Risk Management Series Incremental Seismic Rehabilitation of Office Buildings Providing Protection to People and Buildings FEMA 397 December 2003 FEMA Any opinions, findings, conclusions, or recommendations expressed in this publication do not necessarily reflect the views of FEMA. Additionally, neither FEMA or any of its employees makes any warrantee, expressed or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of any information, product, or process included in this publication. Users of information from this publication assume all liability arising from such use. Acknowledgements Principal Authors: Frederick Krimgold, Virginia Tech Center for Disaster Risk Management, Virginia Polytechnic Institute and State University David Hattis, Building Technology Incorporated Melvyn Green, Melvyn Green & Associates Inc. Contributors: Milagros Kennett, FEMA, Project Officer, Risk Management Series Publications John Harrald, GWU Charles Scawthorn, ABS Consulting Medhi Setareh, VT Rene Van Dorp, GWU William Whiddon, BTI Project Advisory Panel: Daniel Abrams, University of Illinois Daniel Butler, National Retail Federation John Coil, John Coil Associates Joseph Donovan, Carr America James Harris, National Multi Housing Council Randal Haslam, Jordan School District, Utah James Malley, Degenkolb Engineers Mike Mehrain, URS Dames & Moore Anthony Moddesette, UC Davis Medical Center Lawrence Reaveley, University of Utah Technical Review: Chris Poland, Degenkolb Engineers Daniel Shapiro, SOHA Engineers Production: Lee-Ann Lyons and Amy Siegel, URS Group, Inc. Executive Summary Earthquakes are a serious threat to office safety and pose a significant potential liability to office building owners. Office buildings in 39 states are vulnerable to earthquake damage. Unsafe existing buildings expose office building owners and tenants to the following risks: Death and injury of tenants, occupants, and visitors Damage to or collapse of buildings Damage to and loss of furnishings, equipment, and other building contents Disruption of office functions and building operations The greatest earthquake risk is associated with existing office buildings that were designed and constructed before the use of modern building codes. For many parts of the United States, this includes buildings built as recently as the early 1990s. Although vulnerable office buildings need to be replaced with safe, new construction or rehabilitated to correct deficiencies, for many building owners new construction is limited, at times severely, by budgetary constraints, and seismic rehabilitation is expensive and disruptive. However, incremental seismic rehabilitation, an innovative approach that phases in a series of discrete rehabilitation actions over a period of several years, is an effective, affordable, and non-disruptive strategy for responsible mitigation action. It can be integrated efficiently into ongoing facility maintenance and capital improvement operations to minimize cost and disruption. The strategy of incremental seismic rehabilitation makes it possible to get started now on improving earthquake safety in your office building inventory. This manual provides owners of office buildings, be they Real Estate Investment Trusts (REITs), pension funds, partnerships, individuals, or other forms of ownership, with the information necessary to assess the seismic vulnerability of their buildings and to implement a program of incremental seismic rehabilitation for those buildings. The manual consists of three parts: Part A, Critical Decisions for Earthquake Safety in Office Buildings, is for owner senior executives, board members, and policy makers who will decide on allocating resources for earthquake mitigation. Part B, Planning and Managing the Process for Earthquake Risk Reduction in Existing Office Buildings, is for facility managers, risk managers, and financial managers, or those responsible for these areas of management, who will initiate and manage seismic mitigation measures. Part C, Tools for Implementing Incremental Seismic Rehabilitation in Existing Office Buildings, is for facility managers, or those otherwise responsible for facility management, who will implement incremental seismic rehabilitation programs. To get the most out of this manual: Communicate the importance of assessing your building inventoryÕs risks and pass this manual on to staff members responsible for facility management, risk management, and financial planning. Specify that they develop an analysis of the current seismic risk of your buildings and a strategy for risk reduction. Promptly initiate a program of earthquake risk reduction in your buildings located in an earthquake-prone zone that were not designed and constructed to meet modern building codes. Consider incremental seismic rehabilitation as a cost-effective means to protect the buildings and, most importantly, the safety of tenants, visitors, and staff, because it is a technically and financially manageable strategy that minimizes disruption of office building operations. Incremental Seismic Rehabilitation of Office Buildings Foreword The concept of seismically rehabilitating buildings in discrete segments, as resources become available or as part of a structural renovation program, was pioneered by the Federal Emergency Management Agency (FEMA) and a Virginia Polytechnic Institute/Building Technology Inc. team that, in the early 1990s, published Existing School BuildingsÐIncremental Seismic Retrofit Opportunities, FEMA 318. Lack of resources at the time, however, restricted application of this promising concept to a few states in the Pacific Northwest and to a single occupancy or use category: schools. FEMA is now pleased to make available a manual on office buildings. Further, the team is also preparing a series of manuals that will address seven additional building uses: schools (an updated version), hospitals, retail establishments, multi-family dwellings, emergency management facilities, warehousing/distribution centers, and hotels/motels. A separate manual will serve the needs of design professionals and building officials and will be applicable across all occupancy categories. FEMA gratefully acknowledges the dedicated efforts of all members of the team: the Virginia Polytechnic Institute and State University (the prime contractor); the Project Advisory Panel; Project Consultants; Building Technology Inc.; EQE Inc.; Melvyn Green & Associates Inc.; the Institute for Crisis Disaster and Risk Management of the George Washington University; and URS Group, Inc. The FEMA Project Officer adds his sincerest appreciation for the excellent support of this multi-disciplinary team. The Federal Emergency Management Agency Preface This manual is intended to assist office building ownersÕ personnel responsible for funding and operating existing office buildings across the United States. This publication and its companion documents are the products of a Federal Emergency Management Agency (FEMA) project to develop the concept of incremental seismic rehabilitationÑthat is, building modifications that reduce seismic risk by improving seismic performance and that are implemented over an extended period, often in conjunction with other repair, maintenance, or capital improvement activities. The manual was developed after the project team analyzed the management practices of office building owners of varying sizes located in various seismic zones in different parts of the United States. It focuses on the identified concerns and decision making practices of owners and managers of Class A, B, or C buildings, be they REITs, pension funds, partnerships, individuals, or other types of owners. This manual is part of a set of manuals intended for building owners, managers, and their staff: Incremental Seismic Rehabilitation of School Buildings (K-12), FEMA 395 Incremental Seismic Rehabilitation of Hospital Buildings, FEMA 396 Incremental Seismic Rehabilitation of Office Buildings, FEMA 397 Incremental Seismic Rehabilitation of Multifamily Apartment Buildings, FEMA 398 Incremental Seismic Rehabilitation of Retail Buildings, FEMA 399 Incremental Seismic Rehabilitation of Hotel and Motel Buildings, FEMA 400 Incremental Seismic Rehabilitation of Storage Buildings, FEMA 401 Incremental Seismic Rehabilitation of Emergency Buildings, FEMA 402 Each manual in this set addresses the specific needs and practices of a particular category of buildings and owners, and guides building owners and managers through a process that will reduce earthquake risk in their building inventory. The manuals answer the question, as specifically as possible: "What is the most affordable, least disruptive, and most effective way to reduce seismic risk in existing buildings?" By using the process outlined in these manuals, building owners and managers will become knowledgeable clients for implementing incremental seismic rehabilitation specifically geared to their building use category. In addition to this set of manuals, there is a companion manual, Engineering Guideline for Incremental Seismic Rehabilitation,FEMA 420. It is intended to assist architects and engineers who provide services to building owners and contains the information necessary for providing consulting services to owners for implementing incremental seismic rehabilitation. Architects and engineers using that handbook will be effective consultants serving a knowledgeable owner. Together they will be in a position to implement an effective incremental seismic rehabilitation program. You may be liable for earthquake deaths and injuries in your older office buildings. The 1933 Long Beach, California Earthquake destroyed at least 70 schools and damaged 420 more, 120 of them seriously. As a direct response, California enacted the Field Act, which established strict design and construction standards for new schools in California. But what about all the existing schools that were vulnerable to earthquakes? It took over 30 years to solve this problem, but more than just the passage of time was required. In 1966 the Attorney General of California issued an opinion indicating that school boards were responsible for ensuring non-Field Act buildings were examined, and if schools were found to be unsafe and the board did not make the necessary corrections to make them safe, the individual school board members were personally liable. The opinion received widespread media attention. School boards, then realizing the gravity of the situation, became quite concerned about the structural condition of their pre-Field Act public school buildings. Legislative action soon followed. The Governor signed the Greene Act in 1967, which relieved the individual school board members of personal liability only once the board initiated the process of examining existing buildings and established an intent to carry through to completion all the steps necessary for their replacement or repair. This responsibility may apply to office building owners as well. You too may be liable for earthquake deaths and injuries in your older buildings, but can you wait 30 years to act? This manual provides you with the tools to assess your vulnerability and to find cost-effective ways to reduce your liability today. Introduction Office Buildings, Risk, and Liability Owners of office buildings face a wide array of risks. These risks range from fire to terrorist attack. Risk management for office buildings typically is driven by experience; we recognize the need for fire safety and terrorism insurance, but the risk of catastrophic loss due to a damaging earthquake is more difficult to understand or to anticipate. Earthquakes are low- probability high-consequence events. Though they may occur only once in the life of a building, they can have devastating, irreversible consequences. Moderate earthquakes occur more frequently than major earthquakes. Nonetheless, moderate earthquakes can cause serious damage to building contents and nonstructural building systems, serious injury to occupants and staff, and disruption of building operations. Major earthquakes can cause catastrophic damage including structural collapse and massive loss of life. Those responsible for office building safety must understand and manage these risks, particularly risks that threaten the lives of tenants, occupants, visitors, and staff. Earthquake risk is the product of hazard exposure and building vulnerability, as shown in the following equation: RISK = HAZARD x VULNERABILITY To manage earthquake risk in existing office buildings, one must understand the earthquake hazard and reduce building vulnerability. This manual is designed to give decision makers the framework and information for making informed decisions about investing in earthquake risk management measures. It is structured to follow the decision making process of existing planning and management practices and will help you evaluate financial, safety, and strategic planning priorities. Owners of office buildings may vary greatly in size, wealth, and technical capability. Some have comprehensive long-term facility management, maintenance, and development plans. Some have none. The successful implementation of improved earthquake safety should be part of a comprehensive approach to building safety and multi-hazard mitigation. Failure to address earthquake risk leaves the office building owner exposed to potential losses, disruption, and liability for deaths and injuries. While purchasing insurance may protect owners from financial losses and liability, it still leaves them susceptible to disruption as well as deaths and injuries. Only building rehabilitation can reduce losses, deaths, and injuries, as well as control liability and disruption. However, single-stage seismic rehabilitation can be expensive and disruptive. Incremental seismic rehabilitation can reduce that cost and disruption. Considering Incremental Seismic Rehabilitation The incremental rehabilitation approach to seismic risk mitigation focuses on improvements that will decrease the vulnerability of office buildings to earthquakes at the most appropriate and convenient times in the life cycle of those buildings. The approach clarifies, as specifically as possible, what is the most affordable, least disruptive, and most effective way to reduce seismic risk in your buildings. Prior to initiating a program of incremental seismic rehabilitation, an owner must first address the following three questions: Are your office buildings located in a seismic zone? Are these buildings vulnerable to earthquakes? What can you do to reduce earthquake risk in existing vulnerable buildings? This manual will help you find the right answers. How to Use This Manual Critical Decisions: Office building owner senior executives, board members, and similar policy makers should read Part A. Section A.1 provides a general understanding of the earthquake hazards faced by an office building owner. Section A.2 provides an overview of how the seismic vulnerability of office buildings and resultant losses can be estimated. Section A.3 provides an overview of the actions an owner can take to reduce earthquake risk, including incremental seismic rehabilitation. Section A.4 details how to implement the concept of incremental seismic rehabilitation, including the additional benefits of integrating incremental seismic rehabilitation with other maintenance and capital improvement projects. By understanding these four sections, the office building ownerÕs top management can establish a policy of seismic risk reduction and initiate a more specific, objective, and cost-effective program of incremental seismic rehabilitation by its technical staff. Program Development: Those responsible for the office building ownerÕs facility, risk, and financial management should read Parts A and B, paying particular attention to Part B. Sections B.1 through B.3 provide detailed guidance on how the initiation of a program of incremental seismic rehabilitation can fit into the ongoing facility management process used by the owner organization and its office buildings, and indicate specific activities you can undertake. A separate Appendix I, Additional Information on Office Building Facility Management, is provided at the end of this manual for those seeking more information on facility management. It contains a discussion of specific phases of the facility management process and activities for office building owners seeking further detail. Project Implementation: Owner organization and office building facility managers should read Part C in addition to Parts A and B. Section C.1 provides guidance on using the consulting services of architects and engineers in implementing a program of incremental seismic rehabilitation. Section C.2 discusses specific opportunities for combining increments of seismic rehabilitation with other maintenance and capital improvement projects. A separate Appendix II, Integration Opportunities for Incremental Seismic Rehabilitation for Small Organizations and Individual Owners, is provided at the end of this manual for owners with limited professional facility management. It contains a simplified presentation of specific opportunities that can be identified on the basis of a quick evaluation by a design professional. A companion manual for design professionals has been developed to provide technical guidance for the detailed design of specific rehabilitation projects. Part A: Critical Decisions for Earthquake Safety in Office Buildings A.1 Is There an Earthquake Hazard for Your Office Buildings? Earthquakes are one of the most serious natural hazards to which office building owners may be exposed. Although owners face a variety of risks to their investment and to tenant safety and operations that may appear more immediate, the consequences of earthquakes can be catastrophic. Therefore, despite the fact that earthquake occurrences are rare, earthquake safety should be given full consideration in design and investment for risk management and safety. The first step to understanding earthquake risk: RISK = HAZARD x VULNERABILITY is to learn the likelihood and severity of an earthquake affecting your buildings. The Earthquake Hazard: Where, When, and How Big The surface of the earth consists of solid masses, called tectonic plates, that float on a liquid core. The areas where separate plates meet each other are called faults. Most earthquakes result from the movement of tectonic plates, and seismic hazard is strongly correlated to known faults. A map of zones of seismic hazard for the United States, based on maps provided by the U.S. In Brief Geographic location is the most significant factor of seismic hazard. Soil conditions at a particular site also influence the seismic hazard. Geological Survey (USGS), shows three zones from the lowest, green, to the highest, red. The white areas have negligible seismic hazard. The USGS earthquake hazard map is based on a complex assessment of expected seismic activity associated with recognized faults. The scientific understanding of earthquakes continues to improve and has resulted in increased estimates of seismic hazard in various parts of the country over the last decade. Office building owners and managers responsible for the safety of tenants, visitors, and staff need to know whether to be concerned about earthquakes. Some guidelines for determining earthquake risk in your location are: If your office building is located in a red zone on the map Earthquakes are one of the most significant risks facing your facilities. Take immediate action to undertake comprehensive vulnerability assessment. Professional structural engineers should perform this assessment. Identify and either replace or rehabilitate vulnerable existing buildings as soon as possible. If your office building is located in a yellow zone The probability of severe earthquake occurrence is sufficiently high to demand systematic investigation of your buildings. Assign responsibility for investigation to the risk managers and facility managers within the organization. If they are not available, seek professional engineering assistance from outside. Identify vulnerable buildings and schedule them for replacement, rehabilitation, or change of use. Also consider mitigation of nonstructural hazards, such as securing equipment and suspended lighting that could injure building occupants in an earthquake. If your office building is located in a green zone Consider low-cost mitigation strategies that protect building occupants and the ownerÕs investment in facilities and systems, even though the probability of an earthquake is low. Beyond this broad seismic zone designation, expected earthquake ground motion at a particular location is further influenced by local geology and soil conditions. Geotechnical engineering studies should be done to understand fully the earthquake hazard at a particular site in red and yellow zones. A.2 Are Your Office Buildings Safe? The second step to understanding earthquake risk: RISK = HAZARD x VULNERABILITY is to learn the expected damage and losses that could result from an earthquake. What Happens to Office Buildings in Earthquakes Earthquake fault rupture causes ground motion over a wide area. This ground motion acts as a powerful force on buildings. Buildings are principally designed to resist the force of gravity, but resistance to earthquake forces requires specialized earthquake engineering. Horizontal earthquake forces cause rapid movement of the foundation and displacement of upper levels of the structure. When inadequately designed to resist or accommodate these earthquake forces, structures fail, leading to serious structural damage and, in the worst case, total building collapse. In addition to ground motion, buildings may suffer earthquake damage from the following effects: Fault rupture under or near the building, often occurring in buildings located close to faults. Earthquake-induced landslides near the building. Reduction of the soil bearing capacity under or near the building. Earthquake-induced waves in bodies of water near the building (tsunami, on the ocean and seismic seiche on lakes). In Brief Seismic vulnerability depends on structural type, age, condition, contents, and use of office buildings. Hazard exposure and building vulnerability may result in substantial death, injury, building and content damage, and serious disruption of building use and loss of rentals and leases. Building Age and Earthquake Vulnerability The first earthquake design legislation was enacted in 1933 for schools in California (the Field Act). Since that time, awareness of earthquake risk has expanded across the country, and building codes have been improved because of research and experience. Since the early 1990s, most new office buildings in the United States have been constructed in accordance with modern codes and meet societal standards for safety. However, older buildings should be reexamined in light of current knowledge. Some seismically active parts of the country (the Midwest) have only recently adopted appropriate seismic design standards, and in other parts of the country (the Northwest) estimates of seismic risk have been revised upward. The serious problem resides in existing vulnerable office buildings constructed without seismic requirements or designed to obsolete standards. The building code is not retroactive; there is no automatic requirement to bring existing buildings up to current standards. Safety in existing buildings is the responsibility of the owner/operator. That means you! Estimating Building Vulnerability It is possible to estimate roughly the vulnerability of an ownerÕs portfolio of buildings and to identify problem buildings with a technique called "rapid visual screening." An office building owner can produce generalized estimates of expected damage in the initial seismic risk assessment of its buildings. Engineers have defined levels of the damage that can be expected in particular types of buildings due to varying intensities of earthquake motion. These levels of damage range from minor damage, such as cracks in walls, to total building collapse. In addition to building type, expected damage is also a function of building age and the state of maintenance. Office buildings suffering from deferred maintenance will experience greater damage than well-maintained buildings will. For example, failure to maintain masonry parapets significantly increases the possibility of life-threatening failure in even a moderate earthquake. After initial rapid screening, specific seismic risk assessment for individual office buildings requires detailed engineering analysis. Other Earthquake Losses While a serious concern in its own right, building failure is the direct cause of even more important earthquake losses: Death and injury of tenants, visitors, and staff Destruction of contents and equipment belonging to tenants and owner Disruption of occupancy and rentals The expected extent of these losses can also be estimated based on hazard and vulnerability assessments. A.3 What Can Be Done to Reduce Earthquake Riskin Existing Vulnerable Office Buildings? Failure to address earthquake risk leaves the officebuilding owner exposed to potential losses, disruption,and liability for deaths and injuries. While purchasing insurance may protect owners from financial losses andliability, it still leaves them exposed to disruption as well as deaths and injuries.Only building rehabilitation can reduce losses, deaths, and injuries andcontrol liability and disruption. The implementation of seismic risk reduction through building rehabilitationwill primarily involve the facility manager. However, to be effective it willrequire coordination among the facility managers, risk managers, and financialmanagers. This is further discussed in Part B (for Facility Managers, RiskManagers, and Financial Managers). In addition, it is the responsibility of theoffice building ownerÕs top administrators to make sure that hazards are assessedand risk reduction measures implemented. Options for Seismic Risk Reduction The most important consideration for earthquake safety in office buildings isto reduce the risk of catastrophic structural collapse. Most likely in existingvulnerable buildings, structural collapse poses the greatest threat to life in amajor earthquake. Choosing the method of protection from structural collapsein a deficient building requires two criticaldecisions: Replace or Rehabilitate: If you decide toreplace a building, new construction iscarried out according to modern codesand can be assumed to meet current safetystandards. However, financial constraints,historic preservation concerns, and othercommunity interests may make the replacementoption infeasible. In that case, rehabilitation should beconsidered. Single-Stage Rehabilitation2 or Incremental Rehabilitation: Ifthe rehabilitation option is chosen, there are still issues of cost anddisruption associated with the rehabilitation work. The cost of singlestageseismic rehabilitation has proved to be a serious impedimentto its implementation by many office building owners. Incrementalseismic rehabilitation is specifically designed to address and reducethe problems of cost and disruption. Estimating the Costs and Benefits of Seismic Rehabilitation ofExisting Office BuildingsThe direct and indirect costs of seismic rehabilitation of a building are: Engineering and design services Construction Disruption of building occupancy and rentals during construction The benefits of seismic rehabilitation of a building are: Reduced risk of death and injury of tenants, visitors, and staff Reduced building damage Reduced damage of tenantsÕ or ownersÕ contents and equipment Reduced disruption of the delivery of occupancy and rental services Engineers have developed estimates of the reduction of earthquake damage that can be achieved with seismic rehabilitation following the Federal Emergency Management AgencyÕs (FEMAÕs) current rehabilitation standards. This type of estimate, however, may significantly undervalue the benefit of seismic rehabilitation. In considering the return on seismic rehabilitation investments, it is appropriate to consider the value of damages avoided as well as the difficult-to-quantify values of deaths, injuries, and disruption of occupancy and rental functions avoided. The primary obstacles to single-stage rehabilitation of vulnerable existing office buildings are the cost of rehabilitation construction work and related disruption of office rentals. Incremental seismic rehabilitation offers opportunities to better manage the costs and reduce disruption of rehabilitation. The following section introduces and explains incremental seismic rehabilitation in more detail. In Brief Whereas single-stage seismic rehabilitation of an existing office building represents a significant cost, rehabilitation actions can be divided into increments and integrated into normal maintenance and capital improvement projects. The implementation of incremental seismic rehabilitation requires assessing the buildings, establishing rehabilitation priorities, and planning integration with other projects. A.4 Incremental Seismic Rehabilitation of Existing Office Buildings Approach Incremental rehabilitation phases seismic rehabilitation into an ordered series of discrete actions implemented over a period of several years, and whenever feasible, these actions are timed to coincide with regularly scheduled repairs, maintenance, or capital improvements. Such an approach, if carefully planned, engineered, and implemented, will ultimately achieve the full damage reduction benefits of a more costly and disruptive single-stage rehabilitation. In fact, for office buildings, a key distinction between the incremental and single-stage rehabilitation approaches is that the incremental approach can effectively eliminate or drastically reduce disruption costs if the incremental approach can be organized so that most rehabilitation increments occur during the period of tenant turnover, or are carefully coordinated with tenant work. Incremental seismic rehabilitation can be initiated in the near-term as a component of planned maintenance and capital improvement with only marginal added cost. Getting started as soon as possible on a program of earthquake safety demonstrates recognition of responsibility for office building safety and can provide protection from liability. Assessment of Deficiencies A necessary activity that must precede a seismic rehabilitation program, be it single-stage or incremental, is an assessment of the seismic vulnerability of the ownerÕs building inventory. Facility managers can implement such an assessment using owner staff or outside engineering consultants as appropriate. The assessment should rank the building inventory in terms of seismic vulnerability and identify specific deficiencies. FEMA publishes a number of documents that can guide you through the assessment process. Portions of the assessment activities can be integrated with other ongoing facility management activities such as periodic building inspections. Facility assessments in more detail in Part B. Rehabilitation Strategy The incremental seismic rehabilitation program will correct the deficiencies identified by the assessment. The order in which seismic rehabilitation increments are undertaken can be important to their ultimate effectiveness. There are three aspects to prioritizing seismic rehabilitation increments: Structural Priority: An initial prioritization of seismic rehabilitation increments should be established primarily in terms of their respective impact on the overall earthquake resistance of the structure. Facility managers will begin with these priorities when determining the order of seismic rehabilitation increments to be undertaken. However, the final order of increments may deviate from this priority order depending on other planning parameters. Additional engineering analysis may be required for certain building types when deviating from the structural priority order. This subject is discussed in more detail in Part B, Section B.2, and Part C. Use Priority: Office building owners should consider planning alternative future uses of their existing buildings. Some vulnerable buildings may be scheduled for demolition or converted to other uses (for example, storage). Others may be scheduled for expansion and intensification of use. These considerations, among others, will influence the prioritization of seismic rehabilitation increments. Integration: A major advantage of the incremental seismic rehabilitation approach is that specific work items can be integrated with other building maintenance or capital improvement projects undertaken routinely. Such integration will reduce the cost of the seismic rehabilitation action by sharing engineering costs, design costs, and some aspects of construction costs. Integration opportunities are a key consideration in adapting the sequence of actions suggested by the foregoing discussions of rehabilitation priorities. Integration opportunities are discussed in more detail in Part C, Section C.2. Incremental Seismic Rehabilitation Plan An essential feature of implementing incremental seismic rehabilitation in specific office buildings is the development and documentation of a seismic rehabilitation plan. The seismic rehabilitation plan will include all the anticipated rehabilitation increments and their prioritization as previously discussed. The documentation will guide the implementation of the incremental seismic rehabilitation program and should ensure that the office building owner does not lose sight of overall rehabilitation goals during implementation of individual increments. Recommended Actions 1. Communicate the importance of assessing your building inventoryÕs risks and pass this manual on to the staff members responsible for facility management, risk management, and financial planning. Specify that they develop an analysis of the current seismic risk of your buildings and a strategy for risk reduction. 2. Promptly initiate a program of earthquake risk reduction in your buildings located in an earthquake-prone zone that were not designed and constructed to meet modern building codes. 3. Consider incremental seismic rehabilitation as a cost-effective means to protect the buildings and, most importantly, the safety of tenants, visitors, and staff, because it is a technically and financially manageable strategy that minimizes disruption of office building operations. Part B: Planning and Managing the Process for Risk Reduction in Existing Office Buildings For Facility Managers, Risk Managers, & Financial Managers Introduction Part B of this manual is written specifically for an office building ownerÕs facility managers, risk managers, and financial managers concerned with the seismic safety of their buildings. The organizationÕs senior management may have requested you, the manager, to make a recommendation to address seismic safety in office buildings or may have made the decision to address it, or there may already be a seismic safety program in place. Part B describes when and how specific activities that will accomplish the goal of seismic risk reduction can be introduced into an ongoing office facility management process, regardless of how simple or sophisticated that process is. Part B also provides the framework and outline that can be used by the facility managers, risk managers, and financial managers in developing and communicating their recommendations to senior management. An incremental seismic rehabilitation program is one of several seismic risk reduction strategies that can be implemented in office buildings. It can be implemented separately or in combination with other seismic risk reduction actions. If you determine that such a program is appropriate for your organization, the planning and implementation of incremental seismic rehabilitation should be integrated into the facility management processes and integrated with other seismic risk reduction actions that will complement it or support it. B.1 Integrating the Efforts of Facility Management, Risk Management, and Financial Management Preparing an analysis of an office building ownerÕs earthquake risk reduction needs, and planning and managing such a process, benefits from an integrated effort by the organizationÕs facility managers, risk managers, and financial managers, or by the administrators charged with those respective responsibilities. Such an integrated effort may be a departure from current practices, but collaboration is the key to improving safety cost-effectively and with a minimum of disruption. Facility managers currently carry out their planning activities by considering the parameters of rental markets, area demographics, and the physical condition and projected useful life of the existing office buildings. Often they consider pressing social issues such as physical security and accessibility. Some of these issues become federal or local government mandates, such as asbestos and lead abatement, energy conservation, or accessibility compliance. Sometimes facility managers consider the risks to office buildings from natural disasters such as earthquakes or windstorms. Risk managers, relatively recent additions to many office ownersÕ organizations, carry out their planning activities by considering three aspects: risk identification, risk reduction, and risk transfer. The latter generally involves the purchase of insurance. Currently, office building owner risks are classified into two broad areas: employee risk, and facility and environmental risk. Rarely do risk managers consider the risks to office buildings and their occupants from natural disasters. Rather, they tend to assume that risks from natural disasters are addressed by building codes and similar regulations. Financial managers currently deal with facilities by controlling and managing maintenance budgets, capital improvement budgets, and insurance budgets. The facility managers and risk managers present the demands on these budgets to the financial managers, but rarely are the potential tradeoffs among these budgets considered. The costs and benefits of various options of facility risk management are rarely explicitly addressed. Addressing the problem of earthquake risk reduction requires establishing active communication among the three management functions and coordinating activities into an integrated planning and management effort. Facility and risk managers will have to consider facility risk, and financial managers will have to consider the costs and benefits of various options for managing facility risk. Specific recommendations on implementing such an effort are provided in the following sections. B.2 Integrating Incremental Seismic Rehabilitatio ninto the Facility Management Process B.2.1 A Model of the Facility Management Process for Existin gOffice Buildings The typical facility management process for existing office buildings consists of seven phases of activities: Acquisition, Redevelopment, Current Building Use, Planning, Maintenance & Rehabilitation Budgeting, Maintenance& Rehabilitation Funding, and Maintenance & Rehabilitation Implementation. Each phase consists of a distinct set of activities as follows: Acquisition: due diligence Redevelopment: capital improvement Current Use: facility occupancy, facility operation, facility maintenance, and facility assessment Planning: strategic planning and facility planning Budgeting: capital budgeting, maintenance budgeting, and insurance budgeting Funding: financing of capital, maintenance, and insurance budgets Implementation: capital improvement and maintenance This process is sequential, progressing from acquisition through implementation of rehabilitation in any given building. An owner who has a large inventory of buildings is likely to have ongoing activities in all of these phases in different buildings. The process is illustrated in the following diagram. Appendix I to this manual, Additional Information on Office Building Facility Management, contains a discussion of the specific phases and the activities therein for owners seeking further detail on the facility management process. This is a generalized model subject to local variation. B.2.2 Elements of an Incremental Seismic Rehabilitation Program The following activities are considered essential elements of an incremental seismic rehabilitation program for office buildings: 1. Due Diligence Analysis 2. Initial Integration Opportunities 3. Seismic Screening 4. Seismic Evaluation 5. Developing a Risk Reduction Policy 6. Seismic Rehabilitation Planning for Specific Buildings 7. Staging Seismic Rehabilitation Increments 8. Coordination With Tenant Work 9. Budget Packaging 10. Bond Packaging 11. Seismic Rehabilitation Project Management B.2.2.1 Due Diligence Analysis In regions of high and moderate seismicity, due diligence should include a probabilistic analysis of potential earthquake risks. Such an analysis considers damage from earthquakes of all levels of intensity, and will provide information on seismic vulnerabilities in the building. If the building is acquired, the due diligence analysis will provide information for the initiation of a full seismic assessment. Probabilistic analysis, because of its detail and scope, will be more expensive than more simplistic Probable Maximum Loss (PML) analysis. B.2.2.2 Initial Integration Opportunities Even if seismic rehabilitation is not among the capital improvements being undertaken in the redevelopment phase, and even though seismic screening and evaluation may not have taken place prior to the determination of redevelopment phase capital improvements, there may be some seismic rehabilitation increments that can be identified with minimal evaluation and analysis (for example, parapet and gable bracing or anchoring of mechanical equipment). Depending on the nature of these increments, it may be possible to integrate them with specific capital improvements being undertaken in this phase. Part C, Section C.2 should be used to identify such integration opportunities. B.2.2.3 Seismic Screening Following building acquisition and initial redevelopment, seismic screening of the ownerÕs office building inventory is the first step of the incremental seismic rehabilitation process. Seismic screening procedures can be incorporated into other facility assessment activities. Begin with a determination of the status of the archival records. If building plans are available, a document review for the determination of building structure types is the first step in seismic screening. The following chart can be used to obtain an overall view of seismic concerns based on the seismic hazard map in Part A. The Federal Emergency Management Agency (FEMA) has developed FEMA 154, Rapid Visual Screening of Buildings for Potential Seismic Hazards: A Handbook, Second Edition as guidance for seismic screening of an inventory of buildings. It describes a technique for identifying the relatively more vulnerable buildings in a large inventory so that they can be addressed in more detail. The FEMA 154 publication is nationally applicable and addresses all building types. In some cases, the screening will suggest specific seismic rehabilitation opportunities that do not require additional engineering and risk analyses. The incorporation of seismic screening into ongoing facility assessment activities requires assigning the screening to the appropriate inspectors. If inspections are periodically carried out in the ownerÕs office buildings for other purposes, such as life safety, insurance, occupational health and safety, or hazardous materials identification, it may be possible to assign the seismic screening to the same inspectors with some additional training. Alternatively, the seismic screening can be assigned to a consulting architect or engineer. B.2.2.4 Seismic Evaluation Seismic evaluation is an engineering analysis of individual office buildings. It usually follows the seismic screening, when the buildings identified as relatively more vulnerable are subjected to a more detailed analysis. However, in some cases, such as when the ownerÕs building inventory is small, seismic evaluation of individual buildings may be the first step of the incremental seismic rehabilitation process. Guidance for seismic evaluation of buildings is contained in standard ASCE 31, Seismic Evaluation of Existing Buildings, which is based on FEMA 310, Handbook for the Seismic Evaluation of Existing Buildings - A Prestandard. The standard provides engineering guidance on how to evaluate categories of buildings in order to identify deficiencies and determine effective rehabilitation measures. ASCE 31 can be obtained from the American Society of Civil Engineers at 1- 800-548-2723. Seismic evaluation can be done by the ownerÕs professional staff or by a consulting engineer. B.2.2.5 Developing a Risk Reduction Policy Convince the board of directors to adopt a clear policy statement supporting seismic risk reduction. Such a policy should, at a minimum, establish seismic performance objectives for the ownerÕs office buildings. Seismic performance objectives define the target performance of a building following an earthquake of a specified intensity. The policy and objectives should be developed and documented as part of the seismic rehabilitation planning process. B.2.2.6 Seismic Rehabilitation Planning for Specific Buildings FEMA has developed engineering guidance to plan seismic rehabilitation for specific buildings, including FEMA 356, Prestandard and Commentary for the Seismic Rehabilitation of Buildings, which includes specific techniques for analyzing and designing effective seismic rehabilitation. The planning task entails four specific facility planning subtasks: 1. Establish seismic target performance levels: With cooperation between central management and local facility management, establish the performance level desired in each of the ownerÕs office buildings following an earthquake. Performance levels used in FEMA 356 are, in declining level of protection: Operational Immediate Occupancy Life Safety Collapse Prevention This is an expansion of the two performance levelsÑimmediate occupancy and life safetyÑincluded in ASCE 31, Seismic Evaluation of Existing Buildings. The figures adapted from FEMA 356 on this and the following page demonstrate the use of these performance levels. Reasonable objectives and expectations should be considered for moderate, severe, and rare great earthquakes. 2. Prioritize rehabilitation opportunities: Carry out additional engineering and risk analysis in order to prioritize the seismic rehabilitation opportunities identified in the seismic evaluation in terms of risk reduction. ASCE 31 and FEMA 356 include lists of seismic rehabilitation measures as a function of common building types. Priorities for these measures are established in terms of respective contribution to the overall earthquake resistance of the structure. Apply a "worst first" approach. Attend to heavily used sections of the most vulnerable buildings housing the greatest number of occupants, as well as to areas housing critical functions and equipment. For example, higher priorities may be given to rehabilitation of areas of higher human occupancy, such as auditoriums and restaurants; to areas thvat facilitate the evacuation of the building in an earthquake, such as lobbies, corridors, stairs, and exits; and to areas where important information and equipment are housed. 3. Define increments: Break down the specific seismic rehabilitation opportunities into discrete incremental rehabilitation measures that make sense in engineering and construction terms. When establishing increments, consider scheduling to minimize disruption to normal office building operations. Increments that can be accomplished during tenant turnover seem to make the most sense. 4. Integrate with other rehabilitation work: Link each incremental rehabilitation measure with other related facility maintenance or capital improvement work. The related work classifications may differ from one building owner to another, but they will fall into the following generic categories: Building envelope improvements Interior space reconfiguration Life safety and accessibility improvements Refinishing and hazardous materials removal Building systems additions, replacements, and repairs Additions to existing buildings Tenant work Opportunities for project integration are listed in Part C, Section 2 of this manual. Some examples of the opportunities you can use to link projects are: when accessing concealed areas, when removing finishes and exposing structural elements, when performing work in a common location, when sharing scaffolding and construction equipment, and when sharing contractors and work force. See recommended activity B.2.2.8 Coordination With Tenant Work for further discussion. The four subtasks described above form an iterative process. The definition and related cost estimation of increments, as well as the integration with other maintenance and capital improvement projects (subtasks 3 and 4), may lead to a revision of target performance levels (subtask 1) or to specific analysis carried out as part of subtask 2. B.2.2.7 Staging Seismic Rehabilitation Increments Determine the number and scope of incremental stages that will be undertaken and the length of time over which the entire rehabilitation strategy will be implemented. Estimates of seismic damage can be quantified in terms of percentage of building value damaged. Annual seismic damage is calculated as the probable damage that can result in any year from all possible earthquakes. The benefits of seismic rehabilitation are quantified as the reduction in annual seismic damage resulting from specific rehabilitation actions (also quantified in terms of percentage of building value). A generalized life- cycle benefit analysis shows that incremental approaches can return a substantial portion of the expected benefits of single-stage seismic rehabilitation carried out now. The schematic diagram below illustrates such a life-cycle benefit analysis. The three wide arrows represent the benefits of single-stage rehabilitation occurring at three points in time: now, in 20 years, and in 40 years. Clearly, the largest benefit derives from a single-stage rehabilitation done now, and it is designated as 100%. The benefits of single-stage rehabilitation done in the future must be discounted and expressed as some percentage lower than 100%, as represented by the decreased arrows. The stepped portion of the diagram represents incremental rehabilitation starting soon and completed in four increments over 20 years. The benefits of the future increments must also be discounted, and the benefit of the completed incremental rehabilitation is therefore expressed as a percentage lower than 100%, but higher than the single-stage rehabilitation in year 20. Reducing the overall duration of the incremental rehabilitation will increase its benefit, and extending the duration will decrease it. Incremental seismic rehabilitation affords great flexibility in the sequence and timing of actions when the following precautions are kept in mind: It is important to get started as soon as possible. Any early reduction of risk will provide benefit over the remaining life of the building. Delaying action extends risk exposure. The incremental approach can be more effective than a delayed, single-stage rehabilitation, as long as one gets started soon. Even if the completion of the incremental program takes 10 or 20 years, most of the risk reduction benefit is realized. There is a wide margin of error. For example, you may unintentionally increase the probability of damage in the first few years due to an initial rehabilitation increment that inadvertently makes the building more vulnerable to damage, and still realize the benefit of risk reduction if you complete the incremental rehabilitation over a reasonable period. B.2.2.8 Coordination With Tenant Work Tenant work is usually planned, funded, and implemented independently of owner work. However, in the case of large tenants with long-term leases, it may be possible for the ownerÕs facility manager to coordinate the planning and the identification of integration opportunities for seismic rehabilitation increments with the tenants. Various arrangements may be possible, such as the owner coordinating owner-implemented seismic rehabilitation with tenant work within tenant spaces, or the tenant implementing owner-planned seismic rehabilitation work within tenant spaces. B.2.2.9 Budget Packaging The facility, risk, and financial managers should carefully plan how to present the incremental seismic rehabilitation budgets to maximize the probability of their being approved, given the financial realities of the owner organization. The facility capital improvements and maintenance budget proposals, generated both locally at the building and centrally at owner headquarters, are results of the facility planning process. The budget, however, is also a vehicle for establishing funding priorities through a board decision, a bond issue, or other process. It is unlikely for most office building owners in the United States to be able to raise funds for a comprehensive seismic rehabilitation program of all their buildings. While the incremental rehabilitation approach appears to be a viable alternative, in some organizations it may be necessary to "package" incremental seismic rehabilitation with other work in order to get it funded. In regions of moderate seismicity and low seismic awareness (parts of New York and New England, for example), it may be useful to concentrate on rehabilitation measures that also reduce the risk of loss due to other natural or man-made forces, such as high winds or terrorist attack. Such a multi-hazard approach will help justify mitigation investments. For those parts of the country where the understanding of earthquake risk is limited, it may be necessary and appropriate to combine seismic rehabilitation costs with normal maintenance budgets. B.2.2.10 Bond Packaging Since a bond issue is one of the four financing mechanisms for seismic rehabilitation (in addition to revenue, equity, and commercial credit), you must ensure that bond-financed incremental seismic rehabilitation does not include categories of work precluded by law or regulation. Experience with bond-financed incremental seismic rehabilitation has been limited to school districts, and the most extensive is that of the Seattle Public Schools program. SeattleÕs experience may be of interest to some office building owners. Seattle Public Schools used two types of bonds to fund its program. Capital Levy Bonds were used to fund projects with smaller seismic rehabilitation increments categorized as repair and major maintenance. Capital Improvement Bonds were used to fund major projects categorized as modernization of hazardous buildings. This distinction was necessary because of Washington state law. Similar distinctions may be required in other parts of the country. B.2.2.11 Seismic Rehabilitation Project Management The implementation of the selected incremental seismic rehabilitation measures in combination with other building work may require added attention to project design and bid packaging. Fully brief or train in-house architects/engineers or outside consultants preparing the bid documents on the rationale behind the rehabilitation measures, in order to ensure that the seismic risk reduction objectives are achieved. Ensure the continuity of building documentation from the analysis and design stages through construction and as-built drawings. Conduct a pre-bid conference to explain to all prospective bidders the seismic risk reduction objectives and the rationale for their selection. In cases where seismic rehabilitation increments are to be implemented within tenant spaces, whether or not they are integrated with other items of tenant work, the tenant work and owner work should be well coordinated. Federal and state mandates and programs represent opportunities for seismic rehabilitation. Externally, federal and state programs may establish requirements affecting the implementation phase that have implications for office buildings (e.g., Americans with Disabilities Act [ADA] and Occupational Safety and Health Administration [OSHA] requirements). B.2.3 Integration into the Office Facility Management Process The following diagram illustrates the integration of the 11 elements discussed in the preceding sections (B.2.2.1 through B.2.2.11) into the office facility management process. The elements are shown in the phase of the management process in which they are most likely to be implemented. B.3 Opportunities for Seismic Risk Reduction in Support of Integrating Incremental Seismic Rehabilitation into the Facility Management Process The following ten opportunities for seismic risk reduction support the integration of an incremental seismic rehabilitation program: 1. Responding to Occupant Concerns 2. Emergency Management/Response Planning 3. Emergency Management/Mitigation Planning 4. Developing a Risk Reduction Policy 5. Incorporating Federal and State Mandates and Programs 6. Coordinating with Risk and Insurance Managers 7. Coordinating with Lenders 8. Becoming Familiar with Applicable Codes 9. Establishing and Maintaining a Roster of Design Professionals 10. Negotiating Code Enforcement These opportunities are created by internal and external factors that typically influence the office facility management process. Internal factors are generated within the ownerÕs organization. External factors are imposed on organizations by outside pressures, such as the government, insurance regulations and practices, or the financial climate. The following factors may influence each respective phase: Acquisition: external market conditions, lenders and insurers, and internal risk management Redevelopment: external market conditions, lenders and insurers, and internal marketing and architectural policies Current Use: external federal and state programs, and internal occupant concerns Planning: internal board policies, and external insurance carriers and brokers, and government mandates Budgeting: external government fiscal regulations and lender requirements, and internal budgetary constraints and risk management Funding: external economic conditions and bond financing regulations Implementation: external federal and state mandates and programs, codes and code enforcement Appendix I to this manual, Additional Information on Office Building Facility Management, contains a discussion of the specific phases and the related internal and external influences for those seeking more information on the facility management process. The following diagram illustrates the integration of these opportunities into the office facility management process. The opportunities are shown in the phase of the management process in which they are most likely to be implemented. Each opportunity is discussed in detail in the following sections (B.3.1 through B.3.10). B.3.1 Responding to Occupant Concerns Track all tenant and staff concerns that relate to earthquake vulnerability, and make sure they are understood and considered in the planning phase. Be alert to occupant concerns, especially as they affect leasing. They can be a source of considerable influence on risk managers as well as a potentially significant pressure on the facility management process. Occupant concerns may become the vehicle for channeling internal pressures of all kinds, including policies adopted by the Board, into capital improvements and maintenance actions. B.3.2 Emergency Management/Response Planning Establish a liaison with emergency management agencies and volunteer agencies, such as the Red Cross. Become familiar with the role of the ownerÕs office buildings in the local emergency response plans, especially if governmental entities are among the tenants. If it is a significant role, become active in the emergency planning process. Define the role in specific detail, assigning specific functions to specific facilities. The role of specific office buildings in the local emergency response plans should affect seismic performance objectives and the priority of specific seismic rehabilitation measures. Therefore, there should be full coordination between the ownerÕs emergency planning and facility planning functions. B.3.3 Emergency Management/Mitigation Planning Establish a liaison with emergency management mitigation planners at the state and local levels. Endeavor to incorporate the office building earthquake mitigation into the stateÕs mitigation plan, and to recognize the ownerÕs incremental seismic rehabilitation measures as elements of the mitigation plan. Federal resources and funds are available to small business owners following a presidentially declared disaster for the support of disaster recovery and mitigation planning activities in the form of Small Business Administration (SBA) loans. Office building owners who qualify should make every effort to obtain these resources. B.3.4 Developing a Risk Reduction Policy Convince the board of directors to adopt a clear policy statement supporting seismic risk reduction. Such a policy should, at a minimum, establish seismic performance objectives for the ownerÕs buildings. Seismic performance objectives define the target performance of a building following an earthquake of a specified intensity. The policy and objectives should be developed and documented as part of the seismic rehabilitation planning process. B.3.5 Incorporating Federal and State Mandates and Programs Become familiar with the seismic rehabilitation requirements imposed on office buildings by federal and state programs, currently or under discussion for the future, and take them into account in planning activities. B.3.6 Coordinating with Risk and Insurance Managers Establish coordination between the facility management and risk management functions in the office building ownerÕs organization. The ownerÕs risk and insurance management may have a direct or indirect role in the planning and budgeting phases of the facility management process with regard to decisions related to insurance as well as other budget categories. In areas of seismic risk, the risk of building loss or damage, the risk of occupant death or injury, and the risk of the ownerÕs liability must all be assessed. The ownerÕs risk manager should be fully informed on the individual building or project approaches to seismic risk reduction and should be a participant in the planning process. Insurance carriers are more than willing, when asked, to provide building owners with Loss Control and Prevention Reports that include recommendations for loss prevention. If seismic risk is covered by the ownerÕs insurance carrier, it may be possible to negotiate a rate reduction, deductible reduction, or increased maximum benefit. On the other hand, the insurer may require some seismic rehabilitation as a condition of coverage. Currently there are no seismic rehabilitation mandates or implications in any federal or state programs related to existing commercial buildings with the exception of California. Formal risk management is a relatively recent addition to the management structure of many office building owners, and for large owners with nationwide portfolios, it is usually placed at central headquarters. Facility management is a local function that takes place at a particular building, or regionally, for a group of buildings. In this case, there is a need to establish effective communication lines between central organization staff and local facility managers. Risk managers may develop checklists, questionnaires, or other planning tools to be used by facility managers in planning for seismic risk reduction. B.3.7 Coordinating with Lenders Become familiar with the requirements likely to be imposed by lenders on your capital improvement program. Some lenders may waive or reduce their requirement for seismic insurance if certain seismic improvements are included in your program. B.3.8 Becoming Familiar with Applicable Codes Become familiar with the seismic rehabilitation requirements imposed in your building inventoryÕs jurisdictions by building codes or other codes and ordinances, currently or under discussion for the future such as rehabilitation codes, and take them into account in planning activities. B.3.9 Establishing and Maintaining a Roster of Design Professionals Develop and maintain a roster of architects, engineers, and other consultants with expertise in the fields of seismic assessment of buildings, seismic design, and risk analysis to quickly make use of their specialized expertise when needed. Such qualified professionals can be identified with the assistance of professional societies, such as the American Society of Civil Engineers, the American Institute of Architects, or the Earthquake Engineering Research Institute. B.3.10 Negotiating Code Enforcement Discuss the ownerÕs planned incremental seismic rehabilitation actions with the applicable code enforcement authorities. Building codes impose requirements on the implementation phase in cases of repair, alteration, or addition to existing buildings. These requirements may be enforced by a state or local agency. Such requirements can add costs to a project and jeopardize feasibility if not taken into account. Although additions must comply with building code seismic requirements, few codes mandate seismic rehabilitation in repair and alteration projects. Incremental seismic rehabilitation is consistent with most building code requirements applicable to existing buildings. If applicable, negotiate with code enforcement authorities an optimization of life safety and risk reduction when undertaking seismic rehabilitation. Some code enforcement agencies negotiate required life safety and other improvements with owners of existing buildings who undertake voluntary building rehabilitation. Such negotiations attempt to strike a compromise between safety, feasibility, and affordability. B.4 Preparing a Plan for the CEO and the Board This section provides guidance to office facility managers, risk managers, and financial managers when preparing a proposal for a seismic safety program in response to top managementÕs request. B.4.1 Getting Started The ownerÕs facility, risk, and financial managers should prepare a proposal for a seismic risk reduction program. This proposal should be based on an analysis of each of the elements of an incremental seismic rehabilitation program (B.2.2) and opportunities for seismic risk reduction (B.3) as discussed above, and additional components (B.5) discussed below. The proposal should include the following elements: A discussion of each recommendation in Part B from the perspective of the ownerÕs current facility management, risk management, and financial management practices. This may take the form of a comprehensive rewriting of Part B. A specific plan and recommendation for initiating the first two steps following building acquisition and redevelopment, Seismic Screening and Seismic Evaluation. The plan should include a budget and schedule of activities. A request for the budget for these first steps. B.4.2 Getting Started Plus If the necessary resources are available to the facility manager, perform a rapid visual screening, as outlined in B.2.2.3, prior to preparing the program proposal. Then, expand the proposal based on the known inventory of potentially vulnerable buildings as determined in the screening process. B.4.3 Getting Started with a Jump Start If the owner has a current 5-year capital improvement plan or its equivalent, add the following details to the proposal discussed above: Identify existing buildings currently included for rehabilitation in the current 5-year plan. Perform a preliminary review of their seismic vulnerabilities, as outlined in B.2.2.3. Using Part C of this manual, identify potential seismic rehabilitation increments that could be integrated with the rehabilitation program. Add a FEMA 356, Prestandard and Commentary for the Seismic Rehabilitation of Buildings, seismic rehabilitation design task to the rehabilitation projects. B.5 Additional Components of a Comprehensive Earthquake Safety Program In addition to integrating an incremental seismic rehabilitation program into the office facility management process and integrating opportunities to support and implement such a program, there are additional activities that can become part of a comprehensive earthquake safety program for office buildings. These activities can be implemented at any time. B.5.1 Building Contents Mitigation Communicate with maintenance staff and tenants to initiate housekeeping or maintenance measures to reduce or eliminate risks from earthquake damage to equipment, furnishings, and unsecured objects in buildings. Work may include such tasks as: Fastening desktop equipment Anchoring bookcases, file cabinets, storage shelves, and other large furnishings Restraining objects on shelves Securing the storage of hazardous materials such as chemicals FEMA has developed materials that contain information on contents mitigation. These include FEMA 74, Reducing the Risk of Nonstructural Earthquake Damage: A Practical Guide, and FEMA 241, Identification and Reduction of Nonstructural Earthquake Hazards in Schools. (While the latter is addressed primarily to schools, it is equally applicable to other facility types.) B.5.2 Earthquake Drills Introduce earthquake drills and appropriate earthquake preparedness materials into the regular office building emergency preparedness program. Knowing what to do and where to go in an emergency can be critical to life safety in earthquakes. Part C: Tools for Implementing Incremental Seismic Rehabilitation in Existing Office Buildings For Facility Managers Introduction An owner of office buildings or an office building facility manager charged with the responsibility of implementing a program of incremental seismic rehabilitation may be entering unfamiliar territory. Part C of this manual is intended to provide the owner and facility manager with information and tools regarding building systems maintenance, repair, and rehabilitation that should be of assistance in implementing such a program. A program of incremental seismic rehabilitation is likely to be more affordable and less disruptive if specific increments of seismic rehabilitation are integrated with other maintenance and capital improvement projects that would be undertaken regardless of whether or not seismic issues were being addressed. Guide to Sections C.1 and C.2 Section C.1, How to Use Engineering Services, provides the facility manager with practical information on the special services offered by seismic rehabilitation professionals. Several essential activities must be carried out by the facility manager in order to successfully implement a program of incremental seismic rehabilitation. (These activities are identified and discussed in Part B of this manual.) Some of these activities may require professional architectural and engineering services that differ from or exceed the traditional services usually retained by office building owners. Section C.2, Discovering Integration Opportunities for Incremental Seismic Rehabilitation, provides the facility manager with a set of tools to link specific increments of seismic rehabilitation with specific maintenance and capital improvement projects. These tools will assist the facility manager in defining appropriate scopes-of-work for projects that will include incremental seismic rehabilitation actions. Appendix II to this manual, Integration Opportunities for Incremental Seismic Rehabilitation for Small Organizations and Individual Owners, presents integration opportunities for owners with limited professional facility management support. A companion document, Engineering Guideline for Incremental Seismic Rehabilitation, FEMA 420, provides design professionals with additional technical guidance for the detailed design of specific rehabilitation projects. In Brief Engineering services should be retained for three specific phases: seismic screening and evaluation, incremental seismic rehabilitation planning and design, and construction period support. Coordination with tenant work and continuity of building documentation are of special importance. C.1 How to Use Engineering Services To successfully implement integrated incremental seismic rehabilitation, an owner or office building facility manager should retain engineering services for three specific phases: Seismic screening and evaluation Incremental seismic rehabilitation planning and design Construction period support Seismic Screening and Evaluation Seismic screening and evaluation of the ownerÕs office building inventory begins with a review of archival drawings and specifications, if available, to determine the types of construction used. This determination is essential for all subsequent phases. If drawings and specifications are not available, this determination must be made on the basis of visual inspection. Following this review, building inventories at one location or region should be screened in a process based on FEMA 154, Rapid Visual Screening of Buildings for Potential Seismic Hazards: A Handbook, Second Edition. The goal of the screening is to identify vulnerabilities in the inventory. Buildings that have little or no vulnerability are separated out. For the buildings identified as vulnerable, the next category of service is a detailed seismic evaluation using ASCE 31, Seismic Evaluation of Existing Buildings, which is based on FEMA 310, Handbook for the Seismic Evaluation of Existing Buildings: A Prestandard. Office building owners with few buildings may begin with this evaluation, which addresses individual buildings and identifies both structural and nonstructural deficiencies that require rehabilitation. The output of each building evaluation is a list, possibly prioritized, of needed specific rehabilitation actions. An owner may retain the services of a single engineering firm to perform both the screening and evaluation, or it can retain a firm for screening and one or more firms for building evaluation. Incremental Seismic Rehabilitation Planning and Design A complete seismic rehabilitation plan covering all the deficiencies identified in the evaluation should be prepared for each building that has been evaluated. This can be done using ASCE 31 and FEMA 356, Seismic Rehabilitation of Buildings. However, in incremental seismic rehabilitation the correction of all the deficiencies is not implemented at once, but rather in discrete increments over a period of time. In order to accomplish this, it is necessary to carry out four specific steps: Establish target seismic performance levels Prioritize seismic rehabilitation opportunities Define increments Integrate seismic rehabilitation into maintenance and capital improvement programs Each of these steps is amplified in the discussion of the office building planning phase in Section B.2. The potential for unintentional weakening of the building as the result of a particular increment should be carefully analyzed and must be avoided. This subject is discussed in more detail in the companion document, Engineering Guideline for Incremental Seismic Rehabilitation,FEMA 420. Seismic rehabilitation planning and design may be carried out by the same engineering firm that performed the evaluation, or by a separate firm. Close coordination with the ownerÕs risk management functions is a prerequisite for the successful implementation of performance objectives and prioritization steps. The definition of increments and integration of activities will also require close coordination with financial managers so as to be consistent with budgeting and funding processes, as discussed in Part B. The contractual agreement covering this work should reflect the fact that some of the work is implemented immediately and some of the work is left to the future. Construction Period Support Construction period support for incremental seismic rehabilitation is much the same as for any other construction project. The plans and specifications should be implemented correctly, and all specified quality control measures should be followed. All substitutions or changes should be carefully analyzed by the design professionals in terms of their seismic implications. Particular attention should be paid to the proper bracing and anchoring of nonstructural elements undergoing rehabilitation. Coordination with Tenant Work Incremental seismic rehabilitation work by the building owner may in some cases be integrated with tenant work. This is most likely to occur in the case of large tenants with long-term leases. In this case, design and construction work will require close coordination between the ownerÕs design professionals and those of the tenant. Continuity of Building Documentation Assuring the continuity of building documentation is of particular importance for incremental seismic rehabilitation. The rehabilitation of each individual building may be staged over a period of several years or decades as discussed in Section B.2. The screening, evaluation, planning, and design may be split among several engineering firms. Institutional memory may disappear as owner personnel, and even building ownership, changes. It is therefore essential that the office facility manager document all aspects and requirements of seismic rehabilitation from the earliest building screening through evaluation, seismic rehabilitation planning, and completion of each increment of seismic rehabilitation, paying special attention to the scheduling of follow-up requirements and actions over time. Fees for Professional Services The professional services required to implement incremental seismic rehabilitation, as discussed above, clearly exceed the scope of traditional architec-tural/engineering design services. An appropriate fee structure for these new services will need to be developed and integrated into the budgeting process. In Brief Opportunities to add seismic rehabilitation increments exist within most major maintenance and capital improvement activities. This section identifies these opportunities. C.2 Discovering Integration Opportunities for Incremental Seismic Rehabilitation Introduction In order to benefit from opportunities to integrate incremental seismic rehabilitation with other maintenance and capital improvement activities, it is useful to discuss these activities as they are typically undertaken in office buildings. Most office building owners are familiar with their particular building inventories and the related patterns of maintenance and capital improvement. A significant parameter of patterns of maintenance and capital improvement may be the building classification (Class A, B, or C). Aggregate national data is of no particular relevance to a given owner, but may be of general interest and is summarized in the sidebar on the opposite page. Categories of Maintenance and Capital Improvement Projects Office building owners often categorize maintenance and capital improvement projects in the following nine categories: 1. Roofing maintenance and repair/re-roofing 2. Exterior wall and window maintenance/Facade modernization 3. Public area modernization 4. Fire and life safety improvements (usually at acquisition) 5. New technology accommodation 6. Tenant alterations and improvements 7. Underfloor and basement maintenance and repair 8. Heating, ventilating, and air conditioning (HVAC) upgrade and energy conservation 9. Hazardous materials abatement (usually at acquisition) These categories reflect groupings of building elements, administrative and funding categories, tenant versus public spaces, or other parameters. Some owners may use other categorizations of maintenance and capital improvement work. The purpose of this discussion is not to impose any specific categorization of work, but simply to demonstrate the characteristics of a given item of planned work that may make it especially suitable for integration with particular incremental seismic rehabilitation measures. These pairings of seismic rehabilitation measures with other categories of work are referred to in this section as "integration opportunities." Facility managers using this manual are encouraged to modify the work categories to suit their own practices. Work Descriptions and Matrices of Seismic Performance Improvement Opportunities Nine sections, C.2.1 through C.2.9, provide the facility manager with information used to identify incremental seismic rehabilitation opportunities that can be combined with maintenance and capital improvement projects. The information becomes a tool, a technical framework or basis for action, that can be communicated to the architect or engineer selected to work on any project resulting from an integration opportunity. These sections present the expanded descriptions of each of the work categories defined above in a consistent format. Each category is described in terms of: General description Physical description Associated incremental rehabilitation work Performance of the work Special equipment Impact on building use Matrices of possible specific integration opportunities, one matrix for each work category (Tables C-1 through C-7), accompany the descriptions of the first seven categories of maintenance and capital improvement projects. These include: Roofing maintenance and repair/re-roofing Exterior wall and window maintenance/Facade modernization Public area modernization Fire and life safety improvements New technology accommodation Tenant alterations and improvements Underfloor and basement maintenance and repair The integration opportunities for the next two categories of work are defined by reference to one or more of the seven matrices. Note that "building additions" is a category of typical capital improvement that is not included among the nine categories listed at the beginning of this section. Additions may have been constructed on office buildings over the course of their useful lives. Current additions will be designed to meet the seismic requirements of the building code. Additions may also offer opportunities to strengthen an adjacent building or buildings. These opportunities require careful design and analysis, and they are not specifically identified in the integration opportunities matrices (Tables C-1 through C-7). Furthermore, inadequately designed additions, without proper joints or connections to the existing building, could actually cause damage in an earthquake as different sections of the building pound against each other. The seismic performance improvements shown in the matrices fall into three categories: Generalized Maintenance and Capital Improvement Data Whitestone Research (a private market research organization) indicates that expenditures for maintenance and repairs over a buildingÕs life exceed replacement costs for most building types and configurations including office buildings. The predominant categories of maintenance and repair activities for mid- to high-rise office buildings are, first, mechanical systems, followed by electrical systems, interior finishes, conveying systems, and plumbing systems. For low-rise buildings roofing takes precedence over conveying systems. All these activities offer opportunities for integration with incremental seismic rehabilitation work. The timing of the work is also highly predictable. The top 8 years of expense account for about 55% of building replacement. With regularity, years 10, 15, 20, 25, 30, 40, 45 and year 50 are the highest expense years, roughly peaking in year 30, with year 30 incurring about 10% of replacement costs for outsourced repair and renovation expenses. These patterns suggest significant opportunity (and tendency) to implement strategies like incremental rehabilitation at specific points over the service life of an office building. They also imply specific target periods when the strategies could most likely be considered and implemented. Building age becomes a very important characteristic for incremental seismic rehabilitation. Indicates improvements that can be implemented when the integration opportunity arises, on the basis of a quick evaluation by a design professional. These types of improvements address deficiencies that may be identified in an ASCE 31, Seismic Evaluation of Existing Buildings, Tier 1 analysis. Indicates improvements that can be implemented when the integration opportunity arises and that require engineering design. These types of improvements address deficiencies that may be identified in an ASCE 31 Tier 1 or Tier 2 analysis. Indicates improvements that require engineering analysis to determine if they should be implemented when the integration opportunity arises to avoid unintentionally increasing the seismic vulnerability by redistributing loads to weaker elements of the structural system (sequencing requirements). The absence of any of these symbols in a matrix cell indicates that the improvement in question is not applicable to the particular structural type. The specific placement of each of these symbols (, , ) or the absence of a symbol is based on professional judgment considering typical construction. However, exceptions leading to changes in these categories may arise in specific buildings. Integration opportunities for incremental seismic rehabilitation are a function of three levels of seismicity: low, moderate, and high. The definitions of these levels are those used in ASCE 31, Seismic Evaluation of Existing Buildings, and FEMA 356, Seismic Rehabilitation of Buildings. They include both seismic zonation and soil conditions. The soil conditions at the site may affect the level of seismicity and must be taken into account. For example, soft soil may amplify seismic forces on some buildings. The method for determining the level of seismicity is given in Section 2.5 of ASCE 31. Significantly fewer seismic improvements are recommended for low levels of seismicity than for the higher levels because seismic vulnerability is lower. The seismic improvements recommended for moderate and high levels of seismicity are the same in number, but differ in the details of the improvements to reflect the different magnitudes of seismic loads encountered in the two levels. Incremental seismic rehabilitation integration opportunities for each category of work are a function of building structural type. This manual uses five broad structural types, selected to be meaningful to office facility managers. The materials used for the buildingÕs vertical load-resisting system can be used to categorize the following structural types: wood unreinforced masonry reinforced masonry concrete steel The latter two structural types, concrete and steel, are broken down further into those with wood floors and roofs (flexible diaphragms) and concrete floors and roofs (rigid diaphragms). This breakdown covers an important parameter that determines how lateral loads are distributed to load-resisting elements of the structures. Structures with flexible diaphragms distribute earthquake loads based on proportional or tributary area between shear- resisting elements (shear walls or frames). Flexible diaphragms allow a straightforward analysis of loads in each shear element. Structures with rigid diaphragms distribute earthquake loads based on the relative rigidity of the individual shear-resisting elements. Rotational (twisting) forces may be introduced that must also be resisted by these and other elements. Rigid diaphragms require more detailed analysis that may have to be conducted for each increment of the proposed strengthening program. The facility manager using this section to identify incremental seismic rehabilitation integration opportunities in a particular building should use Sections C.2.1 through C.2.9 and the matrices therein as follows: Determine the category of maintenance or capital improvement under consideration, and go to the section that corresponds most closely to that category. Determine the level of seismicity applicable to the building by considering the seismic map and the soil conditions, and identify the applicable rows of the matrix. Determine which of the seven structural categories most closely fits the building, and identify the applicable column of the matrix. List all the nonstructural and structural seismic improvements identified in the matrix column and rows. Note the category of each improvement (, , or ). The facility manager should present to the architect or engineer the annotated list of all the nonstructural and structural seismic improvements identified for consideration and inclusion in the respective scope of design work. The architect or engineer should design the project using the companion document, Engineering Guideline for Incremental Seismic Rehabilitation, FEMA 420, which includes more detailed guidance on incremental seismic design. The architect or engineer designing the incremental seismic rehabilitation program will most likely break down the seven structural type categories into further subcategories, as used in ASCE 31 or FEMA 356. These categories and subcategories are discussed in detail in FEMA 420. Definitions of Seismic Performance Improvements The seismic performance improvements, both nonstructural and structural, that are included in the matrices of integration opportunities described in the preceding paragraphs and included in Sections C.2.1 through C.2.7, are all extracted from a generic list of seismic performance improvements. The generic list is presented in Section C.2.10, which includes brief related explanations for each item on the list. The user of this manual can identify specific seismic performance improvements in the respective project category matrices and may then refer to these definitions for additional explanation of the involved activities. The generic nonstructural improvements in C.2.10 are numbered from 1 to 22 for ease of reference. The improvements selected from this list for inclusion in each of the matrices in C.2.1 through C.2.7 are presented in the same order and retain their respective number. This explains the occasional skipping of a number when a specific nonstructural improvement is omitted because it is not applicable in the particular matrix. The generic structural improvements in C.2.10 are arranged in the order of structural subsystems and elements. The improvements selected from this list for inclusion in each of the matrices in C.2.1 through C.2.7 are presented in the same order. Simplified Information on Integration Opportunities Small organizations or individual owners with limited facility management support may wish to concentrate initially on integration opportunities for incremental seismic rehabilitation that can be identified on the basis of a quick evaluation by a design professional (i.e., those opportunities designated in the integration opportunity matrices by the symbol ). Appendix II, Integration Opportunities for Incremental Seismic Rehabilitation for Small Organizations and Individual Owners, includes a simplified matrix that displays these opportunities for all categories of maintenance and capital improvement projects. Owners using this appendix should retain the services of an earthquake engineer to identify other integration opportunities as well as to determine the applicable seismicity. C.2.1 Roofing Maintenance and Repair/Re-roofing General Description of the Work: This category of work includes repair or replacement of any or all of the following elements: Roof drainage system Walking surface and ballast Eaves and fascias Parapets and caps Flashing and vents Roof-mounted equipment Roofing membrane Roof deck Insulation Most roof maintenance and repair work is done either in response to a failure or as scheduled periodic maintenance or preventive maintenance work. Most seismic rehabilitation integration opportunities for this work category will relate to either scheduled or preventive maintenance. Placement of roof- mounted equipment usually relates to other work categories, such as new technology accommodation or HVAC upgrade. In some jurisdictions, an application for a re-roofing permit triggers a code requirement to implement specific seismic rehabilitation such as parapet bracing. Physical Description of the Work: Work on the roof may be localized to specific areas, may extend to the entire perimeter of the roof, or may involve the complete roof surface or large portions of it. Work may be limited to the roofing membrane or may include work on the substrate, deck, and supporting system. Associated Incremental Seismic Rehabilitation Work: Incremental seismic rehabilitation associated with roofing maintenance and repair may include strengthening diaphragms, improving diaphragm/wall connections, bracing parapets and chimneys, and improving equipment attachment and bracing. Performance of the Work: Repair work on the roof is often performed by office owner maintenance staff. Outside contractors may be used for more extensive work. An architecture/engineering (A/E) firm is typically used in connection with the installation of mechanical, electrical, telecommunication, or similar equipment. Also, building owners often use the services of an A/E for preparation of re-roofing specifications and bid documents. Special Equipment: Scaffolding is sometimes used in connection with roof work. Cranes or hoists may be used to lift materials or equipment. Impact of Work on Building Use: Work on the roof generally does not interrupt building use, except for complete re-roofing including the deck, which will affect upper floor offices. C.2.2 Exterior Wall and Window Maintenance/Facade Modernization General Description of the Work: Exterior wall and window maintenance may involve the following activities: Pointing Patching Painting Caulking This category of work may also include major projects such as: Window repair and replacement Refinishing with new cladding or material Most exterior wall maintenance and repair work is done in response to failure or as scheduled periodic maintenance or preventive maintenance work. Caulking and window repair and replacement are also often linked to energy conservation/weatherization work. Facade modernization is often done as redevelopment work following an acquisition. The extent and nature of the work is likely to be a function of the classification of the office building (Class A, B, or C). Physical Description of the Work: Work is usually carried out throughout an entire office building as a scheduled maintenance activity, although localized patching work is possible. Work may include: Repainting brick exterior walls Replacing windows Replacing curtain walls Improving energy conservation Associated Incremental Seismic Rehabilitation Work: Strengthening of shear walls and improvement of diaphragm/wall connections. Performance of the Work: Exterior wall and window work may be performed by skilled construction personnel on the ownerÕs staff or by an outside contractor. In many cases an A/E or curtain wall consultant may be involved to provide design, specifications, bid process, and construction administration services. Special Equipment: Access to higher exterior areas may require scaffolding or swing stages. This access may provide economical opportunities for the integration of seismic rehabilitation measures. Impact on Building Use: Since most of the work is being performed from the building exterior, it may be possible to accomplish the work throughout the year. However, some of the seismic rehabilitation measures may be noisy or require access from the interior, so this work may have to be done when tenant spaces are vacant. C.2.3 Public Area Modernization General Description of the Work: Public area modernization is usually done by the owner soon after the acquisition of a new property. It may also be done periodically thereafter in order to keep up with the competition. The extent and nature of the work is likely to be a function of the classification of the office building (Class A, B, or C). It has the potential to involve any interior or exterior wall or element in the public areas, including specialty rooms, health clubs, conference rooms, etc. This category may involve simple work on a single wall or the entire reconfiguration of the public areas. The installation of new equipment, ducts, pipes, conduit, cables, and wiring may involve the reconfiguration of concealed spaces under floors, above ceilings, and inside wall cavities and chases located throughout the building. Physical Description of the Work: This work may include reconfiguration of spaces and creation of new spaces. Items include: Removing walls and ceilings Constructing new walls and partitions Installing replacement finishes Installing ductwork, piping, and communications networks for new technology Access to spaces behind finishes and new wall construction provide various opportunities for seismic rehabilitation work. Associated Incremental Seismic Rehabilitation Work: Incremental seismic rehabilitation associated with this work may include adding or strengthening shear walls and bracing, improving beam/column connections and diaphragm to wall anchorage, and adding or improving bracing and fastening of equipment. Performance of the Work: This work is usually performed by skilled construction personnel. Usually A/E design or interior design is used for this type of work. Special Equipment: Special equipment required for access to work areas for any seismic rehabilitation construction will typically be available during any remodeling work. Impact on Building Use: Public area modernization can usually be done with the tenants in place. C.2.4 Fire and Life Safety Improvements General Description of the Work: Fire and life safety improvements may involve the following building elements: Corridors and doors Stairs Lobbies Exits Alarm systems Standpipes Automatic fire sprinkler systems In office buildings, this work will usually be identified as part of the due diligence at time of acquisition. Only if the work is in response to a disaster, such as a fire, will the work be unplanned. However, a building disaster that requires some construction may provide an opportunity to integrate seismic safety improvements. This category of work may be mandated by a fire marshal inspection. It may also be part of public area modernization that provides the opportunity to implement this work category. Some codes may also require seismic rehabilitation when a building experiences a significant amount of damage in a disaster such as fire, flood, or earthquake. Physical Description of the Work: Fire and life safety improvements usually involve the buildingÕs means of egress, which will affect specific internal public spaces. Often the work is near the center of the building, such as in the corridors and stairwells. In some cases, it may affect spaces on the building perimeter, such as lobbies, entrances, and stairways. Items include: Removing and replacing corridor wall finishes, doors, transoms, and equipment (e.g., cabinets) to provide access to walls and ceilings Installing new walls or altering existing walls at fire separations and stairway enclosures Installing new stairways either within the building or on the exterior, which may require removing part of a floor and constructing new walls Installing alarms, standpipes, or sprinklers to provide access to concealed spaces Associated Incremental Seismic Rehabilitation Work: Incremental seismic rehabilitation work associated with fire and life safety improvements may include adding or strengthening shear walls and bracing, improving beam/column connections and diaphragm to wall anchorage, and adding or improving bracing and fastening of equipment. Performance of the Work: Typically this work involves skilled construction personnel. These may be ownerÕs personnel or contractors. In some cases an A/E is involved. Special Equipment: No special equipment is required for this task except for scaffolding to provide access to the work areas. Impact on Building Use: Typically this work will be performed with tenants in place. C.2.5 New Technology Accommodation General Description of the Work: The installation of conduits, cables, and wiring to accommodate new technology may involve the reconfiguration of concealed spaces under floors, above ceilings, and inside wall cavities and chases located throughout the building in both public and tenant spaces. The extent and nature of the work is likely to depend on the classification of the office building (Class A, B, or C). It may be part of the initial redevelopment following acquisition, or it may be part of the facility plan. Physical Description of the Work: This work involves all possible concealed spaces. Associated Incremental Seismic Rehabilitation Work: Incremental seismic rehabilitation associated with this work may include adding or strengthening shear walls and bracing, improving beam/column connections and diaphragm to wall anchorage, and adding or improving bracing and fastening of equipment. Performance of the Work: This work is usually performed by skilled construction personnel. Usually A/E design is used for major re-wiring. Special Equipment: Special equipment required for access to work areas for any seismic rehabilitation construction will typically be available during any remodeling work. Impact on Building Use: It may be possible to do this work without interrupting tenant occupancy, even when the work involves tenant spaces. C.2.6 Tenant Alterations and Improvements General Description of the Work: Tenant alteration and improvement work is usually done by the tenants. The ownerÕs participation varies and is defined in the lease. It is usually limited to a financial allowance. This work has the potential to involve any interior or exterior wall or element within the tenant space. It may involve simple work on a single wall or the entire reconfiguration of the tenant space. The installation of new equipment, ducts, pipes, conduit, cables, and wiring may involve the reconfiguration of concealed spaces under floors, above ceilings, and inside wall cavities and chases located within the tenant space. Physical Description of the Work: This work may include reconfiguration of spaces and creation of new spaces anywhere in the building. Items include: Removing walls and ceilings Constructing new partitions Installing replacement finishes Installing ductwork, piping, and communications networks for new technology Access to spaces behind finishes and new wall construction provide various opportunities for seismic rehabilitation work. Associated Incremental Seismic Rehabilitation Work: Incremental seismic rehabilitation associated with this work may include adding or strengthening shear walls and bracing, improving beam/column connections and diaphragm to wall anchorage, and adding or improving bracing and fastening of equipment. Because extensive coordination between owner and tenant will be required, the integration of seismic rehabilitation will likely be limited to large tenants with long-term leases. Performance of the Work: This work is usually performed by skilled construction personnel. A/E design or interior design may be used. Close coordination will be required between owner and tenant in the planning and implementation of the work. Special Equipment: Special equipment required for access to work areas for any seismic rehabilitation construction will typically be available during any remodeling work. Impact on Building Use: This work is usually done by the tenant prior to occupancy. C.2.7 Underfloor and Basement Maintenance and Repair General Description of the Work: Underfloor and basement maintenance may involve the following activities: Repair of deterioration Repair of termite damage Equipment replacement This work is most likely to be significant in smaller office buildings. In larger office buildings, basements are likely to contain parking areas or to be similar to any other office floor. In the latter case, underfloor and basement work may be much more extensive, closer in nature to Tenant Alterations and Improvements. Most underfloor repair activities will be in response to a problem. The solution may be immediate or assigned to the capital improvements budget. For example, settlement and resulting underpinning repair may be the result of a floor problem and require major immediate intervention. Usually there are no mandates or code issues involved with underfloor repair work. Safety is the usual driving force. Physical Description of the Work: Work includes: Replacing deteriorated wood elements Repairing cracked or bowed walls Repairing damaged or deteriorated floors, underpinning where buildings have settled Replacing basement equipment Associated Incremental Seismic Rehabilitation Work: Incremental seismic rehabilitation work associated with underfloor and basement work may include adding cripple stud bracing, improving foundation anchorage, adding new foundations, and improving floor to wall anchorage. In the case of larger office buildings, this work may include the incremental seismic rehabilitation work associated with C.2.6, Tenant Alterations and Improvements. See Table C-6 in addition to Table C-7. Performance of the Work: The work is often performed by owner staff or by outside contractors. Major design work will often require A/E services. Special Equipment: Special equipment is usually not required for underfloor work. However, access to the area must be available. Impact on Building Use: Except for equipment replacement, the work may be done at any time, independent of building use. C.2.8 HVAC Upgrade and Energy Conservation General Description of the Work: HVAC upgrade and energy conservation projects may include the following items: Exterior envelope work Insulation Windows HVAC equipment Ducts and piping Building elements affected may include exterior walls, ceilings, attic spaces, roofs, and basements. These improvements may be in response to the ownerÕs long-range strategic plan or as part of other routine equipment replacement. In all cases, the intent is not only to improve performance and reduce operating costs, but also to save energy. Federal or state mandates may be factors leading to energy conservation improvements. If special grants are available, they can be made part of the capital improvement program. Local building code requirements may also encourage energy conservation improvements. Physical Description of the Work: The physical work involved in HVAC upgrade and energy conservation may be localized or involve the entire building. Items include: Improving or replacing windows Installing new insulation in exterior walls Installing new insulation in the attic, which may permit access to the ceiling space Installing new insulation on the roof deck, which may be coordinated with other roof-top work Installing HVAC equipment, which should meet the anchorage requirements for seismic forces and may provide access to areas for other work Adding air conditioning, which may include the installation of ducts or piping to spaces throughout the building Associated Incremental Seismic Rehabilitation Work: This work may include the incremental seismic rehabilitation work associated with the following other project categories discussed earlier: C.2.1 Roofing Maintenance and Repair/Re-Roofing C.2.2 Exterior Wall and Window Maintenance/Facade Modernization C.2.3 Public Area Modernization C.2.6 Tenant Alterations and Improvements See Tables C-1, C-2, C-3, and C-6 for integration opportunities. Performance of the Work: The work may be performed by owner personnel or by outside contractors depending on the project size or complexity. Whether the services of an A/E are required will depend on the nature of the work. Special Equipment: Special equipment may be required to provide access to the work, including scaffolding or a crane or lift. Impact on Building Use: Some of this work may be done at any time of year from the roof and in public spaces. Most window or interior work must be accomplished when spaces are vacant. Typically this work cannot be done easily around occupants. C.2.9 Hazardous Materials Abatement General Description of the Work: The presence of hazardous materials may involve abatement of: Asbestos Lead paint Radon In office buildings, this work will usually be identified as part of the due diligence at time of acquisition. Physical Description of the Work: Hazardous materials abatement may include the removal of finishes such as plaster, ceiling materials, and flooring throughout the tenant and public spaces. It may include removal of the adhesives used. Asbestos abatement may include the removal or encapsulation of insulation on pipes and ducts. Lead paint abatement may include removal of the paint and finishes or encapsulation of the component containing the lead paint. Radon abatement may require installation of ventilation systems or other work in the basement. Associated Incremental Seismic Rehabilitation Work: In some cases, the extent of the work may provide access to interior spaces that will provide a seismic rehabilitation opportunity. Seismic rehabilitation work could follow the hazard mitigation work before the finishes are reinstalled. This work may include the incremental seismic rehabilitation work associated with the following other project categories discussed earlier: C.2.3 Public Area Modernization C.2.4 Fire and Life Safety Improvements C.2.5 New Technology Accommodation C.2.6 Tenant Alterations and Improvements See Tables C-3, C-4, C-5, and C-6 for integration opportunities. Performance of the Work: The work is typically performed by specialty contractors. Special Equipment: Special equipment, such as scaffolding, would often be on the job as part of the abatement work. Other special equipment, such as fans and enclosures, are irrelevant to seismic work. Impact on Building Use: Building use will be curtailed during any hazardous materials abatement work. The work cannot be done around occupants. It requires vacant spaces. C.2.10 Definitions of Seismic Performance Improvements The seismic performance improvements included in the matrices of integration opportunities in Sections C.2.1 through C.2.9 are all extracted from the generic list in the following tables. The tables contain additional information (description and purpose) that should be useful to office facility managers using this section. Appendix I. Additional Information on Office Building Facility Management Introduction: Management Process Typical Facility Management for Office Buildings The typical facility management process for existing office buildings consists of seven phases of activities: Acquisition, Redevelopment, Current Building Use, Planning, Maintenance & Rehabilitation Budgeting, Maintenance & Rehabilitation Funding, and Maintenance & Rehabilitation Implementation, as diagrammed in Figure 1. This process is sequential, progressing from left to right in any given building. An owner of a large inventory of office buildings is likely to have ongoing activities in all of these phases. This process is generic, and while variations may occur, it is generally followed by office building owners, either explicitly or implicitly. Both internal and external factors typically influence the office facility management process in its various phases. Internal factors (represented by up arrows in Figure 2) are generated within the owner organization. External factors (down arrows) are imposed on owners by outside entities. This Appendix describes the activities and influences within each phase. 1. The ACQUISITION Phase of Office Facility Management Typical Process The acquisition phase of the typical office facility management process consists of due diligence activities and is influenced by significant internal and external pressures, as depicted in Figure 3. Office building acquisitions initiate the facility management process for all owners who are not also developers or merchant builders. The process that precedes an acquisition is intended to identify, and quantify if possible, all the liabilities or potential liabilities related to the asset being acquired. For a given acquisition, there may be several due diligence processes carried out by the various participants in the deal: owner (buyer) lender (if there is one) insurer A multi-discipline team that includes legal, risk management, and engineering experts carries out the due diligence. Specialty consultants may be used. Because of the potential professional liabilities, legal questions are often the driving force in the process. The due diligence process also involves a walk-through of the building. Environmental risks, such as the presence of asbestos, are identified in the due diligence process. Influences and Related Seismic Considerations As indicated in Figure 3, two external factors (down arrow) and one internal factor (up arrow) influence acquisition phase decision making. Market Conditions: External local conditions of the office rental market are the principal factor governing office building acquisition, regardless of the short-term or long-term strategic objectives of the purchaser. This is true for all types of owners, be they real estate investment trusts (REITs), pension fund or other fiduciary institutions, partnerships, or individuals. Seismic Consideration Studies in California suggest that regional and local earthquake hazards (presence of faults and their proximity, regional earthquake history, geological and local site factors, etc.) have little if any influence on the levels of office rental rates. Earthquake risk, in general, does not appear to translate into financial cost in the office marketplace. Lenders and Insurers: Lenders and insurers are important external participants in many office building acquisitions, and each carry out due diligence functions to determine the risks and potential liabilities in any given deal. Byt heir nature, lenders and insurers spread their risks over a wider range of investments than that presented to an owner in a specific acquisition. The insurability of the acquired property is of great concern to office building owners, but the cost of insurance is of lesser concern because the cost reportedly can be passed on to tenants in office properties. Seismic Consideration Lenders and insurers usually employ engineering consultants to perform the seismic portion of the due diligence, and they use proprietary programs to carry out the analysis. The most common analysis used is the Probable Maximum Loss (PML) analysis, which quantifies the percentage of the property that will be lost in a major earthquake. Such an analysis is referred to as deterministic, and it does not consider the damages and losses that could result from more moderate but more frequent earthquakes. Lenders and insurers establish their own proprietary criteria for acceptable PML. Lenders, reportedly, require seismic due diligence in California and the Pacific northwest, and the extent to which it is done in other seismic regions is not known. Risk Management: Many office building owners have formally established internal risk management functions within their organizations. These risk managers participate in the due diligence analyses carried out prior to acquisition. The rigor of internal due diligence varies from owner to owner. Seismic Consideration The ownersÕ internal seismic due diligence, whether carried out by inhouse staff or consultants, is the PML analysis. Owners establish their own proprietary criteria for acceptable PML. Some large owners limit their PML analysis to California, Oregon, and Washington. Depending on the deal, the PML leads to one of three decisions about the acquisition: pass on the deal if the PML exceeds a preset threshold do the deal with an initial rehabilitation do the deal without rehabilitation 2. The REDEVELOPMENT Phase of Office Facility Management Typical Process The redevelopment phase of the typical office facility management process consists of various types of capital improvements, and is influenced by significant internal and external pressures, as depicted in Figure 4. The types of redevelopment phase capital improvement projects vary as a function of the buildingÕs classification (A, B, or C.)They generally consist of: Architectural upgrading of entrances, lobbies, and public areas Architectural upgrading of Facades Upgrading of the HVAC systems Environmental and other risk remediation work identified in the due diligence process Upgrading of life safety systems Influences and Related Seismic Considerations As indicated in Figure 4, two external factors (down arrow) and one internal factor (up arrow) influence redevelopment phase decision making. Market Conditions: Office properties in a given classification must com-pete with neighboring, similarly classified properties. Local architectural traditions and fashions and historic preservation are significant factors determining the specific nature of various capital improvement projects. Seismic Consideration The extent of market-driven seismic improvement in office buildings is not known. Lenders and Insurers: External lenders and insurers may require specific capital improvements as a condition of the deal. For example, they may require the replacement of a questionable roof or HVAC system. These are generally the direct result of the due diligence analyses. Seismic Consideration The extent to which lenders or insurers have required seismic rehabilitation in office buildings is not known. Owner Policies: OwnersÕ marketing and architectural policies are the principal internal factor governing capital improvement decisions in the redevelopment phase. Seismic Consideration Office building owners have not established marketing and architectural policies that feature seismic rehabilitation. 3. The Current Building USE Phase of Office Facility Management Typical Process The current building use phase of the typical office facility management process consists of four categories of activities and is influenced by significant internal and external pressures, as depicted in Figure 5. Occupancy: This category of activity consists of the primary function of occupancy of office space by tenants. Support functions are administrative, such as collecting rents and addressing tenantsÕ concerns. Ancillary functions may be recreational, such as operating a health club, pool, or spa, and social, such as operating a lecture room, restaurant, or similar facility. The specific functions may vary depending on the building classification, A, B, or C. Occupancy functions are carried out in each building by the tenants and facility managers. Each of these functions is subject to seismic risk and can be disrupted by seismic damage. Operation: Facility operation consists of all the activities and functions that the facility and its components must perform in order to support the occupancy. Examples are the mechanical functions (heating, cooling, and ventilation), electrical functions (lighting, communications, and alarm), and plumbing functions. Operation functions may be carried out by custodial staff of the owner and/or by contractors. Each of these functions is subject to seismic risk and can be disrupted by seismic damage. Maintenance: Maintenance includes all the activities required to enable the occupancy and operation of the building to be carried out continuously over time. They can be broken down into custodial maintenance, routine maintenance, and repair. Maintenance functions may be carried out by custodial staff of the owner and/or by contractors. In some cases, some maintenance functions may be carried out by tenants or their contractors. Facility Assessment: Facility assessment, which less sophisticated office building owners may not carry out systematically, consists of the survey or inspection of the office buildings on a scheduled basis. It may also include a review of documents, such as archival building plans, for retrieving specific information. The purpose(s) of the surveys or inspections is to determine facility conditions in relation to one or more of the following categories: user complaints structural hazards maintenance needs fire/life safety preventive maintenance needs environmental quality specific environmental hazards asbestos lead paint lead other radon accessibility energy use/conservation These surveys may or may not be coordinated as to schedule, content, personnel, etc. Facility managers may or may not use prepared inspection forms or checklists. Finally, facility managers may vary as to the extent and specific nature of their record keeping and reporting. Influences and Related Seismic Considerations As indicated in Figure 5, one external factor (down arrow) and one internal factor (up arrow) influence current building use phase decision making. Federal and state programs: Various external programs may establish requirements affecting the use of office buildings that have facilities implications (e.g., Americans with Disabilities Act [ADA] and Occupational Safety and Health Administration [OSHA] requirements). Seismic Consideration Currently there are no seismic rehabilitation mandates or implications in any federal or state programs related to office buildings, with the exception of California. Specific surveys or inspections may be mandated by federal, state, or local laws/programs. These surveys/inspections may be carried out by a variety of entities: Federal personnel (e.g., from OSHA, Environmental Protection Agency [EPA]) State/city/county personnel (e.g., fire marshal, code enforcement, environmental, health) Office building personnel (e.g., custodial or facility managers) Office building contracted personnel (e.g., asbestos inspectors) Consultants Seismic Consideration Currently there are no seismic survey or inspection mandates or implications in any federal or state programs related to office buildings, with the possible exception of California. Complaints By Occupants: Internal complaints by tenants are a potentially significant pressure on the facility management process. Seismic Consideration Rarely, if ever, have there been complaints about seismic vulnerability generated by office building occupants, with the possible exception of California. This is because seismic risk and seismic damage are not routine experiences in most regions of the United States. 4. The PLANNING Phase of Office Facility Management Typical Process The planning phase consists of projecting and forecasting future needs. It can be carried out periodically or continuously, and it may vary as to the time period covered by the projections and forecasts. Planning functions may be carried out by the owner, with or without the assistance of consultants. Planning consists of two separate but related activities-strategic planning and facility planning-and is affected by significant internal and external pressures, as depicted in Figure 6. Strategic Planning: Strategic planning attempts to formulate future business strategy by analyzing and forecasting financial trends as well as national, regional, and local office space markets. Many owners acquire properties for a limited period of time, and many have an exit strategy in place at the time of acquisition. Strategic planning addresses such issues as: Should the property classification (A, B, or C) be upgraded or downgraded? Should the exit strategy be accelerated or prolonged? Should trends in the insurance market revise current investment programs? Should specific major capital investments be considered? Strategic planning is usually carried out at the ownerÕs headquarters and concerns itself with the ownerÕs entire office building portfolio or large segments of it. Facility Planning: Facility planning consists of preparing short- and long- range facility plans. It combines the products of two distinct activities-the strategic plan and the facility assessment (see Figure 5)-into a detailed projection of facility requirements. The projection may cover a defined time frame, such as five years. Different owners may use different classifications of projects in their facility plans, reflecting a variety of legal, administrative, jurisdictional, and other factors. However they may be classified, a comprehensive facility plan should include the following elements: New construction Additions to existing buildings Renovations of existing buildings Building systems replacements Building systems repairs Scheduled maintenance Preventive maintenance Building disposition (change of use, sale, demolition) The plan will identify the time frames in which each project is to be accomplished, and it may include cost estimates. If effective, the facility plan will be used as a budgeting tool and will provide direct inputs into the budget process. It should be revised and updated on a routine basis so as to reflect: Changes in the strategic plan (including market conditions) Revised facility assessments Budgeting and funding realities Facility planning usually begins at the individual building or project level and entails the flow of information up the management hierarchy for final capital decision making and budgeting at the ownerÕs headquarters. Influences and Related Seismic Considerations As indicated in Figure 6, two external factors (down arrow) and one internal factor (up arrow) influence current planning phase decision making. Board Policies: In terms of internal influences, boards of directors may occasionally adopt written policies on issues of business and social significance that can impact both strategic and facility planning. These policies guide the actions of the owner organization. Seismic Consideration Office building owners boards may adopt policies addressing seismic issues, including seismic performance objectives and rehabilitation of office buildings, either as a one-time or recurring incremental program. Insurance Carriers and Brokers: External private property and liability insurance companies often require surveys or inspections of office buildings on an annual or other scheduled basis. Insurance carriers are more than willing, when asked, to provide building owners with Loss Control and Prevention Reports that include recommendations for loss prevention. Insurance brokers also employ loss/risk specialists. Seismic Consideration Property insurers are unlikely to recommend extensive seismic improvements outside of California. In Utah, for example, they have recommended seismic bracing of sprinklers in hospitals as part of the life safety systems, but no other improvements. Government Mandates: Federal, state, and local government agencies may establish external requirements affecting facility planning in the planning phase. These requirements may have facility rehabilitation implications. Seismic Consideration Currently there are no seismic rehabilitation mandates or implications in any federal or state programs, with the exception of California. 5. The Maintenance and Rehabilitation BUDGETING Phase of Office Facility Management Typical Process The budgeting phase consists of the projection of future financial resources required to meet future needs. It is carried out annually (covering a period of one or more years). Each local or regional facility manager initiates it with input from his or her staff. Organization-wide, the Vice President for facilities, or similarly titled position, oversees the budget development. The facility budget is a process that can be thought of as percolating up through the organization. It is affected by external government fiscal regulations and lender requirements, and internal risk management policies and budget constraints, as depicted in Figure 7. Three elements of the budget are relevant to the discussion of facility management: capital maintenance insurance Capital Budgets: Capital budgets generally relate to the acquisition of buildings and major systems, the occurrence of which is not annual or repetitive and which can therefore be amortized. The distinction between capital and maintenance budgets may vary among different office building owners. At one extreme is a total separation, mandated by law, labor jurisdiction or other factors. At the other extreme is a rather unclear separation between the two funding mechanisms. Maintenance Budgets: Maintenance budgets generally relate to recurring annual expenditures and address existing inventories of buildings and systems without adding to the inventories. Insurance Budgets: Financial resources earmarked for insurance may be used in different ways, including the purchase of third-party insurance, and/or the funding of a self-insurance reserve. Property and general liability insurance are relevant to facility management considerations. Influences and Related Seismic Considerations As indicated in Figure 7, two external factors (down arrow) and two internal factors (up arrow) influence budgeting phase decision making. Government Fiscal Regulations: Federal, state, and local government agencies have historically established external requirements dealing with fiscal responsibility of commercial property owners. A variety of Securities and Exchange Commission regulations apply to REITs. Pension funds are subject to a variety of fiduciary requirements. Partnerships are subject to a variety of state and federal regulations. One important objective of these regulations is to ensure the responsible stewardship of someone elseÕs resources. These requirements may have facility rehabilitation implications, if resources are expended in an irresponsible manner. Additionally, these regulations may determine, directly or indirectly, the length of time an acquired real estate asset must be held and, therefore, what the ownerÕs planning horizon should be. Seismic Consideration As far as is known, there have been no seismic considerations attendant to these fiscal regulations. Lender Requirements: Commercial lenders impose requirements on building owners who use mortgage financing for capital improvements. Often, the lender requires the purchase of a particular type of insurance coverage. Seismic Consideration In California, lenders sometimes require the purchase of earthquake insurance as a condition of the loan. For some commercial office building loans, this requirement has been waived when the owner includes seismic improvements in the project that reduce the lenderÕs risk below a defined threshold. Budgetary Constraints: Internally, political and economic conditions may place limits on office building capital and maintenance budgets. The problem is often exacerbated by un-funded mandates imposed on office buildings by federal and state agencies. Seismic Consideration The strategy of integrating incremental seismic rehabilitation with other work, which is an integral part of this facility and financial management model, can provide a method for addressing seismic risk reduction within budget constraints. See full discussion of this opportunity in Section B.2.2.6, Seismic Rehabilitation Planning for Specific Buildings. Risk and Insurance Management: Internally, the owner organizationÕs risk and insurance management may have a direct or indirect role in the budget phase of the process, regarding the decisions related to insurance. Seismic Consideration In areas of seismic hazard, the risks of building loss or damage, occupant death or injury, and office building owner liability must all be assessed. It must be decided whether to seek earthquake property and liability insurance coverage. Insurance companies that offer such coverage do not usually offer incentives to customers to undertake loss reduction measures in the form of seismic rehabilitation. However, this situation might change, and insurance incentives for seismic rehabilitation may become subject to negotiation. 6. The Maintenance and Rehabilitation FUNDING Phase of Office Facility Management Typical Process The funding phase consists of those activities required to obtain the financial resources to meet the budgets. It is influenced externally by regional and local economic conditions and bond financing regulations, as depicted in Figure 8. The funding of office building budgets in general, and of the three budget elements of capital improvement, maintenance, and insurance, varies from one owner organization to another. Office building owners can fund their budgets by various combinations of equity and debt. Influences and Related Seismic Considerations As indicated in Figure 8, two external factors (down arrow) influence funding phase decision making. Regional and Local Economic Conditions: Externally, the funding of office building construction is subject to local and national socio-economic conditions well beyond the control of the building owner. Construction funding depends on interest rates, the ownerÕs bond rating, and similar parameters. Seismic Consideration Even though seismic rehabilitation is clearly a risk reduction activity, there is no evidence that any building owner has improved its bond rating as the result of undertaking seismic mitigation activities of any kind. Bond Financing Regulations: Local administrative procedures and structure in place to obtain bond financing will have a significant impact on the ability of office building owners to achieve their objectives, regardless of whether they include seismic risk reduction or not. Certain types of expenditures out of the proceeds of a bond issue, such as operations or maintenance, may be prohibited by the conditions of the bond. Seismic Consideration Some seismic rehabilitation increments may be classified as repair or maintenance work, and thereby be precluded from a capital improvement bond. Seattle Public Schools used two types of bonds (Capital Levy Bonds and Capital Improvement Bonds) to cover the funding of its incremental seismic rehabilitation program in response to Washington state law. 7. The Maintenance and Rehabilitation IMPLEMENTATION Phase of Office Facility Management Typical Process The implementation phase includes design and construction and can be broken into three categories of projects, all of which are relevant to existing buildings: Building acquisition projects Capital improvement projects Maintenance projects The implementation phase is primarily affected by external federal and state programs and building code requirements, as depicted in Figure 9. Acquisition includes new building construction and the acquisition of existing buildings. Acquisition of existing buildings is discussed above as the first phase of the facility management process. Capital improvement and maintenance projects are managed by the office building ownerÕs staffs, and carried out by these staffs and by contractors. The management of these two categories may be separated or combined, depending on issues of labor jurisdiction and legal authority. Influences and Related Seismic Considerations As indicated in Figure 9, two external factors (down arrow) influence implementation phase decision making. Federal and State Mandates and Programs: Externally, federal and state programs may establish requirements affecting the implementation phase (e.g., ADA and OSHA requirements). Seismic Consideration Currently there are no seismic rehabilitation mandates or implications in any federal or state programs related to office buildings with the possible exception of California. Codes and Code Enforcement: Also externally, building codes impose requirements on the implementation phase, in cases of repair, alteration, or addition to existing buildings. These requirements may be enforced by a state or local agency. Such requirements can add costs to a project and jeopardize feasibility, unless done incrementally. Seismic Consideration Codes do not mandate seismic rehabilitation in repair and alteration projects, though additions must comply with building code seismic requirements. Incremental seismic rehabilitation is consistent with most building code requirements applicable to existing buildings. Appendix II. Integration Opportunities for Incremental Seismic Rehabilitation for Small Organizations and Individual Owners Small organizations or individual owners with limited professional facility management may use the following matrix to identify opportunities to integrate incremental seismic rehabilitation with maintenance and capital improvement projects. These opportunities can be identified on the basis of a quick evaluation by a design professional. The categories of maintenance and capital improvement projects included in the columns of this matrix are: 1. Roofing Maintenance & Repair/Re-Roofing 2. Exterior Wall and Window Maintenance/Facade Modernization 3. Public Area Modernization 4. Fire and Life Safety Improvements 5. New Technology Accommodation 6. Tenant Alterations and Improvements 7. Underfloor and Basement Work These categories are the same as those included in Section C.2, and are described in detail in the text portions of Sections C.2.1 through C.2.7, respectively. Two remaining categories of maintenance and capital improvement projects are not included in this matrix, but their respective integration opportunities can be identified by reference to several of the preceding seven, as follows: 1. HVAC Upgrade and Energy Conservation-integration opportunities from 1, 2, 3, and 6. 2. Hazardous Materials Abatement-integration opportunities from 3, 4, 5, and 6. Owners using this Appendix are encouraged to retain the services of a seismic engineer to identify additional incremental seismic improvements as discussed in Part C.