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Managing Risk & Life Safety with Effective Pre-Plans


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Are your Risk & Life Safety Plans gathering dust? When an incident occurs, are you prepared to communicate critical information to occupants, managers and first responders? Refresh your crisis …

Are your Risk & Life Safety Plans gathering dust? When an incident occurs, are you prepared to communicate critical information to occupants, managers and first responders? Refresh your crisis communication and pre-emergency planning!

Presented by: David Howarka

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  • 1. Managing Risk & Life Safety Processes Presented by David Howarka Executive Vice President, Real View, LLC 02.25.10
  • 2. INTRO Good Afternoon Ladies and Gentlemen! On behalf of RealView, I would like to first thank Building Engines for inviting us to participate in today’s webinar, and second, thank the “record number” of audience members who took time away from busy schedules to log in.2.25.10 Managing Risk & Life Safety Processes
  • 3. My name is Dave Howorka, I am Executive Vice President of RealView, LLC based in Chicago. RealView LLC is a Chicago based mobile software development company. Two of our primary programs utilized by Real Estate Management to reduce risk: -REALVIEW MOBILE INSPECTIONS -COMMANDSCOPE EMERGENCY PRE-PLANS2.25.10 Managing Risk & Life Safety Processes
  • 4. Emergencies: it’s no longer “if” - it’s “when”Many of us spend our days focusing on commercial real estate operations.Trying to create value for ownership; either through increasing income,reducing expenses, repositioning our assets as LEED properties, or cleaningup the mess that a leasing agent left for us with all their lease “give-aways”.Minimal time is spent planning for Emergency’s. In today’s world, it’s nolonger an “if” – it’s a “when”!• When is a tunnel going to collapse under our city’s river and flood the basements of our commercial business district?• When is a toxic agent going to be released in our public transportation system?• When is some depressed, tax delinquent individual going to fly his airplane into the side of our office building?2.25.10 Managing Risk & Life Safety Processes
  • 5. Preparation is the Best PreventionWe can not prevent all emergency’s, but we can certainly be prepared toassist the professionals that are called in for help.Management needs to:• Stay current on the property “condition” to effectively repair, maintain, or replace.• Keep current pre-incident plans to help minimize risks and improve tenant safety. These pre-plans provide First Responders with immediate building knowledge. This prevents responding by guesswork. Inadequate preparation can be costly and deadly…..2.25.10 Managing Risk & Life Safety Processes
  • 6. Case Study: Cook County Fire2.25.10 Managing Risk & Life Safety Processes
  • 7. Case Study: Cook County Fire Award Six people died; 14 + people injured $100,000,000.00 Award  $50,000,000 paid by City of Chicago  $24,000,000 paid by Building Management  $9,000,000 paid by Building Owner2.25.10 Managing Risk & Life Safety Processes
  • 8. Case Study: Cook County Fire After the Fire The Governor of IL retained James Lee Witt Associates to conduct an independent review, in order to discover: • the facts associated with this fire that led to the death and injuries • to address the lessons learned • to make recommendations to improve high-rise safety throughout the state2.25.10 Managing Risk & Life Safety Processes
  • 9. Case Study: Cook County Fire The Witt ReviewDefendants: Cook County (Building Owner), Building Management, City ofChicago- Fire Department, and State of Illinois Numerous deficiencies and mistakes were tied to the above defendants. For the purpose of today’s presentation, we will focus on the recommendations for the Building Management Team which can help reduce risk and improve safety in all of our properties.2.25.10 Managing Risk & Life Safety Processes
  • 10. Case Study: Cook County Fire The Witt ReviewThe Witt’s review found more than 80 examples of failures, inconsistencies,ineffectiveness and / or non-compliance on the part of several agencies, organizationsand individuals, several of which directly contributed to injuries and loss of life.However, beyond all of the findings, it is our opinion that four key factors directlycontributed to fatalities:1) Lack of automatic fire sprinklers that would have controlled or extinguished the fire in its early stages;2) Failure by Chicago Fire Department to adequately search and account for occupants in the stairways prior to and during fire fighting operations;3) Opening of the 12th floor southeast stairway door by the Chicago Fire Department that allowed smoke and heat into the stairway containing occupants; and,4) Locked stairway doors that did not allow the trapped occupants to escape from the stairway. 2.25.10 Managing Risk & Life Safety Processes
  • 11. Case Study: Cook County Fire The Witt ReviewProperly addressing any one of the four key factors would have changed the outcome ofthis incident and prevented loss of life from occurring. In addition, other importantfindings included:• Failures or inconsistencies on the part of City of Chicago and its fire department,Cook County and the State of Illinois;• Inadequate evacuation training of building staff and occupants;• Ineffective communication among police department and fire department 9-1-1dispatchers and between the 9-1-1 communications center and fire commanders on thescene;• Inadequate incident command procedures that did not allow for effective fire groundmanagement and poor allocation of resources to address life safety demands;2.25.10 Managing Risk & Life Safety Processes
  • 12. Case Study: Cook County Fire Building Management’s Liability 1. Lack of an automatic fire sprinkler system. The building was not equipped with an automatic fire sprinkler system that would have controlled or extinguished the fire in its incipient stage. 2. Locked stairway doors. Locked stairway doors in the southeast stairway prevented occupants from gaining re-entry into the building in order to find refuge from the smoky and hazardous conditions. 3. Ineffective occupant training / awareness regarding evacuation procedures. A survey of building occupants and staff revealed that 80% of respondents were unaware of the building’s evacuation plan and 48% were unaware that stairway doors would lock behind them. 4. Ineffective building staff training. Building staff (management, security and housekeeping) did not have a unified and clear understanding of the existing evacuations plans and procedures or how to execute them properly. 5. Fire safety personnel. At the time of the fire, the building’s Fire Safety Director (FSD) was not in the building resulting in inadequate situation assessment and evacuation supervision. In addition at the time of the fire, the FSD’s certification had lapsed. Furthermore, Building Management had not appointed a Deputy Fire Safety Director(s) as required by the Municipal Code of Chicago.2.25.10 Managing Risk & Life Safety Processes
  • 13. Case Study: Cook County Fire City of Chicago’s LiabilityNon-compliant Municipal Code.City of Chicago — Fire Department1. Ineffective search and rescue / occupant accountability operations. CFD did not initiatean effective search and rescue operation to account for, or ensure for, the accountability andsafety of all occupants that were evacuating through the southeast stairway prior to forciblyopening the stairway door on to the fire floor.2. Inadequate Incident Management / Command System and Operating Orders / Procedures.In many cases priority was placed on firefighting operations over considerations for occupant safety andsearch/ rescue activities. In addition, there is no evidence suggesting that those charged with on-scene fireincident management responsibilities have been provided even the most basic training in regards to their ownstandards, pointing to significant concerns regarding professional leadership developmentwithin CFD.3. Lack of knowledge and coordination in regards to building resources and information. CFDdid not properly coordinate with building management staff or security officers when initiallyarriving on the scene where they would have received vital information about the building’sconfiguration or actions taken prior to their arrival. Managing Risk & Life Safety Processes2.25.10
  • 14. Case Study: Cook County Fire City of Chicago’s Fire DepartmentAdopt and implement nationally recognized incident management / command system (IMS).CFD should immediately adopt and implement a nationally recognized IncidentManagement System (IMS). The complete implementation of an IMS, department-wide,will address many of the specific issues identified in this report relating to fire groundoperations and leadership. A nationally recognized IMS will also address professionalleadership development by establishment of clear standards and expectations for membersof the department.Increase comprehensiveness of inspections and review of building emergency plans.All inspections should be completely documented and rigorous compliance efforts should focuson follow-up to ensure that violations are corrected in a timely manner. CFD should alsoactively market their subject matter expertise in support of the City’s high-rise residential andcommercial structures and to enhance their relationships with building managers and safetypersonnel. CFD should also periodically review the quality and quantity of training providedto building occupants while ensuring that plans adequately address the needs of individualswith limitations and clearly articulate protocols for the proper coordination andhand-off between building management, security, and fire department personnel. Managing Risk & Life Safety Processes2.25.10
  • 15. Case Study: Cook County Fire RecommendationsCook County & Building Management1. Install automatic fire sprinklers. An automatic fire sprinkler system should be installed asquickly as possible in the Cook County Administrative Building.2. Ensure that stairway doors are unlocked during emergencies. A failsafe system for automaticallyunlocking stairway doors during emergencies should be installed as quickly as possibleat the Cook County Administrative Building.3. Develop a building emergency action plan and incident management system. Cook County, as the building’sowner, together with Building Management and the building tenants should develop both a BuildingEmergency Action Plan and an Incident Management System to provide the framework for coordinatedresponse to emergencies. The plan should include an accountability mechanism and address the roles andresponsibilities of tenants, security and fire department personnel taking into consideration the needs of thosewith physical disabilities and language barriers.4. Management Oversight. Cook County should ensure that proper and adequate oversight ismaintained over the companies, individuals or entities contracted to provide management,security, emergency planning and operational functions in the Cook County AdministrativeBuilding. Managing Risk & Life Safety Processes 2.25.10
  • 16. Case Study: Cook County Fire Index of Findings• Building Management Failed to Produce Uniform Emergency Management Documents.• Building Management Failed to Fully Develop Emergency Protocols for occupants with disabilities and limitations.• Building Management Failed to Identify All Critical fire department Concerns in Pre-Fire Plan.• Building Management Failed to Provide Adequate Oversight of Security Operations Related to Fire Emergencies.• Security Company Failed to Provide Adequate Training to Security Officers• CFD Personnel Failed to Obtain Copy of Pre-Fire Plan at Lobby Security Console.• CFD Personnel Failed to Secure / Develop a Floor Plan and Locate Stairways to be Utilized.• Security Company personnel and Building Management personnel failed to provide copy of pre-fire plan at lobby security console to CFD Managing Risk & Life Safety Processes2.25.10
  • 17. REDUCE RISK AND LIABILITY The key ingredients that improve building safety are property inspections, emergency pre- plans that can be accessed by the First Responders, and adequate emergency training for building staff and tenants With the technology available in the market today, there is no reason buildings should not be regularly inspected to identify potentially hazardous situations and code concerns. Additionally, electronic pre-plans have advanced to eliminate paper binders and even provide building data to First Responders mobile computers. Managing Risk & Life Safety Processes2.25.10
  • 18. Common Inspection Issues Most current inspections are paper-based  Slow process, cumbersome  Can be Inaccurate and subject to alterations (Security/Compliance Issues) Inspections are very expensive and involve multiple steps/personnel Current inspection processes are inflexible and do not keep up with trends, codes, or internal standards Lack of management visibility across property portfolio Managing Risk & Life Safety Processes 2.25.10
  • 19. Inspections: Avoiding Mistakes Streamline your Process- avoid too many “cooks in the kitchen” and communication pipelines (data entry, faxing, mailing,etc.). Store documents permanently and securely- and don’t allow changes! Be Flexible – i.e. Customize inspection forms to meet your specific needs Be Alert – Alert managers & maintenance staff immediately to emergency situations from inspection site. Create a work order on the spot to address the issue Efficient and effective inspections mean safer buildings. Safer buildings mean reduced liability and satisfied tenants. Reduced Liability means lower insurance premiums.
  • 20. The Importance of Pre-PlansA “PRE-PLAN” IS A SUMMARY OF ALL THE CRITICAL BUILDING INFORMATION,REQUIRED BY FIRST RESPONDERS IN THE EVENT OF A FIRE OR EMERGENCY IN YOURBUILDING!What is the RISK of not having a Pre-Plan?• First Responders don’t have information they need to safely respond toemergency’s at your property; thereby forcing them to act on trial and errorvs. action with knowledge• Increased liability and potential litigation costs• Higher potential for property loss - $$$• Higher potential for loss of life - 
  • 21. Effective Pre-PlansAt a minimum, First Responders will need to have instantaneous access tocritical, life saving information including:  Building/Structure Information  Fire Protection Details including Haz Mat  Emergency/Contact Lists  Floor Plans, etc
  • 22. Effective Pre-PlansPortfolio Pre-Plans should be standardized, accurate and secure
  • 23. Effective Pre-PlansAdditionally, your pre-plan should provide the following information in advance toall emergency responders:- Floor plans and large scale maps showing evacuation routes and service conduits(such as gas and water lines)- Number of building occupants, how that varies per shift and any special evacuationneeds- Length of challenging hose stretches to various points in building- Limitations on ground/aerial ladder access- Details on protection/detection features (fire and carbon monoxide detectors, hoseconnections, water supplies, fire alarm panels, etc.)- Means to ventilate the building- Elevator locations and how to control/access them- Location of hazardous materials- Where a spill in or around the building would drain- Information on confined spaces in the building- Location of potential medevac landing zones and triage areas- Door swing directions and other important "access" information
  • 24. New Technology: Electronic Inspections & Pre-PlansMobile Web-based Inspection and pre-plan programs:  One Step-Programs designed for immediate reporting  Eliminate need for Manual/Paper Processes  Utilizes customers inspection points and Standardizes Inspection forms, emergency data and reports throughout a portfolio  Creates and Sends Reports Electronically from Inspection Site  Interfaces with existing electronic Work Order systems  Single building or large portfolios  Improves Efficiency while Saving Time & Money - GO GREEN  Easily Manage, Update, and Share Property’s Emergency Building Data  Interoperable Between all Computers-Management Office, Laptop, Security Desk, etc.  Redundant data back up  Help reduce Insurance Premiums
  • 25. Questions? For More Information: RealView LLC Building Engines414 N. Orleans, Suite 310 275 Wyman Street, Ste. 111 Chicago, IL 60654 Waltham, MA 02451 312.284.2030 (Office) 781.290. 5300 (Office) 312.284.2031 (Fax) 781.290.5305 (Fax) David J. Howorka Sarah Fisher