UMTC Water Damage Prevention Work Team Recommendations

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1 UMTC Water Damage Prevention Work Team Recommendations Respectfully Submitted: January, 2011 Work Team Members Neil Carlson, Department of Environmental Health and Safety, Chairperson Sean Gabor, Supervisor, FM Hazardous Materials Program Beth Louden, Director, NW District, Facilities Management Steve Pardoe, Director, Risk Management Brian Swanson, Budget Officer, Office of Budget & Finance Denise Thomas, Facilities Team Manager, NW District, Facilities Management Bernadette Corley Troge, Administrative Director, Facilities and Operations Management, University Libraries Special Thanks to: Roger Wegner, Capital Planning and Project Management Robert Janoski, Central Security Robert Uphus, BSAC Craig Moody, Director, University Health and Safety Mike Berthelson, Associate Vice President, Facilities Management 1

2 Table of Contents Table of Contents... 2 Executive Summary... 3 Glossary... 4 Top Five Issue to Be Addressed on UMTC Campus... 5 Implementation Plan with Assigned Responsibilities... 7 Facilities Management... 7 Risk Management... 8 Department of Central Security (DCS)... 8 Departmental Access Coordinators (DAC)... 8 Building Systems Automation Center (BSAC)... 8 Capital Planning and Project Management (CPPM)... 8 Department of Environmental Health and Safety (DEHS)... 8 Measurements of Effectiveness... 9 Appendix A: UMTC Water Damage Prevention Work Team Charge Appendix B: U of M Large Water Event Incident Command Structure Finance Logistics Operations Planning Water Incident Classification Guidance Document for Disposal of Water in an event Training Appendix C: Facilities Management Roles and Responsibilities for Water Event Response - Check List Custodial Closet/Mechanical Space Poster, Facilities Management Water Event Response Appendix D1: CPPM Construction Design Checklist Appendix D2: CPPM Construction Design Checklist Rationale Appendix E: Insurable Water Events Summary Attachment 1 Summary of water damage claims Attachment 2 Summary of all reported Water Damage both claimed and unclaimed Appendix F: Updated 2007 Water event Response Guidelines

3 Executive Summary The UMTC Water Damage Work Team charged by Vice President for University Services, Kathleen O Brien, reviewed water events over the past five years, identified risk factors and proactive tactics that could potentially prevent or reduce water event damages in the future. The 2007 Water Event document contained many good suggestions but only some of them were implemented. In an effort to improve the follow-up to this report we have listed the top five issues to be addressed including an implementation plan and measurements of effectiveness. The original 2007 document is included with updates for This report also clarifies the Incident Command structure for large water events and the training required. Checklists are provided to assist FM Managers and FM employees in responding to water events. An insurable water event summary is included along with a loss history over the past ten years. Having reviewed water damage issues, we concluded that they need to be placed in a larger property risk management perspective. This is just one subject area of several that should be wrapped into a comprehensive program to prevent losses to our property and facilities. We recommend creating and convening a property risk management council, akin to the emergency management group, that would meet quarterly to review incidents and proactively work to mitigate future losses. This group could be co-chaired by someone from University Services and someone from Risk Management. Proactive activities that need to be addressed, and that are called out in the water damage report include: a. A single protocol for reporting and response coordination by calling ( ) b. A unified approach and protocol for incident review and investigation c. A renewed effort at universal access to all spaces in a response d. Incorporation of water risk mitigation projects into the FCA database for tracking and prioritization e. Regular review of design standards and construction practices for high risk practices f. Regular review of facility preventive maintenance program for high risk practices The VP for University Services will need to determine the management strategies for implementing the above items. a. Centralized approach designate a person to oversee the implementation plan and start-up b. Decentralized approach divide the key activities listed in the implementation plan into functional area responsibilities (FM, DEHS, Public Safety, Risk Management, and CPPM) and include specific activities in AVP work plans with regular reporting requirements to the VP. 3

4 Glossary AHERPS BSAC CFLOP CPPM DAC DCS DEHS FMHazMat FMIS HEAPR IC MCES Medico PM RRC Xcored After Hours Emergency Response Paging System Building System Automated Control Command, Finance, Logistics, Operations and Planning Capital Planning and Project Management Department Access Coordinator Department of Central Security Department of Environmental Health and Safety Facilities Management Hazardous Materials Group Facilities Management Information Systems Higher Education Asset Preservation Restoration Incident Command or Incident Commander Metropolitan Council Environmental Services Keys for secure areas. The keys are not able to be duplicated at a key shop and only by special order Preventative Maintenance Program Resource Responsibility Center Locks with X keys Nonstandard keys that can be duplicated at a key shop but are not accessible to FM 4

5 Top Five Issue to Be Addressed on UMTC Campus Introduction: The following is a list of the top five areas needing attention to reduce water related loss events at the University. An additional section relating to operational issues is included at the end. Facilities Management (FM) and Capital Planning and Project Management (CPPM) will need to obtain cost estimates for implementing these changes. 1. Reduce water damage from chilled water systems. a. Install controls when local cooling devices are connected to a buildings chilled water loop. The controls should be designed by a professional engineer to prevent losses similar to the large 2009 water event in Electrical Engineering/Computer Sciences. b. Design drains for cooling towers which are large enough to handle maximum flow. c. Observe drainage of cooling towers with potential overflow issues or install leak detection alarms. 2. Storm water issues: a. Prevent pipes from freezing during construction by use of adequate insulation or supplemental heating systems. b. Manage soil piles, trenches and grade during construction to assure drainage away from buildings. Make sure that site design considers natural drainage patterns. Changing grading, adding a storm sewer drain or building a rain garden are all potential ways to reduce the ability for water to enter buildings. For example the area behind Lions/TRF collects water from nearby railroad property; it is a relative low spot and is covered with impermeable asphalt and compacted gravel. c. Develop a Preventive Maintenance (PM) Plan for cleaning out storm water drains, piping and drain tile. d. Develop an inventory and PM for outside drains at entrances and window well drains. Emphasize buildings which have entrances that are below grade. 3. Access issues: a. Improve room access with better coordination between DCS and the department who is experiencing the emergency. The Department of Central Security (DCS) should develop a system to work with Department Access Coordinator s (DAC) and FM to ensure 24/7 access to all buildings. Work with customers who have X cored rooms to obtain a Medico system and have extra keys stored at DCS. If all access keys and cards were provided to the Department of Central Security, DCS could coordinate with Incident Commander(IC) and the Facilities Management (FM) Building Services Automation Center (BSAC) to provide access during water events. b. Protect high risk assets (areas storing art or valuable books) with alarms and floor drains. 4. Freeze Issues: a. Identify cold spots in buildings, log them, and then monitor them during cold weather. b. Inventory and install temperature alarms or door hold open alarms in stairwells with exterior doors to prevent pipes within the stairwells from freezing when a door is propped open. 5

6 c. Install temperature sensors in stairwells on the exterior wall of buildings with fire sprinkler standpipes. i. Note: If the standpipe has a tamper switch on a valve the low temperature sensor can be tied to that device, when the temperature in the stairwell hits 45 you receive a supervisory on your fire alarm panel. (example: Rarig) d. Apply thermostatically controlled heat tape to suppression piping that is in entry vestibules. i. Reduces chances of a pipe freezing from a door that is left propped or ajar. (Example: KE North West December 1998) e. Add and inventory electric unit heaters in stairwells that are a known problem i. WBOB North East stairwell. Unit heater was added and temp is set to 45 degrees. f. Permanently secure windows in mechanical spaces where there is domestic water or chilled water piping. i. Eliminates the possibility of windows being propped open during work hours and forgotten. (example: Mayo water event late 90s that affected the upper floors The cost to implement would be some hours of labor) g. Add freeze temp alarms to any location where outside air can directly contact water pipes. This includes stairwells and entrances but could also include any exterior building access panels and even areas by exterior windows if those windows can be opened. (example: room 88 Heller) 5. Address shell failure and building envelopes issues. a. Project managers must enforce construction standards during design and construction. b. Inspect condition of interior roof drains. c. Provide annual roofing inspections by a qualified party who will looks at the flashing, capstones, membrane, seams, etc. d. Construction site managers must ensure proper protection of building interior during roofing and emphasize proper sequence of construction. For example, the roof must be completed before installing drywall. e. Initiate Plaza roof leak repairs. Focus effort with the following priority: Health Science, St. Paul, and then West Bank. f. Inventory and repair small repeated roof leaks. The cost of small roof leaks over time can be substantial. Small leaks can also be unsafe and unsightly - i.e. wet floors, mold growth and mineral deposits on walls) i. Small leak repair may be expensive due to the number of affected buildings. Roofs should be prioritized based on risk (e.g. Anderson Hall-Bus Stop Entry) g. Change the University construction standards eliminate some of the problems inherent with structures below the water table, below grade entrances or with sub-slab moisture problems. (e.g. Westbrook Hall, Civil Engineering, MLAC, UMD Theater and the Aquatic Center) h. Reduce the amount of paved open space. We are required to keep walking and/or driving paths around buildings, but wherever possible we should provide natural surfaces like grass or flower beds that can absorb water and reduce runoff to storm sewers.. i. Resolve low level entrance water infiltration issues, such as sidewalks that slope towards buildings. (e.g. Classroom office Building, Civil Engineering, Weaver Densford, and Williamson) 6

7 Implementation Plan with Assigned Responsibilities Facilities Management 1) Assign a Water Event Response Coordinator within each FM District. The primary responsibilities should include: 1) train key personnel within the district on response, causes and corrections of water events, 2) lead investigation of water events of greater than $50,000 in damages, 3) coordinate corrections to water events within the district and communicate lessons learned through other District Coordinators, and 4) track damages due to water events within the district and report to Risk Management 2) Train FM Management and supervisors on after hour s water event response by 07/ ) Train all custodial and maintenance staff to know what to look for and how to respond to water events by 07/ ) Follow the FM roles and responsibilities checklist (07/2011) 5) Post Water Event Response poster in each custodial closet and mechanical room. (07/2011) 6) FM will gather information from Facilities Management Informational Systems (FMIS) and form a U response group that checks all "critical or at risk" sewer drains during or prior to rain events that have or are forecasted to have an excess of 2 inches of rain in 24 hours. (07/2011) 7) Districts will develop a list of high risk locations for water infiltration and plan to monitor these locations when the National Weather Service issues a severe thunderstorm or local flash flood warning. The list of high risk location should be documented in FMIS and updated annually. (07/2011) 8) Team lead and supervisory level employees should complete ICS and 700 online training. (07/2011) 9) FM Haz Mat should require supervisory staff to complete ICS and 700 online training. (07/2011) 10) Maintain an inventory of plastic sheeting rolls in district stores for easy access and one roll per building using the new supply delivery system for inventory management and in the emergency response truck. Use this material to protect critical areas (books, computers, research),(07/2011) 11) FM district management will develop a master list of all shut offs for gas and water by building. Document them on building maps stored centrally within district and on FM H drive or GIS system layer. Ensure that any necessary keys for shut-offs is easily accessible. (07/2011) 12) Train district staff on locations of gas and water shut off valves so that people know where they are. Review procedures for keeping plans current. 13) FM Management and Purchasing shall develop the specifications for plumbing parts meeting University standards for longevity and compatibility with existing fittings. Quality materials reduce the potential for premature failure and expenses incurred through reinstallation, abatement and re-insulation. (07/2011) 14) FM Communications staff will send U wide to Bridge Group members and Department Access Coordinator s (DACs) to remind them about shutting and securing all operational windows before long weekend. (07/2011) 15) Maintain onsite management coverage 24 hours from Friday 5pm until Monday 7am - including Holiday and U of M closed days. (07/2011) 16) Initiate program to protect high risk assets with alarms and sewer drains or other appropriate protective measures. Consider protecting library special collections, museum spaces, and IT server rooms.) (07/2011) 7

8 Risk Management Risk Management Track loss data. Report annually (by July 1, 2011) on trends noting high risk areas and making recommendations to VP of University Services, AVP of Facilities Management, Director of University Health and Safety. Department of Central Security (DCS) 1) Department of Central Security (DCS) Develop a key management system and take over this responsibility from BSAC to improve access and controls. DCS should become the central key repository now that they have a 24x7 security operation (07/2011) 2) DCS Coordinate with Bridge Group to assist Departmental Access Coordinators (DAC) to ensure secure access to all buildings. Notify Bridge Group of change to Central Security as key repository. This assumes that DSC takes over the role of key coordination from BSAC. DSC needs to develop an offsite clearance protocol to allow access to space with cooperation of the DAC. (07/2011) 3) DCS For the protection of secured areas and University Property we recommend that DAC move away from X keys and coded doors to Key cards or Medico key system with keys stored at DCS. (01/2012) 4) DCS shall work with FM and DACs to develop a system to ensure FM access to all parts of buildings for emergencies. (01/2012) 5) DCS will work with DACs who have X cored rooms to install a Medico system or file an access plan. (07/2011) Departmental Access Coordinators (DAC) DAC Responsible for providing semiannual updates to DSC for high security area access inventory (Xkey/key pad/medico etc.) with access plan. (07/2011) Building Systems Automation Center (BSAC) 1) BSAC - The best trained staff are needed on weekends, holidays, off shift etc., instead of least trained staff. A business case is being developed as part of the Administrative Pillar that would provide for improved weekend, holiday, off shift staffing. In addition to the Water Event Task Force, other groups are also supportive of BSAC having better tools, processes and trained people on all shifts. (07/2011) 2) Change BSAC s after hour message. Push 0 for emergency to allow direct access in an emergency. (07/2011) Capital Planning and Project Management (CPPM) 1) Work with districts to provide cost estimates for projects to fix existing water problems identified by each district. (07/2011) 2) Develop one page checklist for designers to avoid problems (07/2011) 3) Develop one page checklist for contractors to avoid problems (07/2011) Department of Environmental Health and Safety (DEHS) 1) Time devoted to water events will be tracked. (02/2011) 2) Provide IC assistance for large water events. (02/2011) 3) Evaluate the effectiveness of water event response and identify the extent of water damage. (02/2011) 4) Provide IR cameras to Morris and Crookston campus. (02/2011) 5) Assist Risk Management with water event database. (02/2011) 8

9 Measurements of Effectiveness 1) Risk Management will maintain spreadsheet with loss data. FM and DEHS to assist in providing details. The goal is to reduce average annual gross losses by 20% in five years ($300,000 annually). 2) Each of the FM districts will identify the top five priorities in each district. Progress will be tracked on resolving each of these issues and will be reported to the FM Chief Administrative Officer. This will also be done on each of the coordinate campuses. 3) The FM Districts will annually revisit the list by October of each year and note areas of progress and revise the priority list in a report to the FM Chief Administrative Officer. 4) FM districts will track all leaks with potential to damage U property and report to FM Chief Administrative Officer (routine toilet leaks and similar small leaks are excluded). 5) DEHS and FM will track the amount of time spent responding to floods on an annual basis noting trends and amount of time spent and report to the director of Risk Management. 6) FM Chief Administrative Officer will send an annual report on FM progress to AVP University Services, AVP FM, Director UHS and the director of Risk Management. 7) The Property Risk Management Council will meet quarterly and produce an annual report to the VP of University Services on methods to reduce future losses. 9

10 Appendix A: UMTC Water Damage Prevention Work Team Charge 10

11 11

12 Appendix B: U of M Large Water Event Incident Command Structure U of MN Large Water Event Incident Command Structure to be used for a Class 4 Water Event (11/22/2010) Incident Commander DEHS Neil Carlson, Mike Buck, Greg Casura, Andy Streifel FM District Director with ISC -300 training Liaison Officer -DEM Information Officer U Relations or U Services Safety Officer DEHS or FM Safety Finance Logistics Operations Planning and assessment Risk Management (RM) Steve Pardoe Facilities Management (FM) Bernadette M Fiske Department Facility Coordinator BSAC FM Call Center FM district director/shift supervisor FM Haz Materials Unit Department of Environmental Health and Safety Asst. Vice President Univ. UMPD (possible operations Facilities Management Haz Svcs. Finance/Accounting Central Security leader) Materials group Sharon Zeise FM/CPPM RRC Manager Department(s) FM Department representatives Supervisors Dept. Bldg. Facilities Classroom management Coordinator room scheduling FM Safety operations safety officer FM response truck FM Custodial Group FM Trades Outside vendor water response Furniture mover Build back contractor Real Estate Build back - FM District - CPPM - U Construction C-FLOP (Command Finance Logistics Operations Planning) Command IC and Deputy IC: DEHS (N. Carlson, M. Buck, A. Streifel, G. Casura) (Responsible for overall incident management ICS 100, 200 and 700 training minimum.) Note: An FM District Director may fill in until DEHS is onsite. Safety Officer: DEHS or FM Safety (responsible for site safety) Information Officer: (U Services communication, U Relations) Collects information on the spill and provides communication to U press and outside organizations. Liaison Officer DEM (Coordinates activities between U of MN department and outside agencies) 12

13 Finance FM/CPPM/Risk Management/Building and Department(s) Representative The finance section is in charge of funding project remediation cost due to water damage and build back. It also includes tracking the replacement costs of damaged items. The department facilities coordinator will work with Risk Management to track and identify items that were damaged and need to be restored, cleaned or replaced. FM finance will explore options for providing cost effective build back of the water damaged areas. Risk Management tracks loss data and helps suggest areas of risk and spots trends in loss data to prevent future similar events. Contacts: Risk Management (RM) Steve Pardoe Facilities Management (FM/CPPM) Sharon Zeise FM/CPPM RRC Manager FM Department Supervisors Departmental Building Facilities Coordinator Logistics The logistics section is responsible for providing support to other sections involved directly in responding to the incident. The supplies and services are critical components of a safe and efficient work site. Power on/off access refers to have at least two methods for entering a secure space (i.e. classroom, research lab). Card access is becoming a common method for securing areas. However, if the power is out and there no backup generator, then there should be a manual way of gaining access to an area. The U of MN needs a more uniform guidance for departmental access. Having an experienced BSAC worker onsite or on call for weekend or evening shifts will help during emergencies. Develop a similar method for access to spaces through DCS. Develop a method to rapidly access areas below a roofing project as part the construction site safety plan. Supplies and services provided: Food Sanitation Radios/Phones Access: BSAC FM Call Center UMPD Central Security Department Facility Coordinator FM: Power on/power off access to areas Ventilation control UMPD: Incident site sign in/out system (responder identification) Site security Security Monitors Contract out for long term security monitors 13

14 Operations The operations section encompasses all cleanup and hazard abatement activities occurring at the water damage site. The following is a list of key operational groups along with their responsibilities. All of these groups must be coordinated in order to achieve safe and efficient work. As the operation section is only a part of the water incident management process, there should be consistent communication with finance, logistic, planning and the IC. FM on call Supervisor and Weekend facilities supervisor (possible operations leader) FM Haz Materials Unit (possible operations leader) Assist in hazard remediation (asbestos, lead, mold) Add antifungal compound to affected areas Can assist in cleanup of class 2-3 water incidents FM response truck Extract water immediately Provide a spider electrical connection Add antifungal compound to carpet Perform final cleanup Able to assist in class 2-4 water incidents FM Trades Carpenters, Electricians, Plumbers, HVAC mechanics Steam Fitters FM Custodial Group Initial extraction of water Use fans to dry areas Take out baseboards May or may not be able to add antifungal agent Can assist in cleanup of class 1-4 incidents Furniture moving in class 1-2 Weak spots o Weekends and Holidays Outside vendor Mavo/Legacy (Abatement/Drying/Possible build back) Furniture Movers (Alexander/Bester Brothers) 14

15 Planning The planning section involves assessing water damage and possible hazards at the water incident sites. Once the site has been assessed, planning members will determine the best course of action to mitigate the problem. The following is a list of key planning members along with their respective responsibilities: Department of Environmental Health and Safety (Possible Group leader) Size up determine areas with water damage Determine possible remediation methods Photo documentation of water damage areas Provide information on disposal of water Department(s) representatives Assist with build back (additional remodeling) Assist with relocation of occupants Real Estate and Space Management Find new spaces to temporarily house employees Facilities Management Haz Materials group (Possible group leader) Asbestos/lead/PCB/Mercury assessment in materials Classroom management room scheduling Relocate classes Find new spaces Build back FM District CPPM U Construction Estimate build back costs and respective groups in charge (supported buildings) Greater than $500,000 CPPM Between $50, ,000 U construction Less than $50,000 District FM Supervisor Often the build back process will need to proceed quickly to reduce interruption to business operations. If U Construction will be bidding on these projects it will need to develop rapid methods of cost estimation. For some incidents the abatement contractor will be doing the build back. This raises some concern about cost containment. We need to develop processes to rapidly obtain price quotes on the build back. The company/organization will need to be defined and held responsible for the build back. Control of the site will be handed over to individuals responsible for building back the site at the conclusion of the incident. In the case of non-support buildings the University Department affected will select the group to do the build back with guidance from the FM district if requested. Water Incident Classification Class 1 incident Class 2 incident Class 3 incident Class 4 incident One room or hallway affected with no damage to walls More than one room affected with damage to walls, floors and ceilings Rooms on multiple floors affected. Building occupancy of public spaces not affected Water damage to several buildings or occupancy of a building is affected. 15

16 Guidance Document for Disposal of Water in an event This is a reference for FM Management (supervisor or above) and the water event incident commander - Extracted water from water event must be discharged into the sanitary sewer (via clean out inside building or bathroom sink); - If the water originates from domestic water source or storm water, and the estimated discharge volume is 5,000 gallons or more, the MCES (Metropolitan Council Environmental Services) must be notified. o BSAC will contact Tim Rothstein at or Karalynn Marr at If there is no answer or if the water event occurs after hours, leave a voice mail message describing the incident in details. - If the water is chiller water, notify MCES through BSAC when the discharge volume is 1,000 gallons or more; - If there is potential of indirect contamination (water event occurs in labs or areas exposed to chemicals), do not discharge the water into the sewer. Contain water in tanker truck or barrels. DEHS Incident Commander will take grab samples of the water and have them analyzed for ph, Total Suspended Solids, Chemical Oxygen Demand, Cadmium, Chromium, Copper, Lead, Nickel, Zinc and Mercury. Based on the analytical results, MCES will determine if the water is suitable for discharging into the sanitary sewer. Contact the following staff for additional questions or assistance: Name Work phone Home phone Cell phone Van-Anh Thai umn.edu Andy Phelan Calvin Cole Training FM Required Internal training Training for FM staff on the six steps for Facilities Management Water Event Response Training on FM roles and responsibilities Water event response Power Point created for FM management, mechanics, and building & grounds seniors on water event response. 16

17 Required Incident Command Online Training for FM district managers, FM safety, FM HazMat and FM shift supervisors: ICS 100 introduces the Incident Command System (ICS) and provides the foundation for higher level ICS training. ICS-200 provides training on and resources for personnel who are likely to assume a supervisory position within the ICS. Optional Training ICS-100.HE Introduction to the Incident Command System, ICS-100, for Higher Education ICS- 700 an introduction to NIMS IS-703.a NIMS Resource Management Course Optional Bridge member Training Inform this group about the steps included in the Facilities Management Water Event Response and how to initiate contact with FM. ICS-100.HE Introduction to the Incident Command System, ICS-100, for Higher Education 17

18 Appendix C: Facilities Management Roles and Responsibilities for Water Event Response - Check List Management directs on-site staff and resources to the water event, where they identify the source, localize it, and stop the intrusion by making repairs and turning off valves. Depending on the severity of the damage, FM staff will secure affected areas. If necessary, management will contact UMPD for assistance. Contact electrician to assess potential electrical hazards and for assistance in power distribution for drying equipment. Report water event immediately to BSAC ( ). Call FM Safety Officer. (Larry Thompson Cell: ) or notify him through BSAC. Contact FM Truck Mount response team if the water event affects more than 5000 sq. ft. (via BSAC at ). DEHS IC or Department. may request truck for smaller surface areas. Note: After water extraction apply anti-microbial as noted in FM Water event Response and Procedures. Call for custodial and/or maintenance assistance as needed. Notify appropriate customer base (DAC or classroom management) and be prepared to provide initial damage assessment. Request that customer comes in to provide access to areas not inaccessible by FM. If customer has not responded to provide access, inform customer that we will gain access as needed. This could involve taking out walls or doors. Note: BSAC should be contacted to see if they have keys on site. Effective January 18, 2011, contact Central Security for access. Please see the Guidance Document on the Disposal of water. You may need assistance for disposal from Landcare: , After hours: ) Direct BSAC to maintain operation of the ventilation system in the building to facilitate drying. (All areas must be dried within 48 hours) Contact Abatement Team (FM hazardous Materials Group) to make sure area is asbestos free prior to demolition or removing sheetrock, carpet, etc. via BSAC Coordinate with DEHS or FM Haz Abatement to contract with outside disaster response vendor as needed. 24 hour numbers are listed below: Mavo Systems: or (By contract, must be called first) Legacy: (Called only if U of M has multiple issues, simultaneously, and it is determined that Mavo cannot handle any more work. Notify appropriate FM management: AVP Mike Berthelsen, (Assoc. Vice President Facilities Management, Phone: Cell: or FM Department Director: Bill Paulus Phone: (612) or Jerome Malmquist Phone: (612)

19 Notify building code inspector. (Chris Faste Office: , Cell: ) and contact DEHS via AHERPS through police dispatch after hours. FM to arrange for furniture removal. This could be in-house, through the Disaster Response contractor or UMN contractors. All moveable furniture should be removed as soon as possible. Current Furniture Moving Contracts 10/2010 Alexander's Mobility Services 335 E 78th St Bloomington, MN Phone: (952) (612) Cell Phone Fax: (952) Contacts: Keith Sharp Copeland Truc-King Inc NE Main St Minneapolis, MN Phone: Fax: Contacts: Tim Hoag 19

20 Custodial Closet/Mechanical Space Poster, Facilities Management Water Event Response Facilities Management Water Event Response 1) If possible, stop the flow of water. 2) Contact BSAC ( ) to describe incident and then contact a supervisor. 3) Cover materials with plastic sheeting, and protect valuables. (Plastic sheeting will be available in district stores) 4) Post wet floor signs surrounding the affected area. 5) Start retrieval of water with available equipment. 6) Wait for further direction, including proper disposal of water and materials. 20

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