Building Alliances to Save Lives: Guidance for Strong Partnerships

1. 1293 Airport Road Beaver, West Virginia 25813 Building Alliances to Save Lives Guidance on Creating Strong Partnerships between Operating Engineers and Urban Search & Rescue Teams

2. Disclaimer This material was produced under grant number 46C6-HT33 from the Occupational Safety and Health Administration, U.S. Department of Labor. It does not necessarily reflect the views or policies of the U.S. Department of Labor, nor does mention of trade names, commercial products, or organizations imply endorsement by the U.S. Government.

3. There is a guidance document on which this presentation is based “Building Alliances Between Operating Engineers and Emergency Responders to Save Lives During Disasters” Available through the National HAZMAT Program 304-253-8674 www.iuoeiettc.org

4. Learning ObjectivesAt the end of this module, you should be able to: • Explain the term “Skilled Support Personnel” (SSP) and describe the importance of their contribution during disasters, giving examples • Explain the importance of the OSHA Disaster Site Worker course for SSP training • Explain the role, skills and training of Urban Search and Rescue (US&R) Teams • Explain why the partnership between IUOE Locals and State US&R teams is so important • Describe the difference between FEMA and State US&R teams • Explain how to initiate or join an alliance of US&R and IUOE Locals in your community • List several safety issues that emergency response personnel should know about working around heavy equipment

5. Background on this module • The National HAZMAT Program was instrumental in developing OSHA’s Disaster Site Worker course and has been funded by OSHA to create this module. • This module provides practical guidance on building alliances between Operating Engineers and US&R teams. • The module also contains lessons learned from ongoing and successful alliances. • This module is based on a guidance document available for free by calling 304-253-8674 or send email to hazmat@iuoeiettc.org

6. Operating EngineersFirst part of the alliance

7. The International Union of Operating EngineersA union with a long history of disaster response • 119 local unions nationwide representing 360,000 members • Hoisting & Portable (H&P) – operate heavy equipment on construction sites • Stationary Engineers – operate building systems in offices, schools, hospitals, chemical plants and water treatment facilities

8. The International Union of Operating EngineersResponses to disasters • San Francisco and LA earthquakes • Oklahoma City • Ground Zero • The Pentagon • Space shuttle disaster • Hurricanes Katrina and Rita

9. Ground ZeroResponse of the National HAZMAT Program • Arrived onsite within days of the towers collapse • Stayed until the end of the cleanup • Distributed 11,000 respirators • Collected air samples on heavy equipment operators • Delivered official training to 1,500 workers • Participated in site safety mtgs

10. Hurricanes Katrina and RitaResponses of the National HAZMAT Team and IUOE Locals • Printed and distributed over 10,000 copies of main safety booklet for responders • Provided training to federal responders in the Gulf • Moved thousands of tons of debris

11. The Sago Mine Disaster Stationary Engineers developed models of air flow inside the mine after the disaster as part of the investigation

12. Capabilities of the National HAZMAT Program • Based in Beckley, WV • Provided safety and health training to over 285,000 workers over last 17 years • Trained largest number of workers in OSHA Disaster Site Worker course in Region III

13. Capabilities of the National HAZMAT Program (2) • Can be activated by FEMA under National Response Plan to conduct training • Offers training for free • HAZWOPER • OSHA10- and OSHA 30-Hour • OSHA Disaster Site Worker 7600 and 5600

14. Stages of a disaster Rescue Recovery Clean-up Chaotic Risk taking Short Frenetic Planning No risking lives Longer than rescue Paced Normal construction Risks better understood

15. Disaster response capabilities of IUOE H&P Locals

16. Disaster response capabilities of IUOE Stationary Locals

17. Who are Skilled Support Personnel? • Under OSHA’s HAZWOPER Standard, 29 CFR 1910.120(q)(4): “personnel, not necessarily an employer's own employees, who are skilled in the operation of certain equipment, such as mechanized earth moving or digging equipment or crane and hoisting equipment, and who are needed temporarily to perform immediate emergency support work that cannot reasonably be performed in a timely fashion by an employer's own employees, and who will be or may be exposed to the hazards at an emergency response scene.”

18. What training is required for Skilled Support Personnel? • Under OSHA’s HAZWOPER Standard only a site briefing of no specific length is needed • That has proven unsatisfactory • Training at Ground Zero: 3 hours long, 3 months after the destruction • This was reason for Disaster Site Worker course and designation of SSP as “first responders” under HSPD-8

19. Reason for this module:Safety and health timeline at WTC Safety training was 3 hours long and wasn’t provided until 78 days after towers fell!

20. Reason for this module:The need for better communication (TOPOFF 2 example) • May 12, 2003, largest national drill, involved mock radioactive “dirty” bomb in Seattle • Crane operator came to site but did nothing and hadn’t been pre-qualified

21. Reason for this module: (TOPOFF 2 example) • Operating Engineers within several hours drive were trained on radiation safety and to operate equipment in Level B PPE • Incident Commander did not know about them and they were never called!

22. Reason for this module: Over 60 percent of the Skilled Support Personnel who were at Ground Zero are still having health problems. Herbert, R. et al. (2006, Dec.). Environ Health Perspectives.

23. Urban Search & RescueSecond part of the Alliance Connecticut Task Force One search specialists using equipment.

24. National Urban Search and Rescue Response System • Framework for integrating local services into disaster response task forces • 28 national US&R task forces in U.S. • Any can be activated and deployed by FEMA under National Incident Management System • Team must have personnel and equipment ready to go within 6 hours of activation • Each task force has 70 specialists, divided into two 35-member teams for rotation and relief

25. National Incident Management System (NIMS) Came out of HSPD-5, Management of Domestic Incidents • Directed Dept. of Homeland Security to create the National Response Plan

26. NIMS Key Concepts and Principles 1.Flexibility 2. Standardization through Incident Command System

27. NIMS 14 Essential Features(FEMA, ICS Basic Information) 1.Common terminology 2. Modular organization 3. Management by objectives 4. Reliance on an Incident Action Plan 5. Chain of Command and Unity of Command 6. Unified command 7. Manageable span of control

28. NIMS 14 Essential Features(continued) 8. Predesignated incident locations and facilities 9. Resource management 10. Information and intelligence management 11. Integrated communications 12. Transfer of command 13. Accountability 14. Deployment

29. National Urban Search and Rescue functional elements

30. Task Force Operations:As one unit or divided into separate units • Search • Rescue • Advance life support (crush syndrome and confined space medicine) • Structural assessment • Hazmat assessments • Heavy equipment operations

31. FEMA’s US&R Structurewith numbers in each function Heavy Rigging Specialist (2)

32. FEMA Incident Command System US&Rs From FEMA’s ICS training manual 9-05

33. FEMA Incident Command SystemFunctional diagram From FEMA’s ICS training manual 9-05

34. FEMA Planning “P” From FEMA’s ICS training manual 9-05

35. Capabilities of FEMA US&R teams • Search and rescue operations in damaged or collapsed structures • Operations in weapons-of-mass-destruction environment • Emergency medical care for entrapped victims, task force personnel and search canines • Assessment/shut-off of utilities to houses and other buildings • Hazardous materials evaluations • Structural and hazard evaluations of buildings • Stabilization of damaged structures, including shoring and cribbing operations • Quick deployment with the team of 62,000-pound equipment caches

36. Task Force CapabilitiesManagement • Task Force Leader • Safety Officer • Planning Manager • Search Manager • Rescue Manager • Logistics Manager • Medical Manager • Functions — provides overall management and coordination of task force operations. Connecticut Task Force One

37. Command Staff Responsibility • The overall management of the Task Force including Command, Planning, Logistics, Safety and Training. • Carrying out the missions of the program, as well as the development and completion of all team objectives.

38. Safety Officer Responsibility Monitoring and assessing the safety aspects of the Task Force during training or at an incident.

39. Task Force CapabilitiesSearch Component • Canine Search Specialists • Technical Search Specialists Biloxi, MI 9-3-2005 Indiana Task Force 1 search for victims of Hurricane Katrina

40. Search ComponentTechnical Search • Trained to use broad range of equipment for detecting victims by noise, thermal and visual observation • Trained on equipment for detecting hazards to the team Indiana Task Force 1 checks for hazardous gases in Biloxi, MI after Katrina

41. Technical Search ComponentEquipment of NJ-TF1 • Advanced Optical Search Equipment • Snake Eye Camera • Borescope/Fiberscope • Videoscope • SearchCam 2000 • Generation III Night Vision • Thermal Imaging • Advanced Seismic/Acoustic Search Equipment • Delsar Acoustical Listening Device

42. Rescue Componentconsists of…. • Rescue Managers • Rescue Squad Officers • Rescue Specialists • Heavy Rigging Specialists • Law Enforcement Specialists

43. Rescue TechniciansResponsibilities • Performing victim rescues at incidents requiring specialized technical skills in areas such as rope use, structural collapse, confined space and trench • Breaching, breaking and shoring of collapsed structures

44. Planning Componentconsists of…. • Planning Managers • Technical Information Specialists • Structural Specialists

45. Planning Component • Planning Managers assist in creation of Incident Action Plan • Technical Information Specialists document incident and provide accountability • Structure Specialists are licensed engineers who specialize in building collapse and triage

46. Planning Componentis responsible for…. • Establishing work goals • Developing operational plans for work periods • Coordinating communication efforts • Assessing structural components & stability • Accountability of team members

47. Logistics Componentconsists of…. • Logistics Managers • Communications Specialists • Logistics / Support Specialists

48. Logistics Componentis responsible for…. Issuing, maintaining, and repairing all of the equipment assigned to the taskforce cache.

49. Medical Componentconsists of…. • Medical Managers • Medical Specialists called DMAT (Disaster Medical Assistance Team)

50. Medical ComponentResponsibility • Specializing in extended pre-hospital emergency care • Treatment of disaster victims • Health and welfare of Task Force members and canine search and rescue dogs