NISTNCSTAR1-8

Federal Building and Fire Safety Investigation of

the World Trade Center Disaster

The Emergency Response

Operations

(Appendices A-l)

J. Randall Lawson

Robert L. Vettorl

National Institute of Standards and Technology • Technology Administration • U.S. Department of Commerce

Appendix A

Incident Command System

DCN: 1.05.13

Appendix A

Incident Command System

Reproduced with permission of The Fire Department of the City of New York

DCN: 1.05.13

INCIDENT COMMAND

SYSTEM MANUAL

Copyright © 1996 New York City Fire Department

INIANUAL

DCN: 1.05.13 INCIDENT COMMAND SYSTEM

July 17,1995

TABLE OF CONTENTS

Appendix A

Incident Command System

Reproduced with permission of The Fire Department of the City of New York

1
FDNY

Date

INCIDENT COMMAND SYSTEM

INDEX

PART 1 FDNY INCIDENT COMMAND SYSTEM

PART 2 ICS TERMINOLOGY AND COMMUNICATIONS PROTOCOL

(Not published)

PART 3 ACCOUNTABILITY AND REPORTING

(Not published)

PART 4 ICS POSITION GUIDES

PART 5 EMERGENCY RESPONSE PLANS AND CHECKLISTS

Plan 1. Haz-Mat

PART 6 GLOSSARY OF ICS TERMS

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DCN: 4.03.08 ICS MANUAL

PART 1 May 16, 1997

FDNY INCIDENT COMMAND SYSTEM

Appendix A

Incident Command System

Reproduced with permission of Tlie Fire Department of the City of New York

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PART 1

1. POLICY

1.1 To provide guidelines and concepts to manage an incident in an efficient organized

manner, this document describes the components, operating capabilities and functions of

the New York City Fire Department Incident Command System (ICS).

1.2 The Incident Command System will improve firefighter safety by providing better

accountability of personnel and improved use of resources and tactical effectiveness.

1.3 This part of the document includes a general description of the organizational structure. Descriptions of the duties and responsibilities for each position at various types of

incidents appear in other portions of the ICS document.

1.4 The FDNY-ICS breaks down the elements that are required to successfully manage an

incident into 5 main functions. The functions are: COMMAND, PLANNING,

OPERATIONS, LOGISTICS, and FINANCE.

1.5 It is the responsibility of the initial Incident Commander, whether a Company Officer or

a Chief, to implement the necessary functions within this System based on the needs of

the incident. As the needs of the incident grow in complexity and the Command function

is transferred to succeeding officers, further expansion of the ICS should take place.

1 .6 The FDNY INCIDENT COMMAND SYSTEM is the official policy for the management

of all incidents and the development of standard operating procedures.

The Department will implement the system at all incidents for which it has management

responsibility.

1.7 The charts depicted in this document describe the standard ICS designation, level of

responsibility and hierarchy of reporting responsibihty within the system.

The following chart indicates the various ICS positions within the system. It depicts

management responsibility for reporting and levels of authority for issuing orders. The

vertical structure of the system does not show the horizontal communication between the

various functions for purposes of coordination and safety. Actions, conditions, or deployment of resources that affect or alter the strategy or tactics of the IC must be

reported to the next higher level of command.

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PART 1 FDNY ESCIDENT COMMAND SYSTEM MODEL

I

OPERATIONS

STAGING

BRANCH

SECTOR MEDICAL

GROUP

ENGINE 1 ENGINE 2 ENGINE 3 LADDER 1 LADDER 2

— TRIAGE — TREATMENT — TRANSPORTATION

INCIDENT COMMANDER

SAFETY

INFORMATION

LIAISON

PLANNING LOGISTICS FINANCE/

ADMINISTRATION

— RESOURCE STATUS _ SITUATION STATUS — DEMOBILIZATION — DOCUMENTATION _ TECHNICAL SPECIALISTS

SERVICE

1

SUPPORT

COMMUNICATION — MEDICAL _ FOOD

— TIME — COST — CLAIMS — SUPPLY — FACILITIES _ GROUND SUPPORT

SECTOR

— STRIKE TEAM 1 — STRIKE TEAM 2 — TASK FORCE 1

2. CAPABILITIES

2.1 The New York City Fire Department Incident Command System provides for the

following kinds of operations:

A. Single jurisdiction and single agency.

B. Single jurisdiction and multi-agency.

C. Multi-jurisdiction and multi-agency involvement.

2.2 This organizational structure is capable of adapting to any type or size incident to which

the department responds. The system effectively utilizes existing technology and is adaptable to new technology that may become available. It expands in a logical manner

based on the needs of the incident, from the initial response to a major incident.

2.3 The System provides basic elements in organization, standard terminology and

procedures that ensure efficient operations by trained personnel. It can be implemented

with a minimum of disruption to existing procedures and provides the means for adding

or subtracting resources in a cost-efficient and effective manner. As the incident grows

the IC can staff positions that will focus on specific functional responsibilities to assist in

managing the incident. As the incident de-escalates, the organization structure can be

reduced.

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3. CHARACTERISTICS

The ICS has several characteristics or components. These components interact to create a system that ensures optimum information management and control under normal or crisis

conditions. The characteristics are:

• COMMON TERMINOLOGY

• MANAGEABLE SPAN OF CONTROL

• MODULAR ORGANIZATION

• INTEGRATED COMMUNICATIONS

• UNIFIED COMMAND STRUCTURE

• INCIDENT ACTION PLANNING

• DESIGNATED INCIDENT FACILITIES

• RESOURCE MANAGEMENT

3.1 COMMON TERMINOLOGY

3.1.1 The use of common terminology insures that all members are able to communicate effectively. Standard ICS terminology (for functions, resources,

facilities) and the utilization of standard procedures for communicating insures

effective intra-agency communication and greater understanding and coordination

among different agencies or departments that operate under an incident command

system.

3.1.2 The common terms used in the FDNY ICS are contained in the Glossary of this

3.2.1 Safety and sound management practice dictates that a reasonable span of control

exist. The organizational options within the FDNY-ICS are designed to provide

span of control ratios that meet these requirements.

3.2.2 In general the span of control of any individual with management responsibihty

should range from three to seven with five being the ideal. Of course, there is allowance to vary this ratio under certain circumstances. For example, when units are in the process of "taking-up" from an incident "under control", there is less

need for the close supervision required during the active firefighting period.

document.

3.2 MANAGEABLE SPAN OF CONTROL

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FDNY DCN: 4.03.08 . ICS MANUAL

May 16. 1997 PART 1 3.2.3 The kind of incident, nature of the tasks, safety factors and communications will

affect the span of control consideration. If tasks are simple and routine, take place

in a limited or small area, communications are good, no unusual safety hazards

are present and the incident is reasonably stable, then one individual may

supervise up to seven subordinates. Conversely, if tasks are demanding, take

place over a large area, and the incident is escalating, the span of control might be

reduced to three or four.

3.2.4 It is important to be proactive, anticipate change and prepare for it. This is especially true when an incident is escalating and good management is difficult

because many people are reporting to the Incident Commander.

3.3 MODULAR ORGANIZATION

3.3.1 Modular organization means that the ICS organization evolves based on the type

and complexity of the incident. A routine incident will have a simple structure. A complex incident will require a larger organizational structure. The structure may be expanded in anticipation of events that are predictable or those that have

the potential for complex incident needs. The organization structure is reduced as the incident is brought under control and resources are released.

3.3.2 Incident Commanders are responsible for the performance of the five main

functions within the ICS. The functions are COMMAND, PLANNING,

OPERATIONS, LOGISTICS and FINANCE.

3.3.3 Following the span of control guidelines, an IC may respond initially with only a few units. If the IC can manage all the major functional areas no expansion of the

organization is required. If, however, the incident continues to escalate, the IC

may delegate one or more fiinctions to other persons.

3.3.4 Each function or supervisory authority that is delegated performs a specific role in

the system and is identified by specific ICS terminology.

3.3.5 If any function is not delegated, it remains the responsibility of the Incident

Commander.

3.4 INTEGRATED COMMUNICATIONS

Communications in the System is managed through the use of a communications plan.

Initial communications are on the tactical frequency. At major incidents, primary and

secondary Tactical and Command charmels are available. The Field Communications

Unit or the Communications Coordinator will consult with the IC to satisfy the incident

needs. Radios capable of communicating with other city, state and federal agencies are

available.

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3.5 UNIFIED COMMAND

3.5.1 Unified Command is a means of organizing different agencies who have statutory

authority and responsibility at large scale incidents, into one coordinated and

controlled effort. It is designed to minimize "turf battles" and promote close

working relationships among different departments.

Under a "Unified Command" each department or agency will maintain control over its own personnel. It enables all involved agencies to perform their roles

effectively, minimize inefficiency, and avoid duplication of effort.

3.5.2 The goal of this concept is to develop a single collective approach to managing an

incident. The departments act as "one organization" and are managed as such.

Instead of several command posts operating independently, the operation is directed from only one "Command Post".

3.5.3 Implementing the plan of action will be under the direction of an Operations

Chief The Operations Chief is normally from the agency which has the greatest

involvement and responsibility at the incident.

3.5.4 Under a Unified Command, the Senior Officials from the agencies meet and work

together at one location, developing a strategy and preparing a single plan of

action that ensures an integrated operation that will maximize the use of all assigned resources. Communications flow and the ability to rapidly cope with

changing incident conditions is improved.

3.5.5 For example, a plane crash will involve the Fire Department, Police Department,

Federal Aviation Administration, National Transportation Safety Board, Port

Authority and perhaps other agencies. All of these agencies will have different

missions to perfonn in the same location and at the same time and will require a Unified Command Structure.

3.6 INCIDENT ACTION PLANNING

3.6.1 All incidents require a plan to solve problems. For routine incidents the initial IC

(the first arriving officer ) will do this according to established SOP. The plan of

action (SOP) established is based on the known risks and hazards that are expected in the majority of our emergency response activities. Specific

conditions requiring variations or adaptation of standard procedures are addressed

by the first arriving officer and succeeding commanders.

3.6.2 At complex incidents with a large commitment of resources from multiple

agencies, such as Hazardous Materials or mass casualty incidents, the SOP used

in the early stage of the incident would be replaced by a written plan of action

developed at the scene.

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3.6.3 The plan is developed by a systematic process. The strategy and objectives are established by the IC. The tactical organization is directed by the Operations

Chief. The tasks are performed by assigned resources. The planning process answers "WTiat do we need to know?" and "What do we need to do?" at complex

incidents.

3.7 DESIGNATED INCIDENT FACILITIES

3.7.1 An incident facility is an area that is established to serve a particular purpose. In

the FDNY-ICS the facilities are given designated names. There are several types

of facilities that can be established at an incident. Some are mandated by SOP.

3.7.2 The Incident Commander determines and designates the type(s) of facilities needed based on the incident.

The following are examples of facilities used in the FDNY-ICS:

A. Command Post - The Command Post (CP) is the area from which the IC

performs the function of managing the incident. There should be only one

" Command Post".

Initially, the CP will be staffed by the IC and his aide. If the incident

escalates, individuals assigned to the Command Staff, Operations,

Planning or Logistics will be present.

In multi-agency operations, the individuals designated by their respective

agency should be located at the command post (Con-Edison, Department

of Environmental Protection, U.S. Coast Guard etc.). It is from the CP

that the IC delegates management functions to subordinate officers while

he provides overall direction.

B. Staging - The area where resources are held awaiting assignment. A

staging area may be located away from the incident or on the upper floor

of a high rise building or any appropriate location based on need. Staging

is under the direction of a staging officer who reports to the IC or Operations Chief when Operations has been staffed.

C. Recuperation and Care - The area where personnel are placed to rest, replenish fluids and be protected from the weather (heat or cold).

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3.8 RESOURCE MANAGEMENT

3.8.1 Within the FDNY-ICS resources are organized in several ways, depending on the

incident. Some resources are managed either as single units or teams. The ability to form single units into teams maximizes the use of resources, and reduces the

communications load. Various options are available to the IC.

3.8.2 Knowledge of the current status of resources at an incident is critical to effective

management. Up to date status of resources is accomplished by the resource and

situation status unit. This function is initially performed by the aide of the first to arrive Battalion Chief The status of resources is continually monitored and this

keeps the IC informed and up to date.

3.8.3 All resources at the incident are assigned a status. In the FDNY-ICS resources

are assigned to one of three status conditions:

A. Available - ready for immediate assignment.

B. Assigned - performing an active assignment.

C. Out of Service/R&R - not ready for assignment.

3.8.4 Changes in status or location of resources must be promptly reported by the

individual who makes the change. This provides an accurate accounting of

all tactical resources at the incident.

4. DESCRIPTION OF THE INCIDENT COMMAND SYSTEM FUNCTIONS

4. 1 COMMAND - is the functional authority the IC exercises over subordinates. It includes

the responsibility for effectively using resources to accomplish strategy. It is the function

through which all the incident activities (tactical and support) are directed, coordinated

and controlled to accomplish the mission. It encompasses the personnel, equipment,

communications, facilities and procedures to plan for what has to be done, issue orders

and supervise the execution of operations.

COMMAND

OPERATIONS PLANNING

I LOGISTICS

FINANCE/

ADMINISTRATION

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4.1.1 At all incidents, COMMAND conducts a size-up, develops a strategy and is responsible for its outcome. Command staffs the functions necessary to support

the incident.

4.1.2 The IC retains responsibility for Command and the performance of any functions or areas in the system that are not delegated.

4.1.3 At most incidents the IC will handle all the major functions within the ICS. As

the incident becomes more complex or progresses to greater alarms, the IC must

delegate some of the authority for performance of the functions to other

individuals. Some ICS functions are automatically addressed in our SOPs.

4.1.4 Delegation is the key to the FDNY-ICS. Each of the major functional sections

concentrates on a primary assignment and is not distracted by other

responsibilities. This provides functional clarity, greater attention to the details of

a specific function and fixes accountability.

4. 1 .5 The IC has the option of implementing a COMMAND STAFF.

The Command Staff includes the following functions:

A. The Liaison Officer is the point of contact for assisting and cooperating

agency representatives.

B. The Information Officer is responsible for gathering pertinent factual

information concerning the incident. Upon approval from the IC, he will

interface with the media and other agencies.

C. The Safety Officer is responsible for monitoring hazardous or unsafe

conditions and initiating action to protect personnel from life-threatening

situations.

INCIDENT COMMANDER

SAFETY

INFORMATION

LIAISON

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4.2 PLANNING - is the function responsible for gathering, evaluating and disseminating

information about the incident and status of resources. It prepares alternate strategies and

objectives to control the incident. The Planning Section is comprised of several

functions:

PLANNING

RESOURCE STATUS - SITUATION STATUS

DEMOBILIZATION

DOCUMENTATION

TECHNICAL SPECIALISTS

The Resource Status function is responsible for maintaining resource status information of all assigned resources at the incident.

The Situation Status function is responsible for the collection, processing and

organization of incident information. Generally this information is graphically

displayed on the command board.

The Demobilization function ensures safe, effective, organized release of

resources from the incident.

The Documentation function maintains an accurate and complete log of incident

records for analytical, historical and legal purposes.

Technical specialists advise the IC on technical matters concerning incident

operations such as environmental concerns, building construction, hazardous

materials, specialized operations, etc.

4.2.1

4.2.2

4.2.3

4.2.4

4.2.5

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4.3 OPERATIONS - is the function of managing all the tactical operations at the incident to accomplish the primary mission and plan of the Incident Commander.

All units are managed using the fundamental principles of Incident Command. An

Officer assigns and supervises various functions (such as pump operator, forcible entry

etc.) at each operation. These functions form the basis of our standard operating

procedures. The Company organization provides for a manageable span of control over

specific functional areas.

As operations escalate beyond the first responder SOP, succeeding commanders have

several options available. Unless mandated, the specific command options utilized at an

operation (within the ICS parameters) depend on the nature and complexity of the

incident and the needs of the Incident Commander. ICS is not rigid. Experience,

common sense, and imagination are the guiding principle in using these options.

These options may be activated at any appropriate level of command to solve/reduce span

of control problems. They provide control, supervision and coordination in a designated

area or for a specific function. They fix personnel accountability.

SECTOR

OPERATIONS

STAGING

MEDICAL

GROUP

ENG 1 ENG 2

ENGINE 3

LADDER 1 LADDER 2

-TRIAGE

-TREATMENT

L TRANSPORTATION

-ENG 4

-ENG 5

-ENG 6

LADDERS

-LADDER 4

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4.3.1 The following describe the options available within the System to utilize resources:

A. SINGLE RESOURCES

Company - A company is a vehicle providing equipment capability and

personnel such as an Engine Company, Ladder Company, Rescue

Company.

Team - A specific number of personnel assembled for an assignment such

as search, ventilation under the direction of a team leader.

B. COMBINING RESOURCES

To maintain a manageable span of control, reduce communication,

improve control and coordination, single resources may be combined into

sectors and groups.

1. Sector - Defines the activities and operations of resources within an

assigned geographical area. For example, the IC might form a sector from

units operating in an exposure to reduce the span of control and more

efficiently manage radio traffic by only dealing with one sector supervisor.

A sector is managed by a sector supervisor.

2. Group - Consists of resources formed to address specific functional tasks.

For example, the IC forms a group to search specific floors of a high rise

building. Each resource within the group performs the search function and

reports to a group supervisor. Additionally, at the scene of a multiple

casualty incident resources may be assigned to perform the functions of

triage treatment and transportation. The IC has achieved closer

supervision of the units and a reduced number of radio contacts. This

allows more time to deal with other problems that exist. A group is managed by a group supervisor.

a. Functional and geographical assignments may not always require

the implementation of a group or sector. An activity that requires one unit to effectively handle the problem would not need the

activation of a sector or group. There would not be a coordination

problem and the assignment does not cover a large area or the

supervision of many units.

b. While sectors are restricted to a specific geographical area such as an exposure, groups may cross sector boundaries to accomplish an

assigned functional task e.g., search. When a group is assigned a task or function that overlaps sector boundaries, the sector may be

relieved of that responsibility. Groups and sectors coordinate their

efforts and report to the next higher level of command.

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c. Sector/group supervisors are responsible for the implementation of

their assigned portion of the tactical plan and they coordinate

activities within their assignment. They assign specific tasks to units or teams under their control.

d. Sector/group supervisors keep the next higher level of command

informed of the status of conditions and resources within their

assigned area of responsibility.

e. Sector/group supervisors require certain information from the next

higher level of command. They must know their radio designation,

assigned objectives, and resources assigned to their command.

C. SPECIAL APPLICATION

1. Strike Team - Specific combinations of the same kind and type of

resources, with common communications under the supervision of an

officer (e.g. five engine companies and a Chief Officer dispatched to other

jurisdiction, Suffolk/Nassau County, New Jersey).

2. Task Force - Any combination of resources with communications

capability under the supervision of an Officer, put together for a temporary

assignment. The number of resources in a task force should be limited to five for control purposes. A task force may be formed when more than one unit must be managed. Task forces may be formed for many

functions. They may be pre-established or made up at the incident

(members of FDNY-FEMA Urban Search and Rescue Task Force).

4.3.2 BRANCHES - EXPANDING THE ORGANIZATION

The next higher form of organizational tool available to the IC is called a BRANCH. A branch is created when the span of control over sectors and groups

is excessive or at major incidents when resources from other agencies are committed. A branch is managed by a Branch Commander.

Branch Commander:

1. Manages a specific part of the tactical plan appropriate to that branch.

2. Coordinates the activities of units within the branch.

3. Assigns specific tasks to sectors or groups within the branch.

4. Keeps the next higher level informed of the status in the area of

responsibility.

Branches may be established at an incident to serve several purposes. In general,

branches may be established for the following reasons:

• Span of control

• Functional

• Multi-agency

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A. SPAN OF CONTROL

_ Branches should be utilized at incidents where the span of control of

sectors or groups becomes unmanageable.

In the following example, if the organization were formed this way the

operations chief would be beyond a manageable span of control.

Before Multi-Branch Structure

COMMAND

OPERATIONS

FIRE BUILDING EXPOSURE 2 EXPOSURE 2A EXPOSURE 4 VENTILATION EXPOSURE 3 A two-branch organization would be appropriate.

COMMAND

OPERATIONS

BRANCH BRANCH

FIRE BUILDING EXPOSURE 2 EXPOSURE 2A EXPOSURE 4 VENTILATION ROOF EXPOSURE 3 MEDICAL

Branches should operate in their area of responsibility. The radio

designation should reflect the objective of the branch. When Operations

implements a branch, the sector should be notified of their new supervisor.

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PART 1

B. FUNCTIONAL BRANCHES

When the nature of the incident calls for a functional branch structure, the

organization is created with each functional branch under the direction of

a single operations chief.

In the following example a medical function was added because the

complexity of the operation was beyond the sector or group level's capability.

COMMAND

MEDICAL

BRANCH

LARGE SCALE MULTI-AGENCY INCIDENTS

When the incident requires a large commitment of resources from multiple

agencies, resources are best managed by the agency which has normal

control over those resources. It is anticipated other agencies would

operate as their branch under the direction of a single operations chief.

An example would be a major hazardous materials incident requiring

multi-agency commitment.

COMMAND

OPERATIONS

1 1 FIRE

BRANCH

MEDICAL

BRANCH

OTHER AGENCY

BRANCH(ES)

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4.3.3 STAGING - A specific area to which resources are assigned before deployment.

Staging has several advantages:

1. It gives the IC breathing room to make better decisions about deployment.

2. It is a checkpoint to provide accountability and prevent freelancing.

3. It provides an area of protection from exposure in hazardous

environments.

4. It establishes a reserve immediately available for a contingency.

Initially, the staging area can be managed by the IC. If an incident is very

complex, the IC can set up a formal staging area and assign an Officer as Staging

Area Manager.

If the position of Operations is staffed, Staging reports to Operations since this

Chief now is managing the tactical part of the incident action plan. The

Operations Section allocates the available resources from a defined staging area.

4.4 LOGISTICS - is the function which provides the supplies, services and facilities needed

support the incident. Within the Logistics Section, functions are carried out through

various Service and Support functions.

COMMUNICATION

MEDICAL

-SUPPLY

-FACILITIES

L GROUND SUPPORT

4.4.1 Service branch includes Communication, Medical, and Food Units.

A. Communications establishes and operates the network of resources to manage the radio traffic and information flow within the ICS and between

the Command Post and the dispatcher.

B. Medical - responsible for ensuring medical aid and transportation for

injured and ill incident responders. This unit does not provide treatment

for civilians.

B. Food - responsible for coordinating the feeding of personnel at extended

operations, if necessary.

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4.4.2 Support branch includes the Supply, Facilities and Ground Support Units. It's function is to supply and re-supply the hardware and special equipment to carry

out and sustain the operation.

A. Supply - responsible for providing, ordering equipment and receiving

supplies for the incident.

B. Facilities - responsible for layout and activation of incident facilities e.g., Command Post, and Rehab.

B. Ground Support - is responsible for support of out-of-service resources,

fueling, service, and repair of vehicles, as well as transportation.

C. Special units - responsible for providing any equipment and supplies for

the incident.

4.5 FINANCE/ADMIMSTRATION - is the function responsible for financial cost recording and recovery when possible for the incident operations.

FINANCE/

ADMINISTRATIONS

TIME

COST

CLAIMS

4.5.1 The Finance Section is responsible for recording vendor contracts and collecting

expenses and cost data for the incident. It provides cost estimates and cost-saving

recommendations.

4.5.2 Under most circumstances, this function is performed as part of the Department's

normal administrative function. However, cost recovery and budget justification

begin with data collection and tracking. Commanders at every level should be aware of the actual and potential impact of the costs of emergency operations in

decision making.

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5. SUMMARY

5.1 Think of the FDNY-ICS as a toolbox, available to help the IC manage the incident. Use

only the tools that are needed. The use of the tools that are available to you will make the

job of managing an incident more tolerable and less stressful. Tools that are not needed

should be left in the box.

5.2 Incident Command is not a static concept. The System and this document are meant to be used and constantly improved to meet the changing and challenging environment

facing emergency services. Other training materials, checklists, guides and support

materials and SOP's are under development to support professional operations in the

5.3 Practice and experience using the Incident Command System and its components will

determine the level of professionalism, safety and efficiency achieved in emergency

operations by this Department.

field.

- END OF PART 1

-

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PART 4

July 17, 1995

ICS POSITION GUIDES

Appendix A

Incident Command System

Reproduced with permission of The Fire Department of the City of New York

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PART 4

1. INTRODUCTION

This part of the ICS manual will deal with the factors which must be considered when the

various positions of the ICS are to be established.

2. LOGISTICS

2. 1 ESTABLISHMENT OF RECUPERATION AND CARE (RAC) AREA

Any incident that is large in size, long in duration, and/or labor intensive will rapidly

deplete the energy and strength of personnel and therefore merits consideration for

rehabilitation. Severe climactic or environmental conditions will also necessitate the

establishment of a Rehabilitation area. The following factors must be considered

A. Location:

The Incident Commander shall designate the location of the RAC Area. When a RAC Area is established, it may be necessary for the Incident Commander to designate a RAC Officer. Large scale operations may require the assignment of a Chief Officer to fill this position. (See AUC 230 Section 2.3, 3.1 and 3.2for the

duties of the Rac Officer/Chief).

B. Site Characteristics:

1. A location that can accommodate the placement of RAC Units. (See AUC

230, Sections 1 and 2 for the description, response, and duties of RAC

units).

2. A location that offers protection from environmental conditions.

3. Free of exhaust fumes, apparatus, and equipment.

4. Large enough to accommodate several units, and allow members to remove their Bunker Gear.

5. Easily accessible to E.M.S.

C. Hydration:

Members in the RAC Area should maintain a high level of hydration. During heat

stress, members should consume at least one quart of water per hour.

D. RAC:

Units/members shall be considered for RAC based not only on energy expended

at a fire/emergency, but also on the previous activity of the units/members prior to operating at a fire/emergency. Rest periods of two hours can be given by Battalion

Chiefs, and three hours can be given by deputy Chiefs.

Note: Members should not be moved from a hot environment directly into an air

conditioned area because the body's cooling system can shut down in response to

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July 17. 1995 PART 4

the external cooling, an air conditioned environment is acceptable only after a "Cool Down" period at ambient temperature with sufficient air movement.

- END OF PART 4 -

3

DCN: 3.02.18 ICS MANUAL

PART 5, PLAN 1 September 30, 1994

EMERGENCY RESPONSE PLAN:

HAZARDOUS MATERIALS

Appendix A

Incident Command System

Reproduced with permission of The Fire Department of the City of New York

FDNY DCN: 3.02.18 ICS MANUAL, PART 5

September 30. 1994 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

CONTENTS

Sectio Title Page

N

1. Introduction And Statement Of Command Concepts 1 LI Planning Basis 1 1.2 Agency Coordination 1

2. Organizational Dev elopment 2

2.1 Response Objectives and Strategy 2

2.2 Incident Characterization 3

2.3 Emergency Alerting and Response 6

2.4 Response Organization 7

3. General Incident Procedures And Site Safety 9

3.1 Hazard Assessment 9

3.2 Site Security and Control 1

1

3.3 Decontamination 1

1

3.4 Emergency Medical Treatment 11 3.5 Personal Protective Equipment 12

3.6 Rescue 13

3.7 Evacuation / Sheltering 13

3.8 Emergency Equipment 15

4. Roles And Responsibilities Of Responders 16

4.1 Incident Commander 16

4.2 First Responders (Operational) 18

4.3 Hazardous Materials Group 25

5. Safe Work Pr^actices 30

5.1 General Procedures 30

5.2 Work Zones 30

5.3 Decontamination Procedures 34

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Section ~ Title Page

6. ICS Functions And Responsibilities 37

6.1 Safety 37

6.2 Information 38

6.3 Liaison 38

6.4 Operations 38

6.5 Planning 39

6.6 Logistics 41

6.7 Finance 42

7. Interagency Support System 43

8. Incident Termination Procedures 44

8.1 Clean Up Operations 44

9. Post Incident Procedures 46

9.1 Incident Analysis 46

9.2 Critique Outline 47

9.3 Emergency Response Plan Review 47

10. Appendix 48

10.1 References 48

10.2 Abbreviations. 48

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1. INTRODUCTION AND STATEMENT OF COMMAND CONCEPTS

1.1 PLANNL\G BASIS

In order to carry out the responsibilities delineated in the New York City Hazardous

Materials Response Plan (Mayoral Directive 82-2 Revised) and to comply with standards

established by federal legislation the FDNY Emergency Response Plan for Hazardous

Materials is established. This plan will guide and direct the action of all responding Fire

Department personnel at hazardous materials operations.

In the event of a significant accident or other incident involving a toxic or hazardous

material where, because of fire, explosion, radioactivity, toxic air release or chemical

reaction there exists danger to the health or safety of emergency personnel or to the

general public, the senior Fire Department representative, referred to as the Incident

Commander (IC), at the scene will implement the FDNY Emergency Response Plan

(ERP) for Hazardous Materials.

1.2 AGENCY COORDINATION

This plan is built on the fundamental organization and strategy of the FDNY Incident

Command System (ICS) insuring maximum safety and efficiency of the operating forces

while fulfilling our responsibility to the public.

It is assumed that all hazardous materials incidents will be managed under Unified

Command principles because in virtually all cases fire, police, and public health agencies

will have some statutory functional responsibility for incident mitigation.

Implementing the ERP will facilitate the coordination and control of all tasks and

functions with the senior on-site representative of the Police Department who has been

designated as the "On Scene Coordinator". Using the ERP and working closely with the

On-scene coordinator, the Incident Commander will manage the command and control of

all mitigation tasks and functions. When the Interagency Command Center (ICC) is established the IC will represent the Fire Department at the Command Center.

All mitigation operations at the incident will be managed by the Fire Department.

Tactical operations will be managed by the Fire Department Operations Chief.

Specific tactical objectives will be carried out by Group/Sector Supervisors. Other needs

will be met by staffing ICS positions.

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2. ORGANIZATIONAL DEVELOPMENT

2.1 RESPONSE OBJECTIVES AND STRATEGY

Any hazardous materials incident represents a potentially dangerous situation. Chemicals

that are combustible, explosive, corrosive, toxic, or reactive, along with biological and

radioactive materials can affect the general public or the environment as well as the

emergency responder. Emergency responders may be subject to additional dangers

operating in this abnormal environment. While the response activities needed at each

incident are unique, there are similarities. One is that every response requires protecting

the health and ensuring the safety of the responders.

This document identifies the functions needed to control and mitigate a hazardous

materials incident. It also describes the lines of authority, responsibility, and

communication between and among the various responders. It defines the interface of the

Fire Department with other agencies. Finally, it specifies the authority of each responder

in directing specific operations.

This plan will provide instrucfions on how to accomplish specific tasks in a safe manner.

In concept and principle, standard operating safety procedures are independent of the

type of incident. Their applicability at a particular incident must be determined and

necessary modifications made to match prevailing conditions. However, in the case of

hazardous materials operations, the specific requirements of training, equipment, and

competence preclude the generalized statements that might apply to other types of

emergency work.

The ERP will provide guidance for Fire Department responders in areas related to response, site control, entry, and mitigation of hazardous materials incidents.

This guide is not meant to be a comprehensive treatment of each of the subjects

discussed. Formal training in these areas will complement this document. Specific

training will provide more information for the technical, administrative, and

management oriented skills needed to fulfill our mission. This document will

provide standard operating guides to develop more specific procedures.

The priority of the instructions in this plan is as follows:

A. Life safety and health risks to the public and the emergency responders are the

most important concern.

B. The Fire Department must stabilize the incident scene and prevent fiirther

escalation of the incident with minimum personal risk.

C. The Fire Department's response efforts should be directed toward protecting

property and minimizing or lessening the impact of the event on the environment.

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2.2 ESCIDENT CHARACTERIZATION

In the same way that units now call for additional assistance at a fire, hazardous materials

incidents require that a method be established to determine the degree of severity for

various types of releases. This avoids the need for calling out full resources for every

incident. Personnel arriving at an incident can, of course, request additional resources and thereby raise the level of response based on the actual circumstances of the event. Response planning, procedures, and notifications to Federal, State, and City agencies will

be determined by the following standard designations.

2.2.1 LEVEL 1: An incident which can be controlled by the responding unit or

units up to 3 Engines, 2 Ladders and 2 Battalion Chiefs and does not require

evacuation of other than the involved structure or the immediate outdoor area. The incident is confined to a small area and does not pose an immediate threat to

life or property.

A Level 1 incident includes the units on the scene up to and including the full first alarm assignment. It is not a request for additional units or specialized resources.

It signifies the degree of hazard and the ability of the units on the scene to safely

manage the incident. Additional resources or greater alarms may be transmitted

at the discretion of the Incident Commander. This may indicate a need to upgrade

the incident to Level 2.

2.2.2 LEVEL 2: An incident involving a greater hazard or a larger area which poses

a potential threat to life or property and which may require a limited evacuation

of the surrounding area. A Level 2 incident requires the response of a Deputy Chief, Hazardous Materials

Unit, Safety Operating Battalion, Field Communications Unit(DO 154/93) and

SOC and a total first alarm assignment of 3 Engines, 2 Ladders and 2 Battalion

Chiefs.

2.2.3 LEVEL 3: An incident involving a severe hazard or a large area which poses an extreme threat to life and property and will probably require a large scale

evacuation; or an incident requiring the expertise or resources of City, State,

Federal, or private agencies and organizations.

A Level 3 incident requires activation of the full NYC Emergency Response Plan.

Additional alarms or other Fire Department resources may be called by the Fire

Department Incident Commander.

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2.2.4 The following table is presented for guidance in determining these levels. The

highest level for any single condition will determine the incident level. For

example, poison gas (such as cyanide or phosgene) could initially require a Level

three response due to the nature of the danger to the public. An incident level and

the response can always be downgraded when additional information or resources become available. However, it is much more difficult to upgrade and obtain

control when situations are going beyond the capabilities of the on scene

resources.

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CONDITION LEVEL ONE LEVEL TWO LEVEL THREE

PRODUCT

NO DOT

PLACARD

REQUIRED

ORM A,BX,D

DOT PLACARD

PCBs/NO FIRE

EPA REGULATED

WASTE**

ANY

UNIDENTIFIED

SUBSTANCE

POISON A,

EXPLOSIVE A/B,

ORG. PEROXIDE,

FL. SOLIDS(WR),

CHLORINE,

FLUORINE,

ANHYDROUS

AMMONIA,

RADIOACTIVES,

PCBs on FIRE

NFPA #704

0 OR 1 ALL

CATFGORIFS

2 FOR ANY

CATEGORY

3 OR 4 ANY

CATEGORY INCL.

SPFCIAT

HAZARDS

CONTAINER

SIZE*

SMALL MEDIUM LARGE

CONTAINER

INTEGRITY

NOT DAMAGED

DAMAGED BUT

SERVICEABLE FOR

HANDLING OR

TRANSFER OF

PRODUCT

DAMAGED,

CATASTROPHIC

RUPTURE

POSSIBLE

LEAK

SEVERITY

NO OR SMALL

RELEASE

CONTAINED OR

CONFINED W/

AVAILABLE

RFSOURCFS

NOT

CONTROLLABLE

W/O SPECIAL

RESOURCES or "REPORTABLE

OI JANTTTIFS"

MAY NOT BE

CONTROLLABLE

EVEN WITH

SPECIAL

RFSOURCFS

FIRE/

EXPLOSION

POTFNTIAI

LOW MEDIUM HIGH

LIFE SAFETY

NO LIFE

HAZARD

LOCAL AREA,

LIMITED

EVACUATION

LARGE AREA,

MASS

EVACUATION

IMPACT ON

ENVIRONMENT

MINIMAL MODERATE SEVERE

*small = Pail, drum, cylinder, package, bag.

medium = One ton containers, portable containers, nurse tanks, multiple packages.

large = Tank cars/trucks, stationary tanks, hopper cars/trucks, multiple medium

containers ** e.g. asbestos

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2.3 EMERGENCY ALERTING AND RESPONSE

Initial notification of a hazardous materials incident will be through transmission of

the radio signal 10-80. Transmission of the signal 10-80 will serve to warn

responders to proceed with caution to avoid entering a restricted area.

As soon as possible, the Officer assuming Command will briefly describe the nature of

the incident, identify a preliminary hazard perimeter and transmit this information to the

dispatcher for the benefit of other responding units and agencies that will be notified. If

possible, a preliminary Staging area should be designated. The intent is to limit

unnecessary exposure of personnel and equipment. More specific information should be

relayed to the dispatcher in progress reports as it becomes available.

The following notificafions of a hazardous materials incident will be made by the

Dispatcher upon receipt of all 10-80 code 2 signals (Level 2 or 3 incidents) and when the

Hazardous Materials Unit responds.

A. Police Dept. Operations Unit

B. Dept. Of Environmental Protection

C. NYC Emergency Medical Services

D. NYC Dept. Of Health - for incidents involving radioactive materials.

E. NYS Dept. Of Environmental Conservation - for fuel oil spills.

2.3.1 On transmission of a 10-80 code 2 signal (Level 2 or 3 incident), the dispatcher

will order the response of a Deputy Chief, Hazardous Materials Unit, Safety

Operating Battalion, Field Communications Unit(DO 154/93) and Special

Operation Command and a total first alarm assignment of 3 Engines, 2 Ladders

AND 2 Battahon Chiefs.

The following Fire Department units will also be notified:

L Fire Command or the City Wide Command Chief during non-operadng

hours of the Fire Command.

2. Notifications Desk, Bureau of Operations.

3. Public Information Office

4. Medical Officer on Duty

As is the case in other fire and emergency operations, the Incident Commander

may call for additional units and acdvate and staff any part of the ICS appropriate

to the apparent circumstances.

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2.4 RESPONSE ORGANIZATION

Under the Incident Command System, the incident organization will develop in a modular progression depending on the exact nature and specific conditions prevaihng at the scene.

2.4.1 The first response of the Fire Department will be managed by the senior ranking

officer on the initial alarm who will be the Incident Commander. This could be

the Lieutenant or Captain of the first company to arrive. Responsibility for

command will be transferred to succeeding commanders using the established

lines of authority within the Incident Command structure. The Incident Commander on the first alarm will implement the ERP for hazardous

materials and assume responsibility for all command and command staff functions

necessary to manage the initial response. The IC will call additional resources as incident needs dictate.

First responders at this level have been trained to implement offensive and

defensive control measures for common hazardous materials involving limited

quantities of certain materials as specified in standard operating procedures. (See

10.3 - Hazard Action Guides) They will be capable of performing the following

basic procedures:

A. Initiate the Emergency Response Plan including isolating the site,

establishing an initial Command Post, and establishing a site safety plan.

B. Notify the Dispatcher of the need for additional resources. Communicate

essential information about the incident to other responders through the

Dispatcher.

C. Initiate evacuation, if appropriate.

D. Initiate basic hazard and risk assessment activities including the use of

personal protective equipment; preliminary identificafion of materials;

containment and confinement of the material within the limits of the resource and protective equipment capabilities available on site.

E. Understand and comply with "decon" procedures.

FIRE DEPARTMENT

INCIDENT COMMANDER

HAZARD

ASSESSMENT

SITE

CONTROL

RESCUE

EVACUATION

SHELTERING

CONTAINMENT

CONFINEMENT

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2.4.2 If an incident is beyond the capability of the first responders, the ICS will be

expanded to include the Hazardous Materials Group and other responders with a higher level of training and more specialized skills and equipment.

As the incident progresses it may be necessary to modify/expand the organization

structure so tasks may be accomplished as efficiently and safely as possible.

Changes will be recorded in the Incident Log and the Command/Control Chart

with affected positions notified.

Responders at this next level will be operating in a more complex environment

that requires the coordination of several different agencies.

2.4.3 A more complex operation requires a unified command structure composed of the

senior officials of various agencies. They will determine strategies and objectives

that will fulfill their individual responsibilities while coordinating the actions of

their respective persomiel through the On-scene Coordinator.

Tactical activities for the Fire Department will be managed by the Operations

Chief

The Fire Department Hazardous Materials Group will manage all activities in the

contamination zones. Only specially trained and equipped personnel will enter the

contaminated zones.

Fire Department personnel in the contaminated zones will be operating in a more

aggressive manner than the first responders in that they will actually approach a hazardous material, its container and associated devices in attempting to control,

contain, confine, or prevent a release.

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EXAMPLE OF INCIDENT ORGANIZATION: LEVEL 2 or 3 INCIDENTS

OEM

INCIDENT COMMANDER

HIGHEST RANK

FDNY CHIEF OFFICER

ON-SCENE COORDINATOR

POLICE OPERATIONSE.M.S. 0PER.AT10NSFIRE OPER-^TIONS

D.E.P. 0PER.AT10NS

SANITATION OPERATIONS r

HEALTH DEPARTMENT

OPERATIONS

TRAFFIC DEPARTMENT

OPERATIONS

Activities and Operations directly relating to the mitigation of the

problem.

Activities and Operations directly relating to the Coordination and Overall

Management of the Incident.

3. GENERAL INCIDENT PROCEDURES AND SITE SAFETY

HAZARD ASSESSMENT

Early recognition of incident hazards and potential risk is essential. The initial responsibility for assessment of incident hazards lies with first responding units.

Responding units will gather and communicate to the Incident Commander pertinent

information regarding the presence or release of hazardous materials or chemicals.

Each member should be alert to the signs, evidence, and indications of the presence of

hazardous substances during fires and emergencies and report such information to the

next higher level of command.

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3.1.1

3.1.2

3.1.3

Persons reporting emergencies will usually describe the kind of incident creating

a hazardous condition. They generally are unable to accurately describe a hazardous materials incident.

Since accurate information about the incident or site might not be available when

responding, special attention should be focused on the possibility of exposure in

the following circumstances:

A. Transportation accidents

B. Industrial accidents

C. Leaks, spills, or suspicious odors

D. Medical emergencies involving chemical inhalation

E. Explosions

F. Structural collapses ^ ;

Information regarding hazardous occupancies or locations that has been obtained

through inspection or preplanning activities should be available from "CIDS

Information", described in the Communications Manual. This type of response

infomiation prior to arrival will prevent premature entry into dangerous

environments and unnecessary exposure to responding personnel. It will also offer a significant measure of protection to responders unfamiliar with the location or occupancy.

On - site information gathering must be limited to that which can be obtained

within the limits of each responders level of training and protective equipment. It

is not in the best interest of the public or the responders to become part of the

emergency problem instead of the solution.

First responders should gather, evaluate, and report information prior to entering

into or undertaking activities that would place them in a contaminated

environment.

The following are environments that must be evaluated before any commitment of

personnel for any reason:

A. Large containers or tanks that must be entered.

B. Confined spaces (manholes, trenches, etc.) that must be entered.

C. Potentially explosive or flammable situations indicated by gas generation

or gas release or over pressurization of containers (BLEVE).

D. Presence of extremely hazardous materials such as cyanide, phosgene, or radioactive materials.

E. Visible vapor clouds.

F. Areas where biological indicators such as "Unconscious persons" (refer to Section 3.6), dead animals or vegetation are located.

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3.2 SITE SECURITY AND CONTROL

An incident generally involves the escape of normally controlled substances and response

activities involve actions to minimize and prevent these discharges. Site Control is preventing or reducing the exposure of any person and the transfer of hazardous

substances (contaminants) from the site by civilians, department members and

equipment. Site control involves two major activities:

A. Physical arrangements and control of the site work areas. B. The removal of contaminants from people and equipment.

Control is needed to reduce the possibility of transport from the site of contaminants,

which may be present on personnel and equipment. This can be accomplished in a number of ways including:

A. Establishing physical barriers to exclude the public and unnecessary personnel.

B. Establishing checkpoints with limited access to and from the site, or areas within

the site. C. Minimizing personnel and equipment on-site consistent with effective operations.

D. Establishing containment zones.

E. Undertaking decontamination procedures.

F. Conducting operations in a manner to reduce possibility of contamination.

3.3 DECONTAMINATION

Decontamination (DECON) is the process of making personnel, equipment and supplies

safe by reducing present levels of poisonous or otherwise harmful substances. This

process is one of the most important steps in ensuring personal safety at a hazardous

materials emergency. The extent of its success depends on the ability of the IC to maintain control of personnel at the site. The detail of decontamination operations required at an incident depends on the safety

and health hazards of the contaminants. An uncontaminated light oil, for example, that

presents a minimal hazard can be partially decontaminated by flushing it from protective

clothing. In contrast, a poisonous material will require a careful and detailed course of

action.

See "SAFE WORK PRACTICES - Decontamination Procedures", Section 5.3 of this document for more detailed information.

3.4 EMERGENCY MEDICAL TREATMENT

Teams from the Emergency Medical Service (EMS) are available to assist in medical

treatment, and monitor the response persormel and others exposed to hazardous materials.

The Fire Department Medical Officer on duty will also be notified of all Level 2 or

greater incidents and will respond in accordance with Dept. policy.

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3.5 PERSONAL PROTECTIVE EQUIPMENT (PPE)

3.5.1 Structural flrefighting gear is designed to protect firefighters from heat and

flame.

Hazardous materials can contaminate protective clothing, respiratory equipment,

tools, vehicles, and other equipment used at an emergency scene.

First responders should avoid leaks, spills, and obvious sources of hazards, as well as indirect contact with potentially contaminated areas. Full firefighting gear

and SCBA will be used at all times as a minimum of protection against exposure.

Safe work practices WILL MINIMIZE exposure and contamination.

3.5.2 The use of Chemical protective clothing and equipment requires specific skills

acquired through training. It is only available to members of the Hazardous

Materials Unit.

This type of special clothing may only protect against one chemical, yet be readily

penetrated by other chemicals for which it was not designed. It offers little or no

thermal protection in case of fire. No one suit offers protection from all hazardous materials.

3.5.3 The level of special protection required in each zone at an incident will be

determined by the Officer in charge of the Hazardous Materials Unit based on

information available.

3.5.4 The levels of protection available include:

A. "Level A" highest level of protection to the responder.

B. "Level B" high level of protection to the respiratory tract but a lower

level of skin protection than level "A".

Level "A and B" protective equipment is only available for use by members of the Hazardous Materials Unit.

C. "Level C" does not require maximum skin or respiratory protection.

This level presupposes that the types of air contaminants

have been identified, concentrations measured, and the

atmosphere is not oxygen deficient.

D. "Level D" provides minimal protection and is used to guard against

nuisance contamination only.

Structural firefighter protective clothing, i.e. turnout or bunker gear, is not classified as chemical protective

clothing. The highest level of chemical protection that this

level will provide is Level "D".

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3.6 RESCUE

In most situations emergency personnel can protect the public by isolating and denying

entry to contaminated areas. Initial rescue actions should concentrate on removing ablebodied persons from immediate danger. Involvement in complicated rescue problems or

situations should be evaluated before being attempted.

When the probability is high that the victim cannot be saved or is already dead, rescue should not be attempted if it will place the rescuer at unnecessary risk. The danger of

exposure to unknown chemicals or a potential explosion may make the risk unacceptable.

The following should be considered in attempting a rescue during a hazardous materials

emergency:

A. Has the presence of a victim been confirmed visually or by other credible

sources?

B. Is the person conscious or responsive?

C. How long has the victim been trapped or exposed? Is he/she viable?

D. Is the leaking material pooling or vaporizing in the area of the victim?

E. What are the properties of the material involved? What is the concentration of the

material around the victim?

F. What special equipment is available to assist in this effort?

Consideration of these questions will help in weighing the likelihood of a successful rescue against the overall risk to the rescuer.

3.7 EVACUATION / SHELTERING

There are essentially two ways to protect the public from the effects of hazardous

material discharges into the environment.

A. Evacuation: involves moving threatened persons to shelter in another area. B. Sheltering in place: involves giving instructions to people to remain where they

are until the danger passes.

Evacuation is clearly safer with respect to the hazards, but has certain limitations and

may pose new problems. Evacuation takes time and may not be possible if large numbers

of persons or a large volume of vapor is present. Evacuation through a toxic atmosphere

may actually cause more harm than good in some cases.

3.7.1 Evacuation is best considered when:

A. There is an immediate danger of fire or explosion.

B. The potential for a discharge is great, it has not taken place, and there is time available to relocate people.

C. The discharge has taken place but people are sufficiently protected to permit time for evacuation.

D. People not yet in the path of a release will be threatened by changing

conditions.

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3.7.2 Large scale evacuation will be directed by the On Scene Coordinator and will

require the coordinated efforts of several agencies.

3.7.3 The decision to shelter in place is appropriate when the hazardous material will

not affect the structure or its occupants or the hazard will pass a structure with

little infiltration.

3.7.4 Shehering in place is the alternative when:

A. Pre-planning has identified options for problem areas such as hospitals,

jails, nursing homes, public assemblies, etc. B. Evacuation cannot be properly managed with the manpower, resources, and facilities presently available.

C. The hazardous material displays the following characteristics:

L Low to moderate toxicity;

2. Totally released and dissipating;

3. Small quantity sohd or liquid leak;

4. A migrating vapor of low toxicity and quantity and people are safer indoors than outside; and

5. Release can be rapidly controlled at the source.

3.7.5 The success of either option will depend on the preplans and effectiveness of

communication resources, notification and public information.

3.8 EMERGENCY EQUIPMENT

Private corporations, outside agencies, and other city agencies maintain specialized

equipment and services that may be placed at the disposal of the Fire Department for use

at these incidents. A catalogue of these services and equipment is maintained by the

Bureau of Fire Communications. Calls for the use of these services or cooperation of

these agencies shall be transmitted to the Dispatcher by the IC. Approval will come from

the Commissioner and Chief of Department or their designee.

Liability, costs to the provider, and the availability of certain types of equipment preclude

irregular or other informal arrangements.

The IC will designate the exact location to which the special equipment will respond.

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4. ROLES AND RESPONSIBILITIES OF FIRE DEPARTMENT RESPONDERS

4.1 INCIDENT COMMANDER - Responsible for all Fire Department incident

activities, planning and checklist functions, preparation of reports, incident

termination, and post incident analysis.

The senior ranking Officer first on the scene will determine the need for the following

actions and implement those that are necessary and within the capability of the resources and equipment available at the time.

Succeeding Commanders will further evaluate the needs of the incident and refine,

reinforce, or expand the scope and depth of these response activities.

A. COMMAND

1. ESTABLISH A SITE SAFETY PLAN

a. Set up isolation, control, and support zones. Refer to site plans, if

available.

b. Limit and control site access.

c. Set up and manage staging areas.

d. Coordinate F.D. personnel, on site personnel and other support

agency activities.

e. Call for resources/support units.

2. ESTABLISH LINES OF COMMUNICATION

a. Announce location of Command Post, Staging areas.

b. Report incident and site information to Dispatcher.

c. Communicate plan of action to on scene personnel.

d. Establish contact/communications with other agencies responding.

e. Consult on site personnel/specialists.

3. ESTABLISH A COMMAND POST

a. Establish F.D. Command Post.

b. Set up/maintain Command & Control Chart.

c. Establish and maintain incident log.

4. STAFF ICS FUNCTIONAL POSITIONS (as needed)

a. Safety, Liaison/Information.

b. Staging.

c. Operations, Planning, Logistics, Finance.

d. Establish appropriate Sectors/Groups.

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B. OPERATIONS

1. CONDUCT A SITE SURVEY/SIZE - UP

a. Determine the nature, source, extent of problem.

b. Estimate incident level.

c. Determine need for evacuation.

2. FORMULATE/IMPLEMENT PLAN OF ACTION

a. Implement initial plan of action as described in the Emergency

Response Guidebook and Hazard Action Guides.

b. Communicate plan of action to on scene personnel.

c. If necessary, implement alternate plans as information, personnel, resources and equipment are secured.

3. TERMINATE INCIDENT ACTIVITIES

a. Evaluate decontamination needs and support activities.

b. Establish disengagement / demobilization plan including post

incident information and transfer of responsibilities.

c. Document remedial efforts during clean up operations.

d. Evaluate compliance with Fire Department regulations and

directives and take appropriate enforcement action.

4. POST INCIDENT ANALYSIS

a. Conduct a post incident analysis and review.

b. Evaluate response re: Response plan.

c. Make recommendations.

C. PLANNING

1. EVALUATE HAZARDS AND ASSESS NEEDS

a. Determine strategic goals and tactical objectives.

b. Assess current status and intervention options.

c. Formulate, review, revise goals, objectives, action plan.

D. LOGISTICS

Assess logistical support requirements for incident activities.

E. FINANCE

Record all information re: costs involved in mitigating the incident incurred by

the Fire Department.

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FDNY DCN: 3.02.18 ICS MANUAL, PART 5 September 30, 1994 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

4.2 FIRST RESPONDERS (OPERATIONAL LEVEL) - respond to the site for the

purpose of protecting persons, property, or the environment from the effects of a hazardous materials release or potential release. They are not trained or equipped to use

specialized chemical protective clothing or special control equipment. Their actions are limited to those which may be accomplished using SCBA and structural firefighter

protective clothing as described in Department SOP and the Hazard Action Guides

(HAG).

In the event that the public or any emergency responder has been exposed prior to recognition of a hazardous substance, those persons exposed should be isolated to avoid

spreading any contamination and so that proper medical treatment and monitoring can be

arranged. Those not exposed must be kept out of the contaminated area.

4.2.1 INITIAL ACTIONS

A. Given the limited capability of units arriving first at the scene of a hazardous materials release or potential release, premature commitment

of companies and personnel to unknown, potentially hazardous

situations/locations must be avoided.

B. Cautious, methodical, and deliberate size-up combined with immediate

site security limits needless exposure of responding personnel and reduces

the vulnerability of the public and the environment.

C. As soon as the presence of a hazardous substance is detected or suspected

First Responders should take the following actions:

1. Use full structural firefighting clothing and SCBA as a minimum

to protect themselves from unnecessary exposure to contaminants.

2. Isolate the hazard.

3. Control access to the hazard area.

4. Communicate available information to the IC or Dispatcher.

5. Alert other responders and call for assistance, if needed.

6. Establish an initial staging area for other responders.

7. Take steps to identify the hazard and evaluate the risk without

endangering on scene personnel.

8. Consult Emergency Response Guidebook and Hazard Action

Guides (HAG).

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D. Whenever possible, first arriving units must alert other responding units of

the hazardous nature of the incident by transmitting signal 10-80 with a brief description of known hazard information. This will prevent units

from unknowingly responding into the hazard area.

E Develop a plan of action consistent with the Department's Emergency

Response Plan and Hazard Action Guides for hazardous materials (HAG).

F. Implement the plan within the capability of the available personnel,

protective clothing and equipment.

Note: The following assignments (Sections 4.2.2 through 4.2.6) are prescribed as standard procedure for units responding to a known or suspected hazardous materials incident. When the presence of a hazardous material is discovered during fire or other emergency

operations, the Incident Commander must isolate units, redeploy or withdraw units and adjust the strategic and tactical objectives to address

the hazard affecting the public and the operating emergency personnel.

Individual units must be assigned or reassigned to Hazard assessment, site control for public and personnel protection, and limited

containment/confinement or isolation strategies as are possible. Given the

limited capabilities of responders trained and equipped to the operational

level this could include:

A. Withdrawing from or isolate selected areas.

B. Adjusting tactical objectives. Redeploy or reassign units and

personnel.

C. Continuing current strategy, with additional resources called for

specific assignments, e.g. the hazardous material problem.

The priorities should continue to be focused on limiting the exposure of

personnel and the public; stabilizing the incident until additional resources

are available to gain control; limiting the impact of the event by protecting

property and the environment from additional harm.

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4.2.2 FIRST ARRIVING LADDER COMPANY - HAZARD ASSESSMENT

The first arriving Ladder Co. is responsible for Hazard Assessment.

Some members of this company will be divided into teams, each team equipped

with at least one radio. The Officer of this unit will designate team members and

a radio contact person.

The purpose of the team concept is to provide for the safety and accountability of

all the members. No person involved in the operational activities of these teams

is to work alone.

A. OFFICER: Supervise hazard assessment activity of assigned

members.

12

3

4

5

B. LADDER CHAUFFEUR: Apparatus placement.

1. Positions apparatus out of the hazard area and as a barrier for site access control as ordered.

2. Coordinates apparatus placement with other responding units.

3. Remains with apparatus until further ordered.

4. Establishes physical barriers to area access using apparatus, barrier

tape, traffic cones, traffic signs, etc., as ordered.

5. Monitors Handie-talkie/Radio.

C. TEAMl: Hazard Identification.

1. Identify occupancy and location hazards, if possible.

2. Identify Container shape and approximate size, if possible.

3. Identify any visible markings, colors, placards/labels, etc. 4. Report information available and stand-by.

5. Monitor Handie-talkie.

D. TEAM 2: Information resources. L Access HAG & DOT GUIDEBOOK locating appropriate Guide,

isolation and evacuation recommendations.

2. Confirm Guide Number, isolation distance, and evacuation

information with Second Arriving Ladder Co..

3. Report information to Officer.

4. Monitor Handie-talkie.

Obtains briefing from IC. Assigns and instructs teams regarding hazard assessment activities

and limitations.

Coordinates apparatus placement with other responding units.

Reports information to IC. Monitors Handie-talkie/Radio.

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4.2.3 SECOND ARRIVING LADDER COMPANY - SITE ACCESS CONTROL

The second arriving Ladder Co. is responsible for Controlling Access to the site and for establishing the initial exclusion area. Some members of this company

will be divided into teams, each team equipped with at least one radio. The

Officer of this unit will designate team members and a radio contact person.

The purpose of the team concept is to provide for the safety and accountability of

all the members. No person involved in the operational activities of these teams

is to work alone.

A. OFFICER: Coordinate / limit site access.

1. Obtains briefing from IC.

2. Assigns and instructs teams regarding hazard assessment activities

and Limitations.

3. Advises IC re: need for Police assistance in area security and

control.

4. Reports information to IC.

5. Monitors Handie-talkie/Radio.

B. LADDER CHAUFFEUR: Apparatus placement.

1. Positions apparatus out of the hazard area and as a barrier for site access control as ordered.

2. Coordinates apparatus placement with other responding units.

3. Remains with apparatus until further ordered.

4. Establishes physical barriers to area access using apparatus, barrier

tape, traffic cones, traffic signs, etc., as ordered.

5. Monitors Handie-talkie / Radio.

C. TEAM 1: Information resources. L Using information from the first arriving ladder company or the

IC, access HAG & DOT GUIDEBOOK locadng appropriate

Guide, isolation and evacuation recommendations.

2. Confirm Guide Number, isolation distance, and evacuation

information with First Arriving Ladder Co.

3. Report informafi on to Officer.

4. Monitor Handie-talkie.

D. TEAM 2: Initial Isolation Zone

1. On orders of the Officer establish physical barriers as an inidal

isolation/exclusion zone using barrier tape, utility rope, traffic

cones, etc., as ordered.

2. Remain outside isolation zone to deny access until relieved or as ordered.

3. Monitor Handie-talkie.

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FDNY DCN: 3.02.18 ICS MANUAL, PART 5 September 30, 1994 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

4.2.4 FIRST ARRIVING ENGINE COMPANY - WATER SUPPLY

The first arriving Engine will Establish The Initial Water Supply.

Based on the existing conditions, a line should be stretched but not placed into

operation until ordered by the IC. pending the outcome of the initial hazard

assessment. The premature, unnecessary, or incompatible use of water can compound the hazard. The unit will stand-by out of the hazard area. Members of this unit will remain together as a unit unless otherwise ordered by

the Incident Commander to perform duties appropriate to specific tactical

objectives. This might include such things as assisting in site control or evacuation.

If and when necessary, some members of this company may be divided into

teams, each team equipped with at least one radio. The Officer of this unit will

designate team members and radio contact person.

The purpose of the team concept is to provide for the safety and accountability of

all the members. No person involved in the operational activities of these teams

is to work alone.

A. OFFICER: Supervise hazard assessment activity of assigned

members.

1. Obtains briefing from IC.

2. Assigns and instructs teams regarding hazard assessment activities

and limitations.

3. Supervises water supply and line placement activities.

4. Coordinates apparatus placement with other responding units.

5. Reports information to IC.

6. Monitors Handie-talkie/radio.

B. ENGINE CHAUFFEUR: Apparatus placement.

1. Positions apparatus out of the hazard area.

2. Establishes a water supply.

3. Coordinates apparatus placement with other responding units.

4. Remains with apparatus until further ordered.

5. Establishes physical barriers to area access using apparatus, barrier

tape, traffic cones, traffic signs, etc., as ordered.

6. Monitors Handie-talkie/radio.

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4.2.5 SECOND ARRIVING ENGINE COMPANY - SITE ACCESS CONTROL

The second arriving Engine Co. is responsible for assisting and coordinating with

the second ladder company to Control Access to the site. Members of this unit will remain together as a unit unless otherwise ordered by

the Incident Commander to perform duties appropriate to specific tactical

objectives. This might include such things as assisting the first arriving Engine in

w ater supply or line placement, site control or evacuation.

If and when necessary, some members of this company may be divided into

teams, each team equipped with at least one radio. The Officer of this unit will

designate team members and a radio contact person.

The purpose of the team concept is to provide for the safety and accountability of

all the members. No person involved in the operational activities of these teams

is to work alone.

A. OFFICER: Assist Second Ladder Co. in SITE CONTROL.

\. Obtains briefing from IC.

2. Assigns and instructs teams regarding hazard assessment activities

and limitations.

3. Coordinates site activities with other units engaged in site control.

4. Reports information to I.C.

5. Monitors Handie-talkie/Radio.

B. ENGINE CHAUFFEUR: Apparatus placement.

1. Positions apparatus out of the hazard area and as a barrier for site access control as ordered.

2. Coordinates apparatus placement with other responding units.

3. Remains with apparatus until further ordered.

4. Establishes physical barriers to area access using apparatus, barrier

tape, traffic cones, traffic signs, etc., as ordered.

5. Monitors Handie-talkie/radio.

4.2 6 OTHER UNITS ON INITIAL ALARM

Members of these units will remain together as a unit unless otherwise ordered by

their Officer as directed by the Incident Commander to perform duties appropriate

to specific tactical objectives. This might include assisting other units in site control or evacuation.

If and when necessary, members of these companies may be divided into teams,

each team equipped with at least one radio. The Officer of this unit will designate

team members and a radio contact person.

The purpose of the team concept is to provide for the safety and accountability of

all the members. No person involved in the operational activities of these teams

is to work alone.

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September 30, 1994 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

A. THIRD ARRIVING ENGINE CO.

L Reports to Incident Commander.

a. Obtain briefing from IC.

b. Assigns and instructs teams regarding hazard assessment activities

and limitations.

C. Coordinates apparatus placement with other responding units,

d. Reports information to IC.

2, Stands-by to assist other responders as directed by the IC.

3. Monitors Handie-talkie/radio.

B. RESCUE CO., SQUAD, OTHER UNITS, Etc.

L Report to Incident Commander.

a. Obtain briefing from IC.

b. Assign and instruct teams regarding hazard assessment activities

and limitations.

c. Coordinate apparatus placement with other responding units.

d. Report information to IC.

2. . Stand-by to assist other responders as directed by the IC.

3. Monitor Handie-talkie/radio.

C. ADDITIONAL UNITS

Additional units responding to the scene of a known hazardous materials

incident should be given specific information regarding the location of

staging areas and tactical objecfives assigned to the unit. If, due to the

nature of the event, the Officers of the responding units do not receive this

information, they should:

L Request this information from the dispatcher.

2. Keep their units intact and establish contact with the next higher

level of supervision.

3. Members of the units will remain together as a unit unless

othemise ordered by their Officer who is directed by the Incident

Commander to perform duties appropriate to specific tactical

objectives. If and when necessary, members of these companies

may be divided into teams, each team equipped with at least one

radio. The Officers of these units will designate team members

and a radio contact person.

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4.3 HAZARDOUS MATERIALS GROUP - Individuals who respond to releases or

potential releases for the purpose of stopping or controlling them. They assume a more

aggressive role than a first responder at the operational level in that they will approach

the point of the release. Their duties require a more directed or specific knowledge of the

various substances they may be called upon to contain. Their training includes

knowledge of procedures for the use of specialized chemical protective clothing, survey

equipment, and special procedures for containing a chemical hazard and

decontamination.

Some members of the Hazardous Materials Unit will be divided into teams, each team

equipped with at least one radio. The Officer of this unit will designate team members

and the radio contact person.

The purpose of the team concept is to provide for the safety and accountability of all the

members. No person involved in the mitigation activities of these teams is to work alone.

The Haz-Mat Group consists of the Hazardous Materials Unit and members of the

Special Operations Command. Each has a specific role and objective to accomplish at an

incident. They are generally described as follows:

A. Analysis

L Verify, identify, or classify hazardous materials and determine their

concentration.

2. Collect and interpret hazard and response information.

3. Estimate damage to containment systems.

B. Planning

1. Select appropriate PPE for incident activities.

2. Develop decontamination procedures.

3. Develop plan of action consistent with the ERP and within the capability

of the personnel, PPE, and equipment available.

C. Operations

L Carry out planned activities under the direction of the IC as per the

ERP.

4.3.1 HAZ-MAT GROUP SUPERVISOR - On duty Officer of Hazardous Materials

Unit who will supervise the "hands-on" mitigation operation. He will coordinate

the following activities as directed by and report to the IC or a level of

supervision assigned by the IC as per FDNY-ICS.

A. Obtains briefing from the Incident Commander.

B. Confirms the development of Control Zones and Access Control Points

and the placement of appropriate control lines.

C. Ensures that a Site Safety Plan is developed and implemented.

D. Participates in the development of the Incident Action Plan; Develops the

Hazardous Materials portion of the Incident Action Plan.

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E. Evaluates and recommends evacuation, sheltering, and decontamination

options to the Incident Commander.

F. Conducts safety meetings with the Hazardous Materials Unit members.

The Hazardous Materials Group Supervisor is responsible for site safety

and operations inside the area bounded by the Contamination Control Line

including the Exclusion Area or "Hot Zone".

G. Ensures that the proper Personal Protective Equipment is selected and

used.

H. Ensures that current weather data and future weather predictions are obtained.

L Supervises the activities of and maintains communications with:

1. Haz-Mat Unit Team members.

2. Incident Commander or next higher level of supervision, if a position has been staffed.

J. Establishes environmental monitoring of the hazard site for contaminants.

K. Ensures that appropriate agencies are notified through the Incident

Commander.

L. Terminates operations.

4.3.2 ENTRY TEAM - The Entry Team consists of a minimum of two members

assigned to the Haz-Mat Unit. One member will be designated the Team Leader.

The Team Leader will, on orders from the Haz-Mat Group Supervisor, perform

the following functions:

A. Obtain briefing from the Hazardous Materials Group Supervisor.

B. Supervise entry operations.

C. Recommend actions to mitigate the situation within the Exclusion Zone.

D. Carry out actions, as directed by the Hazardous Materials Group

Supervisor, to mitigate the hazardous materials release or threatened

release.

E. Maintain communications and coordinate operations with:

1. Hazardous Materials Group Supervisor.

2. Decontamination Team Leader.

3. Resource Technician / Hazardous Materials Reference.

4. Back-up Team.

F. Maintain control of the movement of people and equipment within the

Exclusion Zone, including contaminated victims.

G. Direct rescue operations, as needed, in the Exclusion Zone.

H. Terminate operations.

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4.3.3 BACKUP TEAM - The Backup Team consists of a minimum of two members

assigned to the Haz-Mat Unit. One member will be designated the Team Leader.

The Team Leader will, on orders from the Haz-Mat Group Supervisor, perform the

following functions:

A. Obtain briefing from the Hazardous Materials Group Supervisor.

B. Assist Entry Team in site surv^ey and product identification.

C. Carry out actions as directed by the Hazardous Materials Group Supervisor.

D. Ensure all equipment is prepared for use according to action plan.

E. Maintain sight contact with Entry Team whenever possible.

F. In proper PPE, act as a backup Entry Team from safe area. Be prepared to rescue the Entry Team.

G. Complete operations in Exclusion Zone should Entry Team fail to complete assignment.

H. Maintain communications and coordinate operafions with:

1. Entr>^ Team Leader.

2. Hazardous Materials Group Supervisor.

3. Resource Technician / Hazardous Materials Reference.

4. Decon Team Leader.

L Furnish additional equipment or supplies to the Entry Team as needed.

Replace equipment used.

J. Terminate operations.

4.3.4 DECONTAMINATION (DECON) TEAM - The Decon Team consists of a minimum of two members assigned to the Haz-Mat Unit. One member will be

designated the Team Leader. The Team Leader will, on orders from the Haz-Mat

Group Supervisor, perform the following functions:

A. Obtain briefing from the Hazardous Materials Group Supervisor.

B. Manage the Control Zones and Access Control Points and the placement

of appropriate control lines.

C. Ensure appropriate action is taken to prevent spread of contaminants.

D. Set up Decon area. Implement decontamination process of Haz-Mat Team.

E. Decon, as possible, all equipment used.

F. Maintain communications and coordinate operations with:

1. Entry Team Leader.

2. Hazardous Materials Group Supervisor.

3. Resource Technician / Hazardous Materials Reference.

4. Back-up Team.

G. Overpack exposed equipment for further decontamination or disposal.

H. Ensure that all equipment is placed back in service.

I. Terminate operations.

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4.3.5 RESOURCE TECHNICIAN - A member of the Haz-Mat Unit designated to provide technical information and assistance to the Hazardous Materials Group

using various reference sources such as computer data bases, technical library,

CHEMTREC, and phone contact with facility representatives.

The Resource Technician may provide product identification using tests kits

and/or any other means of identifying unknown materials.

The Resource Technician will, on orders from the Haz-Mat Group Supervisor,

perform the following functions:

A. Obtains briefing from the Hazardous Materials Group Supervisor.

B. Provides support to the Hazardous Material Group Supervisor.

1. Monitors SCBA use time for suit operations.

2. Determines personal protective equipment compatibility to hazardous material.

C. Maintains communications and coordinate operations with:

1 . Entry Team Leader.

2. Hazardous Materials Group Supervisor.

3. Back Up Team Leader.

4. Decon Team Leader.

D. Provide technical information management with public and private

agencies. Interpret environmental monitoring information.

E. Provide analysis of hazardous material samples.

F. Document operations and notifications. E.g. Document serial

numbers of chemical protective suits worn by members.

G. Provide technical information of the incident for documentation.

H. Determine proper decon requirements.

L Complete all necessary reports and forms and terminate operations.

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4.3.6 SPECL\L OPERATIONS DECON OFFICER - member of Special Operations

Command assigned to the Hazardous Materials Group designated responsible for

on-site and off site decontamination. The SOC Decon Officer will respond upon

the request of the Incident Commander. The SOC Decon Officer reports directly to the Incident commander. The SOC Decon Officer supervises the SOC Decon

Team.

The SOC Decon Officer, as directed, will:

A. Obtain briefing from IC, advise IC of decon needs, and formulate plan of

action. The Decon procedure to be followed will be determined by DEP,

and the SOC Decon Officer.

B. Identify items of equipment and clothing to be decontaminated.

C. Establish a Decon area. D. Supervise the set-up and operation of all tools and equipment required for

the decon procedure.

E. Arrange for collection, transportation, storage, cleaning, and temporary

replacement of exposed or contaminated equipment.

F. Insure proper disposition of all processed items.

Procedures and documentation for this phase of operations will be as per policy

developed by the Special Operations Command. See Section 5.3, for information on the Decon process.

The SOC Decon Officer will respond with the Decontamination Support Vehicle

and the SOC Decontamination Team. Decontamination will, if possible, be

accomplished at the scene to place apparatus, clothing and equipment back in

service. If this is not possible, decontamination will be conducted at a time and

site designated by the SOC Decon Officer.

4 3 7 SPECIAL OPERATIONS COMMAND DECON TEAM - consists of

members assigned to Special Operations Command. They report directly to the

SOC Decon Officer.

The SOC Decon Team is trained and designated by the Fire Department to perform decontamination of apparatus, tools, and equipment. They are qualified

to execute specific procedures and operate decontamination equipment wearing

the protective clothing and respiratory protection appropriate to the hazardous

substance being processed.

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5. SAFE WORK PRACTICES

5.1 GENERAL PROCEDURES

The following work practices must be enforced to ensure a safe work-site for all personnel.

A. Always consider the possibility that hazardous materials may possess multiple

hazards.

B. Use full stmctural firefighting clothing and SCBA as minimum protection from

unnecessary exposure to contaminants.

C. Each member should be alert to the signs, evidence and indications of the

presence of hazardous substances during fires and emergencies and report such

information to the next higher level of command.

D. If and when necessary, members may be divided into teams, each team should be

equipped with at least one radio. The Officer of the unit will designate team

members and radio contact person.

E. Mark all work zones and access points with barricade tape, flagging, or traffic cones.

F. Access to the site should remain free of unnecessary equipment and apparatus to

facilitate other types of emergency access to and egress from the site. G. Persons entering or leaving a work zone must check in/out at the access control

point.

H. Access and means of egress must be secured and protected for the safety of

persons in work zones. Doors, stairways and ladders should be secured. Ramps,

ditches and excavations should be made as secure as possible in the event that

rapid escape is required from the site. L No eating, drinking, or smoking is allowed in any contaminated area.

J. Implement decontamination based on an analysis of the hazards and risks

involved.

(See Decontamination Section 5.3)

5.2 WORK ZONES

The method of reducing the potential for transfer of contamination is to delineate work

areas within the incident site based upon expected or known levels of contamination.

Within the areas assigned, personnel will utilize appropriate personal protective

equipment. Movement between areas is controlled at checkpoints. Three contiguous

areas will be established.

A. Exclusion area (contaminated) - "HOT ZONE"

B. Contamination reduction area - "WARM ZONE"

C. Support area (non-contaminated) - "COLD ZONE"

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5.2. 1 EXCLUSION AREA - HOT ZONE

The Exclusion Area is the inner most area and is considered contaminated or

"hot". Within the Exclusion Area, prescribed levels of protection must be worn by

all entering personnel. A check point must be established at the periphery of the

Exclusion Area to control the flow of personnel and equipment between

contiguous areas and to insure that the procedures established to enter and exit the

areas are followed.

The Exclusion Area boundary would be established initially based on the type of

released/spilled materials, initial instrument readings, and a safe distance from

any potential exposure.

Subsequently, the boundary may be readjusted based on additional observation

and/or measurements. The area should be physically secured by barrier tape into

well-defined boundaries.

In the event that the public or any emergency responder has been exposed prior to recognition of a hazardous substance, those persons exposed should be isolated to avoid spreading any contamination and so that proper medical treatment and

monitoring can be arranged.

Those not exposed must be kept out of the contaminated area.

Unless otherwise demonstrated, everything leaving the Exclusion Area should be

considered contaminated and appropriate methods established for

decontamination should be implemented.

5 2.2 CONTAMINATION REDUCTION AREA - WARM ZONE

Between the Exclusion Area and the Support Area is the Contamination

Reduction area. The purpose of this zone is to provide an area to prevent or reduce the transfer of contaminants which may have been picked up by personnel

or equipment returning from the Exclusion Area. All decontamination activities occur in this area. The boundary between the Support Area and the Contamination Reduction Area

is the "Contamination Control Line". This boundary separates the possibly

contaminated area from the clean zone. Entry into the Contamination Reduction

Area from the clean area will be through an access control point. Personnel

entering at this location will be wearing the prescribed level of protection for

working in the Contamination Reduction Area. Exiting the Contamination

Reduction Area to the clean area requires the removal of any suspected or known

contaminated protective clothing and/or equipment and that appropriate

decontamination procedures be followed.

At the boundary between the Contamination Reduction Area and the Exclusion

Area is the "Hot Line" and access control station. Entrance into the Exclusion

Area requires the wearing of the prescribed chemical protective clothing which

may be different than the equipment requirements for working in the

Contamination Reduction Area.

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At a point close to the "Hot Line", a personnel and/or equipment decontamination

station is established for those exiting the Exclusion Area. Unless otherwise

demonstrated, everything leaving the Exclusion Area should be considered

contaminated and appropriate methods established for decontamination should be

implemented.

5 2 3 SUPPORT AREA - COLD ZONE

The Support Area is the outermost area of the site and is considered a non- contaminated or "clean" area. It is designated as a controlled area for authorized

support personnel and the location for support equipment (Command Post,

Equipment, etc.). Since normal firefighting clothing are appropriate within this

zone, potentially contaminated personnel clothing, equipment, etc., are not

permitted.

5.2 4 AREA DIMENSIONS

Considerable judgment is needed to assure safe working distances for each area balanced against practical work considerations. During long term operations zones may be adjusted.

The following criteria are to be considered in determining the area dimensions:

A. Physical and topographical barriers;

B. Weather conditions;

C. Monitoring measurements;

D. Explosion/exposure potential;

E. Physical, chemical, toxicological, etc., characteristics of the

contaminant(s); and

F. Clean-up activities.

5.2.5 OTHER CONSIDERATIONS

The use of a three-zone system of area designation, access control points and

exacting decontamination procedures provides a reasonable assurance against the

translocation of contaminating substance. This control system is based on a "worst case" situation. Less stringent site control and decontamination

procedures than described may be utilized based upon more accurate information

concerning the types of contaminants involved and the contaminating hazards

they present. This information can be obtained through air monitoring,

instrument survey, etc., and technical data concerning the characteristics and

behavior of material present. Site control requirements can be modified within the

limits of safety for specific situations once more reliable data has been analyzed.

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\

Prevailing wind direction

Support Zone

"Cold"

Access Control Points.

I j Contamination Reduction C

m

j I I I Exclusion Zone.

ornaor.

Contamination Reduction Zone iCr^Z).

Command Post

Note: Area dimensions net to sr e. Distances between points may vary.

33
FDNY

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HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

5.3 DECONTAMINATION PROCEDURES

As part of the system to prevent or reduce the physical transfer of contaminants by people

and/or equipment from the site, procedures will be instituted for decontaminating

anything leaving the Exclusion Area and Contamination Reduction Area. These

procedures include the decontamination of personnel, protective equipment, monitoring

equipment, clean-up equipment, etc.

In the event that the public or any emergency responder has been exposed prior to recognition of a hazardous substance, those persons exposed should be isolated to avoid

spreading the contamination and so that proper medical treatment and monitoring can be

arranged.

Those not exposed must be kept out of the contaminated area.

5.3.1 The FDNY maintains a Hazardous Materials Decontamination Unit. The Unit

consists of the Decon trailer and a support unit. The Police Department has a

similar unit that can be utilized as a backup. (See Diagram below)

STAMUESS STEEL CONSTflUCTXM STORAGE or MKD SUTTS

0

2SOOU.U3N WATER TAMK V - tARRELS USED FOR coMTAMWATEO currxiNC

jSO-CAUjON WATER TANK TVCAUJON

WATER HEATER

SHOWER HEADS

(1 CRM EACH)

/ / / / /

STORAGE CABwrr

STORAGE U)CXERS

® FIREFIGHTER ENTERS ® DROPS CLOTHING ® SHOWERS

® PUTS ON PAPER SUIT ® UNDERGOES MEDICAL EXAM © EXITS

34
FDNY

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DCN: 3.02.18 ICS MANUAL, PART 5

HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

5.3.2 The following steps have been designed to deal with personnel decontamination

in worst case incidents. In some situations it will not be necessary to go through

the entire procedure. The decision to implement all or part of the decontamination

process should be based on a field analysis of the hazards and risks of the

hazardous materials involved. The FDNY Hazardous Materials Unit and the N.Y.

City Departments of Health and Environmental Protection supply the

toxicological and reactivity information that determines which techniques apply.

Step I: An "entry point" will be established and marked in order to guide

contaminated personnel into the DECON area.

Step 2: Protective clothing will be removed and isolated.

Contaminated coats, helmets, etc., should be placed in plastic bags

to isolate contaminants. Bagged clothing should be sealed and

placed in recovery drums outside the trailer for further analysis and

for transportation to another location for laundering or disposal.

Step 3: Members enter the rear of the Decon Unit. EMS personnel will

supervise the decon procedures. All personal effects and work

clothing are removed and placed in bags and drums.

Step 4: In almost all cases, members will shower for a period determined

by the type of substance involved. The exceptions occur when the

substance involved is one made more active by water.

Step 5: After showering, members are issued towels and clothing to enable

them to proceed to areas designated by EMS persormel. Members

exit Decon Unit.

Step 6: EMS personnel examine members taking a medical history,

checking vital signs, and follow up on any physical complaints.

This will usually take place in the EMS MERVAN on the clean

side or Support Zone.

Step 7: Any members that require fiirther evaluation or treatment will be

transported by EMS.

Step 8: The Decon Unit will disconnect and store the unit's equipment and

apparatus.

Step 9: Waste water from the showers will be analyzed by DEP.

35
FDNY

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DCN: 3.02.18 ICS MANUAL, PART 5

HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

C4Hot 55

44Warm"

LEGEND

HOTLINE

CONTAMINATION

CONTROL LINE ACCESS CONTROL

POINT-ENTRANCE

ACCESS CONTROL

POINT-EXIT

EXCLUSION

ZONE

n

EXIT

PATH

CONTAMINATION

REDUCTION

ZONE

CONTAMINATION

REDUCTION

CORRIDOR

®

^^^^qJ^" support

ZONE

EXIT

PATH

COMMAND POST

DECON

UNIT

36
FDNY DCN: 3.02.18 ICS MANUAL, PART 5 September 30, 1994 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

5.3.3 A member of the Special Operations Command will Identify apparatus,

equipment and clothing to be decontaminated.

All clothing, personal items, apparatus, tools and equipment will remain at the site pending this determination.

The Special Operations Command (SOC) will arrange for the collection, removal,

transportation, storage, cleaning, and temporary replacement of exposed or contaminated clothing and equipment.

On receipt of members' original clothing. Company Commanders will contact

SOC to arrange return of replacement clothing.

6. INCIDENT COMMAND SYSTEM FUNCTIONS AND RESPONSIBILITIES

Note: These activities are specific to hazardous materials incidents and are in addition to the usual requirements of each position. This does not restrict the IC from staffing other

ICS positions or from specifying additional duties that might be required by the incident.

ANY FUNCTIONS NOT DELEGATED REMAIN THE RESPONSIBILITY OF

THE INCIDENT COMMANDER.

6.1 SAFETY - reports directly to the Incident Commander.

The Safety Operating Battalion will respond to all 10-80 code 2 signals (Level 2 or 3

incidents) and as requested by the Incident Commander. At a hazardous materials

incident, they will monitor conditions and activities in the Support Zone (Cold Zone).

The Safety Operating Battalion Chief at the scene is also designated to confirm that all exposed members participate in the decontamination procedure conducted by the Decon

Team and the Special Operations Decon Officer. If for any reason the Safety Operating

Battalion does not respond to the scene, the Special Operations Decon Officer will

perform this function.

The Safety Chief is responsible for recording the name, rank. Social Security number and

unit identification of all members decontaminated with a description of the

decontamination procedures employed.

The Safety Chief designated will, as soon as practicable after the incident, forward a report to the Bureau of Health Services and the Bureau of Operations. See "Reports"

Section 10.2.

6.1.1 The Hazardous Materials Group Supervisor is responsible for site safety and

operations inside the area bounded by the Contamination Control Line including

the Exclusion Area or "Hot Zone".

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HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

6.2 INFORMATION - reports directly to the Incident Commander.

The Fire Department Public Information Office will be notified upon transmission of

signal 10-80 code 2 (Level 2 or 3 incident).

Firefighters should not make any statements to anyone outside the F.D. chain of

command about the character or nature of a hazardous materials incident. Inquiries

should be directed to the Incident Commander or Information Officer, if the position has

been staffed.

Information to the public will be released in conjunction with the Office of the Mayor as per the NYC Response Plan.

6.3 LIAISON - reports directly to the Incident Commander.

This is a senior Fire Department Officer who is the contact point for representatives of

assisting and cooperating agencies. The Liaison has the authority given by the IC to commit Fire Department resources to specific incident activities and support functions.

The Liaison assists the IC in assigning Technical Specialists to appropriate functions

within ICS.

6.4 OPERATIONS CHIEF - reports directly to the Incident Commander.

The Operations Chief directs, coordinates and controls all tactical activities and functions

necessary to carry out the objectives of Command. Reports directly to the Fire

Department IC.

A. Responsibilities of the Operations Chief.

1 Directs the management of all Fire Department on-scene tactical efforts

needed to gain control of the incident.

2 Works directly with the Fire Department IC and the On-Scene Coordinator

developing both primary and alternative strategies.

3 Determines operational necessities and request additional support when

required.

4, Establishes Sectors and Groups as determined by operational needs.

5 Assigns objectives to Sector and Group Supervisors.

6 Reports changing conditions to the IC.

7, Supervises the Staging Area Manager.

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HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

6.4. 1 TECHNICAL SPECIALISTS (Assigned to Operations)

May be assigned by Command or Liaison Officer to advise or assist in the tactical

activities under the direction of the Operations Chief.

6.5 PLANNING CHIEF - reports directly to the Incident Commander.

A. Gathers, evaluates, disseminates information for the development of alternative

strategies.

B. Maintains records of incident activities for analysis and review, tracks current resource and situation status.

C. Establishes and maintains communications network.

6 5 1 RESOURCE AND SITUATION STATUS

This function will include preparation and maintenance of a Command and

Control Chart as part of the overall site safety plan.

A. The Chart should identify the topographic features of the site, prevailing

wind direction, drainage, location of buildings, physical barriers, tanks,

etc. This information is helpful in:

L Planning activities.

2. Assigning personnel.

3. Identifying access routes, evacuation routes, and any problem

areas.

4. Identifying areas at the site that require the use of personal

protective equipment.

5. As a visual aid during briefing of on site emergency personnel.

B. The Chart should be updated throughout the course of the operation and

should reflect:

1. Changes in site activities;

2. Hazards not previously identified;

3. Weather conditions; and

4. Activities of other agencies on site.

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FDNY

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DCN: 3.02.18 ICS MANUAL, PART 5 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

6.5.2 TECHNICAL SPECIALISTS (Assigned to Planning)

A. May be assigned by Command or Liaison Officer in an advisory capacity

from various parties and agencies with interest or jurisdiction. These

might include representatives of the material owner/shipper, chemists,

field monitoring personnel from other agencies, code and regulation

enforcement officials, members of City agencies with expertise or resource capability of a unique nature.

They will supply technical information, data interpretation, sample

analysis, forecasts, etc.

B. Persons assigned at this level generally do not have decision making

authority for their particular agency unless specifically authorized. They

act in an advisory capacity for incident planning.

C. Information gathered will be used by Command and Operations Chief for

the development and execution of various incident activities.

6 5 3 DOCUMENTATION

A. The IC will designate a member to keep a Log. Log sheets have been

supplied to all Divisions, Battalions, and the Haz/Mat Unit. The Log

should be retained by the Fire Department IC.

Records of these incidents are always important but especially when the

incident results in personal injury, property damage or damage to the

environment.

B. Certain events require more complex documentation. These incidents

include but are not limited to:

L Prolonged mulfi-agency operafion.

2. Mulfiple changes at the Command level.

3. Major events involving several jurisdictions, private corporations,

public utihties, etc. 4. Events involving high risk operations.

5. Multiple injuries or mass exposure.

6. Extensive isolation or evacuation of the public or public areas.

7. Isolation or contamination of environmentally sensitive areas or

facihties.

C. Transcripts of this information can be taken from video tapes,

photographs, and sound recordings made during the event or from notes

kept in a bound log book (not loose-leaf). Log books are carried in each

Command Chiefs car and in the Field Communications Unit.

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HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

D. All information should be recorded objectively. Each person making an

entry should date and sign the document. The number of persons

recording the information should be kept to a minimum.

E. Entries should be made in a timely way to insure accuracy and

thoroughness. Neatness and legibility are essential.

F. The following information should be recorded:

1. Chronological history of the event.

2. Facts about the incident and when they became available

including names, descriptions, source, quantity, and cause of

release, if known.

3. Names and assignments of key personnel and resources.

4. Actions, decisions, orders and directions given: by whom, to whom, and when.

5. Actions taken: who did what, when, where, and how.

6. Possible exposure of personnel.

7. Records of all injuries and illnesses during, or as a result of, the

emergency.

6.6 LOGISTICS CHIEF - reports directly to the Incident Commander.

A. Logistics is the procurement, distribution, maintenance of facilities, services,

materials and personnel to support the incident.

B. The Service and Support functions would include the following responsibihties:

L Service

a. Fire Department Medical Officer:

1. Determine a site for medical facilities. 2. Assist in setting up and recording the transportation of the injured.

3. Provide medical treatment for Fire Department persormel.

b. Facilities

1 . Assist in the operation of the Command Post, recuperation and

care areas and secondary staging for apparatus. Procuring shelter

facilities for persormel.

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DCN: 3.02.18 ICS MANUAL, PART 5 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

2. Support

a. Mask Service

Supply air cylinders or air lines.

NOTE: POTENTIALLY CONTAMINATED CYLINDERS

MUST NOT BE EXCHANGED.

b. Special Units (Supplies)

1. Order and supply specialized extinguishing agents (C02, Foam,

Dry Powder etc.). 2. Order and supply diking, absorbent, or neutralizing materials.

3. Facilitate specialized tools or heavy duty equipment (shoring, cranes, etc.), pumps, etc.

c. Fleet Maintenance

1. Repair and refueling of vehicles at extended operations.

2. Supply vehicles for transportation.

C. Liability, costs to the provider, and the availability of certain types of equipment

preclude irregular or informal arrangements for the procurement of equipment and

supplies. (See Emergency Equipment, Section 3.8)

6.6. 1 TECHNICAL SPECIALISTS (Assigned to Logistics)

Members from the Special Operations Command (SOC) will respond to the scene of each event that requires Decontamination to supervise and facilitate the

procedure for collecting, documenting, and tracking clothing and equipment that

is to be confiscated and replaced.

Procedures and documentation for this phase of operations will be as per

Department publications.

(See Hazardous Materials Group, Section 4.3.6, 4.3.7, 4.3.8)

6.7 FINANCE

Cost recovery/Restitution from the party responsible for the incident or recovery from

governmental funding, involves documenting all information pertinent to the costs involved in mitigating the incident incurred by the Department or the City. All costs must be documented and supported with written materials such as damage reports, time

records, receipts and invoices.

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DCN: 3.02.18 ICS MANUAL, PART 5 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

7. INTERAGENCY SUPPORT SYSTEM - As part of the response system various

agencies will be notified and will respond based on the specific nature of the

incident. It is essential that each responder be familiar with New York City's

broader plan for response to a hazardous materials emergency since each agency

has a specific role in the total response.

The following agency resources are available and will respond as needed and according

to the NYC Hazardous Materials Response Plan. Their duties include but are not

necessarily limited to the following:

A. OFFICE OF EMERGENCY MANAGEMENT (OEM), Police Dept.

Coordinate all City agency activities.

Coordinate evacuation, if necessary.

Consult with Dept. of Environmental Protection Response Team and Poison

Control Center to evaluate the extent of the hazard.

Staff and support Interagency Command Center (ICC).

Contact and maintain liaison with NY State Office of Emergency Management.

B. ON SCENE COORDINATOR (OSC), Police Dept.

Establish Interagency Command Center (ICC).

Establish Communications capability between the site and the ICC.

Establish and maintain overall site security.

Coordinate all on site personnel.

Direct activities of Police Dept. Operations Unit.

Coordinate and select Emergency Response Routes.

Coordinate "offloading", if necessary.

C. POLICE DEPARTMENT, (PD)

Control traffic and emergency vehicle access in site vicinity.

Crowd control and evacuation, if appropriate.

Provide central information and notification center for all City agencies.

D. DEPT. OF ENVIRONMENTAL PROTECTION (DEP)

Dispatch response Team to provide technical personnel and equipment.

Sample and analyze substances and the environment.

Gather information, provide technical guidance to OEM.

Obtain financial approval for and arrange private sector containment, control,

clean up, and disposal of hazardous materials, where necessary.

E. SANITATION DEPARTMENT

Maintain/supply materials for containment and confinement operations.

Clean up and disposal of materials (except liquids) rendered harmless as determined by DEP and Health Dept.

Investigate/enforce environmental/dumping regulations.

43
FDNY DCN: 3.02. 1 8 ICS MANUAL, PART 5

September 30, 1994 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

F. DEPARTMENT OF HEALTH

Provide technical information on materials hazards.

Assess effects to public health.

Provide informational/precautionary press statements concerning public health.

Ensure proper mitigation and disposal of radioactive and etiological agents.

G EMERGENCY MEDICAL SERVICES (EMS)

On site medical services.

Assist in Fire Department decontamination.

H. DEPARTMENT OF TRAFFIC

Facilitate and control traffic flow in area.

I. MAYOR'S PRESS OFFICE

Exclusive authority for public information and warnings.

8. INCIDENT TERMINATION PROCEDURES

8.1 CLEAN UP OPERATIONS

Incident scene activities include removing the hazardous material, all contaminated

debris (including dirt, water, containers, vehicles, tools and equipment) and returning the scene to as near normal as it existed prior to the incident.

Clean up operations are not a Fire Department function. However, assuring that this

clean up takes place is a responsibility of the Fire Department.

The Fire Department will cooperate with the Department of Environmental Protection

(DEP) in arranging clean up activities. The Senior representative of DEP will arrange for

authorization to obtain financial approval for and arrange private sector containment,

control, clean up, and disposal of hazardous materials, where necessary.

In some cases, the Hazardous Materials Unit will take samples of materials for testing.

These samples will be picked up by DEP to be tested and analyzed. Under no

circumstances is any Fire Department unit, including the Hazardous Materials Unit, to transport these samples or any hazardous material, even if properly contained, to any Fire

Department location or facility or other location or agency.

If operations are concluded and DEP has not arrived at the scene, these samples will

remain at the scene for pick up by DEP. The Police Department representative at the scene will safeguard these samples. If the Police Department is not represented at the scene the Police Dept. Operations Unit should be contacted through the dispatcher. The

Fire Department IC should request priority response and be prepared to give all particulars regarding the need for Police assistance.

44
FDNY DCN: 3.02. 1 8 ICS MANUAL, PART 5

September 30. 1994 R\ZARJDOUS MATERIALS EMERGENCY RESPONSE PLAN

The Hazardous Materials Unit shall not be detained at the scene for purposes of

safeguarding materials after control and containment of the substance has been

completed.

Arrangements for the collection, transportation, cleaning, and temporar}^ replacement of

exposed or contaminated Fire Department equipment shall be the responsibility of the

Special Operations Decon Officer at the scene. (See 4.3.6)

8.2 Prior to leaving the scene, the IC shall review the particulars of the incident to make a

preliminary' determination regarding compliance with fire prevention regulations and

directives. Non-comphance should be addressed through violation orders, summonses,

vacate orders etc. If necessary, consult the Bureau of Fire Prevention for assistance.

Additionally, within ten (10) days from the completion of the post incident review, the

IC shall notify the Chief of the Bureau of Fire Prevention of any violation or suspected

violation of stamtes or regulations that he or she became aware of during the course of

the response to the hazardous material incident or during the post incident re\iew

process.

8.3 Specific incident termination instructions will be listed in the incident checklist.

9. POST INCIDENT PROCEDURES

9.1 INCIDENT ANALYSIS

A. The Incident Commander's responsibility following each hazardous materials

operations includes a review of actions taken. Corrective actions should be taken

at the lowest possible level. Recommendations regarding procedures or the

elements of the response plan should be forwarded through the chain of command

with endorsements to the Chief of Department.

B. Prior to leaving the scene, the IC shall review the particulars of the incident to make a preliminary determination regarding compliance with fire pre\ention

regulations and directives. Non-compliance should be addressed through violation

orders, summonses, vacate orders etc.. If necessary, consult the Bureau of Fire

Prevention for assistance.

Additionally, withm ten (10) days from the completion of the post incident

review, the IC shall notify the Chief of the Bureau of Fire Prevention of any

violation or suspected violation of statutes or regulations that he or she became

aware of during the course of the response to the hazardous material incident or during the post incident review process.

45
FDNY

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DCN: 3.02.18 ICS MANUAL, PART 5 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

C. As a standard part of this Emergency Response Plan the Fire Department will

review all hazardous materials incidents in order to:

L Identify and correct any deficiencies in the response plan.

2. Identify trends, patterns, and deficiencies in procedures that need to be

addressed in revised operations, safety, or training programs.

3. Develop a database to establish profiles for decisions re: tools &

equipment, training, budgeting, operations, hazard prevention legislation

etc.

4. Identify incidents where the Fire Department may seek cost recovery or

that may qualify for reimbursement under EPA regulations.

5. Document efforts of proactive intervention to reduce losses.

D. The process begins with a preliminary review of the following incidents:

L City wide 10-80 response record.

2. Exposure reports CD-73; CD-72 Medical reports indicating Hazmat

exposure.

3. Any incident involving "Decon".

4. Level 2 and 3 incidents.

E. Consolidated reports and descriptions of these incidents will be reviewed on a monthly basis by:

1. Bureau of Operations

2. Division of Safety

3. Division of Training

4. OSHA Coordinator

F. Findings and recommendations, if any, from any individual review will be

forwarded through the chain of command to the Chief of Department for

consideration.

G. A formal critique may be ordered by the Chief of Department. The formal

critique report is included in the appendix of this document.

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FDNY

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DCN: 3.02.18 ICS MANUAL, PART 5 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

9.2 CRITIQUE OUTLINE

WTien a formal critique is ordered, the IC for the particular incident shall prepare a

narrative report addressed to the Chief of Department, containing at least the following

information. Include copies of the incident log to reduce preparation time.

1. Identifying information including the date, box number, location.

2. Description of conditions found and actions taken by the first responding units.

3. Description of conditions found and actions taken by the first Chief Officer to

arrive.

4. Describe hazard identification and site control measures taken and results.

5. Describe the personal protective equipment and special chemical protective

equipment used by each group of responders at the incident. Describe decision

made re: changes in these levels of protection.

7. A timeline describing the notification, change of command and arrival of special

units, outside agencies etc..

8. Describe the ICS organizational structure developed. (Include positions staffed,

Command post, sectors / groups, control zones, etc.).

8. A description of the key phases of the incident including sufficient detail to explain changes in incident activities or other significant events during the hfe of

the incident. Include description of alternative plans considered, if any.

9. Description of decon procedures.

10. Description of problems encountered and lessons learned.

9.3 EMERGENCY RESPONSE PLAN REVIEW

A formal cyclical review process and a method of keeping this document current with

existing laws and standards will be developed and implemented at the time this document

is finalized and published.

The review process will be developed with the intent described in the Incident Analysis

portion of this document.

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DCN: 3.02. 1 8 ICS MANUAL, PART 5 HAZARDOUS MATERIALS EMERGENCY RESPONSE PLAN

10. APPENDIX

10 1 REFERENCES

The following list of materials will provide greater insight on the individual subject areas discussed in this document:

A. OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION

29 CFR 1910.120 - Hazardous Waste Operations and Emergency Response;

B. ENVIRONMENTAL PROTECTION AGENCY - 40 CFR 300

C. SUPERFUND AMENDMENT AND REAUTHORIZATION ACT

D. N.Y.C. OFFICE OF THE MAYOR Mayoral Directive 82-2 (revised 1986)

E. OFFICE OF EMERGENCY MANAGEMENT Memorandum of

Understanding - Asbestos (12/5/89)

10.2 ABBREVIATIONS

CFR - Code of Federal Regulations

CP Command Post

DEP - Department of Environmental Protection

DOT - Department of Transportation

ERG - Emergency Response Guidebook (DOT)

ERP - Emergency Response Plan

EMS - Emergency Medical Services

EPA - Environmental Protection Agency (Federal)

HAG - Hazard Action Guide

IC Incident Commander

ICS - Incident Command System

NFPA - National Fire Protection Association

OEM - Office of Emergency Management (NYC)

ORM - Other Regulated Materials

OSHA- Occupational Safety and Health Administration

PPE - Personal Protective Equipment

SCBA - Self Contained Breathing Apparatus

SOC - Special Operations Command

SOP - Standard Operating Procedure

- END OF PART 5 -

48
DCN: 4.03.08 ICS MANUAL

PART 6

March 31, 1991

GLOSSARY OF TERMS

Appendix A

Incident Command System

Reproduced with permission of The Fire Department of the City of New York

1
FDNY

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DCN: 4.03.08 ICS MANUAL

GLOSSARY

A

AGENCY REPRESENTATIVE

Individual assigned to an incident from another agency who has been delegated full authority to make decisions on all matters affecting that agency's participation at the

incident. Agency representatives report to the Incident Liaison Officer. (See also:

LIAISON)

"ASSIGNED" RESOURCES

Manpower and/or equipment assigned and performing tasks at an incident.

ASSISTING AGENCY

An agency (Law enforcement, EMS, etc.) directly contributing suppression, rescue, support service resources and/or personnel to another agency. (See also:

COOPERATING AGENCY; LIAISON ) "AVAILABLE" RESOURCES

Resources assigned to an incident and not committed to a work assignment, but ready for

immediate deployment.

The organization level instituted by the IC or Operations Chief to maintain appropriate

span of control over an excessive number of sectors/groups; when operations may be in

several locations; diverse functions are being managed. A branch may be geographical or

functional in nature. Example: An Exposure 3 Branch, EMS Branch.

BRANCH COMMANDER

An ICS title for individuals responsible for command of a BRANCH. Radio designation

is as assigned by the IC or Operations Chief. (In the previous example, "EXPOSURE 3" or "EMS COMMAND")

ICS title for individuals responsible for command of the functional Sections: Operations,

Planning, Logistics and Finance. (See individual listings)

B

BRANCH

C

CHIEF

COMMAND

2
FDNY

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DCN: 4.03.08 ICS MANUAL

GLOSSARY

The function of directing, ordering and/or controlling resources by virtue of explicit legal,

agency, or delegated authority; Radio designation for the Incident Commander.

COMMAND POST

An area from which the Incident Commander exercises command and control over the

incident.

COMMAND POST COMPANY

Engine companies that assist in the operation of the lobby command post at a high-rise

fire or emergency.

COMMAND STAFF

The command staff consists of Information, Safety, and Liaison Officers, who report

directly to the Incident Commander. (See individual listings)

COMMUNICATIONS

A sub-function of the Planning Section. Provides a network for the interchange of

information within the ICS and between the command post and the dispatcher.

COMMUNICATIONS COORDINATOR (COMCORD)

Battalion Chief who serves as a communications manager. Controls all communications

and supervises or maintains its associated functions (Field Comm., Command Control

Chart, Etc.)

COOPERATING AGENCY

An agency supplying assistance other than direct suppression, rescue, support, or service

functions to the incident control effort (Red Cross, Utility company, etc.). (See also:

ASSISTING AGENCY; LIAISON)

COORDINATION

The process of systematically analyzing a situation, developing relevant information, and

informing appropriate command authority (for its decision) of viable alternatives

for selection of the most effective combination of available resources to meet specific

objectives.

The coordination process (which can be either intra-or interagency) does not, in and of

itself, involve command dispatch actions. However, personnel responsible for

coordination may perform command or dispatch functions within limits as established by

specific agency delegations, procedures, legal authority, etc. (See also: UNIFIED

COMMAND)

COST

A sub-function within the Finance section responsible for tracking cost, analyzing cost

data, making cost estimates and recording cost-savings measures. (See FINANCE)

D-E

3
FDNY

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DCN: 4.03.08 ICS MANUAL

GLOSSARY

DEMOBILIZATION

A sub-function within the Planning Section. Responsible for assuring orderly, safe,

efficient demobilization of resources committed to the incident.

DOCUMENTATION

A sub-function with the Planning Section responsible for recording/protecting all documents relevant to incident.

FACILITIES

A sub-function within the Logistics Section providing for facilities required at the

incident. The facilities may include rehabilitation areas, feeding areas, security and

hghting for the command post etc..

'

FIELD COMMUNICATION UNIT

A mobile facility carrying various types of communications equipment. This tactical

command unit may serve as a field command post. It comprises the major portion of the

incident communications center. It provides Resource and Situation Status at major

incidents. (See also: COMMUNICATIONS; RESOURCE & SITUATION STATUS)

FINANCE SECTION

Responsible for tracking all costs and evaluating the financial considerations of the

incident. When staffed reports directly to the IC. (See COST; PROCUREMENT; TIME)

FLEET MAINTENANCE

A sub-function within the Logistics Section responsible for fueling/maintaining/repairing

vehicles/equipment and the transportation of supplies. (See also: SUPPORT )

A sub-function within the Logistics Section responsible for providing food/refreshments

for personnel involved with incident. This is currently provided by the Third Alarm

Association. (See also: SERVICES )

GENERAL STAFF

The group of incident command personnel comprised of the Incident Commander,

Operations Chief, Planning Chief, Logistics Chief and Finance Chief. (See also:

INCIDENT COMMAND SYSTEM)

F

FOOD

G

4
FDNY

March. 31. 1991

DCN: 4.03.08 ICS MANUAL

GLOSSARY

GROUP

An organizational level responsible for a specified functional assignment commanded by

a group supervdsor. Examples include: Ventilation group; Search group; Decon group.

(See also: SECTOR)

GROUP SUPERVISOR

Individual responsible for managing a functional group. Radio designation is derived

from assigned function. For example, "SEARCH GROUP 1".

USCIDENT

An occurrence or event, caused by human or natural phenomena. It requires action by

emergency service personnel to prevent or minimize loss of life or damage to property

and/or natural resources.

INCIDENT ACTION PLAN

The strategic goals, tactical objectives and support requirements for the incident. It is an

ordered sequence of events, occurring within a designated period of time, that results in

the accomplishment of specific objectives.

INCIDENT COMMANDER (IC)

The individual responsible for the management of all incident operations. The radio

designation for the IC is "COMMAND".

INCIDENT COMMAND SYSTEM (ICS)

An emergency operations management structure which provides for unity of command

and the efficient use of resources for the effective accomplishment of stated objectives

pertaining to an incident. It includes the combination of facilities equipment, personnel

and communications operating within a common organizational structure. INFORMATION AREA

A functional area from which factual and timely reports are disseminated to the news

media or other agencies.

INFORMATION OFFICER

The individual assigned responsibility for gathering and disseminating factual and timely

reports to the media and other agencies. The release of information must be approved by

the IC. The Information Officer is a member of the Command Staff. Radio designation is "INFORMATION". (See: COMMAND STAFF)

H-I

J-L

5
FDNY

March, 31, 1991

DCN: 4.03.08 ICS MANUAL

GLOSSARY

LIAISON OFFICER

The point of contact for assisting and cooperating agencies (local, State, Federal, or

private sector) as needed or as directed by the Incident Commander. The Liaison Officer

is a member of the Command Staff and has authority to commit resources to incident

activities. Reports directly to IC. Radio designation is "LIAISON". (See: COMMAND

STAFF)

LOGISTICS SECTION

Responsible for the procurement, distribution, maintenance and replacement of services,

materials and personnel to support the incident. Managed by the Logistics Section Chief.

Radio designation is "LOGISTICS". (See also: SERVICES; SUPPORT )

MEDICAL OFFICER

The Fire Department Medical Officer directed by the Incident Commander to respond to the incident and provide medical care for fire personnel. Radio designation is "MEDICAL OFFICER".

MUTUAL AID

Documents between the City of New York and surrounding communities in which the

parties agree to assist one another upon request by furnishing persormel and equipment in an emergency situation.

ICS tide for the Command Staff positions of Safety, Liaison, and Information. Also used

when a individual supervises a sub-function within Plarming, Logistics, or Finance.

ON-SCENE COORDINATOR (HAZ-MAT)

The highest ranking Police Dept. official at the incident. Responsible for coordinating

responding agencies.

OPERATIONS SECTION

Staffed by the IC to carry out all the tactical decisions of the Incident Commander. May

include as many as 5 Branches, 25 Sectors or Groups, and 125 Single Resources, or teams. Managed by the OPERATIONS CHIEF.

M

N-O

OFFICER

6
FDNY

March. 31. 1991

DCN: 4.03.08 ICS MANUAL

GLOSSARY

OPERATIONS SECTION CHIEF

Responsible for all tactical operations at the incident. Radio designation is "OPERATIONS".

"OUT-OF-SERVICE" RESOURCES

Resources assigned to an incident but unable to respond for mechanical, rest, or personnel reasons.

P

PLANNING SECTION

Collects, evaluates, and disseminates information regarding the incident. Supervises the

development of the incident action plan. Sub-functions include resource and situation

status, documentation, demobilization, technical specialists and communications.

Managed by the Planning Section Chief. Radio designation is "PLANNING".

PLANNING MEETING

A meeting, held as needed throughout the duration of an incident, to select specific

strategies and tactics for incident control operation and for service and support planning.

POLICE OPERATIONS COMMANDER

Responsible to the Incident Commander for the management of police related fiinctions.

POST INCIDENT ANALYSIS

A review and discussion of actual operations and support performed in a recent incident,

for the purpose of (1) identifying areas of strength and weakness and (2) developing

corrective measures. It is conducted by key persons involved in the incident.

PROCUREMENT

A sub-function within the Finance Section responsible for financial matters involving

vendors.

Q-R

RESOURCES

All personnel and major items of equipment available, or potentially available, for

assignment to incident tasks on which status is maintained.

RESOURCE & SITUATION STATUS

7
FDNY DCN: 4.03.08 ICS MANUAL

March, 31, 1991 ^ GLOSSARY

A sub-function within the Planning Section. Responsible for recording the status of

resources committed to incident and evaluation of: resources currently committed to incident; the impact that additional responding resources will have on incident;

anticipated resource needs and analysis of the situation as it progresses.

RECUPERATION AND CARE AREA

Area designated for personnel to rest or for protection from the elements.

S

SAFETY OFFICER

Responsible for monitoring and assessmg safety hazards or unsafe situations and

developing measures for ensuring personnel safety. Member of the Command Staff.

Radio designation is "SAFETY".

SECTION

That organization level having functional responsibility for primary segments of incident

operations, such as: Operations, Planning, Logistics, and Finance. The Section level is established by the IC and supervises or manages various sub-functions. (See individual

titles)

SECTOR

Organizational level having responsibility for Incident Operations in a specified

geographical area, commanded by a sector supervisor.

SECTOR SUPERVISOR

The individual responsible for operations within a defined sector (geographical area).

Radio designation is derived from assigned area. For example, "EXPOSURE 2".

SERVICES (LOGISTICS)

The supplying of medical, food or facility needs to operating fire persomiel. (See also:

FOOD; MEDICAL; FACILITIES )

SINGLE RESOURCE

An individual, company, or specialized unit. Radio designation is by unit name unless

assigned to an specific ICS function or designation by the IC. (See also: UNIT ) SPAN OF CONTROL

The supervisory ratio, usually limited to three to seven subordinates, delineating the

management limits of a supervisor.

8
FDNY

March, 31. 1991

DCN: 4.03.08 ICS MANUAL

GLOSSARY

STAGING AREA

Location where incident personnel and equipment are assembled prior to assignment at an incident. It should provide good access to the scene. It is supervised by a Staging

Area Manager.

STAGING AREA M4NAGER

The individual designated by the Incident Commander, responsible for the assembling of

personnel and equipment in the staging area. Reports to the IC until Operations Section is staffed. Radio designation is "STAGING".

STRATEGIC GOALS

The overall plan that will be used to control the incident. Strategic goals are broad in

nature and are achieved by the completion of tactical objectives.

SUPPORT (LOGISTICS)

A sub-function within the Logistics Section providing the persormel, equipment, and

supplies to support incident operations. This includes Mask Service, Fleet Maintenance,

and any other specialized supply/support units. (See also individual titles)

TACTICAL OBJECTIVES

The operations that must be performed in order to satisfy the strategic goals. This is how

the job should be done and they must be both specific and measurable.

Any combination of single resources (units) or individuals put together for a temporary

assignment under the direction of an officer. The number of individuals or single resources should not exceed five. Radio designation is as per related function or activity.

For example "ROOF"(team) or "EXPOSURE 2"(team).

Personnel with special skills who are activated only when needed for a particular

incident. These may include environmental or hazardous material experts, building

engineers, Special Operations officers etc.. May work with the Planning Section or anywhere within the ICS Organization as directed.

A sub-function within the Finance Section. Responsible for record keeping of time for

personnel working at incident. (See also: FINANCE )

T

TEAM

TECHNICAL SPECIALISTS

TIME

U-Z

9
FDNY

March, 31, 1991

DCN: 4.03.08 ICS MANUAL

GLOSSARY

UNIT

An organization element having responsibility for a specific function as designated by the

Department (an Engine Co.; Field communications etc.) or Incident specific activity or

function as designated by the IC (Documentation; Food, etc.).

UNIFIED COMMAND

Shared responsibility for overall scene management as a result of a multi-agency or

multi-jurisdiction incident. Goals, tactical objectives, tactical operations and use of

resources are decided jointly. Implementation of the joint action plan is the responsibility

the OPERATIONS CHIEF who usually is the representative of the agency having the

greatest jurisdictional involvement.

BY ORDER OF THE FIRE COMMISSIONER AND THE CHIEF OF DEPARTMENT

10
Appendix B

Police/Fire Protocol

DCN: 3.01.03 A.U.C. 276

April 5, 1994

POLICE/FIRE PROTOCOL

Appendix B

AUC #276 Police/Fire Protocol

Reproduced with permission of The Fire Department of the City of New York

1
FDNY

April 5, 1994

DCN: 3.01.03 A.U.C. 276

POLICE/FIRE PROTOCOL

1. INTRODUCTION

A protocol has been established to put an end to the confusion concerning the roles and

responsibilities of the Police and Fire Departments at emergencies.

This protocol was developed in an atmosphere of cooperation and mutual respect

between our two departments and with the interest of the public as a top priority.

The Fire Commissioner expects the cooperation of all officers and members to insure the

successful implementation of this protocol.

2. GENERAL OPERATIONAL GUIDELINES

2.1 NOTIFICATIONS: Under the new protocol, both agencies will be responsible for

immediately notifying the 911 communications system of any hfe-threatening situation

which has come to their attention. The 911 system will, in turn, be responsible for

notifying the appropriate response agencies. Implementation of the protocol will be

monitored and evaluated by the Mayor's Office of Operations.

2.2 At the scene of a fire, the ranking Fire Department officer will assume command. The

ranking member of the Police Department will report to the fire officer in charge and

offer any assistance that may be required. The police supervisor will request the Fire

Department commander to inform Fire Department subordinates that evidence, especially

in suspected arson or explosive cases, MUST be preserved and safeguarded.

2.3 The ranking Police Department officer will assume command at the scene of a non-fire

emergency. The ranking Fire Department official will report to the police commander

and offer any assistance that may be required. The police and fire officers in command

will make a joint examination to determine if the potential for a fire exists. In any case, the police commander will consider the recommendations of the fire officer in charge

concerning actions to be taken to prevent a fire.

2
FDNY

April 5. 1994

DCN: 3.01.03 A.U.C. 276

POLICE/FIRE PROTOCOL

2.4 At the scene of any emergency, the police and fire officials in charge of their department

resources will determine the special equipment carried by police and fire department

units on the scene. The most effective and efficient tools required to effect a rescue will

be used regardless of whether the tool belongs to the Police Department or the Fire

Department. Furthermore, when conducting a joint operation, the special talents and

abilities of members of both departments will be considered when making assignments

and the first responding unit will commence rescue operations without delay.

2.5 During a joint operation, specific directions to members of both departments will be

issued through their department's chain of command. Ranking police and fire commanders will confer frequently concerning orders and directions to be issued. The

ranking officers of the Police and Fire Departments MUST be aware of the need for

mutual cooperafion. All police personnel and fire personnel MUST understand that they

will be held strictly accountable for their conduct during joint operations.

3. SPECIFIC OPERATIONAL GUIDELIISES

3.1 WATER RESCUES: The Fire Department and the Police Department will dispatch

qualified divers to the scene of water rescues and upon arrival, will immediately

commence rescue operations under the direction of the ranking police officer. The Police

and Fire Department Scuba Units will undertake joint training exercises at least twice

annually so that their rescue activities are well coordinated.

3.2 BOMB THREATS: Upon locating the explosive device, the NYPD Emergency Services

Unit will request the bomb squad to respond to the scene. A Fire Department unit will

respond to a nearby mobilizafion point designated by the ESU officer and await further

instructions. The ranking police officer at the scene will remain the coordinator of on site operations.

3.3 HAZARDOUS MATERIALS: Both the Fire and Police Departments will respond to the scene of all hazardous materials incidents. The containment and mitigation of such

materials will be done under the direction of the ranking fire officer.

3.4 STRUCTURAL COLLAPSES: Both the Pohce and Fire Departments will continue to respond to structural collapses. Rescue operations utilizing fire and police personnel will

be under the ranking fire officer at the scene. All other on site activides will be

coordinated by the ranking police officer. The departments will conduct joint structural

collapse training exercises at least twice a year.

3.5 VEHICLE ACCIDENT EXTRICATION: The first extrication equipped unit to arrive on

the scene. Police or Fire, will initiate rescue operafions, and continue until they have

finished, or until they request and receive relief. When both Police and Fire Units are on

the scene, command of the overall operation will be under the ranking Police supervisor

at the scene.

3
FDNY DCN: 3.01.03 A.U.C. 276

April 5, 1994 POLlCE/FlRE PROTOCOL

3.6 UTILITY EMERGENCIES: The Fire Department will assume primary responsibility for

mitigating gas leaks, water leaks, fallen electrical or telephone lines, flooding conditions,

fallen trees which are blocking roadways or unstable building facades. Police officers

will respond to the scene only if requested by the Fire Department.

4. CONCLUSION

Both agencies are committed to insure the most effective response to life or death

emergencies. This protocol is an important step towards achieving our objective.

BY ORDER OF THE FIRE COMMISSIONER AND THE CHIEF OF DEPARTMENT

4
Appendix C

Agreements Between

The Port Authority of New York and New Jersey and

The Fire Department of the City of New York

Reproduced with permission of The Port Authority of New York and New Jersey.

THE TOKTAimiOKIIYUJJLPlKlJWiSlKIJiJ New York. New York 10048

Law Department

Jeffrey S. Green

Gerwral Counsel November 5. 1993 LawferKC S Holncnter. Chie! Finance DivisKXi (212) 435-6220 (201)061-6500 xC220

Charles G. Sturcken. Deputy General Counsel

The New York City

Department of Buildings - Executive Offices

60 Hudson Street

14th Floor

New York, New York

RECEfVED

NOV 0 9 1993

NOTED.

REFERRED TO. Dear Mr. Sturcken:

Enclosed please find a fully executed original of the Memorandum

of Understanding between the Port Authority and the New York Cit/

Department of Buildings.

For your information, the gubernatorial review period for the

enclosed agreement will end at midnight Wednesday, November 17, 1993. It has been a pleasure working with you on this matter.

Enclosures

cc William H. Goldstein, Deputy Executive Director. Caoital Proaroms

bcc: J.S. Green, P.S. Cooper (51 N) . A.A. DiNome (68S), E.J. Fasullo (72S),

LS. Hofrichter, F.J. Lombardi (72S). C.J. Maikish (35E), A.J. Roiola,

S.T. Van de Walle

Very truly yours.

Walter M. Frank

Deput/ Chief, Finance Division

Law Department
MEMORANDUM OF UNDERSTANDING BETWEEN THE NEW YORK CITY DEPARTMENT

OF BUILDINGS AND THE PORT AUTHORITY OF NEW YORK AND NEW JERSEY

This Memorandum shall govern the relationship between the New

York City Department of Buildings (the 'Department') and the Port Authority of

New York and New Jersey (the 'Port Authority'), both parties entering into this

agreement with the intention to establish procedures to be followed by the

Port Authority for any building construction project ('Project'), to be undertaken

by the Port Authority or any of its tenants at buildings owned or operated by

the Port Authority and located in the City of New York (the 'City), to assure conformance of Projects at such buildings with the standards set forth in the

New York City Building Code (the 'Code').

While the facilities of the Port Authority, an agency of the States

of New Yort< and New Jersey, are not technically subject to the requirements

of local building codes, the long-standing policy of the Port Authority has been

to assure that its facilities meet and, where appropriate, exceed Code

requirements.

The purpose of this Memorondum is not only to restate that longstanding policy as part of an understanding with the City but . to provide

specific commitments to the Department, as the agency of the City responsible

for assuring compliance with the Code, regarding procedures to be undertaken

by the Port Authority for any Project at its facilities in the City to assure that the

buildings owned or operated by the Port Authority within the City are in

conformance with the Building Standards contained in the Code.

Accordingly, the Department and the Port Authority hereby agree

OS follows:

1 . Port Authority Review. To assure conformance with the building

standards set forth in the Code at the time of the design and construction of

any Project, the Port Authority shall, in the case of each Project, thoroughly

review and examine all plans in connection with such Project for conformance

with the building standards set forth in the Code. Plans prepared for Projects

to be undertaken by Port Authority tenants shall be prepared and sealed by

a New York State licer^ed professional engineer or architect retained or employed by tenant; plans prepared for Projects to be undertaken by the

Port Authorit/ shall be prepared by a New York State licensed professional

engineer or architect employed or retained by the Port Authority. The Port

Authority's examination of plans shall be conducted by New York State

licensed architects and engineers retained or employed by the Port Authority.

The Port Authority engineer or architect approving the plans for any Project

from the standpoint of Code conformance shall be a New York State licensed

architect or engineer who shall not hove assisted in the actual preparation of

such plans.

2. Project File. The Port Authority shall maintain a file (the 'Project

File') for each Project which file shall at all times contain the most recently

1
prepared drawir^gs, plans and any other documents required in connection

with the review of the Project from the standpoint of Code conformance. In the case of any Project being effectuated by a tenant of the Port Authority

(a 'Tenant Project') such file shall also include the Tenant Alteration Application

prepared by the Tenant. In the cose of any project administered by a line

department of the Port Authority, such file shell include any construction

application prepared in connection with such Project. The Line Depoctments

of the Port Authority are currently its World Trade, Aviation, Interstate

Transportation, Port, and Regional Development Departments.

3. Project Certification. For each Tenant Project, the Port Authority

shall require the Tenant to obtain the certification of a New York State licensed

architect or engineer that such Project was constructed in accordance with

the approved plans and specifications for such Project. For any Project

effectuated by the Port Authority, the Chief Engineer or his successor in duties

shall certify that the Project was constructed in accordance with the approved

plans and specificatior^ for the Project. Certifications for each Project shell be

maintained in the Project File.

4. Copies of Project RIe. The Deportment- may at any time

request the Port Authority to provide it with a copy of ony Project File and the

Port Authority shall' promptly provide a copy of the Project File to it.

5. Variances. The Port Authority shall promptly advise the

Department of any Project approved by the Chief Engineer of the Port

Authority which involves, in the judgment of the Chief Engineer of the Port

Authority or his successor in duties, a variance from the clear requirements of

the Code. In the event that the Department disagrees with the manner in

which questions of Code conformance hove been or are proposed to be

dealt with in connection with such Project, it may so advise the Authority. The

Port Authority shall seek expeditiously to resolve the matter. Any matter of

Code conformance in connection with such Project which the Department

believes involves an unacceptable variance from the requirements of the

Code shall be subject to the further review of the Port Authority Board of

Commissioners. The Commissioners shall be advised of the Department's views

on the matter.

6. Inspections and Surveys. The Port Authority shall continue to

conduct or cause to be conducted all building inspections, during both

construction and post-construction periods, required under the Code. In addition, the Port Authority will continue to perform structural integrity

inspections on a cyclical basis for all of its structures located in the City.

7. Port Authority Responsibility . As indicated above, the purpose

of this Agreement is to set forth certain basic understandings between the

Department and the Port Authority. It is understood, however, that the Port

Authority with its tenants shall continue to bear the responsibility for life safety

in buildings at its facilities and nothing in this Agreement is intended to impose

any obligations of inspection or review on the Department. The Department

shall refer bock to the Chief Engineer of the Port Authority any requests for

2
information or interpretation which it may receive from tenants of the Port

Authority with respect to any Project.

8. No Personal Liability. No Commissioner, officer, agent or employee of the Port Authority or the Department shall be held personally

liable under any provision of this Agreement or because of its execution or attempted execution or because of any breach or alleged breach thereof.

IN WITNESS WHEREOF, the parties

instrument to be signed, sealed and attested.

hereto hove caused this

AnEST:

Secretar/

THE PORT AUTHORITY OF NEW YORK

AND NEW JERSEY

Stanley Brezenoff

Executive Director

DATE

AHEST:

Wj^vi Pubfe, sac Gl

C9.Tlff)llSi;;>S C>,-.Jrti JS'.«?V DATE: lohim

THE NEW YORK CITY DEPARTMENT

BUILDINGS /

Stev^rt D. CBnerT

Acting Commissioner

3
WTCI-113.P

y^-l. ^THT^ORt AUTHORITY- OF NEW YORK AND NEW .JERSEY

Commercial Litigation Division (68Ej

G:T18 All : 02

TO: Lysa Meduri, Acting Secretarv' FROM: Walter M. Frank

DATE: October 16. 1995

Memorandum

1 _

^-i^r r- SUBJECT: Transmittal of Letter Agreement - NY'C Department of BfiiTdrngs

Copy to: J. Green, N. Chan&aii, P. Cooper, W. Goldstein, H. Henschel, F. Lombardi

Transmitted for the official records of the Port Authority' is a L-etter Agreement

betv-'een the Port Authorit)- and the New York Cit>' Department of Buildings providing for a change to the recent Supplement to the Basic Memorandum of Understanding between the

Department and the Port Airthorit)' in connection v-ith the Port Authorit>''s Tenant SelfCertification Program at the World Trade Center.

Walter M. Frank

Deput>' Chief

Commercial Litigation Division

^^MFigk

End
THE pom"AirraoiOTY®[7[M©Ra^ One World Trade Center New York. N Y. 10048

September 15. 1995

William H Goldstein Deputy Executive Director/ Capital Programs

(212)435-8415

(201)961-6000 X8415 Honorable Joel A. MIele. Sr.. Commissioner

Depxirtment of Buildings

City of New York

60 Hudson Street

New York. New York 10013

Dear Commissioner Miele:

As you kf^ow, tf>e Port Auttxxtty of New York ar>d New Jersey (tt^e 'Port

AuttTorlty") oryj ttie New York City Departrmnt of BulWIr^gs (ttie 'Deportmenf) recentty

executed o supplermnt (ttie 'Sup>pleraent^ to tt^e MemorarKlum of UnderstarvdIrg

t:>etween ttie Department and tt^ Port Auttxxtty to pfovkle ttxit tt^ Port AuttyDrit/s

tenant at tt^ Workj Trade Center coukd. In lieu of any review by ttie Port Auttx>rlty, use New York State licensed architects or er^glneers meetlr>g qualifteatkx^ to be

estobilshiod by tf»e Port Auttx>rit/ to: (A) prepare arxj review suchi tenant's plore for

tt^ coTkstruction of any project ond certify ttX3t such plar>s conform with tt>e bulldlr^

starvjords set forth In tt>e New York City Buikjing Code arxj (B) certify ttvat such prefect

tx3s been constructed In accordarce with tt^ approved p>k3ns arvd specifications for

such project.

As you also krvDw, tt^ Supplement provkJes ttxit ttie person or firm

performing the review and certtfteation described In (A) atx)ve stx3ll not be tt^ sanr>e person or firm provkjing the certlfk:atlon described In (B) atx)ve. A copy of ttie

Supplement Is attached.

This letter will -confirm the agreement of the Port Auttx>rlty arKi the

Department ttxrt. rvDtwit^istandiryg the lost senter>ce of p>aragraph 1 of tt>e Supplement,

a slr^gle licensed consultant may nrxske both certlfkxitlor\s described In (A) arKl (B) of

such paragraph, except wtiere iUQ atteratkxi woukj ctxartge tf>e ctiaracter of the

occuparkcy group urxler paragraph 27-237 of the New York Qty -Bulkjlr>g Code which

would txive been applk:able to such space txid such space been located In a

privately owned buikjlr^.

If tfke foregolr^ meets with your approval, please be good erojgh to

sign this letter on betxjtf of ttie Department wt^ere lr>dk:ated below and return or>e of

\hQ originals to me. In light of the fact ttKJt three origirxals of ttie Supplement were

fumlstied to tf»e Dep>artment. we txave, for your record purposes, executed In total four

origlrxjls of this letter.

Very trul^yours.

William H, Goklstem

Deputy Executive Director

Capital Prograrr^

OF BUILDINGS
SUPPUEMElSfT TO MEMORANDUM OF UNDERSTANDING

BETWEEN THE NEW YORK CITY DEPARTMENT OF

BUILDINGS AND THE PORT AUTHORITY OF NEW

YORK AND NEW JERSEY

In November, 1993 the New York CltY Deportmer^t of Buildings (the

'DGpartment') and the Port AuthorltY of New Yort< and New Jersey (the 'Port

Authority') entered into the attached Memorandum of Understanding (the

'MemorarxJum*) establishing certcwn procedures for the purpose of helping to

assure conformance of cor^struction projects to be ur%dertaken at buildings

owned or operated by the Port Authority in New York City with the starxlards

set forth In the New York CitY Buildir>Q Code,

Recentty, ttie Department lm(:>lemer^ted Its own optiorxil pkan

review system provldlryg for professiorKDi certificatkx^s of appllcatlor^ arKl plans

arxJ subsequent coristructlon wOf1< foiHr>g urxJer Its jurisdiction.

The purpose of this Supplement to ihe Memorandum Is to provide

urvjer the Memorandum for the adoption by the Pott Auttx^rity of a procedure^

ufxJer which any Port Authority tenonts at tfie Worid Trade Center may utilize

New Yof1< State licensed architects or er»gir>eers to certify. In lieu of any review

by the Port Autt^koritY, that 0) ttie tenant's corctruction plor^ are in

conformonce with ifye standards set forth in the New York City Building Code,

and CD constructkDn has been performed in accordance with such plans. It belrig understood that the p>er5ons makir^g ^he certlfk:ations described In (i)

and (10 shall not be the same.

Accordingty, the Department and the Port Auth>ority hereby agree

that the Memorandum Is amended as foHows:

1. Professional Certtfication. Notwithstanding anything to the

contrary In the Memorandum, the Port Auttx>rity may, in Heu of any reviews or

certlfk:atlor^ by the Port Authority provided for In tt^ Memorandum, provide

procedures pursuant to whiich Its tenants at tfje Worid Trade Center may utilize

New York State licensed architects or er^gineers meeting qualifications to be

estabfist^d by the Port Authority to (A) prepare and review such tervant's plans

for the construction of any project and certify that such p>lar*ts conform with the

building standards set forth in the New York City Building Code and (8) certify

that such project has been constructed In accordance with the approved

plans arxJ specifications for such project. The person or firm performing the

review arxj certlflcatkDn described in (A) above shall not be the same person

or firm provkJIng the certification described in (8) obove.

2. Other ProvTskx^s Except os provided herein, all the terms and

condrtions of the Memorarxjum stxiH rertKiin in fuB force arxi effect.

3. No Personol Uability. No Convnissionef, officer, agent or employee of the Port Authority or the Department shall be hekj personally
liable under any provision of this Supptement or because ot its execution or attempted execution or becouse of ony breach or alleged breach thereof.

IN WITNESS WHEREOF, the parties hereto have caused this

Ir^trument to be signed, sealed and attested.

ATTEST: THE PORT AUTHORITY OF NEW YORK AND

WITNESS: frank m. Schwartz

Notify PuMk. Sut* o( N4W York No.41-4632Stft

Quaildad In Qu««ft» Cooetr

Cofflmitiion Eipifetian.31.18JL/

THE NEW

BUILDINGS

DATE: ^

YORK CITY DEPARTMENT OF
I ma- r-^^aa m^XM 

h '^u u\_iu ".SJ UVXl^ New York. New York 10048

Law Department

Jeffrey S Green

General Counsel November 5. 1993 Lawrence S. Hofricnier. CfiieJ Finance Division (212)435-6220

(20 1) 961-6600 XG220

Charles G. Sturcken, Deputy General Counsel

The New York City

Department of Buildings - Executive Offices

60 Hudson Street

14th Floor

New York, New Yor1<

RECEIVED

NOV 0 9 1993

NOTED.

REFERRED TO. Dear Mr. Sturcken:

Enclosed please find a fully executed original of the Memorandum

of Understanding between the Port Authority and the New York City

Department of Buildings.

For your information, the gubernatorial review period for the

enclosed agreement will end at- midnight Wednesday, November 17, 1993. It has been a pleasure working with you on this matter.

Enclosures

cc: William H. Goldstein, Deputy Executive Director. Capital Proaroms

bcc: J.S. Green, P.S. Cooper (51 N) . A.A. DiNome (68S), E.J. Fasullo (72S),

LS. Hofrichter. F.J. Lombardi (72S), C.J. Maikish (35E), A.J. Roiola,

S.T. Van de Wolle

Very truly yours.

Walter M. Frank

Deputy Chief, Finance Division

Law Department
MEMORANDUM OF UNDERSTANDING BETWEEN THE NEW YORK CITY DEPARTMENT

OF BUILDINGS AND THE PORT AUTHORITY OF NEW YORK AND NEW JERSEY

This Memorandum shall govern the relationship between the New

York City Department of Buildings (the "Department") and the Port Authority of

New York and New Jersey (the "Port Authority"), both parties entering into this

agreement with the intention to establish procedures to be followed by the

Port Authority for any building construction project ("Project"), to be undertaken

by the Port Authority or any of its tenants at buildings owned or operated by

the Port Authority and located in the City of New York (the "City), to assure

conformance of Projects at such buildings with the standards set forth in the

New York City Building Code (the "Code").

While the facilities of the Port Authority, an agency of the States

of New York and New Jersey, are not technically subject to the requirements

of local building codes, the long-standing policy of the Port Authority has been

to assure that its facilities meet and, where appropriate, exceed Code

requirements.

The purpose of this Memorandum is not only to restate that longstanding policy as part of an understanding with the City but to provide

specific commitments to the Department, as the agency of the City responsible

for assuring compliance with the Code, regarding procedures to be undertaken

by the Port Authority for any Project at its facilities in the City to assure that the

buildings owned or operated by the Port Authority within the City are in

conformance with the Building Standards contained in the Code.

Accordingly, the Department and the Port Authority hereby agree

as follows:

1 . Port Authority Review. To assure conformance with the building

standards set forth in the Code at the time of the design and construction of

any Project, the Port Authority shall, in the case of each Project, thoroughly

review and examine all plans in connection with such Project for conformance

with the building standards set forth in the Code. Plans prepared for Projects

to be undertaken by Port Authority tenants shall be prepared and sealed by

a New York State licer^ed professional engineer or architect retained or employed by tenant; plans prepared for Projects to be undertaken by the

Port Authority shall be prepared by a New York State licer^ed professional

er^gineer or architect employed or retained by the Port Authority. The Port

Authority's examination of plans shall be conducted by New York State

licensed architects and engineers retained or employed by the Port Authority.

The Port Authority engineer or architect approving the plans for any Project

from the standpoint of Code conformance shall be a New Yori< State licensed

architect or engineer who shall not have assisted in the actual preparation of

such plans.

2. Project File . The Port Authority shall maintain a file (the 'Project

File") for each Project which file shall at all times contain the most recently

1
prepared drawings, plans and any other documents required in connection

with the review of the Project from the standpoint of Code conformance. In the case of any Project being effectuated by a tenant of the Port Authority

(a 'Tenant Project') such file shall also include the Tenant Alteration Application

prepared by the Tenant. In the cose of any project administered by a line

department of the Port Authority, such file shall include any construction

application prepared in connection with such Project. The Line Departments

of the Port Authority are currently its World Trade, Aviation, Interstate

Transportation, Port, and Regional Development Departments.

3. Proiect Certification. For each Tenant Project, the Port Authority

shall require the Tenant to obtain the certification of a New York State licensed

architect or engineer that such Project was constructed in accordance with

the approved plans and specifications for such Project. For any Project

effectuated by the Port Authority, the Chief Engineer or his successor in duties

shall certify that the Project was constructed in accordance with the approved

plans and specifications for the Project. Certifications for each Project shall be

maintained in the Project File.

4. Copies of Proiect File. The Department may at any time

request the Port Authority to provide it with a copy of any Project File and the

Port Authority shall" promptly provide a copy of the Project File to it.

5. Variances. The Port Authority shall promptly advise the

Department of any Project approved by the Chief Engineer of the Port

Authority which involves, in the judgment of the Chief Engineer of the Port

Authority or his successor in duties, a variance from the clear requirements of

the Code. In the event that the Department disagrees with the manner in

which questions of Code conformance have been or are proposed to be

dealt with in connection with such Project, it may so advise the Authority. The

Port Authority shall seek expeditiously to resolve the matter. Any matter of

Code conformance in connection with such Project which the Department

believes involves an unacceptable variance from the requirements of the

Code shall be subject to the further review of the Port Authority Board of

Commissioners. The Commissioners shall be advised of the Department's views

on the matter.

6. Inspections ond Surveys. The Port Authority shall continue to

conduct or cause to be conducted all building inspections, during both

construction and post-construction periods, required under the Code. In addition, the Port Authority will continue to perform structural integrity

inspections on a cyclical basis for ail of its structures located in the City.

7. Port Authority Responsibility . As indicated above, the purpose

of this Agreement is to set forth certain basic understandings between the

Department and the Port Authority. It is understood, however, that the Port

Authority with its tenants shall continue to bear the responsibility for life safety

in buildings at its facilities and nothing in this Agreement is intended to impose

any obligations of inspection or review on the Department. The Department

shall refer back to the Chief Engineer of the Port Authority any requests for

2
information or interpretation which it may receive from tenants of the Port

Authority with respect to any Project.

8 No Personal Liability. No Commissioner, officer, agent or employee of the Port Authority or the Department shall be held personally

liable under any provision of this Agreement or because of its execution or attempted execution or because of any breach or alleged breach thereof.

IN WITNESS WHEREOF, the parties hereto have caused this

instrument to be signed, sealed and attested.

AHEST:

Secretary

DATE:

THE PORT AUTHORITY OF NEW YORK

AND NEW JERSEY

Stanley Brezenoff

Executive Director

AHEST:

Qualilied in Oafiens Ccamy

Commissiw Expires Ja^waqf 3U

DATE:

THE NEW YORK CITY DEPARTMENT

BUILDINGS

Acting Commissioner

3
JW 11 94 ll=13ftM RISK nPlNPGEriENTZlP43

WTCI-114-P

trplientation of fire ^a^f^V --^-tton of Tpor/Authorify facility and for

departments after a f^^^.^^^f3^;|?;^Igencies of fire safety systems to be

the prior reviev by local tare sareLy

introduced or added to a facility.

The purpose of this Hemorandum

ll^^lp^T"^^^^^^^^^^

ri°ir;a^;%reTMLratroffl rdicy for buildings at Port Authority

faciliUes located in Nev York City.

. -.f tKo ritv of Nev York ("FDNY") and the Port

Specifically, the Fire Department of the City ot Nev o v Authority hereby agree as follows:

1. PDNY, acting through ^^^^-^^ll^'J^^^^^^

right to conduct fire safety inspections a^

^.^^ generally be

located in the City of J^^^l. lenerkl Manager of Risk Management

rpr/aSo^st ^i^\hrBrp!\fIt:1^^ic„!Tay conaucf inspections without

prior notice to the Port Authority.

2.

3.

BFP will issue a letterhead report of its Ure safety ^"dings^and^^^^

recommendations for corrective

^^J^^^^^^f por? Authority's General

forming a part of such

f^^^^^^^f^^^^J^f ^^^e Port Authority viU promptly

Manager of Risk «f^^^f^^^PJ'^'i^h h^di^^ (^^^^^^^^ undertaking

undertake the implementation -^^ncies) and shall notify BFP of

corrective action vith respect ^^^^^.^^^^^^ BFP may at any time conduct

^^U^ertn^S^aons^v^^^^^^^ — ''''

Authority for corrective action.

c ^^f^tv cv<:tGm' or the introduction

Prior to the introduction o a nev fire safety system or

, of modifications to an existing f?^^^?^^^;^

York, the Port Authority

at a Port Authority facility in the Cxtyf ^^^^^ other

shall provide BFP vxth copies of the drawings ^^^.^^

appropriate description of such system or^mooi^

continue to be to assure

Prevention for a variance m specific cases.
4. The Port Authority and BFP will seek, to expeditiously resolve any issues

arising out of matters covered by this Memorandum of Understanding.

5. Nothing in this Memorandum of Understanding is intended to limit or modify

in any vay any arrangements vhich the Port Authority currently has vith

local fire companies in Nev York City regarding either facility inspections

or joint training exercises or any other matters6. The Port Authority shall continue to be exempt from all inspection and

permit fees for FDNY inspections at its facilities.

7. No Commissioner, officer, agent or employee of the Port Authority or FDNY

shall be held personally liable under any provision of this Memorandum

or because of its execution or attempted execution or because of siny breach

or alleged breach thereof.

IN VITNKSS yHEREOF, the parties hereto have caused this instrument to be signed

and sealed by duly authorized officers thereof.

THE PORT AUTHORITY OF NEW YORK AND

NBV JERSEY

Stanley Brezodoff * Executive Director

FIRE DEPARTMENT - CITY OF NEV YORK

Villiam H. Feehan

Fire Commissioner

City of Nev York
JAfS 11 '94 li:i3fV1 RISK riPNAGCrOfr2IP43 P. 2/3

MEMORANDUM OF UNDERSTANDING BETVEEN THE FIRE DEPARTMENT

CiF TflK cm OF NEV YORK AND THE PORT AUTHORITT OF NEW YORK AND NEV JERSEY

EXECUTED AS OF DECEMBER 30, 1993

On April 15, 1993, the Port Authority, in order to maintain and enhance the

safety of Port Authority facilities, adopted a policy providing for the

implementation of fire safety recommendations made by local government fire

departments after a fire safety inspection of a Port Authority facility and for

the prior reviev by local fire safety agencies of fire safety systems to be

introduced or added to a facility.

The purpose of this Memorandum af Understanding is to reiterate the Port

Authority's commitment to this policy and to set forth certain procedures to

facilitate the implementation of this policy for buildings at Port Authority

facilities located in Nev York City.

Specifically, the Fire Department of the City of New York ("FDNY") and the Port

Authority hereby agree as follovs:

1. FDNY, acting through its Bureau of Fire Prevention ("BFP"), shall have the

right to conduct fire safety inspections at any Port Authority facility

located in the City of Nev York. These inspections will generally be

coordinated vith the Port Authority's General Manager of Risk Management

operations, but the BFP, at its option, may conduct inspections without

prior notice to the Port Authority.

2. BFP will issue a letterhead report of its fire safety findings and

recommendations for corrective action vith respect to any deficiencies

forming a part of such findings addressed to the Port Authority's General

Manager of Risk Management operations. The Port Authority vill promptly

undertake the implementation of such findings (including undertaking

corrective action vith respect to any deficiencies) and shall notify BFP of

the actions taken to implement such findings. BFP may at any time conduct

follov-up inspections vith respect to any matters recommended to the Port

Authority for corrective action.

3. Prior to the introduction of a nev fire safety system or the introduction

of modifications to an existing fire safety system at any Building located

at a Port Authority facility in the City of Nev York, the Fort Authority

shall provide BFP vith copies of the dravings and specifications or other

appropriate description of such system or modification for reviev and

approval. The Port Authority policy is and vill continue to be to assure

that such nev or modified fire safety systems are in compliance vith local

codes and regulations. Vhen circumstances or conditions are unusual, the

Port Authority shall have the right to petition the Bureau of Fire

Prevention for a variance in specific cases.
A. The Port Authority and BFP vill seek to expeditiously resolve any issues

arising out of matters covered by this Meraorandura of Understanding.

5. Nothing in this Memorandum of Understanding is intended to limit or modify

in any vay any arrangements vhich the Port Authority currently has vith

local fire companies in New York City regarding either facility inspections

or joint training exercises or any other matters6. The Port Authority shall continue to be exempt from all inspection and

permit fees for FDNY inspections at its facilities.

7. No Commissioner, officer, agent or employee of the Port Authority or FDNY

shall be held personally liable under any provision of this Memorandum

or because of its execution or attempted execution or because of 2Lny breach

or alleged breach thereof.

IN WTNESS UHKREOP, the parties hereto have caused this instrument to be signed

and sealed by duly authorized officers thereof.

THB POiO: AUTHORITT OF NEV YORK AND

NBy JERSEY

Executive Director

FIRE DEPARTMENT - CITY OF NEV YORK

VilXxaBi H- Feeban

Fire Conmissioaer

City of Nev York
MEMORANDUM OF UNDERSTANDING BETWEEN THE NEW YORK CIW DEPARTMENT

OF BUILDINGS AND THE PORT AUTHORITY OF NEW YORK AND NEW JERSEY

This Memorandum shall govern the relationship between the New

York City Department of Buildings (the 'Department*) and the Port Authority of

New York and New Jersey (the Tort Authority"), both parties entering iato this

agreement with the intention to establish procedures to be followed by the

Port Authority for any building constojction project ('Project'), to be undertaken

by the Port Authority or any of its tenants at buildings owned or operated by

the Port Authority and located in the City of New Yori< (the 'City), to assure

conformance of Projects at such buildings with the standards set forth in the

New Yori< City Building Code (the 'Code').

. While the facilities of the Port Authority, an agency of the States

of New Yori< and New Jersey, are not technically subject to the requirements

of local building codes, the long-standing policy of ihe Port Authority has been

to assure that its facilities meet and, where appropriate, exceed Code

requirements.

The purpose of this Memorandum is not only to restate that longstarxiing policy as part of on understanding with the City but to provide

specific commitments to the Department, as the agency of the City responsible

for assuring compliarice with the Code, regarding procedures to be undertaken

by the Port Authority for any Project at its facilities in the City to assure that the

buildir^gs owned or operated by the Port Authority within the Crty are in

conformance wrih the Building Standards contained in the Code.

Accordingly, the Department and the Port Authority hereby agree

as follows:

1 . Port Authority Review. To assure conformar>ce with the building

standards set forth In ihe Code at ihe time of the design and construction of

any Project, the Port Authority shall, in the case of each Project, thoroughly

review and examine all plans in connection with such Project for conformance

with the building storKiards set forth in the Code. Plans prepared for Projects

to be undertaken by Port Authority terxants shall be prepared and sealed by

a New York State licensed professional engineer or architect retained or

employed by tenant; plans prepared for Projects to be undertaken by the

Port Authority shall be prepared by a New Yori< State licensed professional

engirteer or architect employed or retained by the Port Authority. The Port

AuttxDrity's examination of plans shall be corxjucted by New Yori< State

licensed architects and engineers retained or employed by tt>e Port Authority.

Tt^ Port Auttx>rity engineer or architect approving the plans for any Project

from ti^ standpoint of Code conformance shall be a New Yori< State licensed

architect or engineer who shall not hove assisted in the actual preparation of

such plans.

2. Project Rle. The Port Authority shall maintain a file (the 'Project

Rle*) for each Project which file shall at all times contain the most recently

1
prepared drawings, plans and any other documents required in connection

with the review of the Project from the standpoint of Code conformance. In

the cose of any Project being effectuated by a tenant of the Port Authority

(a 'Tenant Project') such file shall also include the Tenant Alteration Application

prepared by the Tenant. In the case of any project administered by a line

department of the Port Authority, such file shall include any construction

application prepared in connection with such Project. The Line Depactments

of the Port Authority are currently its Worid Trade, Aviation, Interstate

Transportation, Port, and Regional Development Departments.

3. Proiect Certification. For each Tenant Project, the Port Authority

shall require the Tenant to obtain the certification of a New Yoric State licensed

architect or engineer that such Project was constructed in accordance with

the approved plans and specifications for such Project. For any Project

effectuated by tt^ Port Auttiority, the Chief Engineer or tiis successor in duties

stiall certify ttxit ihe Project was constructed in accordance with the approved

plans and specifications for ihe Project. Certifications for each Project shall be

maintained in ihe Project RIe.

4. Copies of Project RIe. The Department may at any time

request the Port Authority to provide it with a copy of any Project RIe and the

Port Authority shall promptly provide a copy of the Project RIe to it.

6. Variar>ces. The Port Authority shall promptly advise the

Department of any Project approved by the Chief Engineer of the Port

AuttK>rTty which involves, in the judgment of the Chief Engineer of the Port

Authority or his successor in duties, a variance from the clear requirements of

the Code. In the event ttxit the Department disagrees with the manner in

wNch questions of Code conformance tx3ve been or are proposed to be

dealt with in connection with such Project, it may so advise the Authority. The

Port Authority shall seek expeditiously to resolve the matter. Any matter of

Code conformance in connection with such Project which ttie Department

believes involves an unacceptable variance from the requirements of the

Code shall be subject to the fijrther review of the Port Autfiority Board of

Commissioners. The Commissioners shall be advised of ttie Department's views

on the matter.

6. inspections and Surveys. The Port Authority shall continue to

conduct or cause to be conducted all building inspections, during both

construction and post-construction periods, required under the Code. In addition, the Port Authority will continue to perform structural "Integrity

inspections on a cyclical basis for all of its structures located in the City.

7. Port Authority Responsibility. As indicated above, the purpose

of this Agreement is to set forth certain basic understandings between the

Department and the Port Authority. It is understood, however, that the Port

Authority with its tenants shall continue to bear the responsibility for life safety

in buildir>gs at its facilities and nothing in this Agreement is intended to impose

any obligations of inspection or review on the Department. The Department

stxall refer bock to the Chief Engineer of the Port Authority any requests for
information or interpretation which it may receive from tenants of the Port

Authority with respect to any Project.

8. No Personal Uability. No Commissioner, officer, agent or employee of the Port Auttiority or ttie Department shall be held personally

liable under any provision of this Agreement or because of its execution or

attempted execution or because of any breach or alleged breach thereof,

IN WITNESS WHEREOF, the parties hereto have caused this

instnjment to \je signed/ sealed and crttested.

THE PORT AUTHORITY OF NEW YORK

AND NEW JERSEY

Bv:

^^^>-^^A-^^^^

Stanley Brezerx)ff

Executive Director

ATTEST:

Secretary

DATE: l//3il3
SUPPLfMENfT TO MEMORANDUM OF UNDERSTANDING cuOfil t' MtvfT

BETWEEN THE NEW YORK CITY DEPARTMENT OF ^^^rrtc i BUILDINGS AND THE PORT AUTHORITY OF NEW U-l^'^'^

YORK AND NEW JERSEY ~ 7T r

In November, 1<>93 the New York City Department of Buildings, (the

'Depoftmenf) and the Port Authority of New York and New Jersey (the Tort

Authority*) entered into the ottact^d Memorandum of Understondlng (the

*MemofafXjum') establlshlr>g certain procedures for ihe purpose of helping to

assure conformance of construction projects to be urwdertaken at buildings

owned or operated by the Port Auttxlnty in New York City with \he standards

set forth In tt^ New York "City BuiWir>g Code.

Recently, ttie Department Implementod Its own optiorvDl ptan

review system provldlrvg for professiofxsl certifications of applications and plans

ond subsequent constaictlon work faUtr>g urxJer Its jurisdiction.

The purpose of this Supplement to the Memorandum Is to provkJe

urvder the Memorar^dum for \he adoption by ttie Port Auttority of a procedure^

urder wWch any Port Auttx>rity tenants at tt^ Workl Trade Center may utilize

New York State licensed architects or engineers to certify. In lieu of any review

by the Port Autt^ority, that 0) ttie tenant's construction plans are in

conformance with ttie standards set forth in tt^ New York Building Code,

and GO construction has been performed in accordance with such pkar^. It beirjg understood that the persor^s making tt^ certlfk:ations described In (0

and 00 shall not be the same.

Accordingly, the Department and the Port Auttv:>dty hereby agree

that the Memorandum Is amended as foHows:

1. Professlonol Certtfjcotion. Notwtthistoridlng anythir^g to the

contrary In the MemorarKium, tt^ Port AuttK>rity rTKjy, in Eeu of any reviews or

certifk:atlons by ihe Port AuttK)rtty provided for In ttye Memorandum, provide

procedures pursuant to wtuch Its tenants at ttie World Trade Center may utilize

New York State lk:ensed architects or er^ineers meetirig qualifications to be

estobFist^ed by the Port Auttiority to (A) prepare and review such tervant's p>lans

for tt^e constmctlon of any project and certify that such pkar^ conform with the

bulldir>g staridards set forth in ttie Nev/ York City Building Code ond (B) certify

that such project has been cor»structed in accordance with the approved

pkans and spedficatkx^ for such project. The person or firm performing the

review arvJ certlfk^atkDn described in (A) above shall not be the same person

or firm provkjir>g the certification described in (B) obove.

2.~ Other Provisions. Except as provided herein, an the terms and

conditions of the Memororxlum stxaM remain in fuB force arid effect.

3. No Personal Uabilitv. No Commissiorker, officer, agent or

employee of ihe Port Auttv:)rity or ttie Department shall be t\e\ci personally
I lloWe under any provision of this Supptement or because o( its execution t attempted execution or because of any breach or alleged breach thereof

IN WITNESS WHEREOF, the poftfes hereto have caused

Instrument to be signed, sealed and attested.

ATTEST: THg PORT AUTHORITY OF NEW YORK AND
September 15. 1995

One World Trade Center ^UPpl^t^O* 1 NewYork NY lOO-ia , ,

Willtam H Goldstein Deputy Executive Director/ Capital Programs

(212)435-8415

(201)961-6000 X8415 HoTKxable Joel A. Miele. Sr.. Commissioner

Departmer»t of Buildlr>gs

City of New York

60 Hudson Street

New York. New York 10013

Dear Corrvnlsskx^er Mlete:

As you krxjw. tt>e Port Auttxxlty of New York orvd New Jersey (ttie 'Port

Auttxxlt/0 and ttie New York City Department of Bufldlr^gs (ttie 'Department^ recentfy

executed a supplement (ttie "Supplerr^entO to tf>e MerrxxorKjum of UrKlerstar>dlno

b>etween tfie Department arxj ttie Port Auttxytty to provkle ttKit ttie Port Auttxxlt/s

tervant at tf^e WorW Trade Center coukj. In lieu of any review by tt>e Port Auttx>rtty,

use New York State llcer»sed arctiltects or er>glr»eers meeting quallfk:atkx>s to be

established by ttie Port Auttxxtty to: (A) prep>are orxj review sucti tefKmt's plans for

ttie constructkxi of any project orxj certify that such plans conform with ttie bulkUng

stoTKJards set forth In tf>e New York City BuUdlr>g Code aryj (B) certify ttKrt such project

has been constructed In accordance with tf>e approved plans and spedfkxitions for

such project.

As you also know, ttie Supplement provides ttxit ttie person or firm

performir^ tt>e review and certification described In (A) above shaH not be tt>e sanr>e person or firm provkJlr»g tt>e certlflcatkx^ described In (B) above. A copy of ttie

Supplerrient b attached.

This letter will -confirm \hQ ogreerr^ent of ttie Port Authority arxj tf>e

Departrr>ent ttxat, notwltfistarvdlrjg tf»e kast senterx^e of paragraph 1 of ttie Supplement,

a single Kcerued consultant nrxay make both certiflcatkx^ described In (A) orxj (B) of

such paragraph, except wtiere ttie atteratton wocrtd char>ge ttie ctxaracter of ttie

occuparcy group urKler paragraph 27-237 of tfke New York Qty BuBdlf>g Code wtilch

would txive been applicable to such space txxl such space been located In a

privately owned bulldlr>g.

If tt>e foregolrvg meets with your approval, please be good erxxigh to

sign this letter on betxalf of ttie Departrr^ent wtiere Indteated betow orxj return or\Q of

tt^ origlrxjls to me. In Bght of ttie fact ttxit ttvee origirKDls of ttie SuF>plement were

funlstied to ttie Department, we have, for your record purposes, executed In total four

origlTKils of tills letter.

Very tTul)^yours.

wyilam H. Gokjstein

beputy Executive Director

Capital Programs

4-

4=
FIRST AMENDMENT TO MEMORANDUM OF UNDERSTANDING BETWEEN THE FIRE

DEPARTMENT OF THE CITY OF NEW YORK AND THE PORT AUTHORITY OF

NEW YORK AND NEW JERSEY EXECUTED AS OF DECEMBER 30, 1993

On December 30, 1993, the Port Authority of New York and New Jersey (the

"Port Authority") and the Fire Department of the City of New York ("FDNY")

entered into a Memorandum of Understanding ("MOU") with respect to certain

matters relating to the implementation of the policy adopted by the Port

Authority on April 15, 1993 regarding the maintenance and enhancement of fire

safety at Port Authority facilities.

Under paragraph 3 of the MOU, the FDNY, acting through its Burieau of Fire

Prevention ("BFP") was to receive copies of the drawings and specifications of

proposed new or modified fire safety systems for BFP's review and approval.

FDNY has requested, and the Port Authority is agreeable, to the following

changes to paragraph 3 of the MOU. Accordingly, effective January 1, 1995, FDNY

and the Port Authority agree that paragraph 3 of the MOU shall be amended to

read as follows:

3- The Port Authority shall notify the BFP in writing prior to the

introduction of a new fire safety system or the introduction of modif ications-*-to an existing fire safety system at any building located at a Port Authority

facility in the City of New York.

> a. Port Authority Review : To assure conformance with the standards set

forth in local codes and regulations at the time of the design and construction

of any new or modified fire safety system, the Port Authority shall, in the case

of each system, thoroughly review and examine all plans in connection with such

system for conformance with the standards set forth in all applicable local

codes and regulations. Plans prepared for new or modified systems to be

undertaken by Port Authority tenants shall be prepared and sealed by a New York

State licensed professional engineer or architect retained or employed by

tenant; plans prepared for new or modified systems to be undertaken by the Port

Authority shall be prepared by a New York- State licensed professional engineer

or architect employed or retained by the Port Authority. The Port Authority's

examination of plans shall be conducted by New York State licensed architects

and engineers retained or employed by the Port Authority. The Port Authority

engineer or architect approving the plans for any new or modified system from

the standpoint of Code conformance shall be a New York State licensed architect

or engineer who shall not have assisted in the actual preparation of such plans.

b. New and/or Modified Fire Safety System File : The Port Authority

shall maintain a file for each new or modified system which file shall at all

times contain the most recently prepared drawings, plans and any other documents

required in connection with the review of the systems from"^ihe standpoint of

Code conformance". In the case of any new or modified system being effectuated

by a tenant of the Port Authority, such file shall also include the Tenant

Alteration Application prepared by the tenant. In the case of any new or modified system administered by a line department of the Port Authority, such

file shall include any application prepared in connection with such new or modified system. The Line Departments of the Port Authority are currently its

World Trade, Aviation, Interstate Transportation, Port and Regional Development

Departments
c. Fire Safety System Certification : For each Tenant System, the Port

Authority shall, require the Tenant to obtain the certification of a New York

State licensed architect or engineer that such system was constructed in

accordance with the approved plans and specifications. For any system

effectuated by the Port Authority, Risk Management shall certify that the system

was constructed in accordance with the approved plans and specifications.

Certifications for each System shall be maintained in the New and/or Modified

Fire Safety System File.

d. Copies of New and/or Modified Fire Safety System File : The BFP may

at any time request the Port Authority to provide it with a copy of any Fire

Safety System File and the Port Authority shall prcxnptly provide a copy of the

File as requested. The BFP reserves the right to audit any new or modified fire

safety system to assure conformance with the standards set forth in local codes

and regulations.

e. Variance : The Port Authority policy is and will continue to be to

assure that such new or modified fire safety systems are in conformance with the

local codes and regulations. When circumstances or conditions are unusual, the

Port Authority shall have the right to pyetition the BFP for a variance in

specific cases.

IN WITNESS WHEREOF, the Port Authority and FDNY have caused this First

Amendment to the MOU to be signed by duly authorized officers thereof.

Dated

f

kl

THE PORT AUTHORITY OF NEW YORK AND^NEW JERSEY

By: jj^—

Stanley BrSse^)ff , Executive Eyr^tor

^^^^

Dated

FIRE DEPARTMENT - CITY OF NEW YORK

Howard Safir

Fire Commissioner

City of New York
Appendix D

Elevator Operations

DCN: 3.02.17 TRAINING BULLETIN

EMERGENCIES 1

March 15, 1997

ELEVATOR OPERATIONS

Appendix D

Training Bulletin Emergencies 1 Elevator Operations

Reproduced with permission of The Fire Department of the City of New York

FDNY

March 15, 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

Table of Contents

1. Introduction

2. Fire Department Policy at Elevator Operations

3. Elevator Incidents and Emergencies - Procedures

3.1 Stuck Elevator Cars

3.2 Size Up

3.3 Primary Removal Procedures

3.4 Summon Elevator Mechanic

3.5 Precautions - During Secondary and Emergency Removal Operations

3.6 Secondary Removal Operations

3.7 Emergency Removal Operations

4. Elevator Pit Operations

4.1 Elevator Pit Description

4.2 Operatmg Procedure

5. Firemen Service

5.1 Firemen Service Regulations

5.2 Description of Firemen Serv'ice Components

5.3 Operation of Firemen Service
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DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

6. Elevator Operations During Fire Operations

6.1 General Procedures

6.2 Affects of Fire on Elevator Components

6.3 Firefighter Trapped in Stalled Elevator Cars During Fire Operations

6.4 Firemen Service During Fire Operations

6.5 Operational Considerations

7. Building Code Regulations Effecting Fire Department Operations

7.1 Accidents

7.2 Mechanical Features

7.3 Emergency Removal

8. Elevator Terms and Definitions

ADDENDUM

1. Staley Swing Door Key

2. GAL Swing Door Key

3. Gal Elevator Pick Tool

4. Otis Swing Door Key

5. "Z"Tool

6. GAL Drop Key

7. GAL Vandal Resistant Key
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March 15. 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

1. INTRODUCTION

1.1 This bulletin will outline the following:

1.1.1 Operational procedures used at EMERGENCIES and INCIDENTS in which

people are trapped in stuck elevators.

1.1.2 Guidelines for the utilization of elevators by this department during a fire situation.

1.1.3 Familiarization of members with elevator components and terminology which are

essential in effective and safe operations.

1.2 The instructions and information presented here cannot be expected to cover all conditions that confront the department at elevator operations.

1.3 Members are advised that the training video "Elevator Emergencies" contains additional

details.

2. ELEVATOR INCIDENTS AND EMERGENCIES - DEPARTMENT POLICY

2.1 The function of the Fire Department at elevator operations is limited to the safe removal

of persons trapped in the elevator car or hoistway. Repairs to and reactivation of

elevators are not carried out by members of this department.

2.2 Contact shall be made with responsible building management personnel for any

information and assistance that will aid the operation. However the first units at the scene should start operations at once without awaiting arrival of the management

personnel.

2.3 In the event there is evidence of injuries to trapped persons, the officer in command shall

request the response of medical assistance.

2.4 Fire Department elevator operations are divided into two categories;

INCIDENTS and EMERGENCIES.

2.4.1 INCIDENT:

A stuck elevator with trapped passengers not in immediate danger and no

evidence of injury.

Note: Conditions must be constantly monitored, an INCIDENT may escalate to an EMERGENCY.

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2.4.2 EMERGENCY:

A situation where one or more of the following exist:

A. Fire endangering passengers in a stuck elevator.

B. Passenger of stuck elevator injured.

C. Passenger of stuck elevator in panic.

3. ELEVATOR INCIDENT AND EMERGENCY - PROCEDURES

3 . 1 Stuck Elevator Cars.

Problems arise from defective or non-functioning electrical or mechanical devices and

equipment.

3.1.1 Electrical problems are the most frequent cause of elevator malfunction.

A. Common causes of electrical problems:

1. Car or hoistway door contacts open.

2. Blown fuses.

3. Shorting of electrical cables.

B. When an electrical problem occurs the following can be expected:

1. Elevator cars will be suspended on the hoistway cables.

2. Elevator brake will be applied in the hold position.

3.1.2 Mechanical problems though not as common, may also be encountered.

3.2 Size Up

3.2. 1 Locate the car using the following.

A. Lobby control panel - check floor indicator.

B. If available use intercom or telephone system of the stuck car. Passengers

may be able to give their approximate location.

C. Open the hoistway door at first floor with elevator key and look up shaft.

Key devices are usually required at the lower levels and may be present at

all levels.

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1. If the hoistway door has a glass panel check the shaft before opening the

door. Using a flash light, look for the governor ropes and the

counterweight. Movement of either one of these is an indication that the car is in motion, do not open the hoistway door. The governor rope is generally located on either side near one of the far comers of the shaft.

D. The location of the counterweight can be used to approximate the position

of the car. For example, in a 6 story building where the elevator serves

the basement, if the counterweight is on the 1st floor, the stalled car would

be at the 5th. The counterweight can be located by viewing through the

wire glass door panel or by opening a hoistway door.

E. Enter a car in the same bank and open top hatch if no damage will be done

to the elevator car.

F. Use the floor selector in the machinery room, it indicates the exact

location of elevator car.

3.2.2 Methods of communicating with passengers:

A. Elevator car telephone.

B. Elevator car intercom.

C. Call or yell up hoistway, or speak through car and hoistway doors.

Note: If emergency bell is ringing instruct the car passengers to deactivate the

alarm and emergency stop button. A ringing bell can cause anxiety, confusion

and hamper communications.

3.2.3 Methods of passenger removal:

A. Primary Removal Procedures, section 3.3.

B. Secondary Removal Procedures, section 3.6.

C. Emergency Removal Procedures, section 3.7.

3.3 Primary Removal Procedures

Primary removal procedures are simple approaches performed without turning off the

elevator power.

There are two types of primary removal procedures. The order in which they are tried is not important. Try all if necessary.

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3.3.1 Checking Electrical Contacts.

The first type of primary removal procedures checks whether simple electrical

contacts might have been broken. However if the passengers have activated the

Emergency Stop Button, these methods will not work. The passengers must be

instructed to deactivate the Emergency Stop Button.

A. Have a passenger press Door Open Button. If the car is level with the

landing this may open both the car and hoistway door.

B. Press lobby call button.

C. Instruct passengers to insure the car door is fully closed. Have a person

push the door towards the closed position.

D. Have members physically close all hoistway doors on the shaft. Air

movement in shaft may have opened an interlock cutting power to the car. Check the hoistway doors in the vicinity of the stuck car first.

3.3.2 Firemen Service.

The second type of primary removal procedure is activating Firemen Service if available. Firemen Service will over ride the Emergency Stop Button.

A. Activate Firemen Service - Phase I. The stuck elevator may return to the

main lobby or sky lobby and open its doors.

B. Firemen Service should be deactivated when the car responds by returning

to the lobby or if it's clear that the car isn't responding.

3.4 Summon an elevator mechanic if Primary Removal Procedures fail.

3.4.1 Telephone number of the mechanic is required to be posted in the machinery

room near the elevator power switch.

3.4.2 Consider the possibility of an elevator mechanic on duty in a nearby building.

3.4.3 Secondary Removal Procedures may be initiated prior to the arrival of the

mechanic.

3.5 Precautions During Secondary and Emergency Removal Procedures.

3.5.1 Power Removal

Whenever Secondary or Emergency Removal Procedures are used, power

removal is essential. Dispatch two members to the elevator machinery room to shut off the power to the stalled car. The machinery room may be located at the

top of the shaft, at the bottom of the shaft or two levels above the highest floor

serviced by the elevator.

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A. Members should be equipped with a handie-talkie and forcible entry tools.

Communication between members in machinery room and on landing is necessary.

B. Building maintenance personnel may be able to provide members with

keys to the elevator machinery room.

C. Members assigned to the elevator machinery room will:

1. Determine which shaft the stalled car is in.

2. Shut off power to the stalled car when directed. Each elevator is controlled

by its own power switch. Elevator power switch boxes and motors are required to be labeled in a manner which relates motor to switch. (Ex.

Switch #1, Motor #1)

a. If any doubt exist open as many elevator power switches as required to insure a safe operation. Allow passengers to exit a

serviceable car before removing power.

3. Remain at the power switch throughout the operation to insure the power

is not restored.

4. Upon completion of the operation DO NOT restore power to the stalled

car.

Note: When operating in elevator machinery rooms, located above the shaft,

members should avoid stepping on the cover or grating over the elevator

shaft ventilation opening. The grating may be improperly seated or removed and replaced with cardboard or other flimsy material. A member

stepping on an unsafe grating or covering could fall the entire height of

the shaft. The ventilation opening is also known as the smoke hole.

3.5.2 Other Precautions.

Once you move beyond the Primary Removal procedures there are several

precautions you should be aware of.

A. Members are not to enter the shaft or remove passengers from the car until

assured power has been removed.

B. When passengers are removed from a car between floors they should be

taken up and out of the car if practical. This eliminates the possibility of a passenger falling down the shaft after exiting the elevator. If they are removed to the lower landing, the shaft opening must be protected.

C. Members operating in the shaft are to be secured by a life saving rope.

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D. Members shall not normally be permitted to enter the shaft below the

elevator car. During a rescue necessitating members entering the shaft

below the car, the power switch must be turned off.

E. The elevator shall never be jacked up or moved in an upward direction.

This action may free the car safeties causing the car to move either upward

or downward depending on the live load in the car.

F. No adjustment to or prying of the elevator machinery brake shall be

attempted. The brake will be in a safe position and should not be

tampered with.

G. In older elevator installations if the condition of the elevator brake is doubtful additional protection can be provided by placing a heavy timber,

iron bar or tool between the spokes of the hoisting drum after power is removed. In most newer installations this procedure can be dangerous and

impractical. Electrical components are usually in a close proximity to the

drum and most drums are constructed in a manner which prevents getting an effective purchase.

H. If conditions indicate that the elevator is unstable additional precautions

must be taken to prevent the movement of the car in either direction.

Consider securing the car to structural members of the building using

utility ropes, chains or shoring.

3.6 Secondary Removal Procedures

3.6.1 All efforts must be made to remove passengers via elevator car and hoistway door

using an elevator tool or key or the procedures following in sections 3.6.3 &

3.6.4.

A. See addenda to this bulletin for a description of elevator keys and tools

and instruction for their use.

3.6.2 Passengers of the stuck car can assist in their removal. Direct the passenger of the

car to attempt to open the car door by physically exerting pressure toward the

open position. If they succeed in opening the car door instruct them to lift the

locking arm on sliding hoistway type doors, or to depress or lift the roller on

hinge type hoistway doors.

3.6.3 If the elevator has a two speed system, commonly found in buildings over 10

stories, the following procedure may work:

A. If Emergency Stop Button has been activated have passengers deactivate

it.

B. Have members in elevator machinery room shut power to the stuck car and turn it on again.

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DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

Note: This is the only circumstance in which the elevator power may be restored

by members of this department. If this procedure fails, power must be

shut off and members are not to restore power after completion of

operations.

C. If the car is to restart it will do so within 10 seconds.

D. Communications must be maintained when attempting this procedure.

Passengers and members must be prepared for the sudden movement of

the car or car door.

3.6.4 If stuck car is in a multi car hoistway "POLING" can be used to remove the

passengers:

A. Have member work from an adjacent car which is nearest the leading edge

side of hoistway door of the stuck car.

B. Adjacent car should be positioned to give access to upper portion of the

hoistway door to be opened.

C. Have one member remain on the landing at the hoistway door of the stuck

car.

D. Member m the adjacent car inserts pole or hook between the striking post

and the hoistway door and trips the lock by either depressing the roller or pushing on the locking arm.

1. Hinge type door - Depress the roller.

2. Sliding type door - push up on locking arm.

E. Member on the landing near hoistway door of the stuck car opens

hoistway door when the lock is disengaged.

F. Elevator car door is then opened.

3.7 Emergency Removal Procedures

This section outlines procedures which may only be used during an EMERGENCY as defined in section 2.4.2, or when directly advised by an elevator mechanic. Primary and

secondary procedures are usually quicker and more efficient than the methods outlined in

this section. The decision of what method to use will be based on the size-up of the

officer in command.

3.7.1 Power to the stuck elevator must be off when you use Emergency Removal

Procedures. This should have been done before trying Secondary Removal

Procedures.

3.7.2 An elevator car will have a top hatch or a side exit - sometimes both. One of

these may provide a route by which you can remove trapped passengers.

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A. Top Hatch Removal.

Although the law prohibits welding or bolting top hatches shut on

elevators, it does happen and it can make this procedure very time

consuming.

1. Open a hoistway door or access panel (required in single car blind

hoistways) on floor above the stuck car.

2. Provide adequate lighting.

3. Lower a portable ladder to the elevator roof. Use straight ladder if possible. If an extension ladder is used tie the halyard around the rungs of

both sections of the ladder. This will prevent the lower section from

dropping on to the car roof.

4. Climb down to the car roof. Maximum of two firefighters are to be

permitted on the roof of the car at one time.

5. All members working in the shaft are to be secured with a life saving rope.

6. Open the top hatch.

a. This may require the use of a wrench or screw driver.

b. Forcible entry tools may be required.

7. A small portable ladder is lowered into the elevator.

8. One member equipped with a handie talkie enters car. Member in the car must determine the order of removal. Secure each person with a life saving rope.

9. Members are to remain in physical contact with trapped persons while

they are being removed.

B. Side Exit Removal.

Useful under conditions of partial power loss in multi car hoistways. It may not be useful where a structural beam blocks a side exit or the rescue

car can't be brought level with the stuck car.

1. Members must work from a car that is in the same bank and is adjacent to the stuck car. This will become the rescue car.

2. Bring rescue car even with stuck elevator.

a. If mechanic is present, use his operating key to bring the car level

with stuck car.

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FDNY DCN: 3.02.17 T.B. EMERGENCIES 1 March 15, 1997 ELEVATOR OPERATIONS

3. Remove power to rescue car. Power to the stuck car was previously

removed.

4. Open side exit in rescue car.

a. A key or forcible entry is required to open panel from inside the

car.

5. Open side exit of stuck car. It is openable by hand from the shaft side.

6. Planks of sufficient lengths (6' or longer) should be used as a bridge

between cars.

7. Member equipped with a handle talkie and secured with life saving rope

crosses planks to the stuck car.

8. Member determines the order of removal. Secure each passenger with a

life saving rope and assist them to the rescue car.

9. After passengers are removed restore power to the rescue car.

3.7.3 Forcible Entry

Forcible entry of hoistway and elevator car doors should only be attempted under

the direct advisement of an elevator mechanic or as a last resort during

EMERGENCY REMOVAL PROCEDURES. The deformation of the doors and

locks may add to the problem and delay the rescue. Upon completion of forcible

entry operations have maintenance personnel secure the hoistway door or have

police or security warn people of the danger.

Choose one of the following procedures based on the type of hoistway door.

A. Hinged door.

L Knock out glass panel if present. If not, breach hoistway shaft above

hoistway door

2. Push down roller, located near side opposite hinges, on shaft wall.

3. Open hoistway door.

4. Push open elevator car door.

B. Slide type door.

L Maxi Force Air Bag System.

This is the preferred forcible entry method. It is less likely than the others

to push the door off its hangers or out of its track.

a. Take a small purchase with a forcible entry tool.

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b. Place bag between the leading edge of the door and jamb as high

as possible to apply a more direct force on the linkage and the

locking mechanism.

c.

' Position the bag to permit the center of the air bag to be as close as possible to the door edge, this increases the spreading capability of

the air bag. It may be necessary to have a passenger in the car push open the car door to permit the air bag to obtain a good

purchase.

d. Inflate air bag until hoistway door opens.

e. If necessary push open elevator car door.

2. Rabbit Tool

a. Use forcible entry tool to gain a purchase for the jaws of the rabbit

tool.

b. Insert the jaws of the Rabbit Tool between the jamb and the

leading edge of the hoistway door, as high as possible.

c. Ensure that the tool is flush with the hoistway door.

d. Operate tool to open door taking care not to cause the door to come

off its track.

e. If necessary push open elevator car door.

3. Forcible entry tools

a. Go to landing directly above door to be opened.

b. Use a forcible entry tool to lift hoistway door out of its guide.

c. Tilt bottom of the hoistway door slightly into the shaft, just enough

to allow the passing of a hook into the shaft.

Note: Care must be taken not to tilt the door too much. It may dislodge

from hanger and drop into the shaft.

d. Use a hook to reach down to the lock arm mechanism and pull it up.

e. If necessary push open elevator car door.

C. Blind hoistway.

1. Determine the side of hoistway the car door faces.

2. Breach hoistway wall on that side.

3. Push open elevator door.

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4. ELEVATOR PIT OPERATIONS

4.1 Elevator Pit Description.

The Elevator Pit is the lowest portion of the elevator shaft.

4.1.1 Types of Elevator Pits.

A. Jump Pits.

L Usually 4' to 6' from lowest landing level to base of pit.

2. Elevator descends to within a couple of feet of the bottom of the shaft.

3. Pit is entered by opening the lowest hoistway door and using a portable

ladder.

B. Walk In Pit.

1. Usually 6' to 10' from lowest landing to base of pit.

2. Car descend to the floor level above bottom of shaft.

a. A high buffer and lower hmit switch prevent the car from entering

the pit.

3. Access to the pit is via a door located at the bottom of the shaft.

a. Door is not required to have an interlock switch.

b. Door is opened by a regular key. Emergency elevator keys are not

usable.

4.2 Operations in Elevator Pits

4.2.1 Jump Pit.

A. Shut off elevator power switch.

B. Open the lowest hoistway door on shaft.

C. Use portable ladder to enter shaft.

D. For additional safety, trip lower limit switch and secure it in an open

position.

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4.2.2 Walk In Pit.

A. Shut off elevator power switch.

B. Enter via pit door.

C. If there is a fire in the pit, be cautious of the buffers (A device designed to stop a descending elevator beyond the normal limits of travel), they may

be filled with combustible or inflammable liquid.

D. In an EXTREME EMERGENCY (immediate action necessary to save

life) entry to a Walk in Pit before the elevator power switch is off may be

made using the following precautions:

1. Open a hoistway door on shaft to be entered. The interlock will prevent

car from moving

2. Use caution around mechanical and electrical components.

3. Turn off power as soon as possible.

5. FIREMEN SERVICE

All Fire Department personnel should be familiar with the operating procedure and

limitations of Firemen Service. This section describes Firemen Service components and

operational procedures. Section 6.4 outlines use of Firemen Service during fire operations.

5.1 Firemen Service Regulations.

5.1.1 Firemen Service is required in all elevators that serve three or more landings or

travel 25 feet or more if plans for the elevator were filed after January 1, 1980.

5.1.2 Firemen Service elevators are required in all buildings classified in occupancy

group E whose plans were filed subject to Local Law #5.

5.1.3 Firemen Service elevators are required in buildings classified in occupancy group

E and deemed as an "existing building" under Local Law #5 if the building is 100

feet or more in height.

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5.1.4 In all buildings classified in occupancy group E, 100' or more in height, the

number of elevators that must be equipped for Fire Service is as follows:

A. Where a floor is serviced by tliree or less elevator cars, every car shall be

equipped for Firemen Service.

B. Where a floor is serviced by more than three elevator cars, at least three

elevator cars with a total rated capacity of not less than 6,000 pounds shall

be equipped for Firemen Service. Such cars shall include not more than

two cars which serve all floors, and at least one other car in another bank

servicing that floor.

C. If the total load capacity of all cars servicing the floor is less than 6,000

pounds, all such cars shall be Firemen Service.

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KEY SWITCH AT

TERMINATION AREA

FIRE

SERVICE

SKY LOBBY

Elevator transfer point to reach

top or return to bottom of structure.

FIRE

SERVICES

BALLROOM

1 ST FLOOR TLCOH

FIRE

SERVICE

Fig. 1 Elevator Configuration

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Fireman Service Lobby Switch Plates

Often Abbreviated as Off*

On **

Fig. 2A F^g- 2B

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5.2 Firemen Service Controls.

5.2.1 Lobby Keyed Switch.

A. A switch at the street floor or terminal floor for each bank of elevators.

Terminal floor is the lowest landing above the street floor of any elevator

that does not serve the street lobby floor, also known as a Sky Lobby.

(Fig. 1)

B. The key switch is required to be within 4 feet of the lobby call button.

C. The key switch is operated by use of the Fire Department key, or by city

wide standard elevator key.

Note: Worn keys may not work.

D. Switch Configurations. '

L Three position key - Normal, Firemen Service and door open. (Fig. 2A)

2. Two position key - Normal and Firemen Service with a door open button.

Door open button is required to be located in the same faceplate as the key

switch. Button is only operable when key switch is in the Firemen Service

position. (Fig. 2B)

Note: In both situations the cylinder face is approximately 1 1/2" in diameter and

colored red. Switch faceplate is required to be inscribed "for fire department use only" or similar terminology.

E. The Normal and Firemen Service position in the keyed switch permit the

removal of the key. The key is not removable in the door open position.

5.2.2 Elevator Car Keyed Switch.

A. Firemen Service keyed switch is provided inside each Firemen Service

elevator car.

B. This switch is identified by red lettering "FOR FIRE DEPARTMENT

USE ONLY" and has two positions. Nonnal and Firemen Service.

Note: Elevators approved for installation after March 1991 are required to be

equipped with a three position switch:

NORMAL HOLD FIREMAN SERVICE

The Hold Position has the following features:

1. Permits the firefighter to remove the key from the switch.

2. Allows the firefighter to leave the car without the danger of an individual,

without a key, moving the car to another location.

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3. A firefighter with a key can move the car by changing the switch position

from HOLD to FIREMAN SERVICE.

THIS ACTION SHALL NOT BE TAKEN WITHOUT FIRST

INFORMING THE FIREFIGHTERS OPERATING ON THAT FLOOR.

4. Elevator cars equipped with a two position switch are not required to be

retro-fitted with a three position switch.

C. To operate the car, the switch must be placed in the Firemen Service

position while the car is at the landing where the lobby keyed switch is located.

D. The lobby keyed switch must be in the Firemen Service position prior to placing the car keyed switch to Firemen Service.

E. Once the car switch is in the Firemen Service position it can not be

overridden by the lobby keyed switch.

F. The key is not removable from the elevator car keyed switch when it is in

the Firemen Service position.

5.3 Operation of Firemen Service.

5.3.1 Phase I - Recall Phase.

The recall of ALL elevators in the bank to the street or terminal floor either

automatically or manually.

A- Manual Recall.

By the use of the key at the keyed switches located in the elevator lobby at the street floor or terminal floor.

Note: For elevators whose terminals are above the street floor (sky lobby), a two

position keyed switch will be at the fire command station. The switch will

allow the elevators to be brought down non-stop to their lowest floor

landing. A three position keyed switch will also be at their terminal floor

landing.

B. Automatic Recall.

1 . Activation of elevator landing smoke detector.

2. Water flow from a sprinkler system.

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Note: If the Firemen Service Phase I was initiated automatically by the

activation of a lobby smoke detector or sprinkler water flow, the

elevator cannot be returned to normal operation until the smoke

detector or water flow alarm has been cleared.

C. Initiating Phase I Recall.

1. If Phase I (recall phase) has not been initiated upon arrival, Phase I shall

be initiated and all cars accounted for and examined as they arrive at the

street lobby floor.

2. If Phase I has been initiated before arrival and all elevator doors are closed, the following procedure are to be followed.

a. Determine if Phase I was initiated manually or automatically.

b. If Phase I was initiated manually the Firemen Service lobby keyed

switch will be found in the Firemen Service position. Place the

Firemen Service lobby keyed switch momentarily in the "Normal"

(OFF) position. Then returned it to the Firemen Service position.

This will cause all elevator car doors in this bank to open.

c. If Phase I was initiated automatically (by lobby smoke detectors or

sprinkler water flow), place the lobby keyed switch in the "Door

Open" position. The doors of the Firemen Service cars will then

open. In some older installations the doors of the non- Firemen

Service cars will not open and must be opened by use of the

emergency hoistway door key.

D. Results of Initiating Phase I Recall.

1. By placing the keyed switch in the Firemen Service position, all elevators

in that bank will be returned to the street lobby or terminal floor.

2. An elevator traveling away from the street floor or from its lowest landing

floor will reverse direction at the next landing without opening its doors,

and return non-stop to the street lobby or terminal floor.

3. Doors opened at any floor will immediately close and the elevator shall

return non-stop to the street or terminal floor.

4. Door reopening devices for power operated doors, which may be affected

by smoke, heat or flame so as to prevent door closure, shall be rendered

inoperative except for those mechanically activated by a safety edge.

5. "Emergency Stop" buttons will be rendered inoperative.

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6. When the elevator car reaches its terminal floor, one of the following will occur:

a. All car and hoistway doors open. The doors remain open for at least 8 seconds and no more than one minute and then close.

b. All car and hoistway doors open. The Firemen Service elevator

car and hoistway doors remain open with the car lights remaining

on. Non Firemen Service elevator car and hoistway doors close

between 8 seconds and one minute after opening.

c. All elevator car and hoistway doors open and remain open. The

car lights in the Firemen Ser\'ice elevator cars remain on and the

lights in the Non Firemen Service cars go off.

Note: Option "c" is required for all installations for which plans were filed after

1980.

Caution: Do not return the switch to the "normal" position at this time.

5.3.2 Phase II - Operational Phase.

The actual operation of the elevator car by use of the controls located within the

car. A. Operations:

1. Place the key in the car Firemen Service switch and turn to the Firemen

Service position.

2. Press the car "Door Close" button and select a floor. It is not important

which floor button is pressed first.

a. In some elevator cars there may be two floor selection panels. The

one to use for Firemen Service is the one nearest to or the one with

the Firemen Service keyed switch.

3. As soon as the car begins to move, press the "Call Cancel" button to verify

the operation of the "Call Cancel" button.

a. If the car stops at the next available landing in response to the

"Call Cancel" button, select the desired floor on the "Floor

Selection" panel.

b. If the car does not stop at the next available floor in response to the

"Call Cancel" button:

1) Immediately select the next available safe floor. If the car stops at the next available floor, press the "Door Open"

button and leave the car. Notify the officer in command

that the car is out of service.

19
FDNY DCN: 3.02.17 T.B. EMERGENCIES 1 March 15, 1997 ELEVATOR OPERATIONS

2) If the car does not stop at the next available floor, attempt

to stop the car by forcing the car doors open, thus

interrupting the interlock relay switch. Notify the officer in

command and initiate emergency evacuation procedures.

4. If more than one floor selection is made, the elevator car will stop at the

nearest floor selection in the direction of travel.

5. If the car is operating normally when you reach the selected floor, press

the "Door Open" button. You must keep your finger on this constant

pressure button until the door is fully open, otherwise the door will close on its own. This is a built in safety feature.

6. If the doors open on heat and smoke, the simple removal of the finger

from the "Door Open" button should enable the doors to close.

a. If they fail to close automatically, press the "Door Close" button

and manually assist the closing.

b. If the car doors still fail to close, don Mask facepiece, evacuate the

elevator and proceed to the nearest safe stairway.

7. When the elevator doors have fully opened, the elevator car will remain at the selected floor, with the doors open.

8. The elevator car shall not be returned to the lobby street floor until the

officer has determined that the unit has arrived at the proper location.

a. Due to internal building security, it is often necessary to force your

way out of an elevator landing area on upper floors. Units may

have to force their way from the elevator lobby to a fire stair or fire tower, either for reasons of safety or in order to operate. Someone

should stay with the elevator, to see that it is not moved from the

floor, until safe access to the fire stair or fire tower is assured.

9. To move from any floor, the "Door Close" button must be pushed, and

another floor selected.

10. An elevator can be placed on Firemen Service or taken off of Firemen

Service only when the car is at the landing where the lobby keyed switch

is located.

11. Once a Firemen Service car has been placed in Phase II operation, it will

continue in Phase II operation, regardless of the Position of the lobby

keyed switch. This feature may be udlized to restore other cars in the

elevator bank to normal operation, while the Fire Department continues to use the Firemen Service car or cars.

12. When an elevator car has been placed on Firemen Service, it shall be

operated by a member equipped with a handle talkie and forcible entry

tools.

20
FDNY

March 15. 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

5.3.3 Controls for Phase II.

A. Door Close Button.

1. It is a momentary touch type button.

2. Once fully opened the elevator car doors close only in response to the

Door Close Button.

B. Floor Selection Button.

1. When the car is in Firemen Service, the car responds only to the floor

selected by the Floor Selection Button in the car.

2. All elevator landing call buttons are rendered inoperable on landings

served by this elevator.

C. Call Cancel (reset) Button.

1. The Call Cancel Button allows the operator to change floor selection or

direction of travel prior to reaching the original selected floor.

2. When the Call Cancel Button is operated, the elevator car stops at the next

available floor landing (i.e., the first floor, in the direction of travel, that

the elevator is electrically and mechanically capable of serving). The

doors remain closed. A new floor selection must then be made.

3. It is recommended that the Call Cancel Button be pressed whenever a member enters a car on Firemen Service to clear the floor selection panel

of any previous floor selection that may have been made.

D. Door Open Button.

1. The elevator door opens only when the Door Open Button is pressed.

2. The Door Open Button must be held until the doors are fully opened.

3. If the Door Open Button is released before the doors are fully opened, the

doors return to the closed position. This feature is provided so that the

release of the Door Open Button will automatically close the doors in the

event the car inadvertently stops at the fire floor.

4. Members leaving the elevator car must verify that the doors are fully

opened. If the member leaves the car before the doors are fully opened,

the door will close behind him, isolating the car and placing it out of

service.

21
FDNY

March 15, 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

E. Emergency Stop Button.

1. The Emergency Stop Button is rendered inoperative during the Phase I operation.

2. The Emergency Stop Button should be operational during Phase II operation.

3. Activation of the Emergency Stop Button in Phase II will quickly stop the

elevator car.

6. ELEVATOR OPERATIONS DURING FIRE OPERATIONS

6.1 General Procedures.

6.1.1 Account for all elevators serving the fire floor, checking them for victims.

6.1.2 When it is confirmed that the fire is on the 7th floor or below units should avoid

the use of elevators. It is safer to utilize the stairway to reach the fire floor.

6.1.3 Do not use an elevator in a bank which services the fire floor if a lower bank of

elevators reaches within five floors of the fire floor.

6. 1 .4 When it is necessary to use an elevator in a bank which serves the fire floor:

A. If Firemen Service is available, use a car with the Firemen Service feature.

B. Select a floor at least two floors below the fire floor or two floors below

the lower level of an access stair in the fire area, whichever is lowest.

6.1.5 A service elevator shall not be used until it is declared safe for use by the officer

in command of the fire. Be aware that in many high rise office buildings the

service elevators have been converted for Firemen Service. Use of such an

elevator must be avoided until declared safe by the officer in command.

6.1.6 Before entering the elevator car, all members shall have donned their mask. The

facepiece shall be maintained in the standby position.

6.1.7 There must be a member equipped with a handie-talkie in each car whenever the

elevator is in use.

6.1.8 Not more than six members are to be permitted in any elevator car. This

precaution is required to prevent overloading.

6. 1 .9 Forcible entry tools must be carried aboard each elevator car.

A. In the event the car does not stop at the selected floor, a tool may be used

to pry the elevator car door open disengaging the car door interlock.

B. In the event the car should become disabled a tool may be needed to extricate the members.

C. Tools may be required if elevator gives access into a secured area.

22
FDNY

March 15. 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

6.1.1 0 Elevator should be stopped every five floors (precautionary stops) to confirm that

the elevator will respond to the selected floor. At each stop a new selection must

be made.

6.1.11 Before leaving the lobby and at each precautionary stop direct a flashhght up

between the elevator car and the hoistway shaft to determine if there is any

accumulation of smoke in the elevator shaft.

6.1.12 The relationship of the elevator to the stairway should be noted. This can be

accomplished by inspecting the "YOU ARE HERE" sign which is required to be

posted at each floor near the call button. This should be done at the first and last precautionary stop. Floor configurations may change.

6.1.13 Determine as soon as possible if the location of the fire could affect the elevator

operation.

6.1.14 Members must be careful during any emergency stop. They should prepare

themselves for the jolt of a fast moving elevator car stopping abruptly.

6.1.15 If you are in a smoke filled hallway, remember, elevator doors will swing toward

you and apartment doors will swing away from you. If the electric interlock

malfunctions it might be possible to open the elevator door and not have the car on that floor. Some elevator doors are of the sliding type. If forced by mistake due to smoke

conditions, they may pop inward and be mistaken for an apartment door.

6.2 Affects of Fire on Elevator Components

6.2.1 Mechanical or electrical systems can become affected by heat or water causing

erratic behavior of the elevator car.

A. Elevator car may move leaving a hoistway door in open position.

1. Consequences:

a. Injury to operating personnel.

b. Elevator shaft unprotected, possibly indiscernible in a smoke

environment.

c. Delay in firefighting.

2. Precautions:

a. During fire operations do not straddle elevator doors to hold the

car. Use Firemen Service if available or folded lengths of hose to hold car.

b. If the elevator moves leaving the door open close the hoistway

door manually if possible.

23
FDNY

March 15, 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

B. Hoistway door warped by heat.

1. Consequences:

a. Interlocking device inoperative.

b. Elevator stalled in shaft.

c. Possibly trapped passengers in car.

2. Precautions:

a. If possible avoid using elevator cars that service the fire floor.

C. Malfunction of interlock of hoistway door.

1. Consequence:

a. Member might be able to open swing type door with no elevator

car at landing.

2. Precautions:

a. Feel for floor before moving through door way.

D. General Precaution.-

1. In any situation where the elevator operates erratically, exit the car at the

nearest safe floor. Place the car out off service, either via the car controls or by blocking the car door. Notify the Officer in Command immediately.

6.3 Firefighters trapped in stalled elevator cars during fire operations.

6.3.1 Operations of Fire Department members in a stalled car.

A. If elevator car door opens on fire floor (heat, smoke), attempt to close the

door.

1. Push Door Close Button.

2. Force door closed.

B. Select lower floor.

C. If car fails to move:

24
FDNY

March 15. 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

1. Check Emergency Stop Button, it may have accidentally been activated.

Deactivate it by pulling it out, or if switch type, moving switch to off

position.

2. Open Top Emergency Exit to relieve smoke in car.

3. Keep low in car.

4. If necessary don Mask facepiece. Remember it is important to conserve

air.

5. Communicate situation to officer in command.

6. If necessary use side emergency exit for rope slide to the safety of lower

floor. Have power removed to the adjacent car if this is to be attempted.

7. In an EXTREME EMERGENCY, Fire Department hose can be used to slide down to the floor below. If more than one length of hose is used,

first tie the lengths together, then couple them.

8. Members can be lowered to the hoistway door interlock and exit at the

floor landing below the fire.

9. Hose line on the floor below can be used to spray a fog stream between

the car and the hoistway door. A 30 degree fog pattern should be used to cool and protect trapped persons during the rescue operation.

6.4 Firemen Ser\'ice During Fire Operations

6.4.1 Assure the elevators serving the affected areas have been placed on Firemen

Service.

6.4.2 When Firemen Service is available use the elevator cars so equipped.

6.4.3 First arriving units should, if possible, initially avoid a Firemen Service elevator

which is capable of stopping at all floors. Many of the converted "Service" freight

elevators are so arranged, and therefore are capable of being affected by fire on

any floor. Only after the officer in command has determined that the fire is not

adjacent to the shaft should these elevators be utilized. (Experience indicates that

many fires in high-rise office buildings have been found in the service elevator

lobby, in piles of collected rubbish. Heat and flame have affected the doors and

control wiring of nearby service elevators).

6.4.4 Members shall never take a Firemen Service elevator which services all floors to go above the fire. When assigned to go above the fire via an elevator, choose an

elevator which has a blind shaft on the fire floor. Remember a "Firemen Service"

elevator is not necessarily a "safe" elevator. It can still be affected by heat, smoke

or water entering the shaft. If there is no bhnd shaft elevator to go above the fire,

stairs shall be used.

25
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March 15, 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

Note: Use a fire tower or a stairway other than the attack stair.

6.4.5 There are situations in which units will encounter "exceptions to the rules". Time

must be taken to become familiar with particular elevators before leaving the

lobby. Early manning by one or more members who have become familiar with

the elevators is indicated. Utilize stairs whenever possible, and try to limit

elevator use to those in banks that cannot be affected by the fire. Where elevator

problems exist, consider calling in elevator company repairmen on emergency

duty. Many high-rise buildings have these men on twenty-four hour call, and

phone numbers must be posted in the elevator machinery room, and are often

posted in the vicinity of the elevator lobby.

6.4.6 If Firemen Service elevators have not been installed in the building, Fire

Department operations shall be conducted using elevators that have been placed

in the "Manual Mode" if possible. When using elevators in the "Manual Mode"

all the applicable sections of this procedural guide shall apply.

6.5 Operational Considerations

6.5.1 Locked Hoistway Doors.

A. For security reasons, some occupants lock the hoistway door on their floor

when closing.

B. If your elevator arrives at the selected floor, but the car door does not

open, make no attempt to force it. In this instance, the locked hoistway

door, attached via the vane to the elevator car door, is keeping both doors

closed. Any attempt at forcing them open may damage the interlock

putting the car out of service.

C. If your car arrives at a floor and the car door opens revealing a locked

hoistway door, the following considerations must be made:

L If the hoistway door security lock can be removed or opened with no damage to the door, do so.

2. If removal of the locking device threatens any bending or warping of the

door or door buck, make no attempt at removal. Warping or springing of

the door assembly may interfere with the car's electrical circuits, putting

the car out of service.

D. A preferable method, in both 1 and 2, is to drop down to a floor where exit

is possible. Find the stair and move up to the original floor.

Note: In high rise buildings, on the street floor and above, any locks

placed on passenger elevator car or hoistway doors must be

openable with a key.

26
FDNY

March 15, 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

7. BUILDING CODE REGULATIONS EFFECTING FIRE DEPARTMENT

OPER.ATIONS

7.1 Accidents.

7.1.1 The Building Department is required to investigate elevator accidents. Officers in

command at such occurrences are to notify the Building Department via the

dispatcher.

7.2 Mechanical Features.

7.2.1 The winding drum or traction sheave machinery are required to have a mechanical brake that is applied automatically when the power is removed from

the system. The brake shall only release when the power is restored.

7.2.2 A manual power control switch for each elevator is to be located adjacent to, and

visible from, the elevator machinery.

7.2.3 A mechanical safety device is attached to the car frame. It will be brought into

play when any of the following conditions exist:

A. Car over speed.

B. Car free fall.

C. Slackening of the hoistway cable. Car safety devices will apply with

downward motion of the car and may be released by reverse or upward

motion of the car.

7.2.4 In automatic cars a transfer switch that puts the car solely under the control of the

car operator must be provided. Elevator mechanics and some building service

employees have operating keys.

7.3 Emergency Removal.

7.3.1 Emergency hoistway door key hole and keys themselves are to be of such a design that inhibits the use of common tools.

7.3.2 In a single car blind hoistway emergency access openings shall be provided at every third floor, but not more than 36 feet apart.

7.3.3 If emergency side exit door is provided it must have the following features:

A. Hinged to open into the car.

B. Locking device that requires the use of a key inside the door.

C. A means of being opened by hand from the shaft side.

D. Line up with the door of adjacent car.

E. Be within 3 feet of the adjacent car side door.

27
FDNY DCN: 3.02.17 T.B. EMERGENCIES 1 March 15, 1997 ELEVATOR OPERATIONS

F. An electrical door contact that will prevent motion of the car when the

door is open.

7.3.4 Top Emergency Exit.

A. Cars installed under the 1938 Building Code.

1. Top hatch required in all cars.

2. Opens outward.

3. Designed to unlock by thumbscrew from inside and outside of the car.

Note: To prevent access to the car roof by juveniles and vandals many

have been bolted closed in the interest of safety.

4. May have a contact power switch.

B. Cars installed under the 1968 Building Code.

1. Top hatch required in all cars.

2. Opens outward.

3. Not required to be openable from the interior of the car.

4. Openable from exterior, wrench or screwdriver usually required.

5. May have contact power switch.

6. May be concealed by grill work, lights, mirrors or other decorative finish.

28
FDNY

March 15, 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

8. ELEVATOR TERMS AJSD DEFINITIONS

Alarm button (switch) - Button (switch) in elevator car which activates the alarm bell.

Car Door - Elevator car door.

Car Door Contact - An electrical device used to prevent the operation of the car unless the car door is in the closed position.

Car Safeties - Stop car in the event of an emergency. Controlled by car governor.

Co««f£nvW^/i^5 - Used to counterbalance the weight of the elevator car.

Elevator Car Selector - Panel inside car containing emergency stop button, alarm button, door

open button, floor selection buttons and Firemen Service key switch if required.

Elevator Control Panel - A visual display unit located in the lobby which indicates the status and location of all elevator cars and the necessary controls for the operation of the cars. Common in High-Rise buildings.

Elevator Door Vane - The connection between the elevator car doors and the hoistway doors. It allows the elevator car door to drive the hoistway door.

Elevator Machinery Room - Area where the equipment that raises and lowers the elevator is located. Usually located at the top of the shaft, machinery room may also be found at shaft

bottom or two floors above the highest floor serviced by the elevator.

Elevator Motor - Turns winding drum raising and lowering elevator car.

Emergency Stop Button - Elevator car button which when activated cuts power to car and

sounds alarm bell. Note: Do not rely on this button, elevator power switch must be used to insure motor power is off.

Emergency Escape Ladder - On the top of some elevator cars used to assist in top hatch removal

operations.

Emergency Exit - Side door of a car in multi car hoistways.

Final Lower Limit Switch - A switch located in the elevator pit which prevents the elevator from

descending too low in the shaft. When tripped by elevator it cuts the power to elevator motor.

Acts as a backup to lower limit switch.

Firemen Service - A feature required in many elevators which enables the department to gain

control of the elevators

29
FDNY

March 15, 1997

DCN: 3.02.17 T.B. EMERGENCIES 1 ELEVATOR OPERATIONS

Floor Call Button - Located at elevator floor landing, used to call car to the floor when service

is desired.

Floor Selector - Located in the machinery room can be used to determine the exact location of

the elevator.

Governor - Regulates elevator car speed. Also engages car safeties and shuts off electrical power

in the event of free fall or over speed.

Governor Rope - A wire rope or cable which travels with the car. If engaged by the governor it mechanically activates the car safeties.

Hoistway - The shaft the elevator moves in. Types: Single car (local service), multi car (local

service), single car blind (express service), multi - car blind (express service).

Hoisting Cable - Cable (cables) used to raise and lower the elevator.

Hoistway Door - door leading from landing to elevator shaft.

Interlock - A switch on hoistway door, and some emergency exits that will prevent the elevator

from moving when in open position.

Limit Switch - A mechanical electrical device which is located at the top or bottom of the shaft.

Its purpose is to prevent over extension of elevator car in an upward or downward direction.

Lower Limit Switch - A switch which stops the car in pit area, below lowest landing.

Main Electrical Power Switch - Located in machinery room, each switch controls the operation

of one elevator.

Terminal Landing - lowest landing for discharge of passengers, may be at ground floor or above

in which case it is known as a Sky Lobby.

Traction Sheave - Free turning pulley for elevator cables.

Ventilation Opening - "Smoke hole" - opening providing for the movement of air in the shaft

caused by the movement of the elevator.

BY ORDER OF THE FIRE COMMISSIONER AND THE CHIEF OF DEPARTMENT

30
Appendix E

Air Support Plan - High Rise Fires

DCN: 3.02.01 A.U.C. 269

September 9, 1993

AIR SUPPORT PLAN - HIGH RISE FIRES

Appendix E

Air Support Plan High Rise Fires AUC 269

Reproduced with permission of The Fire Department of the City of New York

1
FDNY

September 9, 1993

DCN: 3.02.01 A.U.C. 269

AIR SUPPORT PLAN - HI-RISE FIRES

1. INTRODUCTION

1.1 In recent years, several high-rise fires have occurred throughout the world at which

occupants became isolated from fire forces when they fled to the roof Due to the media

attention given to these events and the spectacular nature of helicopter evacuation, it can be

anticipated that at future high-rise fires, people will ignore fire department advice and flee

to the roof Roof evacuation by helicopter is both hazardous and time consuming.

Therefore, it shall only be undertaken as a last resort, and only upon the direction of the

Fire Department Incident Commander (IC). However, large numbers of people on the roof

cannot be ignored and the possibility exists that a helicopter approach may be the only

access available.

At high-rise fires in which people were evacuated via helicopter, operations took a great

deal of time, and presented an unwairanted risk to the rescuers and evacuees. FDNY

observers who visited the scene of these fires concluded that evacuation was unnecessary

since the people on the roof were never in any immediate danger. On the other hand, many

of the fatalities at these fires were people who suffered smoke inhalation in the halls and

stairwells while attempting to reach the roof Had fire personnel been airlifted, ventilation

and search of the stairwells and halls could have been effected. In order to address this

problem, a plan to provide helicopter capabilities at high-rise fires has been developed in

conjunction with the New York City Police Department.

2. DESCRIPTION OF THE AIR SUPPORT PLAN

2.1 Objectives:

2.1.1 Provide FDNY with the capability to place fire personnel on the roof of high-rise

buildings, otherwise inaccessible due to fire conditions for the purpose of

ventilation and search.

2.1.2 Control, comfort and direct people who view themselves as trapped and remote

fi^om help.

2. 1 .3 Provide the lobby command post with intelligence on roof conditions.

2.1.4 Evacuate persons in need of immediate medical attention.

2. 1 .5 Provide the capability to evacuate the roof as a last resort.

2.2 The plan is divided into three phases:

ALERT: Notification is made by the Manhattan Fire Department Dispatcher direct to the Police Aviation Unit upon transmission of a third alarm for a fire in a high-rise building.

2
FDNY DCN: 3.02.01 A.U.C. 269

September 9. 1993 AIR SUPPORT PLAN - HI-RISE FIRES

ASSEMBLE: Fire Department units, Police Helicopters and Rappelling Team are assembled at a selected mobilization point.

AIRLIFT: Air Support Teams are airlifted to the vicinity of the roof of the fire building, pending the decision of the IC to actually land members on the

roof.

2.3 Criteria For Use:

2.3.1 The decision to "Assemble" rests with the IC at the fire. The conditions under which

Assembly may be ordered are generally, but not limited to:

A. Fire located above 10th floor in a high-rise building.

B. Access to the roof limited to exterior of building, via helicopter.

C. Fire in possession of two or more floors.

D. Interior access routes above fire blocked.

2.3.2 The decision to "Airlift" may be made only by an IC who is at the staff officer level.

2.3.3 If the decision is made by the Fire Department IC to utilize the High-Rise Support

plan the operation shall be in conformity with guidelines contained in this

document. This decision rests with the Fire Department IC until fire operations are completed.

2.4 Mobilization Points:

In the event of a major high-rise fire in the midtown area, most 3rd Division units will be

engaged and streets in the midtown area are likely to be clogged with traffic. Similarly a

high-rise fire in lower Manhattan, will involve most 1st Division units. For this reason, two

high-rise helicopter mobilization points have been selected, each with a different High-Rise

Roof Chief (HRRC) and different High-Rise Roof Teams (HRRT).

2.4. 1 High-Rise Fire South of 23rd Street:

Mobilization Point E. 34 St. Heliport.

HRRC's Battalion 8, 9

HRRT's Ladder Co. 2, 7,21

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FDNY

September 9, 1993

DCN: 3.02.01 A.U.C. 269

AIR SUPPORT PLAN - HI-RISE FIRES

2.4.2 High-Rise Fire North of 23rd Street:

Mobilization Point Wall St. Heliport

HRRC's Battalion 1,4

HRRT's • Ladder Co. 6, 10, 15

2.4.3 For fires in high-rise buildings in other parts of the City, the selection of a mobilization point will be deteiTnined by the Manhattan Supervising Dispatcher.

3. PERSONNEL AND EQUIPMENT INVOLVED

3.1 High-Rise Roof Chief (HRRC) Duties

3.1.1 Upon order to "Assemble", respond to the designated mobilization point and

rendezvous with the Police helicopters and Rappelling Team.

3.1.2 Obtain the following information through the Dispatcher while responding to the

mobilization point:

A. Command channel

B. Tactical Channel for HRRT

C. Identification of Attack and Evacuation Stairs

D. Identification of the stairs that lead to roof

3.1 .3 Notify the IC of the fire through the dispatcher when the High Rise Roof Teams, the

Police helicopter/s and the Rappelling Team are assembled at the mobilization

point.

3. 1 .4 Insure that HRRT's are on the proper handie-talkie channel prior to lift off.

3.1.5 Monitor both the Command channel for contacting the Lobby Command Post and

the Tactical channel for communications with the HRRT. To accomplish this, it will

be necessary to take the Battalion firefighter's handie-talkie.

3.1.6 If hardwired communication is established (warden phone, standpipe phone,

telephone) use an HRRT member to assist with communications.

3.1.7 Be equipped with SCBA (Self-Contained Breathing Apparatus) and clipboard.

3.1.8 The HRRC's Battalion firefighter will remain at the mobilizadon point to provide

security for the Battalion car and HRRT apparatus.

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FDNY

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DCN: 3.02.01 A.U.C. 269

AIR SUPPORT PLAN - HI-RISE FIRES

3.1.9 The HRRC's Battalion firefighter must obtain keys to both HRRT apparatus. If additional equipment is needed a helicopter will return to the mobilization point to transport it. The Battalion firefighter will monitor the department radio for

instructions.

3.1.10 Upon the order to "Airlift", the helicopter will fly the HRRC and Rappelling Team

to the fire building where the HRRC will make observations from the air and advise

the IC to tlie need and advisability of a roof landing. If the IC orders a roof landing,

the Police personnel will rappel and gain control of building occupants on the roof,

prepare the roof for landing and guide the aircraft to land. The HRRC will advise

the IC of the need for fire personnel on the roof If the IC authorizes the placing of

Fire Department personnel on the roof, a second helicopter will land the HRRT and

the high-rise roof kit (HRRK). The HRRC will be in command of roof operations.

If necessary, an additional HRRT can be airlifted to the roof.

3.1.11 Battalions 1, 4, 8 & 9 have been trained as HRRC's. If they are unavailable, any

battalion may be selected.

3.2 High-Rise Roof Team (HRRT)

3.2.1 An HRRT consists of a ladder company made of an officer and five firefighters.

Upon the order to "Assemble", the Manhattan Dispatcher will nofify two HRRT's to respond to the designated mobilizafion point. The HRRC will designate units as primary and secondary HRRT. The primary HRRT will load the HRRK aboard the

second helicopter and board the aircraft.

3.2.2 Upon the order to "Airlift", the primary HRRT will fly to the fire building and

remain airborne in the vicinity of the fire building until landing is authorized by the

IC via the HRRC or directly from the Command Post. Upon landing, they will

operate under the HRRC. The secondary HRRT will remain at the mobilization

point and await orders.

3.3 High-Rise Roof Kit (HRRK) See Fig. I

3.3.1 Due to space and weight considerafions aboard the helicopter, the only tools and

equipment included in the High-Rise Roof Kit are:

A. 6 SCBA with 1 hour cylinder

B. 1 Bolt Cutter

C. 2 Halligan Tools

D. 2 Axes

E. 2 Search Ropes

F. I Rabbit Tool

3.3.2 Only these tools are to be brought to hehcopter operations.

3.3.3 Tools shall be stowed on helicopter as per direcfions of Aircraft Commander.

5
FDNY

September 9, 1993

DCN: 3.02.01 A.U.C. 269

AIR SUPPORT PLAN - HI-RISE FIRES

3.4 NYPD Aviation Bureau

3.4.1 Under normal conditions, it can be anticipated that a time span of 30 to 40 minutes can be expected between the order to "Assemble" and pickup of fire personnel at the mobilization point. This time lag should be given consideration in the strategy

of Incident Commanders at high-rise operations.

3.4.2 If two helicopters are available, the first will carry the HRRC and the Police

Rappelling Team. The second will carry High-Rise Roof team. If only one

helicopter is available, it will return to the Mobilization Point to pick up the HRRT

after depositing the HRRC and the Rappelling Team on the roof

3.5 N.Y.P.D. Emergency Service Division

The Police Emergency Service Division provides two important components of the Air

Support Plan: A Command Post Communication Liaison and a Rappelling Team

3.6 Command Post Communication Liaison

3.6. 1 Upon order to "Assemble", the nearest available emergency service radio car will be

dispatched to the fire building. Their portable Special Operations Division (SOD)

radio will be used in the Lobby Command Post to provide the Incident Commander

(IC) of the fire with direct communication with the helicopter and the Rappelling

Team on the roof

3.6.2 Police Aviation will provide a radio headset in the helicopter for the HRRC to monitor the SOD channel.

3.6.3 One member of the Rappelling Team with a SOD radio will remain with the HRRC

on the roof to act as a communicator with the helicopters and as a backup

communication link with the Lobby Command Post.

3.7 Rappelling Team

"Rappelling" is defined as the "activity of lowering oneself by means of ropes onto a designated target". The duties of the Police Rappelling Team at a high-rise fire are as follows:

3.7.1 Control, comfort and direct persons who have fled to the roof Until order is established, the helicopter cannot land for fear that people may rush to the aircraft

causing injury to themselves or disability to the craft.

3.7.2 Preparation of the roof for hehcopter landing.

3.7.3 First Aid - Tend to the immediate medical needs of people on the roof, freeing fire personnel for ventilation and search.

6
FDNY DCN: 3.02.01 A.U.C. 269

September 9, 1993 AIR SUPPORT PLAN - HI-RISE FIRES

3.7.4 Ground Crew for Helicopters - the Team leader acts as landing officer, directing the

helicopters to the landing site. Team members will also direct persons on and off

the aircraft.

3.7.5 Communications - Provide communications for HRRC as per sec. 3.6.3

HIGH-RISE ROOF KIT

6 SCBA ( 1 HR. CYL. ) 2 SEARCH ROPES

2 AXES 1 BOLT CUTTER

2 HALLIGAN TOOLS 1 RABBIT TOOL

4. AIR SUPPORT PLAN OPERATIONS

4.1 Alert Phase

Upon receipt of a third alarm for a fire in a high-rise building the Manliattan Fire

Department Dispatcher will contact the Pohce Aviation Unit.

The purpose of the "Alert" phase is to allow the Police Aviation Unit time to prepare for

Air Support Operations.

There will not be any movement of Fire Department personnel in this phase.

4.2 Assemble Phase

4.2.1 The IC at a high-rise fire will give the order to "Assemble" via Manhattan

Dispatcher.

7
FDNY

September 9, 1993

DCN: 3.02.01 A.U.C. 269

AIR SUPPORT PLAN - HI-RISE FIRES

4.2.2 The Manliattan Communications Office will:

A. Notify the Police Dispatcher via Police City-Wide radio of the fire and to 'Assemble" the Air Support Teams, at the proper mobilization point. (Sec. 2.4)

Follow-up notification will be made by phone.

B Have the designated HRRC and HRRT respond to the mobilization heliport, or provide units if they are unavailable. This information must be transmitted to the

Command Post at the fire building.

C. Obtain information required in Section 3. 1 .2 and relay to the HRRC.

4.2.3 The Police Operations Division will notify the Aviation Bureau and the Emergency

Service Rappelling Team to respond to the mobilization point.

4.2.4 An Emergency Service radio car will be dispatched to the Fire Department

Command Post at the fire scene for use of the SOD radio.

4.3 Airlift Phase

4.3.1 Upon the order to "Airlift," units at the mobilization point will proceed via

helicopter/s to the vicinity of the roof of the fire building, pending the decision of

the IC to actually land members on the roof

4.3.2 Operate in accordance with orders received from the Command Post and with

applicable sections of this circular.

5 SAETY

5.1 All Department personnel must observe the following safety rules:

5.1.1 Approach and leave the helicopter only within the field of vision of the pilot and

only fi"om the f]"ont. (See Fig. 2).

5. 1 .2 Do not approach the tail section under any circumstances.

5.1.3 Approach and leave the aircraft in a semi-crouched position. Do not run.

5. 1 .4 Raise nothing above the head in the vicinity of the helicopter.

5.1.5 Each member will carry his/her mask and assigned tools to the helicopter. There

must be no unnecessary movement in the area of the helicopter.

5. 1 .6 When loading HRRK, one member will enter the cabin and stow the equipment as it

is passed to him/her.

8
FDNY

September 9. 1993

DCN: 3.02.01 A.U.C. 269

AIR SUPPORT PLAN - HI-RISE FIRES

APPROACH /

LEAVE HELICOPTER

WITHIN VIEW OF PILOT

SAFE ZONE FIG. 2

9
FDNY

September 9, 1993

DCN: 3.02.01 A.U.C. 269

AIR SUPPORT PLAN - HI-RISE FIRES

5. 1 .7 Riding positions on the helicopter are designated by the Aircraft Commander.

5.1.8 Do not step on or place tools on or near the rubber pontoons of the helicopter.

5.1.9 Leave the helicopter only when directed by the pilot or co-pilot.

5.1.10 Be alert for other helicopter landings and takeoffs.

5.1.11 Due to unpredictable effect of ventilation in high-rise buildings, interior stairs or

shafts must not be vented unless ordered by the IC of the fire.

5.2 The HRRT Officers' prime function during loading and unloading of the of the helicopter is to maintain direct control over the movement of his/her members.

The HRRT officer will:

5.2. 1 Approach the helicopter after receiving the signal from the pilot.

5.2.2 Maintain a position alongside the helicopter at the rear of the compartment door.

5.2.3 Control approach of members.

5.2.4 Supervise loading/unloading.

5.2.5 Be the last one to board and the first to leave helicopter.

5.2.6 Monitor handie-talkie during flight.

5.2.7 Maintain same position by door during unloading.

5.2.8 Control route of members leaving helicopter.

5.2.9 Select an "assembly" area near bulkliead or other roof projection away from landing

area, and have members proceed immediately to it.

6 PRORAMINTENANE

6.1 The Manhattan Borough Commander is the PROGRAM OFFICER and is responsible for:

6.1.1 Liaison with the N.Y.P.D.

6. 1 .2 Condition of all equipment required for the program.

6.1.3 Training.

6. 1 .4 Notifying the Bureau of Operations when major drills are planned.

6. 1 .5 Forwarding reports when items requiring the attention of the Chief of Operations

surface.

K)RBR OFTH ERE OMSION ER ANETH ffilOroPARTENT

10
Appendix F

Approved Safety Bulletin 67

Approved Riding Positions on Apparatus

DCN: 1.07.03 SAFETY BULLETIN 67

December, 1982

APPROVED RIDING POSITIONS ON APPARATUS

Appendix F

Approved Safety Bulletin 67 Approved Riding Positions on Apparatus

Reproduced with permission of The Fire Department of the City of New York

1
FDNY

December, 1982

DCN: 1 .07.03 SAFETY BULLETIN 67

APPROVED RIDING POSITIONS ON APPARATUS

1. Prior to the establishment of a riding position policy in November 1971, falls from a moving apparatus were averaging one a month. This number his been reduced;

nevertheless five members fell from an apparatus in the year 1981 and four members

have fallen in the first nine months of 1982.

2. Vehicular accident records of this Department indicate that the location of members on moving apparatus can be the difference between a safe trip or serious injury and even

death. Choice of riding location has been an important factor in cases where the

apparatus has hit a bump or depression in the road, made a sharp or unexpected turn, or was involved in an accident.

3. This bulletin classifies and illustrates riding positions in order to provide safer

transportation of members. At the start of each tour, officers shall select riding locations

commensurate with the number of members working, and assign each member a location.

(See Pages 4 and 5, Examples of Riding Positions).

Officers shall enter each member's location on "Riding List" (BF 4). Responsibility for

enforcement rests on the officer, and responsibility for compliance rests on the individual

member.

4. Bearing in mind that an enclosed, seated, belted position is the safest location while

riding an apparatus, officers shall assign these positions first. The officer then assigns

positions in a descending order of priority. Ex.: 1. Enclosed, seated, belted position; 2. Seated, belted position; 3. Standing - side positions/ with restraining devices; 4. without

restraining devices.

The rear step of the apparatus is never to be used as a riding position. Its sole function is to load and unload hose.

5. Members assigned to standing locations must maintain a firm grip at all times with both

hands. If vertical hand rails are used, members should buttress themselves by using a second hand hold with their other hand. Remember, members must hold on with both

hands... they are not to break their grip (to don clothing, reach for a tool, or change

locations) while the apparatus is moving. Members must accept their personal

responsibility to protect themselves to the greatest degree possible. When gates or guards

are provided on side standing locations, they must be in place for proper protection.

2
FDNY

December. 1982

DCN: 1.07.03 SAFETY BULLETIN 67

APPROVED RIDING POSITIONS ON APPARATUS

6. Under no circumstances shall members sit on battery box, running board, steps, or

turntable. Only designated seats, or other approved locations, shall be used. Where seats are provided, they shall be used.

7. The major part of the responsibility for falls from apparatus and resultant injury rests with the member who fell. Each member must recognize and accept this responsibility.

Each individual member must take steps to prevent himself from falling from a moving

apparatus.

8. Reasons for such falls have been:

L Sitting on turntable, or battery' box.

2. Not prepared for unexpected turn.

3. Holding on to portable ladder which worked loose.

4. Changing position of hands on straps or other hand holds.

5. Apparatus making a turn or sudden stop.

6. Reaching for a tool, mask, etc., before fire apparatus had stopped.

7. Moving while apparatus is traveling.

8. Donning fire clothing while apparatus is in motion.

9. Not using available seat belts. 10. Loose grip on hand rails. 11. Lack of communication between Officer, chauffeur, and members riding, when

apparatus stops and suddenly starts moving, catching members off guard.

Note: A recent court case (New York State Court of Appeals) indicates that failure to use a seat belt is a factor which may be considered in compensating accident victims.

BY ORDER OF THE FIRE COMMISSIONER AND THE CHIEF OF DEPARTMENT

3
FDNY

December, 1982

DCN: 1.07.03 SAFETY BULLETIN 67

APPROVED RIDING POSITIONS ON APPARATUS

DEFINITIONS

RIDING LOCATION OF OFFICER

RIDING LOCATION OF ECC AND/OR QC

RIDING LOCATION OF TILLERMAN

INDICATES AREA OVERHEAD IS COVERED

L INDICATES LEFT SIDE OF APPARATUS

R INDICATES RIGHT SIDE OF APPARATUS

C INDICATES CENTER SEAT

NOTE: Numerals in circle, in front of letters "L" or "R' indicate priority.

(Unless otherwise indicated.)

EXAMPLES:

Indicates first priority and left side of apparatus

Indicates third priority and right side of apparatus

CHAU

4
FDNY

December. 1982

DCN: 1.07.03 SAFETY BULLETIN 67

APPROVED RIDING POSITIONS ON APPARATUS

5
FDNY

December, 1982

DCN: 1 .07.03 SAFETY BULLETIN 67

APPROVED RIDING POSITIONS ON APPARATUS

Example of Ladder Riding Positions

(Rear Mount)

Note: It is absolutely prohibited to ride on

rear step.

Example of Ladder Riding Positions

(Tower Ladder)

6
Appendix G

Training Bulletin Tools 22 Portable Command Post

DCN: 4.03.06 TRAINING BULLETIN

TOOLS 22

December, 1991

PORTABLE COMMAND POST

Appendix G

Training Bulletin Tools 22 Portable Command Post

Reproduced with permission of The Fire Department of the City of New York

1
FDNY

December, 1991

DCN: 4.03.06 T.B. TOOLS 22

PORTABLE COMMAND POST

1. INTRODUCTION

The Portable Command Post will assist the Incident Commander in efficiently executing the

responsibility of incident management.

The Portable Command Post (PCP) will be carried in the division vehicle. Deputy Chiefs shall

utilize the PCP at fires, emergencies and other incidents here its deployment will assist in the

operation.

2. ADVANTAGES

2. 1 Establishes a Fire Department Command presence at the scene.

2.2 Serves as a physical focal point for incoming Fire Department Units as well as other

agencies reporting to the operation.

2.3 Provides a convenient means of direct radio communication with the Borough

Communications Office.

2.4 Facilitates the recording of the location and status of Fire Department units.

2.5 Facilitate the recording of the ranking official present from other agencies.

2.6 When manned by an aide, the Incident Commander will be freed from the distraction of

units and agencies reporting in to the operations.

2.7 Satisfies federal regulations regarding the establishment of a Command Post.

2.8 Provides own light for viewing and recording information.

2.9 Improve safety by promoting accountability of personnel, efficient use of resources and

tactical planning.

2.10 As a visual aid the PCP will assist Incident Commander in assigning chiefs area of

responsibility.

2
FDNY

December. 1991

DCN: 4.03.06 T.B. TOOLS 22

PORTABLE COMMAND POST

3. DESCRIPTION

Portable Command Post is comprised of three components: case, power pack and stand.

3.1 Case - welded aluminum 18" X 28" X 8" containing the following:

3. 1 .3 Vertical Magnetic Surface (Figure I

)

A. For recording box, time out, incident location and height, construction,

dimensions if building involved.

B. Hold supply of magnetic identifiers.

C. Radio console

D. Light

3. 1 .2 Horizontal Magnetic and Marking Surface (Figure 2)

A. For recording unit location or status: Standby

R&R

Tactical location on diagram

B. For recording outside agencies' representatives

3.1.3 Magnetic Identifier (Figure 2)

A. Each division is supplied with pre-labeled identifiers of units they most

frequently respond with.

B. Unmarked black identifiers are also supplied. Unit numbers can be written on with dry marking pens supplied with the post.

C. Additional permanent identifiers can be made using Dymo Label Makers

with 1/2" tape.

D. Color coded:

Engine Black

Ladder & Tower Ladder Red

Battalions Gold

Special Units Blue

Sectors Purple

3
FDNY

December, 1991

DCN: 4.03.06 T.B. TOOLS 22

PORTABLE COMMAND POST

3.1.4 Radio

A.

B.

C.

D.

Motorola max trac 25 Watt

6 Chamiel

1 - Citywide

2 - Queens

3 - Brooklyn

Antenna

Magnetic base

Place on a ferrous metal object.

4 - Manhattan

5 - Bronx/Staten Island

6 - Not in use

Caution: Antenna must not be placed on Portable Command Post or within 3' of people.

3.1.5 Power supply compartment (Figure 3)

A. 12 volt maintenance free lead acid battery. Operational time averaging

between 3-4 hours.

B. Charging plug

C. Wiring and temiinal blocks

D. Micro switch which stops battery from charging when case is closed.

3.1.6 Rain shield - clear plastic attaches to top and bottom portions of case with velcro

strips. Keeps PCP dry preventing icing on surfaces and running of dry markers.

3.1.7 Command Post Flag (Figure 3) - orange flag which fits in hole in top right-hand

comer of case.

3.1.8 Light (Figure 3) - turn off when not in use to conserve battery.

3.2 Power pack (Figure 3) - battery charger with special plug which permits its use only with

PCP.

3.2.1 Charger fed by 1 10 volt service and supplies 12 volts of DC current to PCP power

plug.

3.2.2 PCP is supplied through charging plug located on left side lower portion of case.

3.2.3 Power pack should always be taken to location of the PCP. Necessary preparation

should be made to permit its deployment.

3.2.4 Power pack is to be used during extended operations or if PCP battery is low.

3.2.5 Unit fits on the leg rails of the PCP. There it will be approximately 4" above the

ground protected from runoff. Case will provide some protection from rain and

stream spray.

4
FDNY

December. 1991

DCN: 4.03.06 T.B. TOOLS 22

PORTABLE COMMAND POST

3.3 Stand - (Figure 3)

3.3.1 Consists of folding aluminum legs which pivot at the center and nylon straps used

to support the PCP case.

4. LOCATION

The following guideline are to be used in selecting site for PCP placement.

4.1 Where possible location should afford the Incident Command with a good view of

operation.

4.2 Clearly visible to incoming units and other agencies.

4.3 Avoid loud noise areas such as a location adjacent to operating pumper or tower ladder.

4.4 Avoid areas likely to be sprayed with stream.

4.5 Avoid area likely to be disrupted by expanding operations.

4.6 When practical locate PCP near a vehicle or apparatus which would permit mounting of

radio antenna.

5. SETTLNG L P PCP (Figure 3)

5.1 Place stand on firm flat surface.

5.2 Place PCP case on stand, open case and lock hinge arms.

5.3 Place magnetic base antenna on ferrous metal such as vehicle or apparatus.

5.4 Turn on hght if necessary.

5.5 Turn on radio, insure it is set to Borough of incident's location.

6. USLNG PCP

6.1 Draw diagram of incident on horizontal surface.

6.2 Take appropriate unit identifier from vertical surface and place them on diagram

according to location and duties assigned.

6.3 Utilize PCP radio for transmitting reports.

5
FDNY

December, 1991

DCN: 4.03.06 T.B. TOOLS 22

PORTABLE COMMAND POST

7. PRECAUTION

7. 1 Antenna is not to be placed on portable Command Post.

7.2 Keep antenna at least 3' from people.

7.3 P C P lid must be open while charging its battery to prevent hydrogen build up and

possible explosion.

7.4 Do not overcharge battery.

7.5 Portable Command Post could be blown over by high wind. During windy conditions, if

unable to find appropriate sheltered area, position PCP to avoid wind from striking post

from the operating side.

7.6 PCP will be carried in a secure place in the vehicle. If necessary protect it from damage

caused by movement.

8. MAINTENANCE

8.1 Test radio weekly

8.2 Charge battery one hour per week and after each use.

8.3 Arrangements for repairs shall be made through the Bureau of Fire Communications.

6
FDNY

December. 1991

DCN: 4.03.06 T.B. TOOLS 22

PORTABLE COMMAND POST

Vertical Magnetic Surface

Figure 1

Box Time

Out

Address

Height Const. Dimen.

Special Units Sectors

Engines Ladders Battalions

FAST unit

25 Watt

Radio

7
FDNY

December, 1991

DCN: 4.03.06 T.B. TOOLS 22

PORTABLE COMMAND POST

Figure 2

Horizontal Magnetic Surface

Stand By

R&R

FAST unit

Draw a Diagram of Fire Building in this area.

Place magnetic identifiers on Fire Building diagram

to show how units are deployed.

Agencies

P.D.

E.M.S.

D.E.P.

Electric

Gas

Telephone

Press

8
FDNY

December. 1991

DCN: 4.03.06 T.B. TOOLS 22

PORTABLE COMMAND POST

Figure 3

PORTABLE COMMAND POST

Charging

Plug

Power pack used to recharge battery and

for power during extended operations

BY ORDER OF THE FIRE COMMISSIONER AND THE CHIEF OF DEPARTMENT

9

Appendix H

Regulations for Recall

DCN: 2.06.00

REGULATIONS

CHAPTER 18

January 1, 1997

RECALL

Appendix H

Regulations Chapter 18 Recall

Reproduced with permission of The Fire Department of the City of New York

18-1
FDNY

January 1, 1997

DCN: 2.06.00 REGULATIONS

CHAPTER 18

18.1 RECALL PROCEDURE

18.1.1 In the event it becomes necessary to augment temporarily the numerical strength

of manpower on duty within the Department during actual or potential emergency

conditions, the signal 65-2 will be transmitted under jurisdiction and authorization

of the Fire Commissioner.

18.1.2 Upon receipt of signal 65-2 transmitted to implement recall, chief and company

officers shall follow instructions transmitted. Depending upon the area affected

and the degree of necessity, the orders relative to scope of the recall will be

announced over the Department radio, voice alarm, and by teleprinter messages.

18.1.3 Recall may be total (city-wide) or partial (confined to one or more boroughs). It may affect all units or selected units, such as engine companies only. The time

frame may run from continuous duty to specific tours or hours.

18.1.4 Cancellation of recall will be by the 65-2 signal as above, under authority of the

Fire Commiissioner.

18.2 MEMBERS SUBJECT TO RECALL

18.2.1 During the period recall is in effect, all members, with exceptions noted below,

shall be subject to recall duty in accordance with 65-2 instructions and provisions

of this chapter.

A. Exemptions:

1. Members assigned to medical leave, limited service or hght duty.

2. Members on vacation, military, death, special, or emergency leaves.

B. Conditional: (subject to discretion and as directed by the Fire

Commissioner prior or subsequent to recall).

1. Pilots, marine engineers, assistant marine engineer, wipers.

2. Officers, members, firefighters 6th grade assigned to the Bureau of

Training (including members who are regularly assigned to units but

currently attending such courses as officer training, chauffeur training,

etc.).

3. Full duty member - Detailed to other than fire duty.

18-2
FDNY

January 1. 1997

DCN: 2.06.00 REGULATIONS

CHAPTER 18

1 8 2.2 During periods of limited recall ordered under directions attendant upon signal

65-2, members designated, whether by area, group assignment, rank, grade, or

classification shall be retained or recalled and perform tours of duty as directed by

the Fire Commissioner.

The exemptions and conditional provisions of Section 18.2.1 shall apply unless

otherwise specified.

18.2.3 Upon receipt of recall signal, all units out of quarters in affected borough, other

than those units operating at a fire or emergency, shall return to quarters

immediately. Relocated and interchanged units shall be guided by instructions

received from dispatchers.

18.3 NOTIFICATION OF MEMBERS

18.3.1 In those instances requiring a citywide recall, it shall be the responsibility of each

member to monitor the news media and report for duty as required.

In limited recall situations where media coverage may be limited, officers on duty

shall immediately notify affected off duty members as necessary.

18.3.2 Commanding officers shall, in order to insure prompt telephone notification of off

duty members, maintain a current and accurate personnel record of emergency

telephone numbers in the office record journal, as outlined in section 16.1.1 of the

Regulations.

18.3.3 WTien necessary, notice by telephone shall be direct to affected members. If this

is not possible, information shall be conveyed to a person of suitable age and

discretion at the members residence or emergency telephone number for prompt

relay to the member. In either case, officers on duty shall record in the company

journal the time of telephone notification and name of the person notified.

18.3.4 Officers shall endeavor to have members notified of recall information by use of

telephones not connected to Bureau of Fire Communications. If this method

proves impracticable Department telephones may be used.

18.3.5 Accuracy of emergency telephone information in the personnel record of office

record journal shall be the responsibility of individual members. Changes shall be

promptly reported to the officer on duty, who shall immediately alter the record.

18.3.6 Members temporarily detailed to other units, affected by the transmission of a

recall signal, shall report to such detailed units.

18-3
FDNY

January 1, 1997

DCN: 2.06.00 REGULATIONS

CHAPTER 1

18.4 BUREAU OF TRAINING

18.4.1 Officers, members, (staffer members currently assigned to a training course), and

firefighters 6th grade in training shall be subject to recall only under specific

orders of the Fire Commissioner. Classes, unless othen\ase directed, shall remain

in session.

18.4.2 Members regularly assigned to operational units who are currently attending courses conducted by the Bureau of Training, under Departmental orders, when

notified either by assigned unit or by an officer of the Bureau of Training that

conditional recall exemption has been waived, shall comply with recall provisions

presently in effect by reporting without delay, to assigned units.

18.4.3 Sixth grade firefighters enrolled in classes at the Bureau of Training shall, when

utilization of their services during recall or other emergency has been directed by

the Fire Commissioner, operate under orders and close supervision of officers of

the Bureau of Training.

Mobilization, supervision and transportation of sixth grade firefighters to the scene of emergency operations shall be activated in accordance with planned

arrangements and schedules devised by the chief of the Bureau of Training.

18.4.4 Officers assigned under recall to supervise sixth grade firefighters responding to emergency conditions, shall report in to Field Headquarters, or to the superior fire officer on duty in the area when Field Headquarters has not been established.

18.5 SPECIAL OPERATING PROCEDURE

18.5.1 After transmission of recall notification the following special regulations shall be

effective:

A. When two chief officers are on duty in a division or a battahon, only one

shall respond to an assigned alarm. The second chief shall operate

according to instructions received from the citywide tour commander.

B. Special Units shall respond according to the Communications Manual,

unless otherwise specified.

C. Deputy chiefs shall arrange to place spare apparatus in service. They shall

cooperate with battalion chiefs in providing details of members to divide

units and place the maximum number of companies in service.

Dispatchers shall be advised when such companies are placed in service.

18-4
FDNY

Januan- 1. 1997

DCN: 2.06.00 REGULATIONS

CHAPTER 18

18.6 RELEASE OF .MEMBERS

1 8.6. 1 Release of members recalled or retained on duty under instructions attendant upon

signal 65-2 may be accomplished, at the direction of the Fire Commissioner, by

repetition of the signal 65-2 followed by orders specifying the hour and method

for terminating emergency duties.

18.7 REPORTS

18.7.1 Commanding officers shall fon\^ard reports 24 hours after transmission of a recall

signal recording the time each member reported for duty in response to such

signal.

18-5

Appendix I Fire Fighting Procedures High Rise Office Buildings

DCN: 3.02.01 FIREFIGHTING PROCEDURES

VOLUME 1, BOOKS

January 1, 1997

HIGH-RISE OFFICE BUILDINGS

Appendix I Fire Figliting Procedure Higli Rise Office Buildings

Reproduced with permission of The Fire Department of the City of New York

CONTENTS

Section Title Page

Glossary i

1 Introduction 1 1.1 Purpose 1 1.2 Types of Buildings 1

2 Description of Buildings 2

2.1 General Description 2

2.2 Buildings Built Before 1945 2

2.3 Buildings Built After 1968 3

2.4 Buildings Built Between 1945 and 1968 3

3 Section Revoked

4 Heating, Ventilation and Air Conditioning Systems 4

4. 1 Introduction 4

4.2 Description of HVAC systems 4

4.3 HVAC Strategic Operating Plan 6

4.4 Other Considerations 7

5 Hydraulics 8

5.1 Supply from Fire Department Pumpers 8

5.2 Pumper Pressures 9

5.2.2 Chart 9

5.3 Operating Procedures 10

5.4 Building Fire Pump 10

5.5 Other Considerations 14
6 Operations of First Alarm Battalion Chief 15

6.1 Strategic Operating Plan 15

6.2 Implementing the Strategic Plan 16

6.3 Tactical Plan 17

6.4 Tactical Considerations.... 18

6.5 Operations Post 19

7 Command Post Procedures 21

7.1 Introduction 21

7.2 Communications 21

7.3 Lobby Command Post 23

7.4 Operations Post 28

7.5 Search and Evacuation Post 29

7.6 Staging Area 30

7.7 Forward Triage Area 31

8 Class "E" Communications System 31

8 Introduction 3

8.2 Description 31

8.3 Utilization 34

9 Ladder Company Operations 36

9.1 Introduction 36

9.2 Ladder company response 36

9.3 First arriving ladder company. 37

9.4 Second arriving ladder company.... 37

9.5 Third arriving ladder company 38

9.6 Fourth arriving ladder company..... 40

10 Engine Company Operations 41

10.1 Introduction 41

10.2 Engine company response 41

10.3 First arriving engine company 41

10.4 Second arriving engine company 42

10.5 Third & Fourth arriving engine company 42

10.6 Greater alarm engine companies.... 42

Appendix 1 Reference Figures 45
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GLOSSARY

Access stairs A stairway, usually open, sening a number of floors of a common

tenant. Also known as convenience stairs.

Air diffusers

Attack stairway

The air supply outlets of the heating, ventilation and air conditioning

system (HVAC) into the conditioned space.

A fire stair being used by the Fire Department to gain access to the fire area, where the door between the stairway and the fire area is being

maintained in an open position.

Blind shaft elevators Elevators serving the upper areas of a building in a shaft that is not

equipped with hoistway doors on the lower floors.

Building evacuation

supervisor

Churning

Core t> pe building

When the fire safety director is not present in a class "E" office building

occupied by less than 1 00 people above or below the street floor or by

less than 500 people in the entire building, an employee trained by the

fire safety director will man the fire command stafion and execute the

fire safety plan.

A condition in a centrifugal pump in which the impeller is rotating but no water is being discharged.

A building in which the elevators, stairway and building support

systems are grouped together in one area of the building. This area could be in the center of the building as in a center core building or on

one of the sides of the building as in a side core buildins.

Compartmentation

Curtain wall

Damper

Diffusers

The subdividing of floor areas by fire resistive separations into smaller

spaces or compartments.

A non-bearing wall, built betv\'een piers or columns for the enclosure of

the structure, but not supported at each story.

A device to seal off or to control air flow in a HVAC system.

See air diffusers.

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ECC

Elevator control

panel

Elevator door vane

Elevator machinery

room

Evacuation stairway

Fire dampers

Fire partition

Fire safety director

Fire shutter,

(reversible)

Fire tower

Fusible link

Hard wire

communications

High-Rise

communications kit

Engine Company Chauffeur. A Fire Department member trained and

qualified to operate Fire Department pumpers.

A visual display unit located in the lobby to indicate the status and

location of all elevator cars and necessary controls for the operation of

the cars.

The connection between the elevator car doors and the hoistway doors.

It allows the elevator car doors to drive the hoistway doors.

The area where the equipment is located that raises and lowers the

elevator car. It can be at the top or bottom of the elevator shaft. In HighRise buildings it is usually found at the top of the shaft.

fire tower or a fire stairs that is remote from the fire area and used for

the evacuation of the building occupants. A fire tower is the preferred

evacuation stairs. A damper used to restrict the passage of heat.

A rated vertical unit or assembly of materials that separate one space

from another within any story of a building.

A designated employee holding a certificate of fitness from the Fire

Department qualifying him to perform the duties as required.

A fire damper that can be controlled from a remote locafion.

An enclosed stairway connected at each story by an outside balcony or

fire proof vestibule vented to the outside.

A device designed to be actuated by an abnormal rise in temperature.

A system of communicafions in which wiring physically connects both

lobby command post and other areas within the building. Viz.: Points of

transmission and reception.

Handie-Talkie accessories designed to improve the performance of Fire

Department Handie-Talkies when used within High-Rise buildings. (See

AUC 1 79R addendum No. 2)

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Key (1620)

Key (2642)

Locked door fail safe system

An official Fire Department alarm box key.

A standard key used by the elevator industry.

A system where the lock mechanism is controlled electrically from a remote location.

Mechanical control A location within a building where equipment is located for the

center monitoring of the building support systems. It has limited ability to control some of the building support systems. It may or may not be

located on the same floor as the mechanical equipment rooms (MER).

Mixing dampers Dampers in the HVAC system which control the mixing of the return air

and outside air.

Plenum An air compartment or chamber to which one or more ducts are connected and which form a part of an air distribution system. In HighRise buildings the space between the suspended ceiling and the under

side of the floor above is used as a plenum for the collection of the

return air.

•Q" decking

Reversible fire

shutters

A type of composite floor construction in which corrugated steel is used

to support the concrete floor. (See Fig. 2-1 )

See Fire Shutter (reversible).

Safety- fire shutters See Fire Shutter (reversible).

Safety edge The leading edge of an elevator car door which causes the door to reverse its direction when it encounters an obstruction.

Set backs

Scissor stairs

Size-up

The area formed when the floor area of a building is reduced thus

requiring the exterior wall of a building to be recessed.

Two stairs constructed side by side in the core of a building in which

their doors alternate the point of exit to opposite sides of the core.

An estimate of the conditions and problems of a fire or emergency

situation by the officer in command.

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Sky lobby

Smoke ejector

Sound powered

phone system

Staging area

Search and

evacuation post

Standpipe kit

Thermostatic

detector

Variation

An elevator terminal point on an upper floor of a building where

passengers can change from one bank of elevators to another.

A fan used by the Fire Department to move smoke or air. A portable hardwire telephone system powered by voice sound.

An area established on a floor below the operations post to provide

logistical support to the operations post.

A position established above the fire operations to control and

coordinate all operations in that area. A collection of tools used by an engine company to effectively operate a hose line from a standpipe system.

A device to detect an increase in temperature.

Permission given by the Department of Buildings and/or Board of

Standards and Appeal to construct a building in variation with the

existing Building Code.

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1. ESTRODUCTION

1.1 PURPOSE

The purposes of this book are:

1.1.1 To describe High-Rise Class "E" office buildings. Over 800 of these structures can be found in New York City.

1.1.2 To point out the problems and features of such buildings with regard to fire.

1.1.3 To establish methods of operating at fires in such buildings, and recommend

precautions that should be taken.

1.2 TYPES OF BUILDINGS

1.2.1 The types of buildings included in this book are:

A. High-Rise Class "E" office buildings buih before 1945.

B. High-Rise Class "E" office buildings buih between 1945 and 1 968.

C. High-Rise Class "E" office buildings built after 1 968.

Note: Many of these buildings are 200' x 400' in area with up to six stairways

especially on the lower floors and with three or more stairways on the upper

floors. However, others have only two stairshafts from lobby to roof with

consequent reduction in our mobility and tacfical flexibility.

Therefore, to permit an organized approach and deployment of our units this

Bulletin is based upon a serious fire on the upper floors of a two-stairway office

tower.

1. Because of the variafion in construction techniques and the complexity of

the High-Rise class "E" office buildings, the procedures outlined in this

bulletin must be general in character and must differ substantially from the

"Ladders 3" approach used at multiple dwelling fires.

2. In addition, the multitude of fire problems in these structures occupied

with the human factor, i.e.; thousands of occupants on upper floors,

severely limit the resources available on the first, alarm. As a result, new

signals and response patterns will be introduced which demand all units

operate in a controlled and coordinated manner.

3. As described in the operational Sections this article's aim is to establish

critical priorities and assign chief officers and/or company units, not

individual members or teams of members, to solve these problems.

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2. DESCRIPTION OF HIGH-RISE CLASS "E" OFFICE BUILDINGS

2.1 GENERAL DESCRIPTION

2.1.1 1 00 feet or more in height.

2. 1 .2 Vary in area from 2,000 square feet to over 300,000 square feet.

2.1.3 Class 1 non-combustible.

2.1.4 Buildings shall be classified in the Class "E" occupancy group when they are primarily occupied for transacting business; for rendering professional services

that may incidentally involve the storage of limited quantities of stocks of goods

for office use or purposes. Buildings and spaces used for providing public and

civic services shall also be classified in this group.

Examples are: A. Office spaces

^

B. Showrooms

C. Banks

D. Telephone exchanges

E. Civic administration

F. Assembly occupancies such as restaurants, cafeterias, etc., also may be

found in office buildings.

2.2 CLASS "E" HIGH-RISE OFFICE BUILDINGS BUILT BEFORE 1945

2.2. 1 The construcfion techniques used in these buildings resulted in a "heavy-weight"

building, usually weighing about 20 to 23 pounds per cubic foot.

2.2.3 Structural steel components were encased in concrete.

2.2.4 Exterior walls were of masonry construction.

2.2.5 Exterior walls were substantially tied to all floors.

2.2.6 Plenum type ceilings are generally not found in these buildings.

2.2.7 Normally steam heated.

2.2.8 Usually not centrally air conditioned.

2.2.9 Exterior windows were openable.

2.2.10 All buildings erected between 1938 and 1968 were required to have a fire tower.

Some built prior to 1938 have fire towers.

2.2.11 Floors were constructed of reinforced concrete.

2.2. 12 Core construcfion techniques were not used.

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2.3 CLASS "E" HIGH-RISE BUILDINGS BUILT BETWEEN 1945 AND 1968.

2.3.1 The construction techniques used resulted in a "medium-weight" building, usually

weighing between 10 and 20 pounds per cubic foot.

2.3.2 Fire towers were required in all of these buildings

2.3.3 The characteristics of these buildings are a mix of the pre- 1945 buildings and the

post 1968 buildings. These buildings were required to conform to the 1938

Building Code but because of the numerous variances granted they used many of

the construction techniques of the post 1968 buildings.

2.4 CLASS "E" HIGH-RISE OFFICE BUILDINGS BUILT AFTER 1968

2.4.1 The construction techniques used in these buildings resulted in a "lightweight"

building, usually weighing about 8 to 1 0 pounds per cubic foot.

2.4.2 They were constructed with a lack of compartmentation.

2.4.3 The protection of the structural steel component is usually done by spraying on a fireproofmg material.

2.4.4 Exterior walls are curtain walls constructed of a combination of glass and metal.

2.4.5 The method of securing the exterior curtain walls leaves a space of 6 to 12 inches

which requires additional fire stopping.

2.4.6 The ceiling plenums of these buildings are extensive and lack fire stopping, they

are used to return the air to the air-conditioning system and for electrical,

communications and other building support equipment.

2.4.7 They are usually heated by the heating, ventilating, and air-conditioning system

(HVAC).

2.4.8 HVAC systems are usually multi-floor systems.

2.4.9 Exterior windows are usually not openable.

2.4. 1 0 Fire towers are not required.

2.4.1 1 Floors are light in weight usually consisting of lightweight concrete, "Q decking",

etc. [See Fig. 2-1]

2.4. 12 Core construction techniques are used extensively.

3. DELETED

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4. HEATING, VENTILATION, AND AIR CONDITIONING SYSTEM (HVAC)

4.1 INTRODUCTION

4.1.1 The strategic objectives of good HVAC management are to use the HVAC system

to limit the spread of fire and to control the movement of smoke within the

building. Also, this system provides the greatest assistance to Fire Department

members who are being deployed to control the fire, and who are conducting the

primary search for any trapped occupants.

4.1.2 To utilize the HVAC system to its full potential during a fire in a High-Rise office

building, the officer in command of the fire must know how the system functions

and have a strategic plan for its use.

4.2 DESCRIPTION OF HVAC SYSTEMS

4.2.1 The HVAC systems found in High-Rise office buildings fall into two general

categories:

A. Central air conditioning systems, in which the processing equipment

supplies air to more than one floor. B. Non-central air conditioning systems that serve only the floor on which

the processing equipment is located.

Note: Because central air conditioning systems are the most commonly found in

High-Rise office buildings and create the most problems during a fire, the main

emphasis of this section will be central air conditioning systems.

4.2.2 The HVAC system may be divided into three sub-systems:

A. Processing equipment.

B. Supply of processed air to the floors of the building.

C. Return of the air from the floors to be reprocessed.

4.2.3 The processing of the air is usually done on the floors of the building where the

mechanical equipment rooms (MER) are located.

4.2.4 The following equipment necessary for the processing of the air will be found on

the MER floor: [see Fig. 4-1]

A. Outside air supply dampers.

B. Equipment for the filtering, heating, cooling and humidity control ofthe air. C. Supply air fans.

D. Smoke and heat detectors.

E. Duct work to the supply air shaft.

F. Duct work from the return air shaft. G. Return air fans.

H. Exhaust dampers.

I. Mixing dampers.

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4.2.5 The supply of processed air to the floors is accomplished by the following:

[see Fig. 4-2]

A. Supply air shaft. B. Fire dampers.

C. Supply air ducts.

D. Air diffiisers.

4.2.6 The return of air from the floors to be reprocessed is accomplished by the

following, [see Fig. 4-2]

A. Return air inlets. B. Return air plenums.

C. Fire dampers.

D. Smoke detectors.

E. Return air shaft.

4.2.7 In a typical centrally air conditioned High-Rise building the large volume of air

required precludes the use of a single HVAC system. We will usually find a number of HVAC systems each supplying a group of floors. These groups are referred to as HVAC systems supply zones, [see Fig. 4-3]

4.2.8 The normal flow of air through an HVAC system is as follows:

A. Through the processing equipment, [see Fig. 4-1]

1. Air is returned from the building via the return air shaft (RAS) for

reprocessing.

2. A return air fan (RAF) is used to assist the movement of air in the return

air shaft (RAS).

3. Air from the return air fan then will flow through the mixing dampers.

4. The air is then mixed with a percentage of outside air. The amount is dependent upon outside air temperature and humidity and is determined

by the building engineers on duty or by a computer.

5. The mixed air then is processed by flowing through filters,

heating/cooling equipment and equipment to control its humidity.

6. The supply air fan is used to assist the movement of air into the supply air

shaft.

B. Through the supply system, [see Fig. 4-2]

1. Air is distributed to the floors via the supply air shaft (SAS).

2. Air fi-om the supply air shaft is distributed on each floor by ducts. The

ducts are found in the plenum.

3. Fire dampers will be found in these ducts where the ducts meet the supply

air shaft and wherever they pass through a rated fire partifion.

4. Air from the supply ducts is distributed to the occupied areas by air

diffusers mounted in the hanging ceiling.

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C. Through the return system, [see Fig. 4-2]

1 . Air from the occupied areas flows through the return collectors into the

plenums.

2. The air flows through the plenums to the return air shaft. The return air in

the plenums is not ducted.

3. Fire dampers will be found where the air enters the return air shaft from

the plenum on each floor and wherever the air flows through a rated fire partition.

4. The air then is returned to the processing equipment via the return air shaft.

4.3 HVAC STRATEGIC OPERATING PLAN

4.3.1 Determine the status of all the HVAC systems in the building. Any systems that

have not been automatically shut down shall be manually shut down. This shall

include both the supply and return fans.

Note: In some systems, the smoke detectors only shut down the supply fans and

allow the return air fans to remain operating. The return fans will have to be shut

down manually.

4.3.2 Before any further action can be taken with the HVAC system, the fire floor must

be accurately determined.

4.3.3 All the HVAC systems shall be placed in the non-circulating mode by:

A. Opening all outside air supply dampers.

B. Closing all mixing dampers.

C. Opening all exhaust dampers, [see Fig. 4- 1 ]

4.3.4 After the fire floor has been adequately determined, all HVAC zones that do not

include the fire area shall have their supply fans activated. This will supply fresh

outside air to these zones, pressurizing these zones and limiting the spread of

smoke. It will also supply fresh outside air to any occupants on the floors in these

zones.

4.3.6 Warning!

Whenever The HVAC Systems Are Reactivated, All Units Operating In The

Building Shall Be Alerted To Report Any Adverse Effects.

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4.4 OTHER CONSIDERATIONS

4.4.1 Automatic closure of the fire dampers is usually effected upon operation of an approved fusible link or other approved heat activated device located where they

would be readily affected by an abnormal rise in temperature in the duct. Fusible

links should have a temperature rating approximately 50 F above the maximum

temperature that would normally be encountered with the system in operation or

shut down.

A. Once a fire damper has closed it must be manually opened before air can

pass thought the opening it is protecting.

4.4.2 Local Law No. 5 of 1973 requires an approved product of combustion ionization

detecting device, or a combination of an approved smoke detecting device and an approved fixed temperature thermostatic device. These devices shall be located at the air return shaft at each floor in order to monitor each inlet to the return air shaft.

A. Activation of any of the detectors installed in an HVAC system shall stop

the air supply into and the air return from the affected floor. The air supply

and the air return are stopped by the activation of an approved remote

controlled reversible fire shutter or by automatically shutting down the air

supply fans and the air return fans serving the floor where activated.

B. The fans cannot be reactivated until the smoke detector has been cleared

or the smoke detector relay has been electrically bypassed. This can be

difficult and time consuming.

4.4.3 Temperature variations that occur in the periphery of the building, due to weather

changes and movement of the sun, require supplementary treatment of the air. This is accomplished by the following: [see Fig. 4-4]

A. Air supply may be from the main air supply shaft or from a separate

periphery air supply shaft.

B. The air supply is ducted through the plenum on the floor below to the

periphery of the building.

C. Flexible connectors are used between the ducts and the periphery air

treatment equipment on the floor above.

L Fire experience has shown that fire entering the plenum can extend

from one floor to another when these flexible connectors fail. D. The air then is passed through the air treatment equipment to meet the

demands of the periphery. Piping containing heated or chilled water is used to condition the air. The air then is discharged into the periphery of

the building.

E. The air is returned through the normal air return system.

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4.4.4. The chief in charge must contact the building engineer and obtain the following

information concerning the HVAC system:

A. Location of the MER floors and the zones they supply.

B. Special HVAC zones in the building (Theaters, Restaurants, Computer

Rooms, Stores, etc.).

C. Central control of the HVAC systems and their location.

D. Number of return air shafts and their location.

E. If return air shafts are common to more than one HVAC supply system.

F. If supply and return dampers on each floor are controllable from a central

location.

G. If there is a periphery air supply system.

4.4.5 Due to variations found, chief officers must consult building engineers to become

familiar with HVAC systems in their district.

5. HYDRAULICS

5 . 1 SUPPLYING HIGH-RISE STANDPIPE SYSTEM USING FIRE DEPARTMENT PUMPERS

5.1.1 CLASSIFICATION OF PUMPERS

A. Conventional pumpers: Two-stage 1000 gpm or 2000 gpm pumpers.

B. High-Pressure pumper: A pumper with a third stage capability. The third

stage can supply 500 gpm at 700 psi.

5.1.2 To insure adequate water supply to the standpipe system:

A. Supply the system with at least two pumpers.

B. Supply at least two separate Siamese's.

C. If only one Siamese is available, supply the first floor hose outlet with the

second line. D. Wlien a High-Pressure pumper is going to activate the 3rd stage, only one

3" special high pressure hose supply line may be stretched into a Siamese

connection.

E. To insure that water is being supplied to the standpipe system:

1. When the pumper is equipped with flow meters, use a discharge gate to which a flow meter is connected.

2. If the pumper is not equipped with flow meters, it must be monitored to prevent churning and overheating of the water in the pump.

3. Chauffeurs supplying the standpipe system must coordinate their pumping

pressure.

F. If the building is equipped with a combination standpipe/sprinkler system

(yellow Siamese caps), augmentation is required.

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5.2 PUMP PRESSURES

5.2.1 To simplify computing pump pressure when supplying a standpipe system, a chart

has been formulated. These calculations are based on nozzle pressure, friction

loss of three lengths of 2-1/2" hose, head loss, system friction loss and friction

loss of two lengths of 3-1/2" hose supplying the Siamese.

5.2.2 Chart.

RECOMMENDED PUMP PRESSURES

FIRE FLOOR(S) CONTROLLING FOG NOZZLE

NOZZLE

Floors 1- 10 150 psi 200 psi

Floors 11-20 200 psi 250 psi

Floors 21 -30 250 psi 300 psi

Floors 31 -40 300 psi 350 psi

Floors 41-50 350 psi 400 psi

Floors 51-60 400 psi 450 psi

Floors 61 - 70 450 psi 500 psi

Floors 71 - 80 500 psi 550 psi

Floors 81-90 550 psi 600 psi

Floors 91 - 100 600 psi 650 psi

Floors 101 - 110 650 psi 700 psi

5.2.3 If the height of the fire floor requires pressure in excess of 250 psi the officer in

charge can order higher pressures at the pumper if the following precautions are followed:

A. All civilian and Fire Department personnel are removed from a zone 50

feet on each side of the hose line supplying the Siamese. 3" special

high-pressure hose must be used.

B. Warning tapes, stanchions or utility ropes are utilized to maintain this area

clear. C. A Battalion Chief is designated to control this pumping operation.

D. An audible alert be used to inform civilians and personnel on the scene. (Public address systems on apparatus may be utilized)

E. Supply line to the Siamese or standpipe outlet valve must be secured by

utility rope to a substantial object.

F. Only special high-pressure fittings may be used. They are painted white

and are noticeably heavier than standard fittings.

G. Maintain safety zones of at least 50' around a working pumper

(high-pressure) in all directions.

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H. Supply lines must be connected to the pumper on the side opposite the

control panel.

I, Unused gated inlets and outlets must be closed and all caps secured to the

pumper.

J. Each pumper being utilized at pressures in excess of 250 psi must be

controlled by the E.C.C., assisted by an E.C.C. from a non-operating

pumper. (One man to operate pumper and one man to maintain radio

communications)

K. Command post to establish radio communications with all units involved

in high-pressure pumping operation.

L. During high-pressure pumping, members must not utilize stairways as staging or rest areas. Utilize minimum amount of personnel in stairways

served by standpipes.

M. The Chief in Command must designate a unit(s), to control and mark off

safety zones.

Note: On the scene, the Safety Operating Battalion may be utilized to control this operation.

5.2.4 When the fire is above the 50th floor, or the building water supply is unsatisfactory, it may be necessary to use the third stage of the high-pressure

pumper. Only the Chief in Charge of the fire may order this use. Chauffeurs of

high pressure pumpers must ensure that tether security ropes are in place prior to activating the third (3rd) stage of the pump.

5.3 OPERATING PROCEDURES

5.3.1 Pump pressure must be increased slowly and floor outlet valves opened slowly to avoid pressure surges at the nozzle.

5.3.2 Member operating floor outlet valve must open it sufficiently to provide the

required nozzle pressure as determined by the officer supervising the line.

5.4 MANUALLY OPERATED BUILDING FIRE PUMPS

5.4.1 Introduction

A. The purpose of this section is to familiarize members with manually

operated fire pumps.

B. The 1968 Building code requires a manual fire pump to supplement the

standpipe system in buildings over 300 feet high. The 1938 Building

Code requires a manual fire pump in buildings over 250 high.

C. Many times there are manual fire pumps in other than High-Rise

buildings. The same guidelines should be used in all buildings where

building fire pumps exist.

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D. It always has been the responsibility of building engineers to start the

building fire pumps and this section in no way releases them from this

assignment. We have found, however, that some engineers have been

assigned to other duties when a fire starts. There is also the possibility that

the building engineer might not be on duty at the time of the fire.

5.4.2 Pump room locadon.

A. Follow signs or directions to the pump room which is normally located on

the lowest floor (cellar or sub-cellar-cellar).

B. Locate the pump and note the gauges on (C) inlet and (D) discharge lines,

[see Figs. 5-1, 5-2 and 5-3]

C. Locate the bypass valve (B) on the discharge side of the fire pump. The

discharge side can be readily identified by examining the gauges. The

discharge gauge is calibrated for higher pressures than the inlet gauge.

D. The bypass valve should be in the closed position (stem in). Some

engineers keep them open for test purposes, so they must be checked by

the ECC assigned to operate the pumps. If they are found to be open, they

should be closed by turning in a clockwise direction.

E. Some systems are quite complex and the bypass valve is not readily

discernible . If such a situation is present, it is peiTnissible to start pump as ordered without checking bypass valve. Notify the engineer upon his arrival

of this and any other actions taken. The efficiency of the pump will be

affected if the bypass is open. A loss of 25 % can be expected in an 8" riser,

and a loss of 45% can be expected in a 6" riser, with the bypass open.

F. Locate the Fire Pump Control cabinet [see Figs. 5-4 and 5-5] in the

vicinity of the pump and read the instruction plaque. (7)

5.4.3 Description of control cabinet.

A. The control cabinet for a 750 gallon fire pump will be in the shape of a

large cube. It varies from 6' x 6' x 6' to as large as 8' x 8' x 8' in the older

models. The front of the cabinet will be the control panel, [see Figs. 5-4

and 5-5]

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5.4.4 Four step procedure for starting of fire pumps, using the control panel.

OPERATION LOCATION

A. Close knife switch (1) to on 1. On front panel (or)

position. [Fig. 5-4 or 5-5] 2. Inside panel door

Jo. v-^iose circuii oreaKeri^sj yi) 11\jn ironi panel (orj

& power "on" light will glow. 2. Inside panel door

c. Push starting button (3) & pump 1. On front panel (or)

"on" light will glow. [Fig. 5-4 2. Inside panel door (or) or 5-5] 3. Adjacent to panel door

D. Move selector lever (4) to desired 1. On front panel (or)

position increasing pump speed and 2. Inside panel door (or)

thereby increasing pressure. 3. On outside cabinet on either

side of front panel

5.4.5 The fire pumps should now be operating, if they have failed to start, the

emergency power lever located at the panel shall be used. Push or pull to "on"

position (5). [see Fig. 5-4 or 5-5]

5.4.6 Additional duties of the member assigned will include:

A. Contact be maintained with fire command station, via

1. Handie-talkies (or)

2. Fire Command station phone located in pump room.

B. Checking of the pressure gauge on the discharge side of the fire pump

located near the riser. This is to insure that the pressures called for are being maintained. The following chart will help determine the proper

setting of the speed selector lever. The building management is encouraged to provide just such a chart. The chart they supply should be

located at the control panel and may vary slightly depending upon

efficiency of the pump.

5.4.7 Recommended Pump Pressure

FIRE FLOORS CONTROLLING NOZZLE FOG NOZZLE

Floors 1 to 10 150 psi 200 psi

Floors 10 to 20 , 200 psi 250 psi

Floors 20 to 30 " 250 psi 300 psi

Floors 30 to 40 300 psi 350 psi

Floors 40 to 50 350 psi 400 psi

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5.4.8 Building fire pump data.

A. The engineers should be used if available but they may not have any

knowledge of the pressures required to supply hose lines on upper floors.

ECC shall be assigned to either assist the engineer, or to start and operate

the building fire pumps.

B. Building fire pumps are usually located in the cellar or sub-cellar and fire lines connected to them should be painted red.

C. Pump capacit\^ is usually 750 gpm Most High-Rise buildings have two

pumps side by side which are connected in the parallel position.

D. The operation of these pumps is usually standard from building to building even though the physical layout may differ.

E. Some buildings have a combination standpipe/sprinkler system with the

Siamese connected to both systems. The same starting procedures will

apply in these buildings. The usual arrangement for the fire pumps is that one will be automatic and one manual. The automatic fire pumps may be

of smaller capacity. (250 gpm or 500 gpm).

F. When a building is equipped with two manual fire pumps, as is the case in

most High-Rise buildings, each pump will have its own control panel.

Both pumps shall be started and used.

G. Since fire pumps are connected in parallel position, it is necessary to have

both pumps operating at or near the same pressures. Should one manual

pump be operated at a pressure far in excess of the other, it could partially

overcome the check valve making the second pump less efficient. A visual

check should be made of the discharge gauges of both pumps. When both

are operating correctly, the pressures should be equal or nearly so. H. Where one gauge reading is considerably lower than the other, the

pressure can be increased on the less efficient pump by moving the pump

position lever to a higher position.

I. When the engineer of a building is present, this should be left to him to adjust since he will be familiar with the system's maintenance history and

prior malfunctions.

J. Near each fire pump is a standpipe phone providing direct communication

with the lobby command post.

K. When the command to shut down the building fire pumps is received, and

the engineer in charge is not available, the pumps are deactivated by

reversing the starting procedure.

1. Return pump position lever to lowest speed.

2. Push "off button.

3. Open circuit breakers.

4. Open knife switch-(off position).

5. Advise the lobby command post that the pumps have been

deactivated.

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5.5 OTHER CONSIDERATIONS

5.5.1 The building fire pumps shall be capable of dehvering their rated capacity at a pressure of 50 psi at the highest floor hose outlet.

5.5.2 A relief valve is required at the fire pump limiting the pressure to 15 psi above

that required to deliver its rated capacity at 50 psi to the highest floor outlet.

5.5.3 Because of the above restrictions, the building fire pump may not be capable of

supplying adequate nozzle pressure to hose lines at the upper floors. The primary

water supply to the standpipe system in many buildings is a gravity tank. In many

instances, there will be inadequate head pressures supplied to the uppermost

floor-hose outlets supplied by that gravity tank. For these reasons, the primary

water supply for Firefighting in most operations shall be the Fire Department

pumpers.

5.5.4 When the building fire pumps and Fire Department pumpers are being used to supply the standpipe system, both systems must be monitored to prevent

overheating caused by churning.

5.5.5 The high pressures required to supply water to the upper floors of a High-Rise

building limit the amount of water that a Fire Department pumper can supply. A

good "rule of thumb" is to have a separate pumper supply the standpipe system

for each hand line in operation.

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6 OPERATIONS OF FIRST ALARM BATTALION CHIEF

6.1 STRATEGIC OPERATING PLAN

6.1.1 The following is a basic strategic operating plan for use at major High-Rise fires. (Listed in order of importance)

A. Determine specific fire floor (if possible) or the floors on which smoke is reported from any information that is available to you in the building

lobby.

1. Frequently (especially during off business hours) specific fire floor

information will not be available other than a report of smoke on numerous floors (e.g. 20th to 35th floors).

B. Verify fire floor. Sift information received from responsible occupant/building management personnel and/or first arriving ladder company.

1. We must determine the fire floor location as rapidly as possible.

All future actions hinge on this vital piece of information.

C. Simultaneously, or as soon as possible, begin the process of controlling

evacuation.

1 . Occupants of numerous floors may have self-initiated evacuation

causing almost a mob scene or near panic in stair shafts or building

lobby.

2. Due to large floor areas or maze like corridors, occupants on the

fire floor may be unaware of the fire until it is too late to evacuate.

Search of large areas will be required.

3. Search and evacuation of the floor above the fire will also be

required as soon as possible.

D. Gain control of the building systems.

1. Elevators.

2. HVAC.

3. Communications.

4. Fire pumps.

E. Confine and extinguish the fire.

1. Experience indicates any serious fire will require a large

commitment of units and equipment because of extensive logistic

problems and a need for frequent relief of members.

F. Battalion Chief assignments and duties at High-Rise fires are pre-determined only for the Lobby and Operations Posts. Battalion Chief

operations after these positions are covered shall be designated by the

Incident Commander. The Search and Evacuation, Staging area, and

Attack positions shall be assigned as conditions dictate. Section 6.5.4

defines fire situations where the services of "Attack Chief shall be

utilized.

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6.2 PROCEDURES TO IMPLEMENT THE STRATEGIC OPERATING PLAN

6.2.1 For the first arriving battalion chief to achieve the above outlined strategic

operating plan, the prime position is at the lobby command post. From this Post

he will have control over all building systems through the fire safety director or

his surrogate. He will receive first hand infomiation about other problems that

may develop on floors above the fire through the building communications

networks. He will have liaison with the Police Department for control of the

lobby and the streets in the vicinity of the fire building, Under the direct control

of an alert and knowledgeable battalion chief, the lobby position is of prime

importance. To provide continuity of operations, it is essential that the first amving battalion chief remain at the lobby command post to assist the chief in

charge of operations. He shall remain at the lobby command post until his

services are no longer deemed necessary.

6.2.2 The first arriving battalion chief will be required to make an initial size up to determine the adequacy of the response and the need for additional response.

A. A 10-76 signal shall be transmitted when a report of fire is confirmed.

Any fire in a High-Rise office building which requires the stretching and

operating of one hose line will necessitate the use of "All Hands."

B. A second alarm is warranted for any visible fire or smoke emanating

through the exterior skin of the building or when a serious fire has been

verified.

C. Because of the large number of occupants in High-Rise office buildings, even fires of a minor nature may require additional units to prevent

unnecessary evacuation and panic.

6.2.3 The first arriving battalion chief shall establish liaison with the fire safety director

if present, or his surrogate to determine the following:

A. Has the fire floor definitely been detemiined?

B. What is the extent of the evacuation that has been implemented?

C. Have there been any reports of severe life hazards?

D. What is the status of the elevators and the HVAC system?

E. Are there any access stairs in the vicinity of the reported fire floor?

F. What communications have been established between the fire floor and

the lobby command post?

G. What communications have been established between the lobby command

post and the occupants of the building?

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6.2.4 The battalion chief should arrange for the fire safety director or the evacuation

supervisor to make an announcement over the PA system or the intercom system.

"This is your Fire Safety Director, Dr. John Doe. The New York City Fire

Department has just arrived to extinguish a fire on the floor. As they obtain

information, we will pass it along to you. If your assistance is required, I will

make such an announcement. In the meantime, please remain calm at your place

of employment."

6.2.5 The fire safety director MUST be informed to remain in the lobby where his

assistance will be available at any time.

6.2.6 Obtain copies of the floor plan of the fire floor from the fire safety director.

6.2.7 As soon as possible, the first arriving battalion chief shall start obtaining the

additional information required by the High-Rise check list, [see Fig. 6-11]

6.3 TACTICAL PLAN

6.3.1 To achieve the basic strategic plan, the first arriving battalion chief shall use the

following tactics:

A. Contact any units that are on the scene before his arrival, to ascertain their

location, fire conditions, and the operations they have implemented. This

information may be obtained from the Fire Department member who is manning

the command post pending the arrival of the battalion chief.

B. Deleted

C. The placement of the 10-76 assignment shall be as follows:

1. The first and second arriving engine companies shall be teamed to stretch

and operate the first line.

2. The third and fourth arriving engine companies shall be used to stretch

and operate the second line.

3. The first arriving ladder company shall be assigned to search and evacuate

the fire floor.

4. The second arriving ladder company shall be assigned to augment the

search and evacuation of the fire floor.

5. The third arriving ladder company shall be assigned to search and

evacuate the floor above the fire.

6. The fourth arriving ladder company shall be assigned similarly, to operate on the upper floors.

7. The rescue company shall be used to perform special tasks as determined

by the officer in command of the fire.

8. The second arriving battalion chief shall be assigned to establish and

operate the operations post. (See Section 6.5)

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6.4 TACTICAL CONSIDERATIONS

6.4.1 A prime decision that the first arriving battalion chief must make is the placement

of the first line. The following conditions must be considered:

A. To select the stairway from which to operate the first line (attack

stairway), evaluate information received form operating units as to the

location of the fire in relation to the stairways and the standpipe system.

B. The number of stairways serving the fire floor. C. The stair or stairways being used by the occupants of the building.

1. A line shall not be operated from a stairway until it has been

cleared of building occupants.

2. A stairway shall be selected for evacuation of building occupants

(evacuation stairway) preferably a fire tower if available.

3. The specific fire floor and the floor above are initially all that are required to be evacuated. However, occupants of many other floors

may self-initiate evacuation utilizing any or all stairways until

instructed otherwise.

6.4.2 After the placement of the first line has been deteiTnined, the first arriving

battalion chief then must consider the need for and the placement of the second

line. The items to be considered in making this decision are:

A. Information received from operating units.

B. Number of stairways available to the fire area. C. Type of construction:

1 . center-core construction.

2. side-core construction.

3. non-core construction.

D. Location of the stairway with regard to the core.

E. Has the first line been stretched to the most advantageous position for

attacking fire?

F. Has search and evacuation of the fire floor been completed.

6.4.3 Considering all the above items the placement of the second line may be used to:

A. Reinforce the position of the first line. B. Protect the position of the first line. C. Protect the search and evacuation of the fire floor.

D. Contain and confine fire spread and/or prevent fire from wrapping around

the core and endangering operation of the first line.

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6.4.4 Is this fire within the reach of outside streams?

6.4.5 Are there any set-backs in the vicinity of the fire floor, which may be used for: A. Ventilation?

B. Attack on the fire?

C. Search and evacuation?

6.4.6 Are there any horizontal exits to other buildings near the fire floor, which must be

protected or may be used advantageously in the operation?

6.4.7 The time of day must be considered as this will affect: A. The occupancy load.

B. The status of the buildings systems.

C. The response time of the units.

6.4.8 Ventilation by the removal of windows on the fire floor or other floors is not an

initial consideration. It should be delayed until an evaluation can be made of its effect on air movement in the fire area and throughout the building. Before

ventilation by the removal of windows is undertaken, safety precautions have to be taken in the area that will be affected by falling glass shards.

6.5 OPERATIONS POST

6.5. 1 The second arriving battalion chief shall establish and man the operations post.

6.5.2 Establishment of the operations post.

A. It shall be established on the first floor below the fire, where conditions

permit.

B. The location of the operations post shall insure reliable communications

with the operating units and the lobby command post.

C. The operations post shall be equipped with the following:

1. High-Rise communications kit.

2. Resuscitator.

3. Masks for all personnel required for the operations of this post.

4. Copy of the floor plan.

5. Operations post log. [see Fig. 6-2]

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6.5.3 The chief in charge of the operations post shall be responsible for:

A. Control and coordination of the units operating on the fire floor and the

floor above.

B. All communications between the operations post and the units operating

within his sector. C. All communications between the operations post and the lobby command

post.

D. The implementation of the tactical procedures as received from the lobby

command post.

E. Advising the lobby command post of conditions, problems and the need

for additional units.

F. Consulting with the lobby command post as to additional tactical

procedures required.

G. Communications with the staging area once it has been established.

H. Keeping in reserve an adequate number of units at the operations post for

the orderly relief of unit operating on the fire floor and the floor above.

6.5.4 When conditions require, the third and fourth arriving battalion chief will operate

under the direction of the chief in charge of the Operations Post. The Attack Chief

shall direct unit attacks on the fire floor, and communicate progress reports to the

Operations Post. Attack Chief and shall be assigned as conditions dictate.

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7. COMMAND POST PROCEDURES

7.1 INTRODUCTION

7.1.1 Fires in High-Rise office buildings place unique demands upon the fire service.

The large floor areas, the height of the buildings, the large number of occupants

and the complex building support systems, all require that the fire service

establish procedures to command, control and coordinate our operations at fires

within these buildings.

7.2 COMMUNICATIONS

7.2.1 The command, control and coordination of fire department operations at fires in

High-Rise office buildings require a well defined and structured communications

network, composed of the following elements: [see Fig. 7-1]

A. Equipment:

1. Fire Department Handie-Talkies.

2. High-Rise communications kits.

3. Fire Department radio.

4. Hard wire communication as follows:

a. Class "E" system.

b. Standpipe telephones.

c. In-house telephones.

d. Outside telephones.

e. Sound-powered phone systems.

5. Building Handie-Talkie radio network.

Note: At the present time extensive experimentation is being conducted with a Cross Band Repeater Radio System (WNYF-lst Issue 1981) and Sound Powered

Phone Systems which will substantially alter our High-Rise communication

procedures.

B. The lobby command post will be the center of all communications, and

shall establish the following communications network:

1. Department radio and hard wire with the Fire Department dispatcher.

2. Handie-Talkie communications on the command channel with the

operations post, staging areas and search and evacuation post. Hard wire

communications also shall be established.

3. The chief in charge of the lobby command post shall operate on the

command channel. His aide shall operate on and monitor the primary

tactical channel.

4. Further information on Lobby Command Post in contained in Section 7.3.

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C. The chief-in-charge of the operations post shall establish the following

communications network:

1. Handie-Talkie communications on the primary tactical channel with the

units under his command. When the operations post is established, units

under its command shall not communicate with the lobby command post

unless urgent.

2. Handie-Talkie communications with the lobby command post on the

command channel. Hard wire communications also shall be established.

3. Handie-Talkie communication between the operations post and the staging area shall be conducted on the command channel.

4. The chief-in-charge of the operations post shall operate on the primary

tactical channel. His aide shall operate on the command channel.

5. Further information on Operational Post is contained in Section 7.4.

D. The chief in charge of the search and evacuation post (SAE) shall

establish the following communications network:

1. Handie-Talkie communication with the units under his command on the

secondaiy tactical chamiel. Wlien the SAE post is established, units under

its command shall switch to secondary tactical channel and shall not

communicate with the lobby command post unless urgent.

2. Handie-Talkie communications with the lobby command post on the

command channel. Hard wire communication also shall be established.

3. The chief in charge of the search and evacuation post will operate on the

secondary tactical channel. His aide will monitor and operate on the

command chamiel.

4. Further information on Search and Evacuation Post is contained in Section

7.5.

E. The chief in charge of the Staging Area shall establish the following

communications network:

1. Handie-Talkie communications with the lobby command post and the

operations post on the command channel. Hard wire communications also

shall be established with the lobby command post.

2. The chief in charge of the staging area shall operate on the command

channel. His aide shall monitor the primary tactical channel.

3. Further information on Staging Area is contained in Section 7.6.

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7.2.2 In all communications directed to the lobby command post, the operations post,

the search and evacuation post and the staging area, the post designation shall be

used rather then the unit designation. Examples:

A. "Operations post to lobby command post

B. "Ladder 8 to operations post."

C. "SAE post to lobby command post."

D. "Lobby command post to staging area."

7.2.3 High-Rise communications kits shall be utilized at lobby command post (2),

operations post (1) and staging area (1). [see Figure 7-1]

7.3 LOBBY COMMAND POST

7.3.1 The early establishment of a lobby command post will enable the chief in charge

to exert central control over: A. Evacuation.

B. Building systems.

C. The Fire Department units being deployed to locate, confine and

extinguish the fire.

7.3.2 To assist the lobby command post, it may be necessary to establish areas of

command as follows:

A. Operations post.

B. Search and evacuation post.

C. Staging area.

7.3.3 Location and description of lobby command post.

A. The lobby command post is established by the arriving units in an area in

the building and manned by each succeeding officer in command. From

this post operations conducted in the building by Fire Department units are coordinated and controlled. It shall afford the officer in command

access to the following:

L The fire safety director.

2. The fire safety plan.

3. Floor plans.

4. The class "E" communications system.

5. Outside telephone lines.

6. In-house telephone lines if available.

7. Building, elevator and window keys.

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B. The lobby command post shall be established at a location that provides

the following:

1. Accessibility to incoming units.

2. Control of the elevators.

3. Control of the building fire command station.

4. Facilities for communications with the following:

a. Dispatchers.

b. The fire pump room.

c. The HVAC control center.

d. The operations post, SAE post and the staging area.

e. The building occupants.

7.3.4 Manning of the lobby command post.

A. The first arriving officer shall establish the lobby command post. In the

event that he leaves the lobby command post before the arrival of a chief

officer he shall designate a member to man the lobby command post,

preferably the chauffeur of the first arriving ladder company. This member

shall then note the units leaving the lobby command post and their

destination.

B. The first arriving battalion chief shall assume command of the lobby

command post. When he is relieved by the deputy chief, he shall remain at the lobby command post to assist in its operation.

7.3.5 Operations of the lobby command post.

A. The initial operations performed by the first arriving battalion chief are outlined in section 6. To continue the initial operation and to meet the

demands of an expanding fire situation the following shall be necessary:

1. Determine the need for additional evacuation and develop a plan for its implementation.

a. If necessary, establish a search and evacuation post (SAE).

2. Complete the command post check list.

3. Determine the need for additional assistance. (See Section 7.3.6)

4. Implement a plan for the use of the HVAC system.

5. Supply additional units as required to the operations post.

6. Provide additional mask cylinders to the operations post.

7. Account for elevators in all banks.

8. Using the floor plan for the fire floor, plot the location of the fire, the

stairway or stairways being used for the attack, the stairway or stairways

being used for evacuation and the location of the elevators in relation to the fire.

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9. Determine the safety of the service elevator for Fire Department use.

10. Provide fire department personnel to man and operate all elevators being

used.

11. Determine the need for and if necessary, establish a staging area.

12. Establish a communications network as outlined in Section 7.2.

Note: The above twelve items will require time, a systematic approach and the

assistance of one or more additional chief officers to assure each item is checked

and updated as conditions change.

7.3.6 Deleted.

7.3.7 The chief in charge of the lobby command post has the responsibility of supplying

logistical support to the operations post, SAE post and the staging area. This

support shall consist of manpower and equipment. To accomplish this, he shall do

the following:

A. Supply sufficient units to the operations post to support the operations on

the fire floor and the floor above.

B. Supply sufficient units to the SAE post to support the operations on the

floors above the fire. At least one unit for every five floors to be covered

shall be supplied (use more units if necessary).

C. Supply sufficient units to the staging area to enable it to meet the needs of

the operations post. At least three engines and two ladder companies shall

be at the staging area for immediate support of the operations post.

D. Supply sufficient spare Scott cylinders to the staging area to support

operations. A supply of at least 20 spare cylinders shall be maintained at the staging area.

E. Engine companies reporting to the staging area shall bring with them the

following equipment unless otherwise directed:

1. A mask for each member.

2. A standpipe kit and a nozzle.

3. A length of hose per member.

4. A spare Scott cylinder for each member.

F. Ladder companies reporting to the staging area shall bring with them the

following equipment, unless otherwise directed:

1. A mask for each member.

2. Two sets of forcible entry tools and six foot hooks.

3. Search and utility ropes.

4. A spare Scott cylinder for each member.

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G. The High-Rise Unit shall be used by the chief in charge of the lobby

command post as a logistical support unit to supply the following:

1. Spare Scott cylinders to the staging area or other areas of the building

where required.

2. Special tools and equipment to areas of the building as directed by the

chief in charge.

7.3.8 A predesignated unit, that has been trained and equipped to operate as a command

post company, shall be utilized to assist the chief in charge of the lobby command

post. Its duties shall be as follows:

A. Maintain the command post log. [see Fig. 7-2]

B. Control the operations of all the elevators.

C. Insure the proper manning of all elevators.

D. Any other duties as deemed necessary by the chief in charge of the lobby

command post.

7.3.9 Smoke movement in High-Rise buildings and measures to control or remove it are subjects of continuing research. Based on past fire experience and the

behavior of normal air movements in tall buildings, a plan for the removal of

smoke from the fire building may be developed. Ventilation of High-Rise office

buildings shall be supervised and implemented by the chief in charge of the lobby

command post. He shall attempt to control the movement of smoke within the

building by the following means:

A. The use of the HVAC systems as outlined in Section 4. B. The use of the Fire Department smoke ejectors (two 9,500 CFM fans) to supply air to the attack stairway three floors below the fire floor. With the

doors closed at the top and bottom of the stairway, this will pressurize the

stairway in the vicinity of the fire floor, decreasing the stack effect and

limiting the spread of smoke throughout the building This will also

decrease the effect of drawing the heat and smoke to the stairway causing

the member making the attack to be in a high heat area. C. The smoke ejectors may also be used with the doors open at the top and

bottom of the stairway. This will increase the stack effect and assist in the

removal of smoke via the stairway,.

D. Vertical ventilation is venting the top and bottom of vertical shafts to the

outer air. Vertical ventilation is influenced by the stack effect as follows:

1. Its effect becomes noticeable in buildings over 60 feet, and increases as the building's height increases.

2. Its effect can be either positive or negative.

a. The positive stack effect is the upward movement of air in a

vertical shaft.

b. The negative stack effect is the downward movement of air in a

vertical shaft.

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3. Positive stack effect increases as the outside air temperature decreases in

relation to the temperature inside the building.

4. Negative stack effect may occur when the outside temperature is greater

than the temperature inside the building. Its possibility is greatest when

the outside air temperature is above 90 F.

5. Its effect is intensified by the speed and direction of the wind.

6. To obtain the greatest benefit from the stack effect, the doors at the top

and bottom of the stairway must be opened when a stairway is used for

smoke removal. The street floor near this stairway must also be vented to the outer air. CAUTION: When using a stairway for smoke removal, an adverse

condition could occur on the fire floor, causing heat and flames to be

drawn toward the stairway being used. The drawing of heat and smoke

toward stair\\'ays is especially evident whenever fire towers have been

utilized. Due to this experience, fire towers are not recommended for use

as fire attack stairs.

E. Horizontal ventilation by the removal or opening of windows is begun,

safety precautions shall be taken in the area that will be affected by failing

glass shards.

1. Horizontal ventilation should be the last consideration as its effects are

least likely to be beneficial.

a. The stack effect of vertical shafts could cause the movement of air

into the building and not allow the smoke to escape to the exterior.

7.3.10 The chief in charge of the lobby command post shall control street operations as follows:

A. Establish communication with the police department superior officer on

the scene to clear pedestrian and vehicular traffic on all sides of the fire building.

B. Establish exterior inspection by Fire Department personnel of all sides of

the fire building to report the following:

1. Fire and smoke conditions.

2. Persons in distress.

3. Any unusual conditions.

7.3.11 Other considerations of the chief in charge of the lobby command post shall

include:

A. The early response of the mask service unit.

B. The establishment of a suitable area within the building for the treatment

of injured civilian and Fire Department personnel.

C. The response of emergency medical service and Fire Department

ambulances.

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7.4 OPERATIONS POST

7.4.1

7.4.2

7.4.3

7.4.4

The operations post is an area in the building established by the second arriving

battalion chief. Its purpose is the control and coordination of all operations

conducted on the fire floor and initially on the floors above.

The operations post shall be established at a location that provides:

A. Proximity to the units operating on the fire floor usually the floor below

the fire. B. Hard wire communications to the lobby command post (Building internal

phone system or NYFD Sound Powered Phone System).

C. Reliable Handie-Talkie communications with the units operating under his

command.

D. Adequate space for units being held in reserve.

E. Accessibility to units reporting to the operations post.

The operations post shall be equipped with:

A. At least two Handie-Talkies.

B. The High-Rise communications kit. C. A resuscitator.

D. Masks for all members assigned to the operations post.

E. A copy of the floor plan.

F. The operations post log. [see Fig. 6-2]

The operations post shall be manned as follows:

A. Prior to the arrival of the second battalion chief, the chief in charge of the

lobby command post shall designate an officer of one of the first arriving

units to coordinate the operations on the fire floor and the floor above.

B. The second arriving battalion chief shall estabhsh and command the

operations post, assisted by his aide.

C. The second arriving battalion chief shall remain in command until relieved

by the special called deputy chief responding on the 10-76 signal.

D. The deputy chief in charge of the operations post may establish sectors commanded by attack chiefs to coordinate and control units operating on

the fire floor and the floor above.

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7.4.5 The operations performed by the chief in charge of the operations post are outlined in Section 6.5. In addition, he shall:

A. Insure that the attack stairway has been cleared of building occupants for

at least five floors above the fire. B. Insure that the evacuation stairway is maintained safe for any required

evacuation and for use by Fire Department personnel.

C. Review the operations of the first arriving units to determine the need for

changes in tactics or procedures.

D. Advise the lobby command post as to the need for and the placement of

the second line in accordance with procedures as outlined in section 6,4.2

and 6.4.3. E. Prior to the establishment of the staging area, advise the lobby command

post of the need for:

1. Additional units.

2. An adequate supply of Scott cylinders.

3. Any additional equipment that may be needed.

F. After the establishment of the staging area, obtain the items as listed in "E". G. Advise the lobby command post of the need for additional evacuation of

the floors above the fire.

7.5 SEARCH AND EVACUATION POST (SAE)

7.5.1 The SAE post is established within the building by the third or fourth arriving

battalion chief Its purpose is the control and coordination of all operations

conducted above the fire operations (fire operations is defined as the fire floor and

one floor above).

7.5.2 The criteria for the location of the SAE post shall be dependent on the following:

A. Fire location and severity

B. Handie-Talkie effectiveness

C. If possible the SAE post shall be established on a floor which is not

serviced by the same bank of elevators as the fire floor, [see Fig. 7-3]

Example:

1. If the fire were on a floor serviced by the low rise bank of

elevators the SAE post would be established on the 17th floor or at least five floors above the fire floor.

2. If the fire were on a floor serviced by the intermediate bank of

elevators the SAE post would be established on the 31st floor or at least five floors above the fire floor.

3. When the fire is on a floor serviced by the High-Rise bank of

elevators, the SAE post should be established five floors above the

fire.

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7.5.3 The SAE post shall be equipped as follows:

1. At least 2 Handie-Talkies.

2. A resuscitator.

3. Masks for all members assigned to the SAE post.

4. A spare Scott cylinder for each member assigned to the SAE post.

5. Floor diagram, Pad and Pen.

7.5.4 The SAE post shall normally be manned by the third or fourth arriving battalion

chief and his aide.

7.5.5 The chief in charge of the SAE post shall be responsible for the following:

A. The control and coordination of all units operating above the fire operations area. B. Obtaining from the lobby command post sufficient units for the operations on the upper floors. All units assigned above the fire operations area shall

bring with them a spare Scott cylinder.

C. Preventing unnecessary evacuation and avoiding panic.

D. Controlling necessary evacuation.

1 . By the use of the evacuation stairs.

2. By the use of smoke-free blind shaft elevators manned by Fire Department

personnel.

E. Preventing the use of the attack stairs for evacuation.

F. Ensuring that all floors above the fire operations area have been searched.

G. Establishing the required communications as outlined in Section 7.2.1 D.

H. Advising the lobby command post of conditions and problems

encountered on the upper floors.

7.6 STAGING AREA

7.6.1 The staging area is established within the building by a battalion chief. Its purpose

is to provide logistical support to the operations post.

7.6.2 The staging area shall be established at a location:

A. Two floors below the operations post.

B. Where there is adequate space to hold units and equipment in reserve. C. Where the units have ready access to the operations post.

D. That provides hard wire communications to the lobby command post.

E. That provides reliable Handie-Talkie communications between the staging

area and the operations post and the lobby command post.

F. That is accessible to units reporting to it.

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7.6.3 The staging area shall be equipped as follows:

A. At least two Handie-Talkies.

B. The High-Rise communications kit. C. Resuscitator.

D. Staging area log. [see Fig. 7-4]

7.6.4 The staging area shall be manned by a battalion chief and his aide.

7.6.5 The chief in charge of the staging area shall be responsible for the following:

A. Control of all units being held in reserve and those units on R & R.

B. Obtaining from the lobby command post sufficient units to adequately

meet the demands of the operations post. At least three engine and two

ladder companies shall be maintained in reserve at the staging area. C. Maintaining communications with the operations post on tlie command channel.

D. Maintaining at least 20 spare Scott cylinders.

E. Providing for the treatment and transportation of all injured members to the lobby command post.

7.7 FORWARD TRIAGE AREA

7.7.1 The Forward Triage Area (FTA) is established within the building by the Incident

Commander.

7.7.2 Its purpose is to ensure the prompt response to fire victims and members.

7.7.3 The FTA shall be established in an environmentally safe location on a floor below

the staging area. If conditions deteriorate on this floor, EMS personnel shall

change locations. The IC shall be advised.

7.7.4 The IC shall determine, in consultation with the senior Bureau of EMS (BEMS)

officer on scene, proper staffing levels of EMT's, Medics and EMS supervisors

for the FTA.

8. CLASS "E" COMMUNICATION SYSTEMS

8.1 INTRODUCTION

Because of the large number of people working in office buildings, the large floor areas and the number of floors involved, a system to alert and direct the occupants in the event

of a fire and to transmit an alarm to the Fire Department is required. To meet this need.

Local Law No. 5 of 1973 provides for the installation of a Class "E" communications

system in Class "E" office buildings.

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8.2 DESCRIPTION

8.2.1 Class "E" communications systems shall consist of: A. The fire command station located in the lobby of the building near the

elevator control panel.

B. Loudspeakers, operated from the fire command station, which are located on all floors, in all elevators and in all stairway enclosures.

C. Floor warden stations on each floor which provide two-way

communications with the fire command station.

D. Manual fire alarm sending stations on each floor.

E. Associated systems:

1. Smoke detection systems.

2. Sprinkler water flow alarms. ,

3. Thermostatic alarms.

^

4. Locked door fail safe system.

8.2.2 The fire command stafion shall include:

A. A hinged cover which permits the flashing "FIRE" signal to be seen. The

hinged cover shall be provided with a lock and key.

B. An information display unit capable of monitoring the following systems

in order of priority:

1 . Manual fire alarm.

2. Smoke detectors.

3. Sprinkler water flow alarms.

4. Elevator lobby detectors.

5. Fire alarm activation.

6. Central office notification.

7. Fan system on / Fan system off.

8. Locked door fail safe system.

9. Fire system trouble.

10. Fire signal trouble.

1 1 . Tamper switch alarm.

12. Power source indicator.

13. Test/normal mode switch.

14. Other information displays as desired.

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C. Two-way communications between the fire command station and the

following:

1. Floor warden stations.

2. Mechanical control center.

3. Elevators.

4. Air handling control rooms.

5. Elevator machinery rooms.

D. A public address system to all floors, elevators and stairways either

selectively or collectively.

E. The capability to transmit an alarm from the fire command post to the Fire

Department via a central station.

F. While Local Law No. 5 mandates specific controls and items that must be

displayed at the command station, it gives wide latitude to each

manufacturer regarding the physical design and hardware that may be

used. As a result, many different systems are utilized. This makes an

intimate knowledge of each system difficult. Utilize building engineers or

fire safety directors (if available) to assist in extracting all information

possible from the equipment and an accurate input of Fire Department

requirements as ordered by the chief in command of the fire.

8.2.3 A floor warden station shall be located on each floor between the required exits. It shall be provided with:

A. A telephone type handset.

B. Capability to activate a visual and audible signal at the fire command

station.

C. Two-way voice communications with the fire command station.

D. Provisions for making announcements over the loudspeaker system on the

floor where it is located.

E. A handset, housing and door painted red and lettered "Fire

Emergency-Open Door to Operate".

8.2.4 At least one manual fire alarm sending stafion shall be located in each path of

escape in each story of a building. Additional stations shall be installed so that no

point on any floor shall be more than 200 feet from the nearest station. The

activation shall cause: A. Automatic transmission to the Fire Department via a central station.

B. A visual and audible signal at the fire command station, mechanical

control center and the regularly assigned location of the fire safety

director.

C. Sounding of the alarm on the fire floor and the floor above.

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8.2.5 An approved combustion ionization detection device or a combination of an approved smoke detecting device and an approved fixed temperature thermostatic

device shall be installed:

A. At each elevator landing, the activation of this device shall:

1. Recall the elevators.

2. Sound the fire alarm signal on the fire floor and the floor above.

3. Cause a fire alarm signal to be transmitted to the Fire Department via a

central station.

4. Cause a fire alarm signal to be sounded at the fire command station, the

mechanical control center and the regularly assigned location of the fire safety director.

5. Stop the air supply into and the return air from the floor where activated.

6. Activate the air exhaust fans and dampers in the smoke shaft or the

pressurizing fans in the stair enclosure.

7. Unlock the doors on the locked fail safe system.

B. Within the HVAC system, the activation of this device shall accomplish

all of the acfions listed in 8.2.5A with the exception of recalling the

elevators.

8.2.6 The activation of a sprinkler water flow alann shall accomplish all of the actions

as listed in Section 8.2. 5A.

8.3 UTILIZATION OF THE CLASS "E" SYSTEM

8.3. 1 The chief in charge of the command post will be able to obtain the following

information from the fire command station:

A. The location and time of activation of the:

1. Manual pull stations.

2. Smoke detecting devices.

3. Thermostatic detecting devices.

4. Sprinkler water flow alarms.

B. Status of the HVAC system.

C. Status of the elevators.

8.3.2 The communicadon features of the class "E" system can be used as follows:

A. The public address system:

1. To communicate with the building occupants.

2. To control evacuation.

3. To communicate with Fire Department personnel.

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FDNY DCN: 3.02.01 FIREFIGHTING PROCEDURES

Januaw 1. 1997 HIGH-RISE OFFICE BUILDINGS

B. The warden telephone system:

1. To communicate with the floor wardens.

2. To establish hardwire communications with Fire Department personnel at the:

a. Operations Post.

b. SAE Post.

c. Staging area.

d. Other locations.

C. Two-way communications with:

1. Elevators.

2. Fire Pump room.

3. Mechanical control center.

4. Air handling control center.

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9. LADDER COMPANY OPERATIONS

9.1 INTRODUCTION

9.1.1 Fires in High-Rise office buildings present unusual complex problems to the first aiTiving units. It is essential that the first alarni ladder companies define the fire problem and convey this information to the officer in charge and provide for the rescue and evacuation of occupants in affected areas. The information gathered by

the first alarm ladder companies and relayed to the lobby command post will

determine to a large extent the success of the overall fire operations.

9.2 LADDER COMPANY RESPONSIBILITIES

9.2.1 General goals of first alarm ladder companies.

A. Gain control of elevators.

B. Locate fire floor and determine the best access thereto.

C. Ascertain the general area and extent of the fire on the floor.

D. Provide the necessary search and evacuation of occupants on the fire floor.

E. Conduct a preliminary search and examination of the floor above the fire.

F. Initiate search and examination of the upper most floors of the building.

G. Reconnaissance of the exterior of the building.

9.3 FIRST ARRIVING LADDER COMPANY

9.3.1 The first arriving ladder company shall:

A. Obtain as much information as possible from the fire safety director or his

surrogate as to:

1 . Location of the fire.

2. Evacuation procedures that have been implemented.

3. Status of elevators.

4. Access stairs serving the fire floor.

B. Prior to leaving the lobby:

1 . Determine the elevator bank that provides the safest access to the fire area and place the elevator cars to be used on "Firemen Service".

2. Obtain floor plan of the fire area. If only one copy is available do not

remove it from the fire command station.

3. Obtain keys necessary to gain access to the fire floor.

4. Insure that the lobby command post is manned by a fire department

member.

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5. Due to HVAC and the stack effect, smoke can permeate the entire zone

(up to 25 floors) and cause confusion as to the specific fire floor. Numerous reports of fire or smoke may be received and even the original

alarm may be from the incorrect floor. Always be prepared for the

unexpected, especially when elevators are being utilized.

C. Conduct a preliminary inspection of the exterior of the building by the

chauffeur for:

1. Persons in distress.

2. Smoke or fire showing through the skin of the building.

3. The need for any exterior operations.

D. Proceed to a floor at least two floor below the fire floor using a "Firemen

Service" elevator as outlined in section 3. A fireman equipped with a Handie-Talkie shall be assigned to remain with the elevator and to operate

the elevator until relieved.

E. Upon arrival at the floor below the fire, conduct the following operations

and relay all information obtained to the lobby command post:

1. Determine if the reported fire floor is the correct location and return the

elevator to the lobby to transport the engine companies.

2. Determine the heat and smoke condition on the fire floor.

3. Determine the life hazard on the fire floor and initiate evacuation

procedures where required.

4. Determine the location of the fire on the floor and select a stairway with a standpipe that will provide the best attack on the fire.

5. Conduct a primary search of the fire floor.

6. Provide support to the advancing Engine Company by:

a. Removing obstructions.

b. Forcing entry.

c. Opening the ceiling to expose the plenum.

9.4 SECOND ARRIVING LADDER COMPANY

9.4.1 Due to the utilization of manpower from the 1st arriving Ladder Company for:

A. Examination of building exterior.

B. Elevator car operator.

C. Temporary Lobby Command Post supervisor, plus the large area that

MUST be searched mandates that the second arriving Ladder Company

assists in the search and evacuation of the fire floor.

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9.4.2 The second arriving ladder company shall:

A. Report to the lobby command post.

1. Determine if the fire floor has been verified by the first arriving ladder

company.

2. Obtain an elevator car that provides the safest access to the fire area and

place the car on "Firemen Service". If possible, the same elevator car used

by the 1st arriving, ladder (manned by a H.T. radio equipped member of

the 1st ladder company) should be utilized. If a different car must be

utilized, a H.T. radio equipped member of the 2nd ladder shall be assigned

to remain with the elevator and operate car until relieved.

3. Upon arriving at the floor below the fire (or on the fire floor) obtain as much information as possible from the 1st arriving ladder company - areas searched, fire area location, occupants reported missing, etc.

4. Coordinate the search operation of fire floor with first arriving ladder

company.

9.5 THIRD ARRIVING LADDER COMPANY

9.5.1 The third arriving ladder company shall: A. Report to the lobby command post.

1. Detennine if the fire floor has been verified by either the 1st or 2nd

arriving ladder company.

2. Obtain an elevator that provides the safest access to the fire area and place

the car on "Firemen Service".

3. Proceed to a floor at least two floors below the fire floor, using a "Firemen

Service" elevator as outlined in section 3. Note: The 1st arriving and possibly the 2nd arriving ladder company will

already have a H.T. radio equipped member operating one of the "Firemen

Service" elevators. Use these cars if available rather than losing a member

to operate another car. In ALL cases each elevator car used to transport

Fire Dept. members a H.T. equipped member shall be assigned to operate

the car. These cars shall then be returned promptly to the lobby to transport additional men or equipment.

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B. Upon arriving at the floor below the fire, obtain as much information as possible from the 1st or 2nd arriving ladder company OR by a rapid

survey or reconnaissance of this floor and stairway serving it. Signs posted

in elevator lobbies ("YOU ARE HERE" signs) can also be used for such

familiarization. The Officer and member shall then:

1. Determine the number of stairways serving the fire floor and the floor

above.

2. Proceed to the floor above the fire via a stairway other than the attack

stairway.

3. Determine which stairway is the best stairway to be used by the occupants

for evacuation and advise the lobby command post.

4. Examine the floor above the fire and report to the lobby command post the

following:

a. The heat and smoke conditions.

b. The status of the evacuation.

c. Any extension of the fire.

d. Presence of Access Stairs - Down to Fire Floor or Upward to Floor

Above.

5. Examine all stairways for occupants and smoke condition.

6. Remove all occupants from the attack stairway for a reasonable distance

above the fire floor and prevent its use by the occupants.

7. If difficulty is encountered in clearing the attack stairway of occupants,

the officer shall advise the first arriving ladder company or the operations

post to withhold the attack until the occupants have been safely removed.

8. Conduct a primary search of the floor above the fire.

C. When his operations are completed on the floor above the fire, report to the operations post either physically or via H. T Radio.

D. Notification to Chief in Charge of Command Post or Operational Post of

Missions NOT accomplished can be more important than assignments

accomplished.

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9.6 FOURTH ARRIVING LADDER COMPANY

9.6. 1 The Fourth arriving ladder company shall:

A. Report to the lobby command post.

L Each member shall be equipped with an extra Scott cylinder.

2. Obtain an elevator that provides the safest access to the roof.

a. If the fire is on a floor that is not serviced by the High-Rise bank of

elevators, the High-Rise bank will be used if it is in a blind shaft.

b. If the fire is on a floor that is serviced by the High-Rise bank of

elevators, they shall proceed to a location below the fire floor and

then use a stairway other than the attack stairway to proceed to the

roof

c. If the High-Rise bank of elevators is used, assign a member

equipped with a Handie-Talkie to operate the "Firemen Service"

elevator until relieved.

B. Upon amval at the roof area the officer shall:

1. Report the following conditions to the lobby command Post.

a. Smoke and heat conditions in the area and in the stairways.

b. The presence of any building occupants.

c. All means available for roof ventilation, especially over stair ways

and elevator shafts.

d. Any unusual conditions.

e. Fire or occupants at windows visible from roof

C. Not undertake roof ventilation unless ordered by the Chief in Charge of

the lobby command post.

D. Determine the identification of all stairways and elevator shafts so that

when ordered, the correct ventilation can be carried out.

E. Conduct a primary search of the top five floors.

F. Remove any occupants to a safe area or assure the occupants what they are safe to remain where they are. G. Remain in the roof area to monitor and report any changing condition until

other wise ordered by the lobby command post.

H. A logical assignment after roof operations would be the terminal floor of

elevator bank serving the fire floor.

I. Operate under the control of the lobby command post until the SAE post is established. They shall then operate under the command of the SAE post.

9.7 CARBON MONOXIDE METERS

9.7.1 All ladder companies equipped with Carbon Monoxide Meters, when responding

to hi-rise fires after the Second Alarm assignment, shall report to the Lobby

Command Post with their Meters.

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10. ENGINE COMPANY OPERATIONS

10.1 INTRODUCTION

10.1.1 The many variables and complexities built into High-Rise office buildings may be

compounded by both the fire location and the fire load within the tenant space on

the floor.

10.1.2 Many fires will be within easy reach of hose streams operated from the immediate

area of the stairway enclosure, but other fires may require both the combining of

rolled up lengths and manpower of the first and second due units to advance the

first hose line.

10.2 ENGINE COMPANY RESPONSIBILITIES

10.2.1 The general goals of the first alarm engine companies are:

A. To stretch sufficient hose to reach the fire and be able to operate

effectively during the initial stages of operation.

B. Provide relief of the member operating the first hose lines.

C. Supply the standpipe and sprinkler systems as per sec. 5.

1 0.3 FIRST ARRIVING ENGINE COMPANY

10.3.1 The first arriving engine company shall:

A. If first to arrive, obtain as much information as possible from the fire safety director or his surrogate with regard to: L Location of the fire.

2. Evacuation procedure that have been implemented.

3. Status of the elevators.

4. Access stairs serving the fire floor.

B. Remain at the lobby command post until the first ladder company has

verified the fire location.

C. Proceed to the upper floor via the elevator manned by the member of the

first ladder company.

D. With the assistance of the second arriving engine company, stretch a hose

line from the standpipe outlet on the floor below the fire in the designated

stairway.

E. Operate the first hose line until reheved by the second arriving engine

company.

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1 0.4 SECOND ARRIVING ENGINE COMPANY

10.4.1 The second arriving engine company shall:

A. , Report to the officer in command of the lobby command post.

B. Proceed to the location of the first engine company via a manned

"Firemen Service" elevator.

C. Assist the first arriving engine company in stretching sufficient hose to reach the fire. D. Provide Handie-Talkie communications between the standpipe outlet and

the nozzle by having the officer of the second arriving engine company

remain at the outlet until the hose line is operating at the correct nozzle

pressure.

E. Leave the fire area when the hose line has been stretched and is operating

so as not to deplete their air supply.

F. Coordinate with the officer in command of the first hose line so that the

relief of members operating the line can be accomplished before their

masks are expended.

10.5 THIRD AND FOURTH ARRIVING ENGINE COMPANIES

10.5.1 The third and fourth arriving engine companies shall:

A. Report to the chief in charge of the lobby command post.

B. Operate in a manner similar to the first and second engine companies to stretch the second hose line. C. Stretch and operate the second hose line as directed by the chief in charge

of the operations post or the lobby command post. This hose line may be

used to: L Reinforce the position of the first line.

2. Protect the position of the first line.

3. Protect the search and evacuation of the fire floor.

4. Contain and confine fire spread and/or prevent fire wrapping around the core and endangering operation of the first line.

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1 0.6 GREATER ALARM ENGINE COMPANIES

10.6.1 Greater alarm engine companies shall report to the lobby command post for

assignment to the operations post, SAE post or the staging area. Some of the duties

they may be assigned to are: A. Relieve any of the first alarm units.

B. Stretch additional hose line on the fire floor or the floors above.

C. Assist in the search and evacuation of upper floors.

D. Transport special tools and equipment to the staging area.

10.6.2 Units, without specific orders to the contrary shall bring masks, rolled up lengths

and spare Scott cylinders to lobby area. If not required for their specific use, such

equipment will be added to staging area supply for future use by units engaged in

actual fire fighting operations.

BY ORDER OF THE FIRE COMMISSIONER AND THE CHIEF OF DEPARTMENT

43
I.

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January 1, 1997

APPENDIX 1 - REFERENCE FIGURES

Appendix I Fire Fighting Procedure High Rise Office Buildings

Reproduced with permission of The Fire Department of the City of New York

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HIGH RISE OFFICE BUILDINGS - APPENDIX 1

Figure 2-1

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FDNY DCN: 3.02.02 FIREFIGHTING PROCEDURES

January 1. 1997 HIGH RISE OFFICE BUILDINGS - APPENDIX 1

Figure 4-1

MER EQUIPMENT

RAS Return Air Shaft

RAF Return Air Fan

S/0 SDK>ke Detector

OAS Outside Ait Supply

SAF Supply Air Fan

SAS Supply Air Shaft

47
FDNY

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HIGH RISE OFFICE BUILDINGS - APPENDIX I

Figure 4-2

HVAC DISTRIBUTION SYSTEM

Exhaust Air Dampers

M.E.R. Floor

RAF . \ —

9

Fire Damper

Return Collector

Return Air Shaft

Fire Wall

Mixing Dampers

\

^ OAS ^ Dampers

Filters Heat Unit

1 \ ,_

t^j iiiiiiiiii tiiyn

S/D

Chilling Unit

Plenum Fire Dampers

Diffuser

Fire Partition

0. Dif fuser

y Fire Dampers

*^ Z V

Fire Partition 1

Fire Damper

Supply Ducts

SAF

Supply

Shaft

Fire Wall

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HIGH RISE OFFICE BUILDINGS - APPENDIX 1

Figure 4-3

HVAC ZONES

31-44

ZONE

17-29

ZONE

2-15

ZONE

STREET

45th FLOOR MER

30th FLOOR MER

16th FLOOR MER

2nd FLOOR

LOBBY

B-1

B-2

GAS

STREET'

MER

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HIGH RISE OFFICE BUILDINGS - APPENDIX I

Figure 2-1

HVAC (6 ZONES)

Zone #5-periphery air supply

serves 31st-40th floors — _ _

Zone #l-periphery air supply

serves 2nd-30th floors

Note: Return air supply

to MER via ceiling

' plenum S return

air shafts. Damper \ on each floor, with

fusible link.

- Zone #4-air supply-interior

serves 31st-40th floors

30th floor-cutoff separation

(could have overlap)

Zone #3-air supply- interior

Serves 19th-30th floors

19th floor MER,

~" — — (6 fans controlling

supply s return)

Zone #2-air supply-interior

serves 2nd-18th floors

NOTE: Drawing simplified, each supply zone could be interchanged due to fan arrangement

50
FDNY

Januaw 1. 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX 1

Figure 5-1

MODEL FIRE PUMP

SHOWING POSSIBLE BYPASS & BYPASS VALVE LOCATION

51
FDNY

January 1, 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX I

Figure 5-2

MODEL FIRE PUMP

SHOWING POSSIBLE BYPASS & BYPASS VALVE LOCATION

A. OPEN O.S.&Y. VALVE E. TO DRIVE MOTOR

B. CLOSED F. CENTRIFUGAL

C. INLET GAUGE DESIGNATES DIRECTION OF

D. DISCHARGE GAUGE WATER FLOW

Figure 5-3

52
FDNY

January 1. 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX 1

Figure 5-4

FIRE PUMP CONTROL

(FIRETROL)

1 . Knife switch control

2. Circuit breaker

control

3. Start-Stop buttons

4. Pump position lever

(speed)

5. Emergency power

control lever

6. Power "on",

Pump "on" lights

7. Instruction panel

8. Pump pressure chart

Off

Control Panels may vary in appearance, but operational sequence remains the same.

On newer models such as the illustrated controls above, the controls are located on the outside of

a locked door which covers the fuses and high voltage lines. This simplifies the operation

because the operator sees only the starting mechanism that is needed for operation.

53
FDNY

January 1, 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX I

Figure 5-5

FIRE PUMP CONTROL PANEL

This diagram is of an older model

with all the controls behind the

panel doors and although it exposes many fuses, an ammeter

and voltmeter, the starting

mechanism parts and sequence

remain the same

1 . Knife switch

2. Circuit breakers

3. ''ON" - "OFF" buttons

4. Pump speed lever

5. Emergency power lever

6. Power ''on", pump "on"

lights

7. Instruction panel

8. Pump pressure chart

When the proper sequence is followed as outlined, the

power "on" light will glow

with the closing of the circuit

breakers and the pump "on"

light will glow with the

pushing of the starting

button.

NOTE

A variation of this panel may

have the knife switch inside

panel door as shown with all other controls on the outside

of door, through holes in

door. On this type it will be

necessary to open door to close knife switch before

reclosing door and

completing operation.

54
FDNY

Januarv 1. 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX 1

Figu

High Rise

Fire Location & Conditions

Fire Location

Fire Conditions Heavy Q Med I I Lt I I Smoke Conditions Hea\7 [Z\ Med I I Lt I I Heat Conditions Heavy Med D Lt Q

Elevators

re 6-1

Checklist

Yes No

Elevators Down

Fireman Ser\ ice

No. of Cars for F.D. Use

Low Med High

Floors Sen ed

Building Information

Yes No

Sprinklered

Floor Plans

Stair Re-entry Keys

Window Keys

Occupancy Keys

Open Stairs-Fire Occ.

Building Setbacks

Communications

Life Hazard

Trapped

Fire Floor Evac.

Floor Above Evac.

Primary Search Compl.

Secondary Search Compl.

Elevators Searched

Yes No

HVAC (Heating, Ventilation. Air Conditioning)

Shut Down YesD No[I]

*Mer Floor Serves To

Mer Floor Serves To

Mer Floor Serves To

Number of Zones

*Mer Mechanical Equipment Room

Stairs Identification

Letter Floors Served S.P. Evac.

Scissor Type Stairs YesD NoD

Yes No Water Supply

Class "E" Yes No

Public Address Standpipe Fed

S.P. Phone Sprinkler Fed

To Fan Rooms Bldg. Fire Pumps On

To Engineer Unit(s) Feeding Stp.

Public Telephone Pressures Required

Alarm System Turned Off 1-10(150#) 10-20(200#) 20-30(250#)

30-40(300#) 40-50(350#) 50-60(400#)

1st Eng. Floor

2nd Eng. Floor

3rd Eng. Floor

4th Eng. Floor

2nd Batt. Ch. Floor

3rd Batt. Ch.

Stair

Stair

Stair

Stair

Stair

UNIT LOCATIONS

1st Ladder Floor

2nd Ladder Floor_

3rd Ladder Floor

Rescue

Stair

Stair

Stair

Assignment

55
FDNY

January 1, 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX I

17

16

2 lobby Concourse

Sub Base

Figure 6-3

SAMPLE BUILDING FLOOR PLAN AND PROFILE

HVAC SYSTEM

Note:

Upper Zones

M.E.R. 25 Floor

Lower Zone MER 8 Floor

M.E.R. Sub Basement

STAIR SHAFTS

44 44 Note : 1. Stair B Terminates

on 52 St. Sidewalk

2. Stair I Terminates

on 51 St. Sidewalk

Upper Zone

H.V.A.C. Divided

East & Uest as Well as Vertically

32

31

ELEVATORS

; Hi

Rise!

iBankl inter

t Rise

I ! Bank

Low

Rise

Bank i

I

I

56
FDNY

January 1, 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX 1

h

E®

Figure 6-4

SAMPLE TIPS DATA SHEET

C I'^'l ""

RAS

m

UJ E E m E

B

E E A

E E

PROFILE

21

EXP. EXP.

1 2 EXP.

3

21

EXP.

4

Fig. 6-4

HVAC ELEVATORS STAIRS

NOTE: NO CENTRAL

AIR FROM 22-51

Symbols

1 C-1

C-2

C-3

Standpipe

Shaft

Designate Type

(Elevator, Air. Etc.)

Enclosed Stair

Open Stair

21

11

COMMERCIAL

Standard

RESIDENTIAL

C-1

C-2

C-3

ROOF

C D E F

Non-Std.

Fire Door

Siamese

F.

E. Fire Escape

Unprotected

Wall Opening

Protected

Wall Opening

, Partial

\^^J Sprinkler

, Automatic

IA5) Sprinkler

1^ 25' Dimensions

M

m

Windows

1,2.3,4,

Floors

-Windows

1,2,3.4.

Wire Glass Floors

57
FDNY

January 1, 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX 1

Figure 6-2

OPERATIONS POST LOG

c

«

3

c3

«

occ3

c3

»

O

X

CO

c

•

E

cS«<

a>

r5 in

oa

c

o

a

o

o

(D JZ

cn

(0co

Q.O

ID>

0)

c3

oCO

0)c

03c

UJ

T5

(C

Post

ion

rat «

a. O

At

Unl

Reserve Engine

. V

c

c

UJ

58
FDNY

January 1. 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX I

Figure 7-1

Communications Network

H.R.K. #2 B.C.

#1 Aide

C m C #2 H.R.K.

Aide #1 H.R.K.

LEGEND

#1 Tactical

#2 Command

#3 Second Tactical

H.W. Hard Wire

H.W. - Hardwire Components D.R. Dept. Radio

1. Class E System LCP Lobby Command Post

2. Standpipe Telephone SA Staging Area

3. Outside Telephone OP Operations

4. In-house Telephone SAE Search & Evacuation post

5. Sound Power Field Telephone HRK High Rise (Communications) Kit

59
FDNY

January 1, 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX 1 Figure 7-2

Lobby Command Log

Units Reporting To

Lobby Command Post

Units To

Operations Post

Units To SAE

Post

Units To Staging

Area

Units In Reserve At

Lobby Command Post

60
FDNY

January 1. 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX 1 Figure 7-4

Staging Area Log

Units Re Dortins In 1Jnits Departing Units Returning

Units Time Unit Assignment Time Units Time Serviceable

Record of Injuries

Unit Name Time Injury Disposition

61
FDNY

January 1, 1997

DCN: 3.02.02 FIREFIGHTING PROCEDURES

HIGH RISE OFFICE BUILDINGS - APPENDIX 1

Figure 7-3

C

HIGH RISE

BANK

FLOORS

30-44

B

INTERMEDIATE

BANK

FLOORS

16-30

A

LOW RISE

BANK

FLOORS

2-16

STREET.

45th FLOOR MER

31st FLOOR SAE

30th FLOOR MER

B

17th FLOOR SAE

16th FLOOR MER

LOBBY

STREET'

B-1

B-2

NOTE: Shaded area is a blind shaft

62