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The cables in a central office were routed from the cable vault to upper-floor switching equipment through six-inch diameter holes cored in the concrete floors of the office. The fire burned its way up the cables, exited the cored holes, and spread from floor to floor. Soon all of the lower floors of the building were engulfed, and New York Telephone was on its way to hosting the single worst disaster that any American telephone company had ever experienced. Emergency service vehicles converged on the building. They evacuated everyone inside and began flooding the lower floors with hundreds of thousands of gallons of water. Smoke and steam billowed up and out of the structure (see Figure 3-1), severely damaging equipment on the upper floors that had not as yet been affected by the fire. Two days later the fire was finally out and telco engineers were able to reenter the building to assess the damage. On the first floor, the 240-foot main distribution frame was reduced to a melted puddle of iron. Water had ruined the power equipment in the basement. Four panel-
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Figure 3-1 Smoke and steam billow from the 2nd Avenue central office.
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Downloaded from Digital Engineering Library @ McGraw-Hill (www.digitalengineeringlibrary.com) Copyright 2004 The McGraw-Hill Companies. All rights reserved. Any use is subject to the Terms of Use as given at the website.
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switching offices on the lower floors were completely destroyed. Cable distribution ducts between floors were deformed and useless. Carrier equipment on the second floor was destroyed. Switching hardware on the fourth, fifth, and sixth floors was smoke and water-damaged and would require massive restoration and cleaning before they could be used. And 170,000 telephones were out of service. Within an hour of discovering the fire, the Bell System mobilized its forces in a massive effort to restore service to the affected area. New York Telephone, AT&T Long Lines, Western Electric (now Lucent), and Bell Laboratories converged on the building and commandeered a vacant storefront across the street to serve as their base of operations. Lee Oberst, New York City Area Vice-President, coordinated the nascent effort that would last just under a month and cost more than $90 million. The Bell System, and it really was a system, immediately commissioned a host of parallel efforts to restore the central office. Calling upon the organization s widespread resources, Chairman of the Board John deButts put out an urgent demand for personnel, and within hours 4,000 employees from across the globe descended upon New York City and began to work 12-hour shifts, with 2,000 employees in the building on each shift. Meanwhile, other efforts were underway. Central office engineers reviewed the original drawings of the building s complex network to determine what they would need in the way of new equipment to restore service. All other Bell Operating Companies (BOCs) were placed on indefinite equipment holds pending the restoration of the New York office. Nassau Recycle Corporation, a Western Electric subsidiary, moved in to begin the removal and recycling process of the 6,000 tons of debris that came out of the building, much of it toxic. Mobile telephone subsidiaries from across the country sent mobile radio units to the city to provide emergency telephony services. The units were installed all over the affected area and announcements were posted throughout the city to tell residents where they were located. Simultaneously, Bell Laboratories scientists studied the impact of the fire and crafted the best technique for cleaning the equipment that could be salvaged. 1,350 quarts of specially formulated cleaning fluid were mixed and shipped to the building along with thousands of toothbrushes and hundreds of thousands of Q-Tips. A high-capacity facility between New York and New Jersey, still in the planning stages, was accelerated, installed, and put into service to carry the traffic that would normally have flowed through the Second Avenue office.
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Downloaded from Digital Engineering Library @ McGraw-Hill (www.digitalengineeringlibrary.com) Copyright 2004 The McGraw-Hill Companies. All rights reserved. Any use is subject to the Terms of Use as given at the website.
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