Los Angeles City Fire Department IIPP PDF

+ ^ j December 12, 1995 TO ALL MEMBERS SUBJECT: From office of Department to accomplish the following: 1. 2..., A e Cliieff E'lni~ineer.. INJURY AND ILLNESS PREVENTION PROGRAM (IIPP) Injury an...

+ ^ j December 12, 1995 TO ALL MEMBERS SUBJECT: From office of Department to accomplish the following: 1. 2..., A e Cliieff E'lni~ineer.. INJURY AND ILLNESS PREVENTION PROGRAM (IIPP) Injury and illness prevention is a responsibility of all employees at every level. It is the Department's responsibility to provide a safe working environment, provide reasonable medical assistance when necessary, and to comply with all Federal, State, and local regulations pertaining to the health and safety of employees. Our IIPP was formerly known as the Accident Prevention and Safety Program. It has been revised to meet the current requirements established by all government agencies. This revision allows the Continue with present IIPP procedures, as well as add the necessary programs to comply with the laws and directives which apply to this Department. Place responsibility for injury and illness prevention practices with all members. The IIPP is under my direction and will be coordinated by the Operations Commander. Each officer and member of this Department has both a personal and professional responsibility to assist in the reduction or prevention of injuries. It is my desire to reduce injuries where possible, as well as lessen the physical and economic suffering attached to accidents and injuries. All of us working together can make the workplace a more safe and healthy environment. WILLIAM R. BAMATTRE chief Engineer and General Manager Recyclable and made from recycledwaste @ 1. INTRODUCTION 2. RESPONSIBILITIES A. City Executive Directive fl I B. Job descriptions 3. COMPLIANCE, COOPERATION, AND RECOGNITION A. Form General 79 B. Form 38-7-F C. Form F-1104 D. Section 33 - Personnel Department Policies 4. TRAINING AND COMMUNICATION A. IIPP committee goals and objectives B. IIPP committee organizational chart C. Drill tower syllabus 5. WORKPLACE EVALUATION A. Inspection checklists for all work locations 6. INJURY AND ILLNESS INVESTIGATIONS A. Investigations by outside agencies B. Accident investigation procedures 7. SAFETY BULLETINS A. City B. Department  INJURY AND ILLNESS PREVENTION PROGRAM RESPONSIBILITIES The Los Angeles City Fire Department is committed to providing a safe and healthful work environment for all employees, both civilian and uniformed. To that end, organizational policies and procedures have been developed. The Chief Engineer and General Manager William R. Bamattre is the Injury and Illness Prevention Program Administrator and has the authority and responsibility for implementing the provisions of this program for the Department. Injury and illness prevention is an assigned responsibility for all employees at every level. Under the direction of the Chief Engineer, and coordinated by the Operations Commander and Department Safety Officer, each Bureau Commander will be responsible for maintaining the program within their command. Every member of the Fire Department has a responsibility to themselves and their co-workers to be aware of injury and illness prevention practices and procedures. If they observe an unsafe act being committed by another person, they shall make that person aware of the unsafe act. If an unsafe condition prevails, they shall remedy the situation by taking care of it themselves where possible, or call attention of the condition to their supervisors. This shall be done w i t h o u t fear of reprisal. As our most valuable asset, employees shall: 1. Practice injury and illness prevention during drills, training sessions, and actual incidents. 2. Wear the provided protective equipment as required, and use respiratory equipment as needed, according to the Manual of Operation. 3. Be aware of their moral and legal responsibilities under the Cal/OSHA act of 1973, and abide by the Department rules affecting safety and health. REFERENCE 1. City Executive ~irective 2. Job Descriptions a) Bureau Commander b) Division Commander/Assistant Bureau Commander c) Battalion Commander/Section Commander d) Station Commander/Company Commander/Unit Commander e) Department Safety Office Bureau Commander As members of the Injury and Illness Prevention Policy Board, Bureau Commanders shall periodically review all operations within their Bureau and implement recommendations pertaining to the Injury and Illness Prevention Program. Bureau Commanders shall initiate an inspection of all facilities under their command annually. Division CommanderIAssistant Bureau Commander Division Commanders shall be responsible for the implementation of, and compliance with, all policies and directives relating to injury and illness prevention. Each Division Commander shall conduct an annual safety and health inspection of all facilities under their command. Additionally, monthly training conferences for all Battalion Commanders in their Division (Rules and Regulations 3.d) shall address safety and health issues when necessary. Battalion CommanderISection Commander Each Battalion or Section Commander shall cause all policies, directions, and orders emanating from the Injury and Illness Prevention Policy Board to be placed into effect immediately. They shall physically view and inspect their commands frequently to ensure both the implementation of directives and that proper care is being given to all Department property (Rules and Regulations 4.h). Within their jurisdiction, they shall investigate, take action when necessary, and when indicated, recommend corrective action for the following: Complaints from personnel of unsafe operations or conditions within their command. Accidents involving Department apparatus, vehicles or other property. Incidents involving hazardous materials that result in a serious injury or health hazard. Non-use or misuse of breathing apparatus, respiratory equipment, personal protective clothing, and tools and equipment.  The certifications of proficiency of all members shall be reviewed I annually. When necessary, the Battalion/Section commander shall cause training sessions to be held on issues such as accident prevention and work place safety, hazard communication, hazardous substances, equipment use, incident tactics, and apparatus use. 4. Station Commander/Comvan~CommanderIUnit Commander Station, Company and Unit Commanders are essential in the promotion of occupational safety and health as they have direct contact with employees. All Station, Company and Unit Commanders shall: A. Be directly responsible for all safety and accident prevention procedures within their command (Rules and Regulations Section 5). B. Familiarize themselves and their employees with health hazards in their work areas and take precautions to prevent injuries and illnesses. C. Be responsible for the proper use of all equipment, clothing and personal protective devices. D. Hold safety training sessions addressing accident prevention and workplace safety, hazard communication, hazardous A substances, equipment use, incident tactics, and apparatus use. 1 E. Investigate and forward a report of any neglect or misuse of equipment resulting in accident or injury. F. Record and make proper notifications of any unsafe conditions of stations, equipment, procedures or other safety or health hazards.  ornee O F THE MAYOR TOM BRADLEY July 17, 1974 -*TO* DIRECT= NO. 9 - MEW SERIES HEADS O F ALL DEPARTMENTS O F CITY GOVERNMENTS (EXCEPT AISPORTS, BARBOR, AND WATER AKO PO-1 Ciw Safety and E e a l t h Policy Safety - i s a line-nanasement r e s - w n s i b i l i t y Each. d e ~ z k n e n ' thead has an oblica-^ion under t h e C a l i f o r x i a Occ'.inationai S a f e t y and K e l t h A c t of 1973, (CAL/OSSA) t o a s s u r e a continuous heal't'iful and s a f e work environmeit f o r his employees. T h i s includes bo* the work p r o c e d ~ i r e sand the Ñtysica p l a n t. A manaqenent ccnimit-ted t o s a f e t y i s t h e -.. n ~ e s f to r c e i n t h e e f f o r t t o reduce i a j i i r i e s which resu,lt -a e n s l o y e e suffer-, high c o s z s , and w a s t e d resources." The Personnel De-=r'&ient O c c '. i ~ ^. i c n a lSafe- Office ~  ¥ sc- c ~ t s c l i d s t s dJ u l y 1, 1 9 7 3 , cciTLbining t h e S a f e t y Units f o r s e r i y under t h e. Board of Public Korks, t h e P o l i c e D e - ~ r - e x = , t h e De-zr-snesit of Recreation and Parks, and the ?ersonnel De-xrtmeat -to g r o v i d e safety s e r v i c e s t o a l l Council c o n t r o l l e d C e ~ r - s a e n t s , i n c l u e i n q Recreation and Parks end Â¥th Library. DP?&-"3.TMENTAL R 2 S PONSiZ Z L I T I 2 S In sursui't o f a s a f e work envircr.^ier.t, each d e ~ r ' s n e n t sha 11: 1. Comply with a l l Federal, S t a t e , and l o c a l laws, rules and r e g u l a t i o n s w h i c h c o v e r s t h e s a f e t y and h e a l t h of C i t y 2. Est-ablisk safety programs O e s i ~ e dt o e l i n i n a t e b y s i c a l hazazos, and t o promote s a i e w o r k p r a c t i c e s. Programs '1'&11 provide f o r w a y s t o encouraoe active emoloyee i n t e r e s z and -.difety p a r t i c i p a t i o n. 11-4.. / EXECUTIVE DIRECTIVE NO. 9 - MEW SERIES OTHER INVOLVED AGENCIES I n addition t o n o t i c e s of a l l e g e d safety v i o l a t i o n s by - the C a l i f o r n i a S t a t e Department of I n d u s t r i a l Safety, t h e City -..- a. has three i n v e s t i g a t i v e a g e n c i e s w h i c h may i d e n t i f y safety hazards. The D e p a r t m e n t of B u i l d i n g and Safe-ty inspects struc- tures fox ccnfoxoance t o S t a t e and local building codes. The F i r e Department inspects' buildings from a f i r e safety point of view. The Personnel De-mrtnient inspects work environment from an employee h e a l t h az-2 safety aspect. 'When s a f e t y hazards have been i d e n t i f i e d and :- * a dt o be r e l a t i n g to C i t y structures, e x c e p t t h o s e under -the c o n t r o l of Department of Recreation a n d Parks, the Bureau of Public B u i l d i n g s shall be responsible for c o n s i d e r i n g a l t e r n a t i v e methods o f - c o r r e c t i n g the condition. C o r r e c t i v e a c t i o n w i l l b e - i n i t i a t e d by t h e Bureau of Public B u i l d i n g s or t h e De-~r-=nento f Recreation and Parks when appli- cable throu~ht h e proyer c3annels. PROCEDURE F O R A B A T E ! N T OF SAFETY EA2ARDS 4 In o r d e r t o orovide a c o o r d i n a t e d method of c o r r e c t i n g ' - safety hazards, and t o ins-lire t h a t m a t t e r s r e q u i r i n g Isutigetaq c o n s i d e r a t i o n are promptly "brought t o the a t t e n t i o n of the Office of -the Mayor, t h e C i t y Council and t h e City Administrative Office, the following psocs&ares w i l l a s s l y : 1. Sac3 &s-pr-t=nent is res-mnsible for. s a f e working.. conditions w i t h i n i t s jurisdiction. T h i s includes s k i n s c o r r e c t i v e a c t i o n , such a s thangins unsafe working procedures, a r r a n ~ i n gf o r the t r a i n i n s o r employees, and t h e purchase of s a  £ -.cols arid e q u i p r ~ ~ e n t.'When an u n s a f e condition has been formally c i t e d , the c i t e d tie~--a.=Â¥=ne~ s h a l l re-xr-c uwr. -the co'rrective a c t i o n -kez to t h e Personnel D e ~ r - ^ n e nO t c c ' ~ r & t i c n aSaf l e-ty Off i c e.. Â¥ If a cepa.r'~~e;!-!: h a s ar. inspection conductet2 by a. r e p r e s e n t a t i v e 0 5 t h e California S a c s De-a-ent of Industrial. Safety (CAL/OS3A), the Personnel De-=r^nen't Occupational S a  £ a t O f f i c e s h a l l be n o t i f i e d immediately so that a C i t y Safety Engineer may be p r e s e n t durina -the i n s p e c t i o n and post-inspection conference. If a City s t = c t u r e , except t h o s e under the c o n t r o l of the De-==aent of Recreation and Parks, i s found t o be i n  DEPARTMENT SAFETY OFFICER General Duties Assigned overall responsibility for ensuring Department compliance with Federal and t a t e Occupational Safety and Health Administration (OSHA and CALIOF-H;1 regulations and requirements and for determining and evaluating Department alternatives relating to safety and health programi;, rules, and regulations. Conducts research relating to Department methods of compliance with CALIOSHA requirements. Reviews current and proposed OSHA and CALIOSHA Standards for applicability to local conditions. Attends hearings and submits written reports on changes that affect personal safety and protective clothing for Firefighters and EMS personnel personal safety devices and safeguards. Reviews National Fire Protection Association (NFPA) proposed standards on Firefighter safety and submits written comments or oral testimony on standards that affect Firefighter safety. Evaluates and recommends the use of safety equipment/clothing proposed for Department use to determine effectiveness and value in fire ground ^operations > and effects on health and safety of members. Coordinates CALIOSHA yearly report on Department injuries. Investigates reported safety hazards within theDepartment and assists field officers in eliminating safety hazards. Acts as Department liaison with Personnel Department s ~ c c u ~ a t i o n a l Health and Safety Office, and assists them in adjudicating CALIOSHA citations. Develops, coordinates, and maintains the Department's Injury and Illness Prevention Program. Serves as a member of the Department's Injury and Illness Prevention Committee. Represents the Department in the Southern Area Fire Equipment Research ~ssociation (SAFER) meetings. Responds to major emergencies and unusual incidents, as directed, to evaluate members1 safety during the fire ground operation procedures.  DEPARTMENT SAFETY - EMERGENCY OPERATIONS The information listed below is intended to clarify the functions and responsibilities of the Safety Officer at emergency incidents. Notification and Resoonse The on-call Safety Officer shall be dispatched by OCD and respond under the following conditions: 1. All major emergencies (more than 15 companies dispatched). 2. Serious injury or fatality of a member. 3. A request is made by the Incident Commander for response of the Safety Officer. Incident Commanders should request response of the Safety Officer to provide on-scene staff assistance related to the safety of members involved in any incident which has the potential for creating unusual safety hazards (i.e., hazardous materials, large flammable liquid spills, etc. ). When a request is made by an Incident Commander for the on-scene a s s i s t a n c e of the Safety Officer (Item 3 ) , immediate notification will ' b e made by OCD and the Safety Officer shall respond. If the magnitude of the emergency decreases prior to the Safety Officer's arrival, the Incident Commander shall be contacted for instructions before discontinuing response. Duties and Responsibilities The safety of members involved in an emergency incident is the overall responsibility of the Incident Commander and the line officers involved. The presence of the Safety Officer at the scene of an emergency incident does not relieve the Incident Commander or the concerned line officers of this responsibility. The Safety Officer at the scene of an emergency incident will function as a staff assistant under the direction of the Incident Commander to ensure that adequate consideration is being given to the safety of members involved in the incident. These considerations shall include hazards which may be encountered in controlling the emergency, the activities of members involved, and the use of approved safety techniques and equipment. 1 On arrival at the scene of an emergency incident, the Safety Officer shall report to the Incident Command Post and shall be guided by the instructions of the Incident Commander. If the Incident Commander does not have any special needs or specific instructions, the Safety Officer shall proceed as follows: Tour the incident scene, being observant for hazards to personnel or the need for specific protection which is not being provided or utilized. Cause corrective action to be taken whenever safety violations are observed or hazardous situations are identified. Requests for corrective action should be directed to the appropriate level of command consistent with the scope of the problem. As necessary, make notes of observations and report verbally t o the Incident Commander before leaving the scene. Be alert for the presence of Division of Occupational Safety and Health (DOSH) inspectors at the scene of the incident. If DOSH inspectors are present, the Safety Officer shall ensure that the Incident Commander is so informed and shall provide the necessary liaison regarding emergency operations and safety procedures being utilized. (NOTE: DOSH inspectors shall not be allowed to enter hazardous areas unescorted or without proper protective equipment.) Under the direction of the Incident Commander, the Safety Officer shall initiate an investigation of the circumstances surrounding any injuries which occur within the incident area. Coordination shall be established with Medical Liaison Unit personnel at the scene to ensure treatment of injuries. Secure and maintain control of any physical evidence relating to serious injury or death.  COMPLIANCE, COOPERATION, AND RECOGNITION 1 Allemployees are responsible for familiarizing themselves with and using safe work practices, for following directives, policies and procedures, and for assisting in maintaining a safe work environment. Exemplary activities promoting injury and illness prevention will be acknowledged accordingly. Conversely, actions which violate stated policies and procedures may result in disciplinary action. Policies City of Los Angeles Policies and Procedures LAFD Manual of Operation LAFD Rules and ~egulations Discipline Uniformed Members: Task Force, Company, Station, and Unit Commander authority - Rules and Regulations Section 5.q Member Discipline Guidelines - Rules and Regulations, Section 18 Performance Evaluations F-1104 Personnel Notice - Manual of Operation 312-20.20 Civilian Members: ~isciplinaryAction: Policy and Procedures - City of Los Angeles Personnel Department Policies and Procedures Manual, Section 33 Recounition of Positive Performance UniformedICivilian Members: Notice of Commendation - Manual of Operation 312-20.20 Form General 79 Uniformed Members: Honorary Awards - Manual of Operation 3/2-40 Medal of Valor Letter of Special commendation Civilian Members: Career Service Awards - Manual of Operation 312-45.01 Employee of the Quarter - Form 38-7-F REFERENCE Form General 79lNotice of Commendation Form 38-F-71Civilian Employee of the Quarter F-1104/Personnel Notice Section 33 - Personnel Department Policies  COPIES: 1. Employe* (white) Form Gen. 79 C I T Y OF LOS ANGELES 2. Dept. Personnel Office i b l ~ -" 1. ~ 1 Dtpt. (pink) NOTICE OF COMMENDATION EMPLOYEE NO. DATE DEPARTMENT DIVISION POSITION TITLE This commendation is extended for the following actions: In meriting this commendation you have given exceptional public service t o your department and t o the City. Such performance in the long run helps t h e reputation o f all C i t y employees with its citizens. A copy of this notice w i l l be placed in your employee folder and in your personnel file. Supervisor Approved d 1  in the (Classification) (Un-1 for the following reasonfs): Check one or more-andmdeyour justification in the space provided. Use additional sheet if necessary. (May be handwritten or typed.) WORK PERFORMANCE (includes such criteria as qualitylamount of work performed, timely completion, accuracy/neatness/thoroughness, communication skills, initiative, dependability, dedication, relationship with co-workedpublic, attitude, cooperation, etc.) SPECIAL PROJECT OR ACCOMPLISHMENT (describe the project, its significance, and the employee's role or special accomplishment.) COMMUNITY INVOLVEMENT (identify the organization and the nature of employee's involvement and its significance.). Yes No Are you the nominee's supervisor? n Nominator's Name (Please Print) Nominator'sSignature Date Telephone Extension Submit to: Chairperson, Civilian ~mployeeRecognition Committee ) Office of the Chief of Staff Room 1010, CHE Stop 250 33. Disciplinary Action: Policv and Procedures A. General This policy and procedure is a guide to constructive discipline to be used in deciding on corrective action ' for improper conduct by employees after discussion and - oral reprimands have failed. It should be followed closely to assure uniformity of discipline in all City departments. It is also designed to ensure fair treatment to all employees -- to prevent impulsive and unreasonable punishment for improper conduct. The rights of the individual must be protected. However, this does not give any employee the right to disobey rules, to fail to be productive, to be insubordinate, to be discourteous,. to endanger others, or to engage in conduct unbecoming a City employee. Initial problems may be minor and not easily definable offenses. This behavior should not be overlooked as it can grow more serious with time. A private conference can often resolve the problem and give the individual an opportunity to correct the behavior. Recognition should be given to the employee who has received discipline and has demonstrated that the problem has been corrected. It is equally important that recognition be given to the good employee, to the employee who does a job exceptionally well or even goes beyond the normal demands of the job. Management is encouraged to give commendations to s u c h employees by using the Notice of Commendation, Form General 79. The primary goal of this disciplinary policy is to correct employee behavior or performance. To achieve that goal requires a mutual understanding among City management, employees, and the Civil Service Commission that the following criteria apply: (1) Behavior and performance standards must relate to the job to be done, and employees should be made aware of them; (2) Employees may be expected to adhere to standards of reasonable and prudent conduct; (3) ~ m ~ l o ~ e should es be subject to corrective action when they violate those standards;  (4) penalties must be appropriate to the type and, seriousness of the offense, while employees who commit serious offenses, or who show a pattern of offenses after successive efforts j at corrective action must not remain in City. service. When it is suspected that a violation of a behavior or performance standard has occurred, and before deciding whether corrective action is necessary, department management should conduct a thorough, objective investigation and get all available facts, including the employee's side of the story. If the investigation shows that an offense occurred, the actions required by the department's discipline procedures and policies should be taken. However, if management determines that an offense. did not occur, or that the allegation is lacking in substance, a record of the incident should not be placed in the employee's file where it might prejudice future actions. Where an arrest report or a court record is received relating to an alleged offense or incident in which the employee has been exonerated or otherwise cleared, that fact is also to be included in the employee's folder. 1. Probationary Termination Although a pre-discipline procedure is not required for a probationary termination, it is advisable that such actions be documented. Management should continue to utilize the probationary period as the working test period of fitness to perform the duties of the job and meet the standards of performance. Discharge or Suspension If a discharge or a suspension is being considered for an employee who has completed probation, the courts have ruled that a pre-discipline procedure is necessary. This is the case even when an appeal procedure including a post-discharge evidentiary hearing is available. The purpose of this procedure is to "minimize the risk of errorm in the manager's initial decision. The procedure enables the employee to provide his or her version of the facts surrounding the proposed discipline, and gives the manager an opportunity to reevaluate the proposed decision before it is irreversibly made..--- 3. Offenses During Off-Duty Hours The following guidelines are provided for offenses which occur during off-duty hours, not on City government property: a. Corrective actions taken should be related to - the job performed by the employee, the effect of the offense on the conduct of departmental operations, and should be in accord with any other applicable directives. For offenses by employees which result in the employee being unable to perform job duties (detention and booking or incarceration for a period of time, loss of driver's license, etc.), periods of absence from work should be treated as absence without pay. In cases which are neither felonies nor serious misdemeanors, nor related to the job performed by the employee, the employer may consider the propriety of granting authorized time off (vacation, overtime, leave without pay) for the employee to consult with an attorney, to appear in court, or to otherwise resolve the problem. Option Resigning Avoid Discharge In some circumstances, such as inability to perform satisfactorily, the employee, without coercion, may be afforded the option of resigning to avoid discharge. The decision to resign in lieu of discharge must be voluntary and the employee should be allowed a full working d a y i n which to exercise this option. The department representative in explaining the alternative choice of resignation in lieu of discharge must outline to the employee the consequences of resignation: the loss of the right of appeal of the discharge to the Civil Service Commission; the separation will be coded as "resignation in lieu of dischargem in official City records; the resignation cannot be withdrawn after acceptance by the appointing authority; restoration of the employee's name to the eligible list may not be recommended; and future reemployment cannot be guaranteed.  5. Abandonment of Position When an employee is absent without authorization I for seven or more consecutive calendar days, the supervisor may consider the absence a "resignationn under Civil Service Commission Rule 7.2. (abandonment of position), or proceed toward recommending discharge- Abandonment of position proceedings may be followed when the employee is absent from duty without explanation and then only after reasonable efforts to contact the employee have been made. Abandonment of position under Civil Service Commission Rule 7.2 is not to be used if discharge is appropriate.. (Amended lO/3 l / 8 0) 6. Taking Disciplinary Action The appropriate steps for any supervisor, administrator or manager to follow in taking disciplinary action are outlined in Sections B through F. pate: For advice and guidance on any questions related to this procedure and in emergencies, contact. the ' Personnel.- Department, Employee Development Section - (485-2447) the Labur Relations Division of the City Attorney's Office (485-5403). B. Making the Investigation - Non-Emergency Circumstances Investigation of activities that may require disciplinary action should be initiated by the employee's department management, and on the advice of the departmental personnel office by memorandum of the initiation and progress of the investigation and should be guided by instructions on continuing the investigation. The purpose of the investigation is" to assure that the supervisor has considered all relevant facts through: / 1. Reviewing any written documentation available including police reports and citizen complaints; 2. Interviewing supervisors, other employees, or citizens who may have knowledge of the incident(s) ;  -- 3. Determining the work rules, practices,. job- performance standards, or general standards of behavior involved and the extent to which the. employee could reasonably have been expected to know and follow them; 4. Reviewing the employee's total work record,. including records of past performance, conduct, and attendance; Discussing the 'findings and conclusions with the employee and obtaining the employee's explanation. This interview should b e private, informal, and as provided under departmental rules. The interview may include the employee's representative. The supervisor should be careful in these discussions to avoid argument, or making statements which could later be used t o show.that a fair investigation was not conducted. - The supervisor should make notes documenting what occurred in the interview. Making the Investigation - Emergency Circumstances Circumstances may occur.where it is necessary to remove the employee from t.he work situation before final decisions can be reached on disciplinary action to be taken. This can include behavior that creates an immediate hazard to the employee, other emp.loyees, the public, or the City. The supervisor should immediately notify the next level supervisor, as well as the departmental personnel office or other designated office concerning this action. Such removal from the job is subject to review through applicable departmental rules a n d prompt processing under the Pre-Discipline Procedure below. D. Making the Decision on Disciplinary Action The decision on whether or not to take disciplinary action, and the form of such action requires consideration of several factors. These factors include the following: 1. Departmental policies, practices and general standards of conduct applicable to the incident involved ; 2. Uniformity and currency of past departmental disciplinary actions;  31 Reference to the Personnel Department Guide to Disciplinary Standards (Section 33.2 of this Policy). E. Pre-Discipline Procedure for Discharges and Suspensions. When a discharge or suspension of an employee who has completed probation is being considered, the following basic pre-discipline procedures should be followed for all cases excep- yanuine emergency situations (see No. 7 below for emergency procedures). 1. Give the employee written notice of the proposed action by department letterhead, memorandum or other appropriate form, including an unsigned copy. of Form General 77. The notice must include the reasons that.disciplinary action is being proposed. The reasons constitute the cause of action and should be sufficiently specific to allow the employee to respond carefully and adequately. (Amended 10/31/80) 2. Show the employee the documents or materials upon which the disciplinary action is based, and, if practical, supply the employee with a copy of these documents. Where the action is being considered is subject to appeal under Charter Section 112, and where the appointing authority intends; in accordance with Civil Service Rule 12.lld), to present evidence that the employee is' not fit and suitable to perform the duties of the position, that added evidence should be specified and presented to the employee. (Amended lO/3 1/80) 3. After being given a reasonable opportunity to review the above documents and materials, the employee may respond, either orally or in writing (at the option of the employee). One to five days, depending on the complexity of the case, is considered a reasonable notification of impending disciplinary action.  The employee's side of the facts may be p r d e d in a pre-discipline response. This is not intended to be an adversary proceeding. It does not require calling or cross-examining witnesses nor formally presenting a case against the proposed discipline. An employee may have a representative present when responding. Employees should be informed of their right to representation before beginning any discussions... 5.. The person taking the actions in (1) - (4) may be either the appointing authority under the Charter, or a designated representative having the authority to effectively recommend the action to be taken by the appointing authority. 6. The appointing authority or designee reviews both sides of the case and decides what action is t o be -- taken. 7. If it is felt that an emergency situation (as in C above) exists, requiring immediate removal of the employee iron the work site, the reasons for the decision should be carefully documented and the above procedures followed to the extent feasible under the circumstances. An emergency could involve a situation where it would be hazardous to the employee, other employees, the City, or the public for the person to continue working. Implementing the Disciplinary Action Corrective actions should be administered as follows, with time to assess whether the employee has corrected the deficiencies. 1. Oral Warning (a) Give in-private (b) Conduct on a one-to-one basis between the suoervisor and the employee. Explain to the - employee, the department's standards and requirements, what is expected in the future, and the oossible consequences if the behavior or performance is not corrected, and prepare a personal reminder documenting the conversation. In some cases, a memorandum to the employee summarizing the discussion including what was agreed, may be in order. -2. Written Notice (a) Use "Notice to Correct Deficiencies1* (Form Gen. 78). It should contain a full statement - ! of the reason for the notice. (b) Give notice to the employee in private. - Explain to the employee the department's standards and requirements, what is expected in the future, and the possible consequences if the behavior or performance in question is not corrected.. (c) Send a copy to the departmental personnel office to be placed in the employee's folder. 3. Suspension or Discharge (a) Review "Notice of Discharge, Suspension or Probationary Termination1' (Form Sen. 77). Be sure a full statement of the reason for the action is included. (b) Obtain approval and signature of the appointing authority (only after step E above has been completed). (c') Give notice to the employee in person. - I (1) A suspension should be discussed when th notice is served. Explain to the employee the reasons for the suspension, what is now expected, and what further disciplinary action might result Iron lack of compliance. (2) A discharge notice should be served personally, unless after a diligent search the employee cannot be found. If the employee cannot be personally served, the notice may be left at the employee's last known address. (Service by mail cannot be made except for a termination during probation.) (d) Certify that the notice was served on the employee and return it as soon as possible to the departmental personnel office, which forwards the original copy to the Civil Service Commission. The action is effective only when the notice is filed with the Commission. (Amended 7/22/77) 33.2 GUIDE TO DISCIPLINARY STANDARDS he guide lists various offenses, and job performance or behavior standards which should be considered in determining whether an employee's actions constitute an offense subject to discipline. Not all possible offenses are listed; only those which are of greater significance and/or are most common. Various kinds of corrective actions for first, second, and third offenses are also presented. These corrective actions are recommendations only and are offered for general reference. The appropriate action may be either more or less severe, depending on the circumstances of a case. For instance, management should exercise its discretion in recognizing that a single minor offense by a long-term employee with a good-work record could be less severe that if committed by a relatively new employee with a poor work record. Progressive discipline requires that repeated offenses should normally carry more severe corrective actions than first offenses. If the suggested corrective action for a third offense is less than discharge and a fourth offense occurs, the principle of progressive discipline should be followed. A pattern of offenses after successivecorrective actions ultimately results i n.n-I discharge. I H t-1 An offense is considered a "firstu offense the first time formal action is taken by the +I supervisor under the applicable section of this guide. An offense should be considered as a "secondu or "third" offense only when it is of the same general nature (not necessarily identical) as the previous offense and the undesirable action has been pointed out to the employee previously. When a previous offense has occurred, the time elapsed between that offense and the current offense should be considered in determining the corrective action. On some occasions, an employee may commit more than one kind of offense at the same time. Generally, the discipline imposed should not be determined by simply adding together the correct actions for each offense. In such cases, the appropriate corrective action should be selected from the range of actions applicable for the most serious offense and the severity of the disciplinary action should be determined after considering the less serious offenses.  'I I Similarly, an employee may commit various kinds of offenses over a period of time. If the offenses are completely unrelated, they cannot be treated as second and/or third offenses and the recommended penalty derived directly from the following listing of standards* Nevertheless, all past offenses in the absence of any intervening pattern of good conduct are indicative of a pattern of unsatisfactory behavior and should be considered when determining an appropriate corrective action. ~ncludinga statement of 'requiring excessive supervisionu or "continued failure to observe commonly accepted levels of behaviorM in the list of specific charges may be appropriate as a means of connecting unrelated types of offenses committed by a problem employee. 33.2 CONDUCT UNBECOMING A CITY EMPLOYEE Standard: Employees must perform their duties in a manner which earns and maintains the trust and respect of their supervisors, other employees, and the public. SUGGESTED ACTIONS OFFENSE FIRST OFFENSE. SECOND OFFENSE THIRD OFFENSE Using official position or office Written Notice to 6 to 10 days Discharge for personal gain or advantage discharge suspension to discharge Engaging in any employment, Written Notice to 6 days suspension isc charge activity, or enterprise which 30 days suspension to discharge in constitutes a conflict of interest 1-1 I Accepting favors or gratuities Written Notice to 6 days suspension Discharge H for services required on the job discharge to discharge Disclosing confidential informa- 1 day suspension 10 days suspension Discharge tion to discharge to discharge. Using City time, property or Written ~ o t i c eto 6 days suspension Discharge equipment without authorization discharge to discharge Malicious destruction of City 10 days suspension Discharge property or equipment discharge Misconduct, on or off the job, 1 day suspension 10 days suspension Discharge seriously reflecting on City to discharge to discharge employees or employment commission of acts, which if 1 day suspension 10 days suspension Discharge proved, constitute a felony or to discharge to discharge misdemeanor as established by proper investigation I 3 3  ¥ CONDU CT UNBECOMING A CITY EMPLOYEE (continued) SUGGESTED ACTIONS ' PFFENSR FIRST OFFENSE SECOND OFFENSE THIRDOFFENSE 9. Unauthorized possession of 1 to 20 days 6 days suspension Discharge City equipment or property suspension to discharge 10. Unauthorized use of City Written Notice 11 days suspension Discharge equipment or material in to 10 days to discharge fabricating articles for suspension private use JOB PERFORMANCE BELOW STANDARD vD Standard: Employees must provide a high quality of service to the public and must 7 consistently perform their duties effectively and efficiently. H H SUGGESTED ACTIONS OFFENSE FIRST OFFENSE SECOND OFFENSE THIRD OFFENSE 1. A violation of departmental Oral warning to 6 days suspension Discharge rules 5 days suspension to discharge 2. Requiring excessive supervision Oral warning or Written Notice to 6 days sus- or instruction in performance Written Notice 5 days suspension pension to of duties after completion of discharge training for the position 3. Misusing, or failing to use, Oral warning to 6 to 30 days Discharge delegated authority in the 20 days suspension suspension performance of duties JOB PERFORMANCE BELOW STANDARD (Continued) SUGGESTED ACTIONS FIRST OFFENSE SECOND OFFENSE THIRDOFFENSE Personal appearance not appro- Oral warning or Written Notice Written priate for the job in terms of Written ~otice Notice to community standards and job 5 days SUS- safety pension Failure to carry out assigned Oral warning to 1 day suspension Discharge work or supervisory responsi- discharge discharge bilities adequately, directly or promptly NEGLECT OF, OR INEXCUSABLE ABSENCE FROM DUTY r- 1-1 Standard: Employees must perform all duties reasonably required of them, and report for work H as scheduled, unless ill, injured, or involved in an emergency. H SUGGESTED ACTIONS OFFENSE FIRST OFFENSE SECOND OFFENSE THIRD OFFENSE Neglect of duty Oral Warning to 6 days suspension Discharge discharge to discharge Unexcused, excessive or Written Notice to 6 days suspension Discharge patterned absenteeism 5 days suspension to discharge Failure to make reasonable. Oral warning or Written Notice to 6 days effort to notify supervisor Written Notice 5 days suspension suspension of inability to report for work' to discharge Leaving assigned work location Written Notice 1 days suspension 10 days without proper approval or to discharge to discharge suspension appropriate reason to discharge 1  NEGLECT OF. OR INEXCUSABLE ABSENCE FROM DUTY (Continued) SUGGESTED ACTIONS FIRST OFFENSE; SECOND OFFENSE THIRDOFFENSE Frequent and unexcused Oral warning or Written Notice to 10 days sus- tardiness Written Notice 10 days suspension pension to discharge Sleeping on the job Written Notice 5 days suspension 10 days sus- to discharge to discharge pension to discharge IMPROPER BEHAVIOR IN RELATIONS WITH SUPERVISORS. FELLOW EMPLOYEES, OR THE PUBLIC Standard: Since most employees work daily with other employees or the public, they must 5 cooperate and work well with others. I H H H SUGGESTED ACTIONS OFFENSE FIRST OFFENSE; SECOND OFFENSE THIRD OFFENSE Flagrant refusalto perform 6 days suspension Discharge. reasonable work assignments. to discharge or to cooperate with supervisors or management in the performance of duties (insubordination) Failure to cooperate with or Oral warning or Written Notice 6 days sus- using abusive language toward Written Notice to 5 days sus- pension to other employees or the public pension discharge Unnecessarily disrupting the Oral warning of Written Notice 6 days sus- work of.other employees Written Notice to 5 days sus- pension to pension discharge 33.2 IMPROPER BEHAVIOR IN RELATIONS WITH SUPERVISORS, FELLOW EMPLOYEES. OR THE PUBLIC (Cont-) SUGGESTED ACTIONS OFFENSE. FIRST OFFENSE SECOND OFFENSE THIRD OFFENSE Using threats or attemptingto 6 days suspension Discharge harm another employee or the to discharge. public Making false, vicious, or mali- Oral warning to 6 days suspension Discharge cious statements about any 30 days sus- to discharge employee, or city government pension or management Unauthorized possession of dan- Oral warning to 6 days suspension isc charge a \ gerous weapons, such as firearms 30 days sus- to discharge I H or knives, on City property pension 1-1 H Unauthorized use of dangerous 30 days sus- Discharge weapons, such as firearms, pension to knives or tools which could discharge result or results in harm to another employee or the public Actions on the job intended to Written ~otice 10 days suspension Discharge destroy property or to inflict to discharge to discharge bodily injury (whether or not the destruction or injury actually occurs) Creating unsanitary conditions Oral warning to 6 to 10.days ,' Discharge 5 days suspension suspension to I discharge  ' 1 33.2 GAMBLING. DRUNKENESS. OR USE OF LIQUOR OR NARCOTICS Standard: While at work, employees must not do anything which would impair their ability to perform their duties, or discredit the City and its employees. SUGGESTED ACTIONS eEITdwi FIRST OFFENSE SECOND OFFENSE THIRDOFFENSE 1. Gambling on the job, on City Written Notice 6 to 30 days Discharge property, or using City to 10 days sus- suspension equipment pension 2. Operating or conducting 10 days sus- Discharge organized gambling for profit pension to on the job, on City property, discharge or using City equipment H 3. ~rinkingalcoholic beverage Written Notice 10 days sus- Discharge H on the job site during work to discharge pension to ' (See Note A, period (See Note A, discharge next page) next page) (See Note A, next page) 4. Drinking of alcoholic beverages Written Notice 10 days sus- which results in unfitness to to discharge pension to work at reasonable efficiency, discharge or which may endanger the employee, other employees. City property, or the public; or use of marijuana on the job site or City property 5. Reporting for duty under the Written Notice 10 days sus- 20 days sus- influence of drugs or alcohol to discharge pension to pension to,. discharge discharge I 33.2 GAMBLING, DRUNKENESS. OR USE OF LIQUOR OR NARCOTICS (Continued) SUGGESTED ACTIONS FIRST OFFENSE SECOND OFFENSE THIRD OFFENSE Operating City vehicles or 20 days sus- Discharge other equipment while under pension to the influence of any alcoholic discharge beverage or any drug(s) or narcotic which will impair operative capability Illegal possession of marijuana 1 to 1 0 days 10 to 20 days on the job site or on City suspension suspension property Illegally possessing or using 20 days sus- Discharge drugs or narcotics (other than pension to marijuana) on the job site or discharge on City property Note A: The suggested action may be 1) reduced in severity if the employee successfully participates in an alcoholism or drug abuse rehabilitation program; or 2) delayed during employee participation in the program, depending on progressive rehabilitation and improvement of job performance. The supervisor should make every effort to take or arrange to take the employee home safely and to ensure that the employee is released to the custody of another responsible person.' 1 ' ' SAFETY Standard: A basic requirement for all employees is that they perform their duties in a safe manner. This requirement is not restricted to operating equipment or motor vehicles. SUGGESTED ACTIONS OFFENSE FIRST OFFENSE SECOND OFFENSE THIRD OFFENSE  Operating City equipment unsafely Oral warning or Written Notice 6 days sus- or carelessly Written Notice to 5 days sus- pension to pension discharge ' Causing or contributing to an 1 to 20 days 6 days sus- Discharge accident by operating City suspension pension to equipment in an unsafe manner, discharge as established by proper investigation... Violating safety rules or Written Notice 6 days sus- Discharge practices which endanger the to 20 days pension to employee or others or damages suspension discharge City property or equipment Playing tricks or jokes, or. Written Notice 6 to 10 days 10 days sus-. engaging in horseplay on the to 10 days sus- suspension pension to job which may lead to physical pension discharge injury to employees or others, or damage to equipment or property 33.2 FRAUD. DISHONESTY. THEFT. OR FALSIFICATION OF RECORDS Standard: City employees must be characterized by high personal integrity both in securing. employment and in the performance of their duties. SUGGESTED ACTIONS OFFENSF FIRST OFFENSE SECOND OFFENSE THIRDOFFENSE soliciting, accepting, or Discharge offering a bribe Theft of or aiding or Discharge encouraging the theft of cash, or. city property or equipment, as established by proper investigation Intentionally falsifying or Discharge destroying, without proper authorization, City Records Intentionally falsifying Discharge application for employment or medical information which would have otherwise caused employment dis- qualification Delibertely withholding Written Notice. 6 to 3 0 days Discharge information related to to 1 0 days sus- suspension work from supervisors or pension others requiring the information. È' 33.2 FRAUD. DISHONESTY. THEFT. OR FALSIFICATION OF RECORDS (Continued) SUGGESTED ACTIONS FIRST OFFENSE SECOND OFFENSE THIRDOFFENSE 6. Falsifying time reports, mileage reports, expense 5 days suspension to discharge. Discharge accounts or similar work oriented'documents, falsely claiming sick or allowed pay, falsifying reasons for absence AFFIRMATIVE ACTION Standard: The City's affirmative action policies and Federal law prohibits sexual harassment ,3. in the workplace. (See Note B.) I (N H H SUGGESTED ACTIONS H OFFENSE FIRST OFFENSE SECOND OFFENSE THIRD OFFENSE 1. Sexual Harassment a. First Degree: Actual or Discharge attempted rape or threat of bodily harm. Sexual assault including 60 days sus- Discharge unsolicited physical pension to contact in sexual areas discharge (i.e., breast, buttocks, or genitalia). 1. # 33.2 AFFIRMATIVE ACTION (Continued) SUGGESTED ACTIONS OFFENSE FIRST OFFENSE SECOND OFFENSE THIRD OFFENSE be Second Degree: Implicit or explicit coercive pressure for sexual favors by supervisory 3 0 days sus- Discharge personnel or pension to persons at that discharge level who control, influence, or affect promotions or other employment decisions. b y supervisory 2 0 days sus- Discharge personnel or persons pension to at that level without discharge direct influence over employment decisions. by non-supervisory 10 days sus- 2 0 days sus- Discharge personnel. pension to pension to 6 0 days sus- discharge ' pension 33.2 AFFIRMATIV E ACTION (Continued) SUGGESTED ACTIONS OFFENSE FIRST OFFENSE SECOND OFFENSE THIRDOFFENSE Physical - unsolicited touching, gestured, rubbing or any type of physical pressure of a sexual nature toward other employees or the public by supervisory Written warning 10 to 60 days personnel o r persons to 10 days sus- suspension, at that level. pension VD CM by non-supervisory Written warning 5 to 60 days Discharge H I personnel. to 5 days sus- suspension H H pension c. Third Degree: verbal - Written warning 10 to 20 days 20 days sus- deliberate and unsolicited to 10 days sus- suspension pension to teasing, jokes, remarks and/ pension discharge or questions of a sexual nature toward other employees or the public, thus creating an offensive work environment. Visual- creating an offensive work environment through the use of sexually suggestive gestures or by posting material of a suggestive sexualnature, i.e., nude pinups  TRAINING AND COMMUNICATION It is recognized that proper, timely communication of information regarding health and safety is essential for maintaining an injury free. workplace. Initial training, while important, cannot alone ensure safety awareness. Whenever processes, material, or equipment changes occur, new assignments are made, or previously unseen hazards are recognized, hazard awareness training of some kind is necessary. Training and communication can take many forms including classroom instruction, hands on methods, and written communications. Training records are to be maintained for a minimum of three years. Include name, date, trainers name and type of training received. Initial Training Uniformed Members: A sampleDril1 Tower Syllabus is included in the Reference material Civilian Members: Training is provided by the Personnel Department through seminars and the member's immediate supervisor with the Civilian Orientation Manual. Continuinu Education, Refresher Training - Task Force, Company and Unit Commanders shall train and instruct members of their commands by daily training sessions to ensure that the efficiency and coordination of their commands are maintained at a high standard. (Rules and Regulations, Section 5.1) Uniformed Members: Manual of Operation 419-51.84 In Addition: Asbestos Hazardous Materials Operational Training Civilian Members: Additional training is provided by the Personnel Department, as indicated by member's supervisor. New Assianments It is the responsibility of each immediate supervisor to ensure that employees are familiar with the safe operating and handling procedures applicable to new equipment, processes, and substances. Additionally, the supervisor shall ensure that an employee receiving a new job assignment is trained as necessary to carry out the job in a safe manner. ' Written communications Health and safety information which can be conveyed effectively in written form is distributed in various types of bulletins. Members shall familiarize themselves with these and all other official communications received (Manual of Operation 013-01.66). Types of communication utilized for health.and safety training include, but are not limited to the following (Manual of Operation 013-01.33): Departmental Safety Bulletins A bulletin sent to all members setting forth recommended safe practices pertaining to various subjects. These bulletins are retained in the Injury and Illness Prevention Manual (Book 75). Traininu Bulletins A bulletin to all members issued by the Training Section. These bulletins are retained in the Bulletins Manual (Book 23). ~epartrnentalBulletin Any bureau may originate this bulletin. It is, however, routed through and approved by the Operations Commander. It is transmitted to all members and is retained in the Departmental Bulletins Manual (Book 24). City Safety Bulletins These bulletins are developed by the City's Occupational Health and Safety Office. They address safety issues which are relevant to numerous City departments and are distributed to appropriate work locations (Book 75). REFERENCE 1. Suggestions - Manual of Operation 4/1-56. 2. Injury and Illness Prevention Committee a) IIPP Goals/Objectives b) Organizational chart 3. Record of Training - Manual of Operation 917-00.00, F - 3 9 3 4. Initial Training a) Drill Tower Syllabus  INJURY AND ILLNESS PREVENTION COMMITTEE The Injury and Illness Prevention Committee consists of representatives from each bureau within the Department, and the employee organization, UFLAC. The IIPP Committee has many subcommittees: 1. Protective Clothing and Equipment 2. Self-contained Breathing Apparatus 3. Emergency Medical services 4. Tools and Equipment 5. Manual of Operation Changes 6. Health 7. Hazardous Materials 8. Facilities 9. Drivers Training 3 10. Apparatus A safety engineer from the Occupational Safety Office at the Personnel Department attends the Injury and Illness Prevention Committee Meetings and functions as a committee resource. A current list of IIPP Committee Members is available at the Department Safety Office. Questions regarding the Department's Injury and Illness Prevention Program should be directed to members of the Injury and Illness Prevention Committee.  INJURY AND ILLNESS PREVENTION COMMITTEE GOALS AND OBJECTIVES GOAL NO. 1 Continue to evaluate and improve the Injury and Illness Prevention Program for the LAFD. Obiectives: A. Maintain program components as established. B. Plan and prepare, or purchase, high quality videotapes on safety and health. C. Maintain the "Safety Tipu poster program. GOAL NO. 2 Enhance Firefighter safety by maintaining control of all aspects of Firefighter personal protective clothing and equipment and EMS personal safety devices and safeguards. Obi ectives: Eliminatelreduce Firefighter burn injuries. Eliminatelreduce exposures to blood/body fluids, including needle stick injuries. Review and update all specifications for protective clothing and safety equipment to assure compliance with current regulations. Review NFPA Standards proposed or revised that impact Firefighter safety. Review and recommend changes to CAL/OSHA regulations. Coordinate activities with other agencies and organizations in regard to safety. Monitor the progress of fire station safety modifications being made by the Department of General Services. SHORT-RANGE GOALS Review, evaluate, and recommend action on various projects, suggestions, etc., that are received by the Committee from the following sources: 1. Department Administration. 2. Other Department Committees. 3. Department members. 4. Employee groups.  INJURY AND ILLNESS PREVENTION PROGRAM I I I Injury and Illness revention Suggestion Program dommittee I' 11 1 Breathing Driver Apparatus Training Facilities Hazardous Materials 1 1, 1 1 Health MOP Tools & Uniform "Emergency Changes Equipment Protective Medical Clothing (S&M) Project Coordinator (S&M) Project Coordinator (ISTS) Project Coordinator Project Coordinator (BFS&R) Project Coordinator 1, (hied. Liaison) Project Coordinator Committee Chairperson meets with the Safety Officer and Project Coordinators on 1 (ASB) Project Coordinator (BFS&R) Project Coordinator a monthly basis. - (BFS&R) Project Coordinator - :zzSy Project Coordinator  Week # 15G I 1)e Monday Tuesday Wednesday Thursday Friday Arrival & Arrival & Arrival & Arrival & kz ern Yard Set-up i~ne-up 1 Yard Set-up Line-up Flashwer Trainina @.United Way Yard Set-up i~ne-up EMT Wrap-UD Yard Set-up Line-up Veterans Day City Holiday Academy Issue Pffional Items Closed TO Entries & 7:30 Met- 6 - Anahiem United Way EMT Wrap-up Equipment Marking Veterans Day Fire-Ñ MEDIA space. (331 UNUSUAL FIRE AMD EXPLOSION HAZAROS (W SECTION I V - FIRE AND EXPLOSION HAZARD DATA FLASH POINT - The lowest t e m p e r a t u r e , i n d e g r e e s F a h r e n h e i t ( u ~ ) a, t which a l i q u i d w i l l g i v e o f f enough flammable vapor t o i g n i t e. S i n c e f l a s h p o i n t s v a r y a c c o r d i n g t o how t h e y a r e o b t a i n e d , t h e method used must b e l i s t e d FLAMMABLE LIMITS - The r a n g e of c o n c e n t r a t i o n s o v e r which a flammable vapor mixed w i t h p r o p e r o r o p o r t i o n s o f a i r w i l l f l a s h o r explode i f a n i g n i t i o n s o u r c e i s p r e s e n t. Lei - - Stands f o r Lower Explosive L i m i t. It i s t h e l o w e s t p e r c e n t a g e of chemical vapor i n a i r t h a t produces an explosive mixture. Uel - - Stands f o r Upper Explosive L i m i t. It i s t h e h i g h e s t p e r c e n t a g e of chemical vapor i n a i r t h a t produces an e x - plosive mixture. EXTINGUISHING MEDIA - The f i r e f i g h t i n g s u b s t a n c e s t o be used on burning m a t e r i a l. The s u b s t a n c e s l i s t e d a r e by t h e i r comon name, such a s w a t e r , foam, f o g , dry chemical, and carbon d i o x i d e (CO2). SPECIAL FIRE FIGHTING PROCEDURES - L i s t e d h e r e w i l l be any f i r e f i g h t i n g s u b s t a n c e determined t o be u n s u i t a b l e o r unsafe t o c o n t r o l a s p e c i f i c t y p e of burning m a t e r i a l Also l i s t e d w i l l be any s p e c i a l h a n d l i n g procedures and p e r s o n a l p r o t e c t i v e equipment. UNUSUAL FIRE AND EXPLOSION HAZARDS - This s e c t i o n l i s t s t h e hazards t h a t may o c c u r a s t h e r e s u l t of o v e r h e a t i n g o r burning o f t h e s u b s t a n c e , i n c l u d i n g any s p e c i a l hazards which may need t o be c o n s i d e r e d w h i l e e x t i n - guishing f i r e w i t h one t h e types of extinguishing media. 1 1 SECTION V - HEALTH HAZARD DATA I 1 THRESHOLD L I M I T V A L U E 8 hour time weighted exposure limit, 100 pprn (35) EFFECTS OF OVEREXPOSURE Irritating to mucus membranes, resuiratorv tract. Excessive exposure may lead to dizziness and loss of reflexes (36) EMERGENCY A ( W Temove A I D PROCEQURES victun to fresh air. If not breathing give artificial respiration. Wash skin with soap and water and SECTION V - HEAT.TTT K A h Z M D DATA THRESHOLD LIMIT VALUE (TLV) METHYL ETHYL KETONE (M.E.K.) CONCENTRATION I N PARTS Ptà 2oc MILLION IppMI 0 I I 1 I I I I ! I I ' I 1 2 3 4 S S 7 1 1 2 3 4 S 6 TIME I N HOURS 35. THRESHOLD LIMIT VALUE (TLV) - Used to express airborne con- centrations ot a material to which nearlv all oersons 4 can be exposed day after day without harmful effects. The TLV may be expressed in two ways: Time Weighced Average (TWA) or Ceiling Exposure Limit (C). (a) TIME WEIGHTED AVERAGE (TLV-TWA) - The allowable con- centration exposure averaged over a normal 8-hour workday or 40-hour workweek. (b) CEILING EXPOSURE LIMIT (TLV-C) - That concentration level never to be exceeded under any circumstances.  - SECTION V - HEALTH HAZARD DATA T H R E S H O W LIMIT VALUE 8 hour time weighted exposure limit, 100 ppm (35) EFFECTS O F O V E R E X P O S U R E Irritating to mucus membranes, respiratory tract. Excessive exposure may lead to dizziness and loss of reflexes. (36) ^ (M E M E R G N V A N D FIRST A I D P R O C E D U R E S Remove victim to fresh air. If not breathing give artificial respiration. Wash skin with soap and water and flush eyes with water. If swallowed, do not induce vomiting;. Obtain physician. 1 AMMONIA I From the graph above: Sensory Response Level - that level which person can smell, taste, or see a substance. It is importint to remember that the human nose is very sensitive and often detects substances well below the TLV. Irritant Level - the concentration of a substance at which notice- able irritation is produced in either the eyes, skin, or throat. EFFECTS OF OVEREXPOSURE - This section provides a list of the most common symptoms a person could expect from overexposure to a specific substance. EMERGENCY AND FIRST AID PROCEDURES - The instructions for treatment of a victim of acute inhalation, ingestion, and skin or eye contact with a specific hazardous substance. Consult a physician if directed to do so by these procedures. I ABILITY I SECTION V I - REACTIVITY DATA 1 C O N D I T I O N S T O AVOID UNSTABLE 39)- (38)STABLE H e a t. s p a r k s , open flame ' I N C O M P A T A B I U T V (Mcrena/s ro avoid) Incompatable with strong: o x i d i z e r s ( 4 0 ) HAZARDOUS DECOMPOSITION PRODUCTS Carbon Monoxide and a s p h y x i a n t s (41) CONDITIONS TO A V O I D M A Y OCCUR HAZARDOUS - POLYMERIZATION ( 4 2 1- W I L L N O T OCCUR x (43) - - SECTION V I - REACTIVITY DATA 38. STABILITY - The r e s i s t a n c e of t h e m a t e r i a l t o chemical o r p h y s i c a l change. The checked box i n d i c a t e s whether t h e - m a t e r i a l i s s t a b l e o r u n s t a b l e under f o r e s e e a b l e s t o r a g e c o n d i t i o n s , h a n d l i n g , use o f misuse. I f t h e u n s t a b l e box i s checked, t h e r e c o u l d be a dangerous r e a c t i o n o r decom- p o s i t i o n. I f t h e s t a b l e box i s checked, i t means t h e sub- s t a n c e s chemical makeup does n o t f l u c t u a t e o r i s n o t e a s i l y changed. 39. CONDITIONS TO AVOID - Some m a t e r i a l s t h a t a r e normally s t a b l e w i l l r e a c t under c e r t a i n c o n d i t i o n s t o c r e a t e an u n s t a b l e o x i d e o r t o x i c gas. These c o n d i t i o n s may i n c l u d e extreme t e m p e r a t u r e s , jarring, i n a p p r o p r i a t e s t o r a g e , and o t h e r s. 40. INCOMPATIBILITY ( M a t e r i a l s t o Avoid) - Other m a t e r i a l s t h a t r e a c t w i t h t h e p r o d u c t t o c r e a t e a hazardous c o n d i t i o n. 41. HAZARDOUS DECOMPOSITION PRODUCTS - This s e c t i o n g i v e s a l i s t o f t h e hazardous m a t e r i a l s t h a t may be ~ r o d u c e di n s i g n i f i - c a n t amounts i f t h e m a t e r i a l i s exposed t o b u r n i n g , o x i d a - t i o n , e x c e s s i v e h e a t , o r allowed t o react: w i t h o t h e r chemicals 42. HAZARDOUS POLYMERIZATION - The chemical change o f a subst.ance i n which t h e a d d i t i o n o r a n o t h e r s u b s t a n c e c r e a t e s a dangerous energy l e v e l. The box checked w i l l i n d i c a t e whether o r n o t a hazardous p o l y m e r i z a t i o n can o c c u r. 43. CONDITIONS TO A V O I D - The c o n d i t i o n s t h a t c o u l d t r i g g e r a hazardous-polymerization r e a c t i o n t o begin.  LEAK PROCEDURE - STEPS TO BE TN - IN CASE WAL I S RELEASED OR SPILLED - e s t h e methods t o be u s e This c l e a n -list p z a n d l e a k s., It a l s o indi:ates contra u p s inc t h e t & eand s o f s ~ e c i a lequipment t o b e u s e d f o r c l e a n - u p. WASTE DISPOSAL METHOD - D e s c ~ i b e st h e c o r r e c t \id o r l l q u l d e wenvir a s t e a n d a l e r t s t h e u fsoerr the to any p o t e n t i a l dangers t o t h onment t h a t may o c c u r. a ) Waste d i s p o s a l mu e e l r e u a t i o NOT d m i~n t o any d r a i n s y s t e m. w i t h l o c a l , S t a t e , and throw away i trash Or.. (b) Hazardous w a s t e s h o u l d be k e p t i n a n a p p r o p r i a t e c o n t a i e d a s s u c h w i t h a h a z a r d o u s vast! t a g. When hand a n dlabel1 ling hazardous waste, Personal Protective Equipment may be r e q u i r e d. The f o l l o w i n g i n f o m a t i o n must be p r o v i d e d on t h e t a g : (1) Name o f p e r s o n (2) Department (3) (4) phone C o m p oNo.s i t i on of r e l a t i v e p e r c e n t a g e s of waste (5) E a z a r d o u s p r o p e r t i e s of t h e w a s t e 1 I E S SECTION VI 11 T R O T E C T ~ O N(Specify type) SPECIAL PROTECTION INFORMATION I 1 ( 4 6 ) NIOSH approved organic vapor respirator LOCAL EXHAUST SPECIAL VENTIUTION (a (C } ( 47) MECHANICAL f k n e n ~ l ) 0T.M 6 R Ventilate to maF2tain ex?osyre I. Y , U ~ fd > P R O T E C T I V E GLOVES Pa3TECTlON (49 Impervious CL8) i ~ ~ l a s h - ~ r co ho af r 2 1 OTMEQ PROTECTIVE EQUIPMENT (50) SECTION VIII - SPECIAL PROTECTION INFORMATION 46. RESPIRATORY PROTECTION - Whenever respiratory protective devices may be needed during routine or unusual condition to protect people from overexposure to a specific substance. The acceptable type of equi?nent is listed in this sectic 47. VENTILATION - The aporopriate type of ventilation systems are listed according to the ventilation needed to capture, contain, or dilute contaminants and minimize worker ex- posures. Any applicable conditions of u s e or limitations of the ventilation system are also listed. (a) LOCAL EXHAUST - Type of ventilation system in which the contaminant is controlled at the source of generation. (b) - MECIÂ¥i^L^ICA (General) - i y p e of ventilation in which t h e contaminant is controlled by dilution. (c) SPECIAL - Gives information of any special ventilation design considerations. (d) OTHER - Indicates any other ventilation consider- ations to be used. 48. PROTECTIVE GLOVES - la order ;o prevent skin exposure while handling a material, special glove design, construction, and material requirements are listed when appropriate. 49. EYE PROTECTION - When eye or face protection is necessary while handling a specific substance, these protective devices are listed, along with any conditions of use or linitatior 50. OTHER PROTECTIVE EOUIPMENT - This section lists all other protect ive equipment c h a t muse be used when working with the specific substance.  SECTION IX - SPECIAL PRECAUTIONS P R E C A U T I O N S TO BE T A K E N I N H A N O L I N G A N D sTOR*tGc,, SECTION I X - SPECIAL PRECAUTIONS 51. P E C N T I O N S TO BE TAKEN I N HANDLING AND STORING - This section lists any additional or special precautions not mentioned elsewhere in the MSDS. The list may in- clude proper handling and storing to avoid reaction hazards, safe storage life of the product, special packaging requirements, temperature control, etc. 52. OTHER PRECAUTIONS - This category lists any other special precautions not covered elsewhere on the MSDS.  In summary, a Hazardous Material can be defined as any 'substance which can cause bodily injury to a person through its chemical and/or physical properties. Hazardous Materials can be broken down into seven categories or divisions. These are: 1) Explosives --- Picric Acid, Sodium Perchlorate 2) Flammable Materials -- Toluene, Gasoline, MEK 3) Corrosive Chemicals -- Sulfuric Acid, Sodium Hydroxide 4) Compressed Gases --- Oxygen, Helium, Acetylene 5) Reactive Chemicals -- Ammonia, Chlorobenzene 6) Oxidizing Agents --- Chromic Acid, Nitric Acid 7 ) Toxic Materials --- Asbestos, Beryllium, Mercury If you question or are concerned