Chapter XIII. Emergency Procedures
I. Scope and Purpose of Crisis Management Plan
The USOC as well as the CSOTC wishes to ensure the safety and security of a...
Chief of International Relations            •    Track and report recipient status
       Chief of Sports

              R...
Emergency procedures for fire emergencies, medical emergencies, police emergencies, weather
emergencies, and in-house inci...
•Assess medical needs and call Sports Med. If needed.
   •Keep Police investigation area free of traffic.
   •Separate peo...
•Once the   management committee authorizes the alert groups the Team Leaders will send the
   alert to the groups.
   •Co...
•Record    every word spoken by the caller. Use exact words when possible. If possible, the
    person receiving the call ...
•Be   observant and try to get a good description of the individual(s):
        - Name (if known)                         ...
•Stay away from downed power lines and report them to the power company.
   •Stay away from disaster areas.
   •Continue l...
-   Several flashlights and extra batteries
       -   First aid kit and manual
       -   Hard hats and dust masks
      ...
•Activate  grief counseling system
       - USOC Sport Psychologists as stop-gap measure
       - Activate outside contrac...
•Set up authorities, triggers, and procedures for activating/terminating response plan, altering
   business operations (e...
frame for maintenance items.
   •Complete additional walk throughs as possible – the more, the better; but in general, the...
will occur instead of the main fire alarm system being tripped.
    •These messages are displayed by a system annunciator....
To use the Nextel phone as a radio press the long button on the side of the phone. Keep it
pressed during your entire mess...
•Do not mention hotel name to strangers.
   •Keep a record of passport number in case of  loss. Get phone number and addre...
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Emergency Procedures.doc

  1. 1. Chapter XIII. Emergency Procedures
  2. 2. I. Scope and Purpose of Crisis Management Plan The USOC as well as the CSOTC wishes to ensure the safety and security of all athletes, staff and guests. This plan has been created so that in the case of a crisis, staff will be aware of proper procedure and protective measures that may be taken. II. Involvement and Responsibilities Chart Teams Involved Director, LPOTC 1. Security Division Associate Director, CVOTC Chief of Security Security Manager (ARCO) Lead Security Officer Facilities Manager (LP) Security Manager (ARCO) Sr. Operations Specialist, LP Facilities Manager (LP) Contract Security 3. Management Committee Team CEO 2. Team Leaders COO Chief of Security CFO Managing Director Athlete General Counsel Facilities and Services Chief Communication Officer Risk management Chief Marketing Officer Director of Training Centers Director Learning & Leadership Director, CVOTC Development
  3. 3. Chief of International Relations • Track and report recipient status Chief of Sports Responsibilities • Receive information on an incident, emergency situation or crisis • Respond: Isolate, Control, Evacuate, • Authorize Alert to Groups and/or Notify • Access incident and direct response • Contact and Communication to the • Make key business decisions for Management Committee Continuity of Operations (COOP) • Gather information and send Alert with conference link to Executive Team • Become “Command Center” • Keep CSO informed • Send Alert to Groups (once authorized) III. Security Numbers and Emergency Procedures Security Numbers In case of emergency, call Security at x4570 or dial 911. CSOTC Crisis Team Name Cell (Emergency) Home OTC OTC Room # CPR? Security x4570 x4570 x4570 Bldg 32, Security First Tier Support Mike English 719-359-1106 x4501 Bldg 9, Operation No Glen Werner-Roseboom 719-330-4002 x4739 No Alicia McConnell 719-330-4071 x4868 No On-call Operations Staff 719-332-5815 x4444 No Dorm Leads Sherry VonReisen 719-332-0271 x5348 x2055 Bldg 8, Rm. ? No Stacy Miller 719-352-7694 x5219 x2041 Bldg 10, Rm 318 No Terris Tiller 719-331-5346 x5231 x4629 Bldg 83, Rm 212 No Other Front Desk 719-332-5815 x4444 x4444 Bldg 9 No FMD 719-? x4724 x4724 Bldg 87 No Sports Medicine 719-330-2442 x4554 x4554 Sports Med Yes 719-330-2697 IV. Emergency Procedures
  4. 4. Emergency procedures for fire emergencies, medical emergencies, police emergencies, weather emergencies, and in-house incidents are located here. These procedures apply to the CSOTC as a whole. All other emergency procedures as well as emergency procedures for individuals are located in the next section. Determine the classification on the incident: fire/medical/police/in- house/FMD Fire Emergency •Evacuation information on inside of each resident room/halls/posted areas •Security (x4570) and Fire Department notified •Athletes evacuated by floor by Security/Dorm Leads/Supervisors (check FMD for procedure) •Emergency List Team called in order •Athletes to stay in designated areas to check if anyone is missing. (Athletes are subject to removal from CSOTC if they do not adhere to procedure.) •Remain calm for athletes and other personnel. •Athletes moved to comfortable area (i.e. Bldg. 9 if safe or Sports Center I or II) •Under no circumstances is any athlete to return to rooms until all clear. •Make sure if all clear is given, it is official. •During emergencies make sure athletes do not call inappropriate people (i.e. media). •Accurate information is passed on to athlete, staff, etc. regarding incident. •Fill out After Actions Report and keep information of facts to stop any rumors. Medical Emergency •Security (x4570) and Sports Medicine (x4554) notified. (check Sports Med procedure) •Information for on-call medical at Front Desk. Security/Dorm Leads need to be put on email for on-call staff for each week/weekend. •Life Threatening Emergency: call 911; all others call Sports Medicine •Call Emergency List Team in order •Call Dorm Lead for that dorm (if needed) •Dorm Leads/Supervisors need to keep an updated list of who is on-call. •Call in coaches, NGB, or Staff for camp/residents. •Do not apply any medical procedures to patient unless qualified and/or emergency. •Fill out After Action Report and keep information of facts to stop any rumors. •Special Information for Suicide Attempt/Threat - Call in Sports Psychology. - Have someone available for suicide watch. - Discuss with Sports Psychology procedures to follow next: Subject may be removed from CSOTC for not following policies. - Subject must visit Sports Psychology on a regular basis. - Discuss with NGB and/or appropriate departments. Police Emergency •Security (x4570) and Police Department notified (Police contact may need to be determined by Senior Staff) (check Security for procedure) •Call Emergency List Team in order •Dorm Leads notified (by Bldg-per Emergency List). If females/males involved call appropriate Dorm Lead. •Call in coaches, NGB, or Staff for camp/residents. •Put all involved in Bldg. 9 or place with little or no traffic.
  5. 5. •Assess medical needs and call Sports Med. If needed. •Keep Police investigation area free of traffic. •Separate people involved in different rooms. Bldg. 9, front desk area is good. •Make sure someone from staff, security, etc. is in room with people involved so they cannot discuss what happened with each other. •Make people as comfortable as possible, but do not leave them. •Do not discuss anything with those involved as you can then be called in to testify. •Fill out After Action Report and keep information of facts to stop any rumors. Weather Emergency •Get out information on closure ASAP – weather line, local media, IT voice message •Assign rooms for necessary staff: Coaches-Weight Room, Dining Services, FMD, Front Desk, Security, Sports Medicine, Transportation (Note: Bldg. 8/10 Dorm Leads x-room) •Make area for FMD so they can keep an emergency person on complex over weekend •Clear emergency routes for traffic to get athletes from dorms 83, 85, and 87 to Bldg. 9 •If short-handed for Dining Services, bring in athletes/other staff •Make sure no athletes leave complex if weather is dangerous. •Keep updated on transportation issues. •Carnation for extra bedding or procedures to find extra bedding. •Fill out After Actions Report and keep information of facts to stop any rumors. In-House Incidents •Security (x4570) informed •Call Dorm Lead for appropriate dorm. •Dorm leads/Supervisors – if situation is a minor infraction of rules, take care of it as quickly and as quietly as possible. Set up appointment with athlete(s) and Director on the next working day to go over the situation. •For Dorms 85 and 87, go to front desk and notify camp contact person. Information is located in camp folder. •Bring in everyone involved to fill out report and/or talk to person in their room with security/dorm leads/supervisor/camp contact person present. •If there is a need to talk to the person in private, find an area with little or no traffic. •Keep communications within the group and/or people being called in for incident to minimum to get correct information. •Have security fill out incident report. •Lead from CSOTC and/or from NGB determines what actions need to be taken on next working day. •Fill out After Actions Report and keep information of facts to stop any rumors. IV. Response and After Crisis Duties Response •Emergency or Crisis Occurs. •Security is notified. •Security will notify the Team Leaders •Team Leaders are responsible for sending the alert to the Management Committee. •Management Committee is responsible for authorizing the alert to appropriate groups.
  6. 6. •Once the management committee authorizes the alert groups the Team Leaders will send the alert to the groups. •Contact the local Police and Fire Department. Duties after a Crisis •Security, Risk Management and FMD report to the crisis location to assist with isolating, controlling, and evacuating the area if necessary. •Risk Management and FMD will access the damages. •Risk Management will notify appropriate insurance broker with details about the crisis. •Risk Management will be the contact for the insurance adjuster. •The Team Leaders are responsible for keeping the Management Committee informed of the situation so that the Management Committee can make sound and informed decisions concerning the USOC response to a crisis. •Once crisis is over FMD works with risk management and operations on clean up efforts. •Risk Management will escort the insurance adjuster to the crisis site for them to evaluate and estimate the damages. (RM may assign another individual to do this if the crisis is at Chula Vista or Lake Placid) •Management Committee is responsible for assigning spokesperson to address media concerns. Stick to facts. Do not offer personal opinions or discuss fault or liability. •Security, Team Leaders and Management Committee meet to debrief and discuss issue. V. Procedures for Individual in Specific Crisis Events Step-by-step guide for responding to a crisis Step 1. Handle immediate concerns of life, limb and property 1. Quickly assess injuries and damages 2. Tend to the sick and injured Step 2. Call 911 if necessary and then call security. See emergency contact list for all relevant phone numbers. Make sure all Team Leaders have a copy of the contact list at work and home.* 1. In any life threatening situation call 911 2. Call the security department at your location. 3. Contact your supervisor 4. If necessary designate a team member to work with the affected individuals. Step 3. Gather Information and make contact with the appropriate team members. Inspect the scene carefully, gather facts, and identify potential concerns. Step 4. Schedule staff meetings. Keep your team informed on any new developments VI. Procedures for Handling Outside Events Bomb Threat Bomb threats are delivered in a variety of ways. The majority of threats are called in to the target. Occasionally these calls are through a third party. By Phone •Keep calm and immediately refer to the bomb threat checklist. •If the threat was left on your voicemail do not erase the message. •Make a note of the details on the caller display. •Keep the caller on the line as long as possible. Ask him or her to repeat the message.
  7. 7. •Record every word spoken by the caller. Use exact words when possible. If possible, the person receiving the call should signal to a colleague to contact Security on a different line so that an attempt may be made to trace the origin of the call. •If the caller does not indicate the location of the bomb or the time of possible detonation, ask him/her for this information. Pay particular attention to background noises, such as motors running, music playing, and any other key noise which may give a clue as to the location of the caller. Listen closely to the voice of the caller (male/female), voice quality (calm, excited), accents, and speech impediments. •Immediately after the caller hangs up notify Security. In Writing •Immediately report this to Security. Save all materials, including envelope or container. •Unnecessary handling of the material should be avoided. Every effort to retain evidence such as fingerprints, handwriting or typewriting, paper, and postal marks. Locating a foreign object •If you see a foreign object, do not touch, move or cover the object. Make note of its description and exact location. Report this to Security. •Leave the area immediately. Do not use a phone or walkie-talkie in the area. Civil Disturbance Civil disturbance is defined as: disruptions caused by one or more persons preventing orderly functioning of complex. Usually disturbances are intended to be a demonstration to public and government, but can escalate into general chaos. Examples include but are not limited to: illegal parades; sit-ins and other forms of obstruction; riots; sabotage; and other forms of crime. •Keep calm. Remember most demonstrations are peaceful. Call security or 911 immediately. •Notify all individuals in the area of the situation if possible. •If protestors enter the building do not try to stop them. Try to carry on business as usual or cease operations and evacuate if instructed. •If noise becomes too great, or crowd too large, close and lock office doors and windows. Should disturbance break out, evacuate to safe zone and wait for further instructions. Criminal Activity The intentional commission of an act usually deemed socially harmful or dangerous and specifically defined, prohibited, and punishable under criminal law. Examples include: murder, rape, manslaughter, aggravated sexual abuse, assault, kidnapping, burglary, arson, robbery, criminal possession of dangerous weapon, treason, tax evasion, and handling of stolen goods. Prevention: •Do not discuss security procedures outside of work. •Be alert for suspicious loitering persons or suspicious vehicles near workplace. •Report all suspicious activity to Security. •Protect property by securing the facility when not attended. •Secure personal property by placing it in locked cabinets or desks. Crime in Progress Procedure: •Remain calm and avoid any action that may incite the suspect to act violently. The suspect may be nervous. Further excitement by the victim can cause he suspect to panic and harm the victim or bystanders. •Obey the suspect’s instructions, even if it appears that victims cannot be harmed. Money and property are not worth the price of a life. •Leave the area if pssible and contact security.
  8. 8. •Be observant and try to get a good description of the individual(s): - Name (if known) - Method and direction of travel - Height and weight - License plate # of vehicle - Sex, race, and approximate age - Make, model, and color of car - Clothing - Location After Criminal Event: •Immediately after the crime, ensure that no one has been hurt or injured. •Close and secure the office until Security or the local police arrive. •Preserve any notes that the suspect may have written; i.e. requests for money/valuables •Employees involved in incident should write down their own description of the suspect and event. Employees should not confer with other witnesses or compare notes. Earthquake If you are Indoors: •Duck, Cover, Hold – Duck under a desk or sturdy table. Stay away from windows, bookcases, file cabinets and other heavy objects that could fall. •Use a doorway for shelter only if it is in close proximity to you and if you know it is a strongly supported, load-bearing doorway. •Do not use elevators. Stay indoors and Do Not leave the building. If you are Outdoors: •Move to a clear area away from trees, signs, buildings, or downed electrical wires/poles. •If you are on a sidewalk near buildings, duck into a doorway to protect yourself from falling bricks, glass, plaster and other debris. •If you are driving, pull to the side of the road and stop. Avoid overpasses, power lines, and other hazards. Stay inside the vehicle until the shaking stops. Flood Before a Flood: •Assemble disaster supply kits. Include battery-operated radios, flashlights and extra batteries and first aid supplies. •Ensure all vehicles have a full tank of gas. During Heavy Rain: •Listen to radio or television for local information and possible for warnings of a flood. - Flood Watch – flooding possible; stay tuned to radio/TV for additional information. - Flash Flood Watch – flash flooding is possible; move to higher ground; flash floods occur without any warning. Stay tuned to the radio or TV for additional information. - Flood Warning- Flooding is occurring or will occur soon. If advised to evacuate, do so immediately. - Flash Flood Warning-A flash flood id occurring. Seek higher ground on foot immediately. - Urban and Small Stream Advisory-Flooding of small streams, streets and low-lying areas is occurring. •Evacuate to higher ground. This should be an already established safe zone. •Do not walk or drive through flood waters. •If police barricades are up DO NOT walk around them-they are up for your protection. After a Flood: •Stay away from flood waters that may be contaminated. Stay away from moving water. •Be aware of areas where flood waters have receded.
  9. 9. •Stay away from downed power lines and report them to the power company. •Stay away from disaster areas. •Continue listening to the battery powered radio for instructions from emergency authorities (fire, police, etc) Landslide/Mudslide Before an Intense Storm: •Become familiar with the land around you. •Assemble disaster supply kits. Include battery-operated radios, flashlights and extra batteries and first aid supplies. Ensure all vehicles have a full tank of gas. During an Intense Storm: •Stay alert and awake. •Listen to radio or TV for local information and possible warnings of landslide/mudslide. •If in an area susceptible to landslides/mudslides and debris flow, evacuate if safe to do so. If not, move to a 2nd story if possible. There should be an established safe zone. •Listen for unusual sounds indicating moving debris (tree cracking, boulder moving, etc.). •Be alert if driving. During a Landslide/Mudslide: •Quickly move out of the path of the landslides/mudslides or debris flow. •If escape is not possible, curl up into a tight ball and protect your head. After a Landslide/Mudslide: •Stay away from the slide area and disaster areas. •Listen to the local radio or television stations for the latest emergency information. •Watch for flooding, which may occur after a landslide/mudslide. •Stay away from downed power lines and report them to the power company. Terrorism Threat Terrorism is the use of force or violence against any persons or property in violation of the criminal laws of the United States fro purposes of intimidation, coercion, or ransom. Terrorists use threats to: create fear among the public; try to convince citizens that their government is powerless to prevent terrorism; and/or get immediate publicity for their causes. Acts of terrorism include but are not limited to: assassinations, bomb scares and bombings, cyber attacks (computer based), hijackings, kidnappings, and the use of chemical, biological, nuclear, and radiological weapons. General Safety Guidelines: •Be aware of your surroundings. •Move or leave if you feel uncomfortable or if something does not seem right. •While traveling do not accept packages from strangers or leave luggage unattended. Immediately report unusual behavior, suspicious or unattended packages, and strange devices to the police or security personnel. •Learn where the emergency exits and the assembly areas are. •Be prepared to do without services such as: - Electricity - Pumps - Telephones - ATMs - Natural gas - Internet transactions - Gasoline •Be prepared by having the following items available: - Portable, battery-operated radio and extra batteries
  10. 10. - Several flashlights and extra batteries - First aid kit and manual - Hard hats and dust masks - Florescent tape to rope off dangerous areas VI. Procedures for Handling Interior Events Assisting Families of Athletes Families are sometimes called in due to emergency surgeries, etc. for their children. Contact parents when there is a good time to talk to them. Also let your NGB or coach of either resident program or camp program have your contact information. Assist in the Following Ways: •Have a room set up individually or near/in the athlete who has had surgery. •Make sure they know the facilities and services available: - Dining services - Hours of operation - Laundry room (get them supplies if needed) - Sports medicine area (if needed) - Who to contact at certain times •Visit the hospital if comfortable (many parents appreciate this) •Make transportation available for their needs •Check in on a daily basis to make sure needs are filled •Have an overnight bag available for their needs at the hospital. Important Contacts and Phone Numbers: •Sports Medicine – x4554 •Person in charge of camp in Operations (can find and approve available room) •Dorm supervisor for each resident sport so they can be brought in to assist •Front desk staff emergency number •Coaches and NGB contact numbers Fatality The purpose of the USOC developing an official procedure on the management of a fatality to an Olympic Family member or impacting person is to best prepare team members to handle and work through an incident such as this. On-Site Incident: •Implement 911 medical services as necessary •Gather information from attending persons •Activate Message One Emergency Alert System •Host conference call with Senior Team to assess incident and determine next steps - Address family notification process; who will notify; where is family housed - Identify what services will be outlined for the family including travel to city of incident, shuttle and housing details - Develop communication strategy for incident including response to media inquiries •Determine if on-site guests need a Message One Alert •Address needs of collateral team: NGB coaches, athletes, USOC team members, contracted service providers
  11. 11. •Activate grief counseling system - USOC Sport Psychologists as stop-gap measure - Activate outside contractor to provide grief counseling on a short and long-term basis; in the event of a staff member EAP can be called •Set up counseling in offices or meeting rooms; address possible need for site-wide informational meeting or athlete population address; ascertain who will conduct meetings •Address physical care of area of incident as necessary •Plan for follow-up conference calls with Incident Decision Team Members as well as Senior Team and associated groups as necessary VII. Procedures for Pandemics Planning for Impact on Workplace, Employees and Athletes: •Identify Pandemic Coordinator and team with defined roles/responsibilities for preparedness and response. •Identify essential employees and critical inputs (raw materials, services/ products, and logistics) required to maintain business operations during a pandemic. •Train and prepare ancillary workforce (contractors, employees in other jobs, retirees). •Develop and plan for scenarios likely to result in an increase or decrease in demand for your services during the pandemic (need for hygiene supplies). •Determine pandemic impact on domestic/international travel (quarantine, border closing) •Find up-to-date, reliable pandemic information from community public health, emergency management, and other sources. •Establish emergency communication plan (identification of key contacts and back-ups, chain of communications, and processes for tracking/communicating employee status). •Implement an exercise/drill to test your plan, and revise periodically. •Forecast and allow for employee absences (personal illness, family member illness, community containment and quarantines, and public transportation closures). •Modify frequency and type of face-to-face contact (hand-shaking, meetings, office layout, shared workstations) among employees and between employees and athletes. •Evaluate employee access to and availability of healthcare services during a pandemic, and improve services as needed. Encourage and track vaccinations for employees. •Identify employees and athletes with special needs, and incorporate requirements of such persons into plan. Establish Pandemic Policies: •Establish policies for employee compensation/sick-leave from pandemic, including policies on when previously ill persons is no longer infectious and returns to work. •Establish policies for flexible worksite and work hours (e.g. calling in, staggered shifts). •Establish policies for preventing pandemic spread at worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with symptoms). •Establish policies for employees who have been exposed to pandemic, are suspected to be ill, or become ill at worksite (e.g. infection control, immediate mandatory sick leave). •Establish policies for restricting travel to, evacuating employees working in, and guidance for employees returning from affected areas (domestic and international).
  12. 12. •Set up authorities, triggers, and procedures for activating/terminating response plan, altering business operations (e.g. shutting down operations in affected areas), and transferring business knowledge to key employees. Allocate Resources for Protection: •Provide sufficient/accessible infection control supplies (e.g.hand-hygiene products, tissues and receptacles for their disposal) in all business locations. •Enhance communications and information technology infrastructures as needed to support employee telecommuting and remote customer access. •Ensure availability of medical consultation and advice for emergency response. Communicate and Educate Employees: •Develop and disseminate programs and materials covering pandemic fundamentals (signs and symptoms, modes of transmission) and personal and family protection and response strategies (hand hygiene, coughing/sneezing etiquette, contingency plans). •Anticipate employee fear/anxiety, rumors/misinformation and communicate accordingly. •Ensure that communications are culturally and linguistically appropriate. •Disseminate information to employees about pandemic preparedness and response. •Develop platforms (e.g. hotlines, dedicated websites) for communicating pandemic status and actions to employees, suppliers, and athletes inside and outside the complex in a consistent and timely way, including emergency contact system. •Identify community sources for timely and accurate pandemic information (domestic and international) and resources for obtaining counter-measures (vaccines and antivirals). Coordinate with External Organizations and Community: •Collaborate with insurers, health plans, and major local healthcare facilities to share your pandemic plans and understand their capabilities and plans. •Collaborate with federal, state, and local public health agencies and/or emergency responders to participate in their planning processes, share your pandemic plans, and understand their capabilities and plans. •Communicate with local and/or state public health agencies and emergency responders about the assets and/or services your business could contribute to the community. •Share best practices with other businesses in your communities, chambers of commerce, and associations to improve community response efforts. VII. After Hours Security and Emergency Procedures Building Walk Throughs A. Building Walk Throughs increase the opportunity for the night shift to discover maintenance, and security issues. It is actually better to not create permanent repetitious patterns and particular times as this becomes predictable to anyone monitoring the USOC’s security measures. B. Areas to Include on Walk Through •Cover as much of the building as possible on each round. •Buildings 8, 9, 10 – including all four floors of 8 and 10 and all maintenance rooms, lobby area and dinning facility in building 9 •Exterior walk checks should be performed on a random basis as well. C. When to Complete •As close to the start of the shift as possible allowing for shift accountability and a time
  13. 13. frame for maintenance items. •Complete additional walk throughs as possible – the more, the better; but in general, the minimum should be 2 to 3 throughout night at random times from one night to the next D. What to Look for •Virtually anything that is out of place or not operating properly. •Security issues: abandoned bags, open doors, boxes, noises, movement in secure areas, automatic doors that do not latch behind you, etc. •Maintenance issues: leaks, noises from equipment or maintenance rooms, power outages, alarms, etc. If it feels out of place you should investigate further. Fire Alarm Operation A. The main Fire panel is located within the electrical room inside the luggage room. The evening maintenance keys will get you into this room. B. Main Fire Box Operation •The fire panel is on the left in electrical room. It is locked and key is above the front step heater switch. •The first control is the bottom box on the right hand side which is the fire panel interface and is the primary way to interact with the computer. •The second control is the horn switch at the bottom center of the box. This switch allows you to make adjustments to the control panel without fear of the building alarms and lights going off. Turning the switch off is a fire code violation, and should only be done long enough to get the box reset during routine signal adjustments and resets. •Please note: fire department is notified electronically. If horns go off they will respond. You must wait until fire department arrives to turn off horns and lights. This ensures that everyone continues to evacuate in case it is an actual emergency. •If it is only a routine alarm signal (signified by a beeping at the fire panel or signal box by the door) then it can be reset without the horns being tripped. •To turn off a signal that has keyed out to message boxes and repeatedly beeps, open fire panel and turn off horn switch. Control box will continue to beep and front gate will also be able to see that you have turned off the horn and are responding to the signal. - First – acknowledge alarm signals. Press right, small, black button toward center of control module. The number of presses to clear message board depends on number of alarms tripped. This number is directly to the right of the time in the digital display. - Once all of signals have been acknowledged, press the trouble silence button toward the bottom left of control module. The box will continue to beep. - Don’t do anything else until you communicate with the front gate and have them reset the alarm from their end. Once they acknowledge the alarm, hit the reset button at the top of the same row as the trouble silence button. - Watch the signal lights beside the digital display. Don’t turn on the horn switch until NORMAL light comes on and stays green. If you don’t wait, the building alarm will go off and firefighters will arrive. When the NORMAL light comes on and stays green, turn the horn switch back on and the system will reset to normal operations. - Please note if you don’t work with front gate, control module will continue to recycle messages and you will have to repeat the process before it is ready for a final reset. C. Message Panel Operation •Most interaction with the fire system will be due to false reads, defective sensors, a fire alarm that has been tampered with, etc. In these instances it is likely that an error message
  14. 14. will occur instead of the main fire alarm system being tripped. •These messages are displayed by a system annunciator. Annunciators are next to most major entry ways on the main floor. If there is a trouble/alarm message signaled it will be displayed on the digital read out and the annunciator will beep repeatedly. •The scrolling message will tell you what type of error is occurring and the location of the error if it can. In order to stop the beeping, press NEXT/ACK below digital screen. If there is more than one message (which is often the case) the annunciator will continue to beep and the next message will be displayed following each press of the NEXT/ACK button. Once you acknowledge all messages the box will stop beeping. •Return to main fire panel, because it will likely need to be reset (see previous section). Fire Sprinkler Operation A. In the event that a fire sprinkler was to break because of natural wear and tear or vandalism, you may need to shut off the sprinkler system to a floor. B. Turning on and Off Valves •There are only two types of valves you will ever need to turn off when dealing with the sprinkler systems. One is a gate valve (has a round handle you turn repeatedly like a outdoor faucett), and the other is a ball valve (has a lever type handle that needs to be turned 90 degrees or inline with pipe to open). •The valves are located in each building within the stairwells of the floor they serve. •Consider which floor the leak is on. In many cases you will be able to see the drop in pressure on the appropriate pressure gauge attached to the system. •There is a stool at the front desk that will help you reach the valves (unless you are very tall, you will need this.) - First, rotate gate valve clockwise until it stops to turn off sprinkler water pressure. - Second, slowly open the ball valve. This drains off water sitting in the pipes. This can be a significant amount of water. Leave the valve open while you call FMD. •Again, it is a fire code violation to have inoperable sprinklers and FMD should be called to repair it immediately. C. Additional fire sprinkler valves are located in the maintenance rooms on the fourth floors of both Bldgs 8 and 10. This area operates the sprinkler system in the attic in the same fashion as the valves in the stair wells even though it look significantly different. •First, turn the valve to shut off the water pressure clockwise until stops. •Second, turn the drain valve counterclockwise. This will drain water from attic pipes. Notice: If any water pressure valves are tampered with (turned off) it will send a message to the fire box and a message to all annunciators. Please reset annunciators if this happens. Radio Procedures A. Radio Operation/Check out Before starting each night shift, check out keys and the radio for Security 8. If security is not familiar with you, let them know where you work and that you need new dorm keys and radio. Generally, they will let you sign these items out and return them at the end of the shift. B. Call Signs •Security 3: Front Gate •Security 4: Roving Patrol/Supervisor •Security 5: Rover for Bldg 83, 85, 87 •Security 8: Operations Security Specialist C. Radio Discipline and Communication
  15. 15. To use the Nextel phone as a radio press the long button on the side of the phone. Keep it pressed during your entire message, then release to hear response. You do not need to flip open the phone to use it as a radio, it can remain closed. Note that the radio function does not work from the basement floor of Bldgs. 8 and 10. •The phone carries a stronger signal when used as a cell phone. This is done by opening it, pressing upper left hand button on key pad to select contacts. Then select who you need to contact and press call button. All of the call signs above are in the contacts list. •While communicating via the radio feature it is important to remember some key guidelines for radio usage. - Speak clearly and slowly - Do not use fowl language - Do not use individuals names (contact via phone if needed) - especially do not use names of minors if related to a incident (this is a major legal issue) - Keep messages short Medical Emergencies Standard Contact Procedures In the case of a medical emergency on complex, contact the on-call cell for sports medicine at: 330-2442. Call this number prior to all other responses. Also call this number after hours for serious medical issues that may require a hospital visit. Do not leave the individual alone. Documentation Be sure to pass on any information for any medical emergency in the shift report. Include times, locations and any person that may have been involved. Travel Safety Guidelines Purpose of Policy The purpose of the USOC developing an official travel policy is to advise team leaders and team members the potential risk to overall USOC business function as it relates to movement of delegations to international competition or for executive travel initiatives. Delegation Travel A. International Games staff will work with Senior Team members to plan for travel B. Charter flights are a vital necessity in moving large groups of people including staff teams and NGB teams. IG will best plan for travel with the understanding that breaking up groups and meeting dates requirements for top sport performance are not a reasonable possibility. C. Attention will be given to entire board of directors, entire NGB staff teams, and other leadership groups being grouped on same flights. Adjustments are recommended accordingly. The following people not travel on the same flights: CEO, COO, CFO, CSP. No more than three members of Executive Team or Board of Directors should travel together. Travel Security •Check for any travel alerts or safety concerns at www.crg-online.com. •Have a copy of the itinerary in the office. Emergency contact info should be on hand for each traveler. •Compare safety records of airports and airlines if there is a choice. •Luggage tags should list business address but not have titles and “USOC”. •Be aware of surroundings. Know where you are going.
  16. 16. •Do not mention hotel name to strangers. •Keep a record of passport number in case of loss. Get phone number and address of American consulate before leaving the U.S. •Avoid nighttime travel or vacant/poorly lit places. Travel by Taxi •Use only licensed taxis. Be sure you can see the taxi registration. •Do not taxis alone. Know the address of your destination. •Keep doors and windows locked. Wear your seatbelt.

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