Gregory,
The worst disaster response plan I have examined consisted of three large
three-ring binders which covered, in some detail, most every conceivable
disaster.  Twenty years of experience dealing with disaster situations,
conducting workshops concerning same, and helping others write plans
caused me, a few years ago, to write up the following (short) guide.
 
Disaster Response Plans
        The essence of a useful disaster response plan is simplicity and
brevity.  Plans which catalog an exhaustive list of possible disasters
with detailed responses, however well-wrought they may seem, are too
cumbersome to be of much use during the early hours of an actual emergency.
        There are three general classes or types of disaster which a plan
should address: fire, water, and acts of God (i.e., earthquake, volcano,
storms, etc.)
        If there is a fire at the institution and the fire department is
able to respond quickly, there may be time for the firemen to enter the
affected site with tarps which may be used to cover especially important
parts of the collections or business records of the organization.  Floor
plans should be drawn up and given to staff in each department so that
they may identify and assign a value to collections or records under
their care.  The shift captains of the closest fire station should have
Mylar encapsulated copies of the floor plans indicating the location and
assigned value of those collections or records, as well as the location
of the main electrical panels and plumbing shut-off valves.
        The first priority at the onset of a disaster which occurs during
normal working hours is the orderly evacuation of people from a floor or
the building, with concurrent notification of the proper authorities
(i.e., administration, fire department, police, insurance company,
etc.).  There should also be a procedure for insuring the safe removal of
handicapped persons who may be on an upper floor if elevator service is
cut off.
        The disaster plan can take a variety of forms, of varying
complexity.  At each exit there should be a single sheet showing the
basic floor plan for that floor, including the location of fire
extinguishers.  There should also be two emergency lights at each exit.
One should be wired into the building electrical system with a battery
back-up and an integral  switch which will switch over to battery power
in the event main power to the building or to the floor is lost; the
other should be a rechargeable flashlight plugged into an outlet near the
exit.
        The next level of disaster plan, to be kept in the offices and
homes of the senior staff  should contain the basic floor plans for the
buildings they are responsible for.
        A more extensive set of plans which will indicate the location of
electric panels, plumbing runs and ventilation ducts will be kept in the
offices and homes of the Chief Engineer, and Conservator, whether on
staff or contract.
        A complete set of plans should be on file in a computer for
updating, as necessary.  As a practical matter, the most frequent cause
for updating the plans will probably be related to the changing exhibits,
reflecting any temporary walls erected for the purpose of new exhibits.
It is important, in the case of exhibits, to identify the location of any
items on loan.
        Communication during the early hours of a disaster can be a vital
factor in minimizing the extent of loss or damage to collections or
operating records.  For this reason it is suggested that the call list
include not only the work extension and home telephone number of those
persons named on the list, but a telephone number through which they may
be contacted, or a message left for them, when they are away on business
or vacation.
 
        Thompson Conservation Laboratory, Portland, Oregon
        (503) 248-0046 (day)  289-8723 (night)   [log in to unmask]
 
There is a clear bias above in favor of the maintenance and conservation
staff.  Experience has taught me that administrators and curators are
more likely to consider the collection as a whole and, thus, delay making
decisions.  Maintenance staff can help make a building safe to enter;
conservators can evaluate relative possibilities of successful
conservation treatment.  This information is needed by
administrators/curators to help them assign priorities and commit assets.
 
Jack C. Thompson