BOMA_EP_Seminar_Handout_2012_Reduced

How was your Sunday morning?

Sunday, August 12, 2012, San Francisco

A fire on upper floors of 275 Battery Street’s 30-story building, its sprinkler system inoperable at the time of the event, sets the stage for this year’s emergency exercise. The pull-station alarm is investigated by building engineers who discover the fire. The building’s fire alarm monitoring company notifies the San Fran-cisco Fire Department. They, of course, promptly respond and the incident begins to unfold in real time.

E m e r g e n c y 2012 A Publication of the BOMA‐SF Emergency Preparedness Committee

September 19, 2012

BOMA San Francisco Mem-bers extend their appreciation for the continued cooperation and commitment to the BOMA SF Emergency Preparedness Committee program. BOMA salutes the SFFD!

Thank You!

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Seminar Agenda

BOMA-SF Emergency Preparedness Committee

8:30 AM Welcome and Introductions John Bozeman

8:35AM BOMA-SF Emergency Preparedness Misa Gidding-Chatfield

8:50 AM Building Management Rod Collings

Liz Henderson

Building Engineering Greg Blandford

Mario Llamas

Building Security Marc Rigney

9:30AM 10 Minute Break

9:40 AM San Francisco Fire Department Chief Joanne Hayes-White

Deputy Assistant Chief José Velo

Battalion Chief Kirk Richardson

10:15AM BOMA-SF Event Evaluation Jackson Talbot

10:40AM Q&A with Speakers Participants & Speakers

10:55 AM Closing Remarks Misa Gidding-Chatfield

If you don’t know the person sitting next to you please take a moment to introduce yourself. You just may see them at an emergency and then

you’ll be glad that you already know them.

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2012 Annual Emergency Preparedness Seminar

Please take time to talk with your 2012 Emergency Preparedness Seminar sponsors to learn more about their services and how they might help you become and stay prepared.

I think it was former president Dwight D. Eisenhower, who said “Plans are nothing; planning is everything.” His observation has been proven over and over again.

Thank you for attending this important seminar as it dem-onstrates your commitment to the emergency planning process. If you’ve come here today to learn more about the process then you’ve invested your time wisely. This is the 6th year that BOMA”s Emergency Preparedness Com-mittee has partnered with a public safety agency of the City of San Francisco. This year we are honored to have the men and women of the San Francisco Fire Department work with us and our members to exercise our planning muscles.

And we can’t thank enough the members and building owners who committed their time, their staff and, very significantly, their building, to the purpose of creating a realistic high-rise

emergency scenario for the SFFD to evaluate its plans, training and resources.

We tip our hat, specifically, to the leadership of CAC Real Estate Management, Inc. Rod Collings and Liz Henderson demonstrated their commitment by opening their building on a Sunday to over

120 firefighters, their equipment and their enthusiasm for search and rescue and firefighting.

Thank you for being with us today!

Nothing like a big fire to bring everyone together!

Misa Gidding-Chatfield

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John

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Speaker Profile

John Bozeman is the Manager of Government and Public Af-fairs for the Building Owners and Managers Association (BOMA) of San Francisco. Reporting directly to the Ex-ecutive Vice President and Vice President of Public Policy for BOMA, one of San Fran-cisco's oldest business organi-zations, his primary responsi-bility is to advocate on behalf of the commercial real estate industry in San Francisco, San Mateo, Marin and Sonoma counties. Prior to joining BOMA San Francisco, John worked in the California State Senate as a Legislative Aide, and at E*TRADE Financial as a Gen-eral Securities Principal/Team Specialist. Mr. Bozeman is on the Plan-ning Committee for the ALS Napa Trek which provides sup-port for an urgent goal – to create treatments and therapies for people with ALS and their families throughout California. (http://www.alsnapatrek.com/). Mr. Bozeman received a BA degree in Community and Re-gional Development, with hon-ors, from UC Davis.

Welcome!

First things first

BOMA education credits

Recognitions

Contact Information:

John M. Bozeman Manager, Government and Public Affairs

Building Owners and Managers Assoc. of San Francisco 233 Sansome Street, 8th Floor

San Francisco, CA 94104 Cell: (415) 686-9652

Notes or questions for John:


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Speaker Profile

Misa earned dual-Masters degrees in Marriage & Family Therapy and Art Therapy and gained a wealth of knowledge in private practice for 20 years. Misa also worked with non-profit organiza-tions that served mothers and chil-dren escaping domestic violence and the homeless for 30 years. She has been a presenter of seminars and workshops covering topics such as: family violence and its effects on child develop-ment; recognizing suicidal think-ing; recognizing family violence; and, healing adult survivors of childhood sexual abuse.

In 2007, Misa changed her career focus to commercial property management and is now utilizing her experience and skill set to help commercial office tenants in a high-rise building in San Fran-cisco’s Financial District. Misa’s deep understanding of the impact of tragedy on the psyche has driven her to remain active in her training indirectly: she is currently the Chair of BOMA San Fran-cisco’s Emergency Preparedness Committee. She has placed an emphasis on preparing BOMA San Francisco members to be mentally/emotionally prepared for an emergency event – large or small.

Volunteering in the community is paramount to Misa. Indeed, she currently holds the volunteer posi-tion of Coordinator of the North Financial District with the San Francisco Fire Department’s Neighborhood Emergency Re-sponse Team NERT) program.


Overview of the seminar program

Top three take always from the seminar

BOMA-SF Emergency Preparedness Committee Mission & Goals

Overview of this year’s event

Number of volunteers

Number of SFFD personnel

Scope (big event)

NERT participation

Introduce Joanne Hayes-White

Media on the scene—Channel 2

275 Battery building management team

Contact Information: Misa Gidding-Chatfield

Property Coordinator PM Realty Group Tel 415)-956-3961

[email protected]

Notes or questions for Misa:


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Rod Collings is a General Man-ager and Group leader for CAC Real Estate Management Com-pany. He joined CAC in 2000. Currently Rod oversees the man-agement of 275 Battery Street and 88 Kearny Street for Teachers Insurance and Annuity Associa-tion of America.

Rod’s involvement in commercial real estate began in 1980 when he teamed up with a local real estate owner/developer working on ma-jor renovations of vintage office buildings in the San Francisco CBD. Through this work Rod gained experience and knowledge of major construction, tenant im-provements, building mechanical systems, financial skills, leasing and property management, creat-ing a solid foundation in many aspects of commercial real estate. Over the ensuing years Rod fo-cused primarily on the manage-ment of large Class-A office and retail properties in the San Fran-cisco Bay Area representing pri-vate owners, institutional owners and REITs. In addition to perfect-ing his analytical, financial, re-porting and budgeting talents, Rod honed his customer service skills. The strength of his financial skills coupled with strong customer ser-vice skills has proven to be a con-tributing factor to the success of investments under his manage-ment.

Rod is an active participant within the Building Owners and Manag-ers Association, holds the BOMA RPA designation and is a LEED Accredited Professional.

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Speaker Profile Building Management Perspective

The event location

Setting the scene

Reasons for participating in the event

Observations of activities on the fire floor

Occupant evacuation

Communications

Documentation

Your plan


Rod Collings RPA, LEED AP General Manager | License 00578879

CAC Real Estate Management Co., Inc. 275 Battery Street, Suite 460

San Francisco, CA 94111 Tel 415-744-1600 | Fax 415-744-1599

Notes or questions for Rod:

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Liz attended University of California at Santa Barbara and earned a BS degree in Global Studies. She has worked for CAC Real Estate Management Co., Inc. in the commercial real estate industry for the past 7 years. During that time she has been a tenant coordinator at 303 Second Street, Assistant Property Manager at the his-torical landmark Rincon Center, and for the past year and a half has worked as the Property Manager of 275 Battery Street—the topic of today’s seminar.

She has since received her Real Property Administrator designation through Build-ing Owners and Managers Institute (BOMI) and has been very involved in BOMA. She has served as the chair of the BOMA Young Professionals Com-mittee as well as been a part of the Careers in Real Estate Task Force and the BOMA Foundation.

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Speaker Profile Building Management Perspective

Why did we take on this challenge/opportunity?

Was value added?

What insight came from this?

Were there any surprises?

Wisdom for other Property Managers?

Can you speak to any gaps in your Emergency Response Plan?


Liz Henderson, RPA, LEED AP Property Manager | License 01844091

CAC Real Estate Management Co., Inc. 275 Battery Street, Suite 460

San Francisco, CA 94111 Main: (415) 744-1600 | Direct: (415) 744-1603

Notes or questions for Liz:


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Greg began his working career in the US Coast Guard, where he spent twenty years operat-ing boats and ships, and man-aging law enforcement, rescue, and environmental response missions both enlisted and as a commissioned officer. He was Commanding Officer in two Coast Guard ships and at one Station. Retiring as a Lieutenant Commander in 1999 he transitioned into Sta-tionary Engineering, serving as a Journeyman and Chief Engi-neer in three commercial and residential high rises, and as Property Manager in one. He was certified Real Property Administrator (RPA) by the Building Owners and Manag-ers Association (BOMA) in 2007. Other diverse qualifica-tions include Emergency Medical Technician, Maritime Law Enforcement Officer, and Motor Lifeboat Surfman. He joined the AES management team in June 2009, and works in the Northern California re-gion.

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Speaker Profile Building Engineering

Notes:

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Greg Blandford Engineering Manager

Able Engineering Services 235 Pine Street, Suite 600 San Francisco, CA 94104

Office: (415) 546-6534 Cell: (415) 314-4397

Notes or questions for Greg:

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Mario has 26 years of experience as a Building Engineer, 20 years of which he as served as a Chief Engineer. In March of 2009 Mario came to 275 Battery Street where he is responsible for the overall operation of Engineering Department and services. His knowledge, skill and ability is a valuable asset to the prevention planning, response and recovery for building-related emergencies. Mario has directed many major projects at 275 Battery, most re-cently, Energy Management Sys-tem upgrades to the building’s HVAC & central plant. Other projects included a PG&E Retro-commissioning study resulting in the installation of new motors and variable frequency drives. Prior to joining the 275 Battery Street team, Mario spent 11 years at the Bank of America Data Cen-ter, a 1.5 million square foot facil-ity and 12 years at the China Ba-sin Building, a 1 million square foot facility. Mario’s experience also includes: N+2 Double Redundancy to MEP and Life Safety Systems; installa-tion of a 100k gallon chilled-water storage system; the maintenance and operation of 13.4 MW turbine generators; operation of 120k gal-lon fuel tank farm and fuel polish-ing systems; management and oversight of tenant improvement projects; and, multiple base isola-tion seismic retrofits including a 250,000sf building addi-tion on top of a fully occupied 3 story build-ing.

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Speaker Profile Building Engineering

Considerations

Binder of documents to keep in the Fire Control Room

Be prepared to share your knowledge of the building/systems

Know your fire panel, smoke controls, PA announcements

Internal communications

Power isolation request

Tracking events

Notes or questions for Mario:


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Mar

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Universal Protection

Speaker Profile

As a division manager, Marc instructs security staff and clients on Fire Life Safety, Workplace Violence, Cus-tomer Service and report writing.

Marc manage 40+ security-services accounts in down-town San Francisco with a staff of 4 direct reports and 300 indirect reports. Hire additional managers and su-pervisors as needed for cli-ents. He serves as key con-tact person for the division between the customer and the company.

Building Security

Notes:

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Marc Rigney Division Manager

545 Sansome Street, 6th Floor San Francisco, CA 94111

[email protected] direct: (415) 926-6410 | cell: (415) 748-6255

efax: (415) 813-5458

Notes or questions for Marc:


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B unker gear, also referred to as turnout gear, is made up of the boots, trousers and jacket combination. This gear is made of a fire-resistant material that keeps firefighters warm, dry and protected from smoke and flames. The coat

itself weighs about 15 pounds and the boots and trousers can weigh as much as 30 pounds. And let’s not forget the distinctive helmet.

In smoke-filled environments firefighters need a constant supply of air. Firefighters wear SCBA (self-contained breathing apparatus) consisting of a tank (worn on the back) and a mask that covers the face and deliv-ers the air through a regulator. This gear alone weighs approximately 30 pounds.

The 60 or 70 pounds that firefighters carry with them does not include supplemental gear which they often use, such as an axe (3.5 pounds), ceiling hook (or pike pole), Halligan bar (10 pounds!), or, of course, the fire hose. This can add many more pounds to a firefighter's workload. So how much do you think that big green, fully-charged 50’ section of 2 1/2” hose line weighs?

A. 54 lbs. B. 87 lbs. C. 141 lbs. D. 255 lbs.

Just one reason firefighters stay fit: Tools of the trade & personal protective equipment

Firefighters approached the fire on the 10th floor (about 120 vertical feet) by using the stairs.

Sprinkler Head Trivia

The world’s first recognizable fire sprinkler system was in-stalled in the Theatre Royal,

Drury Lane in the United King-dom in 1812 by its architect. The system was designed by Sir William Congreve, 2nd Baronet was covered by patent Number 3606 dated the same year. The apparatus consisted of a cylin-drical airtight reservoir of 400 hogsheads (that’s 25,000 gal-lons) and was fed by a 10 inches water main which branched to all parts of the theatre.

Today, a typical sprinkler head used for commercial occupan-cies discharge about 20-40 US gallons per minute. That’s a lot of water to clean up!

But everything dries out; nothing un-burns, right?

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Joanne Hayes-White was sworn in by Mayor Newsom as the 25th Chief of the San Francisco Fire Department on January 16, 2004. San Francisco is now the largest urban fire department in the world with a female chief. Chief Hayes-White oversees a depart-ment of approximately 1,800 mem-bers and an operating budget of $250 million.

Hayes-White, a San Francisco native, came to the department after graduat-ing from the University of Santa Clara with a degree in business. She was hired as a firefighter in April 1990, promoted to the rank of Lieutenant in 1993 and to the rank of Captain in January 1996. In May 1996 she was made acting Battalion Chief with oversight of the department's dispatch and communications systems where she oversaw the installation of the computer-aided system (CAD) and automated information systems.

During her tenure as the Battalion Chief for Dispatch and Communica-tions, Hayes-White spearheaded the unification of City dispatch operations into the single Emergency Communi-cations Department, a process that combined Fire, EMS, and police dis-patch communications, improving response times and service to the community, as well as strengthening interagency cooperation and collabo-ration.

Promoted to Assistant Deputy Chief in 1998, she was responsible for the Division of Support Services, the Bureau of Communications, the Bu-reau of Equipment, the Bureau of Engineering and Water Supply, Man-agement Information Systems, and all facility repairs, maintenance and reno-vations.

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Speaker Profile San Francisco Fire Department Operations

Notes:

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Notes or questions for Chief Hayes-White:

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Assistant Deputy Chief José L. Velo was instrumental in coordinating the San Fran-cisco Fire Department’s par-ticipation in this year’s BOMA emergency exercise.

Chief Velo directs a staff of 20 that manages the depart-ment’s Emergency Medical Services training and all in-service training, including the high-rise training at this event. His responsibilities also include firefighter re-cruit training.

San Francisco’s popular Neighborhood Emergency Response Team (NERT) program is also directed by Chief Velo and his staff.

A National Fire Academy alumnus, Chief Velo is also a certified Fire Officer by the California State Fire Marshal’s Office.

Chief Velo was born in Ma-drid, Spain, where he earned his law degree from the Uni-versidad Complutense de Madrid, Spain.

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Speaker Profile San Francisco Fire Department Operations

Notes:

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Notes or questions for Chief Velo:


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Speaker Profile

Chief Richardson joined

San Francisco Fire Depart-

ment in 1989 and was pro-

moted to the rank of Battal-

ion Chief in 1997 and as-

signed to Battalion 5.

In 2006, Chief Richardson

was appointed Chairman of

the San Francisco Fire De-

partment's High Rise Com-

mittee.

He has served as Battalion

Commander of Battalion 6,

which includes 5 stations.

San Francisco Fire Department Operations

Notes:

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Notes or questions for Chief Richardson:


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What is the SFFD Binder?

The San Francisco Fire Department requires testing of all emergency equipment. Records of all tests and inspections shall be maintained in a binder marked “SFFD” and stored on the premises for the fire de-partment’s review. Depending on your building’s features, some, or all of the items listed below require your attention:

The San Francisco Fire Department requires testing of all emergency equipment. Records of all tests and inspections shall be maintained in a binder marked “SFFD” and stored on the premises for the fire de-partment’s review. Depending on your buildings features, some, or all of the items listed below require your attention:

Facility Emergency Plan (Update plan as needed)

Fire Safety Director Certificate (Valid for 5 years)

Fire Alarm UL Certificate (Expiration date on certificate)

Annual High-Rise Life Safety Training log

Annual Fire Drill log

Annual Fire Alarm Test Certificate, includes the testing of (but not limited to): Pull Stations, Visual Warning Devices, Audibil-ity of Fire Alarm System, Water flow and Tamper Devices, Smoke Detectors, Firefighters’ Phone Sys-tem, Stairwell Emergency Phones, and Heat Sensors.

Sprinkler/Standpipe (5-yr Certification and Annual inspection)

Fire Pump Test (Diesel and Electric pumps)- (Annual and Weekly)

Emergency Generator- (Weekly and Monthly)

Elevator Emergency Equipment and Key Operation (Quarterly)

Exit and Emergency Lighting (Quarterly)

Emergency Exit and Release Devices (Annually)

Smoke Control Systems and Fire/Smoke Dampers (Quarterly)

Roll-up type fire doors (Annual)

Firefighter Air Replenishment System (Semi-Annual)

Special Extinguishing Systems – including, but not limited UL300 or Halon systems (Semi-Annual)


What’s else should be in the FCC?

The Fire Command Center (FCC) Shall Contain the Fol-lowing Additional Features (Ref: 2010 SFFC, Section 508.1.5.1)

1. Stock spare of sprinklers re-quired by NFPA #13.

2. Permanent signage with the name and telephone number of the applicable elevator ser-vice company.

3. Building contact phone num-bers.

4. Utility shut-off location map.

5. Public address system instruc-tions.

6. Smoke control system proce-dures.

7. Sprinkler shut-off valve and standpipe isolation valve loca-tions.

8. Emergency evacuation and relocation procedures, loca-tion of tenant areas of refuge, and location of any tenants requiring evacuation assis-tance.

9. Hazardous materials inven-tory statement and manage-ment plan, when required by the fire code official.

“Chance favors the prepared mind.”

Louis Pasteur

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Speaker Profile

Jackson Talbot is the Direc-tor of Security for the Trans-america Pyramid Center, a collection of buildings cen-tered on the well known landmark in San Francisco.

Jackson has been the Secu-rity Manager, and now Di-rector of Security since 2006 at the Pyramid Center and has sponsored, evaluated and managed several Full Scale Exercises at several venues throughout the Fi-nancial District.

He serves as the vice-chairman of the Emergency Preparedness Committee for BOMA San Fran-cisco. Among other duties he presents a monthly “tabletop” for members to discuss various aspects of emergency management, business continuity, and dis-aster recovery.

Jackson previously worked as Manager of Recruitment for SOC-SMG (now SOC), a company which provided international force protec-tion services in Iraq and Af-ghanistan.

Exercises and Exercise Evaluations

Uncommon sense

Benefits of exercises

Take your plan out of the vacuum

Guaranteed operational improvement

General awareness for “everyday” operations

Morale boost

All-hazards approach

What’s easy today might be impossible on the “bad day”

Chain of Command and role definition

Start somewhere


Jackson A. Talbot Director of Security The Pyramid Center

Cushman & Wakefield of California, Inc. 600 Montgomery Street, Suite 200

San Francisco, CA 94111 T: 415.829.5410

[email protected]

Notes or questions for Jackson:

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Our Mission

The mission of BOMA San Francisco's Emergency Preparedness Committee is to:

Support BOMA member information needs regard-

ing security and life safety measures

Facilitate communication between BOMA members and their tenants

Support Government agency needs and facilitate communication between those entities and BOMA members

Our Goal

To identify exemplary safety, security, emergency pre-paredness and incident prevention practices in the com-mercial property field, and to educate members about the security and life safety assessment and planning tools, and range of preparedness options available to them.

BOMA San Francisco Emergency Preparedness Committee

To learn how to get involved or learn more about the BOMA_SF Emergency Preparedness Committee please contact:

Chair: Misa Gidding-Chatfield PM Realty Group, 415.956-.961 or at [email protected]. Co-Chair: Jackson Talbot, Jackson Talbot, 415.829.5410 or at [email protected].

BOMA San Francisco Emergency Preparedness Committee (EPC) Subcommittees

Mission Statements and Objectives 2012

Communications Subcommittee

Mission Statement: Facilitate communication between BOMA Committees and the Emergency Preparedness Com-mittee in order to educate membership about preparedness, security and life safety measures currently in place and/or evolving, for best practices.

Objectives:

Collaborate with each EPC subcommittee to maintain current information on the BOMA/EPC Website;

Develop more effective methods of communicating the EPC strategies and lessons learned to the greater BOMA membership; and

Develop & maintain a calendar of Bay Area Emergency Preparedness related upcoming meetings and events.

Continued on next page...


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Event & Event Management Subcommittees

Event Mission Statement: Contrive, hone and deliver a disaster simulation impacting the commercial real estate community that is of mutual benefit to BOMA’s general membership and the participating public sector emergency agencies.

Objectives:

Create, enhance and execute an exercise with San Francisco emergency public agencies with San Francisco Fire Department as lead in conjunction with participating properties, establishing as beneficiaries:

Building Security Departments

Building Property Management and Ownership teams

SFFD Special Operations and Incident Command response configurations

Collateral EMT stakeholders;

Work with property managers in defining preparedness and response protocols to the event that is particularized to private-public sector liaison, while in keeping with their emergency management SOPs; and

In conjunction with the Event Management Subcommittee and BOMA SF Staff, develop an After-Action Report suitable for indoctrination of BOMA practitioners and use in further benchmarking best practices.

Event Management Mission Statement: Develop analytic framework for implementation, monitoring, and evaluation of a multi-site catastrophe exercise and refine “lessons learned” suitable for dissemination to the commercial real estate management community.

Objectives:

Identify, indoctrinate and prepare for deployment teams of evaluators equipped to produce clear and concise documentation of the exercise components to include public sector asset allocation, private sector preparedness and inter-sector cooperative function;

Manage a de-briefing immediately following each exercise segment to assure continuity of work product and clarify participating evaluators’ findings;

Assist BOMA staff in development of ”hot-wash” for attendance by involved subcommittee chairs to examine applicable information for general transmission; and

Assist BOMA in development of “After-Action” seminar with content worthy of examination by its membership and dissemination in the greater BOMA sphere of influence.

Neighborhood Subcommittee

Mission Statement: The Neighborhood Subcommittee is dedicated to helping BOMA San Francisco members build coalitions with neighboring buildings as a way to share resources and personnel in the event of an emergency.

Objectives:

Develop template for organizing neighborhood emergency group;

Distribute template to EPC for distribution; and

Organize an Emergency Services Fair with a new coalition as a way to increase tenant awareness of emergencies as well as promote resources available to them.

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Leading the Industry—BOMA Emergency Preparedness Awards

BOMA San Francisco’s Emergency Preparedness Committee (EPC) was awarded the 2011 BOMA International Outstanding Government Affairs Committee Award at the BOMA International 2011 Winter Business Meeting in January, 2012. For BOMA San Francisco members, preparing for an emergency is one of the most important issues on their agenda—we are in earthquake country! Business continuity, testing of emergency plans in buildings, educating the membership via committee sponsored workshops, communication of emergency prepared-ness information to the general membership, and building relationships with public/private entities at all levels of government are just some of the projects that BOMA San Francisco’s Emergency Preparedness Committee has been working on since its genesis in 2001. BOMA San Francisco’s mission is to advance the commercial real estate industry through advocacy, professional development and information exchange and BOMA San Francisco's EPC does all of this in spades. This committee would not be effective without the participation of our building owners and managers, associate members and public sector participants who, collectively, make everything happen.

2010

Helping Downtown Prepare For Emergencies Earns BOMA San Francisco Top Award

The next time San Francisco has a major critical incident like an earthquake, a hazardous materials spill, a major crime or any other emergency, workers, shoppers, visitors and residents will be much better able to handle it, thanks to BOMA San Francisco's Emergency Preparedness Commit-tee which just received an "excellence" award for its work. The Business Recovery Managers Association (BRMA), made up of top corporate planning and business recovery emergency professionals, recognized BOMA for instituting a host of programs to help The City withstand major urban trauma.

Left to Right: Jackson Talbot, 2011 Vice Chair of BOMA San Fran-cisco's Emergency Preparedness Committee; Ellen Kovach, 2009 EPC Chair; Misa Gidding-Chatfield, 2011 EPC Chair; and, in the back-ground, the tenacious members of the EPC!

John Bozeman, Legislative Assistant with BOMA San Fran-cisco and Peter Franklin, 2010 chair of BOMA San Francisco's Emergency Preparedness Committee

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An historical perspective of how bad it can be...

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T his exercise consisted of two separate drills, one in the morning and one in the afternoon on August 12, 2012 at 275 Battery Street. Both drill sce-

narios were similar and they both al-lowed the various volunteers to com-pare results between the comparable ac-tivities.

The examination of the events by the Building Owners and Managers Association of San Francisco’s Emergency Preparedness Committee is limited to actions undertaken by building managers, engineers and security staff.

This ‘lessons learned’ report is not meant to evaluate the actions of the San Francisco Fire Department (SFFD) or comment on any aspect of their procedures, abilities or responses in this or any other activity. Where possible, information on how a response may appear to building staff, or activities that the SFFD would find helpful, are included.

This report represents the observations of the evaluators assigned to various locations throughout the exercise area. These observations are meant to be ‘no-fault’ and do not address the operational activities of the Fire De-partment. Each observation may be adjusted to individ-ual locations or circumstances and are representative of an opportunity to examine standard procedures and best practices. These observations are as indicative of suc-cesses as they are of potential areas for procedural im-provement.

Scope

The scenario for both drills included an alarm discovered to be a fire on upper floors of a building which had its

sprinkler system inoperable at the time of the event. The initial pull alarm was investigated by the property’s building engineers where they discovered smoke and a

fire in its incipient stage. The San Fran-cisco Fire Depart-ment responded and the incident pro-ceeded from that point.

Let’s look at what we saw and what we learned.

Observations

1. Fire Control Center (FCC) was equipped with ample room for building and first responding operators and necessary equipment.

2. Chief Engineer and SFFD used plain English and avoided use of building specific codes or jargon.

3. Chief Engineer repeated instructions back to SFFD to confirm understanding.

4. Building team did not keep running documentation of event sequence.

5. Dry erase markers were available for use in the FCC and utilized by both teams.

6. FCC panel was well positioned for emergency re-sponse activities.

7. All necessary equipment was provided at the console and FCC.

8. Building plans were immediately available and pro-vided quickly to SFFD.(PA) system announcements were crafted and broadcast.

Emergency Exercise Objectives

1. Obtain lessons learned and best practices for the build-ing’s management, engineering and security teams.

2. Observe San Francisco Fire Department standard re-sponse and incident command operations.

3. Identify gaps in equipment, procedures or training .

2012 Joint Training Exercise: BOMA-SF and the San Francisco Fire Department


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9. Automated announcements were immediately initi-ated. As the situation changed, manual Public Ad-dress (PA) system announcements were crafted and broadcast.

10. Building uses a mass notification system for tenant communication.

11. PA system did not function properly on every floor. Message was inaudible on se-lect floors.

12. No building personnel were as-signed to stairwell monitoring which resulted in some confu-sion for evacuees.

13. Fire Department assigned attack and evacuation stairwells via radio.

14. SFFD ordered power shut down for firefighter safety.

Critical Considerations

1. Use operational checklists to avoid duplication of effort and ensure all tasks are accomplished in priority order.

2. Avoid use of codes, short cuts and abbreviations when dealing with outside agencies to avoid con-fusion.

3. Assigning an individual to log the timeline and sequence of events proves useful in the recovery phase and for ownership/tenant communication and to memorialize the response.

4. Provide a means for writing on the walls in the FCC for planning/tracking purposes.

5. Building plans should be in an accessible location and all staff should be familiar with them.

6. Building management team should operate under pre-defined roles whenever possible to avoid du-plication of effort.

7. Consideration should be given to how the after

-hours building management team would respond to a similar emergency.

8. Cross-training of personnel provides breadth of knowledge and increases the probability of an effective response.

9. In addition to the Public Address system, backup communication methods should be in place

(megaphones, runners, whistles).

10. Manual announcements should be scripted and available if the situation escalates.

11. Mass Notification Systems should be considered (e-mail/text/phone).

12. Responding SFFD personnel may not be familiar with the spe-

cific Life Safety System in operation at your fa-cility.

13. Building staff should be appropriately assertive about offering information to authorities.

14. Directing tenant evacuation may be a decision in the hands of building management. Consider the point at which a full building evacuation should be initiated as a precautionary measure.

15. Consider the ramifications associated with a building-wide power shut down (emergency power loss, server room and telecommunications, elevator and ventilation systems will be affected, etc.).

16. Panel control switches in the FCC may be vulner-able to unintentional activation or deactivation when the FCC is crowded with personnel. Pro-tection of these panels and switches is advisable.

17. Tenants may self-evacuate without regard to threat or safety considerations.

18. Consider the appropriate times to use an ‘all call’ versus ‘select call’ when communicating to ten-ants in a situation that is worsening rapidly.


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Evaluating the Exercise

Volunteer evaluators were drawn from BOMA’s Emer-gency Preparedness Committee (EPC) membership (including BARCfirst and other emergency prepared-ness organizations involved with the EPC) and included San Fran-cisco building managers, security managers and business continuity professionals. Evaluators were as-signed to various areas where im-portant activities related to the re-sponse were likely to take place. These included the front lobby, the Fire Control Center (FCC), the building office, the fire floor, the staging floor, the Incident Com-mand Unit, and various areas in be-tween. Evaluators were asked not to interact with exer-cise participants and to remain unobtrusive during the events. They were asked to document good information and observations from all participants. Evaluators wore bright red incident command vests and labels identifying them as such. Observations were meant to be produc-tive, non-judgmental and useful for all who read them.

The building management team showed exceptional good will to all members of the community by allowing themselves to be scrutinized. In fact, the building man-agement team conducted themselves professionally and the overall impression by all volunteers was that the team took its responsibilities seriously.

Exercise Observations

The original call came in as a “pull alarm and a smoke alarm on the 9th floor”. The Chief Engineer responded immediately and directed one of his team members to take the elevator to the 7th floor, two floors below the 9th where the alarm was activated, and walk up to examine the alarm floor.

Observers agreed that the communications between the engineers, security and the building office were clear, concise and accurate. Messages were in plain English, avoiding codes or shortcuts that may be confusing to

other responding agencies or personnel.

The initial interactions between building security staff and the San Francisco Fire Department personnel; then with the building’s Chief Engineer and the SFFD in the

FCC, were effective. The fire panel annunciator in the FCC was well positioned. There were dry erase markers to use on the annunciator panel or other panels for tracking activities if desired.

Evaluators observed that there was little evidence of written documen-tation as the exercise proceeded. It was not clear if documentation was a goal of the building management

team. Documenting may be an activity that is useful for the recovery phase and possibly even during the emer-gency phase. Written documentation allows responders to check their locations, decisions and activities and is usually worthwhile after the fact to memorialize the re-sponse.

The Chief Engineer was in possession of the building plans and was able to offer them to the Fire Department officer in the FCC as required by the San Francisco Fire Code. The Chief Engineer was operating in the FCC and the Security Director was operating at the security con-sole in the building’s front lobby. This seems to be their standard division of labor. Building owners and managers should consider having a knowledgeable building representative available at all times. Any building which does not have a 24 hour en-gineering presence may want to ensure that building representatives expected to operate in the FCC and oper-ate various building systems are trained to do so. Other considerations include provision of charts, diagrams, manuals, and additional training.

These possible solutions, combined with the standardi-zation of controls, and the opportunity for the Fire De-partment to train in as many buildings as possible, should reduce confusion or misapplication of the sys-tems available during an event.

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During the drills, security officers or engineers or build-ing management personnel were not deployed to the stairwells to direct evacuating tenants based on evalua-tor feedback. There was confusion by (actor) tenants evacuating the building. The firefighters also had uncer-tainly as to what stairwell they were in as well as what stairwell the firefighters should have used for the fire attack and/or evacuation. Directing evacuating occu-pants and emergency responders should be addressed by building management if 1) it is their imperative to do so, and 2) if so, it is determined that there are enough per-sonnel to manage such an endeavor.

A significant emergency preparedness event backup and modern notification system in the building is the ‘One Call Now’ system. It calls phones, cell phones and e-mails to notify participants of an event. This system is state of the art and is an extremely good idea for those who want to notify tenants and employees of any situa-tion at a property. The One Call Now system was simu-lated to be activated immediately upon notification of the alarm at the property and periodically throughout the drills.

An important discovery early in the drills was when building management determined that the building’s Public Address (PA) system was not broadcasting to the 4th (and possibly other) floors. Efforts were made by the building management and the engineers to fix this issue and the discovery alone was worth the con-ducting the exercise. A secondary system of megaphones, runners, whistles, or other meth-ods for alerting floor oc-cupants to an event should be considered by all buildings that cur-rently use a PA.

Another issue with the announcements made over the PA system was discovered during the drill. Initially, the auto-matic PA announcements

were directed only to the two floors below and one above the fire floor. The automatic announcement ad-vised the occupants to evacuate to four floors below the floor that heard the announcement. This announcement was accompanied by alert tones and strobe lights, where the alert tone stops during the announcement and then resumes.

It may be worth examining if there is a way to program PA announcements to correct this issue in case the Fire Department wants an evacuation notice or some other announcement to be made over the PA system without turning off the sirens and strobes.

The interaction between the SFFD and the Chief Engi-neer of the building was an example of productive emer-gency communication in both drills. Each individual clearly conveyed what was needed and wanted, what the effects would be and the unexpected results of an action. The result was an efficacious use of the FCC and the relationship between the SFFD and the building staff.

One of the most difficult but important issues for those who may have a real fire in their building will be coordi-nating the actions of the building engineer and the Fire Department officer in the FCC Command or Building Command or Lobby Command. Building Command firefighters who participated in the drills remarked that each building is different and complex and firefighters

prefer a standard FCC in every building. The indi-cation was that the build-ing representative in the FCCs must interact with the Fire Department in a way that allows the appro-priate building systems to be used in the best man-ner. This is delicate but essential. It appeared that the Building Command officer was occasionally waiting for the Engineer to make a decision and the Engineer was waiting for the Fire Department offi-cer to decide.

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Evaluators and firefighters take a quick break between drills. Regardless of their role in the event everyone gained an ap-preciation for the challenges a high-rise fires presents.

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Another way to mitigate this issue is to make sure the Fire Department is familiar with the specific building that may be involved in an incident. Hence, the need to test your building’s Emergency Response Plan with public sector emergency responders.

Consider the issue of shutting off power. When a firefighter asks to have the power shut off, he or she may mean something different than what a build-ing engineer means by that phrase. That is, shutting off power could mean only shutting off the regular power to a floor. If this request is carried out, there may well be the automatic activa-tion of the emergency generator, if one is available, and the provision of emer-gency power to the affected area. If the emergency power is also shut off, the elevators and ventilation systems may also be unavailable. The ramifications of these potential actions should be examined and planned for in the event of a request by the Fire Depart-ment to shut off power. The responsibility for under-standing what this means and how to do it should be the responsibility of the building management, although the Fire Department should be aware of the issue as well.

It is worth remembering that two emergency prepared-ness fire drills were held on the same day. Each was substantially similar to the other and the building man-agement participants were the same. The second session showed a marked improvement over the morning ses-sion and the benefits of practice were clear to all in-volved. Indeed, the building management’s response to the afternoon drill was noticeably better and more or-ganized. This demonstrates the benefits of holding drills with emergency responders at your building. The build-ing management team convened a ‘lessons learned’ meeting between the two drills and clearly improved their response to the second drill by doing so.

It was useful to operate in a near real-time environment for all participants. The level of stress associated with the drills was manageable but, at the same time, allowed the participants to understand how they might react to a real fire emergency. The inclusion of stress, whereby

participants felt and learned how to handle it, could have only been accomplished by holding the full-scale drills with public responders. Indeed, the building manage-ment, engineering and security staff all performed well under these conditions.

Building owners and managers should be prepared for their tenants’ employ-ees to evacuate no matter what. Prepa-ration may consist of better notifica-tion, convincing announcements, per-sonnel stationed at strategic spots to reroute evacuees from dangerous loca-tions, or any combination of these strategies.

In the case of the two drills conducted on August 12, 2012, a five alarm fire engulfing two floors on the ninth and tenth levels, smoke and water intrusion

into nearly every part of the building would almost cer-tainly have caused a large proportion of occupants to self evacuate. Management should be prepared for this likelihood and plan accordingly.

Conclusion

The two drills conducted at 275 Battery Street on Au-gust 12, 2012 were a great success due to both the San Francisco Fire Department and the building manage-ment team at 275 Battery Street. The response capabili-ties of both entities and the observations collected by the evaluation teams – summarized in this report – should prove invaluable to BOMA San Francisco members, if considered carefully. As is nearly always the case, com-munication between stakeholders is the most vital com-ponent to an effective joint response. To properly un-derstand the importance of communication, as well as other issues, between a building manager/owner and the public sector emergency responder, it is important to test a building’s emergency response plan frequently. In doing so, the building owner/manager will be able to effectively understand what the emergency responder will expect of them and vice versa.

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SF Neighborhood Emergency Response Teams: www.sfnert.org Develop self-confidence and peace of mind as you learn practi-cal information and hands-on life-saving skills

National Fire Protection Agency: www.nfpa.org The world's leading advocate of fire prevention and an authori-tative source on public safety, NFPA develops, publishes, and disseminates more than 300 consensus codes and standards intended to minimize the possibility and effects of fire and other risks.

72 Hours.org: www.72hours.org Find out how you can prepare yourself and your family for an emergency. You can also learn what to do in response to a specific disaster, like a tsunami, just in case.

Alert SF: https://alertsf.org/

AlertSF will send alerts regarding emergencies disrupting vehicular/pedestrian traffic, watches and warnings for tsunamis, flooding, and City-wide post-disaster information to your registered wireless devices and email accounts.

American Red Cross: www.redcross.org The Red Cross was chartered by the United States Con-gress to "carry on a system of national and international relief in time of peace and apply the same in mitigating the sufferings caused by pestilence, famine, fire, floods, and other great national calamities, and to devise and

carry on measures for preventing the same."

Red Cross Ready Rating: www.readyrating.org The American Red Cross Ready Rating program is a free, self-guided pro-gram designed to help businesses, organizations and schools become better prepared for emergencies. Members complete a 123-point self assessment of their level of preparedness and have access to tools, tips and best practices to

help improve their level of preparedness. The 123 Assessment has been aligned with the federal government's Private Sector Prepared-ness standards (PS-Prep).

Need information about emergency planning and response?


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SF Hero Application for the IPhone: http://sfheroes.com/ A fun application that you can use to track your “preparedness” with others in your community. Look for a fun event between October 11 and October 18 where you can win prizes while im-proving your preparedness knowledge.

From a business planning standpoint, Ready.gov offer strategies for prevention/deterrence and risk mitigation should be developed as part of the plan-ning process. Threats or hazards that are classified as probable and those hazards that could cause in-jury, property damage, business disruption or envi-ronmental impact should be addressed. But for personal planning, Ready.gov has also made it simple for you to make a family emergency plan. You can download the Family Emergency Plan (FEP) and fill out the sections before printing it or emailing it to your family and friends. This is a great resource for personal planning use.

You are invited to join millions of people who will Drop, Cover, and Hold On—October 18th at 10:18 AM in the 2012 Great California ShakeOut!

Last year more than 12.5 million people were regis-tered in ShakeOut drills worldwide. Participating is a great way for your family or organization to be pre-pared to survive and recover quickly from big earth-quakes.

ISO 22301, Societal security - Business continuity management systems BS ISO 22301 specifies the requirements for setting up and managing an effective Business Continuity Management System (BCMS) for any organization, regardless of type or size. Business continuity contributes to the development of a more resilient society. Organizations without an effective BCMS in place risk significant vulnerability and the result-ing impact on their employees, customers and suppliers.

ASIS International is the preeminent organization for se-curity professionals. Founded in 1955, ASIS is dedicated to increasing the effectiveness and productivity of secu-rity professionals by developing educational programs and materials that address broad security interests, such as the ASIS Annual Seminar and Exhibits, as

well as specific topics such as business continuity and disaster recovery.

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Association Office BOMA San Francisco 233 Sansome Street, 8th Floor San Francisco, CA 94104 Phone Number: (415) 362-8567 Fax Number: (415) 362-8634

Building Owners and Managers Association

Upcoming Meetings

Emergency Preparedness Committee Meetings

30th floor of the Post/Montgomery Tower

(entrance to the building is on 120 Kearny Street)

09 Oct 2012 12:00 PM - Tuesday

13 Nov 2012 12:00 PM - Tuesday

11 Dec 2012 12:00 PM - Tuesday

Documents

BOMA_EP_Seminar_Handout_2012_Reduced