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`A Decadeof Difference
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`developedinfrastructure to support this technology."
`
`Willette’s notion of interoperability exemplifies why FDNY’s old
`operations center needed an upgrade. Since it only monitored
`and reported on daily FDNYactivities, the old center lacked
`infrastructure and communications capabilities to support inter-
`agency coordination and citywide operational planning. This was
`one ofthe findings of the 2002 report Increasing FDNY’s
`Preparedness, also known as the McKinseyreport, which
`analyzed the department's responsetactics on 9/11 and
`suggested improvements to interoperable communications and
`technology,including the developmentof a new operations
`center.
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`n information
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`ps center,
`powerhousethat can put a wealth ofcritical data at the
`department's fingertips. On a typical day, the center tracks 1,400
`fires and 3,500 EMS runs.Multiple-alarm fires and other major
`incidents are watched moreclosely than others; special vehicles
`equipped with camerasare now sent to the scene and beam
`back imagesto the operations center as workers tap into city
`databasesfor more information. The Departmentof Buildings,for
`example, can inform the FDNY about the type of building that’s
`onfire, how many people are housed on eachfloor, and any
`outstanding building violations. The Department of Environmental
`Protection database informs them if a commercial property has
`any registered chemicalsin the building. FDNY also has 1,300
`blueprints of high rises, information on a building’s emergency
`action plan, and contracts to obtain live video feed from news
`helicopters. "We wantto seeit live, we wantto hearit live, we
`wantto see whatit lookslike geospatially," says Timothy
`Herlocker, who directs FDNY’s opsdirector. "We present the
`incident commander withall of this information" — the kind of
`information Cassano wasdesperate for back on 9/11.
`
`Investigating Ground Zero
`
`
`
`NFPAseniorfire investigator Robert Duvaltalks about his work with the
`Building Performance Assessment Team (BPAT) which assessed the
`structural performanceofall the buildings at the World Trade Center.
`
`
`
`September 11 and the Fire Service
`
`
`
`Public Fire Protection Division Manager Ken Willette discusses the
`
`experience ofthefire service following the terrorist attacks on the World
`Trade Center.
`
`5/9/2018
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`NewYorkCity has also taken steps to change howthis kind of
`information is delivered. In 2009 the city launched the New York
`City Wireless Information Network (NYCWiN), a $358 million
`system thatoffers the city’s public safety agencies real-time
`information — video feeds, automatic vehicle location, city
`databases — via a broadband wireless network. The network
`wasthe answerto another recommendation in the McKinsey report, a result of commercial wireless networks that were overwhe
`on 9/11 and prevented emergency responders from receiving crucial information. In addition, radio communication during the re
`efforts at the World Trade Center towers was problematic, as chief officers stationed in the lobby of Tower 1 received only sporadic
`information from the teams sentup into the buildings. The McKinsey report also states that when Tower2 collapsed, the first battalion
`chief at the operations post at Tower 1 ordered an evacuation of that building over his radio, but manyfirefighters didn’t hearit. To
`ensureclear, unobstructed lines of communication, the new wireless system is designed solely for use by city agencies.
`
`"The nature of point-to-point radios is that they are limited to a specific geographic area," says Steven Harte, associate commissioner
`of wireless technologies for New York’s Departmentof Information Technology and Telecommunications. "What we’ve been able to do
`through NYCWIiN is bridge that gap. No matter where you arein thecity, you can turn to a radio channel and hear the audio that’s
`being transmitted over NYCWIiN, and immediately hear what's going onin real time." The system canalso assistfirefighters in
`emergencysituations. In the eventof a distress call, the department’s new Electronic Fireground Accountability System can pinpoint
`the origins of the call via tracking devices on firefighter gear that send information back to an incident commander’slaptop.
`
`Other technological advancements have improved interoperability around the country over the past decade. Throughstate grants, fire
`service agencies in Massachusetts were able to purchasefield communication units that transmit data to all emergency responders
`on the sceneofan incident. "After 9/11, we asked ourselves, ‘How can weprotectour first responders?” Willette says. "I think
`everything we do to make our communities safer, to make America safer, is a lasting tribute to the legacy of everyone wholosttheir
`lives that day."
`
`HIGH-RISE BUILDING SAFETY
`
`The NationalInstitute of Standards and Technology (NIST) releasedits landmark
`reports in 2005 and 2008 ontheinvestigation of three buildings — the 110-story
`towers, and the 47-story Building 7 — that collapsed on 9/11 at the World Trade
`Center. The 2005 report alone outlined 30 recommendations for NFPA and other
`standards developmentorganizations to address, ranging from the design,
`construction, and maintenance of new high-rises to evacuation and emergency
`response.
`
`NFPAhad already addressed a number of the NIST recommendationsin its
`codesand standards by the time the reports were issued — several attributable
`to FEMA's World Trade Center Building Performance Study that was issued in
`Mayof 2002 — andothers were being consideredfor inclusion. "NFPA staff and
`
`CODE IMPACT
`A sampling of 9/11-related provisions that have
`entered NFPA's codesandstandards. The years
`listed reflect the edition of the codes where new
`provisions appeared.
`
`2002
`Provisions added to NFPA 472, Competenceof
`Responders to Hazardous Materials/Weaponsof
`MassDestruction Incidents, on responding to
`transportation or other incidents involving
`radioactive material.
`
`https://www.nfpa.org/news-and-research/publications/nfpa-journal/201 1/september-october-2011/features/a-decade-of-difference
`
`3/6
`
`
`
`5/9/2018
`
`
`
`A Decadeof Difference
`
`technical committees evaluated where we stood when the recommendations
`cameout, and wewerein a pretty good place," says Kristin Collette, an NFPA
`fire protection engineer. "But because of these recommendations, a number of
`importantlife safety changes were alreadyin place orin discussion for inclusion
`in the codes."
`
`Looking at the potential impact that changesto its codes and standards could
`have, NFPAgathered a team of engineers, architects, fire service officials, and
`public advocacy groupsto form the High-Rise Building Safety Advisory
`Committee (HRBSAC)in 2004. The committee was formed to develop public
`proposals and commentsprimarily for NFPA 1, Fire Code; NFPA 101®,Life
`Safety Code®; and NFPA 5000®,Building Construction and Safety Code®. The
`committee also helped NFPAsetpriorities for the NIST recommendations.
`
`"We havean interesting committee," says HRBSACchair Jim Quiter, a principal
`with the consulting firm Arup. "It’s composed of people who believe that there is
`muchto be done to make high-rise buildings safer, and those that think the status
`quo is fine because 9/11 was such an unusualevent."
`
`Committee members have worked to find a middle ground where elements of
`high-rise building safety can be changedor improved upon. Atits first meeting in
`2004, the committee came up with a concept to identify enhancementsto high-
`rise building designs that could be applied on a voluntary basis by building
`owners. The concept, called the Leadership in Life Safety Design, identified 12
`topical areas where the code provisions could be augmented. The concept was
`further refined in a Fire Protection Research Foundation (FPRF)project in 2007.
`
`NFPAhasacted on a variety of the NIST recommendations. The behaviorof a
`building’s structural frame and support system as a whole under severe loading
`conditions, such as during a fire event, resulted in adoption of the "structural
`frame" approach in NFPA 5000, which requires more scrutiny of the primary and
`secondary structural members, as well as the connectionsthattie the frame
`together. The NIST recommendation for improving building evacuation led to a
`changethat increased the width of an exit stair when a cumulative occupant load
`of 2000 or more wasexpectedto usethestairs.
`
`Relatively recent code provisions outlining the use of elevators for occupant
`evacuation during emergencies have also been completed. The American
`Society of Mechanical Engineers formed two task groupsin 2004, including
`representatives from NFPA,to analyze the features necessary for the safe
`operation of elevators by building occupants as a meansof evacuation and by
`first responders for building access during an emergency. The findings prompted
`the committees for NFPA 101 and NFPA 5000 to movethe occupant evacuation
`elevator provisions of the 2009 edition of the codes out of the annex andinto the
`body of the 2012 editions of the codes. Detection of smokein the elevator
`hoistway, machine room, or lobbies stops the elevators from being used during a
`fire, and buildings must satisfy all egress requirements without reliance on
`elevators.
`
`EMERGENCY PREPAREDNESS
`
`In 2003, on the second anniversary of 9/11, NFPA, the American National
`Standards Institute, the National Commission on Terrorist Attacks Upon the
`United States (also known asthe 9/11 Commission), and others met in New York,
`two blocks from Ground Zero, to discuss how the private sector could be better
`prepared for anotherterrorist attack. Donald L. Schmidt, chair of NFPA’s
`Technical Committee on Emergency Management and Business Continuity, gave
`a presentation on NFPA 1600®,Disaster/Emergency Managementand Business
`Continuity Programs, which outlines business preparation and recovery
`proceduresfollowing human-caused, technology-based, or natural disasters.
`(NFPA 1600 has beenoffered as a free download at nfpa.org/1600 since 2005.)
`Schmidt had beencloserto the 9/11 disaster than most; he was a 20-year
`employee with Marsh USA,a subsidiary of Marsh & McLennan, a risk and
`insurance company that saw 295ofits employeesdie at the World Trade Center
`on 9/11. Schmidt was supposedto participate in a seminar on emergency
`response and businesscontinuity at Tower 1 that day, but it had been moved to
`anothersite to accommodate moreregistrants.
`
`The 2003 meeting led to the recommendation in the 2004 9/11 Commission
`Report encouraging the private sector to adopt NFPA 1600. Followingits
`formation in 2003, the Department of Homeland Security (DHS), which integrated
`the Federal Emergency Management Agency (FEMA)and 21 other departments
`and agencies underone entity, also designated NFPA 1600 to be used as the
`criteria for the Voluntary Private Sector Preparedness Accreditation and
`Certification Program (PS-Prep). Initiated in 2007 by the Implementing
`
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