That means that ski areas will need to meet the requirements this winter.
Mountain managers and lift personnel have become aware of changes in lift requirements, but minor changes might be overlooked.
Sign requirements, for instance, include the addition of signs at the loading station and at the approach to the unload station, warning passengers to check for loose clothing. If the lift is used to carry passengers downhill, these signs are required on both sides. The safety gate has been renamed the “STOP GATE,” meaning that the signs at either end of the lift where stop gates are used should be changed.
For those areas with aerial lifts, a change in the requirements for operating the auxiliary engine has been adopted. It is now required that the auxiliary be used to move the lift (normally unloaded) at least 30 minutes each month so that the engine in the power train can be connected and placed under at least a minimal load. This is better for the engine than being warmed daily or weekly with no load.
Another change relates to bypass circuits that must be logged during operation. As before, it is necessary to inspect the position that the bypassed function monitors and to maintain surveillance throughout the duration of the bypassing condition. An indication is required on the control panel whenever any function is bypassed. Where jumpers are used, a tag should be filled out and attached to the panel in a conspicuous place so the operator is aware of the bypassing condition. This may seem a nuisance, but the jumpers could be left in the circuit without the operator’s knowledge.
Changes in evacuation should not significantly affect the current methods, but the details required in planning are much expanded. It is not sufficient to use the evacuation manual published by the National Ski Patrol as an “evacuation plan.” That document is excellent as a description of how to get passengers from stranded carriers, but it is not intended as a plan for any given area.
The new standard requires that each area have a detailed plan addressing 12 major points:
1) Identification of the individuals (by name or by position) who are responsible for the various decisions that must be made. Who decides evacuation is necessary? Who actually performs the evacuation? Who handles the passengers once removed from the carrier?
2) A detailed description of all equipment required and the locations where it may be found must be made. This includes not only the devices used to lower the passengers, but also such items as lights, vehicles to transport evacuated passengers to safety, forms for collecting information on evacuees, etc.
3) There must be a written analysis of conditions that require special procedures due to exceptional height, passing over water or proximity to other hazards.
4) Training remains a requirement, but it must be documented. Who has been trained and what is the content of the material presented during training? These questions should be answered by the documentation.
5) A new requirement is an estimate of the time anticipated to evacuate each lift. This is essential to ensure that when evacuation becomes necessary, passengers are not stranded for excessive periods. The estimates should be based upon actual experience or practice sessions and allow for adverse conditions. Multiple times may be noted for differing conditions provided they are reasonable.
6) There should be an estimate of the maximum time that will elapse before an evacuation begins. This is a function of the time outlined above and the staff available to perform the evacuation.
7) The means of communicating with passengers and the frequency of communication also must be addressed. For those performing an evacuation, time passes rapidly; for those in the stranded carrier, 15 minutes to half an hour is eternity.
8) Communication among the personnel who are carrying out the evacuation is critical. This is particularly true if an evacuation is to be terminated prior to all passengers being removed, or if one or more passengers has become incapacitated due to exposure, lift accident or ill health.
9) The methods to be used to evacuate passengers under normal conditions must be described. Just as important is preparation on how to evacuate incapacitated passengers.
10) It is vital to have detailed plans for the procedure for stopping an evacuation. Without detailed plans, including specific responsibilities, there is undue risk of starting up the lift before everyone and all equipment are clear.
11) The Standard recognizes that getting passengers from a stranded carrier represents only a portion of an evacuation. The plan must detail how those who have been removed will reach the safety of a base lodge or other appropriate refuge.
12) Last is the requirement to define a report of the evacuation. There are no specifics noted in this requirement, but the report might include the following:
The times of lift malfunction, decision to evacuate and termination of evacuation. The loading of the lift, including the names of those evacuated. This information could be invaluable in preventing unwarranted claims at a later date. The number of staff responding and taking part in the evacuation. The reason the evacuation was necessary. Any considerations or experiences useful to improve the basic plan.
Another significant change in the Standard is a requirement for maintenance personnel training and its documentation. Everyone understands the importance of qualified staff working on lifts and most operators have confidence in the ability of their personnel. Notwithstanding, formal training and documentation can only improve qualifications. This training should include, not only appropriate skills needed to perform tasks, but also understanding information provided in the operations and maintenance manuals written by the lift manufacturer.
Training should also include corporate policies such as the use of snowmobiles on trails during operating periods, general worker safety issues such as lock-out/tag-out and the use of protective devices (safety harnesses, hardhats, eye protection glasses, etc.). Formal training requires that an effort be made to define training topics for both new and current employees as refreshers and for updating to changes in tools, methods and materials. A good program involving the maintenance staff in its development and supported by management can improve productivity, reduce accidents and reduce downtime.
While the above changes are significant, they should not come as a surprise because they reflect what many ski areas are already doing. These points are a refinement and formalization of issues that have been before us for several years.
