The Facility Manager's Emergency Preparedness Handbook

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The

Facility Manager’s

Emergency Preparedness Handbook

This page intentionally left blank

The

Facility Manager’s

Emergency Preparedness Handbook

Bernard T. Lewis and Richard P. Payant Foreword by Dave Cotts, PE, CFM, IFMA Fellow

American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D.C.

Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought.

Library of Congress Cataloging-in-Publication Data Lewis, Bernard T. The facility manager’s emergency preparedness handbook / Bernard T. Lewis and Richard P. Payant. p. cm. Includes bibliographical references and index. ISBN 0-8144-0718-8 1. Emergency management. 2. Facility management. I. Payant, Richard P. II. Title. HD49 .L495 2003 658.4⬘08—dc21 2002154558 2003 Bernard T. Lewis and Richard P. Payant. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5 4 3 2 1

We dedicate this book to all facilities managers and their respective staffs, who day in and day out, cope with emergencies, large and small. They are the front line of any facility, and together with first responders, are dedicated to protecting lives and property.


Contents Foreword

ix

Preface

xi

Acknowledgments

xiii

Part I

Elements of Emergency Planning

1

Part II

Facility Preparedness Plan

17

Chapter 1

Organization

19

Chapter 2

Emergency Management Responsibilities

27

Chapter 3

Damage Assessment

30

Chapter 4

Emergency Planning

35

Chapter 5

XYZ Model of Emergency Preparedness Plan

42

Part III

Types of Emergencies

81

Chapter 6

Electrical Power Emergency

83

Chapter 7

Elevators and Escalators

96

Chapter 8

Fire Emergency

115

Chapter 9

Hazardous Materials/Spills Emergencies

133

Chapter 10 Indoor Air Quality

152

Chapter 11 Labor Strike Plan

171

Chapter 12 Lockout/Tagout

182

Chapter 13 Storm Preparedness

193

vii

viii

CONTENTS

Chapter 14 Terrorism

215

Chapter 15 Water Loss

257

Chapter 16 Workplace Violence

263

Part IV

Checklists and Forms

275

Part V

Resources, References, and Web Sites

333

Index

363

Foreword Following September 11, 2001, most facility managers and their companies and agencies have developed a special intensity in their emergency preparedness efforts. Other facility managers may have been more motivated by the preparations required by the approach to Y2K. The crisis on September 11 and Y2K followed completely different scenarios, but both cried out for comprehensive emergency preparedness management, and each actively involved facility managers. It is indisputable that no facility manager can ignore emergency preparedness. It is important to determine whether your department is prepared for ❒ ❒ ❒ ❒

A bomb threat Flooding A labor strike Workplace violence

This book examines the subject of readiness at both a macro and micro level, from planning for an emergency through recovering from disasters. It is comprehensive, and it is based on best practice and years of experience. This book is written for facility managers by facility managers. For too long, facility managers have been emergency planning reactors rather than proactive preparedness managers. If properly applied at all levels within the facility management (FM) department, this book can change your department in how it manages this important function. Between them, Rich Payant and Barney Lewis have more than seventy years of public and private management and facility management experience. They know from whence they speak! Payant is the director of facility management at Georgetown University and Lewis is a renowned FM consultant. They practice what they preach!

ix

x

FOREWORD

Approach this book differently than you would a book that you are reading for pleasure. First, read the text to absorb the management principles from these two pros. Organize the book with tabs to mark information that applies to your particular situation but read the Table of Contents to be aware of the other topics covered. You will certainly want to incorporate some of the information directly into your emergency preparedness and disaster recovery plans. Then put this book where you can find it during an emergency. My guess is that this book will be one of your most frequently referenced sources for planning, executing, evaluating, and reevaluating the preparedness of your department and your company or agency’s facilities. Who will benefit from this book? Anyone tapped to prepare an emergency preparedness plan will find 75 percent of it here. All that is required is to fillin the site-specific information. A facility manager can use this book to manage emergencies from planning through evaluation. A building engineer can use the included checklists to implement preparedness planning. Payant and Lewis’s Facility Managers Handbook for Emergency Preparedness provides something for every interested party within your department. Use it to develop your department into a problem solver and a major player in the emergency preparedness of your company, hospital, or government agency. Dave Cotts, P.E., CFM IFMA Fellow

Preface Facility managers are exposed to emergency situations almost on a daily basis. Some of those emergencies can be handled quickly and without any mishap. Unfortunately, there are other emergencies that take on catastrophic proportions. Typically, emergency situations can be categorized as natural, such as fires, earthquakes, storms, hurricanes, tornadoes, tidal waves, floods, and drought; technological, such as hazardous material incidents, telecommunication failures, and electrical power outages; and more recently, those of human origin, such as crime (assault, theft, robbery, civil disturbances, and vandalism), bomb threats, hostage situations, medical crises, and environmental accidents. Obviously, the potential list of emergencies is endless, but there is one common thread—facility managers must be prepared to respond to any emergency situation, since emergencies often strike quickly and with little warning. Each year, more than seven hundred workplace deaths occur as a result of hazardous material releases, fires, and explosions, according to information from the Bureau of Labor and Statistics. Approximately $121 billion is spent annually on emergencies and accidents, according to the National Safety Council. Finally, leading business consultants estimate that of all the companies that experience major disasters, 60 percent go out of business within two years. This is because of various reasons, such as a lack of customer confidence toward the company, competition, and costs to resume operations. Disasters can cause temporary or permanent disruptions in an organization. The key to mitigating their effects, however, is to be prepared. Many companies believe that they are immune from disasters and take on an apathetic approach to emergency planning. However, the previous statistics show the need for an effective and dynamic emergency plan. Emergency preparedness is a careful, deliberate, and comprehensive process that requires extensive research, preparation, and training. It is not something that can be done in a few days. A proactive strategy of planning and

xi

xii

P R EFA C E

preparation can both lessen the impact and help to ensure recovery from an emergency. Successful facility managers have emergency plans that are properly designed and exercised. These plans are in place to meet the plethora of federal, state, and local laws, regulations, and mandates; to minimize property damage; to reduce risk of personal injury; and to keep the organization functioning. Without a plan, you have chaos! Preparing for emergencies involves the planning and preparations needed to synchronize efforts to provide the required protection. Fifty years ago, the focus of emergency preparedness was on preparedness and response. Since the establishment of the Federal Emergency Management Agency (FEMA) in the 1970s, the focus has expanded to mitigation, preparedness, and response and recovery. This is a more holistic approach to managing emergencies. The scope of emergency management depends on the disposition and status of the facility. In general, it involves the following steps: ❒ Identifying and categorizing potential emergencies ❒ Detailing the elements of emergency planning and organizing to combat those emergencies ❒ Identifying resources to be used ❒ Preparing, rehearsing, and testing the plan ❒ Establishing ongoing and continuous training ❒ Conducting debriefings and developing lessons learned following an emergency The scope of this book is to define the planning , training, and testing required to prepare for, respond to, and recover from major emergencies. It frames a model that all facility organizations worldwide can use in a systematic way to respond to and manage emergencies. Bernard T. Lewis, P.E., CPE Richard P. Payant, CFM, CPE

Acknowledgments When we conceived the idea for this book, the Y2K experience had recently passed by. We thought it would be good to write down our experiences and share the knowledge we gained. We had no idea how important our subject would become in the not too distant future. On September 11, 2001, the world changed—and so did the way facility managers manage their facilities. Our mission of writing this book took on a new meaning, and we approached it with the vengeance to write the best handbook available for all facility managers. It was not easy; we spent thousands of hours reading, researching, discussing, composing, and rewriting. This effort consumed our nights, weekends, and holidays. None of what we accomplished would have been possible without help from other people. Specifically, we want to thank the following individuals for their contributions, support, and interest in our project: Neil Levine, senior editor of AMACOM Books, who saw the value of our venture and supported our efforts; David Cotts, International Facilities Management Association (IFMA) Fellow, for his review of and comments on the original draft of this book; John Hofbauer, service and maintenance manager, Elevator Controls Services, Inc.; Michael Widdikin, loss prevention consultant, GE Global Asset Protection Services; Phil Hagan, director of university safety at Georgetown University; Sean Polster, deputy fire marshall, Fauquier County, Virginia; Roy C. Dawson, deputy fire chief and emergency services manager, Henrico County, Virginia, for allowing us to quote ‘‘No Less and Angel’’; Robert Holliday, fire and rescue captain, Montgomery County, Maryland. A special thanks goes to Gayle Payant for her dedicated review of the draft manuscript, positive critique, recommendations, and encouragement to keep going, and to Ruth Lewis, who withstood and understood the time we devoted writing this book. Without their support, this book would not have turned out as it has. Finally, we, like you, have been touched by the happenings of September

xiii

xiv

ACKNOWLEDGMENTS

11, 2001. As facility managers, we understand the significance of life safety and property protection and empathize with those facility managers who were on the ‘‘front line’’ in New York City and at the Pentagon. Our thoughts and prayers have been with all of them since that day of terror. We offer the following poem for all those first responders and facility personnel who perished.

No Less an Angel Most of us grow up with a vision in our minds of what an angel looks like All dressed in white Soft wings to carry them around Golden halo around their heads Moving around in heaven on soft white clouds Some singing, some playing harps Some angels are different September 11, 2001 Now most of us have a different vision of what an angel looks like They are dressed in heavy coats and pants They have air tanks on their backs There are helmets on their heads Some are in blue uniforms Even carrying weapons Some carry equipment for life saving and rescue All seem to be wearing some type of badge All are on a mission A mission to save lives A mission that will end in the ultimate sacrifice I don’t think that I will ever think of angels quite the same I will always remember that no matter how they dressed Or how hot, tired and dirty they were I will always remember that They are no less an angel. —R. C. Dawson

PART

I

ELEMENTS OF EMERGENCY PLANNING Expect the Unexpected Planning Pays Dividends Plan for the Worst Case If It Hasn’t Happened, It Will

1

2

ELEMENTS OF EMERGENCY PLANNING

According to Webster’s dictionary, an emergency is ‘‘an unforeseen combination of circumstances or the resulting state that calls for immediate action.’’ In facility management terms, this means any unplanned event that can cause injury, death, or destruction of property.

General Emergency preparedness is dependent on good preplanning. It is the achieved readiness condition of an organization to respond to any emergency situation with confidence, efficiency, and effectiveness. A good emergency preparedness plan provides guidance to develop: ❒ A leadership organization, which reduces the chaos of who does what, and when ❒ Training management, involving training classes, exercises, and drills to instill knowledge and cultivate confidence in the responders ❒ Technical assistance, by involving outside agencies ❒ Identification of assets requiring protection, and how those assets will be protected ❒ A strategy to minimize loss of property and life ❒ A strategy for recovery from the emergency ❒ Continuation of the organization’s mission ❒ Continuous updating and revision of the plan based on lessons learned What is needed is a step-by-step approach to emergency preparedness— mitigation, response, and recovery for organizations of all sizes, public or private. This approach is covered in Parts II and III. Part IV provides checklists and forms that can be used by facility organizations. Part V provides additional references, resources, addresses of organizations, and Web sites.

Readiness to Cope To determine whether your organization is prepared to cope with disasters or emergencies, the following assessment is recommended. This assessment focuses on the readiness and capabilities of the organization to respond to and perform the certain core functions. If the answer is no to any of the following questions, the facility manager should consider developing a plan

3


immediately and raising it to the corporate level of the organization. This book will provide good examples, tips, and straightforward commonsense approaches.

Function YES

NO

1. Compliance with codes, laws, and regulations? 2. Has a hazard identification and risk assessment been conducted? 3. Has hazardous material been determined and planned for? 4. Has an emergency response plan been developed? 5. Have resources been identified to support the plan? 6. Have emergency preparedness costs been identified? 7. Have funds been allocated to emergency preparedness? 8. Is there a communication and warning system in place? 9. Has an emergency preparedness training program been developed? 10. Have drills and exercises been periodically conducted? 11. Have logistics been analyzed and evaluated? 12. Has public information/news media response been considered? 13. Have facility operational procedures been reviewed and modified? 14. Has the facility manager considered the ‘‘what if ’’ scenarios? 15. Are response teams identified and knowledgeable?

Where to Start Realizing that you need a plan or must revise or update an existing plan is a good beginning. The following list outlines some initial steps to take: 1. Appoint a leader to lead the emergency preparedness team (probably the facility manager).

4


2. Organize the team and include representation from various functional parts of the organization, such as human resources, legal counsel, purchasing, financial affairs, information technology, public affairs, manufacturing, engineering, production, security, risk management, and environmental health and safety. 3. Develop the purpose (mission) of the team (with everyone’s input) and final desired outcome. 4. Outline the areas/functions to be addressed. 5. Establish a time frame with milestones (schedule). 6. Conduct reviews of existing plans, interviews of so-called experts— including outside agencies and organizations (including community)—and hold brainstorming sessions. 7. Identify mission-essential services, products, and operations. 8. Identify potential emergencies. 9. Conduct a risk assessment (internally or contracted). 10. Identify available internal resources. 11. Identify needed external resources. 12. Establish financial recommendations and a budget. 13. Identify and review insurance requirements. 14. Develop (or update) the emergency preparedness plan. A. Procedures ❒ Mitigation considerations ❒ Response requirements ❒ Recovery procedures B. Integrate into already existing organization operations C. Conduct training D. Rehearse E. Conduct a review of lessons learned 15. Modify plan as needed.

Categorizing Emergencies Emergencies can hit at any time, anywhere, and to anyone. All facility managers must, as the Boy Scout motto suggests, ‘‘Be Prepared!’’ An event often


5

becomes an emergency because it was unexpected. It can become a crisis if there is inadequate preparation to respond appropriately, and in a timely manner. Every organization should identify the types of emergencies that could occur and then develop their plan around those eventualities. There is no substitute for good, thorough preparation. As the facility manager, you might have years of experience and feel confident and comfortable with your personal response. The unknown factor here is your staff ’s level of confidence and comfort. That confidence and comfort factor comes from having a thorough, well-developed, and drilled plan that can address most emergencies and provide information on where to get assistance for those emergencies that are not covered. It is important to review the risk of the various types of emergencies that can occur. As shown in Figure I-1, facility managers are concerned with many different types of risk. There are many books in existence today that cover risk management and vulnerability assessments. This is an undertaking that should not only be done by the facility department within an organization, but by the entire organization. Emergencies can essentially be categorized into man-made, natural, and technological. There are gray areas, meaning that some man-made emergencies can also spill over to technological emergencies or natural emergencies. For example, an indoor air quality problem in a facility can also be related to technology because the equipment is functioning improperly. Another example could be fire: While fire is considered to be naturally occurring, it can also be man-made if the fire starts because of arson. ❒ Man-Made Emergencies. These include workplace violence, labor strikes, civil disorder, economic degradation, arson, hostage situations, indoor air quality issues, hazardous material spills (for example, broken natural gas lines; improper mixing of chemicals; solid, liquid, or gas infectious agents, which include medical and human waste; and refrigerants for HVAC [heating, ventilation, and air conditioning]), and terrorism acts such as environmental, cyberterrorism, agroterrorism, bomb threats, conventional bombing, and nuclear, biological, and chemical attacks. ❒ Natural Emergencies. These include any emergency resulting from weather or environmental conditions. Examples include drought, fires, flooding, earthquakes, tornadoes, hurricanes, high winds, snow, ice, hail, extreme heat, lightning, tsunamis, or volcanic eruptions. ❒ Technological Emergencies. These emergencies include telecommunications failures and interruptions, cyberterrorism, electrical power loss and mal-

6


Figure I-1. Facility Risk Concerns The following are some of the concerns that facility managers contend with: ❒ Vandalism ❒ Personal electric heaters ❒ Enforcement of welding/cutting permits ❒ Small vehicle travel on city streets ❒ Relationships with local community ❒ Aging buildings —Average age is?? ❒ Climbing deferred maintenance ❒ More dependent on technology ❒ Aging workforce ❒ No depth in workforce —If someone is on sick leave, the position is uncovered ❒ Control of keys ❒ Access card entry ❒ Child care facilities ❒ Central heating plant ❒ Utility distribution system —Steam —Natural gas —CHW —Domestic water ❒ High voltage ❒ Airline flight path —Helicopter flight path ❒ Parking (especially in the future) ❒ No storage capability (warehouse) ❒ Lightning ❒ Heavy snow or ice conditions ❒ Construction impact —Cutting utilities ❒ High profile staff/faculty/visitors ❒ Lack of training for Facility Management workforce in emergency preparation ❒ Water damage —Careless flooding ❒ Fires —Arson —Accidental —Commercial properties ❒ Aging emergency generators ❒ Loss of Energy Management System ❒ Electrical power —Losses —Brownouts —Spikes ❒ Elevator/escalator malfunctions —Trap calls ❒ High winds —Projectiles —Roof slate ❒ Explosions —Glass shattering ❒ Falls from high locations —Frisbee playing on roofs or patios


❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

7

Central computer facility Pests/vermin (especially in commercial properties) Labor strikes/ protests Fuel pumps No construction inspection capability Supply and materials disruption Medical equipment maintenance Environmental issues —HAZMAT materials —Underground storage tanks —Indoor air quality (IAQ)

function, fuel shortage, and heating, ventilation, and air conditioning (HVAC) failures.

Preparedness Preparedness is insurance! Just as insurance companies depend on risk assessment, so should the facility manager consider the risk vulnerabilities when developing an emergency preparedness plan. Obviously, not all facilities should be prepared to the same extent to combat a risk that may have negligible impact; for example, a warehouse may not require the same preparations as the corporate headquarters building. In addition, geographic location would make some risks more obvious. Hawaii would be susceptible to tropical storms, whereas Canada would not be. Kansas has a high probability of tornadoes, whereas Florida is more prone to hurricanes. The risk factor also is driven by cost. If the probability of a particular emergency is low, does it make financial sense to spend money preparing for an eventuality that might never occur? This is a question that the organization must answer for itself. As stated later in this book, the number one goal of any emergency plan is life safety. The second goal is property protection. Consequently, the plan should provide occupants of the facility with a reasonable degree of safety. To be effective, the plan must also be: simple, difficult-to-read (small print) thick plans are not read; participative, individuals as well as managers must be involved; and believed, confidence exudes from knowledge and experience; therefore, the plan must be publicized and exercised. A lack of preparation leads to chaos and panic. You can have the best plan in the world, but if no one knows it—and if it cannot be implemented—then it is a complete failure and will not achieve the previously stated goals. Information must be communicated to both the workforce and the facility occupants. The more they know, the more tangible and workable is the plan.

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Mitigation Mitigation is the reduction of potential emergency situations. Its goal is to avoid hazardous circumstances. Essentially, it is the review process to determine what actions can be taken beforehand to minimize emergencies from occurring. The facility manager has the most responsibility in mitigating hazards within the organization. The facility manager is responsible for complying with and following existing laws that include areas such as building codes, fire regulations, zoning ordinances, public health ordinances, and hazardous materials ordinances. In addition to reducing potential hazards, the facility manager should consider risk. The leadership of the organization should address and provide guidance concerning the amount of risk the organization is willing to take. Using this information, an assessment should be done on the risks and vulnerabilities of the organization, which will be discussed later.

Factors of Mitigation The effect of emergency threats can be reduced by using procedures, processes, and protection systems and devices. The following is a partial list of these factors: 1. Implement a preventive maintenance program. 2. Implement an access control system to control physical access to the organization’s space. 3. Install emergency power systems, such as generators, inverter batteries, and uninterruptible power supplies (UPS). 4. Check and update, where necessary, fire alarm systems. 5. Install closed circuit television (CCTV) to improve security. 6. Identify critical equipment and materials needed in an emergency and have it within easy access. The following is a partial list of equipment: ❒ Tarps to cover openings (doorways, windows) and equipment ❒ Plastic sheeting to cover expensive equipment such as computers ❒ Wet vacuums and water extractors ❒ Sump pumps with hoses ❒ Mops, buckets, and squeegees ❒ Sandbags and sand


9

❒ Portable barriers or barricades ❒ Small emergency generators and light sets ❒ Rope, chain, and cables ❒ Lumber (studs, sheets of plywood, etc.) ❒ Hand tools 7. Develop an emergency contact list of organization personnel who should be contacted in the event of an emergency. Also, include vendors and contractors and how to reach them after normal work hours. 8. Develop contracts or agreements that can be immediately implemented when an emergency occurs. 9. Estimate downtime and notify occupants and customers as to what to expect and what they should plan for. 10. Locate potential offsite storage locations and initiate prior to emergency contracts or agreements.

Strategies for Mitigation Mitigation strategies include actions that require financing as well as those that involve innovative idea implementation. These strategies are based on the risk assessment and identification of hazards. The following are strategies for applying mitigation actions: ❒ Prevent the hazard from occurring. This is the most basic strategy, because it involves ensuring conformance with local ordinances such as the requirement to sprinkler all public buildings. Another example is conducting building inspections to ensure conformance with building codes. ❒ Limit the amount or size of the hazard. Establish a limit on various types of hazardous materials that can be stored for any amount of time. This reduces the possibility of a hazardous spill. Another example is to improve building codes so that potential hazards, such as requiring the lighting of dark staircases, can be eliminated. ❒ Separate the hazard from what is intended to be protected. Limit the locations where hazardous materials can be used or stored, which can be done through zoning ordinances. Locations where hazardous material is stored openly, such as gasoline tank farms, should have a containment facility surrounding the hazard.

10


❒ Prevent the release of existing hazards. Ensure that hazardous material containers are properly marked and in good operating condition. ❒ Modify the basic components of the hazard. Ensure that a neutralizing agent is available in case the hazardous material container is breached. ❒ Disseminate information. Make information available to the public concerning hazardous materials. Ensure that a good hazard communications program is in place.

Vulnerability Assessment As mentioned previously, a vulnerability assessment should be prepared. Since many books already discuss this topic, it will be presented here only briefly. The assessment should be prepared in a spreadsheet format for ease of data posting and review. The following is a list of areas that should be discussed: ❒ List potential emergencies. List in separate columns, on a spreadsheet, all potential emergencies that might occur at the facility. Examples would be fire, flood, electrical outage, or civil disturbance. ❒ Estimate probability of occurrence. For each potential emergency, assign a probability of occurrence on the basis of a number from 1 to 10; with 1 being the least likely to occur and 10 being the most likely to occur. ❒ Assess the potential human impact. For each potential emergency, assign a human impact on the basis of a number from 1 to 10. A 1 would have no potential impact and 10 would have a great deal of human impact. ❒ Assess the potential property impact. Again, use the previous numerical technique. ❒ Assess the potential business impact. Use the previous numerical technique. ❒ Assess potential internal and external resources. Use the previous numerical technique. Add the assigned numerical scores for each column and place the totals on the spreadsheet. To use these numbers, you should consider 20 percent of the largest numerical column total to represent 80 percent of the maximum total required for rescue and recovery. Draft your plan accordingly. Finally, the remaining 20 percent of the numerical column to be used should be considered as having minimal need for rescue and recovery. Using this ap-


11

proach should provide maximum use of available resources and optimum facility protection.

Response to an Emergency Responding to an emergency means implementing the emergency response plan. It is the application of everything that was discussed, trained for, and drilled in preparation for an emergency. The goal is that when it comes time to execute the organization’s emergency response plan, all teams know what to do, where to assemble, where equipment is located, and what information is needed immediately.

Stages of Emergency Response According to the Federal Emergency Management Agency (FEMA), there are five stages of emergency response. 1. Notification and Warning. Depending on the emergency, there may or may not be sufficient notice prior to its onset. If the emergency is one that will impact the region and there is time to plan, then the public would be notified through the news media (radio, television, or Internet). If the emergency is imminent, then some type of early warning, such as a siren or public address system, is used. Emergency employees would be notified similarly and probably also through an organizational calling tree, as stated in the emergency preparedness plan. 2. Immediate Public Safety. This stage is concerned with providing emergency medical services, search and rescue, and evacuation assistance. The director of security and the facility manager would be involved, within the organization, to ensure these services are made available immediately to the organization’s employees. Outside agencies such as local police, fire department, and hazardous material teams may also be called in, depending on the situation. 3. Property Security. Again, depending on the type of emergency, the director of security and the facility manager would work closely together to ensure that property is protected. Assistance from the local police, fire department, and public works department may be required. 4. Public Welfare. This stage is broken down into caring for people and assessing damage. Again, the director of security and facility manager must work closely together. Outside agency support, such as the Red Cross,

12


National Guard, and relief services may be called in, depending on the gravity of the situation. These agencies are organized to provide temporary shelter and food and can establish means of communication to notify distant family members and friends of the status of their loved ones. 5. Restoration. These are the actions taken to restore necessities of life. They might include snow removal to open roads, utility restoration, hazardous material cleanup, and radiological decontamination.

Response Organization Facility management’s response to emergency situations can be seen on several different levels. This subject will be covered in more detail in Part II. ❒ Organization. The facility manager is responsible for ensuring that the organization has an emergency response plan and that the employees are trained to respond to specific emergency situations depending on the results of the vulnerability assessment conducted. Transition from normal day-to-day activity to emergency response posture also depends on good training and drilling. ❒ Facility Emergency Operations Center. All facility management emergency actions are coordinated through the facility’s emergency operations center. ❒ Facility Response Teams. Facility response teams provide the initial first response in the event of an immediate emergency situation. Individuals making up these teams must be properly trained and drilled on first aid, emergency rescue, and fire.

Information for First Responders First responders can be in-house facilities personnel in a large organization or they can be local police, firefighters, or emergency medical technicians. Before these individuals rush in to an emergency situation, they should be given information that will assist them in their response and also provide them with life-safety information. The following is a list of information that should be made available:


❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

13

What type of emergency is it? Where is the emergency? Is the area locked or unlocked? Who has the keys? Who has knowledge of the area? Is the area accessible by more than one way? Are facility plans available? How many personnel could be involved in this emergency? Who is available that understands the utility situation? Are there any hazardous materials in the area? If so, what? Who is in charge?

Recovery The final phase of emergency planning is recovery. It starts when the emergency is under control and stabilized. Recovery, essentially, has two phases: short term and long term. 1. Short-Term Recovery. This is the first priority of recovery—to get vital systems restored and operational. 2. Long-Term Recovery. This is the continuation of the recovery. It can take months or even years to restore the area to original, pre-emergency conditions.

Recovery—General Concept At this point, the emergency is being controlled and the situation is stable. As a result: 1. Facilities personnel will, most likely, revert to normal work management procedures of scheduling and prioritizing work. 2. All facilities personnel will participate in recovery operations. They will be briefed on details prior to commencement of the recovery phase. 3. Recovery operations will be documented in the computer maintenance management system at the facility’s emergency operations center. Es-

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tablish emergency-related codes for the purchase of materials, repair work, and contracts, which will help when applying for federal assistance. The following are some items that should be collected: ❒ Photographs and videos are especially helpful. ❒ Damage assessment records will also be needed. ❒ All costs expended on recovery operations. ❒ Newspaper articles. 4. Lessons learned and recommendations will be documented to develop mitigating plans for the future. 5. Condition surveys will be conducted of each facility, and plans for the repair of those facilities will be contracted. Prior to entering any facility, it must be checked for safety and structural soundness. Facilities that are unsafe and scheduled for demolition will be marked and cordoned off. 6. Establish priorities of work.

Recovery—Facilities Restoration Depending on the size of the emergency situation, the majority of the work will be contracted. The following guidelines should be followed: 1. Make the safety and security of personnel and equipment the number one goal. 2. Report and protect undamaged property. 3. Begin cleanup operations to remove any smoke, water, or debris. 4. Follow environmental regulations and compliance; dispose of hazardous waste properly. 5. Restore all life-safety systems (fire protection, sprinklers) to normal operation. 6. Restore electric power. 7. Restore medical gases. 8. Restore boilers to normal operation to produce steam. 9. Assist the information technology personnel with restoring communications.


15

10. Clean up mechanical and electrical rooms. 11. Check and initiate preventive maintenance on emergency generators. 12. Initiate salvage operations. ❒ Segregate damaged from undamaged property. ❒ Determine a holding site where damaged material/equipment can be stored until viewed by the insurance company. ❒ Contact salvage companies. Once damaged goods are released, they can be turned over to the salvage company. ❒ Ensure that everything is documented properly.

Recovery—Administration and Logistics ❒ Recover vital records and restore. ❒ Examine how to transition to normal work schedules, and be prepared to initiate. ❒ Coordinate employee assistance and support programs, if necessary; consider single parents and day care issues, crisis counseling, etc. ❒ Compile all emergency-related costs. ❒ Maintain coordination with outside agencies. ❒ Inventory equipment and parts. ❒ Keep risk manager or insurance company apprised of the ongoing action.

Recovery—Responsibilities Resource Manager

❒ Account for all personnel. ❒ Track all accidents and injuries; notify employee health and safety. ❒ Track financial expenditures. ❒ Maintain documentation. ❒ Coordinate with vendors for additional support. ❒ Coordinate food and medical support. ❒ If needed, coordinate shelter for workers. ❒ Coordinate communications.

16


Planning Manager

❒ Track all work being conducted. ❒ Ensure all recovery actions are documented. ❒ Review emergency planning steps and requirements. Preventive Maintenance Manager

❒ Provide facility plans to contractors, as needed. ❒ Ensure that all work that is completed has an ‘‘as built’’ drawing associated with it. ❒ Collect all operating and maintenance publications.

PART

II

FA CILITY PREPA REDNESS PLAN Life Safety Is Always the Number One Goal Protecting Property Is the Number Two Goal Documentation Is an Investment in the Future Follow Your Established Policies and Procedures

17


CHAPTER

1

Organization

Purpose The emergency preparedness plans within a facility establish the organizational structure to respond to any type of emergency or disaster situation. Organizational structure is designed to facilitate command and control. It takes into account the physical aspects needed to accomplish the task at hand. Consideration must be given to the type and magnitude of the emergency or disaster, the communications systems required to support the mission, how the situation will be managed—the control center, information gathering systems, analysis, the administration of the information (record keeping, filing, reporting, and tracking), and the staff, equipment, and facilities needed to support, plan, and execute. The facility manager is the individual responsible for ensuring that these goals are accomplished in order for the organization to continue to meet its mission. Part II should be used as a guide in

19

20

FACI LITY P REPAR ED N ESS P LAN

developing a facility emergency plan. A model plan is included at the end, and it can be modified to meet specific situations.

Organizational Considerations Most emergencies relate directly or indirectly to facilities or infrastructure. Consequently, facilities organizations are uniquely organized, staffed, and equipped for handling emergencies. Experience has proven that it is best to keep emergency response operations as close to normal day-to-day operations as possible. After all, facility organizations are used to emergency situations; have the communications tools and management systems already in place; and have contractors, who they interface with daily, available to respond. During an emergency situation, there should be no major change to the facility’s organizational structure, functions, and order of succession. However, the structure should be flexible enough to allow for expansion and extension of duties. Expansion of duties could include liaison with local government, community groups, emergency relief agencies, and contractors and the provision of emergency shelter.

Organizational Structure Facility organizations can have wide variation in the way they are structured and the means of providing service. The Office Manager Model is the simplest structure, wherein a small staff (manager and administrative assistant) within a company leverages the services provided by using consultants and contractors. During a major emergency or disaster situation, this type organization needs to be expanded to operate on an around-the-clock basis and to provide the necessary coordination and liaison with internal departments and external organizations. A typical example of this structure is shown in Figure 1-1. The Corporate Facility Management Model is a much larger structure. It is staffed and can perform many of the required functions internally. It also has the flexibility to use consultants and contractors. During an emergency, it can provide the initial and immediate response, and it has the flexibility to expand as the situation warrants. Figure 1-2 depicts this type of organization.

Emergency Operations Organizational Structure As stated earlier, the facilities organization should easily transition from its day-to-day activity to responding and coordinating emergency support with

Figure 1-1. Director of Administration

Office Manager + • • • •

Food Service Company • Food Service

• Alterations. renovations, and workplace installation Note: All vehicles are leased. All office machines are leased. Facility staff consists of: • Office manager • Staff assistant/work reception • Secretary Key: +

Facility Manager

ArchitecturalEngineering Firm

Purchasing Agent • • • •

Management of the organization Space allocation and management Lease administration Budgeting and economic justification

Alteration Company

(Reports to CEO)

Building Managers

• Operations, • Facility planning maintenance, and and forecasting repair (tactical) • Space planning • Architecturalengineering, planning and design • Workplace planning, design, and specification • Construction project management

Staff Personnel Consultant Service Contractor Lease Arrangement Source: The Facility Management Handbook 2nd ed., 1999, AMACOM Books, pp. 25–29.

Purchasing Contracting Transportation Reprographics

Telephone Company

Controller • Accounting

Security Company

• Telecommunications, • Security and life-safety data communications, management wire and network management

Real Estate Consultant • Real estate acquisition and disposal • Facility planning and forecasting (long-range)

Figure 1-2. Vice President of Personnel and Administration

Chief of Procurement Division

Procurement Staff • Purchasing • Contracting

Director of General Services • • • •

Director of Management Information

Director of Facilities 6

Work Reception Center 2

Administrative Staff

Facility planning and forecasting (long-range and tactical) • Real estate acquisition and/or disposal • Lease administration

Chief of Space Planning and Management Section

• Work reception • Work coordination

Chief of Operations and Maintenance Division

Chief of Planning and Design Division

Chief of Engineering Section • Engineering, planning, and design • Telecommunications, data communications, and network design and documentation

• Workplace planning, design and specifications

Chief of Capital Projects Section 5 • Architectural planning and design

Director of External Affairs

Financial Management Staff 1 • Budgeting, accounting and economic justification

Chief of Workplace Installation and Maintenance Section • Alterations, renovations, and workplace installation • Workplace operations, maintenance, and repair • Telecommunications, datacommunications, and network installation

• Space planning allocation, and management

Chief of Workplace Design Section 4

Director of Personnel

• Management of the organization

Security and life-safety management Food service Transportation Reprographics

Strategy and Real Estate Staff

(Reports to CEO)

Project Manager 3

• Construction project management

Chief of Plant Operations and Maintenance Section

• Plant operations, maintenance, and repair Notes: 1. Procurement and financial management staffs colocated with facilities staff but operate under centralized policies of chief of purchasing division and controller respectively. 2. Work reception center staff has limited tasking authority of design and shop assets for service order execution. 3. If desired, matrix formed project teams (designers, engineer construction manager, phone/datacom specialist, etc.) may be formed to concentrate on a building or group of staff customers. the PM is then the sole customer contact for projects. Otherwise the workplace designer functions as the PM. 4. If project managers are not used, the workplace design sections designers are the principle user contacts (project managers) for workplace alterations. 5. Architectural services provided from this section. 6. Facility manager. Key; Work tasking.

Source: The Facility Management Handbook, 2nd ed., 1999, AMACOM Books, pp. 25–29.

O R GA N I ZAT I ON

23

little restructuring of its organization or functions. Figure 1-3 depicts a typical facilities emergency operations organization. This organization is generic and can serve as the model for all facility organization.

Emergency Management A good response during an emergency depends on several factors. One key basic factor is that of consistency. Policies and procedures in responding to emergencies must be established to support the organization’s overall plan. There should be seamless transition from the normal day-to-day activity when responding to an emergency. Facility management organizations are in the emergency response business, so they should easily and automatically shift from the routine to the emergency mode. Emergency preparedness is a function of planning wherein life safety and property protection are the main goals. Without planning, there would be chaos instead of direction and control. The following are important facility management functions that must be considered and continued when developing the organization’s emergency preparedness plan. 1. Chain of Command. When an emergency involves a facility or physical infrastructure of an organization, the facility manager is usually the individual with onsite responsibility for life safety and property protection. This is the case until a local government executive (that is, the authority having jurisdiction [AHJ]) arrives on the scene, and at that point, assumes authority. Authority can also be delegated by the AHJ to the facility manager. Whatever the case, a written protocol should be established. (An example of a protocol is shown in Part IV.) It should outline the broad, overall responsibilities of the facility manager and his or her relationship with the AHJ. Components to be covered include: ❒ Access to facilities (keys) ❒ Available resources and services that can be provided (facility plans, number of personnel with disabilities, etc.) ❒ Annual facility tours and joint training (drills) ❒ Individual and organization actions (that is, who assumes control and when) ❒ Protocol signatures by the AHJ and the organization’s facility manager 2. Establish Authority. The organization should issue a corporate policy statement establishing the need for the organization’s emergency preparedness

Figure 1-3. Facility Emergency Operations Center Organization.

Command Operations Center Facility Manager Maintenance Response/Recovery Teams

Resource Management

Engineering

Work Management/ Reception

Damage Assessment Teams

Small Contracts Supplies/ Materials Budget & Accountability

Response Teams

Planning

O R GA N I ZAT I ON

25

plan. (An example of this policy statement is shown in Part IV.) It should include the general policy, purpose and scope, and procedures. 3. Emergency Operations Center. Generally, the organization should have a command center or emergency operations center if the emergency is large enough and impacts the entire organization. This is a central location where various departments—for example, human resources, legal counsel, information technology, risk management, financial affairs, public affairs, security, production management, and facilities management—will station representatives to staff the center on a twenty-four-hour basis. The facilities department, however, should also have its own emergency operations center where all facility-related activities can be coordinated. One possibility is to also use the work control center, if it is large enough, as the facilities emergency operations center. This is the best situation, because all information and communication centers on work control. Ideally, this location will have: ❒ Space for several workstations to receive and coordinate inspection information and work. ❒ Radio communication with trades personnel in the field. ❒ A computer maintenance management system (CMMS) to enter information into a central database. ❒ Facility as-built drawings (in CADD [computer-aided design drawing] form). ❒ Contact lists for emergency personnel, vendors, and contractors. ❒ List of personnel having disabilities. ❒ Catalogs and other resources. ❒ Standard operating procedures (SOPs). ❒ A conference room with map board and grease boards to conduct periodic situation meetings. 4. Budget and Accounting. The facilities management work control center is responsible for: ❒ Developing the emergency preparedness budget (in larger FM organizations, it would be the budget and accounting section). ❒ Performing the cost accounting and funds control of expenditures. ❒ Implementing procedures that document emergency expenditures separately from the normal facility operational funds.

26


❒ Coordinating the annual emergency budget with the various members of the organization’s emergency operations center, for review and concurrence, prior to submission to top management for final approval. Once approved, the budget estimate should become a corporate budget line item for future years. The accepted rule of thumb for developing an emergency preparedness plan, developed from numerous surveys conducted by the International Facilities Management Association (IFMA) and FEMA, is: Initial cost $1.00/SF, this is the minimum cost to develop and implement a plan. Annual maintenance cost is 20 to 25 percent of the basic initial cost. 5. Engineering Services. In emergency situations, engineering services play an important role for the facility manager. Damage assessment, and estimating and developing the scope of necessary corrective work, are critical to stabilizing and recovering from emergencies. 6. Materials Control. Facility management stockrooms must be ready to provide support with needed materials, contact and leverage vendors, and maintain accurate records concerning material costs relating to emergencies. 7. Work Control. The work control function is as important during an emergency as it is during normal operations. Processing of work orders, scheduling, and dispatching are essential to tracking of work being done in response to emergencies. Personnel in the work control center must be familiar with emergency plans.

CHAPTER

2

Emergency Management Responsibilities

Emergency Management Responsibilities In the United States, emergency management is a cooperative effort between all levels of government—federal, state, and local—and the private sector. This role is in accordance with the creation of the Federal Emergency Management Agency in 1979. Federal, state, and local agencies, also known as authorities having jurisdiction, are responsible for protecting the public. Correspondingly, private sector organizations are responsible for protecting employees and the general public from possible hazards by ensuring safe manufacturing and industrial practices and complying with all pertinent safety requirements and laws.

Facility Manager’s Responsibility The facility manager, because of his or her position within an organization, is responsible for coordinating resources, implementing evacuation plans and 27

28


providing shelter (when necessary), and directing the facilities portion of emergency response. These responsibilities are summarized in the organization’s emergency preparedness plan. However, the number one responsibility is always the safety of individuals, while the number two responsibility is protection of property. Keep in mind that the corporate chief executive has the legal responsibility and will delegate that job to you. As the individual responsible for emergency preparedness, the facility manager is the advisor to the senior vice president, and in some cases, the chief executive officer (CEO) or president of the organization. In this position, the facility manager must be sufficiently astute and tactful to make recommendations in such a way that they are not perceived as threatening. In other words, the facility manager must know how to interact with his or her superior. Do the background research, develop the options, and, finally, make the recommendations in such a way that the supervisor still feels in control. This technique will develop a bond of trust between you and the boss, and your credibility will skyrocket. Always keep in mind the welfare of the organization and the employees, and through your caring and competence, you will cultivate trust. The following are the responsibilities of the facility manager: ❒ Demonstrate competence. ❒ Always keep safety and property protection as your number one and number two objectives. ❒ Coordinate closely with local support agencies, such as police, fire, other emergency service departments, planning department, and public works. Initiate annual meetings or luncheons where information and plans can be exchanged and discussed. ❒ Coordinate with private sector organizations such as utility companies, Red Cross, and major industries. ❒ Coordinate with the local FEMA office. ❒ Know your organization’s emergency plan inside and out. ❒ Make training a foundation of the emergency plan. ❒ Become familiar with pertinent codes and regulations. Research, identify, and collect all pertinent federal, state, county, and local laws, codes, and regulations that pertain to facility rescue and recovery operations— that is, fire protection, communications, physical security, life safety, shelter, evacuation, property protection, media relations, and community mutual aid agreements.

EMERGENCY MANAGEMENT RESPONSIBILITIES

29

❒ Identify critical products, services, and operations that must be available for use in emergency or disaster situations. ❒ Identify existing internal resources and capabilities that could be used in emergency or disaster situations. ❒ Identify external resources that would be of assistance during an emergency or disaster. ❒ Conduct an insurance review. If not already done, recommend to the risk manager that current insurance policies should be assembled and reviewed for suitability in emergency and disaster recovery situations. Where coverage is found to be lacking, immediate steps should be taken to increase fiscal coverage of the policies. ❒ Finally, demonstrate confidence in everything you do.

Emergency Security Responsibilities During an emergency, security of the facility or the site is probably one of the most difficult undertakings. Human beings are inquisitive by nature and will attempt to investigate a situation; for example, rubbernecks on the highway will slow down to catch a glimpse of an accident because of curiosity and not realize the backup of traffic that occurs when there is a slowdown of vehicles. There are several important issues that must be considered when an emergency occurs, such as: ❒ Access Control. Ensuring access to facilities is important, but it must include the record-keeping aspect of all persons entering and leaving, especially during an emergency. ❒ Property Protection. During emergencies, especially if the emergency occurs during normal work hours and involves evacuation, physical security of all space is critical. In this case, property protection can include not only protection of the physical property but also protection against theft, looting, and terrorism. ❒ Evacuation. Safety and protection of personnel from being injured by keeping them calm and providing direction to assembly sites. ❒ Traffic Control. It is important to keep a lane of traffic open to allow unimpeded passage of emergency equipment. ❒ Emergency Medical Services. Security personnel should have training in basic first aid and provide assistance at the site. ❒ Vital Information Protection. ❒ Security of High Value, Hazardous, and Classified Locations.

CHAPTER

3

Damage Assessment

The purpose of damage assessment is to evaluate facilities, buildings, grounds, and utilities to determine whether the organization’s mission will be impacted and safety jeopardized. During emergencies, it may be necessary for the facility manager to activate the damage assessment team to determine damage and recommend the necessary corrective work.

Damage Assessment Concept When there is an emergency and damage has occurred, one of the first steps is to determine whether personal injury (or even worse, death) was sustained and the extent of any property damage. The president or CEO is interested in knowing, immediately, if there was loss of life and what the impact will be on the organization’s mission. The organization’s emergency response center will demand information. Consequently, the facility manager needs to assess the severity of the emergency as quickly as possible to create an initial status report. 30

31

DAMAGE ASSESSMENT

Damage Assessment Team Composition and Responsibilities In some facilities organizations, it may be possible to assemble the damage assessment team by using in-house personnel. In smaller facilities organizations, this function would most likely be contracted. The key function, however, is to ultimately obtain good, accurate information. At the initial stage, this may not be possible. If damage is severe, it may be necessary to use qualified members of the team to stabilize the situation and recommend immediate emergency engineered repairs so that rescue operations can be conducted safely. As the emergency situation becomes more stable, the team can efficiently conduct the detailed assessment. Qualified, trained, and experienced personnel should be designated to serve on the team. The team should also have the ability to expand and contract based on the severity of the damage. A competent, experienced individual should be appointed as the team leader. The team leader is responsible for activating the team when requested to do so. Composition of the team is decided by the team leader and is based on the immediate situation. (See Figure 3-1.) Once the team is assembled, the team leader conducts the initial briefing, covering issues such as: ❒ ❒ ❒ ❒ ❒ ❒

Extent and nature of the assessment about to be conducted Checklists to be used Defining priorities Ensuring that all team members have the proper protective equipment Ensuring that all team members have communications equipment Assigning members specific tasks

After completing the assessment, the team leader reviews the assessments with each team member and summarizes the information in a damage assessFigure 3-1 Assignments Assessment Area

Engineer Discipline

Trade

Structural

Civil Engineer

Carpenter

Electrical

Electrical Engineer

Electrician

Mechanical

Mechanical Engineer

Plumber Pipefitter Operating Engineer

Heating, ventilating, and airconditioning

Mechanical Engineer

HVAC mechanic, Operating Engineer

32

FA CI L I TY P R EPA R ED N E SS P L AN

ment report, which is then sent to the facilities emergency operations center. Preliminary assessment information can be compiled and called into the emergency operations center over FM radio or cellular telephone. This preliminary information gives the facility manager (along with the command operating center) immediate information that can be used to begin planning the next phase. This information can also be furnished to the CEO or corporate president and to the public relations staff, who will be trying to prepare responses to an aggressive media. The composition of the team should include: ❒ Engineers—Civil, mechanical, electrical, fire and safety, and structural ❒ Architects ❒ Specialists—Construction, maintenance personnel with experience in the following trades: plumbing, steam, low and high voltage electricity, lock and key, carpentry, operating engineering, and heating, ventilation and air conditioning, real estate, security, seismic, and interior design. The responsibilities of the team are to: ❒ Provide timely, accurate assessment of any emergency-related damage. ❒ Assist emergency responders by recommending physical stabilization actions to protect individuals and property during rescue operations. ❒ Coordinate all damage assessment functions. ❒ Provide advice to local emergency response organizations—for example, fire, police, or ambulance—concerning stability and immediate safety. ❒ Provide advice to construction contractors, maintenance personnel, material suppliers, and utility suppliers concerning safety and recommended corrective repairs. ❒ Survey facilities, buildings, and infrastructure and submit reports to the emergency operations center. ❒ Survey facilities and buildings to determine adequacy and safety and make final recommendations. ❒ Coordinate utility information and interruption. ❒ Disconnect unsafe utility service.

DAMAGE ASSESSMENT

33

Damage Assessment Information Sources When conducting damage assessment equipment and system inventories, general facility information initially can be obtained from several sources, such as: ❒ Manufacturer’s recommendations, which are usually annotated in operational and all internal equipment manuals ❒ Building construction and renovation specifications of former renovation or new construction contracts, which are kept in the engineering archives ❒ As-built drawings, which are the final project plans, annotated with changes made in the field ❒ Preventive and predictive maintenance databases ❒ Warranty information ❒ Known deficiencies

Damage Assessment Logistics Considerations Available equipment and resources for use by damage assessment teams must be identified before it is needed. This equipment should be specified in an equipment database and the location of that equipment should always be known. Any cost for the purchase of equipment or material should be tracked, and this information should be provided to the budget and accounting section. In addition to equipment, the facilities organization should also have standing contracts that can be initiated immediately. The following is a list of equipment that damage assessment teams should carry with them and a list of service contracts that can be called for support: Equipment

❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Vehicles (if needed) Measuring tapes Notebooks Flashlights with extra batteries Tape recorders Cameras (digital would be helpful to scan photographs into a computer) Video cameras Laptop computers Hand tools

34

❒ ❒ ❒ ❒ ❒


Key access Rags Safety equipment (hard hats, luminescent vests, etc.) Radios or cellular telephones Security/crowd control barricades

Contracts

❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Fuel Elevator/escalator maintenance Pest control Utility distribution repair/cleaning Snow/ice removal Tree service Roofing Paving Concrete Crushed rock/stone Refuse collection and trash disposal Construction (open top) dumpsters Portable structures Moisture control and freeze-drying capability in the event of extensive water damage ❒ Additional equipment (such as emergency generators, portable chillers, snowplows, portable boilers) ❒ Temporary labor force

Damage Assessment Documentation The damage assessment team must complete assessment reports, which are critical to the assessment because they document problems and, sometimes, solutions. Eventually, these reports will place costs on the recommended corrective work, and this information will be included in the overall cost to support the emergency. Excellent computer programs exist to assist with customizing these reports. What is critical is that a database of this information must be preserved and constantly updated. See Part IV, Checklists and Forms, for a sample damage assessment report.

CHAPTER

4

Emergency Planning

Emergency planning is a continuous process in preparation for future emergencies. It involves a detailed and systematic examination of all aspects of a contemplated emergency.

Emergency Preparedness Plan Characteristics Effective plans provide a methodology or scheme for responding to any emergency. They are based on well-thought-out assumptions and are not static. They are modified, refined, and updated as a result of new information or as situations change. The essential characteristics of a plan include the following: ❒ Mission. The objective of all planning is to accomplish the mission. The mission should be a clear, concise statement.

35

36


❒ Assumptions. All plans must be based on factual information or valid assumptions. Any assumption that is made must be as accurate as possible and kept to a minimum. ❒ Resources. All resources must be considered and their availability validated. If the facility manager intends to obtain support from a contractor, that should be agreed to in writing and reconfirmed periodically. Community resources must also be coordinated periodically. In-house assets must be inventoried and kept updated; this includes personnel, material, and equipment. Implement mutual aid agreements wherever possible. For example, colleges and universities can have mutual aid agreements, between themselves, to share residential housing wherever possible. In every case, these agreements should be in writing with specific responsibilities designated and cost arrangements agreed to beforehand. ❒ Organization. Delineation of decision-making authority, responsibilities, and clearly defined relationships is imperative. As stated above, it is best to keep employees doing what they normally do in nonemergency situations to lessen the potential for confusion and redundancy. ❒ Decentralization. Facility managers cannot be expected to do everything themselves, therefore, decentralize to the maximum extent possible. ❒ Simplicity. The plan should be kept as simple as possible to eliminate confusion and misunderstanding. Use simple, direct language that is easily understood and is not ambiguous. ❒ Flexibility. The plan is only that, a plan. This means there must be the element of flexibility to allow for adjustment and corrections based on the site conditions at the time. ❒ Coordinated. All elements of the plan fit together, much like a puzzle. This means that every aspect of the plan has been synchronized so that everyone knows his or her role and also what others are doing.

Emergency Preparedness Planning Sequence The planning sequence is a series of steps fashioned into a logical progression of actions to develop a well-thought-out emergency preparedness plan. If a plan is to be effective, it must be tailored to fit the organization and address the specific needs of that organization. As mentioned earlier, no two emergencies are exactly the same. The plan is intended to frame a focus, but it also must be flexible and adapt to changing situations. The planning sequence

EMERGENCY PLANNING

37

is done in a logical and orderly process. The following steps should be conducted any time an emergency preparedness plan is considered: ❒ Determine requirements. The first step in this sequence is to determine assumptions and the requirements that are associated with those assumptions. Assumptions are considered to be issues bearing on the problem. Identify conditions that must exist if a specific plan is implemented. The potential threats that could occur are also considered. Finally, there are several elements that also must be included or considered: ❒ Human Element—internal organizational employees, visitors, vendors, and contractors ❒ Facility Element—physical plant and building systems ❒ Regulatory Element—regulatory agencies that enforce codes and laws, and respond to emergencies ❒ Business Continuity Element—the continuation of the organization mission following an emergency ❒ Evaluate requirements. Evaluating requirements is done by conferring with other organizational staff members and outside agencies to ensure that all factors have been considered. Once most of the requirements have been identified, they should be examined from the standpoint of the type of threat, probability of their occurring, and the influence of various outside factors. This information is then assembled and should be reviewed for any implications and interrelationships. The evaluation phase results in conclusions and recommendations that identify possible courses of action that should be addressed with the senior leadership of the organization. Because preparation for all emergencies is the goal of emergency preparedness, consideration of courses of action involves more than elimination of all but one. Several courses of action may be retained so that the organization is prepared for all likely emergencies. For a specific emergency, however, each plan is built on a single course of action. This will be the beginning formulation of the mission—that is, determining the specific tasks to be performed, their complexity, and their relative importance. ❒ Prepare the plan. We have considered the plan from the viewpoint of an emergency: before, during, and after.

38


1. Before—Preparation Phase ❒ Concept —Documentation —Review existing plans and procedures ❒ Mitigation —Identify pertinent codes and regulations —Determine prevention actions —Implement detection techniques ❒ Emergency operations center ❒ Command and control —Communication —Flow chart of the chain of command —Reporting procedures —Information on how to track costs —Evacuation procedures ❒ Training —Identify required products, services, resources, contracts, and operations —Identify critical products and services —Identify internal resources and capabilities —Identify external resources —Perform insurance review —Identify temporary housing support, if necessary 2. During—Response Phase. ❒ Concept —Documentation ❒ Response organization ❒ Activating the plan ❒ Damage assessment ❒ Responsibilities ❒ Outside support ❒ Public relations 3. After—Recovery Phase ❒ Concept —Documentation

EMERGENCY PLANNING

39

❒ Recovery responsibilities ❒ Facilities restoration ❒ Operations and maintenance ❒ Personnel and administration ❒ Salvage ❒ Assessment ❒ Public relations ❒ Analyze and modify the plan. This is the so-called debugging phase. This is where you examine the plan in detail and coordinate it with various staff elements and outside agencies to flush out any issues that need resolution. This would be a good time to conduct various drills to fine-tune what is in the plan and, where necessary, work out details to clarify and simplify. ❒ Implement the plan. Once the analysis is completed and you are satisfied with the plan, proceed with its publication. Distribution of the plan is important since you want all concerned to receive a copy. In addition, you should determine which organizations outside the facilities organization should receive a copy. It is plausible that you would need to publish at least one hundred copies. It never hurts to have more since there is always some person or another agency that wants a copy. Make certain that you date stamp the plan because if you modify and then reprint, you’ll need to know which iteration is being used. Establish a timeline for reviewing, revising, and republishing the plan annually. ❒ Rehearse the plan. Once the plan is in place, it needs to be rehearsed. The more familiar personnel are with the plan, the easier it is to implement and respond to emergencies. It is similar to exercising a muscle: the more you exercise it, the more flexible and stronger it gets. At the conclusion of each rehearsal, there should be a lessons-learned session wherein everyone involved is responsible for listing at least one item concerning the following: What went well? What did not go as well? What needs to be improved or modified?

Guidelines for Facility Specific Plans Specific emergency procedures for each individual facility should be prepared. These plans should contain, at a minimum, the following information:

40


1. Brief description of the facility or type of operation conducted. 2. Procedures for evacuating and accounting for any visitors and for all personnel normally working in the facility: ❒ Determination as to when evacuation is necessary ❒ Designation and use of assembly areas to account for personnel ❒ Selection of evacuation routes out of the facility ❒ Establishment of a personnel accountability system ❒ Procedures to evacuate physically impaired personnel 3. Description of the means to rapidly communicate the emergency situation to all internal personnel and to external organizations, such as fire departments, police, hospitals, utility companies, ambulance services, emergency management agencies, adjacent organizations/buildings, and parent headquarters (if located somewhere else). 4. Identification of specialized equipment needed by units responding to the emergency. 5. Shutdown procedures for all equipment within the affected area and methods for securing the facility from unauthorized entry. ❒ Shutting off power to air handlers ❒ Shutting off power to machinery ❒ Closing (and tagging) valves ❒ Closing vents and open pipes ❒ Closing and securing windows ❒ Clearing aisles, hallways, and stairwells ❒ Covering critical equipment to protect from water damage ❒ Blocking and boarding windows and doors 6. Specific utility and building data information, such as hydrant locations, fire pump information and location, sprinkler system information, stand pipe and hose system classification, fire alarm panel location, facility access information, elevator/escalator information, HVAC information (smoke management system, air intake locations, etc.), hazardous material information (type, location, material safety data sheets, etc.), water valve locations.

41

EMERGENCY PLANNING

7. Floor plans and as-built drawings. 8. Building automation systems information. This would include access control system information and how to reprogram and override when necessary.

Management Checklist YES 1. Has an emergency operations control center been established to control facility operations during the life of the emergency/disaster? 2. Has adequate authority been given to the coordinator of the emergency operations center to control all emergency/disaster rescue and recovery operations? 3. Has a formal emergency operations mission statement been issued? 4. Has a work performance schedule, staffing, and budget been developed to prepare for emergency/disaster situations? 5. Have plans, codes regulations, and policies been reviewed? 6. Has an insurance review been conducted? 7. Has a vulnerability analysis been conducted? 8. Has a training plan been developed and training scheduled to drill and exercise the emergency plan? 9. Has contact been made (and continued periodically) with outside agencies? 10. Have responsibilities been clearly delineated? 11. Have emergency preparations been made to obtain, store, and make readily available information regarding evacuation routes, shutoff valve, disconnect switches, or system control locations? 12. Has an employee contact roster been prepared that identifies the procedure for contacting individuals? 13. Have considerations been given to physically disabled individuals?

NO

CHAPTER

5

XYZ Model of Emergency Preparedness Plan

In 1999, the main discussion topic in all organizations was the action to be taken to prevent a Y2K debacle. Facility managers, in particular, were intimately involved in determining what equipment and utilities could be impacted. As a result, they had to make preparations for the worst-case scenario. In actuality, that time was well spent and forced facility managers to expand their existing emergency plans, and in some cases, initiate new plans. Many were able to collect, analyze, and organize the information in a manner that provided better mission support to their organizations. As these organizations developed their business continuity plans, facility managers played a key role; especially, since they now had detailed plans to ensure that the mission of the organization was able to continue. Since September 11, 2001, another phase in emergency preparedness has arisen. The threat of nuclear, chemical, and biologic terrorism is real. Facility managers now must understand what occurs when this type of terrorism is unleashed so that they can respond correctly to achieve their number one goal of life safety. The model in this chapter is intended to provide you with 42

X Y Z M O D EL O F EM E R G E N C Y P R E PA R E DN E S S P L A N

43

an actual preparedness plan that can be used to modify, update or, in some cases, develop a new plan. The model plan is based on a facilities management organization of moderate size having a management staff and workforce in-house that can respond to the emergency. Smaller facilities organizations will have to outsource the required support. This model plan can easily be adapted to fit any size. Facilities Emergency Preparedness Plan Table of Contents Goal of Facilities Emergency Preparedness Plan Assumptions Facilities Emergency Operations Center Planning Meetings Succession Responsibility FM Job Responsibilities: Plan Ahead, Be Prepared Emergency Planning and Standards Damage Assessment Training Supplies, Services, and Contracts Emergency Response—During Concept of Operation Facilities Emergency Operations Center (FEOC) Planning Meetings Control Facility Management Team Responsibilities Damage Assessment Emergency Recovery—After Concept of Operation Recovery Planning Facilities Management Recovery Considerations Annexes Appendixes

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Goal of the Facilities Emergency Preparedness Plan The goal is to provide a safe, effective, and efficient response to an emergency situation, while providing continuous support to the organization’s mission. To achieve this goal, the facilities department must plan, prepare, and exercise to execute the following steps: 1. Be prepared to conduct damage assessment surveys. 2. Be capable of providing limited on-site immediate first aid. 3. Be capable of shutting down and reenergizing utility systems. 4. Provide trained response teams geared toward the various emergency scenarios identified in this plan.

Assumptions 1. The organization has a facilities management work management center to handle day-to-day operations. This is the central point where all regular work requirements are funneled, before being coordinated, planned, costed, and scheduled. 2. All facility management personnel are well trained and drilled on emergency operations. This enables quick transition from normal to emergency operations. 3. The facilities management department has coordinated an alternative site for the facilities emergency operations center in the event the primary site is not habitable. The alternative site should be equipped similarly to the primary site. 4. Proper equipment is readily available, usable, inventoried, and personnel are trained on and aware of its location. 5. Telecommuting is feasible (assuming the right equipment is made available) for some facilities management department positions, for example, work management receptionists, budget and accounting personnel, and utility/energy coordinators.

Facilities Emergency Operations Center (FEOC) The facility’s emergency operations center mirrors the organization’s work management center (WMC). At the onset of an emergency situation, the


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organization activates its emergency response plan and the command operations center. The facilities manager does likewise, by activating the facilities emergency operations center. Functions of the FEOC

❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Receive and process all facilities emergency related information. Maintain the log of all FEOC emergency information (see Annex A). Coordinate all utility service information. Coordinate small contract work. Develop work estimates. Conduct planning and scheduling of project work. Track all work and enter into the database. Maintain the emergency work budget and accounting systems. Collect information concerning key buildings and post that information to existing drawings.

FEOC Physical Configuration

The FEOC will occupy the same space as the regular WMC. It requires the following configuration and equipment (see Annex A): ❒ At least two workstations with computers linked to a central computer server. ❒ Contact information for employees, vendors and suppliers, contractors, and consultants. This information should include home telephone numbers, pager numbers, after-hours contact numbers, mail, and e-mail addresses. ❒ Emergency information log. ❒ Flashlights. ❒ Copy of all emergency plans and SOPs. ❒ Facility utility plans. ❒ Organization utility and energy account data files, which includes energy contracts, account numbers, telephone and e-mail contact information, and names of key points of contact. Note: this data should also be stored at an offsite, protected location.

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❒ Communications equipment, such as telephones, FM radio system, cellular telephones, and e-mail capability. (See Annex G). ❒ Conference room with the following: —Facility wall map —Cable television —Dry erase or chalkboards —Facility as-built drawings in paper copy and electronic format

Planning Meetings Initially, there will be chaos when determining the specifics about what happened, what the impacts are, and what must be done immediately to contain and control the situation. As soon as preliminary information is available, which is probably within one hour of the emergency event, the facility manager should call a planning meeting. All managers should be required to attend. Subordinate supervisors should also be encouraged to attend, but that decision should rest with their manager. The meeting should last no longer than one hour. Future meetings should then be scheduled. Initially, it may be that meetings are held every six or twelve hours until the situation is under control. At that point, meetings can be scheduled early every morning to get status reports and provide any information from the organization’s leadership. As a minimum, the agenda should include the following items: ❒ Summary of what is known (intelligence) ❒ Status of environmental conditions—for example, weather (freezing temperatures, snow, ice, etc.) ❒ Status of damage assessment ❒ Status of equipment and material (for example, amount and location of deicing material) ❒ Discussion of concerns ❒ Roundtable discussion allowing managers to voice their opinions or recommendations ❒ Facility manager’s guidance to staff

Succession Responsibility In the absence of responsible top management, there exists a need to define a successive line of responsibility for decision making. There must be a clearly


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defined chain of succession. The facility manager must clearly inform the organization’s command operations center of the line of succession within facilities management.

FM Job Responsibilities: Plan Ahead, Be Prepared 1. Facility Manager. The facility manager has overall responsibility for the facilities management emergency response and recovery effort. This is correct until the authority having jurisdiction arrives on-site. These responsibilities include: ❒ Knowing the organizational policy and limitations of authority. ❒ Establishing liaisons with external agencies or organizations. ❒ Making preparations to open the FEOC. ❒ Organizing to support the immediate mission. ❒ Designating an energy contracts manager and backup. ❒ Developing an energy/utility contract’s implementation letter with force majeure language, which can be invoked within twenty-four hours. (Note: Force majeure is defined as anything that could be a socalled act of God, for example, weather events or unpredictable events such as a labor strike or war.) ❒ Developing and maintaining an emergency contact list consisting of, at a minimum, home telephone numbers, pager numbers, mail and e-mail addresses for employees, vendors/suppliers, contractors, and consultants. ❒ Implementing and enforcing a strong training program to ensure that all employees within facilities management are properly trained and qualified to do their respective duties efficiently and effectively. 2. Planning Manager (or Planner Estimator). ❒ Ensure that systems and processes are in place and have been exercised so that when required everything happens automatically. ❒ Ensure that memorandums of understanding and agreement with contractors are in place for quick response and support. 3. Damage Assessment Team Manager. ❒ Collect information concerning facilities. ❒ Prepare to respond to tasking assignments and requests from the orga-

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nization’s command operations center. (Note: The resources needed to support these teams will come from the facilities management department.) ❒ Prepare for damage assessment and survey mission. Specific responsibilities include the following items: —Develop notification procedures of team members. —Coordinate information and prepare for update briefings. —Gather supplies/materials required for use. —Ensure damage assessment training is scheduled and conducted. —Develop inspection/survey checklists for each facility with focus on structural, mechanical, and electrical systems for use by team members. Remember, safety is always the number one goal. (See Annex F.) —Coordinate with the planning manager. 4. Energy/Utility Manager. In an emergency situation involving fuel energy, the incident could require the energy manager to relocate. This was the case on September 11, 2001, when the World Trade Center was destroyed. This type of occurrence could have major impacts on an organization’s billing and payment cycle; especially, if it happened when payment or usage data were due. Therefore, to keep the continuity of operations flowing, it makes sense to have duplicate information located at another site. The following should be done: ❒ Coordinate with suppliers and work out emergency delivery service during emergency situations. ❒ Request contractors and suppliers to review the organization’s emergency response plan. ❒ Reproduce duplicate information concerning the energy delivery contracts and account data. ❒ Keep emergency contact information for vendors and suppliers updated. ❒ Establish alternative means of paying fuel bills should an emergency occur. ❒ If boilers do not have electronic ignition capability, propane or bottled gas should be stored onsite to maintain gas-fired ignition. ❒ Keep the utilities management plan updated. 5. Resource manager. The resource manager generally coordinates all resources within the facilities management department during the normal day-to-


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day operation. During an emergency situation, this position has a similar function to ensure that all resources operate smoothly in support of the department’s mission to service the emergency situation. Responsibilities include: ❒ Managing the FEOC. ❒ Ensuring that documentation (daily log, etc.) is properly kept in the event of future litigation and insurance claims. ❒ Overseeing the communications systems within the department. ❒ Managing the Computer Aided Facilities Management system (CAFM) to ensure that operations and maintenance, space asset management, computer-aided drafting, condition assessment, support technologies, and real estate databases are integrated. This capability will improve the department’s support concerning the immediate emergency. ❒ Managing budget and accounting systems. ❒ Managing the stockroom and control of supplies, parts, and materials inventory. ❒ Ensuring that memorandums of understanding and agreement are in place with vendors for quick response and support. ❒ Coordinating logistics support (equipment needs, food, shelter for FM personnel, clothing, medical support, backup power, and transportation). ❒ Tracking all FM personnel injuries and follow-on action. ❒ Anticipating and being prepared to support a mass care contingency. (See Annex H.) ❒ Preparing to support facility evacuation procedures, including the hospital. (See Annex I.) ❒ Accounting for all FM personnel. ❒ Coordinating work with contractors. ❒ Coordinating staffing and shift schedules. ❒ Monitoring recovery efforts. ❒ Conducting end-of-emergency lessons-learned meeting with all managers.

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6. Stockroom/supply manager. ❒ Ensure that supplies, materials, parts, and equipment are always available to support any emergency eventuality. ❒ Maintain good records to determine final costs of the emergency and to know where equipment is and who is responsible for it. ❒ Ensure that sufficient cots, blankets, sheets, and personal effects consumables (soap, toothpaste, shaving materials, etc.) are in stock and can be issued to employees in the event of an extended emergency. 7. Frontline Managers (trades). In larger facilities organizations, these are the go-to managers for getting something done. They generally have the crafts and are employees who know the facilities inside and out, for example, where the shutoff valves are located. These managers will coordinate the emergency response teams. 8. Emergency Response Teams. Emergency response teams may be organized, with volunteers, into response teams and fire response teams. These teams would be controlled by the frontline managers. The number and size of teams would be dictated by employee availability and type of emergency. ❒ Response Teams. These teams will be used to turn off and to restore electrical power, stop gas and water leaks, board up entrances and broken windows, or provide lock and key support. They are prepared to support facility evacuations and provide needed support for any mass care contingency. They are quick responders who are familiar with the facility. ❒ Fire Response Teams. These teams are made up of volunteers who can be used as floor wardens and to provide basic fire suppression.

Emergency Planning and Standards The facilities management department has adopted four readiness levels of emergency response. This coincides with the organizational levels of emergency response. If the emergency occurs after normal work hours, the security department initiates the notification procedures. 1. Readiness Level I—Minor Incident. This is the normal day-to-day incident experienced by all facilities management departments. It requires routine facilities involvement. There is no need for community involvement. Examples include:


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❒ Loss of steam for hot water ❒ Personnel injury 2. Readiness Level II—Moderate Incident. This is an incident that is developing and has the potential to escalate. Facilities management response is in accordance with normal work scheduling. Local police or fire departments could be involved. There is a potential for community involvement or news media interest. Notification to the scheduled facilities duty officer is appropriate. Consideration is given to opening the FEOC and assembling the workforce and damage teams. Examples include: ❒ Significant hazardous spill ❒ Approaching strong weather storm: hurricane, tornado 3. Readiness Level III—Major Incident. This is a threat that impacts the organization and requires damage assessment. There is definite community and media interest. The facilities duty officer is notified and in turn notifies the next senior person in the chain of command. Call-in of personnel commences. The FEOC is opened. Examples include: ❒ Major fire ❒ Serious injury or death ❒ Major snow blizzard 4. Readiness Level IV—Area Wide Emergency. This is the most serious readiness level. All key facilities personnel are notified and all employees are called in. The FEOC is opened. Damage assessment teams are dispatched. Examples include: ❒ Severe weather storm has caused damage. ❒ A terrorist act has occurred locally and a major evacuation is contemplated.

Emergencies Requiring Notification Usually, potential natural disaster emergencies are known ahead of the disaster, since the news media provides notice to the public. Generally, there is time to prepare for the expected emergency. Typical natural emergency situations are shown in the following list and are discussed in greater detail at the annex indicated. Man-made emergency situations, on the other hand, are usually unexpected and require quick response. These man-made emergencies are shown in the following list and also discussed in the annex indicated.

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Natural Disaster/Emergency ❒ ❒ ❒ ❒ ❒ ❒

Flooding Hurricane Earthquake Tornado Snow/Ice Excessive Heat

Man-Made Disaster/Emergency ❒ ❒ ❒ ❒ ❒

Fire Bomb Threat Hazardous Material Spill Terrorism Workplace Violence

Annex C C C C C C Annex C C C C C

Emergency Response Flow Chart The Emergency Response Flow Chart depicts the flow of how facilities management responds to an emergency. (See Annex A.)

Evacuation Evacuation of facilities, and the hospital, are conducted in accordance with Annex I.

Damage Assessment Damage assessment teams are required to conduct surveys in two stages: immediate gathering of information (in less than sixty minutes) followed by more detailed information that will be used for recovery. Information is vital during the early stages of an emergency. This information should be protected from disclosure until the CEO, president, or public affairs personnel have an opportunity to review and discuss it. The information could become the basis for soliciting government aid. 1. Immediate information is needed by the organization’s command operations center to determine the magnitude of the emergency and to feed

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specific information to the president or CEO. Additionally, the public relations and human resources departments need this information to prepare responses for media inquiries and for families. This is the time where casualties are identified and structures are examined for stability to support rescue attempts. 2. Detailed information is the in-depth survey of the entire facility and equipment, documenting specific requirements for the longer term recovery.

Assessment Categories The following list of where to get assistance is taken from the Federal Emergency Management Agency, Emergency Management Institute, Program Manager Course. Category ❒ Debris clearance (Example: tree removal) ❒ Measures taken to prevent damage (Example: sandbagging) ❒ Transportation networks (Example: road washout) ❒ Water control (Example: dams, dikes, irrigation systems) ❒ Buildings and associated equipment ❒ Utility systems ❒ Public facilities under construction ❒ Private nonprofit facilities ❒ Parks and recreation ❒ Private dwellings ❒ Businesses

Information Sources Public Works Fire Department Public Works Public Works Health Department Building Commission Sanitary Commission Building Commission Building Commission Recreation Commission City Assessor City Assessor

Training Having a good emergency response plan is commendable. Keeping personnel trained in various emergency response skills is a completely different and challenging issue. Adequately trained personnel can ensure positive response to any emergency situation. Effective training is imperative if facility management response teams are to respond safely, quickly, and effectively during

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emergency situations. Stated another way: Emergency response teams are only as effective as their training.

Training Objectives The following is a list of training objectives established to support the facilities emergency response program: ❒ Periodically conduct drills to exercise the facilities emergency response plan. ❒ Exercise the startup of the FEOC. ❒ Train damage assessment teams in assessment techniques. ❒ Exercise various response scenarios. ❒ Ensure mechanics are familiar with all equipment, its location, and shutdown procedures.

Team Training The facility manager drives the training program. This individual establishes the requirements, allocates resources, sets priorities, and ensures that all personnel are competent to perform their required emergency response functions. Specific basic training includes: ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Documentation requirements Understanding established protocols Reporting requirements Organization responsibilities Damage assessment training Basic first aid Annual refresher Hazardous materials Confined space Basic fire systems Lockout-tagout procedures How to fit, test, and use personal protective equipment How to use equipment: radio, cell phone, digital camera, video camera, etc.


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First Responders Training Not all emergency situations occur during the normal workday. Many emergencies occur when only a few night mechanics are on shift. Additionally, if an emergency occurs during the workday, it may take some time for outside agencies to respond. The emergency response teams may be the first on-site and must be trained on what to do. Because these individuals are the first responders on the scene, they need all the previously mentioned training plus the following: ❒ Location of all utility shutoff valves and disconnect switches ❒ Hydraulic pressure safety precautions ❒ Use of facility emergency showers and eyewash stations for expedient decontamination ❒ Essential information for each key system (pressures, temperatures, RPMs, etc.) ❒ Proper inspection/survey procedures ❒ Danger signs and signals ❒ Fire extinguisher training ❒ Evacuation procedures ❒ Annual light search and rescue training

Facility Intelligence Facilities today are very complex. For example, on a college campus consisting of approximately 4 million square feet, there are thousands of shutoff valves and circuit breakers/disconnects that support the various utilities. It is impossible for any mechanic or engineer (especially, if they are not a fulltime employee; probably a consultant hired to conduct an assessment) to know the exact location of each valve and disconnect. The facility plans are useful, but often they are not updated with the latest changes to the facility. Additionally, many of these utility shutoffs are hidden or inaccessible, they could even be covered or buried. Having a facility-smart book with all of this information, along with a set of as-built drawings, makes locating these shutoffs during an emergency much easier. It also makes sense to coordinate this facility-smart book with outside agencies, such as the fire department. Developing this type of book will not happen overnight but will take years. It is an ongoing process. Some of the information that should be captured is

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shown in the following list. (See Annex D for more detail.) This information can be as extensive and as detailed as you are willing to invest time, effort, and funding. But in an emergency, it will pay for itself ! ❒ Alarm systems ❒ High-voltage feeders ❒ Underground storage tanks ❒ Emergency generators ❒ Life-safety systems ❒ Elevator summary ❒ Chiller inventory ❒ Main fire valve locations ❒ Main domestic water valve locations ❒ Main natural gas valve locations ❒ Potential potable water sources ❒ Access control information ❒ Equipment shutdown procedures

Training Exercises and Drills Exercises and drills should be conducted periodically to enhance emergency response. Drills should be conducted as often as needed (monthly, quarterly. or semiannually) to ensure that personnel are competent and comfortable with their response requirement. Exercises should be conducted at least annually to evaluate the training and the overall state of readiness. ❒ Exercises. These are generally unannounced. The intent is to allow the participant to believe an actual emergency is ongoing. Exercises can be used to evaluate the state of readiness. ❒ Drills. These are preplanned simulations of an emergency. The participants know that it is a drill and that they will be required to respond, based on their training. These can be by-the-book event situations, wherein participants respond and discuss/critique their emergency response to the situation.


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Supplies, Services, and Contracts The facilities management department relies on its in-house abilities, but during an emergency, these capabilities can become overcommitted. As a result, the organization needs an alternative quick-response ability. A good, dependable source of contractors and vendors is necessary to provide immediate response, supplies, and materials. In emergency situations, depending on the magnitude of the event, a region’s stock of supplies and materials will vanish quickly unless there is an agreement in place for those supplies, materials, and services to be provided. The contact list of vendors and contractors is shown at Annex E. ❒ Supplies. Managers are responsible for identifying the supplies and materials they feel are necessary—even critical—to have in stock at all times; either in the FM stockroom or at an vendor’s storage site. ❒ Services. To ensure that service is continued and that the organization’s mission is not impacted, the facility manager must ensure that agreements are in place with supporting vendors and contractors. Essentially, these support agreements are based on cultivated relationships, developed over time. These agreements ensure that necessary materials, supplies, and parts are made available when needed. ❒ Contracts. Generally, contracting requires full and open competition. In emergency situations, however, this can be avoided, but it requires justification and approval. Annex E has an example of a letter of intent to contract for a service in an emergency situation. Job order contracting ( JOC) is another tool that can be used by facility managers when quick response and fast execution of emergency work is required. Having a JOC contract in place allows the facility manager to get the work done quickly, reduces in-house supervisory and administrative requirements, and minimizes price gouging from contractors during emergency situations. Job order contracting is sponsored by the Center for Job Order Contracting Excellence, Alliance for Construction Excellence, Arizona State University, see Part V, Resources, References, and Web sites, for contact information.

Emergency Response—During Concept of Operation 1. During the implementation of the emergency preparedness plan, the facility manager convenes a meeting of the entire facilities emergency

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response team. At this meeting, the facility manager summarizes the issues, provides guidance, sets priorities, makes resources available, and begins the coordinating process to respond to the emergency. Once the emergency is contained, the process of recovery can begin. 2. Facility management personnel implement the emergency response process by conducting damage assessment surveys of property; documenting injuries and fatalities; detailing the various steps and processes taken during the emergency; coordinating for equipment, supplies, and materials; and executing contracts and assisting with facility/hospital evacuation (see Annex I); and supporting any mass care requirements (see Annex H). 3. The facility manager ascertains the type and extent of the emergency and informs the organization’s command operations center. In addition, the facility manager activates the damage assessment team and directs the team to initiate a preliminary assessment of key facilities and utility systems. This information is quickly collected, analyzed, and passed on to the facility manager (within one hour) who then informs the organization’s command operations center. Additional detailed assessments are conducted once the emergency is under control. 4. All FM personnel check-in with the FEOC upon their arrival at the facility.

Facilities Emergency Operations Center (FEOC) The FEOC is simply an extension of the regular work management center (WMC). The main difference is that it now operates on a twenty-four-hour basis, according to the procedures in the following list. Its location remains . The alternate site is buildthe same as the WMC, building ing . The FEOC receives missions and tasks from the organization’s command operations center. Organization of the FEOC is shown at Annex A.

Start Up of FEOC 1. At the time of an emergency, the senior person is the FEOC manager until relieved by a trained, qualified FEOC manager; usually, the resource manager. Transition from normal day-to-day activities to the emergency operations center mode of operation should be seamless. This transition should occur within minutes.


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2. Actions to be taken: ❒ Be prepared to relocate the FEOC from the primary site to the alternate site. ❒ Open the emergency information log as shown in Annex A. ❒ Begin developing a list of all facilities management personnel onsite. ❒ Check all communications equipment (including computers, since e-mail is now a major method of communicating with other managers and the organization’s command operations center) and conduct a radio check with on-site personnel. ❒ Begin the notification process of all managers. ❒ Coordinate with safety and environmental health staff. ❒ Conduct check of all utilities. ❒ Begin listing emergency tasks and other information on display board. ❒ Schedule initial planning meeting. ❒ Contact and check-in with the organization’s command operations center. ❒ Begin notification of damage assessment team leader and team members. ❒ Schedule update briefing to damage assessment team members. ❒ Make preparations for twenty-four-hour operation. ❒ Verify that radios and radio chargers are working and being coordinated by the stockroom personnel. ❒ Coordinate food and drink support. ❒ Begin coordination with contractors for any support required. Detail to follow once damage assessments are completed. ❒ Obtain updated inventory status on equipment and materials.

Control The responsibility for control at the scene of an emergency rests with the director of security, with support provided by facilities management. Within the hospital, the same responsibility exists—that is, the director of security is

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responsible for initial control of emergency scenes. Generally, the authority having jurisdiction (AHJ) takes control upon arriving at the site.

Facility Management Team Responsibilities During emergency situations, level III and level IV, managers dedicate themselves to the current emergency. They forgo their routine daily work until the emergency has been resolved and the facility manager has released them. Managers perform the following tasks: 1. Facility Manager. ❒ View individual safety always as the number one priority. ❒ Account for personnel. ❒ Establish priorities, in coordination with the organization’s command operations center. ❒ Organize to support the immediate mission. ❒ Chair planning meetings. ❒ Coordinate project work. ❒ Keep the organization’s command operations center informed. ❒ Keep the workforce updated with information. ❒ Review SOPs and emergency plans. ❒ Update the damage assessment team leader. ❒ For level III and IV emergencies, represent facilities management at the organization’s command operations center planning sessions and briefings. ❒ Be prepared to briefly update status of damage assessment, using the damage assessment report (see Annex B), facility survey information (see Annex F), and FM casualty information. 2. Planning Manager (could also be the Planner Estimator). The facilities management planning position (assuming one exists) is the logical position to be responsible for planning and maintaining situation status. This position is involved in all discussions concerning the emergency situation and collects information (current emergency situation and available resource information), evaluates that information, develops courses of action, conducts informational and situational briefings, and makes recommendations. This position requires an experienced, competent individual. To


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ensure realistic scheduling and timely materials coordination/delivery, the work plan must be accurate, understandable, and thorough. Specific responsibilities include: ❒ Collecting, evaluating, and documenting information as it relates to the emergency. ❒ Disseminating information to other managers. ❒ Updating facilities, systems, and grounds status information relating to the emergency and ensuring this information is posted for easy review. ❒ Developing, coordinating, scheduling, and tracking emergency work action plans. ❒ Conducting daily planning sessions. ❒ Determining reporting requirements and establishing a schedule for reports. ❒ Looking forward, past the immediate emergency, and planning for recovery. ❒ Alerting the building automated systems manager. 3. Resource Manager. This manager is responsible for transitioning the normal day-to-day WMC to the FEOC. If the emergency appears to require twenty-four-hour support, the resource manager will implement a shift schedule consisting of two twelve-hour shifts. This will be discussed with other managers who will follow suit. Planning and work scheduling considers the availability of personnel, level of the emergency, and difficulty employees may face in trying to return to work (assuming the emergency occurs after normal work hours) if the emergency affects the local area and impacts transportation networks. 4. Damage Assessment and Emergency Response Managers. The tasks of these managers are to: ❒ Assemble damage assessment team using available, qualified personnel. ❒ Call team members in, if necessary. ❒ Obtain latest information concerning the emergency. ❒ Assemble damage assessment team equipment. ❒ Assemble facility plans (if available, use as-built drawings) and make copies for each team member. ❒ Organize the team (or teams) relative to the existing emergency.

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❒ Brief the team on the latest emergency information. ❒ Assist with evacuation, if required. 5. Energy/Utility Manager. Depending on the immediate emergency situation, this manager coordinates with vendors and suppliers for energy fuel support. The manager can exercise the force majeure clause, if needed.

Damage Assessment The facility manager and damage assessment team leader assembles the damage assessment teams and updates them on the current emergency situation. Once briefed and equipped, the teams are dispatched to various locations of the facility to conduct quick emergency surveys (the timeline is within one hour). These teams focus on obtaining the facilities survey information (FSI), see Annex F, as rapidly as possible and reporting that information to the FEOC.

General Concept Damage assessment teams are a critical element of the facilities management emergency response plan. As a result, team members are trained and briefed on what they will be required to do when called upon. Of immediate concern is their ability to obtain information for the following questions: 1. Are there any casualties? ❒ Number dead? ❒ Number injured? ❒ Where are they located? ❒ What assistance is required to rescue them? 2. How extensive is the damage? ❒ What is needed to make it safe to work (that is, stabilize)? ❒ Are utilities intact? ❒ Is the situation growing/expanding? ❒ Is there danger of collapse? ❒ Is there danger of explosion? ❒ Should the surrounding area (needs further definition) be evacuated?

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3. What additional support is required? ❒ Contractor? ❒ Material/equipment? 4. What caused the emergency/damage? ❒ Was it accidental?

Team Composition The damage assessment teams are composed of the engineers, either within the department or consultants who have been hired specifically to conduct damage assessment. If the emergency occurs after normal work hours, inhouse maintenance personnel are used. These personnel must undergo the same training as the regular damage assessment team members. Assignments

Assessment Area

Discipline

Trades

Structural Electrical Mechanical

Civil Engineer Electrical Engineer Mechanical Engineer

Heating, ventilating, and air conditioning Transportation networks

Mechanical Engineer

Carpenter Electrician Plumber, pipe fitter, operating engineer HVAC mechanic, operating engineer

Civil Engineer

Grounds personnel

Required Equipment The damage assessment team requires personal protection equipment as well as equipment with which to make the assessment easier. The safety director should be consulted concerning the required protective equipment and safety precautions to be observed. Minimum Recommended Individual Equipment

❒ Head protection (hard hat) ❒ Eye protection (safety glasses)

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❒ ❒ ❒ ❒ ❒ ❒ ❒


Breathing protection (dust mask or respirator) Hand protection (gloves) Foot protection (safety shoes/boots) Heavy-duty flashlight with extra batteries Safety belts FM radio for communication Cellular phone; preferably with a direct connect radio

Additional Recommended Equipment

❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Measuring tape Notebook Tape recorder with extra batteries Digital camera Video camera Hand tools Reduced facility plans Key access Rags Cans of fluorescent spray paint Copy of survey route Laptop computer

Emergency Recovery—After Concept of Operation Once the immediate emergency is under control, the recovery phase begins. Note: No recovery activity can begin until the organization’s command operations center has given authorization. The immediate priority is to move as quickly as possible to some state of normalcy and stability. The organization’s business continuity plan can help, by answering questions, in meeting the critical business functions. Facilities management enters all information into the CAFM system and schedules work based on priorities established by the facilities manager or planning manager.


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Recovery Planning As part of the recovery planning process for the emergency preparedness plan, there are several issues/questions that should be considered. Answers to these questions help with developing a viable recovery plan. ❒ What is the mission, or core business, of the organization? ❒ How long can the facility be down without causing a major disruption to the core mission? ❒ What are the core business functions? ❒ What is the priority for critical functions? ❒ Are alternate sites needed? ❒ Are seasons of the year important? If so, what and why? ❒ Has a business impact analysis been conducted? ❒ What are the critical interrelationships that must be understood by the FM? ❒ What are reasonable timelines for recovery? ❒ Is there a list of vendors and contractors that can be called to respond to the situation? ❒ Have prearranged agreements been put in place?

Facilities Management Recovery Considerations Life Safety

To ensure that personnel and property are properly protected, it is necessary to: ❒ Close, board up, or cover any openings to the building that could allow environmental conditions to enter ❒ Expel any smoke, remove debris, and remove water ❒ Ensure proper disposal of hazardous material ❒ Follow code and other regulatory requirements ❒ Ensure that egress paths in common areas are clear and free of obstructions

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❒ Verify structural integrity ❒ Contact the required government agencies/departments for approval to resume building occupancy ❒ Conduct an air-quality assessment to ensure that there are no residual toxic agents Facilities Recovery

❒ Restore building systems: fire annunciation, fire suppression, building access systems, environmental controls, security and panic alarm systems. ❒ Ensure that fire protection equipment, such as smoke and fire alarms, has been cleaned and tested before building is occupied. ❒ Check electrical system (cables, connections, motor control centers, etc.) to ensure there is no possibility of shorting out due to fire suppression activation. ❒ Restore electricity. ❒ Check ventilation systems. ❒ Dehumidification equipment may be required to remove trapped moisture ❒ Change HVAC equipment filters. Note: Mechanics should be protected due to possible residual material on the filters. ❒ Check sanitation systems, especially in kitchens, and ensure that exhaust fans work. ❒ Check ceilings to ensure they are secure and not in danger of collapse. ❒ Begin cleanup of debris (open-top dumpsters may be needed). —Grounds —Building interiors —Mechanical rooms, boiler rooms, electrical rooms, emergency generators rooms, etc. ❒ Restore medical gases. ❒ Restore chill water and steam. ❒ Conduct thorough cleaning of the facility and ensure that custodians are protected by using gloves and coveralls. ❒ Collect all cleaning and facility recovery waste and dispose of it in plastic bags and contact local authorities about disposal method.


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Administrative and Logistics

❒ Execute prearranged vendor and contractor support agreements. ❒ Conduct inventory of equipment, supplies, and parts. ❒ Assess workforce needs. —If needed, provide counseling. —Examine family needs in view of workload. Consider adjusting work hours. —Consider having some positions telecommute. ❒ Capture all emergency situation costs. ❒ Coordinate with local jurisdictions to determine their schedule and timeline. ❒ Coordinate with insurance carrier. ❒ Capture all documentation and secure for future use if needed. ❒ Conduct lessons-learned meeting. Revise emergency preparedness plan accordingly.

Annexes (For specific examples, see Part III and Part IV of this book.)

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Annex A: Organization Purpose. The purpose of this annex is to provide structure to the overall emergency operation. Assumptions. Same as the basic plan. Concept of Operation. Same as the basic plan. Administration and Logistics. Same as the basic plan. Appendices: 1. Daily Information Log (See Part IV, Checklists and Forms, of this book) 2. FEOC Physical Configuration 3. Flow Chart 4. FEOC Organization

Appendix 2. FEOC Physical Configuration

Satellite

Phone

Television

Radio Radio & Cellular Charging Station

Crisis Communications & Monitor News / Emergency Broadcasts

Modem

Laser printer

Fax

Laptop computer

Site Incident Management Team

Short Wave Radio

Video / Digital Camera

CRT projector

Viewing Area Large Easels

Backup Tapes

Security

1st Aid

Cabinet

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Appendix 3. Flow Chart Emergency

Vendors

Response Teams

Utility Manager


Facilities Emergency Operations Center

Contractors

Command Operations Center

Resource Manager Planning Manager Stockroom Manager

Appendix 4. FEOC Organization Command Operations Center Facility Manager Maintenance Response/Recovery Teams

Resource Management

Engineering

Work Management/ Reception


Small Contracts

Supplies/ Materials Budget & Accountability

Response Teams

Planning


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Annex B: Damage Assessment Purpose. To evaluate facilities, buildings, grounds, and utilities to determine whether the organization’s mission will be impacted and safety jeopardized. Assumptions. Same as the basic plan. Concept of Operation. Same as the basic plan. Administration and Logistics. Same as the basic plan. Appendices: 1. Damage Assessment Report (See PART IV, Checklists and Forms of this book)

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Annex C: Natural And Man-Made Emergencies And Disasters Purpose. To provide guidance and procedures to follow during specific-type emergencies and disasters. Assumptions. Same as the basic plan. Concept of Operation. Same as the basic plan. Administration and Logistics. Same as the basic plan. Appendices: (See PART III, Types of Emergencies, and PART IV, Checklists and Forms, of this book, for detail.) 1. Flooding Preparedness 2. Hurricane Preparedness 3. Earthquake Preparedness 4. Tornado Preparedness 5. Inclement Weather: Snow and Ice Preparedness 6. Fire Emergency Preparedness 7. Bomb Threat Preparedness 8. Hazardous Material Spill Preparedness 9. Terrorism Preparedness 10. Workplace Violence preparedness 11. Labor Strike Preparedness


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Annex D: Facilities Intelligence Purpose. Every facility is complex. It has hundreds of valve locations, disconnect switches, and circuit breakers and numerous building and life-safety systems. Facility management personnel are expected to know where these are located and how everything operates. The best method is to develop a facility-smart book and constantly feed information into it. This annex is the beginning. Assumptions. Same as the basic plan. Concept of Operation. Same as the basic plan. Appendices: (See PART IV, Checklists and Forms, of this book for detail.) 1. Alarm Systems 10. Main Natural Gas Valve Locations 2. High-Voltage Feeders 11. Potential Potable Water Sources 3. Underground Storage Tanks 12. Access Control Information 4. Emergency Generators 13. Equipment Shutdown Procedures 5. Life-Safety Systems 6. Elevator Summary 7. Chiller Inventory 8. Main Fire Valve Locations 9. Main Domestic Water Valve Locations

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Annex E: Services and Contracts Purpose. To provide an alternative means for ensuring that required materials and contracts are available and in place for easy use during an emergency. Assumptions. Same as basic plan. Concept of Operation. Same as basic plan. Administration and Logistics. Same as basic plan. Appendices: (See PART IV, Checklists and Forms, of this book for more detail.) 1. Contractor and Vendor Contact List 2. Letter of Intent to Contract


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Annex F: Facility Survey Information Purpose. To collect information concerning the status of all facilities building systems. The damage assessment team will be briefed and outfitted to safely conduct and collect this information. Once collected and briefly analyzed, it will be provided to the facility manager for transmittal to the organization’s command center. Assumptions. Same as the basic plan. Concept of Operation. Develop checklists for each of the facility’s main building systems. Use the Facility Inspection Field Manual: A Complete Condition Assessment Guide, listed as a reference in Part V of this book. Administration and Logistics. Same as the basic plan. Appendices: (See PART IV, Checklists and Forms, of this book for more detail.) 1. Facility Survey Information

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Annex G: Communications Purpose. Adequate and redundant communications systems must be available to enable response and control of emergency situations. All communications must be reliable and capable of functioning during an emergency Assumptions. Same as the basic plan. Concept of Operation. During periods when part or all of the organization’s communications functions are inoperative, procedures must be in place that allow rapid transmission of emergency information. Radio communication is anticipated to remain available. Cellular phones are also used. Electronic mail over the Internet might still be operational. All communication with outside organizations and the news media is coordinated through the public relations office. Administration and Logistics. Same as the basic plan. Appendices: (See PART IV, Checklists and Forms, of this book for more detail.) 1. Employee Contact List 2. Radio Nets


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Annex H: Mass Care Purpose. The purpose is to promote and ensure a coordinated effort to provide mass care to victims that have been impacted by a natural, man-made, or technological emergency situation. Mass care can encompass shelter for employees and victims, feeding, emergency first aid, and bulk distribution of emergency relief items. Assumptions. 1. The notification could occur on a weekend, after normal work hours, or during the normal workday. 2. Once the plan is activated, it could require support on a twenty-fourhour basis. 3. A major disaster that produces significant casualties and widespread damage. 4. Mass care facilities will receive priority consideration for structural inspections to ensure safety of occupants. 5. Restoration of basic infrastructure (roads, electricity, communications, etc.) may take weeks or months. 6. Families and friends will attempt to identify the location and health condition of loved ones. Concept of Operation. 1. There could be only a short period of time to set up for a mass care situation, from time of notification. 2. For planning purposes, four hours should be the timeframe to have stations set up and staffed. 3. If notification occurs during the workday, facilities management responds and opens its FEOC. If the notification occurs after normal work hours, the security office begins the employee notification process by using the established employee contact list. 4. Once the FEOC is operational, it notifies the senior person within the organization and starts following the procedures set forth in this plan. 5. Facilities management provides support as needed. A trailer, loaded with equipment (portable generator, light sets, tables, chairs, extension cords, lumber, cardboard trash containers, rope, tape, etc.) is secured in the equipment compound and can be relocated to the mass care site quickly. Administration and Logistics. 1. Prepare for extended operation, probably twelve-hour shifts 2. Prepare for feeding employees

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Annex I: Evacuation Purpose. In the event of an emergency that may require relocation, security personnel, in concert with local police and fire department personnel, evaluates the level of threat. Based on their determination, a recommendation may be made to evacuate the facility. The purpose of this annex is to address how and when either relocation or evacuation of staff and hospital patients should occur and to define the role of facilities management’s support. Fire, hazardous material spillage, utility interruptions, bomb threats, or other unforeseen circumstances may warrant relocation. This annex is designed to provide general guidelines for the efficient and safe transfer of patients, staff, and visitors from an area of potentially imminent danger to a safe area. Assumptions. Same as the basic plan. Concept of Operation. 1. Facilities management staff assist security personnel as required. This may require: ❒ Placing barricades at specific locations ❒ Directing evacuees to assembly (or safe areas if in the hospital) areas ❒ Assisting with the movement of nonambulatory patients ❒ Knowing the safe refuge locations within the building and checking those locations for any disabled individuals and informing the FEOC and fire department personnel when they arrive ❒ Having a locksmith available to unlock doors during the sweep of the building ❒ Having an electrician available standing by the fire alarm panel 2. Evacuation routes are established and evacuees should be directed to those routes and, ultimately, to the assembly or safe area. 3. The decision to return to the facility will be made by the president, CEO, or hospital administrator after consultation with the authority having jurisdiction. 4. All personnel will be accounted for in accordance with the Appendix 1. Administration and Logistics. 1. Facilities management personnel are trained on evacuation procedures for the building.


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2. Facility management personnel have elevator keys to expedite the relocation process for patients. 3. Specific evacuation procedures are followed for hospital buildings. The evacuation levels of relocation are as shown: ❒ Level 1—Evacuate patients and hospital staff horizontally in the same area. ❒ Level 2—Evacuate patients and hospital staff vertically to an area above or below the affected area. ❒ Level 3—Evacuate patients and hospital staff vertically or horizontally out of the affected building. 4. All employees are accounted for and that information is provided to the FEOC. 5. Information concerning facilities and special requirements is provided to outside agencies. This information is updated annually. Appendices: 1. Accounting for Personnel Appendix 1. Accounting for Personnel Accounting for Personnel After Evacuations Obviously, it is necessary to account for all personnel in the organization after a facility evacuation has been ordered based on an existing emergency/ disaster condition that has been observed. This is information that is required to start rescue operations for individuals not accounted for. To accomplish this task requires both planning procedures and action procedures as shown in the following sections: Planning Procedures 1. Have the human relations manager prepare personnel listings for each unit, section, branch, division, and department and distribute these to appropriate supervisors and managers. Information should include any physically challenged individuals (employees or students), work location, residential information (if student), and place of safe refuge. 2. These listings should be printed so that they are small enough to be encased in cellophane holders that will fit into a pocket or handbag. 3. These listings should be revised, updated, and redistributed every three months.

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1. 2. 3.

4.

5.


Action Procedures After the disaster/emergency has been identified, the situation is analyzed and a decision is made on whether or not to evacuate. If the decision is made to evacuate, information is transmitted throughout the organization and evacuations can commence. Safe refuge areas are checked by facilities management personnel (and in some cases, floor marshals, where they exist), assigned to that building or floor. All personnel should proceed along predetermined evacuation routes to established assembly areas. Once there, the cognizant supervisor calls the roll and takes a head count. The list of those present at the assembly area are called to the organization’s command operations center.

PART

III

TYPES OF EMERGENCIES Be Prepared! Identify and Prioritize Emergencies Are Unplanned Crisis Is Caused by the Unexpected

Part III covers the myriad of emergencies that facility managers encounter, sometimes on a daily basis. Whether you have thought of it this way or not: Facility managers are ‘‘firefighters.’’ Essentially, they are paid to solve problems and make things happen. They do this by using various techniques and tools such as planning and scheduling. It is sometimes difficult for senior

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82

TYPES OF EMERGENCIES

leaders to grasp the range of activities, problems, and emergencies that facility managers are constantly challenged with. Few leaders in corporate business, institutions of learning, or municipal government would think that facility managers become directly involved with emergencies such as labor strikes, workplace violence, terrorism, computer crime, winter weather, hazardous materials, biohazards, natural disasters, civil unrest, and the list goes on. But who does the CEO, vice president, or business officer turn to in a crisis? They turn to the individual and department with the knowledge and resources to solve the current problem. That person is the facility manager. The purpose of this part of the book on emergency preparedness is to provide you with basic information on each topic, checklists that can be used to check your own department’s readiness, preparation for emergencies, and a starting point for you to develop your own emergency plans.

CHAPTER

6

Electrical Power Emergency

The need for an alternative source of emergency or standby electric power is becoming more urgent, since the need for electrical power keeps growing. Additionally, e-commerce has now changed the way business is done. Many companies now operate twenty-four hours a day, seven days a week, resulting in a constant demand for electric power. The result is power outages and low and unstable voltages during peak use, especially during the summer months, when the use of electricity for air conditioning is at its highest. Other types of utility outages result from cable failure, transformer failure, overloaded lines, and flooded sewer holes. Coupled with these outages are user-planned and unplanned outages, not by utility companies, such as those caused by weather and environmental conditions; inadequate and antiquated electrical systems; floods; tornadoes; hurricanes; cyclones; flooded vaults; and downed trees, poles, and overhead wires. All these events justify the installation of an on-site alternate source of power, even though it is required by

83

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code for most buildings. Estimates by various consulting firms indicate that the downtime cost per hour is staggering. For airline reservations, ATM services, credit card sales, and retail brokerage, the cost is approximately $9 million per hour for lost computer time.

The Need for Emergency Power The primary need for an alternate source of emergency or standby power, other than that required by code for life safety and life support, is to maintain continuous power to security systems; twenty-four-hour production operations; critical business computers that require twenty-four-hour operation; emergency air, sea, rail, and road transport services; property protection systems such as fire alarms, fire pumps, and sprinkler systems; critical lighting systems such as airport landing lights, warning lights, and transportation lights; and life safety medical services support. The alternate source can also be used for load sharing, peak shaving in conjunction with the utility company, and as an economic advantage to the user. The following codes should be reviewed for emergency power requirements: National Fire Protection Association: NFPA 70, NFPA 101, NFPA 110, NFPA 111, Occupational Safety and Health Administration (OSHA), elevator codes, local and state codes, and Institute of Electrical and Electronics Engineers Standards (IEEE446).

Emergency Power Recovery Plans Ensure that the facility can run its entire critical operations on emergency power, and that there is sufficient fuel storage to run the facility critical operations for an extended period of time. The facility manager should determine the facility’s requirements and check local safety codes for required run times. Figure 6-1 provides means of tracking information concerning emergency generators. When deciding on the type of emergency power, consider the following: 1. Cost of downtime 2. Operation, maintenance, and life cycle costs 3. Fuel type and storage requirements 4. Environmental issues ❒ Air quality emissions from exhaust

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ELECTRICAL POWER EMERGENCY

Figure 6-1. Summary of Emergency Power Building

Manufacturer

Fuel Type

Tank Capacity

Power Capacity

Voltage

Gal/hr

Gallons of fuel in storage tanks: Gallons of fuel in generator fuel tank: Generator fuel demand (taken from manufacturer’s specs) Stored fuel available # Gals/# Gals per hr

❒ Noise ❒ Fuel storage 5. Current regulatory and electrical code requirements

Emergency Generators Placement and Specifications The facility manager must determine if cogeneration (the generation of combined heat and power), load-sharing programs, or peak shaving will be part

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of the emergency power system. Generator placement is also extremely important, but it is generally dictated by architectural issues rather than by performance or ventilation issues. Be cautious about generator specifications. It is common for specifications to name NFPA 70, National Electrical Code (NEC), as part of the generator specifications, but NFPA 101, Life Safety Code, is referred to by NFPA 70 and has specific requirements about emergency generator construction and operation. It is important to review these documents carefully and adjust the specifications if necessary.

Reliability An on-site diesel generator is considered a more reliable source of power compared with a second utility feeder or other fuel-driven generator in case of a catastrophic disaster such as a hurricane, tornado, or earthquake. The diesel generator has minimal piping. It also has readily available fuel that is stable and can be stored on-site for long periods of time without deterioration. There are some disadvantages, however, to a diesel-driven generator such as noise, expense, and fuel odor. The pros and cons of each type of prime power should be evaluated by an experienced engineering professional before selecting a generator set for a specific application.

Generator Power and Capacity The power system must have sufficient capacity to adequately start and carry all loads simultaneously. This is different from legally required standby systems that must have enough capacity to start and carry the loads of all equipment that is intended to be operated at one time. Optional standby systems must be sized to carry only loads that are selected by the user.

Peak Shaving Emergency generator capacity is allowed for peak shaving or load sharing where automatic means are provided to ensure adequate power to the emergency loads. After that, the legally required standby loads can be energized. There are no restrictions on the use of optional standby units for load sharing or peak shaving. Peak shaving/load sharing operations may be acceptable for satisfying the test requirements described in the National Electrical Code (NEC) Article 700.

Generator Set Location One of the most important issues is where to locate the generator set. This decision is often made for aesthetic reasons. The generator should be seismic-


87

ally located on grade and centrally positioned in relation to the emergency loads and normal switchgear. Avoid locating generators in basements where they can be subjected to flooding or on a roof structure where they may be inaccessible in case of a fire. The generator room should be well ventilated, since approximately 50 to 200 cfm of air is required per kilowatt of generator set capacity; and it should be soundproof. This requirement should be considered before locating a generator set in a space not easily ventilated such as a basement. The generator should be located in its own room.

Fire Separation The generator should have the minimum fire separation from the existing facility’s normal electrical system, as dictated by state and local codes. Some states require one-hour fire separation, while others require two-hour fire separation.

Emergency Feeders The emergency feeders should not enter or traverse the normal electrical switchboard room, electrical vault, or sewer hole. The wiring to emergency loads should be independent of all other wiring. All the feeders emanating from the generator and generator distribution panel must have the minimum fire-rated protection stipulated by NEC Article 700. State and local codes or authorities having jurisdiction may invoke more restrictive requirements.

Engine Selection The generator set, its starting battery, and their maintenance will always be the most critical part of the emergency power system, but in some cases, the application of the generator set makes it difficult to perform at its rated capacity. The following five requirements are mandatory for satisfactory installation: 1. A generator set should normally be sized so that it always performs at no more than 50 percent. 2. The generator should be located and isolated on a solid foundation. 3. The generator and its ancillary equipment must be accessible for maintenance and must have the proper working clearance. 4. The generator must have a proper oil supply. 5. The generator must have sufficient capacity to assume the steady-state emergency load without overheating, as well as the starting kilowatt

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amperes for motors and other high-inrush current loads, while maintaining voltage and frequency variations within the maximum and minimum parameters recommended by codes, manufacturer requirements, National Electrical Manufacturers Association (NEMA) standards for driven equipment, and NFPA standards.

Protective Coordination As with normal power distribution systems, coordination of overcurrent protective devices is extremely important to the emergency power system. The overcurrent device nearest to the fault must open and clear the fault. A wellcoordinated emergency power system isolates the fault at the source and prevents the cascading operation of overcurrent devices in a short-circuit condition.

Voltage and Frequency Requirements Emergency power systems are used in different locations and for different purposes. NFPA 110 recommends the following two levels of equipment installation, performance, maintenance, and testing: 1. Level 1 defines the most stringent equipment performance requirements for applications where failure of the equipment to perform could result in loss of human life or serious injuries. All Level 1 equipment should be permanently installed. 2. Level 2 defines equipment performance requirements for applications where failure of the emergency power system to perform is less critical to human life and safety and where it is expected that the authority having jurisdiction will exercise its option to allow a higher degree of flexibility than provided by Level 2. All Level 2 equipment should be permanently installed. The intent of Level 1 and Level 2 systems is to ensure that loads provided with an emergency power system are supplied with alternate power of a quality essentially equal to commercial power or acceptable for the load within the time specified for the type and for a duration specified for the class.


89

Provisions for Expansion Prior to an expansion effort, consideration should take into account that the emergency power system might be used for peak shaving, load sharing, and/ or supplying nonessential loads during the loss of normal power. This would justify allowing for expansion to generator capacity, keeping in mind the disadvantages of operating a generator that is oversized for the emergency power system it is serving, such as carbon buildup.

Managing Emergency Power Load Growth It is important to avoid the possibility of overloading the emergency power system by adding loads indiscriminately. The facility manager should be aware of the spare margin in an emergency power system, taking into account that unplanned load additions can occur during an actual emergency.

System Selection The selection of an emergency power system is based on the type of occupancy in the buildings, as well as the physical characteristics. However, once the emergency system requirements are decided, there are many designs to choose from. The following is a list of three options: 1. Double-ended service with one generator 2. Single-ended service with one or more generators 3. Double-ended service with two levels of emergency service

Engine Generator The selection of the emergency power system is based on the type of occupancy and the physical characteristics of the buildings.

Generator Set Sizing Other than in hospitals where the NEC requires sizing the generator set for the full capacity of the connected emergency system load, the emergency power system capacity is based on the connected life-safety load, plus other designated emergency loads with appropriate demand factors. These designated loads may be automatic, delayed automatic, or manual transfer. The duration of the load is also an important factor in sizing the generator. This

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information can be obtained from utility bills, as well as from daily, weekly, and monthly load monitoring. This information is used to select the generator capacity and quantity for best operating economy. An analysis of motor loads on the emergency power system is required to ensure that the generator has sufficient starting capacity for the motors.

Advantages and Disadvantages of Diesel-Driven Generators Each engine generator vendor has its own criteria for the advantages and disadvantages of diesel versus natural gas engine generators, but the following is an objective comparison taken from IEEE Standard 446-1987. When evaluating the merits of diesel engines versus natural gas turbines, the following advantages and disadvantages of each should be considered: ❒ Fuel Supply—Gas turbines and diesel engines can generally burn the same fuel (kerosene through No.2 diesel). ❒ Starting—When the application requires acceptance of 100 percent load in ten seconds, diesel generator sets can be provided that can meet this requirement. Most gas turbine generator sets require more than thirty seconds. ❒ Noise—The gas turbine operates more quietly and has less vibration than the diesel engine. ❒ Ratings—The gas turbine is not readily available in sizes less than 500 kW, whereas diesel engine units range from 15 kW and up. ❒ Cooling—Diesel engines and gas turbines normally require watercooling. ❒ Installation—Gas turbines are considerably lighter and smaller, require total cooling and combustion air, and produce minimal vibration. Installation costs are normally less than for diesel engines, and rooftop applications are more feasible. ❒ Cost—Basic diesel engine cost, not installed, is less than that of a gas turbine. However, overall installed cost for both are comparable due to the lower gas turbine installation cost. ❒ Exercising—The periodic preventive maintenance operating requirements under load are more rigid for diesel units than for gas turbines. ❒ Maintenance—The gas turbine is a simpler machine than a diesel engine. However, repair service for a diesel engine is generally more readily available than for a gas turbine.


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❒ Efficiency—Under full load, the diesel engine operates more efficiently than a gas turbine. However, the reduced exercising requirements for the gas turbine normally make the turbine the lower fuel consumer in standby applications. ❒ Frequency Response—The gas turbine generator is superior in full-load transient frequency response (ANSI/IEEE Std 446-1987, Chap 4).

Batteries Because the battery is the heart of the emergency power system, considerable care must be taken in selecting the right kind of unit for generator starting. It should be installed in a dry, well-ventilated area, and must be accessible and have sufficient workspace for weekly, monthly, and yearly testing and maintenance. Batteries are also used for tripping circuit breakers during an emergency load-shedding sequence, providing power for control systems and other emergency lighting needs. Metal work, conduit, and wiring adjacent to the battery must withstand corrosive action. The NEC has strict requirements for batteries that are used as a source of supply for emergency systems and legally required standby systems. The IEEE Standard 450 provides recommended monthly, quarterly, and annual maintenance inspections. The level of the float charge must be obtained from the manufacturer and is based on the battery plate alloy and the specific gravity of the electrolyte. The float charge is critical to both the performance and life expectancy of the battery. The trickle charge, which is different from the float charge, is a charge given to the battery to maintain its fully charged condition when it is not supplying power to the load.

Uninterruptible Power Supply An uninterruptible power supply (UPS) by its designation is a source of constant power. The NEC approves the use of UPS for supplying power in emergency and legally required standby systems. It is an integral part of the essential electrical system and receives power from the normal and alternate source. There are many types of UPS systems on the market. They should be used only for loads that cannot tolerate a ten-second outage for critical electronic equipment sensitive to voltage and frequency variation. There can be many configurations of a UPS. For example, a redundant UPS provides a standby unit if the other UPS fails. A nonredundant UPS with static transfer switch increases the overall reliability if a rectifier fails by providing a static

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transfer around the faulted UPS. Finally, a parallel redundant UPS is used where reliability is of paramount importance. Other system configurations can be based on need. Typical units range from 30 to 600 kilovolt ampere (kVA) at 0.8 power factor (PF) and have an efficiency range between 72 and 90 percent. The efficiency increases as the kilovolt amperes increase. Because a UPS is an inherent generator of harmonics, the UPS must be designed to compensate for the extra heat load by adding filters.

Critical Care Facilities During emergencies, critical care facilities, such as hospitals, have specific emergency power requirements. The NEC, NFPA 99, and the AHJ require specific equipment to be connected to emergency power. The following list is a summary of some of those requirements: 1. Emergency generator ❒ Damper operators and controls ❒ Fuel pump ❒ Fans (ventilation, combustion, and remote radiator) 2. Fire system equipment ❒ Kitchen hoods ❒ Smoke control systems (exhaust fans, air handling units) ❒ Stair pressurization equipment 3. Heating, ventilating, air conditioning, and refrigeration (HVACR) equipment and distribution systems supporting critical areas ❒ Operating rooms, including surgical and obstetrical delivery suites ❒ Recovery rooms ❒ Labor and delivery rooms ❒ Intensive care rooms ❒ Nurseries ❒ Neonatal intensive care units ❒ Emergency rooms ❒ Isolation rooms for protective and infectious disease ❒ General patient rooms

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❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Fume hood exhaust fans Radioisotope hoods Evacuation systems for ethylene oxide and anesthesia Building automation systems Refrigeration systems for clinical as well as food storage Telecommunications and computer rooms MRIs, CAT scanners, and linear accelerators Chillers, pumps, and controls Cold boxes in morgues Autopsy rooms Bone marrow treatment rooms

The Risk When it comes to emergency preparedness, the facility manager cannot take emergency systems for granted. Do not assume that emergency systems will work, but rather check, check, and then check again. Checking and testing are the keys to ensure that emergency systems will operate when needed.

Management Checklist YES 1. Is an emergency power source provided? 2. How much of the building can be operated by this emergency power source? 3. Are dual substation feeders available to allow for obtaining power from two directions? 4. Has cogeneration, load sharing, and peak shaving been considered when using the emergency power system? 5. Has an emergency power recovery plan been developed, issued, and follow-up training been performed?

NO

REMARKS

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YES 6. Has the emergency generator been placed in the most advantageous site? 7. Has a diesel generator, as an emergency power source, been fully explored, including engine selection specifications? 8. Have provisions been made for expansion in use of the diesel generator? 9. Has sufficient fire separation been provided from the facility’s normal electrical system? 10. Have emergency feeders been properly placed, and do they meet the minimum fire-rated protection? 11. Has coordination of overcurrent protective devices been provided in the emergency power system? 12. Have Level 1 and/or Level 2 systems been provided with the alternate power source, as required? 13. Have the proper batteries been selected for use with the electric power system, and are they properly installed with regard to location? 14. Has a proper UPS been installed? 15. Have permits been obtained that allow the use of emergency generators to be used as a main power source? 16. Are contracts in place for emergency fuel delivery? 17. Has converting from natural gas to propane been considered for when the natural gas supply is interrupted? 18. Have backup propane fuel tanks been installed?

NO

REMARKS


19. Have arrangements/coordination been made with emergency generator suppliers for additional backup generators to be delivered?

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CHAPTER

7

Elevators and Escalators

Vertical transportation equipment must consistently deliver both people and freight safely and efficiently throughout your building or complex. Because all your employees, tenants, and visitors ride on your elevators and escalators, it is necessary to ensure that: ❒ Operating signage and instructions for passengers are communicated, as required by federal, state, and local regulations and safety practices. ❒ Equipment performs as intended day in and day out. ❒ You monitor and document daily that the equipment is operating as intended. ❒ In case of equipment failure or other emergency, you have a SOP in place that details how passengers should be evacuated from the equipment—that is, responsibilities of facilities, security, and local organizations.

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E L E VA T O R S A N D E S C A L A T O R S

97

Purpose The aim of Chapter 7 is to provide information on what facility managers should know about elevator operation and safety and what to do when people become trapped in an elevator. The facility manager is responsible for providing safe and reliable vertical transportation. A vital part of this procedure is to monitor and document equipment performance to be able to predict failures and/or know where to go to provide assistance to passengers in case of an emergency.

Elevator Basics Today, elevators and escalators are a major means of transportation. In fact, this type of transportation is sometimes taken for granted. Over the last fifty years, they have become extremely reliable, and as a result, it is unusual to have an emergency involving an elevator. The most common problem today with elevators is having someone trapped inside a car. Facility managers should have an understanding of elevator issues and should have an emergency preparedness plan in place to react to these kinds of emergencies. There are two types of elevators: traction and hydraulic. 1. Traction Elevator. This type of elevator has the cars lifted and lowered by wire cables. The cables are secured to a drive that receives commands from a controller to raise or lower the car. These elevators are normally found in high-rise buildings of greater than four stories. 2. Hydraulic Elevators. Unlike traction elevators, these elevators are raised by means of a large piston that extends upward to go up and contracts to go down. The piston is driven to extend or contract by the use of hydraulic fluid. Because of the fluid, these elevators are sensitive in the winter. The oil sometimes congeals making it difficult for the piston arm to extend. To alleviate this problem, tank heaters are usually installed to maintain the oil at a constant temperature. Hydraulic elevators are normally installed in buildings having four or less stories. 3. Important Features. ❒ Guide Rails—These are guides that keep the elevator on track and provide lateral support. They help to keep the elevator steady and are important to smooth, even travel. ❒ Sensors—They are located throughout the system and constantly gather

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information and feed it back to the ‘‘brain’’ (controller) of the elevator, located in the elevator machine room. ❒ Elevator Machine Room—This is the location of the controller (brain of the elevator) and the electronic components that drive the elevator. This room should be relatively clean, have low humidity, and have a temperature range of 60 to 90 degrees. It should not be used for storage. ❒ Weather Impacts: —Cold Weather. Severe cold weather can have a significant effect on the operation of the equipment. Hydraulic elevators, as mentioned earlier, should have tank heaters to keep the hydraulic fluid within a constant temperature range. —Hot Weather. Similar problems to cold weather. Extremely hot machine rooms can cause older controllers to act erratically and more sophisticated computer controllers to overheat and shut down.

Hydraulic Elevator Safety Any unexplained loss of oil or fluid should result in a complete and thorough examination.

Regular Operating/Cleaning Checks Elevators

❒ Interiors of elevators should be kept clean. ❒ Elevator door tracks should be kept clean to prevent door problems. ❒ Interior cab features, handrails, ceiling tile, lights, etc. should be secured so that during operation nothing will fall on passengers. ❒ Only elevator mechanics and maintenance personnel should be allowed into machine rooms. Because of moving parts in machinery, inexperienced personnel could be injured. ❒ Machine rooms should be reasonably environmentally conditioned to foster equipment reliability. ❒ Avoid using abrasive or corrosive cleaning material around fixtures. ❒ Avoid using ammonia-based cleaning materials on lacquered metal or wood finishes. Finish will be stripped off.


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❒ Enforce normal operating safety. No overloading of elevators. ❒ Keep stringent control of elevator emergency door keys. These keys must be restricted to qualified elevator technicians or trained emergency workers. Escalators

❒ Silicone friction reducer should be applied to skirt panels, at a designated time period. This is a normal preventive maintenance procedure. ❒ Remove debris that may gather on or at the base of escalator steps. ❒ Ensure that the escalator start-up key has been removed from the ondirection; otherwise, someone could shut it down. ❒ Check escalator lighting. ❒ Report any vibration or unusual noise. ❒ Verify that all safety features are operable. ❒ If the escalator makes an automatic emergency stop, before resetting it, notify escalator maintenance personnel. ❒ Inoperable escalators should be barricaded. ❒ Clean stainless steel with appropriate stainless steel cleaner. Do not spray cleaner onto emergency stop switches or buttons. ❒ Do not polish aluminum steps. Use stiff broom to clean them.

Safety Guidelines Safety is always the number one concern of facility managers. Accidents and emergencies on vertical transportation equipment can occur anytime. Examples of the more common types are: ❒ Trips and falls upon entering or exiting an elevator and while attempting to get on or off an escalator ❒ Getting struck by a closing elevator door ❒ Sudden stops by elevators causing occupants to be jarred ❒ Open hoistway doors that are not barricaded or signed properly ❒ Car entrapment The following guidelines and safety recommendations should be conducted by facility managers. These are by no means all-inclusive, but they do provide a start point.

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1. Elevator Doors. ❒ Ensure that door safety edges are functioning properly. ❒ Do not allow doors to be propped open. This is a significant issue with maintenance/custodial personnel. ❒ Do not try to force or pry open doors that appear to be stuck. 2. Elevator Misleveling. Any misleveling of elevator cars should be referred to a qualified technician. 3. Alarm Button. If the alarm button is activated, contact personnel inside the car by using the elevator intercom. Also, call the elevator technician. Instruct individuals to push the alarm button or use the elevator intercom if the elevator stops between floors or the doors will not open, and remain calm. Do not try to exit the elevator! 4. Emergency Stop Switch. This switch can be used to stop the elevator at any time. 5. Use the Stairs in Case of Fire. Provide instructions to not use the elevator in the event of fire.

Safety Codes Facility managers are in the service business. Because much of what they are involved with on a daily basis can result in an emergency situation, they need a good grounding in many disciplines and areas of service. As stated previously, safety is always first. Because of this, facility managers should have a basic knowledge of vertical transportation safety codes. The following description of various codes is important to understand: ❒ American Society of Mechanical Engineers (ASME) and American National Standards Institute (ANSI). In the United States, elevator codes are based on the A17.1 Safety Code for Elevators and Escalators published by ASME/ANSI. Local jurisdictions can modify this standard code for their situations. This standard code is updated every three years. 1. A17.1 Code, Part X. This part covers periodic and routine tests and inspections. Within this part are a series of rules that cover various aspects of the inspections. ❒ Rule 1001.1: Electric traction passenger and freight elevators are required to have semiannual routine inspections.


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❒ Rule 1002.1: All buffers, safeties, governors, and other safety devices on traction passenger and freight elevators are required to have annual inspections. ❒ Rule 1004.1: All hydraulic passenger and freight elevators are required to have routine semiannual inspections and tests. ❒ Rule 1005.1: All hydraulic passenger and freight elevators are required to have periodic inspections and tests of safety devices. 2. A17.1 Code, Part XII. This part covers elevator and escalator repairs, maintenance, alterations, and replacement. ❒ Other codes. The codes outlined below have a relationship with vertical transportation. ❒ Building Officials and Code Administrators (BOCA). ❒ Uniform Building Codes (UBC). ❒ Southern Building Code (SBC). ❒ National Electric Code (NEC). ❒ National Fire Protection Code (NFPA-72E). ❒ State and Local Ordinances. ❒ Americans with Disabilities Act (ADA). This is a civil rights act not a building code, but it does concern accessibility issues. ❒ Outside the United States. ❒ Canada. Canada uses CS A/B44.1 Code to define elevator safety and requirements. ❒ Japan and parts of Asia. Use the Japanese Industrial Code ( JIC) to define elevator requirements.

Evacuation Procedures This section covers the reduction of possible causes of accidents and failures that could impact building occupants, as well as the riding public, and how to respond to emergencies caused by power failure, mechanical failure, and structural failure. Elevator accidents and emergencies will occur, regardless of how well preventive maintenance is performed, whether there are detailed emergency plans, and whether there is state-of-the-art monitoring equipment. It is important that clear procedures exist to respond to public needs promptly, efficiently, and safely and to lessen structural and equipment dam-

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age. The following list discusses how the more common accidents occur and what action can be taken to prevent reoccurrence. ❒ Elevator Accidents. Elevator accidents that involve tripping and falling while entering or exiting the elevator cab can occur when the elevator approaches the floor or when the elevator stops above or below the corridor floor. Many traction elevators open their doors prior to reaching floor level. This is referred to as preopening the doors on approach and is done to improve performance times. When preopening is provided, the doors should open less than twenty-four inches when the elevator is within three inches from floor level—that is, less than the width of a person (twenty-four inches wide). Observe the approaches as you watch the elevator and report any incorrect operation to the elevator technician. Tripping and falling can also occur when the elevator stops a half an inch beyond floor levels. Be certain to point out any of these discrepancies to the elevator technician. ❒ Elevator Stopping. An elevator stopping above or below floor level more than two feet will not normally open its doors. If the doors are forced open by an entrapped passenger attempting to exit the elevator, accidents can occur. Falls down the hoistway sometimes occur when passengers jump from the elevator that has stopped three feet or more above the floor, lose their balance, and fall into the hoistway. Warnings should be provided to tenants. Explain that an entrapped passenger must wait for a qualified person to release them from the elevator, and how to contact that person using the alarm and communication system. Passengers should attempt to move the elevator only with floor buttons and should stay clear of the doors. ❒ Door Safety Devices. Most elevator passengers are aware that the doors close automatically and assume that the door reopening devices—that is, safety edges and light rays—are working properly. However, these devices are not usually effective on the corridor doors, unbeknownst to the average passenger. Instruct passengers of this fact. Do not circumvent any door reopening device. If a device is not working properly, alert the elevator technician. Also, have the elevator technician demonstrate how to test the doors to assure that they comply with the force and energy codes. The force code is written to reduce the squeezing force of the doors to a tolerable level (not more than 30 ft-lb) should the closing doors close and trap someone. This force is measured with a force gauge. The energy


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code (not to exceed 7 ft-lb) is written to limit the striking force of the door system. Testing is done with a stopwatch. Elapsed door closing time should not be less than a value that would indicate the door speed has reached a maximum (usually about 1 ft/sec for standard door system weights). For example, a three-foot-wide single panel door should take at least three seconds to close, perhaps longer for heavier doors, such as ornamental bronze doors. ❒ Elevator Door Maintenance. Falls down elevator hoistways have occurred. They can occur because of circumventing the electrical and mechanical interlock on the hoistway door by unauthorized personnel, using a door interlock releasing tool on multipaneled hoistway doors, failure of a mechanical door closer, top or bottom door retaining devices not secured, or simply when excessive force is applied on the corridor side of the hoistway door. To reduce the risk of this happening, frequent and thorough hoistway door maintenance is necessary. Door interlocks, hangers, sills, bottom shoes (gibs), relating cables, and closers must be in good condition. Door interlocks should not be circumvented unless absolutely necessary, and then only by an elevator technician when the elevator is out of normal service. In the event that the door is opened and the elevator is on another floor, place a barricade in front of the opening and take the elevator out of service until repaired. ❒ Hydraulic Leaks. Hydraulic elevators having leaks or unaccounted oil losses are potentially dangerous. A pipe or cylinder rupture can result in the elevator descending at rapid speed and contacting the bottom springs with great force. Complete maintenance records of adding hydraulic oil must be kept, and unexplained losses investigated. ❒ Escalators. Falls on escalators can be caused by slower moving or stopped handrails, sudden stops, transporting large packages, wheelchairs, carts, freight, and simple loss of balance. Instruct passengers to hold the handrails, to avoid the side of the step, and to step up over the comb fingers when exiting the escalator. Signs should be placed near the escalator directing wheelchair passengers and less agile people to the location of elevators. Building tenants should be instructed accordingly. Shut down any escalator having either or both handrails in a stop mode or moving more slowly than the steps. Flaps or guards should be secured over the stop button. Escalators are permitted by code to travel at speeds up to 125 ft/ min. If this speed is determined to be too fast for the building, consider a slower speed. Some escalators, by design, have a slow and fast speed selec-

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tion on the starting key switch. Contact the escalator manufacturer to obtain escalator speed-reduction information. They also have an interest in reducing elevator accidents. ❒ Escalator Entrapment. Entrapments on escalators occurring around the edges of the step can be reduced if passengers stand in the middle of the step. Yellow markings forming a box around the step help to direct passengers to stand in the middle. Consider having these markings applied to your steps. The entrapments are generally caused by excessive gaps between adjacent steps, between steps and the side skirts, and the failure of the comb fingers to mesh in the step treads. Excessive friction on the side skirts increases the chance for entrapments. Side-step gaps should be limited to 3/16 inch or less on both sides of the step, throughout the escalator travel. This is especially true near the ends, where the steps go from offset to level. If scraping noises are heard while trying to comply with these clearances, the elevator technician should apply a plastic-like material to the sides of the steps to reduce the gap. The side skirts should have less rubbing friction than the surrounding metal surfaces to help reduce entrapments. Annual internal inspections of the steps is necessary to help ensure the structural integrity of the steps. ❒ Warnings. Prevent the preventable! Failure to warn of any potentially dangerous elevator/escalator condition can result in settlements in favor of the plaintiff. If a hazardous condition has been pointed out, you are obligated to correct the condition or forewarn the users of the equipment. In any case, if you are in doubt about equipment condition, have it shut down until repairs are made.

Performance Response Times Upon receiving an alarm or a message that personnel need to be evacuated from equipment, the following listed performance response times and duties—twenty-four hours a day, seven days a week—should be described in the emergencies standard operating procedures: Security Guard

❒ Respond within fifteen minutes. ❒ Assist in evacuating personnel, place signage, erect barricades, etc.


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❒ Notify the elevator technician. ❒ If necessary, call the Fire Department. Facilities Elevator Technician (if One Is In-House) or Mechanical Technician if Elevator Technician Is Not In-House:

❒ ❒ ❒ ❒ ❒

Respond within fifteen minutes. Assist in evacuating personnel. Secure equipment. Call in contract elevator technician in accordance with contract term. Notify facilities mechanical supervisor.

Contract Elevator Technician

❒ Respond within one hour. ❒ Assist in evacuating personnel, start corrective actions on equipment, etc. Facilities Mechanical Supervisor

❒ Respond within one hour. ❒ Assess situation, determine need for additional resources, take charge of corrective action work order, etc. ❒ Notify director of facilities department. Director of Facilities Department

❒ ❒ ❒ ❒

Review problem areas on-site as necessary Take further action as required Notify the elevator technician Notify management of the situation, the corrective actions being taken, and the estimated time and date for corrective action completion.

Emergency Procedures Facility management personnel play an important role during emergency situations by following up on equipment problems, knowing the emergency procedures and what to do, directing occupants to safety, and monitoring and operating equipment properly. Following the proper procedures and un-

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derstanding the seriousness of the situation during emergencies involving vertical transport equipment can mean the difference between life and death. The information outlined in the following list contains procedures for emergency services and performance. ❒ Fireman’s Service. When this function is activated, all elevators in normal service at that time should recall to the lobby (or to a designated floor). Elevator cars already at the lobby (or designated floor) remain parked with doors open. Elevator cars in transit will reverse and return, nonstop, to the lobby (or designated floor). All elevator calls are automatically cancelled. Once elevator cars have been recalled, they are available for use by emergency personnel. The fireman’s service then allows firefighters the ability to control the operation of the elevator using a designated fire service key switch. Once in the fire service mode, the elevator is under the control of emergency personnel and cannot be called to another floor. Once the need for the elevator fire service is completed, the elevator car is returned to the lobby (or designated floor) and the fire service key switch is returned to normal operation. ❒ Emergency Power. If the building is equipped with an emergency power system (generator), check to determine whether the elevators are connected to this emergency system. If the elevator emergency power option has an automatic mode (and set in the auto mode) the elevator(s) will return normally one at a time, nonstop, to the lobby (or designated floor), where doors will open to discharge passengers. At that time, normally only one elevator at a time can be used by emergency personnel. If the elevator emergency power option does not have an automatic mode, then selector switches must be operated manually and the elevator cars returned to the lobby (or designated floor), one at a time. ❒ In the Event of Malfunction. Before calling for service concerning an inoperable elevator, the following checks should be made. In most cases, the elevator can be reset by using this checklist. All minor problems should be noted and reported to the technician at the next business day. ❒ Is the stop switch in the run position? ❒ Are all key switches set in their normal position? ❒ Are door tracks clean of obstructions? ❒ Is normal building power available? Figures 7-1 to 7-9 contain charts and checklists to help in managing your elevators and escalators.

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Figure 7-1. Elevator Summary

Bldg

Elevator

Age

Manufacturer

Number Floors

Fireman’s Recall (Main)

Fireman’s Recall (Alt)

Emergency Recall

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Figure 7-2. Elevator Checklist Machine Room Checks Inspector:

(Date)

Building: Location: Elevator Manufacturer:

Type Elevator:

Age (year): Instruction: Checkpoint 1. Is the machine room clear of storage of other material/equipment? 2. Is the room free of refuse? 3. Does the room door have a fire-rated door of one-and-one-half hours? ❒ Are doors self-closing? ❒ Is there an outside key door lock? ❒ Is door height a minimum of 7 ft. and minimum width of 42 in.? 4. Is there adequate ventilation? Temperature range should be between 60 and 90F. 5. Are GFCI receptacles available in the room? 6. Is there a main power elevator disconnect switch within 18 in. of the strike side of the machine room door? 7. Are all penetrations and voids in the machine room firestopped? 8. Is there adequate lighting, with at least 10-ft. candles? 9. Is there a smoke sensor installed in the machine room?

YES

NO

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Figure 7-3. Elevator Checklist Elevator Cab Checks Inspector:

(Date)


Type Elevator:

Age (year): Instruction: Checkpoint

YES

NO

1. Are elevator communication instruments (intercom/phone) operational? ❒ Is the termination point monitored twenty-four hours/day? ❒ Do they meet ADA requirements? 2. Is the cab flooring nonslip? 3. If carpet is used, is it fire rated? ❒ Is it securely attached to the floor? ❒ Is it without padding? ❒ Does it have a tight weave?

Figure 7-4. Elevator Emergency Protocol Instruction: This protocol was developed to provide procedural guidance when responding to elevator emergencies. 1. When security is notified of persons trapped in an elevator, the desk officer will immediately dispatch a security officer to the scene and notify the facility manager. 2. Continuous communication must be maintained with the trapped elevator passengers. If any indication of panic by the trapped occupants is noted, the fire department will be called to respond immediately. 3. Facilities control desk personnel, upon notification, will notify the elevator technician and request a time of arrival. 4. If response by the elevator technician is going to be more than thirty minutes, the facilities control desk will notify security and request that the fire department be called. 5. It is important during elevator emergencies that continuous communication is maintained between the security office, facilities control desk, and the elevator technicians. All departments involved will be told of fire department notification.

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Figure 7-5. Elevator/Escalator Checklist Management Checks Inspector:

(Date)

Building:

Location:

Elevator Manufacturer:

Type Elevator:

Age (year): Instruction: Checkpoint 1. 2. 3. 4. 5. 6. 7. 8.

Are elevator/escalator evacuation plans provided? Is equipment performance documented? Are common and serious accident conditions noted and steps taken to prevent? Are warnings provided to tenants on the do’s and don’ts of elevator/escalator travel? Has a standard operating procedure (SOP) been developed? Have rehearsals been conducted to verify the SOP? Has appropriate signage been placed on escalators to minimize accidents and direct handicapped personnel to elevators? Have elevator/escalator technicians taken all necessary actions to minimize elevator/escalator problems?

YES

NO

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Figure 7-6. Elevator Report Monthly Repair Report Service Team Repairs Building

Date

Elevator Number

Repair

Team Hours

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Figure 7-7. Chargeable Calls Completed Under Maintenance Building

Date

Elevator Number

Repair

Staff Hours

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Figure 7-8. Elevator Checklist Hydraulic Elevator Pits Inspector:

(Date)


Type Elevator:

Age (year): Instruction: Upon completing the inspection of an item, check off the yes or no column. Checkpoint 1. 2. 3. 4. 5. 6. 7.

Is the pit constructed in a way to prevent groundwater from entering? Do pit drains connect to sewer? (They should not) Do pits greater than three feet deep have a metal ladder? Are electrical receptacles the duplex, grounded type (GFI)? Are light fixtures moisture-proof ? Is the light switch accessible from the pit access door? Is there an emergency stop switch in the pit and is it reachable from the pit access door? 8. Is there a smoke sensor installed in the top of the shaft and bottom of the pit?

YES

NO

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Figure 7-9. Elevator/Escalator Emergency Callback Log Date-in

Building

Elevator Number

Problem Reported

Caller

Closed Out

CHAPTER

8

Fire Emergency

To understand the importance of fire prevention you should be aware of the basic characteristics of fire. Fire spreads quickly! In two minutes, a room can become life threatening. In five minutes, an entire floor or an entire singlefamily dwelling can be engulfed in flames. Heat and smoke from the fire are more dangerous than the flames. The smoke produced contains poisonous gases that can cause drowsiness, disorientation, and suffocation. Knowing what to do during a fire emergency ultimately saves lives, reduces injuries, and minimizes damage to property. For a delineation of the stages of a fire, see Figure 8-1.

Systems and Procedures Every facilities organization, regardless of size or complexity, should have fire loss prevention systems and procedures that are carefully developed and made

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Figure 8-1. Stages of Fire The seriousness of any fire is decided during the first three minutes. What occurs during those three minutes can mean the difference between inconvenience and devastation. Stage

Definition

Incipient

Occurs in the first three minutes. Small particles (smaller than 1 micron) are released into the air and are invisible. No active flame.

Smoldering

Visible smoke is seen. Smoke detectors (ionization and photoelectric) react to the smoke. Reduction of oxygen in the room. Possibilities of back draft.

Free Burning

Increased fuel consumption. Increased heat generation. Possible flashover.

Flame

Here gases are ignited and the flame begins to spread. Sprinkler heads are activated during this stage.

High Heat

Final stage. It is at this stage that the most damage is caused.

available to all personnel. These systems and procedures must be detailed and carefully followed to ensure that the facility is adequately prepared for fire emergencies. The facility manager is ultimately responsible for ensuring that the organization has a fire plan, the workforce is trained on how to respond to fire emergencies, and adequate fire protection is in place to protect employees and property.

Command and Control Prior to any emergency there must be clear understanding concerning who is in charge and how the emergency will be managed. Unless this occurs, there will be confusion and chaos. Before the fire department’s arrival, the organization’s security force should control the scene. Once the public fire department arrives on-site, it is mandated by the authority having jurisdiction to control the fire or emergency scene and is ultimately responsible for everything occurring at that scene. The officer in charge of the scene must achieve the following four priorities: 1. Ensure the safety and survival of emergency workers and citizens. 2. Rescue and provide immediate care for endangered personnel.

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FIRE EMERGENCY

3. Control the immediate situation. 4. Conduct salvage operations to minimize property loss.

Record Keeping Immediately, upon notification of a fire emergency, a separate log should be opened and maintained for the duration of the incident, see Part IV, Checklists and Forms. This document should become part of the documentation of the incident and can be used in the event of follow-on litigation.

Preplanning This element is extremely important in preparing emergency response plans. Management should provide, in advance, for fire, police, and support facilities, and also designate the various facility personnel to be in charge of each activity. The facility manager decides the nature and severity of an emergency. In other words, he or she must define the level of response to each situation the organization might face at any given time. The type of response can be delineated in advance and adjusted as requirements dictate. Consideration should be given to implementing a fire brigade.

Fire Brigade A fire brigade is an organized, or team, response to an emergency. The National Fire Protection Association Standard 600 defines the type of private fire brigades that could be implemented. For a fire brigade to function smoothly, there must be a chain of leadership in place. For a typical fire brigade organization, see Figure 8-2. Standard positions usually include: Figure 8-2. Fire Brigade Organization Facility Manager Shift Leader

Shift Leader

Shift Leader

Trades Personnel

Trades Personnel

Trades Personnel

Electricians

Electricians

Electricians

Plumbers

Plumbers

Plumbers

HVAC Mechanic

HVAC Mechanic

HVAC Mechanic

Fire Brigade mbrs.

Fire Brigade mbrs.

Fire Brigade mbrs.

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❒ Facilities Manager. The senior person who is responsible for actions of the fire brigade and coordination with the fire and police departments. This person is also responsible for fire brigade training, equipping, and procedures. ❒ Fire Brigade Leader. There should be one appointed on each work shift. This position is responsible for the direction of fire brigade actions onsite. ❒ Fire Brigade Member. As a member of the brigade, this individual carries out required actions and follows established procedures. Fire Brigade Training

❒ Training should include both practical application and lectures (including past experience lessons learned) to be conducted by qualified, experienced persons. Performance standards should be established and each member of the brigade must be required to achieve those standards in a safe and timely way. ❒ Drills, which are exercises to test training already learned, should also be established and conducted periodically for members to maintain proficiency. Deficiencies are noted and training is applied to correct the weakness. Responsibilities

❒ Provide immediate first aid to injured persons. ❒ Manage evacuation control routes. ❒ Control spectators. ❒ Meet with the fire department, provide information, show location of fire. ❒ Shut off building equipment and/or machinery. ❒ Shut off utilities.

Coordination with Outside Agencies Facility managers should coordinate with outside support agencies well before an emergency occurs. This early coordination will minimize confusion and chaos during emergency situations and develop rapport with the agencies that provide support. Some organizations even have luncheons where police

FIRE EMERGENCY

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and fire department personnel, who normally respond to emergencies, are invited to socialize and get to know members of the organization’s fire brigade and the leadership of the organization. Examples of agencies that should be contacted include, but are not limited to: ❒ ❒ ❒ ❒ ❒

Fire department Local police department Emergency medical service providers Local, state, and federal government agencies Local contractors

There should be an exchange of information, such as providing the fire department with a plan of fire hydrant locations, telephone numbers, points of contact, or keys for locked gates or bollards.

Management A major defect in emergency operations planning is that some organizations restructure themselves to handle a current emergency. This ‘‘new’’ organization bears no relationship to the day-to-day operations and actually creates more confusion. The structure of an organization, when responding to an emergency, should not differ from the day-to-day structure. Continuity of operation is extremely important because it minimizes confusion in reporting, providing assistance, and the overall management of the emergency.

Assessment A vital aspect of the preplanning activity is to evaluate the potential for fire, explosion, and disasters. Full evaluation should be made of the likelihood of fire occurring in any area of the facility. The extent of potential fire spread must be analyzed. Full utilization of all input from outside agencies such as insurance underwriters and fire departments should be made, but it is no substitute for a firsthand examination based on intimate knowledge of the operations, processes, and materials used within the facility. The general objective of a fire-loss potential evaluation is to establish a proper basis for the procedure to be followed by facilities departments. The specific objectives include the following: ❒ To lessen disaster potential by anticipating potential emergencies and instituting procedures to minimize problems as much as possible.

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❒ To optimize response from emergency responders. ❒ To minimize losses. ❒ To return operations to normal in the shortest period of time with minimal confusion. ❒ To minimize chances of recurrence of the same emergency.

Fire Prevention Although the scope of this book is focused on emergency preparedness, it is important to mention the aspect of fire prevention and its impact on fire protection. Fires don’t just happen! Lessons learned have shown that fire destruction is almost always the result of the commission of an unsafe act or the imposition of a condition that contributes to the cause of a fire. If a fire catastrophe can be prevented, then it is possible that loss of life, personal injury, and property loss can be minimized or even eliminated. ❒ Database. A good prevention program involves many activities, but the most important is the ability to quantify and measure what is being done. This ability helps to ‘‘sell the program’’ and leads to funding. This database should include activities such as inspections, review of renovation/construction plans, fire protection systems to be installed, hazards that have been abated, and educational programs. ❒ Inspections. Environmental situations known to be causes of fires are inspected first. These would include storage and handling of flammable materials and liquids, operation of electrical equipment and associated wiring, high-temperature–generating equipment such as welding and soldering equipment, smoking noncompliance, and finally, proper housekeeping procedures. ❒ Review of Plans. Before any major renovation or new construction occurs, the engineering plans must be reviewed for compliance with building and fire codes. The following list covers some of the more well-known national building and fire prevention codes: ❒ American Insurance Association (AIA). AIA published its last National Building Code in 1976. Since 1976, BOCA has assumed the production of building codes. ❒ International Conference of Building Officials (ICBO). The Uniform Building Code (UBC) was first published by the ICBO in 1927. Since then,

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it has been reprinted every three years. The UBC is primarily used in the western United States. ❒ Building Officials and Code Administrators (BOCA). Since 1976, the National Building Code has been published by BOCA and revised every three years. In the United States, it is primarily used in the Midwest, Northwest, and Northeast. ❒ Standard Building Code (SBC). The SBC was originally known as the Southern Building Code Congress International. It is used throughout the southern part of the United States and is updated every three years. ❒ National Fire Prevention Association (NFPA). The NFPA, at this time, does not publish building codes. In 1927, the NFPA developed the Life Safety Code (NFPA standard 101), which establishes minimum safety requirements for buildings and structures. The association publishes more than 250 codes, standards, and recommended practices that are amalgamated into what is now known as the NFPA National Fire Code. ❒ Education. To maintain awareness of fire prevention, education programs need to be put in place. It is not necessary to reinvent the wheel. Many good programs have been developed and could be shared. The key to the education component is consistency. There should be consideration for having educational programs spread throughout the year, perhaps on a seasonal basis and focused on various themes. ❒ Prevention Tips. The following guidelines can be effective in minimizing the possibility of fire: ❒ Conduct fire inspections of the premises to eliminate fire hazards. ❒ Ensure that evacuation routes (exits) are clear of obstacles and are well marked. ❒ Ensure that equipment, tools, and machinery is kept clean. ❒ Ensure that safe clearance distances are maintained near equipment. ❒ Store all flammable materials in approved containers. ❒ Ensure that the proper number of extinguishers is on hand. ❒ Ensure that fire extinguishers are inspected when required. ❒ Establish a good preventive maintenance program for all heating, cooling, and refrigeration equipment.

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❒ Enforce and conduct fire-related training periodically. ❒ Emphasize to all employees not to use water on an electrical fire. ❒ Smother oil and grease fires. Use salt or baking soda to smother fires, or if in a container, close the lid.

Fire Plan Fire emergencies can occur at any time. Having a fire plan developed is good insurance to reduce confusion. At a minimum, the fire plan should cover the following: ❒ Identify the authority having jurisdiction (AHJ), which has ultimate authority until the fire department arrives. ❒ Define what measures should be taken before, during, and after the fire emergency. ❒ Define how to respond to alarms. ❒ Identify training requirements. ❒ Assess protective equipment needs and training required. ❒ Form and implement a fire brigade. ❒ Identify how employee exposure to infectious materials can be minimized. ❒ Ensure that building plans and drawings are available for review. Plans of all utilities should be available. ❒ Spell out specific requirements for the operations and maintenance staff, contracts staff, purchasing staff, and public relations staff. ❒ Define requirements for and implementation methodology of fire watch personnel.

Control of Fire Emergencies The ultimate strain on the facility organization is the emergency involving fire or explosion. The control of these emergency situations cannot be left to hit-or-miss type organization. The principles associated with fire-emergency control are basic no matter what the size of the emergency. Responding to emergencies using the existing day-to-day organizational structure is the ideal

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situation. An established and proven structure can be used for all emergencies, such as fire, storms, and civil disturbance. In an emergency, particularly those involving life safety, management must take the following steps: 1. Call the firefighting force—whether it is a private brigade or a public fire department. The public fire department should be notified unless the facility has a sufficiently large semiprofessional or professional firefighting force. 2. Ensure that employees evacuate the premises. Account for every person in the facility. Rescue those who are trapped. 3. Provide public news releases to press, radio, and television news services immediately, citing the facts known at that point. 4. Report the extent of damage and potential facility downtime to top management, which allows for continuity of business operations.

Evacuation Detailed evacuation plans should be developed, briefed to all employees, and periodically drilled or tested. Employees should be knowledgeable of primary and alternate evacuation routes to evacuate their space. Employees who have successfully evacuated a facility should assemble at prearranged assembly points where they can account for anyone missing. Evacuation routes should be clearly identified, even during periods of obscured visibility due to smoke. These plans should be posted where they can be easily reviewed.

Assembly Areas Each employee must have a specific assembly area to go to. Consideration must be given to the season of the year and time of day. There should be a primary and alternate assembly area. The primary area may be in a parking lot a block away from the building being evacuated. An alternate covered site should be considered in the event of inclement weather.

Account for Personnel Ensure that all personnel are accounted for. This can include the organization’s employees, visitors, vendors and contractors. In some cases, this is not

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difficult to do when access to the facility is controlled and everyone entering must log in. In cases where this is not done, accounting for personnel is more difficult. All personnel at the assembly area must be identified and documented. This list should then be collected and provided to the security office for future use.

Fire Exits According to code, all building fire exits must be clearly identified. All corridors and exits must be unobstructed and easily accessible. If, after normal work hours, doors are automatically locked, they must be able to be opened from the inside for emergency situations.

Fire Protection The essential elements of the facility’s fire-protection organization have been discussed previously. It is important to emphasize here the preplanning relationships between the facility’s organizations and outside agencies. In the event of fire, the timely notification to the fire department can make the difference between disaster or successful fire control. The difference in the outcome is reflected in the attitude of facility management toward preparing the local fire department for a facility emergency. The facility must have a reliable and easily accessible method for notifying the fire department, in addition to the telephone. Such a method can consist of a connection to the municipal fire-alarm system or it can be part of a facility fire-alarm system connected through a commercial fire-alarm system. It is vital that facility management not ignore the services of public fire departments even where that department is basically dedicated to protection of the surrounding community instead of the facility at hand. Management must recognize the authority and responsibility of the public fire department. Unless there has been prior agreement as to their respective responsibilities, the chief of the fire department (as the AHJ) is responsible for dealing with a fire in the facility. Prior understanding between public fire department authorities and the organization’s facility management staff is vital when production processes are complicated and contain a variety of hazardous materials and equipment. It may be possible that only the process supervisor and his or her staff are cognizant of the hazards and problems of a particular process at the time of the emergency. It is common for facility management and the fire department to have agreements as to the details each will be responsible for in an

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emergency. The understanding between facility and public authorities must be firm and binding. It must be emphasized that in some situations fire extinguishing may not be the only answer to fire control. Closing of valves, diversion of product to other facility areas, or other means might be more effective and less hazardous. An effective means of coordinating emergency action in case of fire or disasters is through an industrial mutual-aid organization. These organizations include the local fire and police authorities. Through these contacts, a working relationship can be developed with public agencies and industrial groups. Mutual-aid groups also develop material lists assembled with information collected from participating facilities organizations and public agencies. These lists can provide information concerning fire and explosion incidents. Each facility should maintain a sensible policy and not strip itself of equipment it might need in case of trouble on its own property, which might occur at the same time as another disaster. A principal factor here is to identify beforehand any potential difficulty, such as mismatched hose threads, so that the complete use of equipment will be possible.

Fire Protection Equipment Inspection and testing of fire protection equipment is intended to ascertain the operability of that equipment. This inspection should be conducted by an organization that is licensed to perform work on fire prevention systems and it should identify and verify: ❒ Each fire protection control valve functions correctly. ❒ The service availability of water supply. ❒ A fire pump checklist exists for each pump. ❒ The critical components of special extinguishing systems has been examined recently. ❒ All sprinkler systems and alarms have been tested. ❒ All fire extinguishers have been checked. ❒ Each hydrant has been identified. ❒ All fire doors work properly. ❒ Smoke and heat detectors operate properly. ❒ Protective signaling devices function properly.

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Fire Control Upon discovery of a fire, the fire alarm should be sounded. If the fire is small and an extinguisher is nearby, the fire should be extinguished with the extinguisher. It is important to isolate the fire to the room of origin, if possible. If the fire is large and quickly spreading, evacuate the building. If time permits: ❒ Close all windows and doors. ❒ Turn off all gas outlets and oxygen. ❒ Disconnect electrical equipment. ❒ Turn off all blowers, ventilators, and exhaust fans.

Fire Detection and Suppression Systems Devices are available for early detection of fires. They are classified into detection and suppression devices.

Fire Detection Fire detection systems have devices that make it possible for these systems to take immediate action, automatically, when a fire is detected. This action can involve activating the fire alarm, shutting down ventilator fans, closing fire doors, and opening sprinklers. Detection systems can be classified into three detector groups: smoke detectors, heat detectors, and flame detectors. Smoke Detectors:

❒ Photoelectric Detectors —Effective where there is smoke. —Activated when the photoelectric light beam is obscured. ❒ Ionization Detectors —Combustion resulting from fire causes air molecules to ionize. —Ionization gases in the sensing chamber detect a change in air. —Better for open flame fires. —Useful for providing early warning of fire.

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Flame Detectors

❒ ❒ ❒ ❒ ❒

Two types: ultraviolet (UV) and infrared (IR). Sensitive to invisible radiant energy. Require unobscured view of protected area. Easily activated by nonfire conditions. Instantaneously detect wavelengths normally associated with combustion.

Fire Suppression Fire Extinguishers (see Figure 8-3.) Automatic Systems

❒ Wet Pipe Sprinklers —Simplest type. —Normally requires little maintenance. —Must be protected from freezing since it contains water at all times. ❒ Dry Pipe Sprinklers —Used in locations subject to freezing. —Pressurized air (15–50 psi) takes the place of water. When the sprinkler head fuses, the air escapes, which opens the dry-pipe valve, allowing water to flow under pressure. Figure 8-3. Classes of Fire Extinguishers Class

Use For:

Filled With:

A

Ordinary combustibles. Ex: paper, wood, cloth rubber, plastics

Water, dry chemical haloginated agent

B

Flammable liquids, gasoline, oil, and grease

Dry chemical, foam, carbon dioxide

C

Electical equipment

Carbon dioxide, dry chemical, haloginated agent

All of the above

Dry chemical

Combustible metals Ex: magnesium, sodium

Dry powder specific to metal

ABC D

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❒ Pre-Action Sprinklers —Dry system that uses fire detection devices, deluge valve, and closed sprinkler. —Smoke or heat detectors activate the deluge valve, which allows water into the pipe even though the sprinkler has not opened. —Used in locations where water damage must be prevented; even if pipe breaks. ❒ Deluge Sprinklers —Dry system that uses fire detection devices, deluge valve, and open sprinkler. —Applies water to a fire more quickly. —Used to protect areas that are considered extremely hazardous. Other Systems

❒ Halon —Gas smothers the fire by removing oxygen. —Normally used in areas that are sensitive to water, such as protected books, artwork, or computer rooms. ❒ Standpipe and Hose —Pipe location where a fire hose can be connected by building occupants or firefighters. ❒ Dry Chemical System —Effective for surface protection. —Leaves a powder residue on all surfaces; therefore, requires cleanup. —Should not be used in personnel occupied space. —Used primarily with kitchen range hoods. ❒ High-Expansion Foam —Should not be used in personnel occupied space. —Leaves residue on all surfaces; therefore, requires cleanup. —High-expansion foam will flood confined space and displace air.

What to Do After a Fire After a fire, the objective is to ensure that the impacted area is safe, secure, and stable. As shock wears off, it is important to begin developing a strategy on what to do, how to do it, who will do it, and when it must be done. In other words, assess what needs to be done, develop a scope of work, identify

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what services are needed, and decide how to get it done. The following actions should be taken: ❒ Do not enter a facility damaged by fire unless given permission. ❒ When entering a facility, be vigilant for signs of heat or smoke. ❒ Have the electrician check facility wiring before electrical power is restored. ❒ Do not reconnect utilities until electrical system is checked and fire department gives the okay. Coordination should also be made with local utility companies. ❒ Check for possible structural damage; for example, roofs and floors may need strengthening. ❒ Notify insurance carrier. ❒ Restore fire protection as soon as possible. Maintain a fire watch if detection system is not operational.

Plant Security and Traffic The goal of traffic control in an emergency is to ensure that required personnel and equipment are free to move to the required location without hindrance. The major problem in any emergency are the onlookers, ‘‘rubbernecks’’ and sightseers, who not only hinder emergency operations but also jeopardize themselves by exposure to fire and explosions. Outside police agencies must be contacted, in advance, to ensure that identification passes are provided so that vital personnel can pass through established police lines to render assistance. Traffic control should generally be assigned to the organization’s security force. In facilities where there is danger because of the nature of materials stored or the type of work being done, it may be necessary to arrange for the orderly movement of some part of the workforce. A concentration of large numbers of personnel in one area, as in some facilities, will necessitate unusual methods of control to prevent panic or undue concern on the part of employees. Exit drills and evacuation plans must be formulated and practiced. The excuse that it costs too much to have such a drill is a common plea of managers who fail to recognize the importance of advance preparation for fire-emergency action.

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Communication With any individual facility, communication methods may include a number of private wire circuits or other methods used for emergency signaling. One of these may be a system of fire alarm systems that report over fire-alarm circuits to a fire station or other central location. Additional emergency circuits may be used to receive, at a central point, information about water flows in sprinkler systems and reports from facility security guards making regular rounds. Where central station alarm and supervisory services are employed, the signals go to the commercial central station outside the facility. While many facilities do not have a sophisticated alarm system, they probably have a facility telephone system. The arrangement of the interfacility telephone system should be reviewed to note whether it is vulnerable to failure during fire emergencies. This is particularly important during prolonged facility shutdown, over weekends and holidays. Specially designed fire-alarm protective signaling systems and devices are preferable to telephones because they are more resistant to physical interruption than the ordinary telephone circuit. Furthermore, they have features that prevent unnecessary message-load traffic that may impact telephone systems. The possibility of physical damage to wires during emergencies suggests that where possible wire communication should be supplemented by radio or telephone communications, tailored to the facility’s needs. A two- or three-way FM radio, or cell phone, should be available in every vehicle that is used in connection with the facility’s fire-protection or emergency work. During emergencies, the communications between these vehicles may be the only link for control of personnel or equipment. In addition to intrafacility communication, contact with other facilities, emergency agencies such as fire and police departments, and the media is necessary. For large fires, it may be necessary to establish an emergency center for handling messages.

First-Aid Firefighting Equipment Equipment in this category includes portable fire extinguishers, standpipe and hose, and specialized motorized fire equipment. This type of equipment is only the first line of defense, but most owners consider it to be the final word in property protection and fail to consider other measures that must be used to ensure full protection against fire loss. When this equipment is properly installed, adequate for hazard protection and with employees trained in the proper use and limitations, portable first-aid equipment can play a vital

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role in property loss conservation. The main factor to be considered in employee indoctrination is that the portable extinguisher, or other equipment, must be considered only as a temporary measure for use between fire discovery and arrival of professional firefighting personnel, such as the plant’s fire brigade or the municipal fire department. With this fact firmly implanted in the minds of all concerned, the proper application of the units will be ensured in case fire does strike.

Management Checklists YES 1. Are fire-loss prevention systems and procedures developed, published, and distributed to all concerned personnel? 2. Has organizational planning to institute the systems and procedures been accomplished? 3. Have all concerned personnel been identified, assigned, and trained to perform their duties in fire emergencies? 4. Has management provided information about facilities to fire and police who will respond to the emergency? 5. Has the facility manager assigned a staff assistant to provide coordination of activities, review disaster control methods and measures, and make recommendations for improvement as necessary? 6. Have all necessary actions been taken to ensure required coordination between facility elements and outside agencies? 7. Has use of an industrial mutual-aid organization been explored? 8. Has facility traffic control been assigned to facility security forces during the emergency?

NO

REMARKS

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YES 9. Have all available communication systems been reviewed and selection of the optimum system been accomplished? 10. Have all available means of fire extinguishing been reviewed and selection of the optimum equipment and systems been accomplished and put in place? 11. Has there been any change in user occupancy of the facility? 12. Has assistance to the disabled been incorporated into the plan? 13. Is there an effective ‘‘buddy’’ system in place?

NO

REMARKS

CHAPTER

9

Hazardous Materials/ Spills Emergencies

Hazardous materials (HAZMAT) are part of our everyday lives, from household products to industrial chemicals and toxic waste. These substances, because of their composition, pose a potential risk to health, life, or property. Hazardous material incidents can occur in many ways, from manmade (groundwater pollution, improper mixing of chemicals, chemical spills on roadways, or construction and renovation work) to naturally occurring (for example, methane gas discharge into the atmosphere as a result of volcanic action).

What Are Hazardous Materials? These are materials (solid, liquid, gas, or infectious agents) that can cause physical or chemical changes to the environment or affect the physical wellbeing or health of human beings and animals. A spill or release of any con-

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tainer of hazardous or toxic material can damage an area, a facility, or cause medical problems to exposed personnel. The more dangerous toxic releases usually involve gaseous materials because of their rapid dispersion characteristic over large areas in a short timeframe. Infectious agents are normally found in medical or regulated waste, including human and animal fluids (blood and bodily fluids), pathological waste (organs or tissues), contaminated items, and sharps (needles and syringes). A specific hazardous material of concern to all facility managers is the use of refrigerants for cooling and refrigeration equipment. In accordance with international agreements (Montreal Protocol) and federal laws, chloride-bearing refrigerant chlorofluorocarbons (CFCs) were phased out of use on January 1, 1996. The phasing out of hydrochlorofluorocarbons (HCFCs) will begin in 2003.

Purpose of Hazardous Materials Plan The purpose of a hazardous materials plan is to: ❒ ❒ ❒ ❒

Define types of releases or spills. Identify procedures for personnel to follow at the scene. Define cleanup procedures (including contamination cleanup). Describe and identify spill management equipment and material needed. ❒ Describe transportation requirements. ❒ Inform personnel about the location of material safety data sheets (MSDS).

Assessment According to the Code of Federal Regulations, 29 CFR 1910.132, employers are required to perform a workplace assessment to determine whether hazards are present or likely to be present that necessitate the use of personal protective equipment (PPE). If hazards exist or are likely to exist, the employer must select appropriate PPE and certify that a workplace hazard assessment was performed.

Production and Storage Hazardous materials are normally thought of as being produced and stored in manufacturing or chemical plants. However, they are more common than

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we think. Examples include hospitals with their radioactive, flammable materials and medical gas storage, refrigerant used in cooling systems, and service stations where gasoline and diesel fuel are stored. Even private homes store hazardous materials, such as household detergents, air fresheners, pesticides, aerosol cans, and gasoline for the lawnmower.

Required Care and Management A HAZMAT plan should include the care and management of various equipment, materials and training, depicted below.

Containers and Tanks All containers and tanks must be stored in accordance with existing codes and regulations; specifically, on an impenetrable surface where there are no cracks or openings. The containers, as well as the area itself, must be posted and signed properly (in accordance with NFPA 704, Markings) with the name of the waste, the type of hazard (ignitable), and the words hazardous waste clearly depicted. Tanks stored outside, such as fuel tanks, must have secondary containment in the form of a berm or dike that is capable of holding 10 percent of the total volume of the container(s). Each tank and container must be in good condition.

Personal Protective Equipment Employees must be provided with PPE to protect them from contact with hazardous materials and infectious agents. Typical protective gear includes: ❒ Respiratory equipment, including proper training and ‘‘fit testing’’ ❒ Face protection: splash goggles, safety glasses, or masks ❒ Uniforms: aprons, smocks, lab coats, long sleeve shirt, pants, or jump suits ❒ Gloves: latex and impervious ❒ Hard-toed safety boots/shoes

Sharps Medical personnel must follow protocol when dealing with sharps. Contaminated needles should be placed in appropriate containers until their final disposal. These containers must be properly labeled and leak proof.

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When the containers are full, they must be stored where they are inaccessible to the public and protected from environmental conditions and vermin.

Bloodborne Pathogens Employees coming into contact with bloodborne pathogens must be properly trained. Cleaning and absorbent materials used in the cleanup must be disposed of as biohazardous waste in the regulated red bags.

Refrigerant Accountability According to the Environmental Protection Agency (EPA) Stratospheric Ozone Protection, Final Rule Summary, EPA-430-F-93-010, Technicians servicing appliances that contain 50 or more pounds of refrigerant must provide the owner with an invoice that indicates the amount of refrigerant added to the appliance. Technicians must also keep a copy of their proof of certification at their place of business. Owners of appliances that contain more than 50 pounds of refrigerant must keep servicing records documenting the date and type of service, as well as the quantity of refrigerant added.

The bottom line is that refrigerant must be accounted for from the day of purchase to the day of disposal. Many computer software packages are available on the market for tracking refrigerant usage in accordance with EPA requirements. These software packages match usage in relation to an asset’s basic refrigerant charge, which can help to determine leakage. To protect themselves and their organizations, facility managers should establish a policy for purchasing, accounting for, and reclaiming refrigerant, then develop a system for implementing that policy. This is essential in the event of an EPA audit. As of November 1994, federal law requires that all mechanics servicing air conditioning and refrigeration equipment be certified to correctly service that equipment, including recovery and recycling practices. These mechanics are required to pass an EPA approved test. There are four types of certification:


❒ ❒ ❒ ❒

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Type I: Servicing small appliances Type II: Servicing or disposing of high-pressure appliances Type III: Servicing or disposing of low-pressure appliances Type IV: Servicing all types of equipment (universal)

Under Section 609 of the Clean Air Act, sales of CFC-12 refrigerant in containers smaller than twenty pounds are now restricted to technicians certified under EPA’s Motor Vehicle Air Conditioning Regulations.

Disposal The EPA has reported that there are over thirty thousand hazardous waste disposal sites in this country. More than one thousand of these sites have been identified as requiring priority for cleanup. Owners/generators of hazardous material are liable for the material even after it has been picked up for transport. For this reason alone, it is important to contract with competent and qualified transporters.

Emergency Preparation Facility managers must have immediate accessibility to the following equipment and systems to minimize the risk of a hazardous material spill or contamination. Additionally, all employees must be trained in emergency procedures required for their jobs. ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Absorbent (sand, vermiculite) Absorbent booms to contain spills Neutralizing agent (sodium bicarbonate, sodium bisulfate, etc.) Alarm system (for notification) Communication system (UHF/VHF radio, telephone, cell phone, etc.) Protective equipment (rubber gloves, aprons, respirators, boots, etc.) Fire control equipment Fire suppression system (foam agent, water spray) Fire extinguishers Collection of tools (dust pan, shovel, and suitable collection container)

Emergency Response In the event of a HAZMAT emergency, the facility manager should take the following actions immediately:

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❒ Instruct personnel to avoid breathing vapors, if any. ❒ Notify all personnel in the vicinity of the emergency. ❒ Notify the police department. ❒ Notify the fire department. ❒ Make a determination whether the facility needs to be evacuated. ❒ Seal the facility and restrict entry to unauthorized personnel. ❒ Notify utilities (water, electricity, natural gas) in the event their services must be turned off. ❒ Leave on or establish exhaust ventilation if safe to do so. ❒ Notify local boards of health and emergency management. ❒ Provide the following information to the proper authorities: —Location of incident. —Nature of the hazardous material. —Layout of the facility, including egress and ingress sites. —Depending on the severity, notify the public relations office.

Individual Response to a HAZMAT Incident Individuals can become involved with HAZMAT incidents in their own homes or simply driving down the highway. The following is a list of steps to take in the event you are involved in a HAZMAT incident: ❒ Call 911 immediately. ❒ Stay as far away from the incident as possible; at least one-half mile. ❒ If caught outside, try to stay upstream, uphill, or upwind. Hazardous materials can be quickly transported by air and water. ❒ If in a motor vehicle, shut windows and close ventilation. ❒ If at home, close all doors (internal and external), windows, vents, fireplace dampers, and attic fans. ❒ Seal all gaps around doors, windows, kitchen and bathroom exhaust fan grills, and stove and dryer vents with wet towels, duct tape, plastic sheeting, aluminum foil, or waxed paper.


❒ ❒ ❒ ❒ ❒ ❒

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Turn off air conditioning system and furnace. Close drapes, blinds, and curtains in the event of possible explosion. Remain inside and avoid contact with any vapor or mist. Keep entire body fully covered. Avoid eating food or drinking water that was not covered or protected. If it appears that the incident will linger for some time, fill bathtub and large containers with water.

Procedures for Cleanup (The fire department’s HAZMAT team is experienced with this)

❒ Use neutralizing agent or an absorbent compound (trisodium phosphate or sand followed with sodium bicarbonate solution or powder for acids, sodium thiosulfate for bromine, etc.) for small quantities of bases or inorganic acids. ❒ Use nonreactive absorbent material (sand, vermiculite, etc.) to absorb small quantities of other materials. ❒ Flush with large amounts of water for large spills involving inorganic acids and bases. Use extreme care where water-reactive chemicals are stored. Collect the spill by using a mop and wring into a container. Wear protective clothing. ❒ For spills involving flammable, volatile, or toxic materials, take immediate action to warn everyone to extinguish open flames and discontinue use of spark-producing equipment (for example, brush-type motors). Shut down all equipment and evacuate the space. ❒ For low toxicity solid spills, sweep the material into a dustpan and place in a closed container. Label the container with the name of chemical, date collected, and location. ❒ For radioactive material spills, use only qualified, trained personnel from the Radiation Safety Office for cleanup. Obtain the name and address of each person located in the vicinity of the spill, then evacuate the space immediately.

Specialized Materials and Chemicals Many organizations require the use of specialized materials or chemicals to comply with production and health standards. The use of hazardous chemi-

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cals sometimes fosters contamination of and spoilage in production processes, and also causes health problems. Users should be aware of the properties of the hazardous materials or chemicals that are used on a regular basis and of the possible hazards and properties of these materials or chemicals. The following chart details the procedures for storage, handling and disposal precautions for hazardous materials. Proper precautions should always be taken. Be safety-minded. Storage, Handling, and Disposal Precautionary Procedures ---------------------------------------------------------------------------ADR Reactivity: Material is stable in container but can REAGENT react with metals and other chemicals to produce (Dilute toxic or explosive gases. Can produce irritant oxides Sulfuric or sulfur if heated to decomposition. Acid) Special Precautions: Hazardous ingredient is in dilute form and is unlikely to produce hazardous conditions listed. Contact with skin and eyes should be avoided. Spill or Leak: Neutralize with soda ash and absorb with sawdust, vermiculite, or absorbent waste. Disposal: Flush to sewer after neutralization, or dispose of as stated earlier. ALGAECIDE Special Protection: Rubber gloves and safety glasses or goggles recommended. Spill or Leak: Dam (close off ) areas of large spills to prevent spill from entering fish-bearing waters. Pump into appropriate containers. Dispose of as mentioned later on. Flush areas of small spills to sewer with copious amounts of water. Disposal: Product is not hazardous waste. Recycle container or triple rinse and dispose of in an appropriate landfill. BDR Reactivity: Can react violently with acids to proREAGENT duce carbon dioxide. (Soda Ash) Special Precautions: Avoid all unnecessary skin contact and contact with other chemicals. Spill or Leak: Flush to sewer.


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CALCIUM BUFFER

Reactivity: Can react with aluminum and other metals to form hydrogen gas, which is explosive and highly flammable. Can react violently with acids and other chemicals. Generates heat on dilution. Special Precautions: All contact with other materials, skin, and clothing should be avoided. Always handle with caution. Spill or Leak: Dilute, neutralize, and flush to sewer or absorb. Disposal: Same as stated earlier.

CALCIUM CHLORIDE

Reactivity: Avoid contact with other materials. Metals will slowly corrode in aqueous calcium chloride solutions. Aluminum and yellow brass will be attacked by calcium chloride. Material attracts moisture and gives off heat while dissolving. Special Precautions: Avoid eye and prolonged skin contact. Always use cool water (temperature less than 80F, 27C) while dissolving calcium chloride. Heat developed by solutions is very high during mixing. Avoid contact with leather clothes and shoes. Provide local or exhaust ventilation to control airborne levels below exposure guidelines. Spills or Leaks: Sweep up and return to container or discard. Walking surfaces may remain wet longer due to moisture being held by spilled materials. Disposal: Wash away with an excess of water or bury. Keep out of drinking water sources. Comply with local, state, and federal regulations. Fire and Explosion: In case of fire, wear positive pressure self-contained breathing apparatus.

CALCIUM HYPOCHLORITE

Special Precautions: Avoid contact with eyes, skin, or clothing. Do not take internally. Upon contact with skin or eyes, wash immediately with water. Avoid breathing dust. Local exhaust ventilation required where exposure to dust might occur. Wear National Institute for Occupational Safety and Health (NIOSH) approved chlorine gas/dust respirator if excessive dusting occurs.

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Special Protection: For eyes, wear goggles. Use rubber, neoprene, or polyvinyl chloride (PVC) gloves. Storage: Store in cool, dry, well-ventilated area away from combustible materials. Drums may rupture if exposed to heat. Spill or Leak: Remove all sources of ignition. Follow OSHA regulations for respirator use. Wear goggles, coveralls, and rubber, neoprene or PVC gloves and boots. Clean up in a manner to minimize contamination with organic material. Do not return material to original container. Place in a fresh container and isolate outside or in a well-ventilated area. Do not seal container. Wash all contaminated clothing before reuse. Disposal: Dispose of contaminated products, empty containers, and materials used in cleaning up spills and leaks in a manner approved for the material. Consult local, state, and federal regulatory agencies for proper procedures. Fire and Explosion: Material not combustible but may ignite other combustible materials or organic matter on contact. Flood area with water to keep fireexposed containers cool. Use NIOSH-approved positive pressure self-contained breathing apparatus when any material is involved in fire. Fires can erupt and spread rapidly. Drums may rupture explosively if contaminated material is exposed to heat. CALCIUM INDICATOR LIQUID

Reactivity: Material stable under ordinary conditions. Vapors are flammable; generates oxides of nitrogen when burned to decomposition. Avoid contact with other chemicals, especially oxidizers. Special Precautions: Avoid temperature extremes and contact with other chemicals. Spill or Leak: Absorb with vermiculite, sawdust, sand, or other suitable absorbent material. Disposal: Incinerate or bury, if permitted. Fire and Explosion: Toxic fumes can be generated. Moderate explosion hazard.


CYANURIC ACID

CYANURIC ACID REAGENT DPD No. 1 REAGENT (Phosphate Buffer Solution) DPD No. 2 REAGENT (Organic Dye in Acid Solution)

DPD No. 3 REAGENT (Solution of Inorganic Salt)

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Reactivity: Incompatible with oil, grease, sawdust, sweepings, and other easily oxidized organic compounds such as ammonia, amines, and ammonia salts. Special Precautions: Store in dry, well-ventilated area away from leaks, spills, etc. Store in cool, completely clean area. Keep containers closed when not using material. Special Protection: Respiratory: Approved gas mask with appropriate canister. Eyes: Cup-type chemical safety goggles. Skin: Liquid-proof rubber gloves and full cover clothing. Change work clothes daily. Spill or Leak: Dissolve completely before flushing to sewer. Under no condition should solid be flushed to sewer. Disposal: Discard in open dump area free of organic matter, rubbish, etc. Cover with soil. Flood with water: dissolve and wash to sewer. Spill or Leak: Flush to sewer. Disposal: Flush to sewer. Recycle container or dispose of properly. Special Precautions: Avoid unnecessary contact with liquid. Spill or Leak: Flush to sewer. Disposal: Flush to sewer. Recycle container or dispose of properly. Reactivity: Material is stable in container, but as an acid, can react with other chemicals with possible development of toxic vapors. Spill or Leak: Flush with large amounts of water to sewer or absorb with inert absorbent, such as sand or vermiculite. Disposal: Flush with large amounts of water to sewer or dispose of absorbent in landfill or other locally accepted manner. Reactivity: Reacts with some chemicals, such as oxidants to form irritating-free iodine. Spill or Leak: Flush to sewer. Disposal: Flush to sewer and dispose of container properly.

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HARDNESS REAGENT

Spill or Leak: Flush to sewer. Disposal: Flush to sewer and dispose of properly.

MIDGET IRON REAGENT 1

Reactivity: Material is stable in container but emits hazardous vapor when opened. Can react violently with alkali and other chemicals. Reacts with metal to form hydrogen gas. Special Precautions: Avoid breathing vapors. Wear protection. Spill or Leak: Ventilate, neutralize with soda ash, or absorb with inert absorbent such as vermiculite or sand. Disposal: Flush neutralized solution to sewer. Absorbent can be treated with soda ash and incinerated or buried in an appropriate manner. Fire and Explosion: Protect from irritating vapors. Contact with metals will produce flammable and explosive hydrogen gas.

MIDGET IRON REAGENT 2

Spill or Leak: Flush to sewer. Disposal: Flush to sewer and dispose of in an appropriate manner.

MOLYBDATE REAGENT

Fire and Explosion: Will generate explosive hydrogen on contact with metals.

MURIATIC ACID

Reactivity: Highly corrosive to many materials. Will react with metals, metal oxides, hydroxides, amines, carbonates, and other alkaline metals. Decomposes to form hydrogen on contact with metals. Chlorine formed by electrolysis or oxidation. Hydrochloric-acid vapors emitted when heated. Special Precautions: Respiratory: Local exhaust should be used. Eyes and face: Chemical goggles and face shield. Skin: Rubber gloves. Slicker suits and rubber boots to protect against skin contact. Spill or Leak: Stay away from large spills. Use mechanical ventilation when possible. Personnel cleaning up spill should wear full protection gear and selfcontained breathing apparatus. Disposal: Flush or contain spoil in holding area.


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Neutralize with soda ash or lime. Dispose of in accordance with local, state, and federal regulations. Fire and Explosion: Material is not flammable. Reacts with most metals to form hydrogen, which is highly flammable. Use self-contained breathing and protective clothing in event of fire. PH INDICATOR

Spill or Leak: Flush to sewer. Disposal: Flush to sewer. Recycle container or dispose of in appropriate manner.

PHENOL RED INDICATOR


POTASSIUM IODIDE CRYSTALS

Reactivity: Can release irritating iodine vapors upon contact with chemicals such as acids. Special Precautions: Avoid breathing dust. Avoid contact with skin or eyes. Avoid contact with other chemicals. Spill or Leak: Flush to sewer. Disposal: Flush to sewer. Recycle container or dispose of in acceptable manner. Fire and Explosion: Under some conditions, material can release irritating iodine vapors.

SODA ASH

Special Precautions: Material not to be ingested for food or drug use. Avoid simultaneous exposure to lime dust. Soda ash and lime dust combine to form caustic soda, which may cause burns. Avoid eye or skin prolonged contact. Avoid breathing dust. When dissolving, add water cautiously. Material can become heated when stirred with solutions. Respiratory: Use approved respirator for product dust when required. Eyes and Face: Wear chemical goggles and hard hat, or other head covering. Skin: Wear long-sleeved shirt and long pants for routine use. Cotton gloves are sufficient for dry product. Wear impervious gloves when handling solutions.

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Storage: Store in cool dry area away from acids. Prolonged storage may cause product to cake from atmospheric moisture. Spill or Leak: Shovel dry chemical into a container with a cover. Flush residue with plenty of water. SODIUM BICARBONATE

Special Precautions: Normal chemical handling and storage. Normal exposure in accordance with good hygiene practice. Use local exhaust to keep respiration to a minimum. Special Protection: If needed, use approved respirator for dust, mist, and fumes. Eyes: Chemical safety goggles. Maintain eyewash station in work area. Clothes: Wear suitable clothes, gloves, and apron. Spill or Leak: Sweep up and recover or mix material with moist absorbent and shovel into container. Wash down spill area with water and flush to sewer serviced by wastewater treatment facility. Disposal: Discarded product is not classified as hazardous waste under RCRA, 40 CFR 261. Puncture or otherwise destroy container before disposal. Fire and Explosion: Material is decomposed by heat-giving sodium carbonate and carbon dioxide. Use self-contained breathing apparatus with full face plate and protective clothing in event of fire involving other materials.

SODIUM Special Precautions: Chemical is strong oxidizing HYPOCHLORITE agent. Mix only with water according to label directions. Do not mix or contaminate with ammonia, hydrocarbons, acids, alcohols, ethers, or isocyanurates. Do not contaminate food or drinking water by improper storage or handling methods. Special Protection: Respiratory: Use NIOSHcertified gas mask with canister for chlorine, if fumes persist. Eyes: Use chemical safety goggles. Skin: Use rubber gloves and rubber splash apron. Safety shower and eyewash should be located


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nearby. Wash contaminated clothing before reuse. Discard contaminated shoes. Storage: Store upright in vented, closed, clean, noncorrosive containers. Storage areas should be in a cool, dry location away from direct sunlight and not adjacent to other chemicals, such as chlorinated isocyanurates or muriatic acid. If closed containers become heated, containers should be vented to release decomposition products (mainly oxygen under normal decomposition). Disposal: Rinse empty container thoroughly with plenty of water and dispose of properly. SODIUM METABISULFITE

Special Precautions: Avoid contact with skin, eyes, clothing. Avoid breathing dust or mist. Use normal personal hygiene and housekeeping. Keep away from water, acids, or oxidizers. Use local exhaust in dusty or misty conditions. Special Protection: Respiratory: Use NIOSH-approved respirator for dust, mist, and/or sulfur dioxide gas as conditions indicate. Some exposures may require NIOSH-approved self-contained breathing apparatus or supplied air respirator. Eyes and Face: Chemical safety goggles and hard hat (or other head covering). Do not wear contact lenses when handling this material. Skin: Wear cotton gloves and full work clothing, including long-sleeved shirt and long pants for handling dry material; impervious gloves , clothing, and boots when handling solutions or in case of prolonged and repeated contact. Storage: Store in cool, dry, well-ventilated space away from acids and oxidizing agents. Keep dry to avoid tendency of product to cake. Spill or Leak: Always wear self-contained breathing apparatus and protective clothing. Promptly sweep up with minimum dusting and shovel into empty container and close. Cautiously spray residue with plenty of water. Provide ventilation to purge

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sulfur dioxide fumes, which will be generated as a result of water contact. Fire and Explosion: Wear self-contained breathing apparatus approved by NIOSH. SODIUM THIOSULFATE

Reactivity: Contact with acids releases irritating sulfur dioxide gas. Special Precautions: Material not to be ingested for food or drug use. Avoid contact with eyes, skin, and clothes. Avoid breathing dust or mist. Use with adequate ventilation. Use local exhaust if working in dusty or misty conditions. Use water spray to keep containers cool and to reduce fumes. Add water cautiously when stirring and mixing; solutions can become hot and spatter. Special Protection: Respiratory: NIOSH respirator in dusty or misty conditions. If sulfur dioxide is released, use respirator approved by NIOSH for this gas. Eyes and Face: Chemical safety goggles and hard hat (or other head covering) at all times. Ensure eyewash facility in area. Do not wear contact lenses when handling this material. Skin: Wear full work clothing including longsleeved shirt and long pants for routine use. Use impervious gloves and apron when working with solutions, and in case of repeated or prolonged contact. Storage: Store in cool dry area away from acids or oxidizers. Follow drum-handling instructions on label. Label containers with caution signs. Keep containers closed and protected from damage. Spill or Leak: Promptly shovel up dry material into a container and cover. Store as specified. Cautiously spray residue with plenty of water. Fire and Explosion: Wear NIOSH-approved selfcontained breathing apparatus. Use water spray to keep containers cool and to reduce fumes.

SULFURIC ACID 50%

Reactivity: Material is stable in container, but can react violently, or explosively, on contact with


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water, metals, and other chemicals, producing hazardous vapors. Can generate explosive hydrogen on contact with metals. Special Protection: Use chemical goggles or face shield, gloves, and protective clothing when handling. Spill or Leak: Neutralize area with soda ash. Flush with copious amounts of water. Disposal: Neutralize with soda ash and flush to sewer or absorb with inert material such as vermiculite or sand (not sawdust). Neutralize absorbent with soda ash. Fire and Explosion: Material will react violently with water. Will generate explosive hydrogen on contact with metals. SULFURIC ACID, N (Dilute in Organic Mineral Acid)

Reactivity: Material is stable in container. Can react with metals and other chemicals to produce toxic and explosive gases. Can produce irritant amounts of sulfur if heated to decomposition. Special Precautions: Hazardous ingredient is in very dilute form and is unlikely to be dangerous. Contact with skin and eyes should be avoided. Spill or Leak: Neutralize with soda ash and absorb with sawdust, vermiculite, or absorbent waste. Disposal: Flush to sewer after neutralization or dispose of absorbent properly. Fire and Explosion: May react with metals to produce flammable hydrogen gas.

SULFURIC ACID, 12N (Solution of Inorganic Acid)

Reactivity: Material is stable in container. Can react with metals and other chemicals to produce toxic and explosive gases. Can produce irritant oxides of sulfur if heated to decomposition. Special Precautions: Hazardous ingredient is in very dilute form and is unlikely to be dangerous. Contact with skin and eyes should be avoided. Spill or Leak: Neutralize with soda ash and absorb with sawdust, vermiculite, or absorbent waste. Disposal: Flush to sewer after neutralization or dispose of absorbent properly.

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Fire and Explosion: May react with metals to produce flammable hydrogen gas. THIOSULFATE N/10 (Water Solution)

Reactivity: Material is stable as received. Can evolve into toxic hydrogen sulfide and oxides of sulfur if evaporated to dryness and decomposition. Special Precautions: Avoid unnecessary skin contact and guard against evaporation to dryness. Spill or Leak: Flush to sewer. Disposal: Flush to sewer. Recycle container or dispose of in appropriate manner.

TOTAL ALKALINITY INDICATOR


TOTAL HARDNESS REAGENT

Reactivity: Material is stable under ordinary conditions. Vapors are flammable and when burned to decomposition, oxides of nitrogen can be generated. Contact with other chemicals, especially oxidizers, is to be avoided. Special Precautions: Avoid temperature extremes and contact with other chemicals. Use in well-ventilated area. Spill or Leak: Absorb with sawdust, vermiculite, sand, or other suitable absorbent. Disposal: Incineration or burial if permitted. Fire and Explosion: Toxic fumes can be generated in event of fire. Moderate explosion hazard.

Personal Protective Equipment (PPE)

In accordance with the Code of Federal Regulations, CFR 1910.132, personal protective equipment includes any protective equipment for head, eyes, face, and extremities; protective clothing; and respiratory equipment and must be maintained in sanitary and reliable condition.

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Action YES

NO

1. 2. 3. 4. 5.

Has a hazard assessment been conducted by the owner? Has the hazard assessment been certified in writing? Is PPE appropriate for the level of anticipated risk? Are defective PPE returned for repair or disposed? Have employees been trained on PPE? ❒ How to use? Wear properly. ❒ When to use? ❒ How to care for PPE? 6. Are employees required to certify or prove competency of using PPE?

Hazard Communication

The elements of a written communication program include the following: ❒ ❒ ❒ ❒

❒

❒ ❒ ❒

❒

Purpose Hazard evaluation Chemical inventory (current by location) Material safety data sheets —Chemical identity —Hazardous ingredients —Physical and chemical characteristics —Reactivity data —Health hazards —Control measures —Precautions for handling Training —Identification of trainer —Lesson plan —Elements of topic to be trained Nonroutine hazards General information Labeling (manufacturer and in-plan) —Chemical identity —Hazard warning Contractor employees

CHAPTER

10

Indoor Air Quality

Indoor air quality is a topic that has been taking on more significance as new materials and technology are developed and used. It is now a major topic for facility managers. Much of the information presented in this chapter was extracted from field studies conducted by Healthy Builders International, Inc. (HBI), Fairfax, Virginia.

Pollutants Pollutants are found in today’s buildings. Building interior finishes, common office supplies and equipment, furnishings, wet or damp carpeting, detergents, pesticides, paints and lacquers, cleaning products, perfumes, auto emissions, even humans themselves contribute to a mix of gases, fibers, dust, Much of the information used in this chapter is taken from Bernard Lewis, The Facility Manager’s Operations and Maintenance Handbook (New York: McGraw-Hill, 1999).

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compounds, and microbial contamination in a building. Exposure to these contaminants can take place in numerous ways, but the method that receives the most examination is inhalation. If air contaminant sources are not controlled, IAQ problems can arise, and facility managers will notice that occupants start to suffer from various physical symptoms. They mirror what are thought of as classic cold, flu, and allergy symptoms: headaches, fatigue, weakness, shortness of breath, eye, nose, and throat irritation, coughing, nausea, skin rashes, and sinus congestion. Often symptoms worsen in the afternoon after prolonged exposure and then mysteriously disappear upon exiting the facility. The bottom line is that indoor air quality can become an emergency if building systems, operation and maintenance, and construction or renovation are operated and performed haphazardly without considering the impact on the building’s occupants.

Minimize Pollutants Three common denominators facilitate the buildup of indoor pollutants to a critical level: ventilation, filtration, and cleanliness of mechanical systems. 1. Ventilation. Proper ventilation using outside air is one way to foster a healthy indoor environment. When facility managers intentionally limit the amount of outside air entering their buildings in an effort to save energy, they miss a valuable opportunity to dilute pollutants to negligible levels. These pollutants are now free to amass if other conditions are present. To preclude potential IAQ problems, a ventilation assessment should be conducted. 2. Filtration. Installing inefficient filters to save money is also an unwise action. In the past, filters were selected based on cost and their ability to remove large particles in the air, as these were the ones that could cause the most damage to mechanical equipment downstream. Today, human health concerns have risen to the forefront. This means that facility managers should focus on the quality of filters being used and their ability to remove the smaller respirable particulates, which are able to be inhaled into an individual’s lungs. Efficient filters are worth the money. In addition to the quality of the filter, care should always be taken to ensure that they are well fitted within the air-handling unit. Air gaps cause higher air velocities, which can hinder heat-transfer efficiency within coils and increase the amount of condensation.

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3. Cleanliness of Mechanical Systems. Because the mechanical systems in modern sealed buildings are often the only source of air to occupied spaces, their cleanliness is paramount. Far too often dirt, grime, rust, and refuse are left in air-handling systems in a position of direct contact with the passing supply of air. Furthermore, there is often water present in airhandling systems from humidification or condensation. This key ingredient, if allowed to stagnate, along with dirt, darkness, and even temperatures combine to produce an ideal environment for microbial growth can be released in the air and wreak havoc with a building’s occupants.

Preventive Actions Facility managers should take the following preventive actions so that the building’s occupants do not experience discomfort or health problems: ❒ Change the approach to the problem from one that is reactive to one that is proactive. This includes reviewing and amending current practices and revising procedures. ❒ Direct the building’s maintenance staff to take corrective actions on potential hot spots before they become disputes. ❒ Compile a database and monitor activities on the state of the indoor environment. This will serve as protection against future litigation and accusations. ❒ Use the proactive indoor environmental investigations as a communication tool to gain respect, boost morale, and ultimately make the organization more successful. ❒ Educate maintenance staff and contractors on internal air quality (IAQ), policies, and procedures that have been established and their responsibilities. ❒ Identify aspects of planned projects (renovations, redecorating, etc.) that could impact IAQ.

IAQ Facility Inspection In order to have a proactive IAQ program, the facility manager must institute a good inspection program.

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Objective The objective is to inspect and analyze building systems, building construction, building operation, test data, and samples to produce an objective, confidential, and comprehensive report. This information will aid management in identifying and developing corrective action for existing problems. It will also spur suggestions regarding ways to prevent indoor air quality problems from manifesting themselves.

Facility Inspection Method Facility inspection consists of a thorough review of each building’s mechanical systems where they relate to indoor air quality. These inspections should be integrated with measurements taken from selected indoor contaminants and compared with established standards. These measurements will help to verify the performance of the building systems in providing good IAQ. The initial inspection should be followed by routine semiannual reinspections to establish a proactive monitoring program designed to determine trends, to identify future potential problems before they become complaints, and to document and communicate the building maintenance effort. The following protocol should be used at the initial inspection. Identified areas of concern should be followed separately: 1. Analyze building data. The building’s technical data should be reviewed and extracted from air-handling system mechanical drawings, building specification documents, test and balance reports, maintenance data, and interviews with building engineers. The collected data should be analyzed and used where appropriate to interpret and evaluate the operation of the building and the mechanical systems as they relate to indoor air quality. The American Society of Heating, Refrigerating, and Air Conditioning Engineers (ASHRAE) Standard 62-1989 provides the standards for acceptable indoor air quality ventilation. When available, the collected data should include: ❒ Building configuration, size, and use ❒ Renovation details ❒ Air-handling unit type, design, and operation ❒ Special use areas such as smoking lounges, copying equipment, and kitchens

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❒ Building exhaust and return fan operation and fan-tracking system ❒ Heating and cooling systems’ type and operation ❒ Filtration type and maintenance program ❒ Economizer system type, operational parameters, and other energy management device details ❒ Air-supply system operation and controls, including variable air volume (VAV), zoning, regulation, and sequencing ❒ Humidification type and control details, if present 2. Inspect HVAC. The following listed HVAC inspections are recommended: A. A visual inspection should be made of the internal chambers of the main air-handling units, including coils, condensate drainage, fan chambers, humidifiers, controlling hardware. ❒ Duct joints should be caulked and taped. ❒ Access doors should have gaskets in good condition. ❒ Condensate drains should have a trap that is two inches greater than the total system static between the inlet and outlet elevation. B. An assessment should be made of the type, installation, and condition of filters present in the main and any supplemental air-handling system with regard to their impact on indoor air quality. The following list shows typical changeout times: Filter Type

Typical Changeout Time

Flat panel 2-inch pleated 4-inch pleated 6–12-inch cartridge 21–36-inch bag HEPA

30–60 days 3–6 months 10–14 months 12–18 months (with pre-filter) 12–24 months (with pre-filter) 1–5 years (with pre-filter)

C. Using a borescope, fiber-optic examination should be made of the representative sections of the main and secondary ducts leaving each air-handling unit. When necessary, access can be gained to these ducts by inserting access points into the ductwork. D. Microbial surface samples should be taken from voids and related surfaces of the air handling equipment and ductwork; especially, in areas

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where water leaks are evident. Samples should be taken inside ductwork at representative locations in main and secondary air supply systems. E. Static air pressure measurements should be taken inside ductwork at representative locations in main and secondary air supply systems. 3. Conduct air quality tests. The following samples for laboratory analysis should be collected and analyzed as part of the facility inspection: ❒ Airborne microbial samples should be taken in selected areas followed by analysis, identification, and counting of bacterial and fungal species present. ❒ Formaldehyde readings should be taken in selected areas using impingement sampling and analytical techniques. 4. Conduct instrument tests. The following instrument tests should be performed at representative test locations throughout the building. Each test location should be recorded along with the methodology used for analysis, and the defined standards that will be used to compare results. ❒ Measurement of airborne particles (respirable suspended particulate) using electronic aerosol mass monitors. ❒ Measurement of carbon dioxide levels using nondispersion infrared absorption techniques. Levels are compared against carbon dioxide levels in outdoor air and used as an indication of ventilation rates. ❒ Measurement of carbon monoxide levels using electrochemical sensors. ❒ Tests for miscellaneous gases in selected areas, including screening for low and high molecular-weight hydrocarbons using a precision pump with direct-reading calibrated detector tubes. ❒ Record temperature and relative humidity levels using an electronic thermohygrometer. ❒ Measure airflow direction and/or air pressure differentials between building shell and the outside, as well as between key locations within the building. This data is used to identify existing and potential pollutant pathways. 5. Conduct water quality testing (associated with HVAC systems). ❒ Microbial analysis of selected water sources such as cooling towers, condensate pans, and humidifier reservoirs in or on the building should

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be conducted to evaluate likely sources of waterborne contamination of the building. ❒ Legionella bacteria identification and counting should be conducted in the cooling tower water or any other potential source for this organism. A risk evaluation for exposure to Legionella from the source should also be conducted. ❒ A total microbe count should be made on the selected water source. 6. Analyze and sample drinking water. A sample should be taken from each main water supply in the building. These samples should then be analyzed for a wide range of contaminants, including microbiologicals, metals, other inorganic chemicals and physical factors, and organic chemicals. Additionally, in agricultural areas, check for pesticides, herbicides, and PCBs. The concentration of these pollutants should then be compared with the relevant EPA maximum contaminant level for drinking water for ninetyone parameters. A sample should be gathered from one representative drinking water source in the building on each floor, and then analyzed for lead content using atomic absorption spectrometry. The results of the analysis should then be compared with current EPA standards for drinking water in commercial buildings. 7. Prepare facility inspection reports. A comprehensive written report should be prepared following each proactive facility inspection. The report will serve as professional documentation of effective ongoing management and maintenance efforts to create a healthy indoor work environment for building occupants. The following information should be contained in the facility inspection report: ❒ A description of the air-supply, air-exhaust, and air-conditioning system highlighting aspects that relate to air quality. ❒ The tests conducted, including a description of the test procedures and the instruments used. ❒ The test results. ❒ A discussion and comparison of test results as they relate to pertinent environmental standards and to suggested standards for the most sensitive members of the general population. ❒ Photographs, when, available, to help explain any unusual conditions or areas requiring attention.

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❒ Practical, feasible recommendations for any corrective actions needed to provide improvements to the indoor environment. ❒ A one-page executive summary for each report should also be prepared as a handout to the building’s occupants who inquire about the building’s air quality. 8. Ways to minimize IAQ problems. Sources of indoor air pollution are numerous, but most are controllable. Facility managers can initiate many preventive measures to prevent future IAQ problems. These measures, often simple and involving common sense, fall under the categories of operations, maintenance, custodial services, source management, space layout, and policy. Operations

❒ Always operate buildings with a sufficient supply of outside air. The amount of outside air used should follow ASHRAE Standard 62-1989. By introducing a sufficient volume of outside air, two benefits will accrue: First, indoor contaminant concentrations will be sufficiently diluted so as not to irritate the building’s occupants. Second, by mechanically introducing more outside air into the building than is exhausted, the facility manager can ensure that the building is maintained at a positive pressure with respect to the outside. This, in turn, will prevent a natural inflow of unfiltered, unconditioned air through the building shell; especially, at ground level where pollutants are plentiful. Some building mechanical systems can no longer deliver sufficient outside air because of factors such as building design layout or occupant characteristics. Facility managers of these buildings should consider retrofitting these systems with new auxiliary equipment that can boost ventilation. Examples of these systems include heat pipes, desiccant units, or heat exchange unit ventilators. ❒ If the building utilizes a variable air volume (VAV) system, ensure that the VAV boxes are never able to fully close. This will ensure that a minimum of outside air is always introduced into the occupied spaces regardless of the occupant density. This can be accomplished through creative control sequences or the retrofitting of minimum set points into the VAV boxes. ❒ Try to maintain a lower temperature within the occupied spaces. This will automatically increase the relative humidity and lessen occupants’ sensitivity to irritation of the mucous membranes by dry air (especially

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in the winter.) In addition, studies have shown that people perceive cooler air to be ‘‘cleaner’’ and ‘‘fresher.’’ ❒ Care should be taken that supply air diffusers are never covered. Often in an effort to stop conditioned air from blowing directly on them, building occupants cover supply air diffusers. Although these actions are well intended, the result is that the occupied spaces are denied the proper amount of outside air originally designed for the level of occupancy. Consequently, indoor pollutants build up and complaints ensue. Additionally, covering supply air diffusers can be detrimental to proper air balance in the occupied spaces. Some areas receive too much air, while others receive too little. Also, improper air pressure relationships between the building and the outdoors, as well as between key areas in the building, can develop. Pollutant transfer is then facilitated. If occupants are complaining of drafts, several remedial actions exist; occupant locations can be changed, diffuser locations can be moved, or a different diffuser design can be utilized. Some of these options may require that the air system be rebalanced. ❒ The ceiling voids, the area between the upper floor slab and suspended ceiling, should be kept clean and free of obstructions. In most commercial buildings, the ceiling voids on each floor serve as the primary return air pathway back to the building’s air-handling system. Return air from the occupied spaces travels up through grills, or slots, in the drop ceiling and enters the ceiling void. The force creating this movement is usually back pressure from the air-handling system’s supply fans or dedicated exhaust fans located elsewhere in the building. This return air then travels back to the air-handling unit where some is exhausted from the building, and the majority mixes with new outside air to repeat the conditioning processes and return to the occupied spaces through ductwork as new, clean supply air. Maintenance

❒ A formal, written preventive maintenance plan should be prepared by the facility manager for the building and its HVAC systems and equipment. Thereafter, a system of checks and balances must be instituted to ensure that preventive maintenance tasks and procedures are executed on a timely basis. Many good preventive maintenance plans fail because well-designed schedules are simply filed away and no action taken. Also, a chain of responsibility should be designated within this plan to establish who makes decisions regarding appropriate remedial action if,

INDOOR AIR QUALITY

❒

❒

❒

❒

❒

161

during performance of a maintenance task, a problem is uncovered that needs resolution. On a daily basis, confirm that all garage, kitchen, printing, graphic, etc., area fans are turned on and functioning properly. Verify that the building and areas within it are properly air pressured by using quick smoke test tubes. Where necessary, validate that thermostats are properly set and in the fan-on mode. Use the smoke tube in several random locations on each floor of the building to ensure that air is flowing from supply air diffusers. On a weekly basis, inspect floor drains and add water where necessary. Floor drain traps have a tendency to dry out. This causes sewer gas fumes to enter the space. Either check all outside air dampers or randomly inspect as many as possible to make sure they are operating properly. Use a smoke tube to ensure air is entering, not exiting, outside air dampers. Inspect all plenum rooms for storage of hazardous or potentially irritating chemicals such as paints, herbicides, or cleaning agents. Perform a complete building walk-through to look for any signs of water leaks or other items that might cause IAQ problems. On a monthly basis, inspect all air-handling units for cleanliness and confirm that all internal components are in good repair. Also, within air-handling units, inspect filter condition and fix as required. Confirm that condensate pans are draining properly and that chemical packets have not expired. Inspect all induction fan VAV box filters for proper working condition and fix as required. On a semiannual basis, perform a comprehensive inspection and review of all HVAC system controls. Be sure that the operation of all related mechanical devices is physically confirmed. Randomly measure the maximum and minimum air volumes of as many supply air diffusers as possible to confirm that the systems are still properly balanced. Randomly check the air volumes of exhaust fans to confirm proper air volumes.

Custodial Service

Good custodial service ensures that recreational and work space is cleaned on a daily basis and kept free from dust and other microorganisms. Carpet, which is a prime source of microbial organisms, should be shampooed on a continuous basis. To minimize IAQ problems related to custodial cleaning, the following actions are recommended:

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❒ Store all cleaning products in a well-ventilated space so that volatile organic compounds (VOCs) do not migrate into the HVAC system. ❒ Perform cleaning functions that normally generate pollutant activity (buffing, vacuuming, sweeping, etc.) during the time the building is least occupied. ❒ Use portable HEPA vacuums to reduce the amount of dust particles released into the local air stream of the HVAC system. ❒ Select cleaning products that are air-quality sensitive and do not contain VOCs, fragrances, or deodorizers. ❒ Evaluate cleaning equipment. Use only equipment that is electrically powered and not powered by combustion engines, which generate emission pollutants. Source Management

The sources of pollutants should be examined and a management strategy developed. New materials installed as part of a renovation and some types of office equipment will off-gas chemicals and particulates. Dust from the construction of newly renovated spaces; fumes from paint, adhesives and solvents; and dirt disturbed as a result of demolition work can become airborne and find their way into the HVAC system for eventual distribution throughout the space. The pollutant management strategy should include: ❒ Examining the feasibility of installing a separate dedicated exhaust system. ❒ Isolating the space to be renovated and possibly installing a containment envelope. ❒ Providing filtration system or introducing negative air pressure into the space. ❒ Reviewing HVAC building plans to determine airflow pathways and spaces to be impacted. ❒ Performing work when the facility is unoccupied. ❒ Conducting a due diligence of materials to be used and installed and of the mechanical system operation and efficiency. Space Layout

The way space is organized and used can impact indoor air quality. Improperly placed partitions and office furniture can have a negative effect on air distribution and ventilation.

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Ventilation requirements should comply with ASHRAE 62-1989 standards. Before any modification to space is made, the original design assumptions for the utilization of the space must be considered. ASHRAE ventilation recommendations are shown as follows: Air Quality Ventilation Recommendations

Space Educational Facilities: Classrooms Libraries Auditoriums Food Service: Dining rooms/cafeteria Kitchens Work Areas: Offices Reception areas Conference rooms Public Space: Corridors Elevators Smoking lounges Amusement/Sport Areas: Spectator areas Game rooms Playing floors Ballrooms Theaters: Auditoriums Laboratories: Locker Rooms/Shower Rooms: Mechanical Rooms: Restrooms: Source: ASHRAE Standard 62-1989, Ventilation for Acceptable Air Quality

CFM/Person 15 15 15 20 15 20 15 20 15 60 60 15 25 20 25 15 5 5 5 20

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Policy

❒ Even when a facility manager believes that there is no credibility to an IAQ complaint, the complaint must be taken seriously. To do otherwise is to invite more trouble. In most cases, there is a real, but temporary, technical incident that triggers an IAQ complaint, such as an office renovation. However, what all too often occurs is that even after the incident concludes or is rectified, if the original complaint was not handled professionally, it takes a life of its own and snowballs throughout the organization. ❒ Appoint an IAQ manager. Whether it is the facility manager or a designated representative, it is good policy to have one focal point to field and screen IAQ complaints to see that they are kept confidential and handled in an appropriate manner. ❒ Facility managers who are proactive about IAQ should publicize the fact. Utilize in-house newsletters, memorandums, e-mail, working lunches, and other forum to let occupants know that management is providing them with as healthy an indoor work environment as possible. Many IAQ complaints are partly rooted in the fear of the unknown. By giving people proactive IAQ information on a regular basis that results from a solid proactive IAQ monitoring program, the facility manager significantly reduces the chance that this topic will develop into a problem in the future. ❒ It is imperative that occupants understand that they play a pivotal role in achieving a healthy indoor environment. Occupant activities that negatively impact IAQ such as covering air diffusers, ill-planned renovations, removal of ceiling tiles, and poorly maintained office plants need to be identified. Good communications between the facility manager and all building occupants goes a long way toward avoiding IAQ problems. The success of a facility manager’s communication with building occupants can influence whether an indoor air quality complaint is put to rest or is turned into a crisis. Improper communication can give the impression of an uncaring manager and staff. This only fuels occupant anxiety and intensifies the IAQ issue. The best form of communication is in writing. The response should include a summary of the complaint, actions taken to monitor and diagnose, and publication of results and recommendations. Figures 10-1 to 10-5 contain forms and checklists that can be used for tracking IAQ issues.

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Figure 10-1. IAQ Management Checklist Building:

Date:

Address: Location within Building: Completed by: Telephone Number: Summary of Incident:

IAQ Checklist Item

Location

Yes

No

Remarks

1. Are indoor pollutant symptoms evident in the building? 2. Have checks been made for inadequate ventilation, poor filtration, and unacceptable mechanical system hygiene? 3. Have proactive indoor environmental studies been made? Have the results been acted upon, if corrections are required? 4. Has an HVAC inspection been made? Have the results been acted upon, if corrections are required? 5. Have tests been conducted of air quality, instruments, and water quality? Have corrections been made as required? 6. Are buildings operated with adequate air volume based on test results? 7. Has a formal, written preventive maintenance plan been prepared? Has it been distributed? Is it implemented? 8. Is adequate custodial service provided in the building? 9. Is the space layout designed to enhance and improve air quality? 10. Has an IAQ manager been appointed to direct, coordinate, and ensure implementation of the program? 11. Are temperature and humidity within acceptable ranges? Higher temperatures and humidity can create a breeding ground for mildew and mold. (continues)

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Figure 10-1. (Continued) Item 12. Is supply and exhaust air flowing as designed? 13. Are areas experiencing objectionable odors? 14. Any signs of unresolved or ongoing water damage? 15. Any signs of mold or mildew growth? 16. Have building occupants reported possible IAQ problems? 17. Have all drains been checked for traps? Are traps filled with liquid to prevent odor escape?

Location

Yes

No

Remarks

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Figure 10-2. IAQ HVAC Management Checklist Building:

Date:

Address: Location within Building: Completed by: Telephone Number: Summary of Incident:

HVAC Checklist Item 1. Has a visual inspection been made of the internal chambers of the main air-handling units? Including: Coils? Condensate drainage? Fan chambers? Humidifiers? Controlling hardware? 2. Has an assessment been made of the type, installation, and condition of filters in the main and any supplementary air-handling system with regard to their impact on indoor air quality? 3. Has a fiber-optic examination been made, with a borescope, of the representative sections of the main and secondary ducts leaving each building unit? 4. Have microbial surface samples been taken from voids and related surfaces of the air-handling equipment and ductwork; especially, in areas where water leaks are evident? 5. Have static air pressure measurements been taken inside ductwork at representative locations in main and secondary air supply systems? 6. Are supply and exhaust vents free from blockage or obstruction?

Location

Yes

No

Remarks

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Figure 10-3. Indoor Air Quality Incident Form Please complete this form if you experience a problem with indoor air quality. Submit the form to your facility manager. Occupant Name: Telephone Number: Building: Location within Building: Date of Incident: Symptoms/Description of Problem:

Facility Representative making contact: Telephone Number: Address:

Date:

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Figure 10-4. IAQ Complaint Log Building: Address: Inclusive dates of incidents: From

To

Person(s) making complaint:

Location of incident/complaint within building:

Number of occurrences: Was occupant interview completed? Was pollutant pathway determined? Outcome/comments:

Date:

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Figure 10-5. IAQ Interview Log Building: Address: Person(s) making complaint: Telephone number: Interview completed by:

Date:

Symptoms:

How often have you experienced the above symptoms? When did you first experience the symptom?

Have you noticed the symptoms at specific times of the day or with environmental changes?

Have others, working in the building, experienced the same symptoms? If yes, who are they? Do you have any type of health condition that could cause this problem?

Are you susceptible to environmental conditions/problems?

CHAPTER

11

Labor Strike Plan

Facility departments range in size depending on the organization being supported and whether most of the work is outsourced or done in-house. Some facility departments are unionized, and some have multiple unions to work with. As time gets closer to the end of a union contract, there is always a pall over what the negotiations will bring. The threat of a labor strike can cripple an organization, especially, if that organization is profit driven. Even nonprofit organizations can be impacted, but perhaps not to the same degree. In the facility manager’s case, if there is a possibility of a labor strike, there must be a backup plan to continue supporting the mission. Trying to develop a plan immediately prior to a strike can be difficult because of the vast amount of coordination that must occur. The strike plan should include services that would continue to be provided, services that would be suspended during the strike, services that would be outsourced, and organization and staffing (those needed to provide vital

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services and those who could take on job responsibilities of striking employees).

Early Planning At the first indication that a labor strike could occur, facility managers should dust off their strike plan document and read it. This is not a time for panic, but one of reflection and raising questions within the supported organization; essentially, beginning early discussions on how to handle the situation should it materialize. Questions to Ask Before a Strike Occurs:

❒ Does the organization intend to conduct business as usual? ❒ Will all employees strike? ❒ What is the status of employees on Workers Compensation or disability? ❒ Will nonstriking employees be allowed to work? ❒ How will deliveries and shipments be made? ❒ How will media relations be handled? ❒ How will public, student, patient, and visitor inquiries be handled? ❒ What rights do nonunion employees have during a strike? ❒ Can temporary workers be hired? ❒ What rights do striking workers have? ❒ Where will questions relating to the strike be referred? ❒ What is the chain of command during the strike? What Is the Potential Threat?

❒ ❒ ❒ ❒ ❒ ❒ ❒

Buildings (especially entrances) Computer facilities Mechanical rooms Auxiliary chillers and equipment located outside buildings Vehicles Telecommunication closets Labs—fume hoods, chemicals, emergency showers, etc.

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❒ ❒ ❒ ❒ ❒ ❒

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Fire alarms Door security systems Building energy management systems Elevators Gas and diesel supplies and pumps Emergency generators

Where to Obtain Additional Labor?

1. Skilled labor ❒ Engineering companies ❒ Temporary-staffing agencies ❒ Lock-and-key service companies ❒ Security access system companies ❒ Elevator maintenance companies ❒ Elevator inspection companies ❒ Drivers: especially, commercial drivers (CDL), temp agencies 2. Unskilled labor ❒ Landscaping and grounds companies ❒ Custodial services companies ❒ Temp agencies How Will Security Be Handled?

❒ Will a security force need to be hired? ❒ Will the security force patrol the interior as well as exterior of the building? ❒ Will each building (assuming multiple buildings) have an employee designated to be responsible for internal security? ❒ What areas will need to be rekeyed immediately at the announcement of a strike? Indirect Support Issues

1. Contracts ❒ Is there a set of contract documents for each service required?

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2.

3.

4.

5.

6.


❒ Have vendors and contractors been identified? Here you must be careful, because early notification could be discovered by the union and impact whether there will be a strike or not Deliveries of supplies and materials ❒ Have space requirements been determined for receipt and shipping? ❒ Are temporary storage containers or trailers being considered? ❒ Is a satellite storage and receiving location being considered? Safety ❒ What is the availability of hazardous material response and chemical disposal? ❒ Is communication and coordination with fire department ongoing? Transportation ❒ Are shuttle buses needed? ❒ Has traffic congestion near entrances and gates been addressed? ❒ Has there been coordination with the local police department to ensure traffic flow? Automation ❒ If a strike is called, plan for a massive password change. ❒ Is there a security plan for the Local Area Network (LAN)? ❒ Plan to increase frequency of backup operations. Internal Communications ❒ Develop information briefings for remaining workforce in the event a strike occurs ❒ Develop staff work schedules and notification procedures.

Things to Think About

❒ Is additional communications equipment needed? ❒ Should contractors/vendors be provided with a means of communicating with the facilities department? ❒ How will additional labor or contractors enter the facility? ❒ Will the facilities department go to a twenty-four-hour operation?

The Strike Plan When the previously raised questions are answered and early planning is completed, the actual strike plan must be developed. The following categories should be considered and included in the plan:

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Summary of the Current Situation

1. Assumptions ❒ Necessary staffing can be obtained in various ways —Use existing nonunion employees with technical skills —Use union personnel reporting to work in their regular positions —Draft nonunion personnel from other parts of the organization —Hire temporary employees —Hire contractors for technical equipment operation and emergency repairs ❒ All in-house project work will cease and customers notified ❒ Overtime will be paid to nonexempt staff employees ❒ All employees working to support the organization will have access to facilities. ❒ Lodging and food may need to be provided to some employees. ❒ There will be an organization command post established. ❒ There will be a manager on each shift. 2. Considerations ❒ Not all union employees will participate in the strike. ❒ Customers/clients must be notified of the possibility of a strike and the potential impact on their operation. ❒ Nonunion employees must be alerted that there may be an impact on them, such as overtime, cancelled vacations, etc. Mission of the Facilities Department During the Strike

❒ Must be simple and concise. State what must be accomplished: ‘‘To continue to provide services during the strike in order for the organization to meet its customers/clients requirements.’’ The Facilities Operating Plan

1. Organization ❒ Strike contingency organization (see Figure 11-1) ❒ Ensure that a strike officer is appointed 2. Work schedules ❒ Plan to work twelve-hour shifts

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Figure 11-1. Strike Contingency Organization A bargaining unit labor strike can have major impacts on an organization. Various size organizations respond differently. The following is a recommended organization that can be implemented by almost any size company or institution. It can be expanded or contracted to suit the need and situation at hand. The recommendations here are just that . . . recommendations. In order to continue to meet the organization’s mission requirements and continue the flow of communications during a bargaining unit labor strike, a strike task force (STF) and strike policy committee (SPC) will be implemented. Strike Task Force (STF) The STF consists of representatives from facilities management (whose employees are striking), other departments within the organization that will be impacted by the strike, customer relations, community relations, and media relations. This task force will meet daily during the labor strike to discuss operational issues, organizational concerns (staffing, production, etc), and picketing problems. It will funnel information and recommendations to the organization’s senior leadership and strike policy committee. Strike Policy Committee (SPC) The SPC will meet, as necessary, to make policy decisions which are necessitated by the labor strike and discuss recruitment of temporary help and preparing pay checks for distribution. Members of the SPC include the senior department heads within the organization. Any decision made will be communicated with the STF.

3. Special procedures and requirements ❒ Manager’s do’s and don’ts (see Figure 11-2) ❒ Picketing guidelines (see Figure 11-3). ❒ Consider special safety and security measures —Fencing —Lighting —Alarm systems 4. Essential maintenance needs ❒ Custodial cleaning —Restrooms will be stocked. —All trash will be emptied. ❒ Facility infrastructure needs. ❒ Lockdown elevators that are not needed. ❒ Only emergency repairs will be made. ❒ Temporary repairs will be standard, unless time permits for a permanent repair. 5. Functional area support (contractors and vendors), including cost and status (see Part IV, Checklists and Forms)

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Figure 11-2. Strike Plan Manager Do’s and Don’ts Do’s ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Explain to employees the disadvantages of a strike (loss of income) Correct false or misleading statements made by the union Advise employees of their rights to not strike and remain free of coercion Provide assistance to employees not wanting to strike, but wanting to work Prevent striking employees from entering premises not open to the public Respond to questions as to why the strike is occurring Maintain normal operations by using nonunion and contracted employees Hire temporary replacements Don’ts

❒ ❒ ❒ ❒ ❒ ❒ ❒

Discharge an employee for participating in legal strike activities Attempt to discipline striking employees Intimidate striking employees by clandestinely monitoring meetings Voice false statements or accusations about negotiations Negotiate and make promises to individual union employees Discourage employees from joining the union Threaten employees with reprisals

Figure 11-3. Strike Plan General Guidelines for Picketing ❒ Picketing is legal. ❒ Violence is illegal. ❒ Picketers —must remain on sidewalks. —are prohibited from preventing or restricting employees from entering the facility or campus. —cannot block facility entrances to buildings, gates, drives and roadways. —cannot harass or threaten employees or visitors entering the facility.

6. Utilities ❒ In large facilities, consider reducing utility load. ❒ Utility system repairs are first priority. 7. Solid waste collection ❒ Consider reducing refuse collection, depending on the situation. 8. Administrative requirements if strike occurs ❒ Collect keys, organization property (radios, pagers, tools, equipment) and identification cards.

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❒ Deprogram all union employee ID cards. ❒ Implement training program for contractors/vendors coming in to support the organization mission. Cover the following (as a minimum): —Policies and procedures —Vehicle safety and security —Safety (hazardous material, confined space, etc.) —Orientation to the organization —Communications ❒ Selectively cancel staff vacations. ❒ Obtain a listing of events and attempt to support. ❒ Maintain a daily log and include strike-related calls and contacts (see Part IV, Checklists and Forms). ❒ Keep complete records on employees who report to work. ❒ Compensation policy (see Figure 11-4). 9. Construction and renovation projects will continue. Contractors will be notified of the strike and asked to: ❒ Notify union subcontractors of strike and request information from their local regarding their acknowledgement of the striking union. Figure 11-4. Strike Plan Compensation Policy During a labor strike, nonunion personnel within the organization will be asked to help fill the void created by striking workers. In some cases, contractors and vendors will be brought in, but much of the coordination and day-to-day effort will fall on remaining in-house employees. The following sample compensation policy can be adapted in certain situations: During a bargaining unit labor strike, nonexempt nonunion employees will be eligible for additional compensation (bonus payment) because of the additional contribution made to the organization during the strike. These extra payments will apply only to the efforts expended by workers that are in addition to their normal work responsibilities and work hours. The departmental manager will verify the work contribution, including its quantitative and qualitative aspects. Compensatory time off may be granted in lieu of ‘‘extra’’ pay, providing it is mutually agreed by the manager and individual worker. The extra pay recommendation will be forwarded to the appropriate director or vice president for review and approval. The director or vice president will then forward the request, along with concurrence/nonconcurrence to the human resources office. No promise of an amount should be made to an employee until the action has been properly and completely staffed and all approvals obtained. Funding for the so-called extra pay will be borne by individual departments. The chief financial officer will be contacted if additional funding is needed.

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❒ Develop alternative means of access to the building to avoid crossing picket lines and furnish this information to subcontractors. ❒ If employees are unwilling to cross picket lines or work on-site, request the subcontractor replace those individuals with employees who are willing to work. Remind subcontractor of contractual obligation to staff job and provide necessary employees. Communications Operations

1. Establish a chain of command. 2. Establish a means of communication. ❒ There will be a meeting held at the beginning of every shift for sharing information and highlighting problem areas (see Figure 115). ❒ Limit use of radio traffic since radio may be monitored (or change frequency). 3. Liaise with outside agencies. 4. Notify remaining employees of current status; consider town hall meetings. 5. Develop a public relations and external communications plan. 6. Distribute letters to all remaining employees concerning the strike and the organization’s policy (See Figure 11-6). Figure 11-5. Labor Strike Daily Meeting Agenda ❒ Human Resources: —Update on labor strike —Status of workforce ❒ Facilities Management: —Update on equipment status —Potential problems —Status of work orders and pending critical work —Expected deliveries —Special events ❒ Security: —Previous Incidents —Potential security issues ❒ Community and Media Relations: —Update on potential issues This is a sample agenda. The meeting should be short in duration and hit the high points. Follow-on meetings on specific issues can be scheduled.

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Figure 11-6. Strike Plan Sample Policy The (organization’s name) will remain open and operating during a work stoppage or labor strike to meet its mission requirements. All (organization’s name) employees have the right to continue to work if a labor strike occurs. The legal rights of all employees who wish to work will be protected. Our number one concern is to protect working employees and their personal property from unsafe conditions while on the job. Federal and state labor laws provide union employees with the right to engage in a labor strike, under certain conditions, without being disciplined or discharged. This right will be respected by (organization’s name). Union employees opting to strike and also those employees opting to not cross picket lines will be considered absent from work and will not be paid for time not worked. (organization’s name) does have the legal right to hire temporary employees to replace striking and absentee workers and will invoke that right if necessary.

Logistics Support

1. 2. 3. 4.

Special equipment Sleeping accommodations for twenty-four-hour operation Food and dining services Deliveries and shipment ❒ Check with vendors and suppliers to determine whether they will deliver across picket lines. ❒ Determine whether local courier services collect materials by crossing picket lines. 5. Secure all equipment and vehicles not being used ❒ Install locking fuel caps on vehicles and emergency generators. 6. Transportation support ❒ Buses? ❒ Commercial bus service. ❒ Look into contracting additional parking away from the organization and establishing a shuttle bus. 7. Mail service Security Operations

❒ Have maps of the facility or campus on hand. ❒ Review and mark routes of ingress. These locations should be kept under surveillance.

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❒ Determine approved locations of picket lines. ❒ Determine key access points. ❒ Surveillance operations and camera coverage should be made available to cover various locations within the facility or campus. ❒ Chain and lock key valves, including standpipes (coordinate this with the fire department). ❒ Shred all sensitive papers. ❒ Emphasize parking lot vehicle security. ❒ Consider escorts for after normal work hours. ❒ Purchase lock core plugs and master keys. —Designate individuals (possibly lock services contract) to plug cores. —Mark locations of plugged lock cores on building plans. ❒ Lock out all mechanical rooms, telecom closets, and electrical closets using core plugs. ❒ All word processing disks must be locked up when not in use. Any disk with critical or confidential information must be copied to a backup disk. ❒ All windows must be kept locked. ❒ Managers are responsible for checking office security as they leave. ❒ All confidential and sensitive data is to be locked in cabinets prior to departure or closing the office. ❒ Any missing items, paperwork, or material must be reported to the immediate supervisor or manager immediately. ❒ Park in well-lit, highly visible areas.

Poststrike Recovery All information—such as daily journals, photographs, videos, or news media coverage—should be collected following the strike. This information should be secured since it might be required if there are insurance and other claims filed and as factual documentation should an unfair labor practice be filed. An after action review should be conducted as soon as practicable. All managers should attend and the entire episode reviewed with the intent of making corrections to the plan in the future. In addition, best practices should be identified.

CHAPTER

12

Lockout/Tagout

Lockout/tagout is more than an OSHA requirement, it is a matter of life and death. Individual safety requires adherence to sound lockout and tagout procedures that are developed and performed by knowledgeable and welltrained employees. All maintenance and operations personnel must understand and comply with the lockout/tagout procedures in effect at their facility. Lockout/tagout is discussed in OSHA Standard 1926.29(d). The purpose of lockout/tagout procedures is to reduce the likelihood of employee injuries and fatalities during servicing or maintenance operations. Therefore, when the workplace is inspected, an evaluation should be made of the potential for employee exposure to the unexpected release of hazardous energy during servicing or maintenance operations. When a hazard is noted, the various requirements of the OSHA standard should be applied in a manner that results in the abatement of the hazardous circumstances.

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Compliance with OSHA Standards The following guidelines provide a framework for assisting in noting deviations from standards during compliance inspections: 1. Determine whether a hazard analysis was made as a basis for the program’s development. This will aid in determining the program’s adequacy. 2. Check the documentation guidelines, including procedures for the control of hazardous energy such as shutdown, equipment isolation, lockout/tagout identification, release of stored energy, verification of isolation, certifications of periodic inspections, and certifications of training. The documented procedures must include and identify the specific types of energy to be controlled, and in instances where a common procedure is to be used, the specific equipment covered by the procedure must be identified at least by type and location. 3. Evaluate the training program’s adequacy for authorized, affected, and other employees. ❒ Verify that the authorized employee training program includes: —Recognition of hazardous energy —Type and magnitude of the energy found in the workplace. —The means and methods of isolating and/or controlling energy —The means of verification of effective energy control, and the purpose of the procedure to be used ❒ Verify that the affected employee has been instructed in the purpose and use of the energy control procedure. ❒ Verify that all other employees who may be affected by the energy control procedures are instructed about the procedure and the prohibition relating to attempts to restart, or reenergize, machines and equipment.

Deficiencies Corrections If deficiencies are noted during standard compliance inspections, the following corrective measures should be taken:

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1. Ensure that the person performing the periodic inspection is an authorized employee other than the one(s) performing the inspected procedure. 2. Evaluate the procedures for correction and assessment of deficiencies identified during period inspections. 3. Identify the procedures for release from lockout/tagout, including: ❒ Removal of safeguards, machine or equipment inspection, and removal of nonessential tools and equipment ❒ Safe positioning of employees ❒ Removal of lockout/tagout devices ❒ Notification of affected employees that servicing and maintenance is completed 4. Ensure that when group lockout/tagout is used it affords a level of protection equivalent to individual lockout or tagout.

Scope of the Standard The lockout/tagout standard applies to any source of mechanical, hydraulic, pneumatic, chemical, thermal, or other energy source. It covers the servicing and maintenance of machines and equipment in which unexpected startup or release of stored energy could cause injury to employees. 1. Piping Systems. Requires that all potentially hazardous stored or residual energy be relieved, disconnected, restrained, and otherwise be rendered safe. If there is a possibility of re-accumulation of stored energy to a hazardous level, continuous monitoring should be performed while a potential hazard exists. The standard does not apply to hot tap operations involving transmission and distribution systems for utilities such as natural gas, steam, water, or petroleum products when they are performed on pressurized pipelines. 2. Electromagnetic Fields. High-intensity electromagnetic fields with nonionizing radiation should be de-energized whenever workers are present within a high-intensity ambient field. 3. Fire Alarm and Extinguishing Systems. Servicing or maintenance of fire alarms and extinguishing systems and their components, upon which other employees are dependent for safety, are not required to meet the requirements of the standard if the workers performing servicing or main-

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5. 6.

7.

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tenance upon fire extinguishing systems are protected from the hazards related to the unexpected release of hazardous energy by appropriate alternative measures. Servicing and Maintenance. The standard does not apply to servicing and maintenance when employees are not exposed to the unexpected release of hazardous energy. Electrical. Safeguarding workers from the hazards of contacting electrically live parts (exposure to electric current) is still regulated. Production Operations. Servicing and maintenance functions conducted during normal production operations are not normally regulated. However, lockout/tagout procedures are required if the production safeguards are rendered ineffective while an employee is exposed to hazardous portions of the machines or equipment. Operations. Generally, operations such as lubrication, cleaning or unjamming, servicing of machines or equipment, and making adjustments or tool changes, where the employee might be exposed to the unexpected energizing or start-up of the equipment or release of hazardous energy are covered by the standard. However, minor tool changes or adjustments and other minor servicing activities, which take place during normal production activities, are not covered by the standard if they are routine, repetitive, or integral to use of the equipment for production, and if work is performed using alternative protective measures that provide effective employee protection. Thus, lockout or tagout is not required by the standard if alternative protective measures enable the servicing employee to clean or unjam, or otherwise service the machine, without being exposed to unexpected energizing or activation of the equipment or the release of stored energy. Electric Devices. The standard excludes plugs and cords connected electric devices only when the equipment is unplugged and the plug is under the exclusive control of the employee performing the servicing or maintenance. ❒ The plug is under the exclusive control of the employee if it is physically in possession of the employee, or in arms’ reach or line of sight of the employee, or if the employee has affixed a lockout/tagout device on the plug. ❒ The organization should specify the acceptable procedure and technique for handling cord- and plug-connected equipment.

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Lockout Procedures OSHA has determined that lockout is a more positive means of ensuring deenergizing of equipment than tagout, and it is the preferred method. Procedures and techniques should be developed and documented for the control of hazardous energy. Energy isolation should be a mandatory part of the control procedure whether a lockout or tagout system is used. Similar machines and/or equipment (such as those using the same type and magnitude of energy and the same or similar types of controls) can be covered with a single written procedure. 1. Preparation for Shut Down. ❒ Notify all affected employees that servicing or maintenance needs to be performed on the equipment or machinery and that it must be shut down and locked out to perform the service. ❒ Authorized employees performing the service or maintenance must refer to the procedure to identify the type and magnitude of the energy that the machine or equipment utilizes, understand the hazards of the energy, and know the methods for controlling the energy. 2. Shut Down. If the machinery or equipment is operating, shut it down by the normal stopping procedure—close the valve, pull the disconnect switch, press the stop button, etc. 3. Isolation. Isolate the piece of equipment or machinery from the energy source by deactivating the energy-isolating device. 4. Lockout. Lock out the energy-isolating device by using the assigned lockout devices (for example, chain, locks, etc.). ❒ Lockout devices must be identifiable, durable, and standardized. ❒ Lockout devices must be installed so that they hold the energy-isolating device in a ‘‘safe’’ or ‘‘off ’’ position. ❒ When a lockout device is used, it will be recorded in a daily log. ❒ Specify: Authorizing employee who locked the device Machinery or equipment affected Date and time it was installed

Tagout Procedures 1. When using a tagout program in instances where the equipment is capable of being locked out, the tagout program should provide a level

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of safety equivalent to that of a lockout program. Additional means beyond those required for lockout are required—that is, additional safety measures such as the removal of an isolating circuit element, or the removal or blocking of a controlling switch, opening of a disconnecting device, or the removal of a valve handle to reduce the likelihood of inadvertent energizing. 2. Tagout devices must be capable of withstanding the environment to which they are exposed. Devices that are not exposed to harsh environments need not be capable of withstanding such exposure. 3. Tagout devices having reusable, nonlocking, easily detachable means of attachment (such as string, cord, or adhesive) are not permitted. 4. The identity of the employee applying the label shall be indicated on the tagout device. The device must warn against hazardous conditions if the machinery or equipment is energized. The tagout device shall contain the following statement: ‘‘Do Not Start, Do Not Open, Do Not Close, Do Not Energize, Do Not Operate.’’ 5. Record the use of tagout devices in the daily log, including: ❒ Time the equipment or machinery is tagged out ❒ Name of authorizing employee ❒ Purpose for which the equipment or machinery is being tagged out ❒ Time when the equipment or machinery is restored to operational status 6. Only the authorizing employee can remove tagout devices placed by them. 7. All affected employees shall be notified that the tagout devices have been removed.

Restoring Equipment or Machinery to Service When the servicing or maintenance is completed and the machine or equipment is ready to return to normal operating condition, the following steps should be taken: 1. Inspect—Inspect the equipment or machinery and the immediate surrounding area to ensure that nonessential items have been removed and that everything is intact.

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2. Check—Check the work area to ensure that all employees have been moved to a safe distance or area. 3. Verify—Verify that controls are in neutral. 4. Remove—Remove the lockout device and reenergize the equipment or machinery. 5. Notify—Notify affected employees that the servicing or maintenance is completed. 6. Record—Record in the daily log the time the equipment or machinery was restored to operational status.

Employees and Training Employees recognized by the three standard categories of authorized, affected, and other. Different levels of training are required based on the respective roles of employees in controlling energy and the knowledge they must possess to accomplish their tasks safely and to ensure the safety of fellow workers as related to the lockout/tagout procedures. Authorized employees are charged with the responsibility for implementing the energy control procedures and performing service and maintenance. At a minimum, their training must cover details about the type and magnitude of the hazardous energy source present in the workplace, in addition to the necessary methods and means for isolating and controlling those energy sources. In contrast, affected employees (usually machine operators or users) and all other employees need only to be able to recognize when the control procedure is being implemented and to understand the purpose of the procedure and the importance of not attempting to startup or use equipment that has been locked or tagged out. Whenever there is a lockout or tagout device in place on an energy-isolating device, the affected employee leaves it alone and does not attempt to operate the equipment. The organization’s training program must cover, at a minimum, the energy control program, elements of energy control procedures relevant to employee duties, and pertinent requirements of the OSHA standard. The organization must also provide effective initial training and retraining as needed. The certification of training should include the employee’s name and dates of training. Retraining of authorized and affected employees is required:

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❒ Whenever there is a change in employee job assignments. ❒ Whenever a new hazard is introduced due to a change in machines, equipment, or process. ❒ Whenever there is a change in the energy control procedures. ❒ Whenever a periodic inspection reveals inadequacies in the organization’s energy control procedures or in the employees’ knowledge.

Periodic Inspection by the Organization At least annually, the organization should ensure that an authorized employee, other than the one(s) utilizing the energy control procedure being inspected, should inspect and verify the effectiveness of the organization’s energy control procedures. These inspections should, at least, provide for a demonstration of the procedures and can be implemented by random audits and planned visual inspections. These inspections should ensure that the energy control procedures are being properly implemented and to provide an essential check on continued use of the procedures. ❒ When lockout is used, the inspection should include a review of responsibilities of each authorized employee implementing the procedures. Group meetings between the authorized employee performing the inspection and all authorized employees who implement the procedure enhances compliance with the standard. ❒ When tagout is used, the organization should conduct this review with each affected or authorized employee. ❒ Energy control procedures used less frequently than once a year need be inspected only when used. ❒ The periodic inspection must provide for and ensure that identified deficiencies are corrected. The organization must certify to OSHA that the periodic inspections have been performed.

Equipment Testing or Positioning OSHA allows the temporary removal of lockout or tagout devices and the reenergizing of the equipment only during the limited time necessary for the testing and positioning of machines, equipment, or components. After completion of the temporary reenergizing, the authorized employees should again de-energize the equipment and resume lockout/tagout procedures.

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Group Lockout/Tagout Group lockout/tagout procedures should be tailored to the specific industrial operation and may be unique in the manner of achieving employee protection from the release of hazardous energy. Irrespective of the situation, the requirements of this generic standard specify that each employee performing maintenance or servicing activities should be in control of hazardous energy during his or her period of exposure. Group operations normally require a lockout/tagout program that ensures each authorized employee is protected from the unexpected release of hazardous energy by his or her personal lockout/tagout device. No employee may affix the personal lockout/tagout device of another employee. Extreme care must be taken in using group lockout/tagout procedures in the servicing and maintenance of complex equipment—that is, petrochemical and chemical industries.

Compliance with Group Lockout/Tagout Procedures Before the machine or equipment is shut down, each authorized employee involved with the servicing or maintenance operation should be made aware of the type, magnitude, and the hazards related to the energy to be controlled and of the method and means for controlling the energy. In the event that the machine or equipment is already shut down, the authorized employee must be informed of these elements before beginning his or her work. Verification should be performed. An orderly shutdown of the machine and equipment should be conducted that conforms to the organization’s procedures and will not create hazards. In addition, all energy-isolating devices needed for isolating the machine or equipment should be effectively positioned or installed. The authorizing employee(s) performing the servicing or maintenance (following the company procedure) should personally affix a lock or tag upon each energy-isolating device. The organization’s procedure should ensure that no employee affixes a lock or tag device for another employee. ❒ A single lock upon each energy-isolating device, together with the use of a lockbox for the keys to which each authorized employee affixes his or her personal lock or tag satisfies this requirement. ❒ Locks should be affixed in a manner that will hold the energy-isolating device in a safe off position.

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❒ Tagout devices, where used, should be affixed in the same location as a lock if these fittings are provided, or should be affixed in a manner clearly indicating that the movement of the isolating device is prohibited. Following the application of locks or tags, all potentially hazardous stored energy or residual energy shall be relieved, disconnected, restrained, and otherwise rendered safe. ❒ Verification of energy isolation should be monitored as frequently as necessary if there is a possibility of re-accumulation of stored energy. ❒ Monitoring can be accomplished, for example, by observation or with the aid of a monitoring device that sounds an alarm when a hazardous energy level is being reached. Authorized employees should verify that isolation and de-energizing have been effectively accomplished before starting necessary servicing or maintenance work. Verification is also necessary for each group of workers before starting each shift. And finally, the release from lockout/tagout should be accomplished as follows: ❒ The machine or equipment area should be cleared of nonessential items to prevent malfunctions that could result in employee injuries. ❒ Authorized employees must remove their respective locks or tags from the energy-isolating devices or from the group lockboxes following the organization’s procedures. ❒ In all instances, the organization’s procedures must provide a system for identifying each authorized employee involved in the servicing or maintenance operation. ❒ Before reenergizing, all employees in the machine and equipment area should be safely positioned or moved from the area, and the affected employees should be notified that the lockout/tagout devices have been removed. During all group lockout/tagout operations where the release of hazardous energy is possible, each authorized employee performing the servicing or maintenance operation should be protected by his/her personal lockout or tagout device and the organization’s procedure. A master tag is a personal

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tagout device if each employee signs it. The tag clearly identifies each authorized employee who is being protected by it.

Compliance of Outside Personnel Outside servicing and maintenance personnel such as contractors, engaged in services regulated under the OSHA standard and the organization’s procedures, are subject to requirements of the standard and the procedures. Each contractor must ensure that its personnel understand and comply with all restrictions or prohibitions of the energy control program.

CHAPTER

13

Storm Preparedness

The purpose of this chapter is to provide a format that can be used by the facility manager to develop—and publish—an emergency preparedness plan for a systematic approach to operating mechanical, electrical, and utility equipment that has been impacted by storms and to restore and prevent further damage to facilities. These problems are caused by adverse weather conditions such as outdoor temperatures that are either below freezing or over 95F, snow, ice, high winds, heavy rain, lightning, or other adverse weather conditions that might damage facilities or equipment.

Policy It is the policy of the facility manager to expend the resources that are necessary to keep the organization open, operating, and in safe condition during periods of stormy weather. In keeping with this policy, the organization

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might mandate an extension of a workday or early recall for any or all designated emergency employees for storm damage restoration. Emergency employees are essential to the operation and maintenance of the facility. As such, these personnel are required to provide support to the facility even though the facility might close and allow nonemergency employees to depart work early because of hazardous weather or driving conditions.

Applicability This plan is applicable to all facilities department employees. These procedures, depicted in the plan, are followed when snow accumulates to one inch or more, when widespread icing conditions are experienced, when two inches or more of rain are experienced, when wind gusts of forty miles per hour or more are experienced, or when lightning strikes impair electrical and mechanical systems. Any part or all of the plan can be activated by the facilities department person specified as having this authority by management and the facility manager.

Responsibility The facility manager has the overall responsibility for storm damage control at the facility. This individual is responsible for coordinating and directing on-the-scene storm damage control and removal of snow, ice, or debris; conducting deicing and flood control operations; and coordinating the repair of electrical or mechanical systems. These operations are conducted in accordance with priorities established in Attachments 2 and 3, which are covered later in this chapter. The responsibility includes the reassignment of the facilities department’s emergency personnel, as required. In the absence of the facility manager, the next senior facilities manager assumes that role. The manager in charge, through subordinate supervisors, ensures that buildings, steps, sidewalks, and main pedestrian routes are cleaned, deiced, and sanded by custodians, landscapers, shop personnel, or other facilities department personnel assigned to storm damage control. Storm damage control and removal duties take precedence over regular assigned facilities department duties, except as specifically assigned by the manager in charge. Storm damage operations are continued until all areas are inspected and deemed passable or operable. Employees are responsible for ensuring that physician certificates excusing them from storm damage removal activities are current and are updated on an annual basis. If security, fire alarm, carbon monoxide, or sprin-

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S T OR M P RE PA RE D N ES S

kler systems must be removed or disconnected for any reason, they must be reconnected or placed back in service at the end of each workday, unless otherwise authorized by the manager in charge. Fire alarm systems that are inactivated must be reported to the industrial or commercial risk insurers.

Time line The following time line can be used as a template for future storm damage plan revisions: Date

Action

End of August Mid-September

Begin revising storm damage plan. Coordinate future support requirements with outside agencies. Inspect/repair and make ready all storm damage equipment. Finalize storm damage plan. Publish storm damage plan. Conduct storm damage plan review meeting. Conduct storm damage training (terrain walks, classes on safety, proper equipment use and maintenance, liability, proper deicing methods, plowing, legalities, safety, flood water containment and cleanup, etc.).

First week of October

Last week of October First week of November

Procedure 1. In the event that the need for storm damage removal arises, the onsite manager, senior maintenance mechanic/operating engineer, or security office will contact the following individuals—in the order listed here—for approval to implement the storm damage removal plan: ❒ Landscape manager ❒ Work control manager ❒ Facilities management director 2. If all or part of the plan needs to be implemented, any or all of the following personnel can be recalled to supervise the operation: ❒ Electrical section manager

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3.

4.

5.

6.

7.

8. 9. 10.


❒ Mechanical section manager ❒ Buildings and structures manager ❒ Custodial manager Cognizant managers will recall their emergency personnel as identified on the storm damage personnel roster, as needed (see Part IV, Checklists and Forms). Rosters are updated annually and appended to the plan. Recalled personnel must report to their respective areas within two hours and, upon arrival, personally visit the work control center to place themselves on the active roster. The landscape manager is responsible for assigning and repairing of storm damage removal vehicles and equipment. During extended snow removal conditions, equipment mechanics can be organized into teams for twenty-four-hour coverage. The facility manager is responsible for directing storm damage removal operations at the facility. He or she is also responsible for making supplementary crew assignments as necessary. Specific areas of responsibility for storm damage removal operations will be designated. Because these areas are the primary focus of assigned personnel, they are consequently the first priority. Managers and supervisors are responsible for checking these areas and notifying the work control center of current status. Once the clearing of these areas has been completed, personnel can be directed to clearing other parts of the facility. Once the entire facility is cleared and cleaned and no other requirements exist, the emergency personnel are released. During normal day-shift work hours, if there are snow flurries or icing conditions occurring, the maintenance mechanics and grounds personnel must check and spread deicing materials at each entrance to the buildings. Also, check the steps and walkways to and from these same buildings. Establish work shifts for twenty-four-hour operation. Compensation and allowances must be clearly defined. Parking—facilities department personnel will park in designated locations when conditions warrant. The work control center, see Figure 13-1, will accomplish the following actions: ❒ Open a log and annotate all field reports on condition status. This

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Figure 13-1. Work Control Center Facility management organizations are normally organized for emergency operations because of their dayto-day mission. In large facility organizations, one area (or room) is dedicated as a central location to receive all facility requests. This location is where the facility’s maps and plans, computer systems, fax machines, copy machines, and radio and emergency telephone systems are located. It is the heart beat of the organization. It is at this location that emergency preparedness can be coordinated. Here, the facility manager can coordinate information between upper management and the workforce handling situations in the field. Tools Needed ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Telephone books TV with cable reception Emergency lighting Building plans FM radio CENTREX phone Organization emergency preparedness plan List of contractors and vendors with contact information List of internal key points of contact FAX machine Copy machine Easel with chart paper Dry erase boards Wall maps List of workers on-site Personnel roster with contact information

is important for maintaining a historical record and chronology that can be used in the future. (See Part IV, Checklists and Forms.) ❒ Upon completion of the storm damage removal operations, an after action review is conducted and lessons learned can be compiled. This document includes the amount of materials used, amount of overtime expended, and total cost of the operation. (See Figure 13-2.) ❒ Maintain a separate file for each storm operation and hold for seven years. 11. All fire hydrants will be marked with flags and all storm drains will be kept open to accommodate melt off. 12. The facility cold weather checklist should be reviewed and implemented. (See Figure 13-3.) 13. Prepare vehicles and equipment for cold weather operation. (See Figure 13-4.)

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Figure 13-2. Storm After Action Review Date: Storm: Issue:

Action Taken:

Materials Used:

Costs:

Recommendation for Improvement:

Operations In the event that storm conditions are predicted to occur in the early morning hours, the night manager or operating engineer on duty conducts a check of facility pavement and local streets at approximately 4:30 .. This individual checks the weather forecast, facility pavement conditions, and local road travel conditions, (see Figure 13-5); determines status of commercial transportation, and calls the local jurisdiction’s office of emergency preparedness. At 5:00 .., the individual calls the director of facilities, or his or her representative, and presents a facility weather condition assessment and recommendation. The director of facilities then uses a conference call for calling

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Figure 13-3. Cold Weather Checklist Cold weather can cause many problems in a facility. The following checklist should be reviewed and completed prior to the onset of cold weather. In severe weather, such as an arctic freeze, consideration should be given to winterizing the facility if there is a possibility of losing heat. A. Cold Weather: Task

Time Required

Checked

1. Verify that heat is on in the building. 2. Provide additional heat in normally cold areas. Install thermostats and check hourly. 3. Ensure there is an adequate supply of fuel (and alternate or reserve on hand). 4. Expedite completion of any heating system repairs. 5. Continually monitor the facility for signs of impending trouble. 6. Install heat tracing to piping systems that may freeze. 7. Check piping insulation to ensure it will protect against extreme cold. 8. Ensure air intake dampers are working properly, and close when required. 9. Drain water meters, unprotected water-cooled equipment, condensate from compressed air lines, piping and tanks to prevent freezing. 10. Install wind breaks to protect open/exposed piping from wind chill. 11. Check all exterior drains, including down leaders and gutters. Remove all debris and obstructions. 12. Check flat roofs for snow load (plan to remove snow, if excessive, by working from edges toward center to avoid point loading). Watch for ponding, which indicates increased weight and lack of drainage. Watch for hanging icicles (stalactites) that can fall on people. If roofs are made of slate, check for loose slate. 13. Check that all doors, windows, skylights, ventilators, and other openings are weather tight to keep out cold air, which could cause piping systems to freeze. 14. Check that heating systems operate properly and deficiencies are corrected. 15. Check that heating system burners, boilers, and flues are clean. 16. Check that controls of heating equipment are tested and operating correctly. 17. Check that temperatures above 40F are maintained at all times in buildings equipped with wet pipe sprinkler systems; in all dry pipe, pre-action, and deluge valve closets; and in all pump houses. B. Winterization of Buildings: In severe weather, or if heat is lost, consideration should be given to winterizing the facility. The following steps should be taken: ❒ Attach water garden hoses to drain valves at the lowest point of the facility to drain it down. Run the hoses to a floor drain. ❒ Open all water valves above the lowest point to provide air pressure for the water to drain. ❒ On the hot water side, hoses can be attached to the domestic hot water tanks located in mechanical rooms, and valves opened to drain the tanks. (continues)

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Figure 13-3. (Continued) ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Loosen water supply hoses on washing machines to allow air relief. Loosen flush valves to allow trapped water to drain out. Remove check valve gates to allow water to drain from the lowest point. All plumbing fixtures that house water (have P-traps, toilet tanks, etc.) must be drained or have antifreeze poured in to keep them from freezing. All faucet and shower valves must be opened. All petcocks on pumps should be opened to keep pump housings from freezing. All riser drip leg caps must be removed. All floor drains above ground level must have antifreeze poured into them. All chill water pipes must be turned off and drained from the building. Once all water has been drained from the building an inspection should be conducted to determine if all valves and fixtures have been winterized. A checklist, or marking on building plans, should be made detailing all valves, caps, fixtures opened, disconnected or removed so that when the building is charged again with water there is no surprise flooding.

C. Cold Weather Equipment to Have Handy: ❒ Tarpaulins for wind breaks ❒ Steam hoses to thaw frozen pipes ❒ Heaters (for thawing and to provide heat for workers) ❒ Nontoxic antifreeze ❒ Timber for emergency bracing

the vice president of communications, the vice president of production, and the director of human services to decide the facility’s status. The vice president of communications, or his or her designee, updates the inclement weather phone line and notifies local radio and television stations of the organization’s status (closed, open liberal leave, or late opening). Whenever there is snow or ice accumulation on walkways, staircases, and building entryways, it must be shoveled and treated with a deicing material. Calcium magnesium acetate (CMA) deicer is the preferred material in the Washington, D.C., geographic location when temperatures are between 20F and 32F. The CMA should be used as the primary deicer at building entryways because it is noncorrosive to metal, does not harm concrete, and does not leave calcium residue on building entryway floors. Calcium and magnesium chloride is also a choice deicer, which can be used on walkways, between the temperatures of 32F and -61F. The drawback with these chemicals is that they react with metal and deposit a residue on building floors. Sodium chloride (rock salt) is used only in vehicle spreaders for streets and parking lots. Urea is an alternative to sodium chloride and can be used on helipads and aircraft pavement areas. During a storm damage removal operation, if certain areas (staircases and walkways) cannot be completely cleared, a passageway must be cleared and the remainder of the area that is not clear be marked as dangerous and cordoned off until the area can be made passable. Managers are responsible,

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Figure 13-4. Vehicle Cold Weather Preparation Winter weather places greater demands on vehicle components and can cause failure in components that functioned adequately in warm weather. Accidents and breakdowns are more likely to occur and more difficult to repair. Preventive action is the best way to avoid equipment problems. Vehicle systems should be inspected and serviced prior to cold weather and questionable components replaced. The following guidelines should be used: Task Cooling System: ❒ Has coolant level been checked and tested for efficiency? ❒ Have coolant hoses and belts been checked? ❒ Has cooling system been flushed and replaced with new coolant? Charging System: ❒ Has power output of batteries been checked? (Weak batteries should be replaced). ❒ Have battery terminals been cleaned and protected? ❒ Have all electrical connections to the battery and starter been checked for proper connection and cleanliness? Fuel System: ❒ Have fuel filters been replaced to allow for proper fuel flow and to eliminate water buildup? ❒ Have fuel tanks been checked for cleanliness? ❒ Has all water been drained from fuel tanks? Lubricating System: ❒ Has oil level been checked? ❒ Have oil and filter been changed recently? Braking System: ❒ Have brakes been checked for broken or cracked lines, rusted or loose hangers, leaks? ❒ Have rubber grommets been checked on tractor trailer air systems? ❒ Is air dryer, on tractor trailer systems, operating normally? ❒ Are brakes properly adjusted? ❒ Is the brake pad firm when pressed? Tires and Wheels: ❒ Is there any sign of rust that could indicate loose wheels? ❒ Has tire pressure been checked? (Tire pressure decreases as weather turns cold) ❒ Are tires in good condition? Cab: ❒ Has all safety and emergency equipment been checked and is it operable? ❒ Does heater and defroster operate? ❒ Have broken mirrors and windshield been replaced? ❒ Have worn windshield wipers been replaced? Chains: ❒ Are chains on hand for the vehicle? ❒ Are the chains the correct size?

Yes

No

Remarks

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Figure 13-5. Weather Condition Information The National Oceanic and Atmospheric Administration (NOAA) has a dedicated weather radio system that provides continuous weather information, twenty-four hours a day, seven days a week. Regular forecasts are continuously broadcast along with information on weather in nearby mountains, river conditions, tides, and bay forecasts. The system also provides weather alerts on a real-time basis. Radios can be purchased at many retailers with tone-activated codes that will alert when a weather emergency is approaching. The codes can be set for various jurisdictions so that they can sound an alert in your particular location. There are two alert levels: ❒ Watch—indicates that conditions are favorable for a dangerous situation to develop. ❒ Warning—indicates that a dangerous condition is imminent. Areas of Interest ❒ Temperature? ❒ Road Conditions? ❒ Dry/wet? ❒ Ice? ❒ Fog? ❒ Snow covered? ❒ Winds? ❒ Wind Chill?

following the storm emergency and after normal operations have resumed, to reopen closed or cordoned off locations and store traffic cones, tape, and barricades as previously assigned.

Departure from Policy Sometimes conditions might be so unusual, or unexpected, that a departure from general policies should be authorized. Therefore, when conditions warrant the facility manager can order a departure from the general rules when, in his or her opinion, conditions require such action. In severe conditions, contract support might be required and prearranged agreements should be invoked.

External Contacts A list of external contacts must be developed. It should contain names and means of contact for outside agencies or organizations that can provide information or support. (See Part IV, Checklists and Forms.)


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Attachments to Storm Damage Plan The attachments shown below provide detailed information that is used by the facility manager in the event of inclement weather or a storm.

Attachment 1: Distribution List the name and department affiliation of all individuals who need to receive a copy of the storm damage plan, including outside distribution such as local fire and police departments.

Attachment 2: Snowplowing Roads and Parking Lots List snowplowing requirements on the facility grounds, divided into three priorities, and indicate on a map: ❒ Priority 1. List the most important entrances to buildings and grounds. Depict walks and staircases. ❒ Priority 2. List roads and loading docks. ❒ Priority 3. List loading docks and parking lots.

Attachment 3: Debris Removal and Deicing of Pavements, Sidewalks, and Staircase Priorities All managers are responsible for ensuring that recent storm damage debris is dealt with in a timely manner in accordance with the storm damage plan. For ease of managing, divide the facility, buildings, grounds, and operational areas of responsibility for each manager. The assigned managers are responsible for these areas during normal daytime work hours. After normal daytime work hours, the night and weekend custodial, operating engineers, and preventive maintenance (PM) workforce performs the removal effort. In all areas, pathways must be opened first to allow passage of pedestrians. Upon completing this task in all areas, pathways can be opened to full width. Areas closed will be properly identified in accordance with the section on operations of this plan. Next, concentrate on building steps and sidewalks adjacent to building entrances, and then pavements, sidewalks, and courtyards. Every effort should be made to provide reasonable accommodations for disabled persons. List facility areas by the priority of their needs:

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❒ Priority 1. Most important walkways, steps, sidewalks and curb cuts, entrances, and bridges ❒ Priority 2. Next most important walkways, steps, loading docks, staircases, sidewalks, courtyards, approaches, bus stops, and all other areas as necessary

Attachment 4: Heat Injuries Working in extreme heat can cause serious injuries when preventive and common sense measures are not followed. Managers and employees should be familiar with the symptoms of heat-related injuries, how to treat them, and how to prevent them. Figure 13-6 depicts the ‘‘Heat Index’’ as developed by the National Weather Service. Heat-related injuries and symptoms are as follows: ❒ Sunburn. Inflammation or reddening of the skin due to prolonged exposure to the sun’s rays. First Aid: Remove individual from sun exposure, shade burned areas of the body, and apply aseptic cream. Figure 13-6. HEAT INDEX Air Temperature (Degrees Fahrenheit)

Relative Humidity 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

70

75

80

85

64 65 66 67 68 69 70 70 71 71 72

69 70 72 73 74 75 76 77 78 79 80

73 75 77 78 79 81 82 85 86 88 91

78 80 82 84 86 88 90 93 97 102 108

90

95

100

105

Apparent Temperature (F) 83 87 91 95 85 90 95 100 87 93 99 105 90 96 104 113 93 101 110 122 96 107 120 135 100 114 132 149 106 124 144 113 136 157 122 150 170 133 166

How use chart: 1. Across the top (Air Temperature), locate today’s predicted high temperature. 2. Down the left side (Relative Humidity), locate today’s predicted humidity. 3. Follow across and down to find Apparent Temperature or Heat Index. Source: United States National Weather Service (www.nws.noaa.gov).

110

115

120

99 105 112 123 137 150

103 111 120 135 151

107 116 130 148


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❒ Heat Cramps. Muscle cramps of the extremities or stomach, profuse sweating, and extreme thirst may occur. Cramps are caused by excessive salt loss. First Aid: Move to a cool, shady area; loosen clothing and slowly take in large amounts of water. Also, salt needs to be taken. ❒ Heat Exhaustion. Profuse sweating with pale, cool skin; headache, dizziness, and loss of appetite. Symptoms of more advanced exhaustion can include cramps, chills, rapid breathing, confusion, tingling of hands or feet, and nausea. First Aid: Move to a cool, shady area and loosen clothing. Cool body with water and/or fanning. Drink water slowly. Elevate legs. If symptoms persist, seek medical help. ❒ Heat Stroke. Sweating stops and skin feels hot and dry. Symptoms include nausea, confusion, and/or headache. Individual can also become delirious and argumentative. First Aid: This is a serious medical emergency and the individual should be taken to a medical facility immediately. Immediately attempt to cool down the body as indicated previously.

Attachment 5: Communications List the names of all key and emergency personnel, managerial or supervisory. Include position, work hours, telephone number, cellphone number, and home telephone number as needed. (See Part IV, Checklists and Forms.)

Attachment 6: Lightning Lightning is a serious hazard during thunderstorms and tornadoes. It is not only dangerous for human beings but also for electrical equipment. In some parts of the world, soil resistivity is bad for grounding requirements and requires testing and analysis to determine the optimum grounding system. Making a strong grounding connection is the solution to reducing problems before they develop and to keep equipment operating by minimizing lightning strike damage. A good grounding system can save time, money, and anxiety.

Attachment 7: Hurricanes Hurricanes are also known as typhoons. They are severe tropical storms that include heavy rain and intense wind. The wind blows in a large circular pattern around what is termed the ‘‘eye’’ (or storm center) of the hurricane. Winds can reach velocities of more than one hundred miles per hour and can cause water to surge into a huge dome, which causes high waves that

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flood coastlines. These winds can spawn tornadoes. See Figure 13-7 for Hurricane Scale. The season for hurricanes is from the beginning of June through November. Before a Hurricane

Know advisories. ❒ Hurricane Watch—indicates conditions pose a possible threat to your area. It does not mean that the hurricane will strike. ❒ Hurricane Warning—indicates that hurricane conditions are expected within twenty-four hours. Storm surge and flooding are possible and evacuation might be recommended on the advice of local authorities. Preparations Before a Hurricane

❒ Inspect roofing systems and make repairs or reinforce. ❒ Remove and store roof vents. Cap vent openings to minimize wind and water entry. ❒ Inspect roof drains and ensure that they are working properly. ❒ Secure and protect windows and doors with plywood or shutters. ❒ Inspect the facility grounds and remove or secure all items that can be blown around as a projectile—for example, trash can lids, loose signs, gravel, or construction materials. Figure 13-7. Saffir/Simpson Hurricane Scale The Saffir/Simpson Hurricane Scale provides categories, wind speeds, and the effects of hurricanes. Scale

Definition

1

Winds of 74–95 mph: No major damage to structures. Damage to unanchored mobile homes, shrubbery, trees.

2

Winds of 96–110 mph: Some roofing material, door and window damage to buildings. Considerable damage to unanchored structures, vegetation.

3

Winds of 111–130 mph: Some structural damage to residences and small structures. Unanchored structures destroyed. Flooding near coast.

4

Winds of 131–155 mph: More extensive damage. Roof failures. Major damage to lower floors of structures near the shore. Flooding more extensive.

5

Winds of 156 mph and above: Some complete building failures and extensive roof failures. Major flooding

Source: National Oceanic Atmospheric Administration, National Hurricane Center (www.nhc.noaa.gov).


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❒ Inspect antennae and satellite dishes and secure them where possible. ❒ Encourage employees to cover electronic equipment such as computers. ❒ Remove electronic equipment from the floor. ❒ Inspect the basement and ground floors of buildings. Raise equipment/ material off the floor. ❒ Unplug electrical cords ❒ Fill sandbags and stockpile at critical locations. ❒ Verify stock of emergency equipment and materials. ❒ Store water (five-gallon cans, fifty-five-gallon drums, shut down hot water tanks for potable water use). ❒ Alert employees to turn off gas, water, and electric when told to do so. ❒ Fuel and service vehicles and emergency generators. ❒ Check all emergency battery pack lights. ❒ Purchase additional batteries for handheld radios. ❒ Ensure that all employees have flashlights with new batteries. ❒ Coordinate with local contractors and vendors for possible support. Consider ordering portable toilets. ❒ Inspect and fuel all portable generators. ❒ Trim dead branches off trees. ❒ Inspect fire protection equipment to ensure that it is working. ❒ Anchor structures that can be moved by high winds. Equipment Needed

❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Emergency lighting Portable generators Lumber and nails Tape for windows Sandbags Roofing paper Tarpaulins Caulking compound Shovels and axes

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❒ Chain saws ❒ Camera

Attachment 8: Tornadoes Tornadoes are violent and often random in their destruction. A means of measuring the intensity of a tornado was developed in 1971 by professors Fujita and Allen Pearson, of the National Severe Storm Forecast Center. The methodology employed is the use of a scale that measures damage resulting from a tornado that has traveled through an area. This scale is referred to as either the Fujita Scale or the Fujita-Pearson Scale. (See Figure 13-8.) Figure 13-8. Fujita (Fujita-Pearson) Scale F-Scale Number

Intensity Phrase

Wind Speed (mph)

Type of Damage

F0 WEAK

Gale tornado

40–72

Some damage to chimneys; breaks branches off trees; shallow-rooted trees pushed over; damage to signs.

F1 WEAK

Moderate tornado

73–112

The lower limit is the beginning of hurricane wind speed, peels surface off roofs, mobile homes pushed off foundation or overturned, moving autos pushed off roads, attached garages may be destroyed.

F2 STRONG

Significant tornado

113–157

Considerable damage. Roofs torn off frame houses, mobile homes demolished, boxcars pushed over, large trees snapped or uprooted, light object missiles generated.

F3 STRONG

Severe tornado

158–206

Roof and some walls torn off well-constructed houses, trains overturned, most trees in forest uprooted.

F4 VIOLENT

Devastating tornado

207–260

Well-constructed houses leveled, structures with weak foundations blown off some distance, cars thrown, and large missiles generated.

F5 VIOLENT

Incredible tornado

261–318

Strong frame houses lifted off foundations and carried considerable distances to disintegrate, carsized missiles fly through the air in excess of 100 meters, trees debarked.

Inconceivable tornado

319–379

These winds very unlikely. If this were to occur, the evidence may never be identifiable through engineering studies. It will be just a ground swirl of damage.

F6 ???????

Source: The Tornado Project, PO Box 302, St. Johnsbury, VT 05819 (www.tornadoproject.com) and the National Weather Service (www.nws.noaa.gov)


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Before Tornado:

Know advisories. ❒ Tornado Watch. Conditions are favorable for a tornado to develop. ❒ Tornado Warning. A tornado has actually been sighted or is indicated by radar. Danger Signs

❒ ❒ ❒ ❒

Large hail during a thunderstorm Dark and threatening clouds Funnel cloud Roaring noise (sounds like a train)

Shelter

❒ Best is underground, such as the basement. ❒ Interior room or hallway where there are no windows, doors, or outside walls. ❒ Under heavy, sturdy piece of furniture. ❒ Protect head and neck using your arms. ❒ If in a car, get out and take shelter in a ditch or building. Checklist

(Use the same as for hurricane.) Equipment Needed

(Use the same as for hurricane.)

Attachment 9: Earthquakes Earthquakes are a shaking of the earth caused by the movement of the rock beneath. This movement can also cause huge ocean waves, called tsunamis, which can travel long distances before crashing into a coastline. Preparations Before an Earthquake

❒ Inspect the facility to ensure that it is structurally sound. Repair any deep cracks in foundation or ceiling.

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❒ Repair defective electrical wiring, leaking gas, and inflexible utility connections. ❒ Know where and how to shut off utilities: gas, electricity, and water. ❒ Keep large, heavy objects on lower shelves. ❒ Have an afterquake plan for locating all employees. ❒ Identify safe spots on every floor of the building. ❒ Identify danger zones on each floor of the building. Actions During an Earthquake

❒ Keep calm and remain at your location. ❒ Indoors: —Take cover under a piece of heavy furniture. —Stay away from windows, outside doors, and outside walls. —Stay away from display shelves. —Do not use elevators. —Do not be surprised if sprinkler systems go off and electricity goes out. ❒ Outdoors: —Move away from telephone poles, streetlights, and utility wires. —If in a vehicle, stay inside. Do not park near buildings, trees, overpasses, or utility wires. Actions After an Earthquake

❒ Avoid downed power lines. ❒ Expect aftershocks. ❒ Check for injuries. ❒ Stay away from damaged buildings. ❒ Use flashlights, not candles, because of possible gas leaks. ❒ Clean up spilled gasoline, bleaches, medicines, and other flammable liquids inside buildings. ❒ Inspect appliances, chimneys, and utility lines for damage. ❒ Open doors cautiously; always being aware material that has been jarred might fall off shelves.


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❒ Use telephone to report emergencies that are life threatening. ❒ Inspect structures, stacks, chimneys, and tanks for proper support and any deterioration. ❒ Designate safe shelter assembly areas. ❒ Employees might need to remain on-site for an extended period of time; therefore, provide adequate supplies of necessities. Building Assessment Checklist

(See Figure 13-9.) Equipment Needed

(Use the same as for hurricane.)

Attachment 10: Emergency Support for Employee Families In emergency situations, employees are concerned about their families. This is especially true with facilities personnel, because they are more likely to be emergency employees and are needed at their work site. Consideration should be given to assisting employees in developing emergency supply kits for family use. Also, see Figure 13-10. Family Emergency Kit

1. Water ❒ Store one gallon per person per day (two quarts for drinking and two quarts for food preparation). ❒ Keep three-day supply on hand. 2. Food (store at least three-day supply of nonperishable food) ❒ Ready-to-eat canned food ❒ Canned juices, soup, and milk ❒ Staples: sugar, salt, pepper ❒ High-energy food: peanut butter, granola bars, and trail mix ❒ Vitamins ❒ Food for infants ❒ Comfort and stress foods: candy bars, coffee

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Figure 13-9. Building Assessment Checklist Building Name:

Date:

Location: Description: ❒ Age: ❒ Type of Construction: ❒ Number of Stories: ❒ Elevator: ❒ Utilities: Gas:

Water:

Electric:

Condition: ❒ Roof: ❒ Windows: ❒ Exterior Walls: ❒ Floors: ❒ Mechanical Equipment: ❒ Ceilings: ❒ Utilities: Is a hazard analysis needed? Yes/No

3. First-aid kit, including nonprescription drugs 4. Tools and supplies, including sanitation supplies ❒ Plastic bags and tape ❒ Flashlights and extra batteries ❒ Eating utensils, can opener, matches, and utility knife ❒ Fire extinguisher ❒ Money (cash) ❒ Whistle ❒ Aluminum foil ❒ Plastic storage containers ❒ Tools: wrench, pliers, hammer, ax, saw ❒ Sanitation —Toilet paper

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Figure 13-10. Food Storage Guidelines Use within six months: ❒ Potatoes ❒ Dried fruit ❒ Powdered milk ❒ Crackers Use within one year: ❒ Canned meat ❒ Canned fruit, juices, and vegetables ❒ Ready-to-eat cereal ❒ Peanut butter, jelly ❒ Vitamin C Store indefinitely: ❒ Baking powder ❒ Bouillon cubes ❒ Dry pasta ❒ Instant coffee, tea, cocoa, powdered milk (in nitrogen-packed cans) ❒ Noncarbonated soft drinks ❒ Soybeans ❒ Wheat

—Personal hygiene items —Feminine supplies —Bleach —Buckets —Disinfectant 5. Clothing and Bedding 6. Special Items ❒ Medication ❒ Contact lenses ❒ Dentures ❒ Diapers ❒ Formula ❒ Entertainment: books, games

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❒ Important papers and documents ❒ Portable radio with extra batteries

Management Checklist YES 1. Have managerial, supervisory, and emergency personnel been assigned to storm damage duties? 2. Have their duties been explained and demonstrated to them? 3. Have storm damage plans been developed, published, and distributed? 4. Have dry runs been conducted to verify facility readiness? 5. Have arrangements been made with local fire and police departments, and emergency preparedness offices, for support as needed? 6. Has mission and purpose been defined? 7. Has policy been established? 8. Have removal operations for vehicular and pedestrian traffic been established? 9. Have emergency access routes been identified for quick clearing? 10. Have responsibilities been established? ❒ For implementation? ❒ For supervision? ❒ For contract services? 11. Has notification process been established? 12. Have provisions been made for feeding and rest of workers?

NO

REMARKS

CHAPTER

14

Terrorism

Terrorism is real. Today, facility managers have to take it seriously and plan accordingly.

Introduction This book was conceived in the year 2000, well before the tragedy of September 2001. The events that occurred on September 11, 2001, although catastrophic, devastating, agonizing, and horrific, cemented the need for a facility manager’s handbook on emergency preparedness. Now, more than ever before in the history of the United States, everyone in the country must be prepared for any type of terrorist attack. Facility managers play a major role in preparing their facilities and organizations to cope with any eventuality. Most facility managers are already familiar with emergency situations because they deal with them, sometimes on a daily or weekly basis. These

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emergencies range from indoor air quality, fire emergencies, and multiplechemical sensitivity to natural disasters. Responding to terrorism situations is essentially no different. Facility managers can combat the threat of terrorism by developing contingency plans, helping to develop community awareness by working with law enforcement and public safety officials, implementing thorough training programs, and communicating hazard information to the operations and maintenance workforce. Communication during an emergency is crucial, especially between mechanics, customers supported by the facilities staff, and among facilities staff and contractors and vendors. This chapter outlines various types of terror (nuclear, biological, chemical, cyber, and bomb threat) that can be inflicted and what facility managers can do to be prepared.

Definition of Terrorism According to Title 22 of the United States Code, terrorism is defined as: Premeditated, politically motivated violence perpetrated against noncombatant targets by subnational groups or clandestine agents, usually intended to influence an audience. ◆ ✵ ◆ The term ‘‘international terrorism’’ refers to terrorism involving citizens or the territory of more than one country. ◆ ✵ ◆ The term ‘‘terrorist group’’ means any group practicing, or that has significant subgroups that practice, international terrorism.

Events in September and October 2001 demonstrated that bioterrorism can occur as covert acts. Individuals can unknowingly be exposed to and possibly infected with biological agents that incubate for a period of time before symptoms begin to appear. Terrorism can occur any time and any place. The bottom line for the facility manager is to be ready for any eventuality. The nuclear, biological, and chemical information discussed later in this chapter was extracted from the U.S. Air Force Flight Surgeon’s Guide, Chapter 23; USAMRIID’s Medical Management of Biological Casualties Handbook, 4th edition, February 2001, the ‘‘Bio-Terrorism Readiness Plan,’’ prepared by APIC Bio-Terrorism Task Force and CDC Hospital Infections Program BioTerrorism Working Group, April 13, 1999; Federal Emergency Management

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Agency Fact Sheets on Radiological Accidents and Web site, and Headquarters Department of the Army Field Manuals (FM 3-7, NBC Handbook, September 29, 1994; and FM 3-11.21, Techniques and Procedures for Nuclear, Biological, and Chemical Aspects of Consequence Management, December 12, 2001).

Preparations The key to successful preparation is planning. Most facility managers are not clairvoyant and cannot predict, with any certainty, terrorist activities before they occur. They must depend on good systems, processes, and careful and thorough planning. Although a specific attack scenario is unknown, the personnel and equipment that will respond is known and can be ready. Outlined below are actions that should occur before, during, and after an attack. ❒ Before. Facility manager preparations for response to terrorist acts should be similar to what is already being done in preparation for other crises. The following techniques and actions should occur: 1. Review emergency response plans. 2. Review possible decontamination locations. Coordinate with local fire department. Plan for expedient decon. 3. Plan for additional equipment. 4. Conduct immediate inventory of supplies and material. 5. Check on employees who have special needs. Consider them when planning for building evacuation. 6. Prepare existing equipment for emergency use. 7. Have all fire extinguishers, fire pumps, and standpipes checked. Verify that all fire protection systems are operational. 8. Check door lock and card reader access systems. 9. Conduct refresher training for maintenance mechanics to ensure that they are knowledgeable of location and operating procedure of critical equipment and location of control valves. 10. Conduct building safety and physical security inspections. ❒ Are all mechanical spaces locked? ❒ Have shrubs near the building been trimmed back? ❒ Are roof access doors locked and periodically checked?

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❒ Have batteries of all door exit alarms been checked? Conduct building and system condition inspections of HVAC, life safety, and fire protection systems, focusing on: ❒ Condition of mechanical equipment—for example, are outside air dampers, fire and smoke, and return air dampers operational? ❒ Relationship of mechanical systems to fire protection system— that is, if fire alarm is activated, does the HVAC system do what it is supposed to do? ❒ Is the building’s HVAC system connected to a building automated control system? If so, how does it function? ❒ Efficiency of installed ventilation filters? ❒ Does the elevator have fireman’s recall? ❒ Does the fire alarm system have a public address system? Plan for total evacuation, protect in place, or a combination of both. Ensure that building evacuation routes are clearly marked and free of obstacles. Check emergency generators and battery pack emergency lights. Obtain capability to monitor weather. Know weather conditions, such as wind, rain, or temperature. Verify building refuge locations and inform the fire department. Check all personal protective equipment: masks, safety glasses, splash goggles, boots, gloves, and respiratory equipment. Alert vendors and contractors to be prepared to quickly provide support when called upon to do so. At an earlier time, you would have already established contract support agreements. Review interagency support agreements. Resolve jurisdictional issues. Brief employees to be vigilant and alert. Facilities personnel should watch for packages placed in unusual locations—that is, near trash enclosures or on the side of trash containers, in hallways, etc. Communicate information concerning hazards or threats. Instruct people living and/or working in high-rise buildings to do the following: ❒ Review evacuation procedures. ❒ Know where fire exits are located and visually check them.

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❒ Know where assembly points outside the building are located. ❒ Assemble an emergency kit and keep it by their desk or someplace in their quarters within easy access. It should include a flashlight, first-aid kit, battery-operated radio, roll of duct tape, medication, and blanket. 23. Following an initial attack or terrorist action—be prepared for secondary or tertiary actions or devices. ❒ During. Actions that should occur during an emergency are depicted in the following list. Communication is the most important aspect at the beginning of an emergency because the facility manager must assess and quickly determine what happened, what actions to take, and how to be prepared for follow-on events. ❒ Secure the area immediately and assess the threat. ❒ Assist security personnel, initially, to control the scene and establish a perimeter until local authorities arrive. ❒ Be prepared to establish a decontamination site (or assist with setup). Know what expedient decon can be performed in minutes. ❒ Assist with rescuing victims by using available equipment. This means that maintenance personnel must be properly trained. ❒ Contain all hazardous spills. ❒ Keep a log of all events. ❒ Keep all employees apprised of the situation. This is probably the most important task. People are afraid of the unknown. The more they understand what is happening and why, the more at ease and cooperative they will be. Keep in mind that all will be concerned for their own families and will need reassurance that they are safe and protected. ❒ After. Develop a lessons learned process to continuously improve the plan. ❒ Call contractors trained in proper cleanup methods. ❒ Continue to keep a daily log. ❒ Finalize the after action report. ❒ Update emergency response plans with lessons learned information. ❒ Debrief employees. ❒ Consider bringing in counseling and crisis intervention teams.

Nuclear Weapons Today, the possibility of the use of a nuclear weapon, or a weapon that could result in the release of nuclear radiation, is greatly increased. Terrorists would

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not hesitate to use a nuclear weapon if they thought its use would further their cause. The number of countries having nuclear weapons capability is growing—and many of these countries have ties with terrorist organizations. Facility managers need to understand the effects of nuclear weapons and what would happen if they were used. This knowledge can help them to develop plans that would be critical to survival. Thorough emergency planning and the measures taken by facility managers will save lives and minimize serious injury to many people if a nuclear weapon is detonated.

Nuclear Explosion Direct Effects Energy from a nuclear explosion produces deadly effects. Upon detonation, there is a blinding light (called a fireball), intense heat called thermal or electromagnetic radiation (temperatures of several million degrees centigrade and millions of atmospheres of pressure, at the point of detonation), a powerful blast wave similar to a tidal wave, and nuclear radiation. The amount of devastation depends on several factors, such as type and size of weapon, altitude at which detonation occurs, and weather.

Types of Nuclear Explosions Nuclear explosions are categorized by the way they are exploded: air burst, surface burst, or subsurface burst. ❒ Air Burst. An air burst detonation results in an explosion that occurs above the surface of the earth, and where the fireball does not contact the surface of the earth. With this type of explosion, approximately 50 percent of the energy goes toward the blast, 35 percent results in thermal radiation, and the remaining 15 percent is given off as nuclear radiation. This type of detonation tends to cover large areas; possibly having global impacts as a result of radioactive fallout. ❒ Surface Burst. A surface burst detonation results in an explosion that occurs at or slightly above the surface of the earth, and where the fireball contacts the earth’s surface. The affected area is not as extensive as the air burst detonation; however, radioactive fallout can be carried by wind, which is influenced by terrain. ❒ Sub Surface Burst. With this type of explosion, the detonation occurs below the surface of land or water. This type of burst results in cratering

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or ground or water shock. If the burst occurs completely underground, radiation fallout is minimized.

Nuclear Direct Effects Physical Injury As stated earlier, a nuclear detonation results in severe effects. That coupled with the customary injuries that are normally associated with military-type conflicts will greatly increase the death rate. Defined here are the types of biological injuries that result from a nuclear detonation: ❒ Blast Injuries. At the point of detonation of a nuclear weapon, the fireball compresses the immediate atmosphere millions of times, which produces a severe shockwave. This wave that rapidly compresses and decompresses can generate winds that can travel well over 150 miles per hour. Injuries will result from projectiles carried by the wind and from crushing as the body is carried and flung into solid objects. The body will also suffer from hemorrhaging or air embolism as lungs and eardrums explode because of atmospheric pressure increases. ❒ Thermal Injuries. Anyone or anything located close to the fireball will be incinerated. Anything that can burn will be ignited. Fires will produce hot gases that will scorch an individual’s respiratory tract and result in high mortality rates. Persons viewing the fireball will experience eye injury that can be classified into temporary flash blindness and permanent retinal scarring. The effects from flash blindness can last several minutes, but they can last longer during hours of darkness. Retinal scarring is dependent on the individual’s being in the field of vision of the fireball. The degree of vision impairment depends on the location of the scar on the retina. ❒ Radiation Injuries. A nuclear detonation at or immediately above ground surface will suck up soil particles and other debris into the atmosphere, thereby forming a mushroom cloud. These particles become radioactive and are transported by air currents before eventually falling to earth as radioactive fallout. Large heavy particles will fall back to the ground within minutes or hours, whereas smaller particles can stay aloft for years and be carried globally by wind currents. Radiation fallout has a cumulative effect, which means the longer a person is exposed to radiation, the greater the risk. Early symptoms of radiation sickness include nausea, lack of appetite, vomiting, fatigue, aching throughout the body, and headache. As time goes by, there may be hair loss, bleeding from the gums, internal

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bleeding, and diarrhea. Symptoms may not appear for days or even months.

Protection from Radioactive Fallout If a nuclear blast were to occur, there is no way to accurately predict what area or region would be threatened. Some areas could escape fallout completely, along with life-threatening levels of radiation, because of the direction wind currents carry the fallout. Radiation detection instruments are needed for detecting radiation. Local fire department hazardous materials teams maintain this type of detection equipment. When considering protection from radioactive fallout, there are three factors to consider: 1. Shielding—Any covered protection is better than none at all. The more density you can place between you and fallout, the better. Heavy, dense material such as concrete walls, concrete block, bricks, earth embankments, plywood, or anything that provides cover is useful. The basement of a building provides better shielding than exposure on an upper floor. 2. Distance—The more distance you can place between you and the fallout, the better. For example, the interior office in a building offers more protection than being near an outside wall. Ideally, the best place to seek shelter is in a basement, below ground. 3. Time—Fallout loses intensity with time. Depending on your location and drift of the fallout, it may be possible to venture outside after a few weeks. The greatest threat to people is during the first two weeks after a nuclear detonation. Shelter from fallout can be provided in buildings, churches, subways, tunnels, caves, and mines. Shelter from fallout is not the same as shelter from a blast. A blast shelter provides protection from the blast effects of a nuclear detonation. Depending on the type of radioactive fallout, potassium iodide tablets can be used to flood the thyroid gland with iodine, which protects only against absorption of radioactive iodine.

Electromagnetic Pulse In addition to the effects mentioned earlier, a nuclear detonation can also create a high-density electrical field called an electromagnetic pulse (EMP). This pulse acts in a manner that is similar to lightning, but it is faster, briefer,

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and much stronger. It can damage electronic equipment such as computers, communications systems, electrical appliances, electric power equipment, fluorescent lights, automobile and aircraft electronic ignition systems, and automated teller machines (ATMs). Damage could be severe if all systems are burned out. Battery-powered radios with short antenna would not be impacted. Essentially, the area struck by an EMP blast will appear as though time has stopped. People caught in this situation will experience their automobiles stopping on the highway and no radio sound will be heard.

How to Prepare Facility managers have a responsibility to their organizations to prepare for any emergency. The following are some actions that should be taken: ❒ Train employees: —To understand community warning signals—what they mean, what to do, and where to go —On the basics (what is it, how to recognize it, and elements of protection) of a nuclear, biological, or chemical attack —Annually, on first aid —On ‘‘building intelligence’’ ❒ Ensure that all building mechanics, engineers, and custodians know the evacuation plans for their building (routes, assembly areas, transportation availability, etc.). They must understand and be trained in the evacuation procedures as well as ‘‘protect in place’’ if a decision is made to keep people isolated in the building. ❒ Store emergency equipment for employee use such as cots, uniforms/ clothing, blankets, hard hats, brooms, buckets, and hoses. ❒ Be prepared to construct additional shielding by using stored brick, heavy timber, sand, sand bags, concrete block, or flagstone from patios and walks. Block entrances from the inside using heavy material such as timber or block. ❒ Ensure that whatever location is used as a shelter has adequate ventilation. While air can travel around corners, radiation cannot do so as easily. Therefore, install air intake shafts that are offset and not completely straight. Install at least two shafts: one for air intake and one to exhaust stale air.

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❒ Know where natural gas shut off valves are located. Blast effects from a nuclear detonation could cause gas lines to break. ❒ Identify, collect, and distribute building intelligence information to all mechanics.

Biological Weapons The use of biological weapons on the battlefield dates back as far as 2,500 .. when the Chinese used arrows and spears whose tips had been immersed in a poison made from a living organism. Research into the use of diseaseproducing viruses and bacteria for military purposes has been going on for years. In fact, thousands of people died in the 1900s as a result of experimentation and testing: World War II experimentation by German and Japanese scientists on prisoners of war, the use of so-called yellow rain against the local population in Cambodia (now Kampuchea) in the 1970s, and the unconfirmed anthrax experimentation ‘‘accidents’’ in the late 1970s in the former Soviet Union. Today, as a result of the terrorist attack on September 11, 2001, and the use of anthrax delivered through the U.S. postal system, there is heightened interest and worldwide alarm. This use of a biological bacterium on a civilian populace is frightening to researchers and analysts because there might not be counter-measures established or specific antidotes identified. For example, some strains of hemorrhagic fevers have no known curative treatment. A terrorist infected with this fever and the common flu would be capable of infecting thousands of unsuspecting people. These same individuals would infect others and the disease would spread exponentially. Since many of these biological agents have incubation periods of several days, there would be no immediate recognition until the medical community began seeing the symptoms popping up in different geographic locations. Depending on the terrorist motivation, infection could be spread worldwide, creating global panic and chaos. Hospitals and medical organizations would be on overload trying to treat patients while at the same time trying to determine what is happening and its cause. Needed medicine and supplies would not be immediately available, and as a result, thousands of people would die. Facility managers would play an important role in providing assistance to security forces and to medical agencies. Facility management emergency response plans should incorporate facility bioterrorism planning components.

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Biological Attack Indicators Biological attack indicators are similar to those of chemical attack symptoms. The difficulty for physicians is to determine, first, if there was an attack and, second, what type of attack, biological or chemical. The following are typical biological indicators: ❒ Hospitals and medical facilities would experience high numbers of acutely ill patients, displaying similar symptoms such as slurred speech, runny nose, tightness of chest and throat, possible eye irritation, and shortness of breath. ❒ Many sick or dead animals would be seen. ❒ Aircraft flying upwind of predictable wind currents, which usually flow over populated areas. Aerosol distribution of a biological agent, via aircraft, is an anticipated method of spreading these agents. ❒ There may be witnesses of the attack.

Defenses to Minimize and Reduce Casualties Implement an education program aimed at decreasing the psychological impact of biological weapons. Within this program, reiterate the importance of immunization, personal hygiene, and physical conditioning to help minimize the spread of various biological agents. During an Attack

❒ Mask, eye protection, and face shield. ❒ Seek cover. ❒ Use protective clothing (or anything to cover your body). After an Attack

❒ Decontaminate (even if it is only to hose down with water). ❒ Treat injured. ❒ Destroy contaminated clothing or equipment that cannot be decontaminated.

Biological Agent Characteristics There are three classifications of biological agents: bacteria, virus, and toxin. All treatment indicated should be under the direction of a physician. The

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facility manager should confer with appropriate medical personnel concerning decontamination. The following information is not all-inclusive, but it can provide the facility manager with basic knowledge as to what to expect. If detailed information is desired, then appropriate medical journals should be reviewed.

Bacteria Bacteria are single-cell organisms. They can range in size from 0.5 to 1.0 micron in diameter and from 1.0 to 5.0 microns in length. Some strains of bacteria can transform into spores. These are more resistant to environmental conditions (temperature), chemicals, and radiation than the normal strains of bacteria. Generally, bacteria will cause disease in human beings and animals by invading host tissue or by giving off poison, or both. The following lists outline the more common bacteria that can be used as biological weapons: Anthrax

1. Method of infection (not usually transmitted person to person): ❒ Skin Contact (also described as cutaneous). Infection is introduced by breaks in the skin—for example, a scratch, abrasion, or wound. On the skin’s surface, it initially looks like a pustule, then dries into a coal black scab. ❒ Ingestion. Infection is introduced by eating contaminated meat that has been insufficiently cooked. ❒ Inhalation. Occurs when spores are inhaled. In almost all cases, this type of anthrax is fatal. 2. Symptoms: ❒ Incubation is generally one to six days, but can be as long as several weeks. ❒ Early signs resemble a flu or cold, including fatigue, cough, mild chest discomfort, nausea, bloody diarrhea, and fever that can lead to severe respiratory distress. ❒ In severe cases, death occurs within twenty-four to thirty-six hours. 3. Treatment: ❒ Antibiotics must be initiated before onset of symptoms.

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❒ Antibiotics include: penicillin, ciprofloxacin, and doxycycline up to sixty days. 4. Decontamination (should be left to experts): ❒ Sporicidal or germicidal agent such as 0.5% hypochlorite solution (one part household bleach to nine parts water). Bleach must remain in contact for at least ten minutes. ❒ Radiation ❒ Hydrogen peroxide ❒ Formaldehyde gas ❒ Chlorine dioxide ❒ Ultraviolet light Tularemia

1. Method of infection (can remain viable for weeks in soil, water, animal carcasses, and hides): ❒ Contact with tissue or body fluids from infected animals ❒ Bites from infected mosquitoes, ticks, and deer flies ❒ Ingestion of contaminated food or water ❒ Inhalation of contaminated dust 2. Symptoms: ❒ Incubation period is generally one to twenty-one days (average is three to five days). ❒ Weight loss, fever, cough, chills, headache, skin lesions, pneumonia. ❒ Fatality rate ranges from 5 percent to 35 percent if left untreated. 3. Treatment: ❒ Antibiotics in the form of: streptomycin, ciprofloxacin or gentamicin up to fourteen days. ❒ Early treatment is very effective. 4. Decontamination: ❒ Mild heat (55C for ten minutes) ❒ Standard disinfectants

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Plague

1. Method of infection: ❒ Transmitted by fleas from an infected rodent to humans, resulting in lymphatic and blood infection. ❒ Can also be spread by airborne means (aerosol), resulting in a pulmonary variant of pneumonic plague. ❒ Can be transmitted person to person by coughing. 2. Symptoms: ❒ Incubation period is one to six days. ❒ Pneumonic plague exhibits high fever, chills, chest pain, headache, and cough. Bubonic plague also exhibits painful lymph nodes. ❒ Death results from respiratory failure, internal bleeding ,and circulatory collapse. 3. Treatment: ❒ Immediate administration of antibiotics is critical. If delayed more than one day after appearance of symptoms, pneumonic plague is fatal. ❒ Antibiotics include streptomycin, gentamycin, ciprofloxacin, and doxycycline for up to fourteen days. ❒ Isolate persons who are infected. 4. Decontamination: ❒ Soap and water ❒ Sunlight exposure ❒ Heat and standard disinfectants ❒ Sporicidal/germicidal agents or 0.5 percent hypochlorite solution.

Virus Viruses are the simplest of microorganisms. They are actually smaller than bacteria and range in size from .02 to .2 microns. Viruses, unlike bacteria, require living cells in order to multiply. Typically, a virus brings about changes in the host cell that eventually lead to the cell’s death. Viruses that could be used as biological weapons are shown in the following lists:

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Smallpox

1. Method of infection: ❒ Can be spread by airborne means (aerosol). ❒ Patient to patient via respiration, contact with saliva or coughing. ❒ Contact with skin lesions. ❒ Can be transmitted from the time the person develops the rash, through the first week. 2. Symptoms: ❒ Incubation period averages twelve days and ranges from seven to nineteen days. ❒ Fever, vomiting, headache, and backache. ❒ Lesions appear on the skin within two to four days. Lesions also appear in the mouth and throat and release the virus into the saliva. ❒ Rash develops on the face and extremities, which scabs over in one to two weeks. 3. Treatment: ❒ There is no proven treatment. ❒ Patients should be kept in isolation until all scabs separate. ❒ Contact and airborne precautions must be taken. This means masking. ❒ Ensure that isolation rooms include: —Monitored negative air pressure. —Air exchanges per hour should be six to twelve. —Room door that remains closed. ❒ Immunization with vaccine, if within three days of exposure. 4. Decontamination: ❒ Contaminated clothing and other items should be handled using contact precautions. Viral Hemorrhagic Fever (VHF)—Ebola, Dengue Fever, Yellow Fever, Rift Valley Fever

1. Method of infection: ❒ Can be transmitted by respiration (aerosol).

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❒ Soil contaminated by rodents can be inhaled in the form of dust. ❒ Tick and mosquito bites. ❒ By direct contact with infected blood or secretions. 2. Symptoms: ❒ Flushing of the face and chest ❒ Swelling ❒ Spots on the skin, similar to a blister ❒ Abnormally low blood pressure ❒ Headache, body ache, cough, vomiting, abdominal pain, dizziness, and diarrhea 3. Treatment: ❒ Treatment is most effective if begun within seven days of symptom identification. ❒ Dispensing of Ribavirin. ❒ The only vaccine available for any hemorrhagic fever virus is the Yellow Fever vaccine. 4. Decontamination: ❒ Persons suspected of having VHF should be immediately isolated. ❒ Room should be at negative pressure. ❒ All persons entering the room should be masked with HEPA-filtered respirator, gown, gloves, and face shield. ❒ All contaminated material should be autoclaved.

Toxins Toxins are produced by living organisms. They are nonvolatile, meaning they are unlikely to produce person-to-person exposures and will not remain a persistent hazard in the environment. They are generally conducive to aerosol distribution. Biological toxins, based on weight, are among the most toxic agents known. The following lists cover toxins that could be used by terrorists: Botulinum

1. Method of infection: ❒ Can be delivered by aerosol means.

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❒ Can be used to contaminate food supplies (botulism) and water sources. 2. Symptoms: ❒ These neurotoxins produce similar effects when inhaled or ingested. ❒ Symptoms for inhalation botulism generally occur in twelve to thirty-six hours after exposure. ❒ Symptoms include dry mouth, constipation, nausea, vomiting, blurred vision, drooping eyelids, sensitivity to light, speech impairment, difficulty swallowing, some muscle paralysis, and respiratory failure. 3. Treatment: ❒ Antitoxin includes trivalent and heptavalent. ❒ A tracheostomy may be required. ❒ Vaccine for people judged to be at high risk. 4. Decontamination: ❒ Toxins are detoxified after twelve hours, if left out in the air. ❒ Sunlight inactivates the toxins within one to three hours. ❒ Heat at a temperature of 80C will destroy toxins in thirty minutes. ❒ In domestic water, more than 80 percent of toxin inactivates in twenty minutes. Ricin

1. Method of infection: ❒ Can be distributed by aerosol ❒ Can be pelletized and injected into a body ❒ Can be used to contaminate food and water sources 2. Symptoms: ❒ Tightness of chest, fever, cough, nausea, and shortness of breath within four to eight hours. ❒ Death in laboratory animals occurred within thirty-six to seventytwo hours. 3. Treatment: ❒ No vaccine currently available.

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❒ Protective masking is important if aerosol distribution is expected. 4. Decontamination: ❒ It is detoxified by heat (80C for ten minutes). ❒ Use soap and water. ❒ Use sodium hypochlorite solution (0.1%) to inactivate. Staphylococcal Enterotoxin B (SEB)

1. Method of infection: ❒ Can be dispensed by aerosol. While it does not have a high mortality rate, it can incapacitate 80 percent of those exposed and render them incapable of doing their job for several weeks. ❒ Can be ingested and is a common source of food poisoning. Occurs usually from improperly prepared food. 2. Symptoms: ❒ In either form, inhalation or ingestion, symptoms are latent ranging from three to twelve hours. ❒ Generally, high fever, chills, headache. ❒ Specific symptoms are a result of method of exposure. If ingested, then symptoms would show nausea, vomiting, and diarrhea. If inhaled, then respiratory symptoms of cough, chest pain, and shortness of breath would be produced. ❒ Severe cases can produce pulmonary swelling and respiratory failure. 3. Treatment: ❒ Presently there is no vaccine; however, there are potential candidates being researched. ❒ Protective masking is recommended if distribution is expected. 4. Decontamination: ❒ Becomes inactive after a few minutes exposure to heat (100C). ❒ Use soap and water to decontaminate. ❒ Destroy contaminated food. Mycotoxins (Common Grain Mold)

1. Method of infection: ❒ Can adhere to and penetrate the skin.

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❒ Can be inhaled. ❒ Can be ingested. 2. Symptoms: ❒ Symptoms show up within minutes of exposure. ❒ Skin: burning skin pain, tenderness, redness, and blistering. ❒ Inhalation: Nasal itching, sneezing, pain, mucous discharge from nose, nose and throat pain, cough, and chest pain. ❒ Ingestion: nausea, vomiting, diarrhea, and abdominal pain. 3. Treatment: ❒ There is no specific antidote. ❒ Protective masking is recommended if distribution is expected. ❒ If ingested, then superactivated charcoal should be given orally. 4. Decontamination: ❒ Destroy contaminated clothing since it can cause further exposure. ❒ Exposed skin should be washed with soap and water. ❒ Eyes should be rinsed with saline solution or plain water to remove toxin.

Chemical Weapons Chemical agents have been used in battle as far back as 1,200 .. However, World War I saw the first modern use of chemical agents on the battlefield when chlorine gas, phosgene, and mustard agent were used. Since that time, chemical agents have been used periodically by Egypt in the 1963–1967 Yemen War, in Cambodia (now Kampuchea) in the 1970s, and during the Iran-Iraq conflict in 1983–1984. Many Third World countries today possess chemical agent capability, and some lack the scruples to abstain from indiscriminate use. Effective use of chemical agents requires knowledge of their physical, chemical, and destructive properties.

Chemical Attack Indicators Chemical attack indicators are similar to those of biological attacks. It is unlikely that chemical agents will produce a single casualty. A chemical attack should be suspected with any sudden increase in numbers of unexplained patients. Typical symptoms are:

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❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒


Unexplained sudden runny nose Blurred vision Feeling of tightening of the chest and a choking sensation Irritation of the eyes, could be a burning sensation Feeling of anxiety and depression Slurred speech Light-headedness and dizziness Animals and birds dying for no explained reason Strange odors: peach, bitter almonds, fresh cut hay, chlorine

Categories of Chemical Agents ❒ Persistent Agents. These agents pose a hazard for considerable time. They linger in place and eventually tend to vaporize and produce an inhalation hazard. They can be used to deny access to a location or geographic area. ❒ Nonpersistent Agents. These agents pose a short-term hazard. They tend to disperse rapidly and quickly neutralize.

Chemical Agent Characteristics There are five classifications of chemical agents: nerve, vesicants (blister and arsenical), choking, blood, and conventional (riot control, smoke, and incendiary). All treatment indicated should be under the direction of a physician. For a quick reference, Chemical Attack Onsite Diagnosis is shown in Figure 14-1.

Nerve Agent Nerve agents are compounds designed to kill people. This is accomplished by causing glands and muscles to be stimulated by accumulating enzymes that cause continuous activity. Eventually, the muscles and glands grow tired and can no longer sustain breathing. The major agents are Tabun (GA), Sarin (GB), Soman (GD), and VX. Generally, ‘‘G’’ agents tend to be nonpersistent, whereas ‘‘V’’ agents tend to be persistent. ❒ Tabun (GA). Can persist up to two days under normal weather conditions. It eventually evaporates, but much slower (twenty times) than water.

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Figure 14-1. Chemical Attack Onsite Diagnosis and Response Liquid/Vapor Nerve Agent

Blister Agent

Gases Blood Agent

Choking Agent

Conventional Agents

Category G: Nonpersistent V: Persistent Symptom Nausea Vomiting Bladder/bowel control Convulsions Seizures Flu-like Twitching Diarrhea Fruity odor

Corrosive to brass Cold, clammy skin Feeble pulse Painful eyes Odor of: Onions Mustard Garlic Fever Diarrhea Vomiting

Eye irritation Odor of peach/ bitter almonds Vertigo Respiratory Problems Seizures Cardiac arrest

Eye irritation Throat irritation Burning skin Nausea Vomiting Chlorine odor

Treatment Pyridostigmine Atropine 2 PAM CL Diazepam

Bacitracin Neosporin

Sodium nitrite Fresh air or Sodium thiosulfate oxygen & antibiotics

None required

Decon

Initial: Flush w/water 30 minutes

Initial: Flush w/water 30 minutes

Flush w/water 30 minutes

Flush with water

Follow-on

Follow-on

Flush w/water 30 minutes

Eye irritation Burning skin Nausea Vomiting

Hot/soapy water Hot/soapy water 5% bleach with chloramine sodium hypochlorite

❒ Soman (GD). Can persist up to two days under normal weather conditions. It eventually evaporates, but much slower (four times) than water. ❒ Sarin (GB). Generally nonpersistent. It will evaporate at almost the same rate as water. Incompatible with tin, magnesium, cadmium plated steel, some aluminum. Has some reaction with copper, brass, and lead. ❒ VX. Generally persistent. Colorless to brownish-yellow liquid. Vapor is heavier than air and will collect and remain in low areas. 1. Method of infection: ❒ Inhalation. ❒ Ingestion through contaminated food or water.

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❒ Through the eyes. ❒ Through the skin; however, this is to a much lesser extent. 2. Symptoms: ❒ There is no incubation period. Symptoms appear within minutes, depending on dose. ❒ Runny nose, watery eyes, drooling, tightness of chest, shortness of breath. ❒ Difficulty focusing, headache, pinpointed pupils. ❒ Nausea, vomiting, abdominal cramps, loss of bladder/bowel control. ❒ Twitching, jerking, staggering, convulsions. 3. Treatment. (Note that each of the antidotes listed here has side effects and must be monitored) ❒ Immediately call 911. ❒ There is a prophylaxis pretreatment that can be taken orally (tablet form) called pyridostigmine. One tablet should be taken every eight hours. ❒ Hold breath until protective mask or shelter can be achieved. Cover all body parts that are exposed. ❒ Atropine injections coupled with individual assisted ventilation. ❒ 2 PAM Cl increases the drug therapy in poisoning cases. It blocks and reverses the bonding of the nerve agent enzymes. Least effective against GD. ❒ Diazepam prevents convulsions in moderate nerve agent poisoning. ❒ Watch for persons going into shock. 4. Decontamination: ❒ If located in a contaminated area, immediately find shelter and commence decontamination. ❒ Remove contaminated clothing and place in plastic bag and place the bag in the sun. ❒ Flush eyes with large volume of water for fifteen minutes. ❒ If skin has been contaminated, wash with hot soapy water for at least thirty minutes. Also, household liquid bleach (5 percent strength) can be used.

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❒ If contamination is light, placing clothing outside for aeration in sunlight and wind. ❒ If contamination is moderate, place clothing in hot soapy water and let sit for one hour. Then rinse in clear water and let air dry. ❒ Contaminated equipment should be washed with hot soapy water, rinsed with clear water and left to air dry.

Vesicants (Blister and Arsenical) Vesicants can penetrate many materials such as leather, paint, rubber, and wood. They are colorless and odorless liquids that can penetrate the skin (cutaneous). The most sensitive areas of the body are the face, neck, armpits, genitals, and the skin between the fingers. Vesicants destroy cellular DNA, kill active tissue, and cause enzyme inactivation. The agents are blister (mustard) and arsines (lewisite, arsine). They are corrosive to brass and steel at 65C. 1. Method of infection: ❒ Skin contact (contact with eyes can result in blindness) ❒ Inhalation ❒ Ingestion 2. Symptoms: ❒ Initial signs may not appear for four to forty-eight hours, except there will be pain early on. ❒ Facial muscular cramping. ❒ Cold, clammy skin. ❒ Rapid, but feeble pulse. ❒ Low white blood cell count. ❒ In severe cases, there can be bloody diarrhea, vomiting, cold extremities, stupor, and convulsions. ❒ Odor of mustard, onion, or garlic. 3. Treatment: ❒ Hold breath and seek immediate cover. ❒ Protective clothing, entire face shield, and protective respiratory masking.

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❒ Remove contaminated clothing and wash skin with 2 percent solution of sodium bicarbonate. ❒ Patients should be treated same as having chemical burns. ❒ Blisters should be treated by a physician. ❒ Watch for shock. 4. Decontamination: ❒ Neutralize with large amount of 5 percent sodium hypochlorite solution. ❒ Wash with household bleach. ❒ Wash with water treated with chloramine. (Note: Some water districts, for example, Fairfax County, Virginia, and Washington, D.C., currently treat domestic water with chloramines.) ❒ Place contaminated clothing in plastic bag, seal, and label it for proper disposal. ❒ Contaminated soil can persist for years and, therefore, will have to be scooped up and disposed properly.

Choking Agents (Lung Damaging) These agents attack lung tissue and cause damage and irritation to the respiratory tract (bronchi, trachea, larynx, pharynx, and nose). Colorless gas smells similar to newly cut hay. Colorless to yellow compressed liquefied gas will hydrolyze in water to form hydrochloric acid. Generally heavier than air and, therefore, likely to travel along the ground. Will attack and corrode many metals, plastic, and rubber when mixed with water. Most deaths occur within forty-eight hours. The agents include phosgene (CG), diphosgene (DP), chlorine (CL), and chloropicrin (PS). 1. Method of infection: ❒ Inhalation ❒ Skin contact 2. Symptoms: ❒ Feeling of tightness in the chest, coughing, shortness of breath, and choking, burning sensation. ❒ Nausea, vomiting, blurred vision, and headache.

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❒ Pale, clammy skin, low blood pressure, and feeble heartbeat. ❒ Generally eyes, nose, and throat irritation. ❒ If exposure is minimal, symptoms subside in fifteen to thirty minutes. ❒ If exposure is severe, symptoms will last up to twenty-four hours and result in lung swelling wherein death will result if not aggressively treated. ❒ Chlorine odor. ❒ Watch for shock. 3. Treatment: ❒ Hold breath until protective respiratory mask can be donned and find shelter immediately. ❒ Flush eyes with large volume of water. ❒ Individual should rest and remain warm. ❒ Provide large amount of fresh air or oxygen. ❒ Wash exposed skin areas with water ❒ Treatment should occur under the direction of a physician. Antibiotics and steroids (cortisone, prednisone, and hydrocortisone) could be administered. 4. Decontamination: ❒ Avoid all contact if possible. ❒ If exposed to skin, flush area with large amounts of water. ❒ Remove contaminated clothing and place in plastic bag, and tag for proper disposal.

Blood Agents Blood agents are generally nonpersistent. Their effects are based on their ability to interfere with individual cell oxygen utilization and cause respiratory failure. They are colorless, highly volatile liquids that are soluble in water. The agents are hydrogen cyanide (AC), also called ‘‘flash,’’ and cyanogen chloride (CK), also called ‘‘canister cracker.’’ 1. Method of infection: ❒ Inhalation

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❒ Skin contact ❒ Ingestion 2. Symptoms: ❒ Eye irritation, and skin color can turn pinkish from AC exposure. ❒ AC can have a slight odor of peach or bitter almonds. ❒ Severe exposure results in intense irritation of nose, throat, and eyes; coughing and tightness of chest; and violent convulsions followed by cardiac failure within minutes. ❒ Moderate exposure results in weakness in the legs, vertigo, nausea, and headache. Followed by convulsions and coma. ❒ Mild exposure results in nausea, headache, and vertigo. 3. Treatment: ❒ Don protective clothing, respiratory mask, and face shield immediately. ❒ Administer oxygen. ❒ Administer sodium nitrite and sodium thiosulfate intravenously. This should only be done under the direction of a physician. ❒ Any skin exposure should be washed with a large volume of water. ❒ If eyes are exposed, they should be rinsed with a large volume of water. ❒ Watch for shock. 4. Decontamination: ❒ Avoid all contact if possible. ❒ If exposed to skin, flush with large volume of water. ❒ Remove contaminated clothing, place in plastic bag, and tag for proper disposal.

Conventional Agents These agents are primarily irritant agents, which in low concentration act primarily on the eyes. In high concentrations, they act on the respiratory tract and skin, sometimes causing nausea and vomiting. They are better known as riot control agents. The agents are CS, CR, or CN gas.

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1. Method of Infection: ❒ Inhalation ❒ Skin contact ❒ Ingestion 2. Symptoms: ❒ Incapacitation begins within twenty to sixty seconds. ❒ Effects last for five to ten minutes. ❒ Coughing, nausea, and vomiting. ❒ Skin will display stinging sensation. In high concentrations, blisters will form. ❒ Vapor affects respiratory tract, causing burning sensation. 3. Treatment: ❒ Flush eyes immediately with large volume of water. ❒ On skin, wash with large volume of water. If stinging persists, then coat with calamine lotion or topical cortisone steroid. 4. Decontamination: ❒ Wash contaminated clothing in hot soapy water. ❒ Let washed clothing air dry.

Detection As can be seen here, the symptoms for many of the biological and chemical agents are similar. In fact, many symptoms appear flu-like. Medical practitioners must be vigilant to see trends develop and the potential for mass casualties. Additionally, based on the scenario depicted earlier, exposures could occur in various regions of the country. Somehow, this information must be collected in the form of medical intelligence, analyzed, and a course of action directed. Military units have the capability of detecting agents that have been released on the battlefield. As a result, they have time to plot direction and predict arrival time of the agent. This allows them to provide early warning to troops who will be exposed. These troops then have time to don their protective equipment, such as protective clothing, boots, mask, and gloves. Civilian targets have less opportunity for advance warning. A terrorist will simply release an agent near a target. The only method now

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used for detection is for physicians to take notice of an increase of patients who are complaining of similar symptoms. Because reaction time is critical for saving lives, the need for an instantaneous real-time database is acute. Several companies are now developing Web-based software systems wherein medical practitioners input data and it automatically signals public health agencies when clusters of the same symptoms are identified in the same geographic region. Detection systems are presently being researched and developed for civilian use. Some military detection systems such as the Biological Integrated Detection System (BIDS) might be useful. This system collects aerosolized particles from the air and then analyzes them based on a developed genetic and antibody framework. Finally, it is important for the facility manager to remain in contact with health officials. When it appears that a biological or chemical weapon has been used, the facilities manager needs to know about it to initiate support actions and protective measures. Protection—If Something Seems Unusual—Treat It that Way! Rule of Thumb: Shut down building’s HVAC systems!—so that the chemical agent is not circulated throughout the building. Protection in either a hardened or unhardened facility that is equipped with some type of air filtration system (preferably high-efficiency particulate air, HEPA, filters) and an air-handling system providing positive air pressure will provide a degree of safety for personnel. Protection can also be provided in most buildings by simply sealing cracks and points of entry and using existing air ventilation systems equipped with HEPA filters. The positive air pressure helps to keep agents from entering the facility. This is important, especially, when there is no air lock. Before entry into these areas, personnel must go through decontamination. Personal protection requires the use of a full-face mask equipped with small particle filters, protective clothing overgarment, rubber gloves, and rubber overboots. Biological or chemical agents can be dispersed as aerosols in two ways: point or line source. Point-source dispersion occurs with a stationary aerosol generator or bomb. It results in a residue deposited in the immediate area and, therefore, the area requires decontamination, which can mean ground contamination. Line-source contamination results from aerosol that is sprayed, such as from an aircraft, speedboat, or speeding vehicle.

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Necessary Protection Equipment Some equipment is essential and should be kept always on hand to assist, immediately, in a crisis situation. ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

At least one case of duct tape Sandbags Plastic sheeting to cover windows and doorways Tarps to cover equipment that may be exposed Several sheets of half-inch plywood Various assortment of lumber: 2 4s, 2 6s Barricades to close off areas Several rolls of caution tape Fire hose to connect to fire hydrants or building standpipe for a quick decon ❒ Plastic bags ❒ Boots ❒ Coveralls ❒ Gloves ❒ Hats

Decontamination Decontamination involves the removal of an infectious agent from the surface of a human body, material or equipment, and from food or water. This can be done either by sterilizing or disinfecting the infectious agent located on the person or article that is contaminated. Methods of decontamination include: ❒ Mechanical Decontamination. This occurs when an infectious agent is removed from an object, but not necessarily made inactive. This can be done, for example, by using filters to clean contaminated air or by using water and soap to wash contaminated objects. ❒ Chemical Decontamination. This occurs when infectious agents are neutralized by a disinfectant. As an example, the use of household bleach (one

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part bleach to nine parts water will produce 0.5 percent sodium hypochlorite solution) placed on anthrax spores for longer than ten minutes. ❒ Expedient Decontamination. This can be accomplished by activating a building’s sprinkler system, emergency shower, or connecting a fire hose to a fire hydrant and moving people through until they are thoroughly soaked. Clothing should be removed and placed in plastic bags where it cannot contaminate. If necessary, these bags can then be buried. Privacy rooms for removing clothing need to be identified by gender, and each individual should be given two plastic bags; one for contaminated clothing and the other to wear as a gown until clothing can be provided. If decon is done during winter, then a plan for keeping people warm, drying them off, and controlling ice must be included. ❒ Physical Decontamination. This is the use of heat or radiation to kill the infectious agent. For example, the U.S. Postal Service is now using radiation to neutralize any possibility of anthrax spores in the mail. Autoclaving is another excellent method. Most biological agents deposited on pavement or soil would eventually (in hours not days) be inactivated by natural processes such as ultraviolet radiation from the sun, oxidation, or desiccation. If decontamination of these agents is required then chlorine-calcium (lye) could be used. Building interiors can be decontaminated by using gases or liquids. Gases in the form of chlorine-dioxide or formaldehyde can be used. Conversely, persistent chemical agents need to be cleaned up and require more effort. Chemical agents often have an oily base because they are designed to remain in place and deny access to a specific area or location. Decontamination of persistent chemical agents can require the use of a solvent such as acetone or alcohol. Nonpersistent chemical agents can be cleaned with soap and water.

Necessary Decontamination Equipment The following is a list of equipment that facility managers should keep on hand to assist, if called upon, with decontamination efforts for biological and chemical agents: ❒ Two cases of black plastic trash bags ❒ Labels and tags ❒ Rubber and latex gloves

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❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

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Ten to fifty pounds of household bleach Four 5-gallon buckets Four long-handled brushes Three 3-gallon buckets Four large sponges One 5-pound drum of liquid detergent Garden hoses Water source Cutting tools (knives, scissors, etc.) One bundle of rags

Cyberterrorism In the last few years, there have been many attacks on computer systems, which is known as cyberterrorism. If these incidents were to be combined with an NBC (nuclear, biological, and chemical) attack, then it is entirely plausible that the cascade effect would have a devastating impact on regional, national, and possibly international economies. Whether we like it or not, computers are now important tools for modern society. We could not function without them. Facility organizations are also tied to computers. We have come to depend on them for communication, analyses, and unlimited quick information. Their networks are critical to electric power, natural gas, petroleum production and distribution, telecommunications, transportation, water supply and service, budgeting, financial services and banking, and for emergency services. Facility managers today, more than any time in the past (especially, since the attack on September 11, 2001), have to work closely with their information technology counterparts. Information must be shared, impacts need to be known and understood, and solutions to facility and computer issues developed synchronously. Facility managers are now not only the service provider but also the customer receiving computer service. Consequently, they must focus attention on keeping computer systems functioning.

Facility Physical Condition Assessment A facility physical condition assessment is accomplished when experienced facility personnel conduct a walkthrough of a facility, assessing the adequacy

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of physical protection of that facility. Many books exist to help develop a condition assessment program, see Part V for resources available. The team conducting the assessment should understand the threat situation well enough to be able to relate it to the facility’s vulnerabilities and the risk associated with those vulnerabilities. The following questions that must be answered to formulate a thorough assessment. ISSUE 1. Are building plans immediately available? 2. Are all penetrations through ceilings, walls, and floors sealed? 3. Are all sensitive computer equipment locations known and shown on the plans? 4. Are all sensitive computer locations properly protected? 5. Is there access to the interior of the facility from the roof ? 6. Are HVAC outside intakes covered by locked screens? 7. Is plumbing located above the sensitive computer rooms? 8. Do all conduit and cable trays, above the ceiling or below the floor, terminate in a secure area? 9. Is there a cable management plan? 10. Is there an emergency preparedness plan available that covers various contingencies, such as fire, storm, loss of power? 11. Are fire and evacuation drills conducted periodically? 12. Does the facility have a functioning fire protection system?

YES

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REMARKS

13. Are mechanics knowledgeable of water valve shutoff locations? 14. Is there emergency power to the facility? 15. Is there an uninterruptible power system (UPS) attached to critical equipment (such as computer center lighting, entry access control, air conditioning system, communications system, computer center systems)? 16. Is the UPS inspected/checked regularly? 17. Is there drainage sufficient to handle possible flood? 18. Are heat, smoke, and fire detectors installed above the ceiling, under the raised floor, and in storage rooms within the computer facility? 19. Are water detectors installed under the raised floor? Are they monitored? 20. Are windows to the computer center secured shut? 21. If the computer center has a raised floor, can a person hide underneath it?

Agro-Terrorism Until recently, people have felt protected and safe from agricultural terrorism. This is a relatively new form of terrorism that has only recently surfaced in the United States as a result of the attacks on September 11, 2001. Agricultural farmers, dairy farmers, food processing plants, and others are now more susceptible to being impacted. A terrorist using an aerosol spray could infect thousands of acres of crops and thousands of head of livestock. If crops were affected, it may not be detected for weeks or months until the produce was sold and people had the opportunity to purchase and eat it. Livestock on the

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other hand could be infected, which would be known only after they started dying off. At that point, they would need to be destroyed. Food processing plants currently do not have the resources to inspect all food being processed. Restaurants and cafeterias would be havens for tainted food and botulinum. Not only would people become infected with this toxin, they would also suffer economically. Farmers and ranchers would be forced out of business, prices at the market would skyrocket because of supply and demand. What can facility managers do? They can be more vigilant, especially, those who support food-processing plants and eating establishments.

Bomb Threat In the past, most bomb threats have been hoaxes. However, today one cannot assume that the call of a bomb threat is a hoax. Any bomb threat must be considered and treated as an emergency. Response should be swift, low key, and orderly to prevent causing alarm and panic.

Preparations Before the Threat Preparation allows the facility manager to plan and be proactive. It forces the manager to identify potential areas or locations within a facility that could be easily compromised, identify corrective action, and execute the fix. Taking these steps adds to the manager’s credibility and depicts him or her as being responsible and caring. It also reduces the possibility of an incident that will result in personal injury or loss of property, thus eventually impacting the organization’s mission. Preparation is the key to readiness. During the initial stages of preparation, there are two areas that need to be considered: security of the facility and how to respond to the threat.

Bomb Threat Security Plan The threat security plan is concerned with the actual security of the facility, which is access. The first thing that should be done is a security assessment of the facility. This can be done by using either a consultant or in-house personnel. The following list outlines physical security issues that the facility manager should examine: ❒ Access control. Are all keyed locks working properly? If automated, does the computer access system operate correctly? Are door panic hardware screws functioning properly?

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❒ Have exterior locations around the facility been examined for shadows? Is security lighting adequate? Have timers been set according to the season of the year? ❒ Have shrubs near buildings or in locations where they cause shadows been trimmed back? ❒ Has parking been controlled and restricted to at least three hundred feet away from the facility? ❒ Has closed circuit television been installed? ❒ Have alarm systems (fire, burglar) been tested and are they on a regular testing schedule? ❒ Is fencing in place to deny access to someone intending to deliver an aerosol agent into the building’s air intake louvers? ❒ Are all exterior doors either solid wood or steel? ❒ Do windows on floors closest to the ground have security bars, wire mesh, or steel shutters or metal grates protecting them? Are these security mechanisms in accordance with fire safety requirements? This also includes skylights, door transoms, and large floor vents. ❒ Do all facility maintenance and custodial employees wear uniforms and display an identification card? ❒ Are all mechanical room, boiler plants, elevator control rooms, and telephone switch rooms kept locked? ❒ Is there a lock-and-key policy wherein lost keys result in lock replacements? Is there a procedure established to inventory keys at least twice a year? ❒ Is trash at dumpster locations collected frequently (could be daily)? Are exterior trash containers checked and emptied daily? ❒ Does the facility have a staffed information/reception desk at the entrance?

Bomb Threat Response Plan The threat response plan identifies procedures to be followed when a bomb threat has been made. Past assessments of bomb threats indicate that terrorists want to cause chaos and confusion by using the threat itself, and even ‘‘dummy’’ bombs, to achieve self-gratification and cause anxiety and panic among the population. Organizations must be prepared for this type of

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threat. Consequently, facility managers will play a key role. The following issues should be included, or at least considered, in a bomb threat response plan: ❒ Know the chain of command and who will be the site commander. If facility marshals are appointed within the facility, they should be notified and kept informed. Facility marshals are volunteers who agree to coordinate various facility-related activities such as fire drills and evacuations. They should be included in any emergency response team planning and have access to whatever communications systems the organization uses in the event of an emergency. ❒ Contact local authorities, police, and fire department. ❒ Know when the emergency response center is opened; who initiates its opening; and where it is located (and also the alternate site). ❒ Develop and follow a bomb threat protocol, which includes: Who takes the lead if a threat occurs? What procedures are followed when receiving the threat? How will a search is conducted? What coordination is needed with outside agencies? How and when is the decision made to evacuate? ❒ Plan to not use FM (frequency modulated) radios for communication. They could cause detonation of electric blasting caps. ❒ Establish search teams and search techniques. ❒ Have building blueprints, by floor, available for review to assist the search teams. ❒ Establish recurring bomb threat training that all personnel must attend. ❒ Have a simple bomb threat procedure card that anyone can follow. ❒ Have a plan on what to do in case there is a bomb detonation.

During the Threat Anyone receiving a bomb threat must understand what to do. Therefore, the organization should conduct training for all employees on what to do if a bomb threat is received. Specific attention must be paid to the caller to provide law enforcement authorities with information that can be used to find the person making the threat. The following comments and questions should be asked:

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❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

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Note exact time and date of call. Capture the exact words used by the caller. Was there any background noise? When is the bomb going to explode? Where is the bomb? What kind of bomb is it? What will cause it to explode? Did you (the caller) place the bomb? Why have you (the caller) placed the bomb?

Describe the Caller’s Voice and Mannerisms This is important for developing a composite picture of the caller. Try to check off whatever characteristic seemed pertinent at the time, while speaking with the caller. ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒

Calm Well-spoken or accented Disguised voice Nasal sounding Stutter Slow/deliberate speech Sincere Lisp Rapid speech Giggling Deep voice Crying Raspy voice Stressed Slurred Loud

Receiving Letter Threat/Bomb The mail room should notify local authorities of any unusual letter or package. Appearance provides the first opportunity to identify possible explosive devices sent through the mail. Physical appearance includes:

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❒ Excessive postage ❒ No return address ❒ Overstuffed envelope requiring excessive material to secure the package ❒ Protruding wires ❒ Heavy ❒ Rigid envelope ❒ Strange odor and/or oil stains ❒ Spelling mistakes ❒ Incorrect titles

Threat Decision A newly communicated bomb threat requires quick analysis to determine whether the facility should be evacuated. The decision is based on the organization’s mission, and the impact of lost revenue or additional costs. These factors must be weighed against the risk. In some cases, for instance in a school environment, it may be advantageous to evacuate with any bomb scare. Besides immediate evacuation, the organization can simply ignore the threat. A third option is to find a compromise wherein the search would commence immediately upon a threat notification and the evacuation would be phased, by floor, wing, etc.

Evacuation In order for the evacuation to be conducted smoothly and calmly, there must be some control. Facility marshals and teams of trained and well-identified personnel should be positioned at each egress point to provide direction. These individuals could consist of security officers, facilities employees, and volunteers within the facility. Whoever they are, they need to be well trained on the evacuation plan: 1. Direct evacuees to a designated assembly area—preferably, located five hundred feet away, or more. 2. If inclement weather, direct evacuees to a designated, alternate, and covered (weather-protected) location.

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3. Consider and be knowledgeable of persons with disabilities. ❒ Know where the safe locations are on each floor. ❒ Notify the search team or fire department of the location of disabled personnel. ❒ Reassure the disabled employee(s) not to panic and that help is on the way. 4. Account for all persons evacuating the facility.

Search When a bomb threat is received, a search of the facility must take place. In most cases, the local police will be called and will take the lead. They may request support. The facility manager should have building plans available to assist with identifying locations within the facility where a bomb could be placed. The police may request search assistance. In that case, the organization should have individuals already trained to participate in search teams. Ideally, facility marshals can be used in this capacity, because they are familiar with the facility. Search team personnel must be familiar with all common areas within the facility, such as restrooms, hallways, lounges, and false-ceiling areas. Facility maintenance personnel can be of great assistance in knowing the mechanical spaces, custodial closets, and other storage spaces where bombs or incendiary devices could be placed. Search teams should consist of at least two individuals who have been trained in search techniques by local police or fire departments. Common sense and logic are the main requirements. The following search protocol can be used: 1. Upon entering a space, they should move to various locations within that space, stop and quietly listen for any sound that could indicate a bomb or incendiary device, such as the noise from a clock ticking. Background noise will pose a problem and mask some of the ticking sound. 2. The space should be viewed in an orderly way: clockwise or counterclockwise. Start with outer areas of the space, working toward the center—first, check all items located on the floor; then, progress up to a predetermined height. Once the entire room has been viewed, go back in the opposite direction. If the space has a suspended ceiling, facility maintenance personnel should have ladders available to peer above the ceiling.

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3. When the space has been completely checked, the door should be closed and a sign or tape placed at the door identifying that the space has been checked. 4. Proceed to the next room and continue using the same technique. 5. If a suspicious object is found, it should not be touched. The emergency operations center and the bomb squad should be notified immediately. If the facility has not been evacuated, this is the time to do so. 6. Do not permit anyone to reenter the facility until the device has been removed or disarmed and the bomb squad has given the all-clear signal.

After the Threat The organization’s public relations staff should be apprised early on of the bomb threat. In high-profile organizations, as soon as the news media hear about the threat, they will descend on the organization for information. There needs to be only one spokesperson for the organization. Otherwise, there could be conflicting information issued to the media that would add to the confusion. The point here is to provide timely, accurate information and to decrease uncertainty and anxiety.

Lessons Learned After every threat, there should be a short lessons learned gathering of managers to discuss what went well, what did not go well, what can be improved, and what issues remain open.

Crisis Intervention Managers are obliged to keep their attention focused on the organization’s mission, while, at the same time, show concern for their employees. In a crisis situation, employees experience the following emotional stages: 1. Shock. Although assistance should be offered to the employee, it may be declined. Accepting assistance means confronting their emotions, and they may not be ready to do that. 2. Anxiety. During this stage, the employee is having problems sleeping and can be overcome with obsessive thinking. This stage tends to impact job performance. Time off from work and therapeutic counseling can help.

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3. Anger. An employee in this stage may need help. Try to be more understanding unless this action provokes disruption of the operation. 4. Denial. Employees in this stage are ‘‘always right, they never do anything wrong; it’s always someone else’s fault.’’ 5. Acceptance. This is the stage to start a review of the emergency and anticipated problems as a result of the crisis. Leader Recommended Actions

❒ Seek Professional Assistance. The facility manager is the leader of the organization. This individual still has a job to do even though the organization may have recently experienced a terrible tragedy. To do what is required, this individual must depend on the resources available, which are people. As mentioned earlier, after a tragedy, employees move through various stages of feelings. Facility managers must recognize this process and call for assistance from other departments or outside agencies to help employees transcend these stages and find a satisfactory level of coping. If the organization has an employee assistance program (EAP), it should be considered in any emergency response plan. The EAP may also be part of the employee health plan. ❒ Be Visible. In times of crisis, facility managers need to be visible to their employees. They should demonstrate that they care how employees feel. Show compassion! This is the time to be generous with praise. ❒ Listen. Take time to listen to employees. It may seem like you are wasting time; however, in the long run, you gain respect and credibility. This would be a good opportunity to hold small-group talk sessions, perhaps led by a professional employee assistance counselor with the facility manager in attendance. ❒ Physical Symptoms. Some employees may need additional assistance and may not be aware of it. Watch for employees who display the following signs: loss of appetite, crying, loss of focus, anger, easily distracted. ❒ Constructive Contributions. Employees who are grief-stricken need an outlet for their grief. Get employees to focus on doing something for others. Examples include organizing or sponsoring a blood drive, organizing and starting a relief collection of supplies for distribution to the needy, or sponsoring a local charity. ❒ Invoke Time. There is an old adage that says, ‘‘Time heals all wounds.’’ When employees suffer grief, they too need time. The facility manager

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must carefully and understandingly buy time for employees to recover and, once again, do their jobs. Individual Recommended Actions

❒ Within twenty-four to forty-eight hours of the crisis, you should engage in strenuous physical activity, followed by relaxation. ❒ Keep busy! Keep your life as normal as possible. Acknowledge your emotional reactions. ❒ Talk to people. A support group would the best engagement here. ❒ Don’t try to use drugs or alcohol to dull your pain. ❒ Spend time with people you know and can depend on. ❒ Try to help someone else. Remember: It is far better to give than receive. ❒ Express your emotions. Cry if you need to do so. ❒ Keep a journal. ❒ Meditate in solitude. Appreciate the sanctity of life.

CHAPTER

15

Water Loss

An adequate water supply is critical to facilities for many reasons. Water is the lifeblood of the facility and will cost the facility if it is interrupted. Water is used for drinking, sanitation, fire protection, process applications, cooling, irrigation, and conveying sanitary and process waste. Water may be obtained from a municipal service, surface water, or groundwater source. If water is supplied by a municipal source, it is critical to determine how much, at what pressure, and at what cost. Generally, the cost of municipal water includes an initial connection fee, construction, and meter, followed by subsequent water bills based on use. The initial connection fee could be significant depending on flow requirements of the facility and the municipality’s total available capacity. Water systems from different sources cannot be cross connected. Cross connections make possible the contamination of the potable water supply. This happens when the pressure from the polluted source exceeds the pressure of the water supply, better identified as back-siphonage or backflow.

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Most municipalities have strict control ordinances that describe connection types for different uses. Municipal water cannot be directly connected to fire sprinkler systems, process systems, boilers, wastewater treatment facilities, or other nonpotable uses without a backflow preventer being installed. Backflow preventers stop back-siphonage and back-pressure and, therefore, protect the potable water supply. These valves require at least annual inspection and testing to ensure that no backflow into the main water system can occur. Planning for Water Loss

❒ In planning for loss of water, a facility manager should check with the water supplier to determine the closest adequate water service. If a water main with adequate flow and pressure is distant, then a cost analysis should be made to decide between extending the water main versus developing an on-site source and constructing a storage reservoir. The analysis should be based on long-term planning for the facility. This analysis should consider fire protection, fire insurance costs, water quality, water treatment costs, maintenance, and staff requirements for an on-site staff. ❒ If pressure in the existing water main is not adequate but the supply is adequate, then a booster pump may be needed for domestic demand and/or fire protection. If the existing water system does not have an adequate supply for fire protection, an independent fire protection supply and distribution system must be designed and constructed. ❒ If municipal water service is not available or the cost to connect to it is prohibitive, an alternate source is required. In most areas of the country, the alternate source is groundwater. However, in riverfront or lakefront areas, it may be surface water. Federal regulations require treatment of water taken from a surface area for potable use. ❒ Groundwater may also need to be treated if it is used as a potable source. Raw water used as a potable source must conform to federal, state, and local regulations. Care should be taken to properly analyze and pretreat raw water used for process cooling or landscape irrigation. Raw water can inhibit chemical processes, cause mineral deposits in piping, corrode pipes, and stain sidewalks and buildings. ❒ The water distribution grid should be well planned because it delivers the most critical resource to a facility. Water mains should be looped and furnished with gate valves at each leg of major water main intersec-

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tions to allow for isolating segments. This would lessen the impact on other segments in the event a break occurs. Looping water mains increases the overall pressure of the system, increases the total capacity of the system, and provides needed flexibility. Dead-end pipes should be avoided because they cause water-quality problems. Gate valves should be installed at five-hundred-foot intervals to isolate water mains. The municipality or fire department will likely specify the location and type of valves. ❒ Newer water mains are typically made from cement-lined ductile iron (CLDI), polyvinyl chloride (PVC), coated steel, or concrete. Ductile iron is a type of cast iron that has ductile properties. Water services are typically copper or PVC, but lead, zinc, galvanized steel, brass, and bronze piping have been used in the past. Cement-lined ductile iron piping is the most common material for city water mains. Standard sizes range from four to twenty-four inches in diameter. Iron tubercles may form in unlined cast-iron pipes and seriously alter flow capacity. Lining with cement or epoxy can prevent tuberculation. Asbestos cement pipe, although no longer available, can be easily broken by unevenly distributed external loads such as pipe crossings or by nearby excavation activities. ❒ Local regulations specify the maximum allowable distances between fire hydrants. Fire hydrants should be located at high points of the water main alignment to allow the relief of air from the line. Hydrants should be the same model and from the same manufacturer as the municipal water system even if they are on a separate system. If possible, hydrants should not be located too close to buildings or structures to allow firefighters safe access to hydrants when the facility is on fire. A fire hydrant should be located near every outside building fire connection standpipe to allow a pumper truck to pump water from the hydrant to the sprinkler system. The placement of the hydrants and external connections should be coordinated with the municipal fire department and the facility’s fire insurance underwriter. ❒ Another issue regarding water mains is that facilities frequently upgrade and/or add new structures. Excavating to add new structures is inevitable; therefore, water main fittings and elbows must be constructed with mechanical joint restraints and/or concrete restraint blocks. Sometimes the existing water mains fail during new construction, sometimes they fail during the next winter or thaw, and sometimes they fail under ex-

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treme conditions such as fire. Functioning water mains are critical during fire emergencies. Emergency Actions Available

❒ Commercial Buildings and Hospitals. Have a backup well-water supply, plus a generator or battery power source and water storage tank on top of buildings. ❒ Industrial Plants and Power Stations. Have a backup lagoon and/or wellwater supply. ❒ Power Stations. Power stations that use sewage effluent as cooling water makeup have available surface water or a city supply. ❒ Nuclear Power Stations. Have 8 to 10 million gallons of water available in their cooling tower basins that can be gravity-fed for emergency cooling. ❒ Industrial and Utility Facilities. Fire water supplies and piping systems are separated from the main service water but are piped to be available for emergency cooling. ❒ When a facility or campus experiences water loss, the following action should be taken immediately: 1. Shut off all water valves as quickly as possible. This action will contain whatever water is in the distribution system. The distribution system can then be used as a reservoir. (See Part IV, Checklists and Forms.) 2. For a campus or multibuilding situation, shut off exterior main water valves first, then shut off all building main valves. 3. Hot water tanks can be used as potable water reservoirs. 4. Swimming pools can be used as nonpotable water reservoirs. 5. Record building water pressure every two hours. (See Part IV, Checklists and Forms.) 6. Place thirty-gallon containers filled with nonpotable water, along with two-gallon buckets, in a designated restroom. This water can be obtained from nonpotable water sources mentioned earlier. One bucket full of nonpotable should be dumped into the toilet bowl for each flush. 7. Restrooms not being used should be locked and a sign placed on the door.

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8. Central chilled water systems can also be considered as a reservoir that could be used for water in emergency situations. Chilled water has been treated with chemicals and is, therefore, nonpotable, but it can be used for nonpotable functions such as in restrooms. 9. In extreme situations, and if small amounts of potable water are needed, then surface water, taken from ponds, lakes, rainwater, and rivers can be purified. (See Figure 15-1.) Equipment and Materials

❒ Thirty-gallon containers, with faucet, for potable water ❒ Thirty-gallon containers, with faucet, for non-potable water ❒ Two-gallon buckets ❒ Waterless hand cleaner ❒ Paper towels ❒ Pumps Figure 15-1. Ways to Purify Water Contaminated water can contain microorganisms that cause disease such as typhoid, dysentery, and hepatitis. Before any untreated surface or groundwater is used for drinking or cooking, it should be purified. There are many ways to purify water. The best-known are depicted here: Boiling. This is the safest method of purifying water. ❒ Bring water to a boil for three to five minutes. Some water will evaporate and the condensate could be collected (see distillation, below). ❒ Let water cool before drinking. ❒ Pour water back and forth between two containers. This will add oxygen to the water and give it a better taste. Disinfection. This process kills microorganisms. Use household bleach that contains 5.25 % sodium hypochlorite. Do not use bleaches with added cleaners, scented, or color-safe. Source: FEMA and Red Cross Disaster Information Sources. ❒ Add four drops of bleach per quart of water. Source: FEMA and Red Cross Disaster Information Sources. ❒ Mix it and let it stand for thirty minutes. The water should have a slight bleach odor. Distillation. This process involves boiling water and then collecting the vapor and condensing it back to water. To distill, fill a pot half way with water. Tie a cup to the handle on the top of the pot lid so that the cup hangs right side up when the pot lid is inverted. Do not dangle the cup in the pot of water. Boil the water for twenty minutes and condensation will collect on the inverted lid and fall into the cup as distilled water.

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❒ ❒ ❒ ❒


Fire hose Garden hose Masking tape to close off areas Truck to transport

Management Checkpoints YES 1. Has the fire department been notified about the loss of water? 2. Has the risk insurer been notified about the loss of water and impact on fire protection? 3. Has the water department been asked how long the water outage will last? 4. Can the facility obtain water from two directions on the supply grid? 5. Has a priority list for water usage been developed, in the event that alternative water supply is marginal? 6. Will interruption of water supply cause cooling system problems? 7. Will interruption of water supply impact boiler feedwater? 8. Has a determination been made on the amount of potable water needed for drinking? 9. Have prearranged agreements been made with potable water suppliers to provide potable water? 10. Are adequately sized pumps and hoses available in the event water is obtained from alternate sources such as pond, river, or storage tank? 11. Are water distribution valves exercised periodically, through a preventive maintenance program, to ensure they will work when needed?

NO

CHAPTER

16

Workplace Violence

Incidents of violence in the workplace are on the rise. Although the actual number of victims and the extent of the violence is not well identified, recent surveys and studies have documented that approximately 2 million people are directly or indirectly (as bystanders) impacted annually by workplace violence and the average cost to employers for a single incident of workplace violence can amount to hundreds of thousands of dollars in lost time and legal fees, loss of productivity, employee distraction, investigations, and the organization’s image rebuilding, according to the National Safe Workplace Institute (NSWI). It is easy to see from these figures that workplace violence costs employers billions of dollars annually. In fact, the Workplace Violence Research Institute (WVRI) in Palm Springs, California, recently published that the cost for all workplace violence tops $36 billion annually. This figure integrates information from the American Management Association, the Department of Labor and Bureau of Labor Statistics, and the Northwestern Mutual Life Insurance Company. 263

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Facility managers play a major role when it comes to workplace violence. In many cases, the facility department is the largest department from the standpoint of personnel employed and budget. In today’s outsourcing environment, these same departments are trying to do more with less. Resources are being pinched to impact the bottom line, forcing facility managers to explore various alternatives for saving money. These alternatives can lead to reducing the workforce and either eliminating the function or contracting it out. This can have a negative effect on employees and has the potential to lead to workplace violence. In addition, security and safety measures can involve installing expensive systems, equipment, and materials such as security lighting, pass-through windows with bullet-resistant glass, elimination of landscaping obstructions near windows, installation of video-surveillance equipment, interior and exterior panic alarm systems, and card access entry. Many facility managers understand the importance of addressing workplace violence but do not have sufficient time and resources to always do what should or could be done to prevent it. In many organizations, although the possibility of violence exists, the probability is low. Consequently, with extremely limited resources, they feel the cost/benefit analysis is too low to warrant time and effort to develop a workplace violence program. However, having a workplace violence program is becoming more important everyday. Sooner or later, as evidenced by the previously mentioned statistics, every department in every organization will need to address this issue. The purpose of this chapter is to provide background on a growing workplace problem and point out relatively easy ways of implementing a simple workplace violence program that can be expanded as needed.

Definition of Workplace Violence According to the WVRI article ‘‘The Cost of Workplace Violence to American Business’’ written by Steve Kaufer and Jung W. Mattman, workplace violence includes: ‘‘homicides, physical attacks, rapes, aggravated and other assaults, threats, intimidation, coercion, all forms of harassment, and any other act that creates a hostile work environment.’’

Categories of Workplace Violence Obviously, workplace violence is a complicated issue because it can originate as a result of many sources. In an effort to better understand its causes, researchers have divided workplace violence into four categories. The source of this information is the ‘‘Report to the Nation on Workplace Violence,’’

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published by Workplace Violence Intervention Research Workshop in February 2001 and sponsored by The University of Iowa Injury Prevention Research Center. By achieving a better understanding of the causes, solutions can be facilitated. Category

Incident

Prevention

Type I (Criminal Intent)

Primary motive is theft. Deadly weapon often involved. Risk greatest to late-night and lone workers, those who exchange cash.

Environmental: Adjust lighting, install security devices/surveillance. Organizational: Develop policies/procedures. Behavioral: Implement training.

Type II (customer/client)

Perpetrator is a client/ customer. Violence can occur as part of normal duties. Risk greatest to service providers and workers doing routine constant work. Example: police, social workers, teachers, bus operators.

Improve physical security. Implement employee assistance programs. Increase training, promoting violence recognition. Identify high-risk employees (type III). Develop zero tolerance procedures.

Type III (Worker on Worker)

Perpetrator is an employee or former employee. Seems to occur as result of work-related or interpersonal disputes. Risk greatest to managers/ supervisors.

Increase training, promoting violence recognition. Apply consitent policies and procedures. Implement zero tolerance procedures.

Type IV (Personal Relationship)

Personal problems spill over to workplace. Better known as domestic violence.

Understand the legal situation. Develop policies and procedures on how to handle.

Source: ‘‘The Report to the Nation on Workplace Violence’’ published by the Workplace Violence Intervention Research Workshop, February 2001.

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Liability According to OSHA regulations, it is incumbent for employers to provide all employees with a safe environment in which to work. Employers are liable for the actions of their employees during the term of their employment. Once informed of a potentially violent situation, an employer is liable for the action of its employee if adequate safety and security measures are not taken. For example: If one employee is assaulted on the workplace premises and it is learned that security lighting may have discouraged the assault, the employer could be liable for not taking corrective action earlier. This example illustrates the necessity for conducting periodic physical security inspections.

Planning Facility managers who say that workplace violence is important but not a high priority on their list are leaving themselves open to criticism, legal action, and the possibility of having one of their employees injured. There is no substitute for being prepared for any eventuality. Whether we want to believe it or not, violent incidents can occur in the workplace and people are impacted and injured. Because the facilities business is one of service, safety should always come first. A little preparation, including investment in equipment or materials, could save a person’s life. A facility manager should approach this by understanding that he or she doesn’t have to go this alone. 1. Planning Organization. Implementing a team approach, thereby capitalizing on the expertise of various disciplines such as human resources, employee assistance, safety office, affirmative action and equal opportunity specialists, risk management services, security and law enforcement, the office of legal counsel, and public affairs provides support to the facility manager and is a source for innovative solutions when dealing with difficult situations. Representatives from the various offices and departments should be organized into a planning committee. This committee should begin by analyzing the organization’s ability to react to a violent incident before recommending and suggesting methods for improvement. 2. Union. If the organization is unionized, then by all means involve union representatives early in the planning. Involving the union early on by allowing them the opportunity to raise employee concerns and to volunteer their expertise before decisions are finalized demonstrates the

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organization’s willingness to work with the union and management’s commitment to implementing a viable workplace violence program. 3. Planning Process. ❒ Conduct an evaluation of the organization’s ability to respond to and handle a workplace violence situation. Begin by reviewing previous incidents to see how they were handled. Focus on lessons learned as a result of the incident. Look for trends or patterns of potential risk. Then develop prevention strategies for future potential incidents. ❒ Identify staff expertise, or where you can go for assistance. Find out what service they can provide in a violent situation. What you should be concerned with are staff personnel with expertise in conflict resolution, crisis counseling, mediation, and threat assessment. Meeting and working with these individuals and developing response plans before an incident occurs is the most effective means of preparation. In the heat of the moment, you don’t have time to ask who to call and where to get assistance. Workplace violence incidents can occur quickly. The facility manager must know what to do and who to call immediately. ❒ Determine current level of security within the organization and who and where to call in an emergency. Look to your security office for guidance. If you are a facility manager of a single office building, you may not have an in-house security staff. In this case, you should contact the building owner. You can always contact local law enforcement and they will assist with completing a physical security inspection. It is extremely important that this coordination is done beforehand, and that it be part of your emergency preparedness plan for your organization. There have been cases, especially in federally owned/controlled buildings, where jurisdictional questions have impeded response times. This should be coordinated and worked out ahead of time. Other sources for help are local hospitals, local universities, and the municipal public health office. ❒ Implement a procedure to report potential workplace violence situations. Workers often see trends and patterns in their colleagues but tend to overlook and not report them, or they may not want to get involved. A procedure must be established that encourages employees to report all incidents. The procedure should be one where an employee making a report does not feel threatened or can make a report anonymously if he or she prefers. There are numerous methods that

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can be used to report incidents, such as hotlines, e-mail, requesting employees inform their immediate supervisors, or managerial opendoor policies. Whatever method is used, the reported incident must be handled swiftly and effectively to maintain credibility with employees. In every organization, word spreads quickly on how issues are handled. Botched handling of reported issues will cause many employees to be skeptical and hesitant to provide information in the future. In essence, credibility is tarnished. Feedback to employees is equally important. If a potential situation is reported and investigated, closure with the employee who made the initial report is critical. This closure allows the employee to know that his or her report was taken seriously and investigated. Closing the loop with the employee builds credibility. ❒ Develop plans to respond to incidents of workplace violence. There is wide-spread variation between the types of workplace violence incidents that are possible—hostage/shooting situations to employees shoving each other to angry verbal points of view. This makes it difficult to for the facility manager to develop a one-size-fits-all preparedness plan. The major point is that plans must be flexible. Classifying incidents in broad categories is useful. The simplest seems to be emergency or nonemergency. By using these categories, the organization can decide who has the responsibility to take action. Keep in mind that responsibility for coordination and execution must be with one office or department. In most cases, the security office or local law enforcement department has this responsibility. The facility manager is in a support role. The best way to do this is to develop a written protocol between each organization or department so that there is no question as to who has overall responsibility and who is in a supporting role.

Prevention and Protection Actions As stated earlier, the CEO or other company head has overall responsibility to prevent and protect employees. This can be done by taking proactive measures to install protection and by introducing prevention measures to allow employees to vent and improve employee initial screening to reduce the threat of violence in the workplace. Immediately initiate a physical security survey to determine areas of concern. (See the physical security checklist in Figure 16-1).

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Figure 16-1. Physical Security Survey Inspector:

(Date)

Date survey conducted: Building Location: Item 1. Has a building designated official been appointed? 2. Is there a building emergency plan? 3. Does the building emergency plan consist of procedures to protect life and property? 4. Are staffing, training covered? 5. Have high-risk areas been pinpointed? 6. Are security guards posted at building main entrances or at specific offices? 7. Are metal detectors or closed-circuit TV (CCTV) monitoring people entering the building? 8. Have employees been issued a photo identification card? 9. Are visitors issued temporary passes? 10. Have code words been established to alert security personnel or supervisors of the need for immediate help? 11. Are silent alarms installed at critical locations? e.g. reception area. 12. Do security personnel have a clear view of customer service areas? 13. Is there a peaceful location employees can escape to if confronted by threatening or violent employees/customers? 14. Is there a building electronic access system? 15. Is there a procedure prohibiting employees from carrying weapons on company property? 16. Is the emergency plan reviewed annually? 17. Is the plan adapted to the existing building situation? 18. Is there a list of vulnerable areas that should be checked more frequently? ❒ Parking Lots? ❒ Stairwells? ❒ Loading Docks? ❒ Building interior spaces? ❒ Access control system? ❒ Locations where employees gather to smoke and may prop open doors? 19. Is all fencing maintained in good condition? 20. Are environmental alarm systems tested on a scheduled basis? 21. Is there a key control policy? 22. Are keys signed out and also signed back in? 23. Is interior lighting adequate? 24. Is exterior lighting adequate? 25. Are there emergency generators supporting the building? 26. Is there an emergency generator test schedule? 27. Are flammable liquids stored away from other combustibles? 28. Are storage areas well lighted and properly signed? 29. Are mechanical rooms secured? 30. Are panic alarm systems tested monthly?

Yes

No

Action Taken

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Protective Actions to be Taken

❒ Ensure that as long as employees are on the premises, security personnel are available. ❒ Provide pagers to security, human resources, and duty officer personnel. ❒ Where required, such as money transfer sites, install bulletproof glass. ❒ Install panic alarms. ❒ Implement a security access system of identification badges. Install closed-circuit television to monitor common spaces such as lounges, kitchens, reception areas, stairwells, stockrooms, parking lots/garages, or lobbies. ❒ Install card reader access systems. Preventive Actions to Be Taken

❒ Explore various means of allowing employees to vent their frustrations. For example, install a fitness center or contract for the use of a fitness site and encourage employees to use it. Promote the employee action program. ❒ Establish careful screening methods to screen applicants for vacant positions. This is where human resources can help. ❒ Do not hire until the screening process is completed. ❒ Train employees to recognize profiles of applicants who could eventually become violent. ❒ Implement a panel interview process when interviewing applicants. This process gets more people involved, which means different points of view. ❒ Adopt a zero tolerance workplace violence behavior policy. ❒ Implement a viable training program so that all employees understand the definition of workplace violence: —Behavior that could indicate emotional stress. Example: losing one’s temper, throwing an object, yelling obscenities, etc. —A threat to destroy property —Any threat to harm another employee —A physical assault ❒ Implement an employee hotline. ❒ Publicize an open-door policy. ❒ Implement a threat management response team. This team should consist of personnel representing various areas of expertise that can deal

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with violent situations. Its composition should include a facility manager, security manager, human resources manager, legal counsel, risk/ safety manager, someone from employee health, and someone from public relations. Since workplace violence deals primarily with people and property, the security manager should probably chair this team. The facility manager is normally in support; however, depending on personalities, the facility manager could easily chair this team. ❒ Establish a trauma response team. Personnel assigned to this team would be trained in life safety and sensitivity of communication (CPR, first aid, notification of personnel and families, media management, crowd control, etc.).

Workplace Violence Recovery An organization can have a terrific workplace violence response plan, but if it does not consider recovery after the incident, only part of the problem with workplace violence is addressed. Violent incidents have an emotional impact on individuals, and it takes adjustment and time for individuals to recover. ❒ The threat management response team should meet after the incident and conduct an after action review. This review should consider what happened, whether the response was reasonable, what was the outcome, what were the lessons learned, and what can be shared with employees and, most likely, families. Initial information, immediately following the incident, needs to be simple. The focus is to get correct information out to the employees to squelch rumors. More details can follow later, if appropriate. This review also helps managers to compose their responses to questions when they meet with employees. ❒ Managers need to be visible and visit with employees after the incident occurs. Employees will want to talk and ask questions and should have the ability to do that one-on-one. ❒ Hold information meeting sessions. After the immediate initial shock, there should be a series of town hall meetings to summarize the incident and actions that were taken. This forum gives employees another opportunity to ask questions. Incidents that are considered relatively minor can be summarized on a hotline’s recorded message.

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❒ Managers of unionized organizations should brief union representatives and request assistance in reassuring employees. ❒ Bring in mental health counselors to meet with employees as soon as possible. There should be a sequence established for whom they meet with. Start with managers and supervisors, then work down to firstline employees. Depending on the situation, consideration should be given to including families. However, the inclusion of families would be on rare occasions. ❒ Provide opportunities for employees to discuss the incident informally, among themselves. Perhaps taking their break time in a comfortable lounge area or consider paying one hour of overtime for them to discuss the incident. ❒ Do not isolate employees. Keep work groups together. Consider group meetings with the manager where they can ask questions. ❒ Tap into the employee grapevine to find out what is really going on. The incident site should be secured and treated as a crime scene to obtain information about the incident. Once that process is completed, it is important that the site be cleaned up and restored prior to employees returning to that site. Depending on the incident, it may be appropriate. ❒ Implement a solid public relations program to keep the media as well as employees, and possibly families, informed. They crave information. ❒ Encouraging employees to return to work as soon as possible after the incident is the best therapy to help stabilize morale. This must be managed carefully and with respect for employees, the injured (if any), and families. ❒ Depending on the situation, consider implementing a formal crisis intervention process in cases involving critical incidents. One recommended process is critical incident stress management (CISM). This process, pioneered by Dr. Jeffrey Mitchell of the University of Maryland, provides an integration of services and procedures to reduce employee stress and restore worker health and welfare.

Training Pocket card handouts, similar to the one in Figure 16-2, should be prepared and distributed to all employees. These cards should be reviewed and dis-

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Figure 16-2. Pocket Card for Threats or Violence Threats or violence in the workplace can occur at any time. This pocket card provides you with information on what to do and where to turn for help. This card is meant to be reviewed often to encourage familiarity. Angry coworker or customer: ❒ Remain calm. ❒ Listen attentively . . . take notes if needed. ❒ Remain courteous and respectful. ❒ Be patient. Person shouting and threatening: ❒ Maintain eye contact ❒ Signal a coworker/supervisor for help using code words. ❒ Press silent alarm, if one exists. ❒ Have coworker call security. Emergency Telephone #: Fire Department Telephone #: Pocket Card for Threats or Violence Threats or violence in the workplace can occur at any time. This pocket card provides you with information on what to do and where to turn for help. This card is meant to be reviewed often to encourage familiarity. Telephone Threats: ❒ Remain calm. Keep talking. Don’t hang up. ❒ Notify coworker to notify security and get on extension. ❒ Ask for threat to be repeated and write it down. ❒ Listen carefully. Listen for identifying sounds/noise. ❒ Ask questions (who, what, when, where, why). ❒ Identify gender of person making call. ❒ Notify supervisor. Emergency Telephone #: Fire Department Telephone #:

cussed annually. At a minimum, workplace violence training should include the following: ❒ Types of workplace violence incidents and what should be reported ❒ Personal safety and security measures for employees

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❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒ ❒


How to handle a disgruntled employee How to handle irate customers How to handle telephone threats and harassment How to handle suspicious packages What to do when receiving a bomb threat What to do when faced with an armed attacker How to handle a hostage situation How to develop an assessment of the situation How to identify and execute a plan of action

PART

IV

CHECKLISTS AND FORMS This part of the book contains checklists and forms that can be used for developing or expanding your facility’s emergency preparedness plan. Documentation is critical to emergency preparedness—and the simpler the better. Instead of reinventing the proverbial wheel every time there is an emergency, why not develop your facility checklists in advance, train personnel on how to use them, and explain why they are important. Doing this will save you valuable time when an emergency occurs, the workforce will know what to do and when to do it, overall organizational efficiency will improve, and the confidence factor in the facilities management department will be elevated.

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CHECKLISTS AND FORMS

XYZ Corporation, Production Division Office of the Division Vice President Emergency Preparedness Protocol MEMORANDUM TO: All Personnel

Date

The board of directors and the executive committee of the XYZ Corporation in carrying out its responsibilities for preserving corporate resources for the benefit of both stockholders and employees recognized that we must aggressively manage the preservation and control of property and personnel losses in cases of emergency situations. To do this, we must give the same attention to the management of the many other elements that contribute to our success in the manufacture of a line of products of the highest quality. To accomplish this task, I have been directed to develop a detailed emergency preparedness plan for submission to the corporate property safety committee for review and approval. This plan will also include the establishment of a command operating center to be formed during a serious emergency situation. The president has appointed the members of this emergency preparedness committee and it shall report directly to him. Once the final plan is approved, I shall be responsible for maintaining the accuracy and thoroughness of its content as well as for the facility’s emergency/life-safety systems and equipment throughout the facility. During a serious emergency (as defined by the emergency preparedness plan), the members of the emergency preparedness committee will become responsible for operating the command operating center. Production Division Emergency Committee Members The following members are assigned to the emergency preparedness committee. All members, and/or their representatives, understand their function and have read and agreed to the emergency procedures shown herein: Corporate Headquarters Emergency Management

Coordinator

Production Division Human Resources Legal Counsel Production Management Information Technology

Manager Legal Counsel Manager Chief of Information Technology

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Risk Management Security Public Affairs Financial Affairs Facilities Management

Risk Management Manager Security Manager Public Affairs Director Chief Financial Officer Facility Manager

The importance of responding promptly and correctly to emergencies will save lives, property, and money. The facility management department will instruct, train, and outfit facility department mechanics working after normal working hours, with the required equipment, tools, and materials to conduct their role as first responders if an emergency occurs after normal work hours. The responsibilities of the facility manager and his/her relationship with the organization’s command operating center and other committee members will include: 1. Access to Facilities Provide access to all locked areas, doors, locks, and safes in the facility according to the following procedure: 1. The facilities department will maintain in the lock shop office, master keys to all areas, ready cut keys to all areas, key blanks, and computer listed records for all issued keys (name, organization, cell phone number, and facility location). With regard to safes, the locksmith will maintain opening combinations for all safes, and computer listed records for all issued safe combinations (name, organization, cell phone number, and facility location). 2. The locksmith will not issue any new or replacement key or safe combinations without a signed formal request approved by at least a division manager or his/her authorized representative. 3. Master keys will be issued to all necessary personnel in the security division, local fire department, and facility department personnel having a need to access all facility areas. 4. Safe combinations will be issued to all designated, necessary personnel, including supervisors, who have responsibility for lockup of valuable documents, cash, and important records.

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5. The locksmith will maintain, in his shop, all necessary tools and equipment to provide lock-and-key services, including lock picks and safeopening devices. 2. Available Resources and Services The following resources and services will be available to the organization’s command operating center for immediate use as needed in emergencies: 1. Floor plans for all buildings and areas that will show ingress and egress routes to the facility. 2. An up-to-date inventory of supplies and materials needed for responsive actions. 3. A budget line item that is funded for use in procurement actions. 4. Knowledge and location of all employees that have special needs for building’s egress. 5. Information that all fire extinguishers, fire pumps, standpipes, and fire protection systems are operational. 6. Information that all door lock and card reader systems are operational. 7. Confidence that maintenance mechanics know where valves and other critical equipment are located and how to use. 8. Building evacuation routes are clearly marked and free of obstacles, and that all personnel know where to go in emergencies. All personnel involved in the recovery and restoration will have necessary safety equipment 9. Vendors and contractors will be prepared to respond and provide support quickly, when called upon. 10. Communication systems will be in-place allowing for the notification of all personnel quickly and efficiently, both on-site and off-site, in case of an emergency incident. 3. Annual Division Team and Joint Training The emergency preparedness committee (command operating center representatives) will take the following actions to ensure that the emergency response plan is adhered to in case of an emergency:


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1. Issue each employee a copy of the emergency response plan. 2. Have each employee sign the logbook attesting to the fact that he/she has read and understands all provisions of the plan. 3. Brief employees to be vigilant and alert at all times. 4. Coordinate with vendors and contractors to ensure they know and understand their response actions as agreed to previously. 5. Have each branch semiannually drill their response to individual incidents. Monitor and take notes for future corrective actions for either the plan or employee actions. 6. Have the organization annually drill its response to individual incidents. Monitor and take notes for future corrective action for either the plan or employee actions. 7. Annually participate in the production department’s drill in response to individual incidents. Monitor and take notes for future actions. 4. Individual and Organization Actions The following actions should be taken by individuals and department organizations prior to participating in drills, to prepare for incidents and recover immediately following an incident: A. Before: ❒ Review evacuation procedures. ❒ Know where fire exits are located and visually check them. ❒ Know where assembly points are located outside the buildings. ❒ Have emergency kits placed by each desk or machine, or somewhere within easy access. The kit should include a flashlight, firstaid kit, battery-operated radio, roll of duct tape, and blanket. B. After: ❒ Secure the area immediately and appraise the threat. ❒ Assist security personnel to secure the scene and establish a perimeter until local authorities arrive. ❒ Assist with rescue of personnel, using available equipment. ❒ Keep log of all events. ❒ Keep all employees periodically apprised of the situation.

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Jim Jones

Division Vice President Emergency Coordinator

Scott Smith

Facility Manager

Tom Tucker

Director, Security

Barbara Brown

Direct of Safety

Private Sector Policy Statement General Policy Disaster/emergency management and business continuity encompass the areas of personnel training and acquisition of resources as well as the evaluation and testing of plans and procedures to mitigate and prepare for credible disasters. If a disaster occurs, the appropriate plans provide for effective response and rapid recovery. Effective response includes actions in areas such as warnings, personnel safety, property protection, security, and restoration taken to prevent or minimize the effects of a disaster. Once a disaster has occurred, every effort must be made to ameliorate the situation. Facility response plans provide for implementation of program requirements. Purpose and Scope It is the XYZ Corporation’s policy to conduct its operation with the highest regard for the safety and health of its employees and the public, and for the protection and preservation of property and the environment. XYZ’s emergency preparedness program is a coordinated function encompassing the areas of safety and health, fire protection, environmental control, security training, public affairs, communications, quality control, and maintenance and operations. The program provides an effective state of readiness to respond to, prepare for, mitigate, and recover from a range of credible or potential disasters/emergencies at its facilities. Such capability is considered a fundamental responsibility of this corporation.

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Procedures Program procedures provide a clear, concise description of the overall disaster/emergency response entity. They designate responsibilities, demonstrate interface between organizations, and describe notification procedures necessary to cope with all aspects of disasters. Planning documents are available that contain detailed program requirements.

Public Sector Policy Statement Government at all levels has the responsibility to plan for and respond to disasters resulting from hazards that are known to threaten its jurisdiction. In view of this fact, the local government has established a program to provide overall planning and coordination in the event of an emergency. The program coordinator is the emergency management coordinator, and specific duties are further delegated to department directors and the emergency program committee. Disasters can require the local government to operate in a manner different from normal day-to-day routines and may seriously overextend local government resources. The program plan provides specific guidance to local government departments during disasters. The plan also serves as an indicator of local government capability. When the local government is unable to provide adequate coverage for a particular resource for a potential hazard, alternate sources or contingency plans should be developed within political and budgetary constraints The accomplishment of program goals and objectives depends on the development and maintenance of competent program staff, adequate funding, and the familiarization of other local government personnel with their disaster responsibilities and this plan. It is hereby directed that review of this plan and overall disaster responsibilities by all local department directors and the program committee be accomplished by (date), annually or as directed through plan activation or exercise. Thorough familiarity with this plan will result in the efficient and effective execution of disaster responsibilities and in better service to the citizens. Government entities complying with this plan should not be liable for injury, death, or loss of property except in cases of willful misconduct or gross negligence.

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Daily Log Period Covered Date

Time In

Time Out

Item

Issue

Action Taken

Purpose: To keep a chronology of events and actions taken. These forms will become part of the official record and will be also used in assembling the after action report. Who Completes: Individuals working in the work management center.

283


Damage Assessment Report Date:

Facility Type:

Casualties:

City County

Location

District Address

Major

Property Damage

Minor Other Dollar Value Avg. %Insurance Coverage

Dead

Injured

Missing:

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Type Property: Public Agricultural Commercial Other Debris clearance Utilities Transportation Buildings Crops Livestock Machinery

Total Damage: Remarks: Note: Include all pertinent information maps, photos, sketches, etc. Use damage assessment checklist for specific issues. Purpose: This document summarizes information collected using the damage assessment checklist and provides a roll-up of all information. Who Completes: The damage assessment team leader

285


Facility Inspection/Survey Checklists Building Systems Checklists

Findings (comment on each checkpoint)

Chimneys and Stacks 1. Brick and concrete walls 2. Foundations 3. Caps 4. Exposed metal surfaces 5. Linings, support cables, and baffles 6. Guys, anchorage, and bands 7. Ladders 8. Painters’ trolley 9. Openings for cleanout doors, breech, and flues 10. Clean out doors and fastenings 11. Spark arrester screens 12. Lightning rods, terminals, cables, and ground connections 13. Lights, hoods, reflection shields, and receptacle fittings 14. Conduit Building/Structures (except roofs and trusses) 1. Foundations 2. Painting 3. Walls—exterior 4. Walls—interior and ceilings 5. Wall coverings 6. Doors and windows 7. Floors and stairs

286


8. Floor coverings 9. Roof framing Roofs 1. Wood shingles 2. Tiles 3. Slate 4. Metal 5. Cement asbestos 6. Asphalt rolls 7. Asphalt shingles 8. Built-up 9. Fastenings 10. Metal base flashing 11. Other base flashing 12. Metal cap flashing 13. Other cap flashing 14. Chimney wall, ridge, vent valley, and edge flashing 15. Concrete slabs 16. Parapet walls and coping 17. General Trusses 1. Timber 2. Steel 3. Truss sag 4. Dry rot, termites, and other infestation 5. Paint Air-Conditioning Systems 1. Air-conditioning window unit 2. Air-conditioning, machine package unit (comfort cooling)


3. 4. 5. 6. 7. 8. 9. 10. 11.

287

Air-conditioning, machine package unit (computer room) Cooling tower Evaporative condenser—up to fifty tons/over fifty tons Refrigeration machine (absorption) Refrigeration machine (centrifugal and reciprocating) Air-conditioning machine, unitary—heating and cooling—roof top Compressor Heating unit—gas and oil fueled Heating unit (electrical)

Cranes and Hoists 1. Structural framing 2. Cables 3. Trolley rails 4. Platforms, ladders, and stairs 5. Conductor supports 6. Monorail switches 7. Guards 8. Cabinets 9. Gears 10. Shafts 11. Bearings 12. Brakes (general) 13. Rope drums and sheaves 14. Hooks 15. Wire ropes 16. Wheels 17. Couplings 18. Mechanical locks and interlocks 19. Electrical circuits 20. Cable reels 21. Lighting system 22. Manual switches

288


23. Motor control panels, panel boards 24. Power resistors 25. Signal equipment Elevators and Platform Lifts 1. Inside car inspection 2. Inspection outside hoistway 3. Inspection from top of car 4. Overhead inspection 5. Machine room inspection 6. Pit inspection 7. Internal inspection 8. Operating tests Heating Equipment 1. Heater and controls console 2. Unit heater 3. Heat pumps Plumbing Systems 1. Plumbing and piping systems and equipment Ventilating and Exhaust Air Systems 1. Ventilating and exhaust air systems 2. Heating and ventilating units Electrical Systems 1. Cable and wiring 2. Panel boards 3. Switches and breakers Lighting 1. Lighting fixtures 2. Switches


3. Convenience outlets 4. Lighting voltage 5. Illumination levels Switchgear 1. Exterior housing and enclosure grounds 2. Oil circuit breaker, airless type 3. Switchgear relays 4. Dry-type transformers 5. Instrument transformers 6. Small wiring 7. Buses and buswork 8. Rheostats and associated mechanisms 9. Mechanical devices de-energized 10. Switchgear foundations Towers, Masts, and Antennas 1. Foundations 2. Anchor bolts and straps 3. Structural steel towers, ladders, and safety cages 4. Timber towers and ladders 5. Guys and anchorage 6. Plumbness 7. Lights 8. Lightning rods and aerial terminals 9. Conduits, terminals, and down-leading cables 10. Electrical continuity 11. Insulators 12. Pulleys, winches, cables, ropes, or other elevating mechanisms Chemical/Fuel Facilities Storage 1. Foundations 2. Exterior concrete surfaces

289

290

3. 4. 5. 6. 7. 8. 9. 10. 11.


Exterior steel surfaces Roof surfaces Structural supports and connections Tank linings Steel and aluminum structural members Handrails (or cables) and stanchions Wooden structural members Wooden floor members Hand rails

Disconnecting Switches 1. Operating gear 2. Mounting and bases 3. Insulators Lightning Arresters 1. Foundations and supports 2. Grounding cables for pole-mounted lightning arresters 3. Check for types: ❒ Ceramic-gap ❒ Oxide-film ❒ Capacitor ❒ Expulsion-gap ❒ Pellet Power Transformers 1. Bushings and insulators 2. Enclosures and cases 3. Bushing-type instrument transformers 4. Forced-air fans and fan controls 5. Gauges and alarms Power Transformers, Energized 1. Concrete foundations and supporting pads 2. Mounting platforms


3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

291

Hangers, brackets, braces, and connections Enclosure cases, and attached appurtenances Gaskets Bushings and insulators Grounding and phase terminals Instrument transformer junction boxes and conduits Breathers Temperature and indicating alarm fittings, including conduit and fittings Liquid level indicators Fans and fan controls for air-cooled transformers Water-cooling systems Groundings Protective relays

Safety Fences 1. Post foundations and embedded pipe sleeves 2. Metallic fence posts, gate posts, hinges, fastenings, rails, brackets, and other component parts 3. Guard wires and guard wire brackets 4. Wire fabric 5. Gates 6. Enclosure and posts, rails, braces, gates and other wooden parts of wooden fences and wooden barriers 7. Adequacy of security throughout entire perimeter 8. Warning signs 9. Electrical grounding Steel Poles and Structures 1. Concrete bases 2. Poles, structures, cross arms, and beams 3. Guys 4. Ground wires

292


Vaults and Sewer Openings 1. Sewer covers and gratings 2. Ladders and steps 2. Lights and switches 3. Sewer and pumps 4. Bonding sheaths 5. Cables 6. Sheathes 7. Ducts 8. Potheads 9. Subway junction boxes Electric Motors and Generators 1. Running inspection 2. Shutdown inspection Distribution Transformers, De-Energized 1. Bushings and insulators 2. Enclosures and cases 3. Gauges and alarms Distribution Transformers, Energized 1. Concrete foundations and supporting pads 2. Mounting platforms, wooden 3. Mounting platforms, metallic 4. Hangers, brackets, braces, and connections 5. Enclosures, case and attached appurtenances 6. Bushings and insulators 7. Grounding and phase terminals 8. Grills and louvers for ventilation and air-cooled transformers


293

Telephone Substations 1. Terminal 2. Protector 3. Transmitter 4. Receiver Fuses and Small Circuit Breakers 1. Enclosures 2. Connections 3. Fuses 4. Circuit breakers 5. Grounding Rectifiers 1. Enclosures 2. Metallic rectifiers 3. Mercury-arc rectifiers Bridges and Trestles 1. Bridge and foundation protective structures, such as riprap cribbing, bulkheads, dolphins, piles, or other 2. Fences, barricades, and railings at approaches 3. Concrete foundations 4. Abutments and piers 5. Timber framing 6. All superstructures 7. Wood flooring 8. Structure roadways 9. Concrete curbs and gutters and or concrete or masonry handrails and handrail walls

294


10. Expansion joints 11. Cables 12. Utility lines Fences and Walls 1. Fences 2. Fabric 3. Metal posts 4. Metal gates 5. Wood pickets or planks and rails 6. Concrete and masonry surfaces 7. Wood rails Grounds 1. Earth dams and dikes 2. Permanent check dams in water course 3. Fill slopes on barricades, highways, railways, airfield runways, igloos, and other soil-covered buildings 4. Flood irrigation systems, including delivery channels, gates, flow-control and water turnout works and border dikes Railroad Trackage 1. Tracks 2. Rails 3. Ties 4. Ballast 5. Turnouts 6. Protective devices Pavements 1. All pavements


295

Retaining Walls 1. Concrete foundations 2. Timber walls and cribbing 3. Sheet piling and bulkheads Piping Systems 1. Piping systems, both exposed and underground Steam Distribution 1. Cover equipment included in steam distribution lines Fresh Water Supply and Distribution System 1. Underground and surface water supplies, intakes. 2. Piping valves, valve pits, roadway boxes and sewer covers, and meters. 3. Pumps are covered by other checkpoints. Sewage Collection and Disposal Systems 1. Installed sewage collection and disposal systems. Fresh Water Supply 1. Water storage Electrical Generation and/or Distribution 1. Generator excitation systems 2. Plant battery 3. Busses 4. Exterior power distribution equipment 5. Emergency generators up to 15 KVA 6. Emergency generators greater than 15 KVA Heating Generation 1. External inspection 2. Inspection of operation

296


3. Heating equipment, forced air, oil, or gas 4. Heater and controls console Air-Conditioning Generation and Distribution 1. Compressor, 3 to 100 ton 2. Cooling tower 3. Air handler, 3 to 25 ton 4. Air handler, 26 to 100 ton 5. Condenser, air-cooled, 3 to 25 tons 6. Condenser, air-cooled, 26 to 100 tons 7. Evaporative condensers or water-cooling towers, 3 to 25 tons 8. Evaporative condensers or water-cooling towers, 26 to 100 tons 9. Air compressors 10. All sprinkler alarm systems and detection/activation Building Sprinkler Alarm Valves 1. Devices and other sprinkler equipment

297


Daily Schedule Date:

Employee:

Shop Code:

Time

Job Number

Location

Task

Remarks

Purpose: To track all emergency situation response actions by facilities personnel. When entered into CMMS database, it provides historical record and costs. Who completes: The immediate manager of the shop and employees performing work.

298


WEEKLY SCHEDULE Date:

Shop:

Job Number

Daily Schedule Task

Location

Mon

Tue

Wed

Thu

Fri

Sat

Sun

% Complete

Remarks

Purpose: To schedule when specific tasks will occur and to ensure there is thorough coordination. Who completes: The immediate manager of the shop or the planning manager.

299


Contract Work Report Date:

Date Work Order #

Description

Contractor

Started

Completed

Remarks

Purpose: To track all contract work. This form summarizes all contractor work being done. Who Completes: The contracts manager will maintain this form. If this individual is not available, planning manager or resource manager will track all work.

300


Emergency Contracts Project Schedule DATE Scope of Work

Design Date

Bid Date

Begin Construction

End Construction

Turnover

Remarks

Purpose: To track emergency contract work. Enter the information into a computer database for future use. Who completes: The project manager assigned to manage the project.

301


Emergency Contracts List Contract Number

Contractor

Brief Scope of work

Contract amount

Purpose: To track emergency contract work for future audits. Keep a tally of contract costs. Who completes: The project manager.

302


Summary of Emergency Power Building Location Manufacturer Fuel Type Tank Capacity

Gallons Power Capacity Voltage per hour

Gallons of fuel in storage tanks Gallons of fuel in generator fuel tank Generator fuel demand (taken from manufacturer’s specs) Stored fuel available gallons/ gallons per hour Purpose: Emergency power is critical in an emergency situation. Facility managers must have this information readily available. Who completes: Preventive maintenance manager, electrical foreman, or facility manager.

303


Flooding Date: Location (Building Address): Type (Facility):

Checklist Has your risk manager taken out FEMA-provided flood insurance to aid in financial resources recovery? Have you put in place retaining walls of sandbags, concrete, earth, brick, etc., to aid in holding back floodwaters as a hurricane by-product? Have you designated multifunctional teams of personnel from facilities, production, custodial, grounds, etc., to respond to hurricane winds and water damage recovery as it happens, to prevent further damage and initiate corrective actions? Have you constructed new facilities, or major reconstruction of existing facilities, according to the latest building codes for hurricane damage prevention/ minimization? Are you tracking local weather to provide the earliest possible notice of a hurricane possibility? Upon receiving notice, have you initiated the facilities emergency/disaster response plan? Do you have equipment on hand to help mitigate emergency situations such as pumps, hoses, small generators, fuel/fuel cans, wet vacuums, water extraction equipment, mops, buckets, absorbent material, squeegees, etc.? Do you have contract agreements in place to provide immediate support?

Yes

No

304


Earthquakes Date: Location (Building Address): Type (Facility):

Checklist Has your risk Manager taken out FEMA-provided flood insurance to aid in financial resources recovery? Have you put in place retaining walls of sandbags, concrete, earth, brick, etc. to aid in holding back floodwaters as a earthquake by-product? Have you designated multifunctional teams of personnel from facilities, production, custodial, grounds, etc., to respond to earthquake winds, vibration, and water damage recovery as it happens, to prevent further damage and initiate corrective actions? Have you constructed new facilities, or made major reconstruction of existing facilities, according to the latest building codes for earthquake damage minimization? Are you in contact with local seismologists, U.S. Geological Survey (USGS) to provide the earliest possible warning of pending earthquakes? Upon receiving notice, have you initiated your facilities emergency/disaster response plan? Do you have equipment on hand to help mitigate emergency situation such as hand tools, flashlights, small generators, fuel/fuel cans, light stands?

Yes

No

305


Tornadoes/High Winds Date: Location (Building Address): Type (Facility):

Checklist Has your risk manager taken out FEMA-provided flood insurance to aid in financial resources recovery? Have you designated multifunctional teams of personnel from facilities, production, custodial, grounds, etc., to respond to tornado winds and water damage recovery as it happens, to prevent further damage and initiate corrective actions? Have you put in place retaining walls of sandbags, concrete, earth, brick, etc. to aid in holding back floodwaters as a tornado by-product? Have you provided tornado resistant rooms and areas for employee protection if they cannot leave the facility in time? Have you constructed new facilities, or made major reconstruction of existing facilities, according to the latest building codes for tornado damage prevention/ minimization? Are you tracking local weather to provide the earliest possible notice of a tornado possibility? Upon receiving notice, have you initiated the facilities emergency/disaster relief plan? Do you have a means of providing immediate early warning notification?

Yes

No

306


Fire Date: Location (Building Address): Type (Facility):

Checklist Have prior arrangements been made with local fire and police departments and/or contractors to aid in resolving a fire disaster/emergency in a timely manner? Has an inspection been made of the facility’s on-board fire protection equipment, in the past two months, to determine the adequacy for instant use and the suitability of quantities of the various equipment on hand to provide necessary protection? Have contracts been awarded to fire protection equipment contractors for equipment maintenance, repair, and replacement? Has the fire brigade been organized and trained in accordance with the latest principles and procedures of the national firefighting organization? Have procedures been developed and issued? Has each firefighter been trained in the local public service fire-training school? Has the fire brigade been trained on both advance notice drills and no-warning drills? Monthly, has the total organization been notified by the most expeditious means that some fire impairment systems are not operational—that is, sprinkler systems, fire hydrants, fire doors, fire dowsers, etc.? Have fire alarm instruction responses been developed as an action plan and distributed to all organization departments for information and need to know in case of fire alarm sounding? Fire brigade to suppress fire. Security to secure area and evacuate personnel requiring assistance. Departments to evacuate work areas. Facilities department to secure building structures, including HVAC, and initiate damage restoration actions.

Yes

No

307


Bomb Threat Date: Location (Building Address): Type (Facility):

Checklist Has a security assessment of the facility been conducted recently by a consultant or in-house personnel? Is access control working properly? Have exterior locations around the facility been examined for shadows? Have shrubs near buildings or in locations where they cause shadows been trimmed back? Has closed-circuit television been installed? Have fire alarm systems (fire, burglar) been tested and are they on a regular testing schedule? Is fencing in place to deny someone entry to placing an object in the building? Are all exterior doors either solid wood or steel? Do all windows, etc. on floor nearest the ground have security guards in place? Do all facility maintenance and custodial personnel wear uniforms and have identification cards? Are all mechanical rooms, boiler plants, elevator control rooms, and telephone switch rooms kept locked? Is there a dumpster location collected frequently (could be daily)? Are exterior trash collectors checked and dumped daily?

Yes

No

308


Hazardous Materials Spills Date: Location (Building Address): Type (Facility):

Checklist Have prior arrangements been made with local fire departments and/or contractors to aid in resolving a hazardous materials spill emergency in a timely manner? Are procedures in place for proper storage, handling, and disposal? Do you have a means of providing immediate early warning notification? Are the emergency showers and eyewash areas visible? Are evacuation plans available and have they been drilled?

Yes

No

309


Potential Potable Water Sources Date: Location (Building Address): Type (Facility):

Checklist Has coordination with the closest adequate water-supply service to be used as backup been made? If this source is too far, can the water main be extended and a reservoir be constructed, if cost feasible? Could a booster pump be inserted for domestic demand and/or fire protection if current pressure is inadequate? (If not, consideration should be given to constructing an independent fire protection supply and distribution system.) If none of the above will cover immediate needs, then use of ground water or surface water must be considered and prepared for use. Has consideration been given to a backup lagoon or well-water supply for storage of large quantities, plus a generator or battery power source, and a water storage tank on top of building(s)?

Yes

No

310


What to Do in the Event of a Utility Loss Date: Location (Building Address): Type (Facility):

Checklist Is there an emergency power recovery plan? Are there diesel generators and sufficient supplies of batteries? Sufficient standby utility equipment such as HVAC (chillers, air blowers, and heaters) units, water pumps, air pumps, and natural gas pumps? Are contractual agreements in place for vendors to bring in and hookup self-sustained portable HVAC equipment? Are contracts in place for emergency fuel delivery? Have backup propane fuel tanks been put in place if natural gas supplies become unavailable? Have arrangements/coordination been made with emergency generator suppliers for additional backup generators to be delivered?

Yes

No


311

Emergency/Life Systems CompuHalon Fire terized Elevator Dry and/or EmerAlarm Sprinkler Fire Fire Alarm Fireman’s Chemical FM200 gency Chloride Buildings Systems Systems Pumps Systems Recall Systems systems Generators Inverters

312


Elevator Summary Elevator Summary—Updated: (Date) Fireman’s Emergency Elevator Capacity/ Age of Building Fireman’s Recall: Power Building Type/Motor Manufacturer (years) Floors Use Recall: Main Alternate Recall

313


Chilled Water Inventory Date Updated:

Building

Design Day Load (Ton)

Chiller Capacity (Ton)

Load Reduction

Remarks

314


Building Access Control Information Date Updated:

Bldg

Documented Yes or No

Readers #

Mags #

Sensors #

Bars #

Buttons #

Strikes #

Alarm Input Module


315

Utility and Equipment Shutdown Procedures Shutdown Considerations Shutdown procedures should be designed to ensure that the utility systems and equipment for heating, ventilating, and air-conditioning (HVAC) equipment are properly secured and that the desired mode of operation for the ensuing startup functions can be achieved. The equipment and systems settings, noted at shutdown, for subsequent startup should be governed by the following conditions: 1. Outside air temperature 2. Perimeter and interior building space temperatures 3. Weather forecast for the startup day 4. Current weather conditions (for example, precipitation, sun load, humidity, wind conditions, etc.) 5. Time elapsed since last operation (and/or weather change) 6. Before leaving for the day, the shutdown operating engineer should, if possible: ❒ Review the weather forecast for the evening and following day and index the utility systems and equipment to the mode of operation that will best meet the facility’s needs for the following operating day. ❒ Index the equipment for automatic operation through the energy management system (EMS) or time clocks. This would include the following: when to initiate shutdown procedures and when to schedule subsequent startups. Shutdown Scheduling Coordination Coordination is a positive action that implies cooperation to achieve common goals. It is a necessary step to ensure that the facility department’s work meets the customers’ needs in a timely and considerate manner. Customers need to know when and what work is to be accomplished, for nonemergency actions. Typical coordination issues by the facilities department include:

316


❒ Contact all customers and departments that will be involved in any planned shutdown action. They need to know so they can plan their own work. For example, a facilities department may schedule a fullload emergency generator test in a medical center at 2:00 .. thinking that this is the best time not to disturb operations. However, a researcher could have an important experiment under way and should be made aware of the test and its possible impact. This coordination could prevent a disastrous outcome. ❒ Contact the local fire and police departments when standby fire protection is required and there is a possibility of traffic flow interruption. ❒ Notify the company’s insurance carrier and the risk management office when fire protection systems are disconnected. Coordination Methods Coordination is essentially a communication process. The methods used to communicate with facilities department staff and customers can be described as verbal and written. 1. Verbal techniques ❒ Regular staff meetings ❒ Design review meetings ❒ General project meetings ❒ Construction meetings ❒ Conferences ❒ Technical meetings ❒ Committee meetings ❒ Telephone notifications ❒ Daily work relationships 2. Written techniques ❒ Policy and procedures manual ❒ Operating and procedures manual ❒ Engineering instructions ❒ Memos, letters, and reports


❒ ❒ ❒ ❒ ❒ ❒

317

Minutes of meetings Progress reports Engineering drawings Specifications (design, construction, and maintenance) Bulletins and newsletters Electronic mail

Scheduled Shutdowns For shutdowns not considered emergencies, advance notification should be given to customers at least seventy-two hours prior to the scheduled outage. For emergencies, notification should be given in the shortest possible time by the most expeditious communication devices available. Alternative support may be required if the shutdown will last more than a few hours. This support could consist of heating, lighting, potable water, or cooling, and can be planned in advance. Typical planned shutdowns consist of emergency generator testing, utility repairs, equipment and systems repairs (replacements or overhauls), sprinkler and fire protection systems testing and repair, and building heating, ventilating, and air-conditioning (HVAC) system repair or adjustment. Emergency Shutdowns Emergency situations require immediate action. The detailed planning and scheduling that precedes scheduled maintenance is impractical in emergency situations because of the immediacy of the situation. This is why emergency situations must be planned ahead of time and written procedures set in place. As a minimum, the facility should plan ahead for three areas of immediate concern: fire protection, power outage, and flooding. Priorities must be established because during an emergency there is very little warning. Immediate shutdown steps to take are as follows: ❒ Shut off power to all mechanical equipment, including fans. ❒ Shut off all fuel feed lines (gas, diesel, etc.). ❒ Close windows (Note: In the event of a tornado or bomb threat, windows should be opened to reduce interior pressure buildup and the possibility of the breakout of glass, which can cause injury).

318

❒ ❒ ❒ ❒ ❒


Clear all egress halls and aisles. Close valves. Ensure they are tagged properly, time permitting. Plug vents and pipes. Cover, anchor, and protect equipment. Protect doors and windows by boarding or installing duct tape to minimize glass projectiles.

319


Letter of Intent to Contract Name of Contact Name of Company Address

Date

Dear [Name], The purpose of this letter is to provide interim authorization to [Company Name] to begin construction support for emergency project work. This interim authorization is being provided to permit your firm to contract for the acquisition of long-lead time equipment. Acquisition of this equipment is pending negotiation and agreement to terms and conditions of a construction contract between your firm and this organization for the entire project. The work being authorized includes the scope of work described above within the funding limits below. The work to be performed under this letter will be subject to —The attached insurance requirements —The indemnification clause in its entirety except that the term ‘‘Contractor’’ shall mean ‘‘Construction Manager’’ Pending the signing of the Contract Agreement, the maximum liability on the part of this organization with respect to this authorization shall not exceed [dollar amount]. We wish to make it clear that this organization is not bound beyond [dollar amount] unless and until the parties execute the proposed Contract Agreement pending negotiation and agreement to the terms and conditions of a contract between your firm and this organization. Please provide your firm’s revised contract proposal as soon as possible along with a complete breakdown of the emergency action items for an expeditious completion of contractual action. Sincerely, [Name of CFO] ACCEPTED:

[signature of representative] [Name of Company to Do Work]

DATE:

320


Alarm Systems Items To Be Monitored

Who Monitors

How Monitored

How Wired

Remarks

321


Main Facility Domestic Water Valve Location

Building

Access Key Number

Valve Location

Remarks

322


Facility Water Pressure Check Building

Date

Time

Reading

Remarks

323


Facility Potable Water Resource

Building

Source

Amount/Size

Total Available

Remarks

324


Contractor and Vendor Contact List

Function

Contractor/ Vendor

Telephone #/ Emergency Tel. #

Cellular #

Remarks

325


High-Voltage Feeder Building/ Facility

High-Voltage Location

Impacts

Remarks

326


Underground Storage Tanks

Location

Tank Use

Type Prod.

Capacity

Date Installed

Age

Leak Detect.

Corrosion Protect.

Tank Mat’l

327


Employee Notification List Name

Position

Home Tel #

Cellular #

Work Tel #

328


Facility Radio Net

Primary User

Radio (yes/no)

Emergency Power (yes/no)

Radio Frequency

Remarks

329


Individual Training Record Name: Job Title: Work Shift:

Date

Training Subject

Training Hours

Training Cost

Instructor

Purpose: To track individual training and to ensure that all required training is taken. Who Prepares: Immediate supervisor/manager and training coordinator.

Comments

330


Required Annual Training

Training Subject

Scheduled Date

Training Instructor

Training Location

Purpose: To summarize all annual required training; appoint instructors (if taught by in-house personnel) and provide them sufficient lead time to prepare; and provide training schedule dates for managers and supervisors to schedule work. Who Performs: Training coordinator; facility manager.

331


Instructor Lesson Plan Instructor: Training Location: Training Aids Required: Date of Training: Training Subject:

Outline of instruction: Introduction (describe the lesson): Purpose of training: Subject matter (list the specific objective of the training): 1) 2) 3) 4) Summary/Review (synopsis of what was taught): List of Attendees: (See attached List)


PART

V

RESOURCES, REFERENCES, AND WEB SITES Introduction Having an emergency preparedness plan is important, but it is more important to know where to get assistance. During any emergency situation, the facility manager must act quickly and often needs help from outside organizations. In emergency situations, the first thing to do is assess the situation and gain some control over it. This is immediately followed by calling for assistance, sometimes using both in-house personnel and contract help, depending on the situation. Once the immediate emergency is under control, the facility manager can attempt to stabilize the situation and plan for recovery. Recovery could consist of getting drying contractors in to dry out the rem-

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nants of a flood, assembling portable structures, or bringing in many contractors to help with fire restoration work. To help the facility manager do this, there must be a good, up-to-date list of references. These reference listings should contain addresses, emergency telephone numbers, Fax numbers, and Internet addresses. This part of the facility manager’s emergency preparedness handbook lists all references discussed in previous parts and chapters of the book. We hope it is useful for you in launching your own regional directory or amplifying your existing one. Another valuable tool, which is more extensive, is the Disaster Recovery Yellow Pages, published by the Systems Audit Group, Inc., 25 Ellison Road, Newton, MA 02159, (617) 332-3496.

Books Cotts, David G. Facilities Management Handbook, 2nd ed. (New York: AMACOM Books, 1998). Lewis, Bernard T. Facility Manager’s Operation and Maintenance Handbook (New York: McGraw Hill, 1999). Lewis, Bernard, and Richard Payant, Facilities Inspection Field Manual (New York: McGraw-Hill, 2000). Facilities Management: A Manual for Plant Administration, by the Association for Higher Education Facilities Officers (APPA), 1997. North American Emergency Guidebook (NAERG 00): A Guidebook for First Responders During the Initial Phase of a Hazardous Materials/Dangerous Goods Incident, prepared by the staff of Transport Canada, the U.S. Department of Transportation, and the Secretariat of Communications and Transportation of Mexico, 2000. O’Reilly, James T., Phillip Hagan, and Peter de la Cruz, Environmental and Workplace Safety (New York: Van Norstrand Reinhold, 1996).

Contracting Center for Job Order Contracting Excellence Del Webb School of Construction P.O. Box 870204, College of Engineering and Applied Sciences Arizona State University Tempe, AZ 85287-0204 Telephone: (602) 965-4273 Fax: (602) 965-4371 E-mail: [email protected]


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Indoor Air Quality Mid-Atlantic Environmental Hygiene Resource Center 3624 Market Street, First Floor East Philadelphia, PA 19104 Telephone: (215) 387-4096 Fax: (215) 387-6321 Web site: [email protected] The mission of MEHRC is to make the best expertise available for training (short courses, lectures, seminars, etc.) in the indoor air-quality industry. The MEHRC is a nonprofit science and technology corporation out of Pennsylvania. American Society of Heating, Refrigerating, and Air-Conditioning Engineers (ASHRAE) 1791 Tullie Circle NE Atlanta, GA 30329 Telephone: (404) 636-8400 or (800) 527-4723 Web site: www.ashrae.org

Workplace Violence The University of Iowa Injury Prevention Research Center (IPRC) 100 Oakdale Campus 158 IREH Iowa City, IA 52242-5000 Web site: http://www.public-health.uiowa.edu/iprc Occupational, Safety and Health Administration (OSHA) Web site: http://www.osha.gov The OSHA workplace violence Web site includes information on prevention. Bureau of Labor and Statistics (BLS) Web site: http://www.stats.bls.gov National Institute for Occupational Safety and Health (NIOSH) Web site: http://www.cdc.gov/niosh

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Everly, G., & Mitchell, J. Critical Incident Stress Debriefings: An Operations Manual for the Prevention of Traumatic Stress Among Emergency Services and Disaster Workers (Ellicott City, MD: Chevron Publishing Corporation, 1995). Mitchell, Jeffery T. Essentials of Critical Stress Management, in Everly (ed.), Innovations in Disaster and Trauma Psychology, Volume One: Applications in Emergency Services and Disaster Response (Ellicott City, MD: Chevron Publishing Corporation, 1995). ‘‘Report to the Nation on Workplace Violence,’’ published by Workplace Violence Intervention Research Workshop, February 2001, and sponsored by the University of Iowa Injury Prevention Research Center.

Elevator/Escalator References National Association of Elevator Safety Authorities (NAESA) 4541 North 12th Street Phoenix, Arizona 85014-4203 Telephone Number: (602) 266-9701 Fax: (602) 265-0093 American National Standards Institute (ANSI) Headquarters 1819 L Street NW Washington, DC 20036 Telephone: (202) 293-8020 ANSI Administrative Operations and domestic and international standards facilitation programs remain in New York. 11 West 42 Street New York, NY 10036 Telephone: (212) 642-4900 Web site: www.ansi.org Web site: www.nssn.org is an online card catalog for technical and standards information. ANSI coordinates and administers this country’s private sector voluntary standardization system. National Fire Protection Association (NFPA) 1 Batterymarch Park P.O. Box 9101


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Quincy, MA 02269-9101 Telephone: (617) 770-3000 Web site: www.nfpa.org The National Fire Protection Association provides fire, electrical, and life safety information to the public. NFPA 70: National Electric Code and NFPA 72E: National Fire Protection Code provide code information on elevators.

Labor Strike References Management Support Services, Inc. P.O. Box 3291 Munster, IN 46321 Telephone: (219) 923-0190 FAX: (219) 923-0277 Web site: www.mgmtsupportservs.com Management Support Services, Inc., is a labor relations crisis intervention firm.

Electrical Power Loss References ANSI: See Elevator/Escalator References NFPA: See Elevator/Escalator references National Electric Code (NEC) Sponsored by the National Fire Protection Association (NFPA). The NEC provides the minimum code guidance. National Electrical Manufacturers Association (NEMA) 1300 North 17th Street Suite 1847 Rosslyn, VA 22209 Telephone: (703) 841-3200 Web site: www.nema.org The National Electrical Manufacturers Association develops standards for the electrical manufacturing industry. It publishes over two hundred standards each year.

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The Institute of Electrical and Electronics Engineers (IEEE) 445 Hoes Lane P.O. Box 1331 Piscataway, NJ 08855-1331 Telephone: (800) 678-4333 Web site: www.ieee.org IEEE has a large number of standards that apply to electrical equipment found in industrial and commercial facilities. Aggreko Inc. Corporate Headquarters & Depot 4607 W. Admiral Doyle Drive New Iberia, LA 70560 HQ Telephone: (318) 367-7884 Depot Telephone: (318) 365-5479 HQ Fax: (318) 367-0870 Aggreko has a twenty-four-hour hotline. It also has agents around the world. This company rents equipment (generators, load banks, chillers, air conditioning units, air compressors, electric heaters, dehumidifiers). State Farm Insurance Company Web site: www.statefarm.com/consumer/surge.htm

Nuclear, Biological, and Chemical Federal Signal Corporation Electrical Products Group 2645 Federal Signal Drive University Park, IL 60466 Telephone: 708 534-4756 Fax: 708 534-4852 E-mail: [email protected] American Society for Microbiology: Bioterrorism Web site: www.asmusa.org/pcsrc/bioprep.htm Centers for Disease Control: Emergency Preparedness Web site: www.bt.cdc.gov


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Headquarters Department of the Army Field Manuals (FM 3-7, NBC Handbook, September 29, 1994; and FM 3-11.21, Techniques and Procedures for Nuclear, Biological, and Chemical Aspects of Consequence Management, December 12, 2001). Department of Defense: Medical Management Web site: www.nbs-med.org John’s Hopkins Medical Center: Biodefense Web site: www.hopkins-biodefense.org Bio-Terrorism Readiness Plan: A Template for Healthcare Facilities, prepared by APIC Bio-Terrorism Task Force and the CDC Hospital Infections Program Bio-Terrorism Working Group, April 1999.

Fire Emergency National Fire Protection Association (NFPA) 1 Batterymarch Park P.O. Box 9101 Quincy, MA 02269-9101 Telephone: (617) 770-3000 Web site: www.nfpa.org Firewise Web site: www.firewise.org International Association of Fire Chiefs (IAFC) 4025 Fair Ridge Drive, Suite 300 Fairfax, VA 22033-2868 Telephone: (703) 273-0911 FAX: (703) 273-9363 Web site: www.iafc.org Canadian Association of Fire Chiefs (CAFC) 1-2425 Don Reid Drive Ottawa, Ontario Canada K1H 1A4 Telephone: (613) 728-2123

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Fax: (613) 728-6976 Web site: www.cafc.org

Emergency Preparedness American Public Works Association (APWA) 2345 Grand Boulevard Kansas City, MO 64108 Telephone: (816) 472-6100 Fax: (816) 472-1610 Web site: www.publicworks.ci.boulder.us American Red Cross Web site: www.redcross.org American Society for Public Administration (ASPA) 1120 G Street NW, Suite 700 Washington, DC 20005 Telephone: (202) 393-7878 Fax: (202) 638-4952 Web site: www.aspanet.org Animal Disaster Preparedness Web site: www.cdfa.ca.gov/ahfss/ah/disaster Business Continuity Institute P.O. Box 4474 Worcester WR 657A United Kingdom Telephone: 011-44-870-603-8783 Fax: 011-44-870-603-8761 Web site: www.thebci.org Central Earthquake Consortium (CUSEC) 2630 East Holmes Road Memphis, TN 38118 Telephone: (901) 544-3570 Web site: www.cusec.org


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Contingency Planning & Management Magazine—FREE Web site: www.contingencyplanning.com Disaster Recovery Institute, International 1810 Craig Road St. Louis, MO 63146 Telephone: (314) 434-2272 Fax: (314) 434-1260 Web site: www.dr.org Disaster Report Archive Web site: www.eqe.com/publications Disaster Plan Web site: www.disasterplan.com Emergency Email Network Web site: www.emergencyemailnetwork.com This site offers a free public service that will notify you of an emergency, by e-mail, cell phone or pager, from local, regional, and national government sources. Federal Emergency Management Agency (FEMA) Federal Center Plaza 500 C Street SW, Room 512 Washington, DC 20472 Telephone: (202) 646-3692 FAX: (202) 646-4060 Web site: www.fema.gov FEMA National Emergency Training Center (NETC) 16825 South Seton Avenue Emmitsburg, MD 21727 Telephone: (301) 447-1286 Fax: (301) 447-1497 Web site: www.fema.gov/emi HazardNet Web site: www.hoshi.cic.sfu.ca/⬃hazard

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International Association of Chiefs of Police (IACP) 515 N. Washington Street Alexandria, VA 22314 Telephone: (703) 836-6767 Fax: (703) 836-4543 Web site: www.theiacp.org International Association of Emergency Managers (IAEM) 111 Park Place Falls Church, VA 22046-4513 Telephone: (703) 538-1795 Fax: (703) 241-5603 Web site: www.emassociation.org International City/County Management Association (ICMA) 777 North Capitol Street NE, Suite 500 Washington, DC 20042-4201 Telephone: (202) 289-4262 FAX: (202) 962-3565 Web site: www.icma.org National Association of Contingency Planners (NACP) National Headquarters 12461 Jacqueline Place Granada Hills. CA 91344 Telephone: (818) 360-4158 Fax: (818) 832-9578 National Association of Counties (NACO) 440 First Street NW, Suite 800 Washington, DC 20001 Telephone: (202) 393-6226 Fax: (202) 393-2630 Web site: www.naco.org National Domestic Preparedness Office (NDPO) 935 Pennsylvania Avenue NW, Room 5214 Washington, DC 20535 Telephone: (202) 324-9025


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Fax: (202) 324-2224 Web site: www.ndpo.gov National Emergency Management Association (NEMA) P.O. Box 11910 Lexington, KY 40578-1910 Telephone: (606) 244-8233 Fax: (606) 244-8239 Web site: www.nemaweb.org NGA Emergency Management Best Practices Web site: www.nga.org National Institute of Building Science (NIBS) Multihazard Mitigation Council 1090 Vermont Avenue NW, Suite 700 Washington, DC 20005 Telephone: (202) 289-7800 Web site: www.nibs.org National Institute for Urban Search and Rescue Web site: www.niusr.org National Oceanic Atmospheric Administration National Weather Service Telephone: (301) 713-0622 Web site: www.nws.noaa.gov The National Security Institute (NSI) Web site: www.nsi.org Protection Knowledge Concepts (PKC) Telephone: (888) 831-4RJA Web site: www.rjagroup.com Provides information to protect property and employees against devastating explosions The Tornado Project P.O. Box 302

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St. Johnsbury, VT 05819 Web site: www.tornadoproject.com Small Business Administration Disaster Assistance Web site: www.sba.gov/DISASTER/ Survive Web site: www.survive.com Survive—The Business Continuity Group The Chapel, Royal Victoria Patriotic Building Fitzhugh Grove London SW1835X United Kingdom Telephone: 011-44-181-874-6266 FAX: 011-44-181-874-6446 Canadian Association of Chiefs of Police (CACP) 130 Albert Street, Suite 1710 Ottawa, Ontario Canada K1P 5G4 Telephone: (613) 233-1106 Fax: (613) 233-6960 Web site: www.cacp.org Emergency Preparedness Canada (EPC) Jackson Building 122 Bank Street Ottawa, Ontario Canada K1A 0W6 Telephone: (613) 991-7077 FAX: (613) 998-9589 Web site: www.epc-pcc.gc.ca Terrorism Research Center Web site: www.terrorism.com

Academic Institutions Memphis State University Center for Earthquake Research and Information


Memphis, TN 38152 Telephone: (901) 678-2007 Web site: www.ceri.memphis.edu St. Petersburg Junior College Institute of Emergency Administration and Fire Science P.O. Box 13489 St. Petersburg, FL 33733 Texas A&M University Hazard Reduction & Recovery Center College of Architecture College Station, TX 77843-3137 Telephone: (409) 845-4396 Web site: www.hrrc.tamu.edu University of Akron Public Administration and Urban Studies Akron, OH 44325-7904 Telephone: (330) 972-7618 University of Nebraska—Lincoln International Drought Information Center Center for Agriculture and Meteorology Lincoln, NE 68583-0728 Telephone: (402) 472-3679 Web site: www.enso.unl.edu/ndmc University of Colorado—Boulder Natural Hazards Research/Applications Center Floodplain Management Resource Center Boulder, CO 80309-0482 Telephone: (303) 492-6818 Web site: www.colorado.edu/hazards University of Illinois Cooperative Extension Disaster Resources Web site: www.ag.uiuc.edu/⬃disaster

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North Carolina State University Cooperative Extension Web site: www.ces.ncsu.edu/disaster The University of Findlay Environmental Resource Training Center The National Center of Excellence for Environmental Management (NCEEM) The National Center for Terrorism Preparedness 1000 North Main Street Findlay, OH 45840-3695 Telephone: (800) 521-1292 Web site: www.nceem.org Emergency Preparedness Equipment/Vendors Rothstein Catalog on Disaster Recovery 4 Arapaho Road Brookfield, CT 06804-3104 Telephone: (203) 740-7400 Fax: (203) 740-7401 Web site: www.rothstein.com Rothstein’s provides textbooks, videos, and CDs for disaster recovery planning.

State Agencies and Territories Alabama Emergency Management Agency 5898 County Road 41, P.O. Drawer 2160 Clanton, AL 35046-2160 Telephone: (205) 280-2201 Fax: (205) 280-2410 Alaska Division of Emergency Services P.O. Box 5750 Ft. Richardson, AK 99505-5750 Telephone: (907) 428-7039 Fax: (907) 428-7081


Arizona Division of Emergency Management 5636 E. McDowell Road Phoenix, AZ 85008 Telephone: (602) 231-6244 Fax: (602) 231-6356 Web site: www.state.az.us/es Arkansas Department of Emergency Management P.O. Box 758 Conway, AR 72033 Telephone: (501) 730-9750 Fax: (501) 730-9778 California Governors Office of Emergency Services 2800 Meadowview Road Sacramento, CA 95832 Telephone: (916) 262-1816 Fax: (916) 262-2837 Colorado Office of Emergency Management 15075 S. Golden Road Golden, CO 80401-3979 Telephone: (303) 273-1622 Fax: (303) 273-1795 Connecticut Office of Emergency Management Department of Public Safety 360 Broad Street Hartford, CT 06105 Telephone: (860) 566-3180 Fax: (860) 247-0664 Delaware Emergency Management Agency

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165 Brick Store Landing Road Smyrna, DE 19977 Telephone: (302) 659-3362 Fax: (302) 659-6855 District of Columbia Emergency Management Agency 2000 14th Street NW, 8th Floor Washington, DC 20009 Telephone: (202) 727 3159 Fax: (202) 673-2290 Florida Division of Emergency Management 2555 Shumard Oak Boulevard Tallahassee, FL 32399-2100 Telephone: (850) 413-9969 Fax: (850) 488-1016 Georgia Emergency Management Agency, S.E. P.O. Box 18055 935 East Confederate Avenue Atlanta, GA 30316-0055 Telephone: (404) 635-7000 Fax: (404) 635-7205 Web site: www.state.ga.us/GEMA Hawaii State Civil Defense 3949 Diamond Head Road Honolulu, HI 96816-4495 Idaho Bureau of Disaster Services/Military Division 4040 Guard Street, Bldg. 600 Boise, ID 83705-5004 Telephone: (208) 334-3460


Fax: (208) 334-2322 Web site: www.state.id.bds Illinois Emergency Management Agency 110 E. Adams Street Springfield, IL 62701-1109 Telephone: (217) 782-2700 Fax: (217) 524-7967 Web site: www.state.il.us/ema Indiana Emergency Management Agency Department of Fire and Building Public Safety 302 W. Washington Street, Room E-208 Indianapolis, IN 46204 Telephone: (317) 232-3986 Fax: (317) 232- 3985 Iowa Division of Emergency Management Hoover State Office Building, Level A Des Moines, IA 50319-0113 Telephone: (515) 281-3231 Fax: (515) 281-7539 Web site: www.state.ia.us/government/dpd/emd Kansas Division of Emergency Management 2800 SW Topeka Boulevard Topeka, KS 66611-1287 Telephone: (913) 274-1401 Fax: (913) 274-1426 Kentucky Division of Emergency Management Boone Center, 100 Minuteman Parkway Frankfort, KY 40601 Telephone: (502) 564-8682

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Fax: (502) 564-6251 Web site: www.webserve.dma.state.ky.us Louisiana Office of Emergency Preparedness P.O. Box 44217 625 N. 4th Street, Basement Baton Rouge, LA 70804 Telephone: (504) 342-5470 Fax: (504) 342-5471 Maine Emergency Management Agency 72 State House Station Augusta, ME 04333-0072 Telephone: (207) 287-4080 Fax: (207) 287-4079 Maryland Emergency Management Agency 2 Sudbrook Lane, East Pikesville, MD 21208 Telephone: (410) 486-4422 Fax: (410) 486-1867 Web site: www.mema.state.md.us Massachusetts Emergency Management Agency P.O. Box 1496, 400 Worcester Road Framingham, MA 01701 Telephone: (508) 820-2010 Fax: (508) 820-2030 Michigan Division of Emergency Management 4000 Collins Road, P.O. Box 30636 Lansing, MI 48909-8136 Telephone: (517) 333-5042 Fax: (517) 333-4987


Minnesota Division of Emergency Management 75 Constitution Avenue, B-5, State Capitol St. Paul, MN 55155 Telephone: (651) 282-5391 Fax: (651) 296-0459 Mississippi Emergency Management Agency P.O. Box 4501 1410 Riverside Drive Jackson, MS 39296-4501 Telephone: (601) 352-9100 Fax: (601) 352-8314 Missouri Emergency Management Agency P.O. Box 116 2302 Militia Drive Jefferson City, MO 65102 Telephone: (573) 526-9101 Fax: (573) 634-7966 Montana Disaster & Emergency Services Division Department of Military Affairs P.O. Box 4789 Helena, MT 59604-4789 Telephone: (406) 841-3911 Fax: (406) 841-3965 Nebraska Emergency Management Agency 1300 Military Road Lincoln, NE 68508-1090 Telephone: (402) 471-7410 Fax: (402) 471-7433 Nevada Division of Emergency Management

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2525 S. Carson Street, Capital Complex Carson City, NV 89711 Telephone: (702) 687-4240 Fax: (702) 687-6788 New Hampshire Office of Emergency Management State Office Park South 107 Pleasant Street Concord, NH Telephone: (603) 271-2231 Fax: (603) 225-7341 New Jersey New Jersey State Police Office of Emergency Management P.O. Box 7068, Old River Road West Trenton, NJ 08268-0068 Telephone: (609) 538-6050 Fax: (609) 538-0345 New Mexico Technical and Emergency Support Division P.O. Box 1628 Santa Fe, NM 87504-1628 Telephone: (505) 476-9606 Fax: (505) 476-9650 New York State Emergency Management Office 1220 Washington Avenue Building 22, Suite 101 Albany, NY 12226-2251 Telephone: (518) 457-2222 Fax: (518) 457-9995 Web site: www.nysemo.state.ny.us North Carolina Division of Emergency Management


116 W. Jones Street Raleigh, NC 27603-1335 Telephone: (919) 733-3825 Fax: (919) 733-5406 North Dakota Division of Emergency Management P.O. Box 5511 Bismark, ND 58506-5511 Telephone: (701) 328-8100 Fax: (701) 328-8181 Web site: www.state.nd.us/dem Ohio Emergency Management Agency 2855 W. Dublin Granville Road Columbus, OH 43235-2206 Telephone: (614) 889-7150 Fax: (614) 889-7183 Oklahoma Department of Emergency Management P.O. Box 53365 Oklahoma City, OK 73152 Telephone: (405) 521-2481 Fax: (405) 521-4053 Oregon Office of Emergency Management 595 Cottage Street, NE Salem, OR 97310 Telephone: (503) 378-2911 Fax: (503) 588-1378 Pennsylvania Emergency Management Agency P.O. Box 3321 Harrisburg, PA 17105-3321

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Telephone: (717) 651-2007 Fax: (717) 651-2040 Puerto Rico Civil Defense Agency P.O. Box 9066597 San Juan, PR 00906-6597 Telephone: (787) 724-00124 Fax: (787) 725-4244 Rhode Island Emergency Management Agency 645 London Avenue Cranston, RI 02920 Telephone: (401) 946-9996 Fax: (401) 944-1891 South Carolina Emergency Preparedness Division 1429 Senate Street Columbia, SC 29201 Telephone: (803) 734-8020 Fax: (803) 734-8062 South Dakota Division of Emergency Management 500 East Capital Pierre, SD 57501-5070 Telephone: (605) 773-3231 Fax: (605) 773-3580 Tennessee Emergency Management Agency 3041 Sidco Drive Nashville, TN 37204 Telephone: (615) 741-4332 Fax: (615) 242-9635 Texas Division of Emergency Management


P.O. Box 4087 5805 N. Lamar Boulevard Austin, TX 78773-0220 Telephone: (512) 424-2443 Fax: (512) 424-2444 Web site: www.link.si.state.tx.us Utah Division of Comprehensive Emergency Management Room 1110 State Office Building Salt Lake City, UT 84114 Telephone: (801) 538-3400 Fax: (801) 538-3770 Vermont Division Of Emergency Management 103 S. Main Street Waterbury, VT 05671-2101 Telephone: (802) 244-8721 Fax: (802) 244-8655 Virgin Islands Territorial Emergency Management Agency 102 Estate Hermon Hill Christiansted St. Croix, VI 00820 Telephone: (809) 773-2244 Fax: (809) 778-8980 Virginia Department of Emergency Services 10501 Trade Court Richmond, VA 23236 Telephone: (804) 897-6501 Fax: (804) 897-6506 Washington Emergency Management Division Camp Murray, WA 98430

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Telephone: (253) 512-7001 Fax: (253) 512-7207 West Virginia Office of Emergency Services Main Capital Building, Room EB-80 Charleston, WV 25305-0360 Telephone: (304) 558-5380 Fax: (304) 344-4538 Web site: [email protected] Wisconsin Division of Emergency Management 2400 Wright Street P.O. Box 7865 Madison, WI 53707-7865 Telephone: (608) 242-3232 Fax: (608) 242-3247 Wyoming Emergency Management Agency 5500 Bishop Road Cheyenne, WY 82009-3320 Telephone: (307) 777-4900 Fax: (307) 635-6017 American Samoa TEMCO Manager Department of Public Safety Territorial Emergency Management Coordinating Office P.O. Box 086 Pago Pago, AS 96799 Telephone: (684) 633-2331 Fax: (684) 633-2300 Guam Division of Civil Defense Emergency Services Office P.O. Box 2877


Agana, GU 96910 Telephone: (671) 475-9600 Fax: (671) 477-3727 Mariana Islands Emergency Management Office Office of the Governor Capital Hill P.O. Box 10007 Saipan, MP 96950 Telephone: (670) 322-9274 Fax: (670) 322-3598 Marshall Islands Civil Defense Coordinator Republic of the Marshall Islands P.O. Box 15 Majuro, RMI 96960 Telephone: (692) 625-3234 Micronesia Disaster Control Office Office of the President P.O. Box P.S. 53 Kolonia, Pohnpel, FSM 96941 Telephone: (691) 320-2228 Republic of Palau NEMO Coordinator Office of the Vice President P.O. Box 100 Koror, Republic of Palau 96940 Telephone: (680) 488-2422 Fax: (680 488-3312

Associations American Association of Community Colleges (AACC) One Dupont Circle, N.W., Suite 410

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Washington DC 20036 Telephone: (202) 728-0200 Web site: www.aacc.nche.edu American Association for Higher Education (AAHE) One Dupont Circle, Suite 360 Washington DC 20036-1110 Telephone: (202) 293-6440 Web site: www.aahe.org Association of Contingency Planners Web site: www.acp-international.com American Institute of Architects (AIA) 1735 New York Ave., N.W. Washington, DC 20006 Telephone: (800) AIA-3837 Web site: www.aia.org American Library Association (ALA) 50 E. Huron Chicago, IL 60611 Telephone: (800) 545-2433 Web site: www.ala.org American Society for Industrial Security (ASIS) 1625 Prince St. Alexandria, VA 22314-2818 Telephone: (703) 519-6200 Web site: www.asisonline.org Association of American Colleges & Universities (AACU) 1818 R St. NW Washington, DC 20009 Telephone: (202) 387-3760 Web site: www.aacu-edu.org Association of College and University Housing Officers-International (ACUHO-I)


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941 Chatham Lane, Suite 318 Columbus, OH 43221-2416 Telephone: (614) 292-0099 Web site: www.acuho.ohio-state.edu Association of Higher Education Facilities Officers (APPA) 1643 Prince Street Alexandria, VA 22314 Telephone: (703) 684-1446 Web site: www.appa.org Construction Specifications Institute (CSI) 99 Canal Center Plaza, Suite 300 Alexandria, VA 22314 Telephone: (800) 680-2900 Web site: www.csinet.org International Facilities Management Association (IFMA) 1 E. Greenway Plaza, Suite 1100 Houston, TX 77046-0194 Telephone: (713) 623-4362 Web site: www.ifma.org International Sanitary Supply Association (ISSA) 7373 N. Lincoln Ave. Lincolnwood, IL 60712-1799 Telephone: (800) 225-4772 Web site: www.issa.com National Association of College and University Business Officers (NACUBO) 2501 M St. NW, Suite 400 Washington, DC 20037 Telephone: (202) 861-2500 Web site: www.nacubo.org National Association of Independent Colleges and Universities (NAICU) 105 Connecticut Ave. NW, Suite 700 Washington, DC 20036-5405

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Telephone: (202) 785-8866 Web site: www.naicu.edu National Education Association (NEA) 1201 16th St. NW Washington, DC 20036 Telephone: (202) 833-4000 Web site: www.nea.org National Roofing Contractors Association (NRCA) 10255 W. Higgins Road, Suite 600 Rosemont, IL 60018 Telephone: (847) 299-9070 Web site: www.ncra.net National School Plant Management Association (NSPMA) P.O. Box 8010 Lexington, KY 40533 Telephone: (877) 833-0610 Web site: www.nspma.com Society for College and University Planning (SCUP) 311 Maynard St. Ann Arbor, MI 48104-2211 Telephone: (734) 998-7832 Web site: www.scup.org

Federal Agencies National Institute for Occupational Safety & Health (NIOSH) Web site: www.cdc.gov/NIOSH National Weather Service Web site: www.nws.noaa.gov U.S. Army Corps of Engineers (USACE) Web site: www.BuildingProtection.sbccom.army.mil/basic/ U.S. Air Force Flight Surgeon’s Guide, Chapter 23 Web site: www.sam.brooks.af.mil


U.S. Environmental Protection Agency (EPA) Web site: www.epa.gov/iaq/largebldgs/baqtoc.html U.S. General Services Administration (GSA) Web site: www.hydra.gsa.gov/pbs/pc/facilitiesstandards/

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Index academic institution resources, 344 –346 acceptance (as crisis stage), 255 access control system, 8, 29, 314 accounting, 25 ADA (Americans with Disabilities Act), 101 administration and logistics, 15, 67 ADR reagent, 140 affected employees, 188 agro-terrorism, 247–248 AHJ, see authority having jurisdiction AIA (American Insurance Association), 120 air burst explosions, 220 air quality tests, 157, see also indoor air quality control alarms for elevators, 100 fire, 130 form for, 320 algaecide, 140 American Insurance Association (AIA), 120 American National Standards Institute (ANSI), 100 –101 American Society of Heating, Refrigerating, and Air Conditioning Engineers (ASHRAE), 155, 159 American Society of Mechanical Engineers (ASME), 100 –101 Americans with Disabilities Act (ADA), 101 analysis phase (emergency plans), 39 anger (as crisis stage), 255 annual training form, 330 ANSI, see American National Standards Institute anthrax, 226 –227 anxiety (as crisis stage), 254 architects, 32 area wide emergency readiness, 51 arsines, 237–238 as-built drawings, 25 ASHRAE, see American Society of Heating, Refrigerating, and Air Conditioning Engineers Asia, elevator/escalator safety codes in, 101 ASME, see American Society of Mechanical Engineers assessment

damage, see damage assessment of readiness to cope, 2 –3 vulnerability, 10 –11 see also specific emergency types associations, list of, 357–360 assumptions, 36, 37, 44 authority having jurisdiction (AHJ), 23, 27, 60, 124 authorized employees, 188 bacteria (in bioterrorism), 226–228 batteries, emergency, 91 BDR reagent, 140 Biological Integrated Detection System (BIDS), 242 bioterrorism, 216, 224 –233 agents used in, 225 –233 attack indicators in, 225 bacteria used in, 226–228 decontamination equipment for, 244 –245 defenses against, 225 detecting symptoms of, 241–242 information resources for, 338 –339 toxins used in, 230 –233 viruses used in, 228 –230 blast injuries, 221 blister agents, 235, 237–238 blood agents, 235, 239 –240 bloodborne pathogens, 136 BOCA, see Building Officials and Code Administrators bomb threats, 248 –256 actions after, 254 –256 checklist for, 307 preparations before, 248 –250 procedures during, 250 –254 botulinum, 230–231 budget, emergency preparedness, 25 –26 building assessments access control information form for, 314 checklist for, 212 information source for, 53 systems checklists for, 285 –296

363

364 Building Officials and Code Administrators (BOCA), 101, 121 Bureau of Labor and Statistics, xi business impact, assessing, 10 calcium buffer, 141 calcium chloride, 141 calcium hypochlorite, 141–142 calcium indicator liquid, 142 Canada, elevator/escalator safety codes in, 101 caring for people, 11–12 ceiling voids, 160 Center for Job Order Contracting Excellence, 57 CEO, see chief executive officer CFCs (chlorofluorocarbons), 134 chain of command, 23 checklists, 275, see also management checklists chemical terrorism, 233 –241 agents used in, 234 –241 attack indicators for, 233 –234 blood agents used in, 235, 239 –240 choking agents used in, 235, 238 –239 conventional agents used in, 235, 240 –241 decontamination equipment for, 244 –245 detecting symptoms of, 241–242 information resources for, 338 –339 nerve agents used in, 234 –237 vesicants used in, 235, 237–238 chief executive officer (CEO), 28, 30, 32, 268 chilled water inventory, 313 chlorofluorocarbons (CFCs), 134 choking agents, 235, 238 –239 Clean Air Act, 137 cleanup, HAZMAT, 139 CMMS (computer maintenance management system), 25 codes, 28 cold weather checklist, 199 –200 command center, 25, 116 –117, see also facilities emergency operations center communications, 31–32, 76, see also specific types of emergencies compensation policy (labor strikes), 178 complaint log (indoor air quality), 169 computer maintenance management system (CMMS), 25 condition surveys, 14 contact lists, 9, 25, 202, 324 containers, HAZMAT, 135 contractors and contracting contact list form for, 324 information resources for, 334 list form for, 301 project schedule form for, 300 report form for, 299 in XYZ model, 57 contracts, 9 for damage assessment support, 34

INDEX

and letter of intent to contract, 319 in XYZ model, 74 control (at emergency scene), 59– 60 conventional chemical terrorism agents, 235, 240–241 coordination (in emergency plans), 36 cope, readiness to, 2–3 Corporate Facility Management Model, 20, 22 crisis intervention, 254 –255 cross connections (water), 257–258 custodial service, 161–162 cyanuric acid, 143 cyanuric acid reagent, 143 cyberterrorism, 245 daily log form, 282 daily schedule form, 297 damage assessment, 11, 30 –34 report form for, 283 –284 in XYZ model, 52–53, 62– 64, 71 damage assessment manager, 61– 62 damage assessment team, 30–32, 47– 48, 63 damage prevention, information source for, 53 deaths, workplace, xi debris removal, 53, 203 –204 debugging phase (emergency plans), 39 decentralization, 36 decision making, succession responsibility for, 46 –47 decontamination, 243 –245 deicing, 200, 203 –204 deluge sprinklers, 128 dengue fever, 229 –230 denial (as crisis stage), 255 detailed information, 53 detection devices, fire, 126–127 disabilities, personnel with, 25 Disaster Recovery Yellow Pages, 334 disasters, impact of, xi documentation of damage assessment, 34 doors, elevator, 100, 102–103 downtime, estimating, 9 DPD reagents, 143 drinking water, analysis of, 158 dry chemical fire protection systems, 128 dry pipe sprinklers, 127 earthquakes, 209 –212, 304 Ebola, 229 –230 electrical power high-voltage feeder form, 325 lockout/tagout standard for, 185 electrical power emergencies, 83 –95 for critical care facilities, 92–93 emergency generators for, 85 – 88 engine generator for, 89 –92 information resources for, 337–338 management checklist for, 93 –95 and need for emergency power, 84

INDEX

and power load growth management, 89 protective coordination in, 88 – 89 recovery plans for, 84 – 85 electric devices, lockout/tagout for, 185 electromagnetic fields, 184 electromagnetic pulse (EMP), 222 –223 electromagnetic radiation, 220 elevator machine rooms, 98, 108 elevators and escalators, 96 –114 cab checks, 109 chargeable calls completed sheet for, 112 emergency callback log for, 114 emergency procedures for, 105 –106 evacuation procedures for, 101–104 hydraulic pits checklist, 113 information resources for, 336 –337 machine rooms, 98, 108 monthly repair report for, 111 operating/cleaning checks for, 98 –99 safety codes for, 100–101 safety guidelines for, 99 –100 summary sheet for, 107, 312 emergencies definition of, 2 potential, 10 security during, 29 types of, xi, 4 –7 emergency feeders, 87 emergency management organizational structure of, 23, 25 –26 responsibilities of, 27–29 emergency operations, 20 –24 emergency power systems, 8 for elevator/escalator emergencies, 105 –106 summary form for, 302 emergency preparedness budget for, 25 –26 information resources for, 340 –344 protocol for (sample memo), 276 –281 emergency preparedness plan, 35– 41 assessment phase of, 2 –7 characteristics of successful, 7 essential characteristics of, 35 –36 establishing authority of, 23, 25 evaluating need for, 2 –3 facility-specific, 39 – 41 goals of, 7 management checklist for, 41 mitigation phase of, 8 –10 recovery phase of, 13–16 sequence in creating, 36 –39 steps in creating, 3 –4 value of, 2 vulnerability assessment in, 10 –11 see also XYZ model emergency response definition of, 11 stages of, 11–16 Emergency Response Flow Chart, 52, 70

365 emergency response manager, 61–62 emergency response teams, 50 emergency stop switch (elevators), 100 emergency systems form, 311 EMP, see electromagnetic pulse employees with disabilities, 25 lockout/tagout authorization categories for, 188 notification list form for, 327 support for families of, 211–214 energy manager, 48, 62 engineering services, 26 engineers, 32 entrapments, escalator, 104 Environmental Protection Agency (EPA), 136, 137 equipment for damage assessment teams, 33, 63 – 64 emergency, 8 –9 information source for assessment of, 53 see also specific types of emergencies escalators, 99, 103 –104, 114, see also elevators and escalators evacuation, 29, 52, 78 – 80, see also specific types of emergencies evaluation of plan requirements, 37 expedient decontamination, 244 explosions, nuclear, 220 facilities emergency operations center (FEOC), 12, 25, 44 – 46, 68 –70, 76 functions of, 45 organization of, 23 –26, 70 physical configuration of, 45 – 46, 69 start up of, 58 –59 in XYZ model, 58 –59 facilities restoration, 14 –15 facilities under construction, 53 facility inspection/survey building systems checklists, 285 –296 facility intelligence, 55–56, 73 facility management team, 60 – 62 facility manager, 19 as ‘‘firefighter,’’ 81 job responsibilities of, 47 responsibilities of, 27–29 XYZ model responsibilities of, 60 and Y2K, 42 facility-specific plans, 39 – 41 facility survey, 74 families of employees, support for, 211–214 federal agencies (list), 360 –361 Federal Emergency Management Agency (FEMA), xii, 11, 26, 27, 28, 53 FEOC, see facilities emergency operations center filters, air, 153, 156 fireballs, 220 fire brigade, 117–118

366 fire emergencies, 115 –132 alarm/extinguishing systems lockout/tagout, 184 –185 checklist for, 306 command and control for, 116 –117 communication during, 130 first-aid firefighting equipment for, 130 –131 information resources for, 339 –340 management checklist for, 131–132 plan for, 122–128 plant security and traffic during, 129 preplanning for, 117–122 prevention of, 120 –122 procedures following, 128–129 record keeping for, 117 stages of, 116 systems and procedures for, 115 –117 fire exits, 124 fire extinguishers, 127 firefighters, facility managers as, 81 fire hydrants, 259 fireman’s service (elevator/escalator), 105 –106 fire response teams, 50 fire separation (generators), 87 first-aid firefighting equipment, 130–131 first responders, 12–13, 55 flame detectors, 127 flexibility in emergency plans, 36 flooding checklist, 303 Flow Chart, Emergency Response, 52, 70 food storage guidelines, 213 frontline managers, 50 Fujita (Fujita-Pearson) Scale, 208 generators, emergency, 85 – 91 goals of emergency preparedness plan, 7 of mitigation, 8 of XYZ model, 44 group lockout/tagout, 190–191 guide rails (in elevators), 97 halon systems, 128 hardness reagent, 144 hazardous materials/spills emergencies, 133 –151 care and management for, 135 –138 checklist for, 308 individual response to, 138 –139 personal protective equipment for, 150 and specialized materials/chemicals, 139 –141 and storage/handling/disposal precautions, 140 –150 written communication program for, 150 hazards, mitigation of, 8 –10 HAZMAT, see hazardous materials/spills emergencies HBI (Healthy Builders International, Inc.), 152 HCFCs (hydrochlorofluorocarbons), 134 Healthy Builders International, Inc. (HBI), 152

INDEX

heat index, 204 heating, ventilating, and air conditioning (HVAC) systems inspections of, 156 maintenance of, 160 –161 management checklist for, 167 during terrorist attacks, 242 water quality testing for, 157–158 heat injuries, 204 –205 high-expansion foam, 128 high-voltage feeder form, 325 high winds, checklist for, 305 human impact, assessing, 10 hurricanes, 205 –208 HVAC systems, see heating, ventilating, and air conditioning systems hydraulic elevators, 97–99, 103, 113 hydrochlorofluorocarbons (HCFCs), 134 IAQ control, see indoor air quality control IAQ manager, 164 ICBO, see International Conference of Building Officials IEEE Standards, see Institute of Electrical and Electronics Standards IFMA (International Facilities Management Association), 26 immediate information, 52–53 immediate public safety (phase 2 of emergency response), 11 implementation phase (emergency plans), 39 incident form (indoor air quality), 168 incident readiness, 51 individual training record form, 329 indoor air quality (IAQ) control, 152–170 air quality tests for, 157 building data analysis in, 155 –156 and custodial service, 161–162 and drinking water sampling/analysis, 158 facility inspections for, 154 –170 forms and checklists for, 165 –170 HVAC inspections for, 156 –158 information resources for, 335 maintenance measures for, 160 –161 operations measures for, 159 –160 policy related to, 164 pollutant control for, 152–154 preventive actions for, 154 source management for, 162 and space layout, 162–163 information for damage assessment, 33 gathering of, during damage assessment, 52 –53 sources of, 53, 333 –361 Institute of Electrical and Electronics Engineers (IEEE) Standards, 84, 90, 91 instructor lesson plan form, 331 insurance, review of, 29 intelligence, facility, see facility intelligence

INDEX

International Conference of Building Officials (ICBO), 120 –121 International Facilities Management Association (IFMA), 26 international terrorism, 216 interview log (indoor air quality), 170 Japan, elevator/escalator safety codes in, 101 Japanese Industrial Code (JIC), 101 job order contracting (JOC), 57 labor strike plan, 171–181 communications operations in, 179 –180 early planning for, 172 –174 facilities department mission during, 175 facilities operating plan in, 175 –179 information resources for, 337 logistics support in, 180 and poststrike recovery, 181 security operations in, 180 –181 summary of current situation in, 175 lessons learned (bomb threats), 254 letter of intent to contract, 319 letter threats, 251–252 liability (for workplace violence), 266 life safety, 7, 28, 65– 66 Life Safety Code, 86, 121 life systems form, 311 lightning, 205 lockout/tagout, 182–192 compliance with procedures for, 190 –192 deficiencies corrections for, 183–184 employee authorization categories for, 188 and equipment testing/positioning, 189 group, 190 –191 inspections of, 189 OSHA standards for, 182, 183 procedures for, 186 –187 restoring equipment/machinery to service following, 187–188 scope of standard for, 184 –185 training program for, 188 –189 logistics, 33 –34 major incident readiness, 51 management, 27–29 management checklists for electrical power emergencies, 93 –95 for elevator/escalator emergencies, 110 for emergency preparedness plan, 41 for fire emergencies, 131–132 for HVAC, 167 for storm preparedness plan, 214 for water loss plans, 262 man-made emergencies, xi, 5 with hazardous materials, 133 notification of, 51, 52 in XYZ model, 72 mass care (XYZ model), 77

367 materials, emergency, 8 –9 materials control, 26 mechanical systems, cleanliness of, 154 medical services, emergency, 29 midget iron reagents, 144 minor incident readiness, 50 –51 misleveling, elevator, 100 mission statement, 35 mitigation, 8 –10 model emergency preparedness plan, see XYZ model moderate incident readiness, 51 modification phase (emergency plans), 39 molybdate reagent, 144 Montreal Protocol, 134 Motor Vehicle Air Conditioning Regulations, 137 muriatic acid, 144 –145 mutual-aid groups, 125 mycotoxins, 232 –233 National Building Code, 120 National Electrical Code (NEC), 86, 87, 89, 91, 101 National Electrical Manufacturers Association (NEMA) standards, 88 National Fire Protection Association (NFPA), 121 National Fire Protection Association (NFPA) codes, 84, 86, 88, 101 National Guard, 12 National Oceanic and Atmospheric Administration (NOAA), 202 National Safety Council, xi National Safe Workplace Institute (NSWI), 263 natural emergencies, xi, 5, 51, 52, 72 NEC, see National Electrical Code NEMA standards, 88 nerve agents, 234 –237 NFPA codes, see National Fire Protection Association codes NFPA National Fire Code, 121 NFPA (National Fire Protection Association), 121 NOAA (National Oceanic and Atmospheric Administration), 202 nonredundant UPS, 91–92 notification and warning (phase 1 of emergency response), 11 emergencies requiring, 51–52 employee notification list form for, 327 NSWI (National Safe Workplace Institute), 263 nuclear terrorism, 219 –224, 338 –339 Occupational Safety and Health Administration (OSHA) codes, 84, 182–183 Office Manager Model, 20, 21 offsite storage locations, 9 organization, response, 12 organizational structure, 19 –26 of emergency management, 23, 25 –26 of emergency operations, 20 –24

368 organizational structure (continued) of emergency operations center, 23 –26 in emergency plans, 36 purpose of, 19 –20 OSHA codes, see Occupational Safety and Health Administration codes outside agencies, coordination with, 118 –119, 124 –125 parallel redundant UPS, 92 parks and recreation information, 53 peak shaving (emergency generators), 86 people, caring for, 11–12 personal protective equipment (PPE), 135, 150 personnel, accounting for, 79 – 80, 123 –124 phenol red indicator, 145 pH indicator, 145 physical condition assessment, facility, 245 –247 physical decontamination, 244 physical security survey, 269 piping systems, lockout/tagout for, 184 plague, 228 planner estimator, 47, 60 –61 planning manager, 16, 47, 60 – 61 planning meetings, 46 pocket cards (workplace threats/violence), 273 policy statements, 23, 25 pollutant control, 152 –154 potable water resource form, 323 potassium iodide crystals, 145 power load, growth of, 89 power outages, see electrical power emergencies PPE, see personal protective equipment pre-action sprinklers, 128 preparation phase (emergency plans), 38, see also specific types of emergencies preparedness, 7 president, corporate, 30, 32 prevention, 9 preventive maintenance manager, 16 preventive maintenance program, 8 private dwellings, information on, 53 private nonprofit facilities, information on, 53 probability of occurrence, estimating, 10 property impact, assessing, 10 property protection, 7, 28, 29, 66 property security (phase 3 of emergency response), 11 public facilities, information on, 53 public fire departments, 124 –125 public welfare (phase 4 of emergency response), 11–12 radiation, 220–222 radio communication, 25, 328 readiness condition/levels, 2, 50 –51 recovery, 13 –16 administration and logistics in, 15 facilities restoration for, 14 –15

INDEX

general concept of, 13 –14 responsibilities for, 15 –16 recovery phase (emergency plans), 38 –39 life safety considerations in, 65 – 66 planning, 65 in XYZ model, 64 – 67, see also specific types of emergencies Red Cross, 11 redundant UPS, 91 refrigerants, hazards from, 134, 136 –137 regulations, 28 rehearsal phase (emergency plans), 39 ‘‘The Report to the Nation on Workplace Violence,’’ 264 –265 requirements, determination/evaluation of, 37 resource manager, 15–16, 48 – 49, 61 resources assessing impact on, 10 in emergency plans, 36 list of, 333 –361 response phase (emergency plans), 38, 57– 64, 71, 75, 77– 80, see also specific types of emergencies response teams, facility, 12 responsibility, succession, 46 – 47 restoration (phase 5 of emergency response), 12 ricin, 231–232 Rift Valley fever, 229 –230 risk, 5 –7, 93 safety, see life safety; specific types of emergencies Saffir/Simpson Hurricane Scale, 206 Sarin (GB), 235 SBC, see Standard Building Code SEB (staphylococcal enterotoxin B), 232 security, 29, see also specific types of emergencies security systems, 8 sensors, elevator, 97–98 September 11, 2001, ix, 48, 215 services, 57, 74 sharps, 135 –136 shock (as crisis stage), 254 shutdowns, procedures for, 315 –318 signage, 96, 100 simplicity in emergency plans, 36 smallpox, 229 smoke detectors, 126 snowplowing, 203 soda ash, 145 –146 sodium bicarbonate, 146 sodium hypochlorite, 146 –147 sodium metabisulfite, 147–148 sodium thiosulfate, 148 Soman (GD), 235 SOPs (standard operating procedures), 25 source management (air quality), 162 Southern Building Code, see Standard Building Code SPC (strike policy committee), 176 spills, see hazardous materials/spills emergencies

369

INDEX

sprinkler systems, 127, 128 standard operating procedures (SOPs), 25 Standard (Southern) Building Code (SBC), 101, 121 standpipe and hose systems, 128 staphylococcal enterotoxin B (SEB), 232 state agency resources, 346 –356 STF (strike task force), 176 stockroom manager, 50 storage of hazardous materials, 134 –135 offsite locations for, 9 storm preparedness plan, 193 –214 applicability of, 194 communications attachment to, 205 damage removal procedures in, 195 –201 debris removal and deicing attachment to, 203 –204 departures from policies of, 202 distribution attachment to, 203 earthquakes attachment to, 209 –212 emergency support for families attachment to, 211–214 external contacts list in, 202 heat injuries attachment to, 204 –205 hurricanes attachment to, 205 –208 lightning attachment to, 205 management checklist for, 214 operations procedures in, 198, 200, 202 policy in, 193 –194 responsibilities in, 194 –195 snowplowing attachment to, 203 time line for revisions of, 195 tornadoes attachment to, 208 –209 Strateospheric Ozone Protection, 136 strike contingency organization, 176 strike policy committee (SPC), 176 strikes, see labor strike plan strike task force (STF), 176 sub surface burst explosions, 220 –221 succession responsibility, 46 –47 sulfuric acid (N), 149 sulfuric acid (12N), 149 –150 sulfuric acid (50%), 148 –149 summary of emergency power form, 302 sunburn, 204 supply air diffusers, 160 supply manager, 50 supply sources, 57 suppression devices, fire, 126 –128 surface burst explosions, 220 surveys condition, 14 facility, in XYZ model, 75 physical security, 269 Tabun (GA), 234 tagout, see lockout/tagout tanks, storage, 135, 326

teams damage assessment, 30 –32, 47– 48, 63 emergency preparedness, 4 emergency response, 50 facility management, 60 – 62 facility response, 12 fire response, 50 threat management response, 271 training of, 54 technological emergencies, xi, 5, 7 telephone systems (fire emergencies), 130 terrorism, 42 definition of, 216 information resources for, 338 –339 terrorism response, 215 –256 for agro-terrorism, 247–248 for biological weapons, 224 –233 for bomb threats, 248 –256 for chemical weapons, 233 –241 for cyberterrorism, 245 decontamination phase of, 243 –245 and detection of biological/chemical agents, 241–242 essential equipment for, 243 facility physical condition assessment for, 245 –247 for nuclear weapons, 219 –224 preparations for, 217–219 terrorist group, definition of, 216 thermal injuries (nuclear explosions), 221 thermal radiation, 220 thiosulfate (N/10), 150 threat management response team, 271 tornadoes, 208 –209, 305 total alkalinity indicator, 150 total hardness reagent, 150 toxic releases, see hazardous materials/spills emergencies toxins (in bioterrorism), 230 –233 traction elevators, 97 traffic control, 29, 129 training exercises and drills for, 56 for fire brigades, 118 of first responders, 55 in hazardous materials procedures, 137 individual training record form, 329 instructor lesson plan form, 331 lockout/tagout, 188–189 objectives of, 54 required annual training form, 330 team, 54 in workplace violence procedures, 272–274 in XYZ model, 53 –56, 73 transportation networks, information on, 53 tularemia, 227 UBC, see Uniform Building Codes underground storage tanks form, 326

370 Uniform Building Codes (UBC), 101, 120 –121 uninterruptible power supply (UPS), 91– 92 unions, 266 –267, 272, see also labor strike plan UPS, see uninterruptible power supply U.S. territories, resources for, 356 –357 utilities information source for, 53 loss checklist for, 310 shutdown procedures for, 315 –318 utility manager, 48, 62 variable air volume (VAV) systems, 159, 161 vehicle cold weather preparation, 201 vendors, contact list for, 324 ventilation, 153, 163 vertical transportation equipment, see elevators and escalators vesicants, 235, 237–238 VHF, see viral hemorrhagic fever violence in the workplace, see workplace violence viral hemorrhagic fever (VHF), 229 –230 viruses (in bioterrorism), 228 –230 vital information protection, 29 voltage requirements (emergency power), 88 vulnerability assessment, 10 –11 VX, 235 –237 water checklist for sources of, 309 chilled water inventory, 313 facility water pressure check, 322 information on control of, 53 main valve locations for, 321 potable water resource form, 323 purification of, 261 testing, in HVAC system, 157–158 water loss plans, 257–262 emergency actions in, 260 –261 equipment and materials in, 261, 262 and fire hydrants, 259 management checkpoints for, 262 and water mains, 258 –260 and water supplies, 258

INDEX

water (continued) weather condition information, 202 weekly schedule form, 298 wet pipe sprinklers, 127 winds, checklist for, 305 WMC, see work management center work control, 26 work control center, 196 –197 work management center (WMC), 44, 58 workplace violence, 263 –274 categories of, 264 –265 definition of, 264 information resources for, 335 –336 liability for, 266 planning related to, 266 –268 prevention/protective actions related to, 268–271 recovery from, 271–272 training for, 272–274 Workplace Violence Research Institute (WVRI), 263–265 XYZ model, 42– 80 assumptions in, 44 damage assessment in, 52 –53 and emergencies requiring notification, 51–52 emergency planning and standards in, 50 –51 Emergency Response Flow Chart in, 52, 70 evacuation in, 52, 78 – 80 facility emergency operations center in, 44 – 46, 68 –70, 76 goal of, 44 job responsibilities in, 47–50, 75, 77– 80 planning meetings in, 46 readiness levels in, 50 –51 response after emergency in, 64 –67 response during emergency in, 57– 64, 71, 75, 77–80 succession responsibility in, 46 – 47 supplies/services/contracts in, 57, 74 training in, 53 –56, 73 yellow fever, 229 –230 Y2K, ix, 42

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