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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

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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 .................................................................................... 10

Appendix B: U of M Large Water Event Incident Command Structure ................................................................................ 12

Finance .............................................................................................................................................................................. 13

Logistics ............................................................................................................................................................................. 13

Operations ........................................................................................................................................................................ 14

Planning............................................................................................................................................................................. 15

Water Incident Classification ............................................................................................................................................ 15

Guidance Document for Disposal of Water in an event ................................................................................................... 16

Training ............................................................................................................................................................................. 16

Appendix C: Facilities Management Roles and Responsibilities for Water Event Response - Check List ............................. 18

Custodial Closet/Mechanical Space Poster, “Facilities Management Water Event Response” ....................................... 20

Appendix D1: CPPM Construction Design Checklist ............................................................................................................. 21

Appendix D2: CPPM Construction Design Checklist Rationale ............................................................................................. 22

Appendix E: Insurable Water Events Summary .................................................................................................................... 23

Attachment 1 Summary of water damage claims ............................................................................................................ 24

Attachment 2 Summary of all reported Water Damage both claimed and unclaimed .................................................... 28

Appendix F: Updated 2007 Water event Response Guidelines ............................................................................................ 32

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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 2011.

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 (612-624-2900)

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.

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Glossary

AHERPS After Hours Emergency Response Paging System

BSAC Building System Automated Control

CFLOP Command, Finance, Logistics, Operations and Planning

CPPM Capital Planning and Project Management

DAC Department Access Coordinator

DCS Department of Central Security

DEHS Department of Environmental Health and Safety

FMHazMat Facilities Management Hazardous Materials Group

FMIS Facilities Management Information Systems

HEAPR Higher Education Asset Preservation Restoration

IC Incident Command or Incident Commander

MCES Metropolitan Council Environmental Services

Medico Keys for secure areas. The keys are not able to be duplicated at a key shop and only by special order

PM Preventative Maintenance Program

RRC Resource Responsibility Center

Xcored Locks with X keys – Nonstandard keys that can be duplicated at a key shop but are not accessible to FM

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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.

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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 entry @ 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)

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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 07/2011. 3) Train all custodial and maintenance staff to know what to look for and how to respond to

water events by 07/2011. 4) 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 100 – 200 and 700 online training. (07/2011)

9) FM Haz Mat should require supervisory staff to complete ICS 100 – 200 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 email 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)

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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)

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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.

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Appendix A: UMTC Water Damage Prevention Work Team Charge

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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

Finance Logistics Operations Planning and assessment Risk Management (RM) Steve Pardoe Facilities Management (FM) Bernadette M Fiske Asst. Vice President — Univ. Svcs. Finance/Accounting Sharon Zeise FM/CPPM RRC Manager FM Department Supervisors Dept. Bldg. Facilities Coordinator

Department Facility Coordinator BSAC FM Call Center UMPD Central Security

FM district director/shift supervisor FM Haz Materials Unit (possible operations leader) FM Safety – operations safety officer FM response truck FM Custodial Group FM Trades Outside vendor water response Furniture mover Build back contractor

Department of Environmental Health and Safety Facilities Management Haz Materials group Department(s) representatives Classroom management room scheduling 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)

Liaison Officer -DEM Information Officer – U Relations or U Services

Safety Officer – DEHS or FM Safety

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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

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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 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

FM Trades • Carpenters, Electricians, Plumbers,

HVAC mechanics • Steam Fitters

Outside vendor • Mavo/Legacy (Abatement/Drying/Possible build

back) • Furniture Movers (Alexander/Bester Brothers)

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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

Facilities Management Haz Materials group (Possible group leader) • Asbestos/lead/PCB/Mercury assessment in materials

Department(s) representatives • Assist with build back (additional remodeling) • Assist with relocation of occupants

Classroom management room scheduling • Relocate classes • Find new spaces

Real Estate and Space Management • Find new spaces to temporarily house employees

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- 500,000 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 One room or hallway affected with no damage to

walls

Class 2 incident More than one room affected with damage to walls, floors and ceilings

Class 3 incident Rooms on multiple floors affected. Building occupancy of public spaces not affected

Class 4 incident Water damage to several buildings or occupancy of a building is affected.

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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 651-602-4724 or Karalynn Marr at 651-602-4727. 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 Email

Van-Anh Thai 612-626-7957 612-722-7510 612-245-7033 vathai@ umn.edu

Andy Phelan 612-626-7744 612-724-3699 612-490-3679 andyph@umn.edu

Calvin Cole 612-624-6870 612-827-6683 612-490-3687 calvin@umn.edu

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.

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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. http://training.fema.gov/EMIWeb/IS/is100a.asp

ICS-200 provides training on and resources for personnel who are likely to assume a supervisory position within the ICS. http://training.fema.gov/EMIWeb/IS/IS200a.asp

Optional Training

ICS-100.HE Introduction to the Incident Command System, ICS-100, for Higher Education http://training.fema.gov/EMIWeb/IS/IS100HE.asp

ICS- 700 an introduction to NIMS http://training.fema.gov/EMIWeb/IS/is700a.asp

IS-703.a NIMS Resource Management Course http://training.fema.gov/EMIWeb/IS/is703a.asp

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 http://training.fema.gov/EMIWeb/IS/IS100HE.asp

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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 (612-624-2900).

□ Call FM Safety Officer. (Larry Thompson Cell: 612-685-6007) or notify him through BSAC.

□ Contact FM Truck Mount response team if the water event affects more than 5000 sq. ft. (via BSAC at 612-624-2900). 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: 612-625-7362, After hours: 612-625-0011)

□ 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: 612-270-2860 or 612-327-1638 (By contract, must be called first)

Legacy: 1-866-712-5656 (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, email: berth004@umn.edu Phone: 612-626-1091 Cell: 952-451-4292 or

FM Department Director: Bill Paulus Phone: (612) 626-1029 E-mail: paulu038@umn.edu or

Jerome Malmquist Phone: (612) 625-3438 E-mail: malmq003@umn.edu

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□ Notify building code inspector. (Chris Faste Office: 612-624-2903, Cell: 612-799-1311) 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 55420

Phone: (952) 881-4128 (612) 290-7081 Cell Phone

Fax: (952)-881-0252

Contacts: Keith Sharp

Copeland Truc-King Inc. 5400 NE Main St Minneapolis, MN 55421

Phone: 763-572-0505

Fax: 763-572-0175

Contacts: Tim Hoag

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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 (612-624-2900) 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.

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Appendix D1: CPPM Construction Design Checklist

Design and Construction recommendation

Rational Please initial if the recommendation is followed

Apply for an exception from the standards committee.

Prohibit below grade ductwork

Water often accumulates in below grade ductwork.

Install stairwell hold open alarms for emergency exits

Doors proped open allow cold air into the building and can freeze pipes. Security for the building is also compromised.

The drain pan discharge must have a verticle drop at least one inch greater than the fan static pressure

Water accumulates in drain pans promoting fungal growth inside air handling units.

The construction sequence must prevent water damage to finished surfaces. Install the roof before the sheetrock.

Improper sequencing of construction puts interior finishes at risk from rain events.

Downspouts must drain at least 6 feet from the building

Downspouts must keep water away from the foundation to prevent interior water intrusion. The design will be compatible with landcare and not require moving the downspout during mowing.

Do not install piping systems in unheated space

Frozen pipes cause water events

Install all sheetrock walls with a minimum of a ½ inch gap above the base floor.

Minimize loss from small water events.

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Appendix D2: CPPM Construction Design Checklist Rationale

Design and Construction recommendation

Examples Rational

Prohibit below grade ductwork

Aquatic Center, Williamson Hall, Childcare Center, UMD Theater, Cedar Creek, Klaeber Court

Water often accumulates in below grade ductwork.

Install stairwell hold open alarms for emergency exits

PWB women’s clinic Doors proped open allow cold air into the building and can freeze pipes. Security for the building is also compromised.

The drain pan discharge must have a verticle drop at least one inch greater than the fan static pressure

Williamson Hall, Ferguson Hall

Water accumulates in drain pans promoting fungal growth inside air handling units.

The construction sequence must prevent water damage to finished surfaces. Install the roof before the sheetrock.

Crookston, MCB, Cancer Center

Improper sequencing of construction puts interior finishes at risk from rain events.

Downspouts must drain at least 6 feet from the building

Nicholson Hall, Wesbrook, Cedar Creek

Downspouts must keep water away from the foundation to prevent interior water intrusion. The design will be compatible with landcare and not require moving the downspout during mowing.

Do not install piping systems in unheated space

Masonic center, PWB Frozen pipes cause water events

Install all sheetrock walls with a minimum of a ½ inch gap above the base floor.

Many locations, Walter Library, Ford Hall

Minimize loss from small water events.

23

Appendix E: Insurable Water Events Summary

24

Attachment 1 Summary of water damage claims

(Blank)

Campus Location Date of Loss Description DEHS Cause Type of Loss Gross LossTC Moos Health Sciences Tower 7/25/1999 Water Damage 23,509.00 TC Steam Plant 1/8/2000 Steam Line Contamination Water Damage 13,100.00 TC Humphrey Forum 7/8/2000 Water Damage/Roof Leak Roof Leak Water Damage 646,000.00 TC Phillips Wangensteen Building 7/15/2000 Waste Line Failure Water Damage 12,624.00 TC Molecular & Cellular Biology 9/2/2000 Heavy rainfall flooded project site. Contractor Issues Water Damage 22,797.00

TC Law School 9/2/2000Rainwater entered through former skylight openings. Contractor Issues Water Damage 34,432.00

TC Moos Health Sciences Tower 9/18/2000Broken Water Pipe during renovation. Caused by subcontractors Contractor Issues Water Damage 31,169.00

TC Mayo Building 10/25/2000 Frozen Sprinkler pipe in attic. Frozen Pipes Water Damage 18,631.00

TC Walter Library 10/26/2000

Water intrusion during renovation work. Rainwater entered when temporary covers over skylight openings were damaged. Contractor Issues Water Damage 75,237.00

TC West Bank Office Building 12/4/2000 Sewer Line Loss Water Damage 51,879.00

TC Microtechnology Laboratory 2/7/2001

Air Compressor malfunction forced compressed air into lab equipment. Water drained from compressor and contaminated other lab equipment.

Water Damage/Malfunctioning Air Compressor System 521,124.00

TC Aquatic Center 3/5/2001 Ice/Snow Damage to Skylights 92,794.00 TC Ferguson Hall 3/21/2001 Water infiltration Foundation Drainage & Downspouts Water Damage/Infiltration 21,921.00 TC Molecular & Cellular Biology 4/11/2001 No info in file Water Damage 41,694.00

TC Archtecture Building 4/22/2001Rainwater intrusion during construction. Flooded sub basement of new addition. Contractor Issues Water Damage/Ice Storm 40,035.00

Duluth Cloquet Forestry Center 4/22/2001 Wind and ice storm damage to tree stock. Water Damage/Ice Storm 15,837.00 Duluth Various 4/22/2001 Wind and ice storm damage. Water Damage/Ice Storm 95,000.00 TC Beef Cattle Barn 5/24/2001 No info in file Water Damage 15,900.00

TC Jackson Hall 6/11/2001Damage to interior of building due to intrusion of heavy rainfall. Roof Leak. Roof Leak Water Damage 553,751.00

TC Landscape Arboretum 6/11/2001 Hail damage to roof Hail Damage Water Damage 210,748.00

TC Printing Services 6/27/2001Employee accidently hit overhead sprinkler system and activated system. Pipe Leaks Water Damage/Sprinkler Leak 18,200.54

TC Northrup Auditorium 9/3/2001 Sprinkler pipe leakage. Cause unknown. Pipe Leaks Water Damage/Sprinkler 127,815.00

TC Veterinary Medicine 11/24/2001Water intrusion through roof while under repair. Roof Leak Water Damage/Roof Leak 30,000.00

TC Commonwealth Terrace 12/23/2001 Broken toilet tank in upper floor unit. Miscellaneous Water Damage/Broken Toilet 64,533.00

TC Mayo Building 12/31/2001

Malfunction of cooling equipment caused a lab room to warm up. Temperature activated Sprinkler head. Equipment Failure Water Damage/Sprinkler 180,353.00

TC Sports Pavilion Loss 1/19/2002 Frozen Sprinkler pipe Stairwells/Door/Window OpenWater Damage/Sprinkler Leak/Frozen Pipes 241,571.00

TC Riverbend Common 2/10/2002Temporary air unit overheated causing Sprinkler head to discharge. Contractor Issues Water Damage/Sprinkler Leak 163,708.00

TC Commonwealth Terrace 9/22/2002 Broken plumbing pipe behind toilet. Pipe Leaks Water Damage/Broken Pipes 26,586.00

TC Nagurski Football Facility 9/27/2002 Faulty release valve on newly installed boiler Leaks/Vandalism During Construction Water Damage/Boiler Valve Release 152,207.00

TC Research Animal Resources 3/24/2003 Drain back up during cooling tower drainage. Air Handling Unit Water Damage/Drain Back up 12,100.00

TC Microbial and Plan Genomics Bldg 6/18/2003Improper design of Air Handling Unit caused condensate overflowing the drain pans Air Handling Unit Water Damage 22,100.00

TC Commonwealth Terrace 7/3/2003 No info in file Water Damage 25,902.00

TC Variety Club Reearch Center 7/10/2003 Chilled Water Line leak Pipe Leaks Water Damage/Broken Pipes 13,965.00

TC Williamson Hall 7/10/2003

Malfunction of the Pressure Differential Switch caused flooding of the control panels. Switch malfunction triggered by heavy rainfall/water intrusion below grade Water Damage/Switch Malfunction 23,305.00

TC Walter Library 11/11/2003 Malfunctioning sprinkler head Water Damage/Sprinkler 21,857.00 TC Unknown 1/21/2004 No info in file Water 95,000.00

TC Basic Sciences 3/19/2004

Evaporator Coil iced up due to a malfunction in the defrost cycle. Resulting ice build up melted and caused damage. Water Damage/Frozen Coil 15,078.00

TC/CrookstonVarious 3/19/2004 Leaks/Vandalism During Construction Water Damage/Frozen Pipes 41,215.00

TC Jackson Hall 5/22/2004

Excessive water entered fan pan and overwhelmed drain system. Water entered building via overflow into fan ducts. Roof Leak Water Damage/Rain 16,764.00

TC CMU Post Office 6/16/2004

Outside drain plugged with grass clippings. Drain overflowed and entered building through door opening. Foundation Drainage & Downspouts Water Damage 14,004.00

TC Mayo Building 6/16/2004 Sprinkler line breakage, damage to elevator. Leaks/Vandalism During Construction Water Damage/Sprinkler Break 69,952.00 TC Landscape Arboretum 7/2/2004 Water Damage/Rain 38,676.00 TC Biological Science 7/8/2004 No info in file Water Damage 51,971.79

TC Mayo/Fairview Pharmacy 8/16/2004Water Leak from broken pipe that was capped off. Pipe Leaks Water Damage/Sprinkler Break 22,891.00

TC Transportation Services Building 10/19/2004 Plumbing fixture improperly fitted. Pipe Leaks Water Damage/Burst Pipe 14,892.88

TC Electrical Engineering Building 10/23/2004 Condenser valve blew. Chillwater Pipe Lines Water Damage/Sprinkler Leak 271,758.00 Duluth Swenson Science Bldg 11/14/2004 Vandalism Leaks/Vandalism Water Damage/Vandalism 5,660,200.00

TC Basic Sciences 12/19/2004 Sprinkler line breakage. Stairwells/Door/Window Open Water Damage/Sprinkler Leak 93,821.00

Duluth Montague Hall 1/17/2005 Ruptured pipe on top floor Pipe Leaks Water Damage/Broken Pipes 92,618.00

TC Variety Club Reearch Center 3/19/2005 Broken toilet Leaks/Vandalism During Construction Water Damage/Broken Pipes 10,517.00

TC Amundson Hall 6/5/2005

Chemical spill in lab. Staff required to shower for 20 minutes. Shower drain unable to handle 20 min waterflow. Lab Event Water Damage/Drain Back up 64,376.00

TC Mayo Building 6/10/2005Department left hose on in sink overnight. Hose dislodged from sink. Lab Event Water Damage 18,026.00

Duluth Cina Hall 7/25/2005Water hose to lab water filter popped off of faucet. Lab Event Water Damage/Broken Pipes 59,498.00

TC Fraser Hall 9/19/2005Temporary roof covering overflowed due to plugged internal roof drain. Roof Leak Water Damage/Roof 76,824.00

TC West Bank Office Building 10/6/2005 Heavy rain caused main roof drain to break Foundation Drainage & Downspouts Water Damage 1,121,086.69

TC Walter Library 12/1/2005Water intrusion through a cracked foundation under a raised floor. Foundation Drainage & Downspouts

Water Intrusion through Cracked Foundation 61,443.00

TC Mayo Building 12/6/2005 No info in file Water Damage 11,928.00 TC Mayo Building 12/19/2005 Sprinkler line burst due to cold. Stairwells/Door/Window Open Water Damage/Sprinkler 37,896.00

TC Variety Club Reearch Center 1/25/2006 Toilet malfunction. Leaks/Vandalism During Construction Water Damage/Toilet Overflow 60,375.00

TC Stadium Apartments 3/3/2006 Water heater line burst Pipe Leaks Water Damage/Burst Heater Line 19,388.60

TC Heller Hall 4/2/2006 Sprinkler head activated. Leaks/Vandalism During Construction Water Damage/Sprinkler Leakage 36,140.00

TC Comstock Hall 4/7/2006 Sprinkler head malfunction. Water Damage/Sprinkler Leakage 19,987.00 TC Child Care Center 8/1/2006 Heavy rainfall. Rain Water Damage/Rain 104,336.00 TC McNeal Hall 9/1/2006 Water Damage/Roof Roof Leak Water Damage 15,213.14

Duluth NRRI 12/6/2006 Sprinkler head burst after freezing. Frozen Pipes Water Damage/Frozen Pipes 52,536.00

Duluth Bohannon Hall 1/1/2007 Water Damage/Pipe Leak Pipe Leaks Water Damage 23,982.00

TC Various 2/3/2007 Water Damage/Frozen Pipes due to cold snap Frozen Pipes Water Damage 364,891.53 Crookston Student Center 2/4/2007 Sprinkler head break. Water Damage/Sprinkler 17,727.00 TC Veterinary Medicine 5/21/2007 Broken Sewer Line 25,910.78 TC Phillips Wangensteen Building 6/3/2007 Broken chilled water line Chillwater Pipe Lines Water Damage 128,275.30 Duluth Child Care Center 9/19/2007 Water Damage/Flooding Water Damage 45,792.62 TC Amundson Hall 10/1/2007 No info in file Water Damage 14,285.00 TC Mayo Building 12/1/2007 Water Damage/Sprinkler Head Burst Water Damage 155,566.71 TC Johnston Hall 12/12/2007 Water Damage/Pipe Leak Pipe Leaks Water Damage 49,590.00

Crookston McCall Hall 1/29/2008 Sprinkler Line break due to cold weather Frozen Pipes Water Damage/Sprinkler Leak 43297.72TC Commonwealth Terrace 1/30/2008 Broken water pipe. Pipe Leaks Water Damage/Broken Pipes 34,943.00 TC Sanford Hall 3/16/2008 Sprinkler head break. Water Damage 11,535.00 TC 19th Ave Parking Ramp 4/29/2008 Contractor hit a septic line. Contractor Issues Septic Line Damage 31,952.00 TC Williams Arena 5/12/2008 Water line leak Pipe Leaks Water Damage 145,011.71 TC Cargill Building 6/30/2008 Pressure zone valve malfunction. Water Damage 107,965.01 TC Yudof Hall 10/28/2008 Faulty cap/open valve on heating register Water Damage/Faulty Valve Cap 35,915.00

TC Kirby Hall 11/22/2008Frozen cooling coil resulted in chilled water line break Air Handling Unit Water Damage 174,281.98

Duluth Chester Hall 12/8/2008 Water Damage Water Damage 19,283.24 Morris Imholte Hall 12/10/2008 Water main break. Pipe Leaks Water Damage 24,871.42 TC Church Street Garage 12/18/2008 Water DamageTC Lions Research 12/18/2008 Water pipe breakage in lab. Lab Event Water Damage 45,999.51 TC Masonic Hall 12/18/2008 Water DamageTC Bell Museum 12/23/2008 Defective hose on water filter machine. Contractor Issues Water DamageTC Veterinary Medicine 12/26/2008 Burst Pipe due to normal wear & tear. Pipe Leaks Water Damage/Broken Water Pipe 56,665.29 TC 717 Delaware 1/4/2009 Water Damage/Tube Release Water Damage 4,156.38

TC Elliott Hall 1/17/2009Radiator pipe burst. Window left partially open. Stairwells/Door/Window Open Water Damage 3,733.85

TC Electrical Engineering Building 1/30/2009 Hose clamp failure. Chillwater Pipe Lines Water Damage 1,300,000.00 TC Mechanical Engineering 2/10/2009 Hot water pipe plug failed due to corrosion Pipe Leaks Water Damage 33,526.33 Duluth Swenson Science Bldg 3/6/2009 Frozen Storm Sewer caused water back up Frozen Pipes Water Damage 69,376.09 TC Jones Hall 3/26/2009 Chill water flood. Chillwater Pipe Lines Water Damage 4,778.00 TC Bell Museum 4/7/2009 Water Damage/Burst Pipe - TC Diehl Hall 4/17/2009 No info in file Chillwater Pipe Lines Water Damage 66,300.29

Duluth Chemistry 6/27/2009

Detached water tube connected to equipment. Water migrated through the floor to rooms below. Lab Event Water Damage 5,311.00

Duluth Darland Admin Building 1/2/2010Baseboard radiator froze which broke the control valve. Frozen Pipes Water Damage - Frozen Valve 31,812.00

Duluth Swenson Science Bldg 1/4/2010Building supply fan shut down on freeze stat sensor, pipes froze. Frozen Pipes Water Damage/Frozen Pipes 10,711.00

TC Yudoff Hall 1/5/2010 Student left window open, pipes froze. Stairwells/Door/Window Open Water Damage/Frozen Pipes 16,606.18

TC TCF Bank Stadium 1/6/2010 Frozen Sprinkler due to cold temperature. Frozen Pipes Water Damage/Frozen Pipes 27,625.00

TC CTC Apartment Building 1/13/2010 Tenant turned off power, pipes froze. Frozen Pipes Water Damage/Frozen Pipes 22,741.75 TC 524 22nd Ave Townhomes 1/16/2010 Plumbing fixture failed. Pipe Leaks Water Damage 60,009.69

TC Lind Hall 3/29/2010Condensate line discharges into custodial sink. Sink plugged and overflowed. Lab Event Water Damage 35,000.00

TC Como Student Community Apartment 4/8/2010 Tenant left water running into sink. Miscellaneous Water Damage - Sink Overflow 6,632.37 TC Phillips Wangensteen Building 4/29/2010 Hose failure Water Damage 56,000.00

TC Various (Walter) 6/25/2010 Heavy rainfall Foundation Drainage & Downspouts Water/Lightning Damage/Storm 100,000.00 TC McNeal Hall 7/7/2010 Heavy rainfall during re-roofing project. Contractor Issues Water Damage 25,000.00

Crookston Sargent Center 7/8/2010 Facility user/tenant broke sprinkler head. Water Damage/Sprinkler Head 25,000.00

TC Moos Health Sciences Tower/PWB 7/16/2010 Glass dionized water line broke. Foundation Drainage & Downspouts Water Damage/Elevator Damage 25,000.00 TC PWB auditorium 2-470 8/10/2010 Break in below grade plaza line Foundation Drainage & Downspouts Water Damage

28

Attachment 2 Summary of all reported Water Damage both claimed and unclaimed

(Blank)

Campus Location Date of Loss Type of LossWater Involved Status Open Reserves Net Loss Deductible Gross Loss No UMN File

TC Moos Health Sciences Tower 7/25/1999 Water Damage w C 23,509.00 23,509.00 TC Steam Plant 1/8/2000 Water Damage w 13,100.00 13,100.00 TC Humphrey Forum 7/8/2000 Water Damage/Roof Leak w C 546,000.00 100,000.00 646,000.00 TC Phillips Wangensteen Building 7/15/2000 Waste Line Failure w 12,624.00 12,624.00 TC Molecular & Cellular Biology 9/2/2000 Water Damage w 31,169.00 31,169.00 TC Mayo Building 10/25/2000 Water Damage w 18,631.00 18,631.00 TC Walter Library 10/26/2000 Water Damage w 75,237.00 75,237.00 TC West Bank Office Building 12/4/2000 Sewer Line Loss w 26,879.00 25,000.00 51,879.00

TC Microtechnology Laboratory 2/7/2001

Water Damage/Malfunctioning Air Compressor System w 421,124.00 100,000.00 521,124.00

TC Aquatic Center 3/5/2001Ice/Snow Damage to Skylights w 67,794.00 25,000.00 92,794.00

TC Ferguson Hall 3/21/2001 Water Damage/Infiltration w 21,921.00 21,921.00 TC Molecular & Cellular Biology 4/11/2001 Water Damage w 16,694.00 25,000.00 41,694.00 TC Archtecture Building 4/22/2001 Water Damage/Ice Storm w 40,035.00 40,035.00 Duluth Cloquet Forestry Center 4/22/2001 Water Damage/Ice Storm w 15,837.00 15,837.00 Duluth Various 4/22/2001 Water Damage/Ice Storm w 70,000.00 25,000.00 95,000.00 TC Beef Cattle Barn 5/24/2001 Water Damage w 15,900.00 15,900.00

TC Printing Services 6/27/2001 Water Damage/Sprinkler Leak w 18,200.54 18,200.54 TC Northrup Auditorium 9/3/2001 Water Damage/Sprinkler w 11,056.00 116,759.00 127,815.00 TC Veterinary Medicine 11/24/2001 Water Damage/Roof Leak w 5,000.00 25,000.00 30,000.00 TC Commonwealth Terrace 12/23/2001 Water Damage/Broken Toilet w 39,533.00 25,000.00 64,533.00 TC Mayo Building 12/31/2001 Water Damage/Sprinkler w 155,353.00 25,000.00 180,353.00

TC Sports Pavilion Loss 1/19/2002 Water Damage/Sprinkler Leak w 216,571.00 25,000.00 241,571.00

TC Riverbend Common 2/10/2002 Water Damage/Sprinkler Leak w 138,708.00 25,000.00 163,708.00

TC Commonwealth Terrace 9/22/2002 Water Damage/Broken Pipes w 26,586.00 26,586.00

TC Nagurski Football Facility 9/27/2002Water Damage/Boiler Valve Release w 127,207.00 25,000.00 152,207.00

TC Research Animal Resources 3/24/2003 Water Damage/Drain Back up w C 12,100.00 12,100.00 TC Microbial and Plan Genomics Bldg 6/18/2003 Water Damage w C 22,100.00 22,100.00 TC Commonwealth Terrace 7/3/2003 Water Damage w C 25,902.00 25,902.00

TC Variety Club Reearch Center 7/10/2003 Water Damage/Broken Pipes w C 13,965.00 13,965.00

TC Williamson Hall 7/10/2003Water Damage/Switch Malfunction w C 23,305.00 23,305.00

TC Walter Library 11/11/2003 Water Damage/Sprinkler w C 21,857.00 21,857.00 TC 57215-40975 1/21/2004 Water w 95,000.00 95,000.00 TC Basic Sciences 3/19/2004 Water Damage/Frozen Coil w C 15,078.00 15,078.00 TC/Crookston Various 3/19/2004 Water Damage/Frozen Pipes w C 41,215.00 41,215.00 TC Jackson Hall 5/22/2004 Water Damage/Rain w C 16,764.00 16,764.00 TC CMU Post Office 6/16/2004 Water Damage w C 14,004.00 14,004.00

TC Mayo Building 6/16/2004Water Damage/Sprinkler Break w C 69,952.00 69,952.00

TC Landscape Arboretum 7/2/2004 Water Damage/Rain w C 38,676.00 38,676.00 TC Biological Science 7/8/2004 Water Damage w C 51,971.79 51,971.79

TC Mayo/Fairview Pharmacy 8/16/2004Water Damage/Sprinkler Break w C 22,891.00 22,891.00

TC Transportation Services Building 10/19/2004 Water Damage/Burst Pipe w C 14,892.88 14,892.88

TC Electrical Engineering Building 10/23/2004 Water Damage/Sprinkler Leak w C 68,498.04 200,000.00 268,498.04 Duluth Swenson Science Bldg 11/14/2004 Water Damage/Vandalism w C 5,460,200.00 200,000.00 5,660,200.00

TC Basic Sciences 12/19/2004 Water Damage/Sprinkler Leak w C 93,821.00 93,821.00

Duluth Montague Hall 1/17/2005 Water Damage/Broken Pipes w C 92,618.00 92,618.00

TC Variety Club Reearch Center 3/19/2005 Water Damage/Broken Pipes w C 10,517.00 10,517.00

TC Amundson Hall 6/5/2005 Water Damage/Drain Back up w C 64,376.00 64,376.00 TC Mayo Building 6/10/2005 Water Damage w C 18,026.00 18,026.00

Duluth Cina Hall 7/25/2005 Water Damage/Broken Pipes w C 59,498.00 59,498.00 TC Fraser Hall 9/19/2005 Water Damage/Roof w C 76,824.00 76,824.00 TC West Bank Office Building 10/6/2005 Water Damage w C 921,086.69 200,000.00 1,121,086.69

TC Walter Library 12/1/2005Water Intrusion through Cracked Foundation w C 61,443.00 61,443.00

TC Mayo Building 12/6/2005 Water Damage w C 11,928.00 11,928.00 TC Mayo Building 12/19/2005 Water Damage/Sprinkler w C 37,896.00 37,896.00

TC Variety Club Reearch Center 1/25/2006Water Damage/Toilet Overflow w C 60,375.00 60,375.00

TC Stadium Apartments 3/3/2006Water Damage/Burst Heater Line w C 19,388.60 19,388.60

TC Heller Hall 4/2/2006Water Damage/Sprinkler Leakage w C 36,140.00 36,140.00

TC Comstock Hall 4/7/2006Water Damage/Sprinkler Leakage w C 19,987.00 19,987.00

TC Child Care Center 8/1/2006 Water Damage/Rain w C 104,336.00 104,336.00 TC McNeal Hall 9/1/2006 Water Damage/Roof w C 15,213.14 15,213.14

Duluth NRRI 12/6/2006 Water Damage/Frozen Pipes w O 52,536.00 52,536.00 MAVO Subro Claim

Duluth Bohannon Hall 1/1/2007 Water Damage/Pipe Leak w C 23,982.00 23,982.00

TC Various 2/3/2007 Water Damage/Frozen Pipes w C 364,891.53 $364,891.53 - Claim Withdrawn

Crookston Student Center 2/4/2007 Water Damage/Sprinkler w C 17,727.00 17,727.00 TC Veterinary Medicine 5/21/2007 Broken Sewer Line w C 25,910.78 25,910.78 TC Phillips Wangensteen Building 6/3/2007 Water Damage w C 128,275.30 128,275.30 Duluth Child Care Center 9/19/2007 Water Damage/Flooding w C 45,792.62 45,792.62 TC Amundson Hall 10/1/2007 Water Damage w C 14,285.00 14,285.00

TC Mayo Building 12/1/2007Water Damage/Sprinkler Head Burst w C 155,566.71 155,566.71

TC Johnston Hall 12/12/2007 Water Damage/Pipe Leak w C 49,590.00 49,590.00

Crookston McCall Hall 1/29/2008 Water Damage/Sprinkler Leak w C 43,297.72 43,297.72

TC Commonwealth Terrace 1/30/2008 Water Damage/Broken Pipes w C 34,943.00 34,943.00 TC Sanford Hall 3/16/2008 Water Damage w C 11,535.00 11,535.00 TC 19th Ave Parking Ramp 4/29/2008 Septic Line Damage w C 31,952.00 31,952.00 TC Williams Arena 5/12/2008 Water Damage w C 145,011.71 145,011.71 TC Cargill Building 6/30/2008 Water Damage w C 107,965.01 107,965.01

TC Yudof Hall 10/28/2008Water Damage/Faulty Valve Cap w C 35,915.00 35,915.00

TC Kirby Student Center 11/22/2008 Water Damage w C 174,281.98 174,281.98

Duluth NRRI 12/6/2008Water Damage - Contractor Responsible w C 52,536.00 52,536.00

Anticipate partial recovery from Mavo/Chartis

Duluth Chester Hall 12/8/2008 Water Damage w C 19,283.24 19,283.24 Morris Imholte Hall 12/10/2008 Water Damage w C 24,871.42 24,871.42 TC Lions Research 12/18/2008 Water Damage w C - 45,999.51 45,999.51

TC Bell Museum 12/23/2008 Water Damage w C 4,723.02 4,723.02 Claim paid by contractor

TC Veterinary Medicine 12/26/2008Water Damage/Broken Water Pipe w C 56,665.29 56,665.29

TC 717 Delaware 1/4/2009 Water Damage/Tube Release w C 4,156.38 4,156.38 TC Elliott Hall 1/17/2009 Water Damage w C 3,733.85 3,733.85 TC Electrical Engineering Building 1/30/2009 Water Damage w O 1,300,278.00 200,000.00 1,100,278.00 TC Mechanical Engineering 2/10/2009 Water Damage w C 33,526.33 33,526.33 Duluth Swenson Science Bldg 3/6/2009 Water Damage w C 69,376.09 69,376.09 TC Jones Hall 3/26/2009 Water Damage w C 4,778.00 4,778.00 TC Bell Museum 4/7/2009 Water Damage/Burst Pipe w C - - Under $10K TC Diehl Hall 4/17/2009 Water Damage w C 66,300.29 66,300.29 Duluth Chemistry 6/27/2009 Water Damage w C 5,311.00 5,311.00 Cloquet Forestry Center Buildings 7/21/2009 Roof Damage - Hail Storm w C 78,410.00 78,410.00

Duluth Darland Admin Building 1/2/2010Water Damage - Frozen Valve w C 31,812.00 31,812.00

Duluth Swenson Science Bldg 1/4/2010 Water Damage/Frozen Pipes w C 10,711.00 10,711.00 TC Yudoff Hall 1/5/2010 Water Damage/Frozen Pipes w C 16,606.18 16,606.18 TC TCF Bank Stadium 1/6/2010 Water Damage/Frozen Pipes w O 27,625.00 TC CTC Apartment Building 1/13/2010 Water Damage/Frozen Pipes w C 22,741.75 22,741.75 TC 524 22nd Ave Townhomes 1/16/2010 Water Damage w C 60,009.69 60,009.69 TC Arboretum 3/4/2010 Ice Damage to Roof w C - 1,150.00 - 1,150.00 TC Lind Hall 3/29/2010 Water Damage w O 35,000.00

TC Como Student Community Apartment 4/8/2010Water Damage - Sink Overflow w C 6,632.37 6,632.37

TC Phillips Wangensteen Building 4/29/2010 Water Damage w O 56,000.00 -

TC Various 6/25/2010Water/Lightning Damage/Storm w O 100,000.00

TC McNeal Hall 7/7/2010 Water Damage w O 25,000.00 Mortenson BR Deductible

Crookston Sargent Center 7/8/2010Water Damage/Sprinkler Head w O 25,000.00

Caused by Contractor

TC Moos Health Sciences Tower/PWB 7/16/2010Water Damage/Elevator Damage w O 25,000.00

TC Coffman Union 2/23/2000 Vandalism 23,336.00 23,336.00 TC Landscape Arboretum 8/19/2000 Lightning Damage 14,980.00 14,980.00 TC Cedar Creek Natural History Area 10/11/2000 Fire 9,000.00 9,000.00 TC Steam Tunnel 4/2/2001 Collapse of Tunnel Entrance 64,865.00 25,000.00 89,865.00 TC Jackson Hall 6/11/2001 Lightning Damage 553,751.00 553,751.00 TC Landscape Arboretum 6/11/2001 Lightning Damage 185,748.00 25,000.00 210,748.00 TC Landscape Arboretum 7/3/2001 Fire 419,316.00 200,000.00 619,316.00

01992-02-03-01 7/15/2001 Lightning Damage 18,000.00 18,000.00 TC Landscape Arboretum 7/23/2001 Lightning Damage 17,806.00 17,806.00 Crookston Various 8/8/2001 Windstorm Damage 166,609.00 25,000.00 191,609.00 Duluth Natural Resource Research Institute 8/8/2001 Windstorm Damage 53,000.00 53,000.00 TC Crops Research 1/26/2002 Fire 837,772.00 837,772.00 TC Old Dutch Potato Warehouse, Becker MN2/21/2002 Fire 236,057.00 25,000.00 261,057.00

00953-02-08-01 4/6/2002 Vandalism 20,000.00 20,000.00 TC Solar Car 5/18/2002 Theft 50,000.00 - 50,000.00 TC Bierman Track 7/28/2002 Surface Uplift 60,486.00 60,486.00 TC Amundson Hall 9/10/2002 Fire 143,906.00 50,000.00 193,906.00 TC Kolthoff Hall 1/25/2003 Fire C 106,269.00 50,000.00 156,269.00 TC Umore Park Rental 3/9/2003 Fire C 42,933.73 42,933.73 TC Civil Engineering Building/Parking 4/12/2003 Vandalism/Fire C 167,161.00 167,161.00 TC Ecology Building 4/16/2003 Transformer Loss C 50,000.00 50,000.00 TC Georgieff Lab 6/7/2003 Freezer Malfunction C 49,613.00 49,613.00 TC Athletics/Civil Engineering/Pattee Hall 6/24/2003 Storm Damage C 39,835.00 39,835.00 Morris Morris Campus/West Central Outreach 7/3/2003 Windstorm C 119,271.00 200,000.00 319,271.00 TC Psychiatry 7/28/2003 Freezer Malfunction C 31,940.00 31,940.00 TC St Paul Cattle Feeding Barns 9/10/2003 Power Outage C 33,094.00 33,094.00 Crookston Crookston Railway 10/9/2003 Coal Train Derailment C 30,938.25 30,938.25 TC Smith Hall 11/5/2003 Electrical Fire C 31,729.33 31,729.33 TC Center for Magnetic Resonance Research12/5/2003 Damaged Scanner C 80,042.94 80,042.94 Duluth Coleraine Minerals Research Lab 1/21/2004 Furnace Explosion C 60,958.00 60,958.00 TC Rosemount Research Facility 4/18/2004 Windstorm Damaged Roof C 59,415.21 59,415.21 TC 57215-41312 4/22/2004 Ext Coverage 50,000.00 50,000.00 TC 57215-41318 5/9/2004 Explosion 50,000.00 50,000.00 TC Commonwealth Terrace 5/9/2004 Windstorm C 44,741.00 44,741.00 TC Smith Hall 5/14/2004 Fire 1,233,059.77 200,000.00 1,433,059.77 TC Walter Library 5/25/2004 Electrical Malfunction C - - Chanhassen 57215-41553 5/29/2004 Builder's Risk 75,000.00 75,000.00 Duluth Swenson Science Bldg 6/2/2004 Vandalism C 23,258.00 23,258.00 TC Building Systems Automation Center 7/10/2004 Lightning Damage C 40,100.00 40,100.00 TC Amundson Hall 8/20/2004 Fume Hood Fire C 13,170.00 13,170.00 TC Cedar Creek Natural History Area 3/28/2005 Fire C 190,115.00 190,115.00 TC St Paul Greenhouse 6/20/2005 Wind C 100,071.50 100,071.50 TC Library - 57215-44075 9/4/2005 Hail C 5,000.00 5,000.00 TC Faye Thompson 9/7/2005 Foam Suppression System C 40,719.00 40,719.00 TC Coal Storage Bldg 9/14/2005 Fire C 77,901.84 77,901.84 TC Center for Magnetic Resonance Research10/1/2005 Electrical Damage to Coil C 31,600.00 31,600.00

Duluth R/V Blue Heron 8/17/2006 Lost Towfish - R/V Blue Heron C 121,000.00 121,000.00 TC Veterinary Medicine 10/27/2006 Fire C 27,419.00 27,419.00 TC Southeast Steam Plant 11/9/2006 Fire C 56,212.00 56,212.00 TC Kolthoff Hall 1/11/2007 Fire C 14,877.00 14,877.00

TC WBOB 5/23/2007Damage to Emergency Power Conduits C 39,306.58 39,306.58

TC 35 W Bridge 8/2/2007 35 W Bridge Collapse C - - - TC Landscape Arboretum 8/11/2007 Storm Damage C 179,319.00 179,319.00 TC Alderman Hall 8/13/2007 Storm Damage C 64,456.89 64,456.89 TC Tate Lab 8/25/2007 Vandalism C 34,049.00 34,049.00 TC 57007-58258 8/27/2007 Wind 100,000.00 100,000.00 TC Pillsbury Court 2/15/2008 Fire C 20,109.00 20,109.00 TC Miscellaneous 4/12/2008 Vandalism C 176,517.00 176,517.00 TC NTS Building 5/24/2008 Vehicle Damage to Building C 14,320.00 14,320.00 TC Scott Hall 6/24/2008 Damage to Duct Bank C 50,631.00 50,631.00 TC Hubachek Wilderness Research Center9/11/2008 Lightning Damage C 32,319.00 32,319.00 TC ACH Warehouse 10/30/2008 Theft C 11,590.00 11,590.00 TC Centennial Hall 12/15/2008 Fire C 14,362.85 14,362.85

Crookston Art Room 4/23/2009 Kiln Breakdown/Mercury Spill C 18,007.15 18,007.15 TC School of Dentistry 6/1/2009 Glycol Release O 200,000.00 - TC St Paul Gymnasium 7/16/2009 Elevator Damage C 21,849.78 21,849.78 TC Vet Med 7/23/2009 Elevator Damage C 93,962.82 93,962.82 Morris Campus-Wide 8/7/2009 Power Outage C 51,471.96 51,471.96

TC Molecular & Cellular Biology 8/28/2009 Electrical Malfunction C 36,759.29 36,759.29 TC Umore Park 11/6/2009 Equipment Damage C - - Under $10K Morris Greenhouse 11/15/2009 Boiler Explosion C 52,150.27 52,150.27 TC St. Paul Animal Waste Storage 1/8/2010 Fire C 47,833.48 47,833.48 TC Rapson Hall 2/12/2010 Fire O 15,000.00 - TC Wulling Hall 4/7/2010 Theft O 17,133.82 - TC Animal Science 6/14/2010 Freezer Malfunction O 500,000.00 TC Sheperd Lab 7/13/2010 Fire O 25,000.00

2,351,036.82 19,000,397.09 2,166,759.00 21,702,542.56

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Appendix F: Updated 2007 Water event Response Guidelines The team reviewed and revised the 2007 Water event Response Guidelines, and appended recommended updates and water event examples to the document in red print. February 28, 2007 Revised January 10, 2011 Water Event Task (WET) Force Identified Hazards and Recommendations Section 1 Facilities Management Facilities Management (FM) Description of Water Event Related Responsibilities:

FM has the responsibility to prevent or mitigate losses from water events in U of M buildings. Because losses are particularly likely when outside temperatures fall below freezing and after heavy rainfall FM should be particularly vigilant at those times. Losses have also occurred after a fire sprinkler system is activated. When one of these events occur FM staff should watch for water events and then promptly respond to a release of water. Prompt water event response allows the area affected to be rapidly characterized and cleaned. Prompt cleaning of water minimizes property loss and reduces the possibility of occupant health effects from mold growth on wet building material.

Facility Maintenance and Operations Physical Hazards and Loss Prevention Measures A. Increase vigilance during freezing temperatures.

1. Frozen water in stairwell stand pipes can cause leaks

Fire system standpipes are located in stairwells. In some buildings, the stairwell is also pressurized to keep smoke out of the stair way during a building evacuation. A fire alarm or fire system malfunction or an open door to the outside can bring freezing outside air into the stairway as air supplied by a fire system stairwell pressurization fan is not heated. Also an open stairwell door can cause freezing temperatures in a stairwell. As water freezes, it expands and can crack pipes at elbows. Recommendations to reduce risk of loss: 1. Insulate sprinkler pipe elbows in stairwells that have fire pressurization fans. 2. Post the location of sprinkler valves, gas shut offs and water mains at a secure location in the building and with BSAC. (2011) 3. Place exit alarms on stairwell doors with stand pipes to prevent outside doors from being propped open.

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4. On days when the temperature falls below 0 deg. F, institute building walk through inspections on each shift. Initiate a 24-hour watch for water events if stairwell temperatures go below freezing. Install temperature sensors in areas susceptible to freezing. Identify exterior stairwells with piping. (2011) 5. Notify building departmental facilities staff contacts after the temperature in a stairwell has dropped below freezing so that they can watch for leaks. 6. When frozen pipes are suspected, consult with Building Codes and close valves to the sprinkler system and institute building fire watch.

Example incidents: 12/96 WBOB Stairwell pressurization fan turned on and pipes froze. Est. cost $202,675. 12/19/04 BSBE – frozen sprinkler riser. Est. cost $94,000. Two similar events occurred in the PWB women’s clinic (December, 1998- $300,000). A water event due to a frozen pipe on a drinking fountain near a stairwell caused a weekend water event in PWB (February, 2007).

2. Pipes in rooms with operable windows can freeze and break

Pipes can break due to freezing in rooms with operable windows. People open windows when a room is too warm and may forget to close them. Windows in areas that have poor temperature control may routinely be left open by staff. Frozen pipes occur with greater frequency when outdoor temperatures fall below 0 degrees Fahrenheit because room heating systems cannot keep up with heat loss. Frozen pipes are also more common on weekends or holidays following a period of warm weather.

Recommendations to reduce risk of loss: 1. Custodial staff must check that operable windows are shut on Friday afternoons and before holidays. 2. Report broken or improperly closing windows to FM customer service immediately. 3. Each November, remind staff about the need to shut the windows. 4. Respond promptly to high temperature calls and correct temperature controls. 5. The Department of Emergency Management may send a campus email or voice mail that asks staff to close windows when cold temperatures are anticipated. Example incidents: 1/19/02 Women’s basketball arena was water damage due to a frozen sprinkler pipe. A window was left open. Est. cost $241,571

3. Pipes in or adjacent to outside air intakes can freeze and break

Pipes located in the flow of unheated outside air can freeze during the winter and break. Recommendations to reduce risk of loss: 1. Inspect mechanical rooms for pipes in areas that might fall below freezing. 2. Protect the pipes by moving, insulating or heat tracing them. Example incident: This has occurred on Mayo 14th floor (2006).

4. During winter break inspect townhome housing units for freezing pipes and water damage (2011) The inspection can be done by housing or security monitors. Look for open windows or ice flowing out of the building. Example incident: West Bank townhome water event (Jan. 2010).

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B. Inspect buildings during and after heavy rainfall events

When there is heavy rainfall, especially rainfall exceeding 3 inches in 24 hours, roof drainage and waterproofing systems are severely stressed. Roof drains can become clogged causing roof water levels to bypass the waterproofing system. Recommendations to reduce risk of loss: 1. Inspect and clean as necessary drainage grates for underground buildings such as Williamson Hall, Ruttan Hall (formally known as Classroom Office Building), Weaver Densford Hall and CME (Civil and Mineral Engineering). DEHS will work with FM to identify areas at risk. 2. Inspect and clean as necessary drainage grates in buildings with below grade entrances such as Pattee Hall and Wesbrook Hall. DEHS will work with FM to identify areas at risk. 3. Inspect and document the condition of roof drainage pipes with age greater than 20 years. Of particular concern are pipes in Moos Tower, PWB and the Mayo building. Some pipe replacement or repair may be needed. 4. Plaza drains and window wells with drains need to be inspected and cleaned as part of a preventative maintenance program. Example: Blegan and Walter Library (2010) 5. Inspect stormwater drain systems linked to perimeter drain tile systems for blockage. (2011) 6. Install safety tie offs to allow inspection of downspouts and roof drains within 6 feet from the edge of buildings. (2011)

Example incidents: Interior rain leaders have failed at UMD in 2006, Mayo Building 2006 and WBOB (West Bank Office Building) in 2005. A blocked window well drain caused a water event at the foundation level in Walter Library June 2010. Stormwater lines blocked with mineral deposits caused repeated water damage to Weaver Densford Hall June and July 2010.

C. Inspect cooling systems for potential overflow and breakage

Because of blockage, changes to valves, or inadequate design, chilled water drains might not have the capacity to handle the volume of water drained from a cooling tower or chilled water system. This can happen when a drain is impaired or because a drain cannot handle the flow from the cooling system. Modifications to valves or piping systems can cause increased flow or the original design might be in error. Pipes can break because of defective pipe hangers or corrosion. UMD maintenance staff has noticed higher failure rates when PVC piping is used for cooling tower condensate lines. Recommendations to reduce risk of loss: 1. Staff must visually observe cooling water as it goes down the drain. Where drainage capacity is inadequate the flow must be regulated. 2. Inspect chilled water pipes and hangers that are older than 20 years for corrosion. 3. Publish the location of water shut off valves and building floor plans for FM staff at a secure location in the building and at BSAC. Inquire about providing online floor plan access with permission from DEM. (2011) 4. Orient evening shift custodial supervisors, seniors and housing staff to the location of these valves. 5. Investigate water line failures to determine if PVC or the construction technique was the cause of the problem. Example incidents: Smith Hall ($1.3 million) and Nils Hasselmo Hall ($94,000). A water event was prevented in

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CSOM just prior to opening because employees knew the location of the shut off valve. This was also part of the problem with the EECS (Electrical Engineering and Computer Sciences) water events of 2005, 2006 and 2009 and repeated water events on 4th floor of the Donhowe Building. Dollar losses for a water event starting on upper floors of these buildings would be very high.

D. Examine piping systems for corrosion and material failure Incompatible materials and poor quality materials can fail and cause substantial losses. Galvanic action between different metals, water hammer and pipe movement can cause fittings to fail and leak water. Recommendations to reduce risk of loss: 1. Inspect connections between dissimilar metals.- Use brass threaded nipples at both ends, which adapts

the copper pipe to the threaded portion of the shut off valve, instead of galvanized metal because it lasts longer. Initial cost difference of $3.50 per nipple versus $.97 for galvanized is quickly mitigated by even a small flood. Please see TSB example below.

2. Assure that materials available on Compass are of appropriate type and quality to reduce the probability of plumbing failure. Consider input from plumbers and pipe fitters. (2011)

3. Threaded shut off valves underneath plumbing fixtures should be used instead of compression shut off valves on water lines. Compression fittings are literally “squeezed together”, threaded valves are screwed together. See the Town house flood as an example below.

4. Very old standards for UMN were to use copper socket jointed sillfossed fittings for domestic water. Sillfoss is a hard silver based solder. The newer UMN standards now require copper socket jointed with a soft solder process for domestic water. This is industry standard. Propress is the hot new industry method for connecting plumbing fittings. Contractors are pushing the University to change our standards to allow Propress fittings. This is a compression process for fittings which has not yet been time proven. It involves using two “O” rings and crimping the copper pipes together. This is relatively new and has not been time tested. “O” rings dissolve over time and the fitting does not hold. Initially, the Propress fitting is twice the cost of a conventional fitting and it cannot be repaired, only replaced. The initial installation is quicker and cheaper,, but the potential for damage due to issues is much higher. We feel that no changes should be made in University standards until Propress has been time tested over a significant period of time, and shown to have a proven track record. (2011)

Example incidents:

1. In 2005, a galvanized connection (galvanized connection-this is what they got from Compass) costing less than $1 was used between two copper pipes in the Transportation Safety Building (TSB). The connection disintegrated and a $15,000 water event resulted. On 10/23/04 EECS Pipe on chilled water line broke due to cheap material used as connectors. Est. cost $205,874. Example: town house flood. Compression shut off valve blew off causing extensive damage to the building. A threaded valve would not “blow off”.

E. Identify high value high risk areas for water damage and design preventative measures to minimize loss

Several locations on campus have high value items or will significantly interfere with U of MN operations if water damaged. These include the U of MN libraries and specific IT support functions.

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Recommendations to reduce risk of loss: 1. Install moisture leak detection systems in these areas connected to BSAC alarms 2. Improve building access to these locations using a secure key guardian management system similar to the one used in Hasselmo Hall.

F. Ensure that procedures are promptly followed by staff

When standard procedures are not followed water damage can occur. Standard procedures ensure that conditions that support mold growth are minimized and that water events are mitigated.

Recommendations to reduce risk of loss: 1. Educate custodians on the proper method for wet carpet extraction.

a. Wet extracted carpets must be dried quickly. b. Furniture and other materials must be moved from the floor to allow thorough

drying. c. Thoroughly extract water from the carpet. d. Use fans to accelerate drying.

2. Maintain operation of the ventilation system in the building to facilitate drying or, when appropriate, open windows. 3. Report water events immediately to DEHS via BSAC or FM call center (612- 624-2900) 4. Periodically inspect space below raised floors and inspect the spaces after a water event.

a. Inspect under floor spaces at least annually. b. Wet vacuum and mop dry under floor areas after an event c. Inspect the space below the raised floor 48 hours after a water event clean up to ensure that it is dry and that no mold growth has occurred. d. Create a list of buildings with raised floors for FM custodial services. For example: Jones Hall has a raised floor for displacement ventilation.

*Modify the above section (Recommendations to reduce risk of loss) for minimal-See Power Point. (2010)

Example Incidents. Inadequate water extraction led to heavy mold growth on carpets at the U of MN Childcare 2004-2005. In 2005 and 2006, the 14th floor of Mayo was water damaged three separate times in the same area. A similar delayed response led to mold growth after the December 2005 water event in WBOB ($200,000). DEHS was informed 2+ weeks after the event. Occupants were relocated due to health problems because the abatement was not adequate. The Walter Library (2005) damage under raised floors is an example *Building envelopes – roof warranty.- (2010)

Facility Maintenance and Operations Measures to Mitigate Water Event Losses A. Immediately respond to sudden release of water

1. Promptly report water events that affect more than one room to DEHS via the FM Call Center within 24 hours.

a. Messages can be left at 612-626-6002 during business hours. c. Dial 911 to activate DEHS the “After Hours Emergency Response Paging System” when a water event impacts a large area or more than one floor.

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Note: DEHS has an infrared camera for water event response. The IR camera has been an effective tool in rapidly identifying the cooler water damaged materials within the first 72 hours after a water event. It reduces the possibility for missing a water damaged area during a moisture survey. It also allows for excellent photo documentation of insurance claims. The device can also be used during fire investigations to assure that no hot spots remain. 2. The U of M has contracts with two outside disaster recovery vendors who can provide a rapid and substantial after-hour major water event response if FM has insufficient resources.

a. The vendor will work under direction of DEHS and in their absence Facilities Management District Supervisors following the attached ICS structure. (2010)

3. Compile and post information about the location and operation of water shut off valves. Each district must compile this information.

a. Make information available electronically to BSAC operators and district staff. b. Display valve location information near the fire departments entrance to a building in as approved by DEM. c. Update valve locations when remodeling occurs.

B. Repair water damage promptly 1. When there is visible mold growth or the material has been wet more than 48 hours follow mold abatement procedures that are found at www.dehs.umn.edu/iaq.htm

a. FMHMP staff has been training to contain and abate moldy material. b. DEHS consults about project scope and safety. c. Hire an outside mold abatement contractor when the project scope is outside the capacity for FMHMP to respond. The contractor must be licensed by the state of Minnesota to apply antifungal compounds as part of mold remediation. (2010)

2. Remove wet sheet rock. a. DEHS staff will use a moisture meter and or IR camera and mark wet areas. b. Note that insurance will cover water damaged materials; however, it will not cover mold growth. c. Cleaning and application of antifungal coating may be done on an exceptional basis where removal of sheetrock is very difficult. d. Do not attempt to dry sheetrock. Usually, attempts to dry sheetrock after a water event have been a waste of time and effort because it is labor intensive to dry interior walls and it is not possible to dry interior walls with insulation or multiple layered sheetrock. e. In some locations sheetrock can only be removed from one side. The other side is rapidly dried or cleaned and painted with an antifungal paint as part of a mold remediation project. f. Remove sheetrock in increments of 2 feet ½ inch, 4 feet ½ inch or 8 feet ½ inch. This will facilitate installation of the new sheetrock with a gap at the base and reduce future water event losses. g. Mold resistant sheetrock may be specified when installing replacement sheetrock.

3. Thoroughly extract water from the carpet and quickly dry the carpet. a. Use portable fans and dehumidifiers to accelerate drying. b. Keep the ventilation system on in the building to facilitate drying. Wet extraction is not effective when the ventilation system for the building is shut off. c. Do not place materials or furniture on top of wet carpet until it is completely dry. d. Remove and replace wet carpet if it can’t be cleaned and dried within 48 hours. e. During weekends and second and third shift an electrician may need to respond to the water event to assist with providing power for wet extraction, fans and dehumidifiers using a spider connection. Place the spider connection on the FM carpet extraction truck and at a central access location for the electricians. (2010)

4. When water damaged carpet cannot be feasibly be removed, carpet must be watched for mold growth.

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a. Heavy mold growth on carpet will typically start approximately one to two weeks after a water event. b. Request that DEHS test the carpet 1.5 – 3 weeks after a water event. c. Remove all items from the carpet to allow for thorough cleaning and drying. d. A DEHS approved antifungal compound (Microban or equivalent) may be applied to the carpet if removal cannot take place immediately.

Example incidents: Carlson School of Management – (February, 2007) Rapid sheetrock and insulation removal was completed within 48 hours and reduced abatement costs.

Section 2 Capital Planning and Project Management CPPM Description of Water Event Related Responsibilities CPPM is responsible for the conceptualization, planning, design, and construction of capital improvement projects for the University of Minnesota. CPPM negotiates and prepares construction agreements, oversees architectural design and coordinates specification reviews. Loss Prevention Measures A. Specify heightened contractor responsibility for building site security. Losses have occurred when contractors have not adequately attended to security of construction sites.

Recommendations to reduce risk of loss: 1. Shut off water and power, when possible, to construction sites over weekends and holidays. 2. Develop a site security plan (See attached TRF plan)

a. Specify procedures for handling construction keys and door cores. b. Review the level of security monitoring after an initial incident of vandalism. c. Use video monitoring of entrances or security guards.

Example incidents: Swenson Building - 2005 ($5.6 Million) and Genomics Building. TRF building had no security issues. B. Increase performance standards for roofing contractors.

Current specifications for buttoning up roof at end of day appear to be adequate but greater use of less experienced workers in the roofing industry is putting the University at risk.

Recommendations to reduce risk of loss: 1. Require roofing contractors to cover the cost of the University’s deductible (currently $500,000). (2010) 2. Require a water event watch when a 2” rainfall event is forecasted by the weather service. 3. Continue the use of the Performance Information Procurement System (PIPS) for roofing projects. Web site: http://www.pbsrg.com/pipsNEW/current/unofminn/index.html

Example incidents: 10/26/00 Walter DTC Failure to correctly encapsulate roof during construction. Est. cost $80,724. Spring 2004 Jackson Hall Roof leaks post construction. Est. total cost $57,000. Fraser Hall water leak (2005) (FM $2,301– Contractor $51,307 – Department ~$4,000 )

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C. Weatherproof buildings before installing sheet rock and other porous interior finishes During large construction projects the roofing is often not completed prior to the installation of sheetrock. If porous building materials are water damaged after a rainstorm, they must be replaced thus causing the project to fall behind schedule and cost to increase.

Recommendations to reduce risk of loss: 1. Require that contractors properly schedule installation of sheetrock. Install sheet rock after securing the building envelope. 2. When materials are water damaged during construction, wet materials must be replaced immediately. a. Notify DEHS immediately to allow accurate characterization of wet materials. b. Use controlled abatement procedures when visible mold growth has occurred.

Example incidents: Kiehl Hall in Crookston, Molecular and Cellular Biology Building, Cancer Center. D. Require designers to demonstrate the feasibility of underground Structures Mechanical spaces and occupied spaces below the water table require an effective system to protect interior from water damage.

Recommendations to reduce risk of loss: 1. Require review of pertinent hydrological data by a competent engineer 2. Incorporate hydrological data into design of structures 3. Require an extended warranty on design and technical features

Example incidents. Elmer L. Anderson Library (Minnesota Library Access Building) and the Riverbend Parking Garage. Williamson Hall mechanical space repair- AHU and mechanical space has chronic water problems (10+ years) now addressed. E. Carefully select designs when “green roof” technology is considered In an effort to reduce storm water runoff and reduce the roof temperature, plants have been placed on roofs. “Green roof technology” is being widely promoted. However, “green roofs “can lead to water infiltration, shorten roof membrane life, add to maintenance costs, and be unsightly if they are not properly designed, installed, and maintained.

Recommendations to reduce risk of loss: 1. Containers must be used for plantings. Do not allow plants to have direct contact with the roof. 2. When planters are placed on the roof the building must be designed to handle the additional load. 3. Hire designers and vendors who have substantial experience with green roof technology. Factors that must be considered in design include the size and slope of the roof, plant selection, depth of soil, care of plants, repair and replacement of the roof waterproofing system, roof drainage, and safe access to roof top planters and building equipment.

Example incidents: 7/8/00 Humphrey Building Roof planters leaked. Est. cost $763,241. Law Library re-roofing (1990’s)

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F. Improve stormwater management in the northwest research district (2010) A recent 5 inch rainfall event turned the NW research district into a shallow lake on August 10, 2010.

Recommendations to reduce risk of loss: 1. Raise the height of the transformer pads by TRF and LRB 2. Add additional stormwater drains by TRF and LRB. 3. Assure that additional structures in the area have entrances that are considerably above grade to prevent

overland flooding into the building. G. Upgrade University of Minnesota Construction Standards to minimize risk of water loss There are many details used in construction and planning that can be implemented at no cost or minimal cost to the project that will reduce the risk of water event loss.

Recommendations to reduce risk of loss: 1. Install all sheetrock walls with a minimum of a ½ inch gap above the base floor. If the space is

provided, the edge of the sheet rock will not be wetted in the event of a common small water event or during housekeeping activities. Studies in environmental chambers at DEHS laboratories (2005) demonstrate that sheetrock with an edge in water will absorb up to 45% of its weight in water causing mold growth to start in less than 60 hours. Sheetrock in 100% humidity, but without an edge in water, will absorb no more than 1% of its weight in water. When sheet rock is only exposed to high humidity it takes more than a week for mold to grow.

2. Use wall materials that are moisture and mold resistant in areas of high water use. These include bathrooms, custodial closet slop sinks, and walls adjacent to ice makers, autoclaves, and dish rooms. Green board is not considered moisture resistant. Do not install carpet in these areas.

3. Do not install vinyl coverings on exterior walls or in areas of high water use. The vinyl cover often acts as a vapor barrier and will allow for fungal growth beneath the surface. 4. Use tile or other flooring that is resistant to mold growth when floor surfaces are below grade. Installation of carpet on grade or below grade is often problematic due to cold floor surfaces or moisture wicking up through the floor or infiltrating through foundation structures. Consider creating a slight raised floor system so that carpet could be installed without being in contact with the concrete floor.

5. Install impermeable membranes to protect building slab electric heating systems or foundation water capillary breaks to protect occupied spaces that are below grade.

6. Roof drainage must effectively move away from buildings. Install downspouts with an open face. The area around the discharge for the downspout should not require mowing; this can be assured by landscaping around the discharge with shrubbery, rocks or by using concrete tile extensions. Downspouts have been crushed or removed and not put back in areas where they are in the path of a lawn mower.

7. Landscape areas to provide surface water drainage away from buildings. The landscape improvement for the St. Paul Vocational Technical Education building is a good example. More landscape improvements needs to be done immediately for student housing in Como and Commonwealth Terrace. Mold remediation has occurred twice in some apartments due to water from improper landscaping.

8. Require designers to ensure that sanitary sewer systems are able to handle chilled water line drainage. Sewer lines that receive chilled water must have capacity to handle the expected volume of water.

9. Specify continuous range temperature sensors rather than binary sensors for cold rooms and other rooms with temperature sensor alarms. This reduces the high cost of responding on weekends to rooms that are

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only one or two degrees off of the set point and reduces the risk of water damage from condensate or thawed ice.

10. Avoid installing water or sprinkler pipes adjacent to or inside of return air or outside air ducts. These pipes are at risk of freezing.

11. Install above grade ventilation ductwork; do not install duct systems under ground. The interior duct surfaces can foster fungal growth because of condensed moisture or leaks. Ground water might damage the room served by the duct if it leaks.

12. Install leak detection and temperature monitoring systems in high risk areas. (2010)

Example incidents: Mold growth has occurred under vinyl wall paper at WBOB and 2221 University...) U of M Landcare has made recent improvements at several locations in 2006 where roof drainage systems required work to prevent water from entering foundation areas. Buildings such as Donhowe, EECS and Molecular and Cellular Biology Building have experienced repeated water events due to the failure of sewer lines to receive the flow from chilled water lines when they are drained. The Mayo building has experienced repeated water events because temperature controls on freezers have failed and resulted in the release of thawed water from cold rooms. The Childcare Center and the Natatorium have had water in the underground ducts. A portion of the ventilation system in childcare was abandoned in 2005. Another part of the ventilation system was water damaged in 2006 due to a blocked storm water roof drain