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Emergency management for property professionals is a coordinated operating system for protecting people, stabilizing a building and keeping essential business functions running when something goes wrong. It covers ordinary disruptions—power loss, water intrusion, elevator or HVAC failures and medical incidents—as well as severe weather and less predictable events. The practical answer from Matt Faupel’s Buildings podcast discussion is to combine a usable emergency action plan with trained people, clear authority, tenant participation, responder coordination and a continuity plan that takes over after the immediate danger. A document stored on a shelf is not readiness; a practiced process is.
The Buildings episode page dated August 18, 2025 frames the distinction this way: “Emergency response covers the first five minutes. Business continuity comes into play over the next five hours, days, or even months.” That is an editorial framing, not a regulatory deadline, but it is a useful way to design plans for both immediate action and prolonged disruption.
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What does emergency management cover in a commercial property?
Emergency management is the full cycle of preparing for an incident, acting during it, restoring operations and learning afterward. It is broader than fire evacuation and broader than facilities maintenance. A leaking pipe can expose weaknesses in communications, decision authority, vendor contacts, tenant notification, documentation and financial approval just as a major storm can.
Matt Faupel, a senior property manager and founder of FaupelX, argues in his Spring 2026 article that routine events such as water intrusion, elevator malfunctions, fire-panel faults, HVAC failures and medical emergencies are organizational tests. His conclusion is concise: “The difference is rarely technical knowledge. It is clarity, coordination and culture.” In other words, the plan must tell people who acts, who can authorize a costly or disruptive decision, how occupants receive reliable information and where the record of actions is kept.
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Preparedness also belongs at the leadership level. Faupel writes, “The message is clear: Strategic emergency planning and preparedness is not strictly a facilities task.” Property, asset-management, security, engineering, communications, tenant representatives and executives all affect the outcome.
What should an emergency action plan contain?
An emergency action plan (EAP) is the playbook for immediate actions after an incident. IFMA’s emergency-preparedness guidance recommends enough specificity to prevent guesswork while retaining flexibility for events the team did not predict. Build the plan around the following components.
1. Reporting and escalation instructions
State exactly how an occupant, security officer, engineer or tenant contact reports an event. Include the primary and backup phone numbers or channels, the information the caller must provide, and the threshold for contacting emergency services. Explain who receives the first report, who confirms it, and how the incident is escalated when conditions worsen or the initial contact is unavailable.
2. An incident command structure with alternates
Name an incident lead and at least one alternate for each critical role. Define who can order evacuation or shelter-in-place, shut down equipment, request outside help, approve emergency spending and issue a building-wide message. The plan should identify a succession path for nights, weekends, holidays and periods when the usual property manager is off-site.
3. Functional responsibilities
Assign specific functions to security, engineering, communications and tenant liaison personnel. Security may control access and meet responders; engineering may isolate utilities and provide system status; communications may prepare verified updates; and the tenant liaison may account for occupants and relay tenant needs. Put the assignments in a quick-reference format, not only in narrative prose.
4. Occupant accountability
Describe how the team accounts for people after evacuation or during shelter-in-place. Include assembly locations, methods for receiving reports from tenant floor wardens, and a process for identifying people who may need assistance. Tenant procedures must fit the building plan, and the plan should explain how assistance is arranged without requiring an individual to disclose more information than necessary.
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5. Scenario procedures beyond fire alarms
Create short action cards for the scenarios relevant to the property: loss of power, water intrusion, severe weather, medical incidents, elevator entrapment, fire-system faults, HVAC failure and any hazards associated with neighboring sites or construction work. Each card should state immediate life-safety actions, systems to check, notifications, documentation requirements and the handoff to recovery. Do not imply that one checklist can predict every event; use decision points that let the incident lead adapt.
6. Tenant participation and responder coordination
Explain what tenants must do, what the property team will do and what information responders need when they arrive. Keep current floor plans, utility shutoff information, hazardous-material details supplied by occupants, access instructions and a contact roster in a location responders can reach. Invite tenant representatives to review procedures so that a tenant’s internal emergency process does not conflict with the building’s instructions.
7. Resources, infrastructure and training
List the equipment and supplies required to execute the plan, such as radios or other communication tools, emergency lighting, protective equipment, first-aid resources and barriers for affected areas. Verify that critical systems have appropriate maintenance and backup arrangements. Training is part of the plan: a person who has never seen the procedure cannot be expected to find a paragraph and perform it correctly under pressure.
How should a property team assign authority and backups?
Authority should be explicit before an incident. A simple responsibility matrix prevents two common failures: everyone assumes someone else is deciding, or several people issue conflicting instructions.
| Function | Primary owner | Required backup or escalation | Decision that must be clear |
|---|---|---|---|
| Incident leadership | Designated property or portfolio leader | Named alternate for each shift | Who declares the incident and sets priorities |
| Life safety and access | Security lead | Deputy or contracted security supervisor | Evacuation, shelter-in-place and responder access |
| Building systems | Chief engineer or engineering lead | On-call engineer and service vendor | Utility isolation, safe shutdown and restart |
| Occupant communications | Communications or property-management lead | Approved alternate with message templates | Who approves and sends updates |
| Tenant accountability | Tenant liaison | Assistant manager or designated floor contacts | How occupant status and assistance needs are reported |
| Records and costs | Incident administrator | Portfolio or finance backup | Where logs, photos, approvals and invoices are stored |
Review this matrix with the people named in it. Authority that exists only on paper will fail when the primary contact is unavailable. Faupel’s leadership questions are practical: How often are people trained? How quickly can the team communicate? Who can make a decision? How are new hires brought into the emergency process? Are after-action reviews consistent across the portfolio?
How do emergency response and business continuity fit together?
Emergency response and business continuity overlap but serve different time horizons. Response protects life, limits immediate damage and establishes control. Continuity determines how the property owner, manager and tenants keep essential functions operating while repairs, relocation or extended outages continue.
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The Buildings episode’s five-minute versus five-hours-to-months formulation is a helpful editorial distinction, not a universal standard. In the response phase, prioritize life safety, emergency notification, evacuation or sheltering, responder access and stabilization of dangerous systems. In the continuity phase, track building usability, temporary work locations, tenant communications, vendor capacity, insurance and ownership updates, records, cash controls and restoration priorities.
Write a handoff between the two phases. The incident lead should identify when immediate hazards are controlled, what systems remain unavailable, which decisions are pending and who now owns recovery coordination. Without that handoff, teams may continue treating a multi-day outage as a series of disconnected emergencies.
How can property teams coordinate tenants and first responders?
Coordination works when it is designed before the alarm. Provide tenants with a concise version of the building’s procedures, reporting channels, assembly or shelter locations and expectations for their own employee or visitor accountability. Ask each tenant to nominate contacts and alternates, then update the roster when leases, staffing or operating hours change.
Plan for occupants who may need assistance evacuating or sheltering. The property team should know how to receive a request, identify an appropriate safe location or assistance method, and relay accurate information to responders. Tenants should understand that the building plan complements—not replaces—their own workplace procedures.
For responders, maintain accessible information on entrances, access controls, floor layouts, utility shutoffs, fire-protection systems and known hazards. Decide who meets responders, who provides a status briefing and who records instructions. A current packet is more useful than an exhaustive archive that nobody can locate during an incident.
What should happen in the first five minutes?
Use a short sequence that works for routine incidents as well as major events. The exact timing will vary by scenario; the sequence is a prompt for disciplined action.
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- Recognize and report. Confirm what is known without delaying life-safety action. Call emergency services when conditions require it, then notify the designated incident contact.
- Protect people. Evacuate, shelter or isolate the affected area according to the scenario card. Do not send untrained personnel into unsafe conditions.
- Establish command. The incident lead or alternate states the immediate objective, assigns roles and sets the next update time.
- Control the hazard. Engineering or qualified vendors isolate utilities or equipment when authorized and safe. Security controls access and preserves responder routes.
- Communicate verified facts. Tell tenants what happened, what action is required, where to get updates and when the next update will arrive. Avoid speculation.
- Start the record. Log times, calls, decisions, photos, system readings, injuries or assistance needs, vendors dispatched and approvals. Documentation supports handoffs and later review.
Keep a small, printable quick-reference card for this sequence. The full plan can remain detailed, but the first actions must be reachable when phones, networks or normal office access are disrupted.
How do tabletop exercises expose weaknesses?
A tabletop exercise is a guided discussion in which the team responds to a fictional incident without physically deploying equipment. Faupel describes it as a low-resource way to uncover gaps in communication, escalation, decision authority and documentation. It is valuable because participants discover uncertainty before an actual occupant or responder is waiting for an answer.
- Choose a plausible scenario. Use a water intrusion, power outage, medical event, severe-weather warning or fire-panel fault that matches the building’s risks.
- Invite the whole chain. Include property management, security, engineering, communications, tenant representatives, relevant vendors and an executive or ownership contact.
- Introduce timed developments. Add a failed phone number, an unavailable manager, a tenant needing assistance, a vendor delay or conflicting information.
- Ask decision questions. Who makes the first call? Who can authorize access or spending? When are tenants notified? Who mobilizes vendors? Where are photos, timestamps and action logs stored?
- Capture gaps without blame. Record every unanswered question, duplicate responsibility and missing contact. Assign an owner and due date for each corrective action.
- Repeat after changes. Run another discussion when a major system, tenant mix, building use or staffing model changes.
Virtual tabletops, mobile communication and centralized records can make exercises and after-action reviews easier to repeat, but the method matters more than the technology. The aim is a current, shared understanding of what people will do.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.How should plans be maintained after an incident or drill?
Readiness decays when staff change and memories fade. Schedule plan reviews around real changes: new property personnel, tenant turnover, altered operating hours, construction, system replacements, vendor changes and incidents. Teach the emergency process during onboarding rather than assuming a new employee will discover it.
After every incident or exercise, hold a structured review. Ask what happened, what the team expected, what actually occurred, which decisions were delayed, whether messages reached tenants, and whether records support the next handoff. Track corrective actions to completion and publish the revised contact lists or procedures where the people who use them can find them.
The BOMA International webcast on lessons learned in 2025 and preparation for 2026 reflects the value of treating preparedness as continuing work rather than a one-time document project.
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What records and digital tools are worth using?
Digital playbooks, mobile communication and centralized records can improve access when they are configured around the plan. Store current procedures, contact rosters, floor plans, equipment information, photos, timestamps, approvals and action logs in a controlled location with a clear offline or printed fallback. Limit editing rights so that an emergency contact is not accidentally overwritten, and make sure the team knows how to retrieve information without relying on one person’s account.
Technology does not solve unclear ownership. A sophisticated dashboard cannot decide who may order an evacuation or whether a tenant message is accurate. Use digital tools to make the agreed process faster, more visible and easier to review.
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- A binder with no practice: Run short briefings and tabletop discussions, then revise the instructions based on what participants cannot find or understand.
- One-deep staffing: Name alternates for every critical role and test the after-hours contact path.
- Facilities-only ownership: Put property leadership, tenant relations, communications and ownership representatives in the decision structure.
- Generic checklists: Add building-specific systems, hazards, access points, tenant needs and responder information.
- Unverified messages: Define who approves updates, use plain language and state when the next update will come.
- Missing documentation: Begin a time-stamped incident log immediately and preserve photos, instructions, approvals and vendor details.
- No recovery handoff: Define when response ends, who leads continuity and how restoration priorities are communicated.
- Ignoring small incidents: Review elevator faults, leaks, HVAC failures and medical calls as opportunities to improve the same capabilities needed in a larger emergency.
How can a construction or property team start in the next 90 days?
A staged start is more useful than waiting for a perfect manual.
- Days 1–30: establish control. Name the incident lead and alternates, verify emergency contacts, map critical systems and identify the building’s highest-consequence scenarios. Create the first-page quick-reference sequence and confirm responder access information.
- Days 31–60: integrate people. Meet with tenant contacts, security, engineering, communications and key vendors. Resolve conflicting procedures, document assistance arrangements and provide onboarding material for new staff.
- Days 61–90: exercise and improve. Run a tabletop, record unanswered questions, assign corrective actions and publish the revised plan. Set the next review trigger based on building, staffing and tenant changes.
This approach turns preparedness into an operating rhythm. It also gives ownership and leadership a visible way to ask whether the building can make decisions, communicate and preserve records when normal routines fail.
What is the central lesson for property professionals?
Emergency readiness is demonstrated by coordinated behavior, not by the existence of a document. Clear roles, alternates, tenant participation, responder coordination, scenario-specific instructions, practiced communications and disciplined records make a property more resilient to both everyday failures and severe events. As Faupel’s article emphasizes, strategic preparedness is a leadership responsibility shared across the property operation.
Frequently Asked Questions
Who should own the emergency plan in a multi-tenant building?
A designated property or portfolio leader should be accountable for the plan, while security, engineering, communications and tenant-liaison leads own their sections. Ownership should also appoint alternates and require corrective actions from drills or incidents to be tracked to completion.
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Keep the same core principles—life safety, clear authority, tenant coordination, communication and records—but combine roles where staffing is limited. Use short scenario cards, a verified contact list and periodic tabletop discussions instead of a lengthy manual that no one can operate.
What should contractors and service vendors know before an emergency?
Give them the reporting channel, access and escort rules, site hazards, shutdown boundaries and the person authorized to direct their work. Include vendor mobilization and documentation questions in tabletop exercises so the team knows what happens when a preferred contractor is unavailable.
When is an emergency plan no longer current?
It is out of date when key contacts, tenants, building systems, access arrangements, operating hours or construction conditions change, or when an incident reveals an instruction that does not work. Treat those events as review triggers and issue a controlled update rather than waiting for a calendar date.
