removal and control of a small stand of common reed south of water treatment facility. This invasive plant produces lots of cured and flashy fuels, which pose a fire hazard to surrounding areas within the Punkhorn. Removal of this plant will also increase plant diversity in the area. It is likely that selective treatment of individual stems with an environmentally approved herbicide will be necessary to reduce and control common reed. This stand of invasive grass lies within the control perimeter of the Brewster water treatment plant and well site and would require stringent precautions. - As management decisions regarding the control of invasive species can be very difficult, mapping the distribution and monitoring the status of invasive plants such as common reed within the Punkhorn Parkland will help determine whether these species are highly invasive. As well as help determine whether they are desirable or undesirable from an ecological and socioeconomic perspective. • Establish monitoring protocols to determine the effectiveness of fuel reduction management treatments and long-term trends within mixed oak – pitch pine forest and other forested communities. Seek services of a forester, botanist or ecologist to conduct the monitoring associated with assessing treatments in maintaining shaded fuel breaks. This individual may design monitoring protocols, conduct the work and summarize data efficiently. The uses of boards or poles used to index the structural density of vegetation are useful along with photo plots and other techniques in assessing treatment efficacy at low cost. Objective: 5. Offer prescribed burn training opportunities on these properties, emphasizing basic wildland fire behavior, fire suppression, ignition techniques, and safety procedures. Opportunities to apply prescriptive fire on the landscape are limited because of public safety and smoke management concerns. Use of prescribed fire to reduce wildfire hazards and maintain valued landscape features is still a viable option for interior portions of the Punkhorn Parklands. Given the network of interior dirt roads and vegetation units, the area provides excellent opportunities for training in basic wildland fire behavior, fire suppression, ignition techniques, and safety procedures for local fire personnel as well as conservation, public works, and natural resource personnel for the Town of Brewster. Seek cooperative agreements with other public agencies, such as The National Park Service to assist with prescribed fire activities. Objective: 6. Develop prescriptions for priority fuel reduction zones and other management units. Areas proposed for prescribed fire treatment and mechanical treatment require careful planning and execution. Seek services of qualified fire planner in developing burn prescriptions. • Prescribed burns should only be conducted in accordance with approved prescribed burn plans. The prescribed burn plan is the field document that sets forth the details for conducting a particular burn treatment on a particular burn unit. It provides specific ecological and technical information to guide the fire leader or prescribed burn boss. The plan should include objectives to accomplish a particular burn, as well as an acceptable range of fire weather, fuel moisture, and fire behavior parameters to safely achieve desired effects. Burn specific information on hazards, sensitive resources, and smoke sensitive areas are also addressed. The plan describes ignition, holding, and mop-up activities. Defines personnel and equipment needed and outlines safety and contingency plans. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 664 of 782 32 • Permission must be obtained prior to burning from the Brewster Fire and Rescue Department. • The Town of Brewster (with the assistance of a prescribed fire planner or fire leader) must request a permit under the Air Pollution Control Regulations to conduct prescribed burns on the Punkhorn Parklands from the Bureau of Waste Prevention, Compliance and Enforcement Section of the Southeast Regional Office of the Department of Environmental Protection. • The Town of Brewster Conservation Administrator or personnel from the Brewster Fire and Rescue Department should coordinate public notification and public awareness efforts related to prescribed burns and mechanical treatments. Informed citizens, with an understanding of ongoing management activities, will usually be supportive of land management and wildfire protection efforts. • Seek services of qualified fire leaders to conduct prescribed fire activities. A list of qualified fire leaders/prescribed burn bosses who are currently active (2006) in Massachusetts is included in Appendix B. Objective: 7. Establish team of land managers and fire professionals for Punkhorn Parklands to determine implementation schedule and guide management actions. All recommendations outlined in this plan cannot be implemented immediately. Limitations of technical resources, sequencing of actions, and limited funding resources require that priorities be established. Those actions deemed most critical to reducing very hazardous fuel loads and providing for public safety should be addressed first. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 665 of 782 33 PERTINENT REFERENCES AND LITERATURE CITED Abrams, M.D. 2005. Prescribing Fire in Eastern Oak Forests: Is Time Running Out? Journal of Applied Forestry 22(3): 190-196. Abrams, M.D. 1992. Fire and the development of oak forests. Bioscience 42:346-53. Agee, J.K., B. Baker, M.A. Finney, P.N. Omi, D.B. Spasis, C.N. Skinner, J.W. Van Wagtendoule, and C.P. Weatherspoon. 2000. The use of shaded fuelbreaks in landscape fire management. Forest Ecology and Management. 127:55-66. Altpeter, L.S. 1937. A history of the forest of Cape Cod. MS Thesis. Harvard Forest, Harvard University, Petersham, MA. Anderson, H.E. 1982. Aids to determining fuel models for estimating fire behavior. Gen. Tech. Report. INT-122. Ogden, UT: U.S. Department of Agriculture, Forest Service, Intermountain Forest and Range Experiment Station. 20 p. Barbour, H. T. Simmons, P.C. Swain, H. Woolsey. 1998. Our Irreplaceable Heritage: Protecting biodiversity in Massachusetts. A technical report produced by the Natural Heritage and Endangered Species Program, Massachusetts Division of Fisheries and Wildlife and the Massachusetts Chapter of The Nature Conservancy. 83 p. Batcher, M. S. 2004. Fire Management Plan for the Ossipee Pine Barrens. Unpublished report prepared for The Nature Conservancy, New Hampshire Chapter, Concord, New Hampshire. 110 p. Brose, P., Schuler, T., Van Lear, D. and J. Berst. 2001. Bringing Fire Back. The changing regimes of the Appalachian mixed-oak forests. Journal of Forestry. 2001:30-35. Cape Cod Commission. 2004. Cape Cod Emergency Preparedness Handbook. Are You Ready? A publication of the Cape Cod Commission’s Project Impact Cape Cod Program. 32 p. Cape Cod Commission. 1998. Massachusetts Military Reservation Master Plan Final Report. Cape Cod Pathways. 19 . The Punkhorn Parklands Trail Guide. Published by the Town of Brewster Conservation Commission and Cape Cod Commission. Clark, J.S. and W.A. Patterson III. 1997. Background and local charcoal sediments: Scales of fire evidence in the paleorecord. Pp.23-48 in J.S. Clark, H. Cachier, J.G. Glodammer, and B. Stocks (eds.) Sediment Records in Biomass Burning and Global change. NATO ASI series. Series I, Global Environmental Change; No. 51. Springer-Verlag, Berlin. Clark, K.H. and D.A. Crary, Jr. 2001. Cape Cod National Seashore Fire Management Plan – Draft. U.S. Department of Interior, National Park Service. 83 pp. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 666 of 782 34 Core, J.E. and J.L. Peterson. 2001. Public health and exposure to smoke. In Hardy, C.C., R.D. Ottmar, J.L. Peterson, J.E. Core and P. Seamon. Smoke Management Guide for Prescribed and Wildland Fire: 2001 Edition. National Wildfire Coordinating Group Publication NFES 1279, National Interagency Fire Center, Boise, ID. Crary, D. A. Jr., personal communications from David Crary, Fire Management Officer, Cape Cod National Seashore, National Park Service to C. Caljouw, 2005 and 2006. Crosby. B.W. 2003. Images of America. Cape Cod Firefighting. Deyo, Simeon L. 1890. The History of Barnstable County Massachusetts. New York, H.W. Blake and Company. DiGregorio, M.J. 1988. An Open Space and Recreation Management Plan for the Punkhorn Parklands. Unpublished report produced by Sabatia, Inc. for requirements of self-help funding under the auspices of the Brewster Conservation Commission and the Brewster Land Acquisition Committee. Finch, R. 1983. The Primal Place. W.W. Norton and Co., New York. Fletcher. 1993. Soil Survey of Barnstable County, Massachusetts. Technical report of the U.S. Department of Agriculture, Soil Conservation Service. Foster, D.R. and E.R. Boose. 1995. Hurricane disturbance regimes in temperate and tropical forest ecosystems. Pp.305-339 in M.P. Coutts and J. Grace, eds. Wind and Trees. Cambridge University Press. Foster, D.A. and G. Motzkin. 1999. Historical Influences on the Landscape of Martha’s Vineyard. Harvard Forest Paper No. 23. Harvard Forest, Harvard University, Petersham, Massachusetts, 48 p. Institute for Business and Home Safety Wildfire Committee. 2001. Is your home protected from wildfire disaster? A Homeowner’s Guide to Wildfire Retrofit. A booklet produced by the Institute for Business and Home Safety in cooperation with Firewise Communities, Tampa, Florida. 20 p. Keetch, J.J. and G.M. Byram. 1988 (revised from 1968). A drought Index for forest fire Control. USDA Forest Service Research Paper SE-38. U.S. Department of agriculture, U.S. Forest Service Southeastern Forest Experiment Station, Asheville, NC. LeBlond, R.J. 1987. Survey of the Punkhorn Region, Brewster, Massachusetts, for rare vascular plants, 1985-1986. Unpublished report by the Center for Coastal Studies, Provincetown, Massachusetts to the Town of Brewster, Massachusetts. Lorimer, C.G. 1993. Causes of the oak regeneration problem. In Oak regeneration: Serious problems, practical recommendations, 14-39. General technical Report SE-84, Asheville, N.C: USDA Forest Service. Lovell, Irving. 1984. Sandwich – A Cape Cod Town. Sandwich Archives and Historical Center. Sandwich, MA. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 667 of 782 35 McMaster, R. T. 1992. Letter to T. Balog, Brewster Conservation Administrator, regarding Ohioglossum vulgatum. Melton, M. 1989. Keetch-Byram Drought Index: A Guide to Fire Conditions and Suppression Problems. Fire Management Notes 50:30-34. Motzkin, G., W.A. Patterson III, and N.E. Drake. 1993. Fire history and vegetation dynamics of a Chamaecyparis thyoides wetland on Cape Cod, Massachusetts. Journal of Ecology 81:391-402. Nikula, B. 1997. Breeding Bird Survey Results for Punkhorn Parklands, 1993-1996. Letter to T. Balog, Brewster Conservation Administrator. Oldale, R.N. and R.A. Barlow. 1986. Geologic Map of Cape Cod and the Islands, Massachusetts. U.S. Geological Survey Map I-1763, Reston, Virginia. Patterson, W.A. III and D.A. Crary, Jr. 2004. Managing Fuels in Northeastern Barrens. Written report for a field tour sponsored by the Joint Fires Sciences Program. Also available on the web at www.umass.edu/nrc/nebarrensfuels. Patterson, W.A. III and C.H.Ruffner. 2002. Updated Fire Management Plan for the Camp Edwards Training Site of the Massachusetts Military Reservation. Unpublished report prepared for the Natural Resources and Environmental Readiness Center, MAARNG. Patterson, W.A. III. 1999. Preliminary Pollen and Charcoal Analysis for Mary Dunn Pond, Hyannis, Massachusetts. Unpublished report submitted to Massachusetts Field Office of The Nature Conservancy and Natural Heritage and Endangered Species Program, Massachusetts Division of Fisheries and Wildlife, Westboro, Massachusetts. Patterson, W.A.III. and K.E. Sassaman. 1988. Indian fires in the prehistory of New England. Pages 107-135 in G.P. Nicholas, editor. Holocene Human Ecology in Northeastern North America. Plenum, New York. Rawinski, T.J. 2000. Fire-maintained Oak Woodlands in the Area of Worcester, Massachusetts: Vegetation Ecology, Wildlife, and Conservation. Report prepared for the Massachusetts Department of Fisheries, Wildlife and Environmental Law Enforcement, Division of Fisheries and Wildlife, Natural Heritage and Endangered Species Program, Westborough, MA. 82 p. Rothermal, R.C. 1983. How to predict the spread and intensity of forest and range fires. NFES # 1573. Gen. Tech. Rep. INT-143. Intermountain Forest and Range Experiment Station, Ogden, UT. A publication of the National Wildfire Coordinating Group for the U.S. Department of Agriculture, U.S. Department of Interior, and National Association of State Foresters. 161 p. Simmons, T. 2006. Personal communications from Tim Simmons, Restoration Ecologist, Massachusetts Natural Heritage and Endangered Species Program, Division of Fisheries and Wildlife, to C. Caljouw. Smith, J.K. ed. 2000. Wildland fire in ecosystems: effects of fire on fauna. Gen. Tech. Rep. RMRS-GTR-42-vol. 1. Ogden, Ut: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station. 83 p. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 668 of 782 36 Stevens, A. 1996. The paleoecology of coastal sandplain grasslands on Martha’s Vineyard, Massachusetts. Ph.D. Thesis. University of Massachusetts, Amherst, MA. Scott, J.H. and R.E. Burgan. 2005. Standard fire behavior fuel models: a comprehensive set for use with Rothermel’s surface fire spread model. Gen. Tech. Rep. RMRS-GTR-153. Fort Collins: USDA Forest Service, Rocky Mountain Research Station. 72 p. Sorrie, B.A. and P. Somers. 2000. The vascular plants of Massachusetts: A county checklist. Technical report prepared for the Natural Heritage and Endangered Species Program, Massachusetts Division of Fisheries and Wildlife, Westborough, MA. 186 p. Strahler, A.N.1966. A Geologist’s View of Cape Cod. Garden City, N.Y.: Natural History Press. Swain, P.C. and J.B. Kearsley. 2000. Classification of Natural Communities of Massachusetts. Draft technical report prepared for the Natural Heritage and Endangered Species Program, Massachusetts Division of Fisheries and Wildlife, Westborough, MA. 200 p. Thompson, E.S. 1928. History of Plymouth, Norfolk, and Barnstable Counties, Massachusetts. Lewis Historical Publishing Company, Inc. New York. Winkler, M. 1982. Late-Glacial and Post-Glacial Vegetation history of Cape Cod and the Paleolimnology of Duck Pond, South Wellfleet, Massachusetts. MS. Thesis, University of Wisconsin, Madison. Whitney, G.G. 1994. From coastal wilderness to fruited plain. Cambridge University Press, Cambridge, UK. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 669 of 782 37 APPENDIX A Is your home protected from wildfire disaster? A Homeowner’s Guide to Wildfire Retrofit. A booklet produced by the Institute for Business and Home Safety in cooperation with Firewise Communities, Tampa, Florida, 20 p. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 670 of 782 38 APPENDIX B QUALIFIED FIRE LEADERS (A list of qualified fire leaders/prescribed burn bosses who are currently (2006) active in burning in southeastern Massachusetts) Name/Affiliation: David W. Crary Jr., Fire Management Officer Cape Cod National Seashore Address: National Park Service 99 Marconi Site Road South Wellfleet, MA 02663 Telephone: 508 349-3785 x 247 Name/Affiliation: Jeff Bouschor, Engine Supervisor Cape Cod National Seashore Address: National Park Service 99 Marconi Site Road South Wellfleet, MA 02663 Telephone: 508 349-3785 x 243 Name/Affiliation: Joel Carlson, Consulting Fire Manager University of Massachusetts/Amherst Address: 29 Moody Drive Sandwich, MA 02563 Telephone: Name/Affiliation: William A. Patterson III, Fire Ecologist/Professor Address: University of Massachusetts Department of Forestry and Wildlife Management Amherst, MA 01003 Telephone: 413 545-1970 Name/Affiliation: Tim Simmons, Restoration Ecologist Massachusetts Division of Fisheries and Wildlife Address: Natural Heritage & Endangered Species Program Route 135 Westborough, MA 01581 Telephone: 508 792-7270 x 126 Name/Affiliation: Acting Chief Fire Warden Massachusetts Department of Conservation and Recreation Bureau of Fire Control Main contact for qualified DCR personnel Address: NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 671 of 782 39 APPENDIX C GLOSSARY OF TERMS Basal Area – a measure, similar to cover, being the proportion of ground surface occupied by a species. BEHAVE Fire Modeling System - a software application to predict wildland fire behavior for fire management purposes. Canopy Closure – the distance between the tree tops if one were to look straight up. If the canopy closure is very dense, then the spacing is very tight with very little sunlight able to pass through. Chain – a unit of measure in land survey and forestry, equal to 66 feet (20 meters). Commonly used to report fire perimeters, fireline distances, and rates of spread. Cover – the vertical projection of above ground parts onto the ground. Ecologists recognize many types of cover: crown cover, vegetative cover, ground cover, forest cover etc. Crown Fire – a fire that advances from top to top of trees or shrubs more or less independently of the surface fire. Sometimes crown fires are classed as either running or dependent, to distinguish the degree of independence from the surface fire. Defensible Space – a designated area around a home or building that is intentionally maintained so as to be free of any features that would tend to increase the risk of damage from wildfire. Density – the number of individuals per unit area. Density Board – a post or board used to measure cover and height of vegetation by obstruction to vision. Drought Index – a number representing net effect of evaporation, transpiration, and precipitation in producing cumulative moisture depletion in deep duff or upper slope soils. The Keetch-Byram Drought Index (KBDI) is used in fire planning to evaluate the effects of extended drying on the duff layer. More information on KBDI is available from http://flame.fl-dof.com/fire weather/info/kbdi/ Duff – the partly decomposed organic material sandwiched between the litter of freshly fallen twigs, needles, and leaves and the mineral topsoil. Fine Fuels – small diameter fuels such as grass, leaves, draped pine needles, and twigs, which when dry, ignite readily and are rapidly consumed. Fire Behavior – the manner in which fire reacts to the variables of fuel, weather, and topography. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 672 of 782 40 Fire Danger – resultant of both constant and variable fire danger factors, which affect the ignition, spread, and difficulty of control of fires and damage they cause. Fire Frequency – the number of fires per unit time in a designated area. Fire Intensity – generally refers to flame length and rates of spread in surface fires. High intensity fires have long flame lengths and high rates of spread but may not burn down into the litter and duff layers. Fire Severity – generally refers to fire burning into the litter and duff layers, associated with certain surface fires or ground fires. Severe fires occur when temperatures are high and humidity and precipitation are low for long periods of time, duff and litter dry out and fire can reside for long periods of time, resulting in reduction or loss of organic material down to mineral layers. Fireline Intensity – the heat released per unit of time for each unit length of the leading fire edge. The primary unit is Btu per linear foot of fire front per second. FIREWISE – a multi-organizational initiative sponsored by the National Wildfire Coordinating Group’s Wildland/Urban Interface Working Team. An initiative designed to work with concerned citizens, local fire departments, public land managers, and other fire safety professionals to lessen the risk of interface fires through education, prevention, and supportive mutual aid. (www.firewise.org) Flame Length – the average length of flames when the fire has reached its full, forward rate of spread, measured along the slant of the flame from the midpoint of its base to its tip. Fuel – combustible plant material, both living and dead that is capable of burning in a wildland situation. Fuel Arrangement – the spatial distribution and orientation of fuel particles within the fuel bed. Fuel Bed Depth – the average height of surface fuels contained in the combustion zone of a spreading fire front. Fuel Continuity – the degree or extent of continuous or uninterrupted distribution of fuel particles in a fuel bed, a critical influence on a fire’s ability to sustain combustion and spread. This applies both to aerial fuels and surface fuels. Fuel Model – a characterization of the fuel properties within a typical field situation. Sets of standardized fuel models are available from the USDA Forest Service for fire behavior and fire spread modeling. (www.fs.fed.us/pnw/fera/firehouse) NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 673 of 782 41 Fuel Moisture Content – the quantity of moisture in a fuel expressed as a percentage of the weight when thoroughly dried at 2120 F. Fuel Reduction Zone – any area, strategically located for fighting anticipated fires, where the vegetation has been periodically modified or treated so that fires burning into it can be more easily controlled. Widened zones of reduced fuels decrease wildfire intensity and allow for more effective fire control. Fuel Size Class – a category used to describe the diameter of down dead woody fuels. Fuels within the same size class are assumed to have similar wetting and drying properties, and to preheat and ignite at similar rates during the combustion process. Ground Fire – a fire that consumes the organic material beneath the surface litter, such as a duff fire or a peat fire. Ground Fuels – all combustible materials below the surface litter layer, including duff, tree and shrub roots, punky wood, dead lower moss and lichen layers, and sawdust, that normally support glowing combustion without flame. Head Fire – a fire spreading or set to spread with the wind. Hundred Hour Time Lag Fuels – dead fuels consisting of roundwood in the size range from 1 – 3 inches in diameter, estimated to reach 63% of equilibrium moisture content in one hundred hours. Invasive Non-native Plant – a plant that exhibits rapid growth and out competes native plant species, thereby reducing species diversity. Not all non-native plants are invasive. Ladder Fuels – any materials which allow fire to move vertically from the ground up to the tops of trees (e.g. dead fuels to lower branches to other intermediate trees and shrubs to the upper tree canopies). Litter – loose debris such as leaves, branches, twigs, logs laying on the surface of the ground. One-Hour Time Lag Fuels – dead fuels consisting of dead herbaceous plant materials, sticks, needles and roundwood less than 0.25 inches in diameter, expected to reach 63% of equilibrium moisture content in one hour or less. National Fire Danger Rating System – a multiple index designed to provide fire and land management personnel with a systematic way of assessing various aspects of fire danger on a day-to-day basis. Prescribed Burning – controlled application of fire to wildland fuels under specified environmental conditions that allows the fire to be confined to a predetermined area, and produce the fire behavior and fire characteristics required to attain planned fire treatment and resource management objectives. NSTAR Electric Company d/b/a Eversource Energy D.P.U. 23-ERP-10 2023 ERP - Redline Version Page 674 of 782 42 Prescription – a written statement defining the objectives to be attained as well as the conditions of temperature, humidity, wind direction and speed, fuel moisture, and soil moisture, under which a fire will be allowed to burn. Rate of Spread – the speed with which a fire moves in a horizontal direction across the landscape, usually expressed in chains per hour or feet per minute. Relative Humidity – the ratio, in percent, of the amount of moisture in a volume of air to the total amount which that volume can hold at the given temperature and atmospheric pressure. Slash – the remnants of tree limbing, thinning, and ground fuel reduction. May also be resultant from strong winds. Composed of branches, tops, cull logs, uprooted stumps, and broken or uprooted trees. Spotting – production of burning embers in the mowing fire front that are carried a short distance ahead of the fire, or in some cases are lofted by convective action or carried by fire whirls some distance ahead of the fire. Surface Area to Volume Ratio (SAV) – the ratio between the surface area of an object, such as a fuel particle to its volume. The smaller the particle, the more quickly it can become wet, dry out, or become heated to combustion temperature during a fire. Surface Fire – a fire that burns surface litter, other loose debris, and low vegetation. Ten-Hour Time Lag Fuels – dead fuels consisting of wood, 0.25 – 1 inch in diameter, estimated to reach 63% of equilibrium moisture content in ten hours. Thousand-Hour Time Lag Fuels – dead fuels consisting of roundwood 3 – 8 inches in diameter, estimated to reach 63% of equilibrium moisture content in one thousand hours. Wildfire – any fire occurring on wildland except a fire under prescription. Wildland – an area characterized predominantly by native vegetation, in which development is essentially non-existent, except for roads, powerlines and similar facilities. Wildland – Residential (or Urban) Interface – the area where combustible homes and other structures meet combustible vegetation. This interface may include a wide variety of situations, ranging from individual houses and isolated structures to subdivisions and rural communities surrounded by wildlands. 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