1 WILMINGTON UNIVERSITY LIBRARY Business Continuity Plan (BCP) and Disaster Recovery Plan (DRP) 2 WILMU LIBRARY SERVICES 20,000 student population served 13 physical locations of access to university library materials 1 online access to university library 3 Disasters - Natural & Manmade Natural - Fire, flood, hurricane, tornado, earthquake, volcanoes Man-made - Plane crashes, vandalism, terrorism, riots, sabotage, loss of personnel, etc. Anything that diminishes or destroys normal data processing capabilities 4 Topic Concepts - BCP; DRP Business Continuity Plan - An allencompassing term covering both disaster recovery planning and business resumption planning Disaster Recovery Plan - The document that defines the resources, actions, tasks and data required to manage the business recovery process in the event of a business interruption. 5 Business Continuity Plan (BCP) Necessary to keep business advancing Needed for all kinds of organizations BCP Objectives Availability - the main focus Confidentiality - still important Integrity - still important 6 BCP Importance Increases marketability of the institution Decreases the operational downtime Helps maintain competitive advantage over the rest Alleviate huge amounts of stress from majority from users 7 BCP Creation Process Three stages Pre-planning stage Emergency operations stage Disaster recovery stage BCP Scope Used to be just the data center. Now includes: Distributed operations Personnel, networks, power All aspects of the IT environment 8 BCP Creation - Key Phases Project management & initiation Business Impact Analysis (BIA) Recovery strategies Plan design & development Testing, maintenance, awareness, training 9 Disaster Recovery Strategy (DRP) Documented procedures designed at start of period to help protect organization's future by recovering from any system malfunctions or unexpected downtime Works in tandem with BCP Necessary because avoiding disasters is next to impossible; Recovery is inevitable 10 Understanding Risk Analysis Defining a risk Defining the process of risk analysis Benefits of risk analysis Performing risk analysis Output of risk analysis 11 Disaster Recovery Planning Steps 1. Build your team a) Type of Skills - Who? b) Roles and Responsibilities - What? c) Resources Needed - How? d) Stages - When? 12 Disaster Recovery Planning Steps 2. Conduct an operational analysis a) Backups b) Physical security c) Data access d) inventory 13 Disaster Recovery Planning Steps 3. Perform risk and business-impact analysis a) List critical assets b) Determine length of down time for each asset before impact c) Determine suffering from loss of each d) Prioritize 14 Disaster Recovery Planning Steps 4. Document all systems and applications What are they? When do you need them? What data needs to be there? 15 Communicate the Plans Communicate to various publics This helps reduce third party liability WILMINGTON UNIVERSITY LIBRARY DISASTER RECOVERY AND BUSINESS CONTINUITY PLANS I. ABSTRACT As a learning institution, Wilmington University is set apart from other top learning institutions by the incredible quality of studies offered as well as numerous research activities conducted year round. Founded in 1968 as Wilmington College, the university has grown from an initial charter class of about 194 students to over 10,000 students by 2006. The figure now stands at about 20,000 students, who pursue select programs from a wide variety of the options offered. To this day, the university now boasts of seven colleges which operate from 14 locations including offering online programs and offers both undergraduate and graduate programs in several academic disciplines and professions. With the shift in emphasis to bachelor and graduate programs, the institution became Wilmington University in September 2007 having been approved by the Board of Trustees as well as that of Middle States Commission on Higher Education. It was here that the current Wilmington University was truly born, with research activity and the quality of education offered soaring through the roof. However, this could not have been possible if not for a well-stocked library the university has developed over the years. As such, this paper will look at how the Wilmington University library can put in place appropriate disaster recovery and business continuity plans to ensure it is prepared to survive any potential disasters in future. II. INTRODUCTION 1 The Wilmington University Library is at the center of every research process and learning activity partaken within the confines of the institution. Therefore, the importance of the library services across the 14 learning locations as well as online cannot be put at risk of termination even for the shortest time one can think off. In this regard, having a disaster recovery plan and a business continuity plan is paramount, even for a non-profit institution like Wilmington University. In developing a disaster recovery plan, it is important to accept that the company may be unable to foresee all possible sources of disaster, or even the full effect of any disaster that should occur. Therefore, having contingencies planned for could yet prove to be very prudent[ CITATION Haw00 \\l 1033 ]. The focus should be to ensure the library can withstand and or recover from most of the potential disasters, while also limiting the duration of forecasted down time due to the disaster. While planning for disasters is adorable, being able to remain firmly operational all the time is of even more importance. The library staff must be able to continuously come up with ways to optimize the use of the university library system both in times of disaster and those without. Offering an uninterrupted all-year operations schedule should be the ultimate goal (Wilmington University, 2015). Just like business strategies set out the means towards the attainment of predetermined objectives, having a library operations continuity plan would increase the ability of the university library staff to foresee and adjust to potential disruptions in library services. This makes it easier to handle such situations. Further, the decentralized nature of the library facilities demand proper planning to ensure continuity in operations, as the risks of stalling operations is substantial (Rozek & Groth, 2008). This may be achieved by observing the steps discussed herein. III. WILMINGTON UNIVERSITY LIBRARY BUSINESS CONTINUITY PLAN 2 The practice of business continuity planning is a necessary, but unwanted practice, as it essentially acknowledges that the organization is susceptible to a future disaster. The prevalence of natural and human-induced disasters do emphasize the numerous challenges an organization may face when attempting to pull off a seamless post-disaster recovery. Since such unwanted situations rarely gives management a heads up of their occurrence, having a business continuity action plan is therefore not an option anymore[ CITATION Mic10 \\l 1033 ]. Admittedly, the plans may substantially fail to help navigate turbulent organization conditions without disrupting operations, but the cost of not having one is an unthinkable risk. The very survival of an organization may as well depend on the effectiveness in formulation and implementation of the business continuity plan. Business continuity planning does not just involve for-profit organizations, as they target to guarantee the least disruption of an entity's ordinary activity in the event of any disaster. Ideally, it is the pretext for a successful disaster recovery schedule. The fact remains that even the best thought-through and well-laid plans could still falter, albeit with lead time about an impending disasters, therefore making disaster recovery options and business continuity plans inevitable[ CITATION And89 \\l 1033 ]. The ideals behind the creation of a business continuity plan was to ensure an organization to carry on operations in case a place of business gets affected by different types and levels of disaster. This focuses mostly on short-term disasters such as a daylong building-wide problems. Importance of a Business continuity plan Despite being a non-profit entity, the Wilmington University and all of its component systems still needs to be as competitive as possible. Having the ability to offer top quality service and stocking relevant and useful reading materials therefore ranks top of the university library's wish 3 list. As a result offering this continuously is important, whether there is a disaster or not. It is in this light that the significance of the business continuity plan of the Wilmington University library services contributes to the reverence the university enjoys. The business continuity plan stands integral to all that. The specific significance includes the following. A well formulated business continuity plan would help decrease the operational downtime of the Wilmington University library services. The lack of an effective business continuity plan could result into considerably long operational downtime for any type of organization[ CITATION Haw00 \\l 1033 ]. It is thus important to use a business continuity plan, as the organizations would know how to respond to emergencies, and the level of downtime to target while slowly bringing operations back to normal. The business continuity plan can help restart normal operations at various Wilmington University library halls in the shortest possible time, preventing the loss of competitive edge. For maximum efficiency, the plans ought to rely on use of minimal economic resources to produce maximum results. In addition, it helps to maintain a competitive advantage the university has developed over the years. The Wilmington University library system needs to remain competitive, as it is one of the many selling factors that could potentially determine whether a student joins Wilmington University or another university. To attain this sustained competitive edge, the must find the best way to maintain their competitive advantage by using a business continuity plan that sets their potential service downtime as low as possible. This ensures that no matter the magnitude of the disaster at hand, the university library system and operations would be restored to their ordinary operating capabilities in a shorter time than would any other university library system when faced with similar catastrophe. 4 When the university library system is functioning optimally, it could help to potentially alleviate huge amounts of stress from majority of users[ CITATION Dey11 \\l 1033 ]. Even they are extremely significant in any institution of higher learning, the library operations could also be a source of immense stress. For example, a student preparing for an end of semester examination would be very stressed if the library system were to operate at below par in such a time. Consequently, a library staff would have to work twice as hard on a day when the operations are not as effective, and this could result into unprecedented stress levels in an individual. Having a well-designed and actionable business continuity plan would help reduce the stress levels or even avoid them at all. Creating a Business continuity plan To succeed in effectively minimizing the effects of a disaster, and ensuring the least possible disruption of services within the Wilmington University library system, a business continuity plan must be developed by paying particular attention to certain fundamentals. For a well set plan, the library system would be able to prevent library system failure in most cases, and also recover easily from any kinds of disasters that may occur[ CITATION And89 \\l 1033 ]. As each unwanted occurrence results into some kind of loss, either of efficiency or effectiveness, the topmost priority is to prevent system shutdowns, so that the library can continuously offer service to the learning and teaching fraternity. The business continuity plan is therefore a recovery strategy in post disaster-occurrence situations as well as a preventive measure in preoccurrence. In creating a business continuity plan, the group of persons responsible should first identify the scope of plan required, identify important business areas, select the critical business functions and determine the identifiable dependencies between various business areas and functions. With 5 these in place, the committee should then evaluate the ordinary operations of the library and agree on an acceptable downtime, one that could be permissible during the worst-case scenario of a post disaster occurrence library downtime. The continuity planning process is thus performed in three steps; the preplanning stage, the emergency operations stage and the disaster recovery stage. These are discussed below. Pre-Planning Stage The many activities carried out at this stage attempt to mitigate the library or prevent the potential of damages the system sustains from being outright catastrophic[ CITATION Dey11 \\l 1033 ]. As the initial step, the pre-planning phase is centered on enacting prompt preventive measures that could benefit the university library at the earliest notice of impending disaster. When used together, the preventive and mitigating methods work in complementary fusion to increase overall protection attainable of the system. The goal is to protect library resources while ensuring the library remains as operational as possible. To achieve this, preplanning should include proper protection of library assets, facilities and library faculties. In so doing, it helps evaluate the vital physical and human assets as well as the potential impact of the disaster on the general operations of the university library. Pre-planning should also focus on guaranteeing protection of the university library's ordinary processes and other important operations. As such, critical process and product flaws should be discovered and effectively secured. From here, there should be enacted a plan concerning the library personnel by securing first the most key individuals. The security of library users should also be analyzed and secured to the highest possible level. These could be attained by implementing such strategies as; 6 i. Installing physical protection systems to mitigate loss, such as automatic sprinklers, hurricane shutters, flood control measures, emergency generators, and so on. ii. Reducing dependency on single source suppliers, local vendors and other bottlenecks in product flow. iii. Entering into reciprocal agreements with other locations or businesses iv. Use of leased business centers or use of hot or cold sites v. Leasing of office equipment, temporary power generators, etc. vi. Establishing alternate phone/communications centers (answering service) vii. Establishing alternate or back-up facilities should be pre-arranged, (warehousing, cold storage). Emergency operations Stage In certain cases, the unwanted situations go undetected until it is too late to employ mitigating precautions. In this cases, the company is forced to attempt managing the situation while it is ongoing, and this is only attainable if emergency operations are activated. These are activities that should only be put into action in the case of an emergency situation. A well-established continuity plan will have the emergency activities broken into small groupings since they are needed to be performed and completed quickly and efficiently. The small groupings are then assigned to an activity one at a time. There is no standard structure or contents of the emergency operations. However, most companies include the following in this section of their continuity plans. To start with, there should be a sense of direction and control embedded in the emergency section of the business continuity plan. This allows leaders of the formed groups to control them thereby facilitating 7 good coordination of efforts to find a common solution. Despite working as independent groups, they target a similar ending to a problem, hence communication is of paramount importance[ CITATION Bel01 \\l 1033 ] . Group members should be able to communicate to each other and to those in other groups for a faster solution of the crisis. The other key functions whose execution require strict coordination include alerting and warning, facility shutdown, evacuation, shelter, emergency services and information, supporting materials and administration and logistics. When correctly implemented, these could well lead to complete resolve of any emergencies. Disaster Recovery Stage This is one of the unwanted phases of the continuity plan. While important in the plan, most business would prefer they never have to use it, as it involves collecting the pieces after a disaster has struck. Disaster recovery strategy, however, involves careful documentation of current procedures and developing special procedures to turn to in the aftermath of a disaster. In using this phase, the recovery team focuses primarily on salvaging the remnants of the most critical functions identified in earlier stages[ CITATION Bel01 \\l 1033 ]. To effectively employ this section, consider the manner in which operation are conducted today, and seek for alternative means of doing the same activities. This alternative way is therefore a part of the recovery techniques. In most cases, recovery operations do include the use of unorthodox methods to find solutions. This however is the one place where the ends fully justifies the means. IV. WILMINGTON UNIVERSITY LIBRARY DISASTER RECOVERY PLAN Disaster recovery plan Among the hype related to the development of business policy papers and various kinds of 8 budget estimates, it is prudent and extremely necessary that the entity develops a disaster recovery plan as well. This is a documented set of procedures designed at the start of a fiscal period with the hope of it helping the entity to protect the organization's future by recovering from any system malfunctions or unexpected downtime. The document often spells out the steps an organization needs to follow after the occurrence of a disastrous event[ CITATION Bel01 \\l 1033 ]. Regardless of the type of disaster, the disaster recovery plan must be able to protect the firm's longevity for it to be considered effective. The complexity of the modern organization means that component is rarely enough to meet various thresholds. As such, a disaster recovery plan often works in tandem with a business continuity plan to ensure the organization works smoothly and that there is greater chance of surviving any form of unwanted situations that the entity may face. Every organization would like to be in a position to completely avoid disasters, but unfortunately, this is not possible. As such, they adapt to their situations by working to limit the effect these disasters would have on the entities should they indeed occur. This is often achieved through careful planning processes that limit the effects of a disaster. Therefore, the primary objective of the disaster recovery planning process is to minimize as much as possible the harm done to an organization by the downtime suffered as well as the related data loss[ CITATION Gav07 \\l 1033 ]. This may also include protection of the entire organization in the event that all or part of their operations are rendered unusable due to the occurrence of the disaster. To achieve this, the disaster recovery plan could focus on minimizing the operational disruptions while ensuring that certain levels of stability and orderly recovery after the disaster prevail[ CITATION Nem97 \\l 1033 ]. Recoverability 9 This refers to the readiness with which the organization can recover from the occurrence of a disaster, as shown by the responsiveness of its disaster recovery plan. Determining the recoverability of a specific organization isn't as easy, as there are key elements any holistic disaster recovery strategy. They include the firm's ability to protect its data, restore their environment after a disaster, and also managing the recovery process. When this are practically achievable, the firms' disaster recovery plan is actionable and could thus help restore operations to their previous levels attained before the disaster actually struck[ CITATION Roz08 \\l 1033 ]. Recoverability is enhanced by the firm's ability to send out instant warnings of an impending disaster. This helps prepare response even before the actual disaster has taken place, and increases the organization's chances of full recovery by almost 30 percent[ CITATION Ell99 \\l 1033 ]. This could be achieved through the use of various emergency notification computer software that allow any internal user to send critical alerts to any recipient within the organization at any time using any device. This may result into significantly enhanced levels of recoverability, especially if the software used can work in real-time to transmit messages as well as presenting numerous responses. For an emergency notification system to be considered of sufficient performance levels, the following standard features must be present and fully operational. Such a configuration of the emergency notifications application would limited disaster-imposed damages to the firm. The features include the following. i. The use of intra-organization email alerts. These identify a particular email address with which library logged-on users can receive and view a copy of all alerts sent. ii. Using different alert links to send attachments along with library system alerts. They may 10 also help library personnel in tracking the alerts to see the individuals who managed to access them so as to know the average reach of the alerts send out. iii. The library system may also put into use high quality cascading voice devices. When properly installed, they can sequentially place calls to various recipients in the library database according to the order of recipients' preference and then stop placing the calls as soon as a successful message is confirmed to have been delivered. Benefits/ Advantages The ordinary business day may give rise to numerous disasters of various types and magnitudes. Whether natural or man-made, data disasters or otherwise, an organization's or company system's preparedness to handle a disaster head-on is an asset like no other. This is because it leads to numerous benefits that in the long-run determine how much of a success the entity really is[ CITATION Gav07 \\l 1033 ]. This is no different to the operations of the Wilmington University library services. Therefore, the following are some of the major benefits that could be derived by the university library from having an actionable disaster recovery plan. i. A good disaster recovery plan involves use of proper backup and recovery systems, which when triggered post- disaster occurrence, enable the library service to manage the library assets in a proper way. It involves the understanding of book reserve and other asset inventories, including those in soft copies, and their subsequent identification that helps piece information together that leads to business recovery from disasters. ii. Properly executed disaster recovery plans helps organization to manage their internal networks. This is because it allows system managers to know all of the components of the system therefore making it to manage the library and to account for the various resources[ 11 CITATION Zsi051 \\l 1033 ]. iii. For a busy library system, coming back from a task redundancy could be a very difficult issue to handle in the absence of a proper and well-suited system. With a good recovery plan in place however, this does not have to be a full-on disaster for an already stretched Wilmington University library staff. So reducing task redundancies could help to significantly boost performance efficiency levels. iv. With an effective disaster recovery plan implemented, the Wilmington University library stands a better chance of surviving any kind of disaster, be it physical or even computerrelated. This increased likelihood of the system surviving is important, with over 94 percent of organizations using disaster recovery plans likely to survive even the most aggressive of data attacks. It is therefore evident that the Wilmington University library would be far much better off with a predetermined disaster recovery plan than without. These benefits are what sets a prepared institution apart from those that end up second guessing themselves in the face of an impending disaster. Having contemplated worst case scenarios from every possible disaster enables the library institution to handle the case in a better way. V. CONCLUSION The preparedness to handle any potential disasters is irreplaceable in an organization. The increase in internet threats and terrorism besides natural disaster and criminals have made places of higher learning more susceptible to damage than ever before. It is therefore the business of the people in charge to secure their information and assets the best they can to lower the extent of these vulnerabilities. The baseline and blatant truth is that disaster has happened before at some 12 of the least expected places, and that it is sure to hit similar places again sometime in the future. The problem is we have no way of telling these places, so being prepared before this happens is the best policy. 13 VI. REFERENCES Bell, J. (2001). Disaster survival planning: Apractical guide for businesses. Council, A. (2011). Business continuity planning. California: Sage. Dey, M. (2011). Business continuity planning (BCP) methodology essential for every business. GCC Conference and Exhibition (pp. 229-232). IEEE. Elliot, D., Swartz, E., & Herbane, B. (1999). Just waiting for the next big bang: Business continuity planning in the UK finance sector. Journal of Applied Management Studies, 8, 43-60. Hawkins, S. M., Yen, D. C., & Chou, D. C. (2000). Disaster recovery planning: A strategy for data security. Information Management & Computer Security, 8(5), 222-230. Maskrey, A. (1989). Disaster mitigation: A commuinty based approach. Nemzow, M. (1997). Business continuity planning. International Journal of Network Management, 7(3), 127-136. Rozek, P., & Groth, D. (2008). Business continuity planning. Health Management Technology, 29(3), 10. Smith, G. P., & Wenger, D. (2007). Sustainable disaster recovery: Operationalizing an existing agenda. In Handbook of disaster research (pp. 234-257). New York: Springer. Wallace, M., & Webber, L. (2010). The disaster recovery handbook: A step-by-step plan to ensure business continuity and protect vital operations, facilities and assets. American Management Association. 14 Wilmington University. (2015). Retrieved from Wilmington University at a glance: http://www.wilmu.edu/about/ataglance.aspx Zsidisin, G. A., Melnyk, S. A., & Ragatz, G. L. (2005). An institutional theory perspective of business continuity planning for purchasing and supply management. International Journal of Production Research, 43(16), 3401-3420. 15 Disaster Recovery Plan |Guin Library - Oregon State University Library Disaster Recovery Plan Revised November 26, 2008 Contents 1. Disaster Preparedness and Prevention .......................................................... 2 I. Guidelines ........................................................................................ 2 II. Collection Salvage Priorities ............................................................ 2 III. Insurance Coverage .......................................................................... 3 IV. Security, Public Relations, Psychology ............................................ 3 V. General Housekeeping Guidelines ................................................... 3 VI. Hazards Survey ................................................................................ 4 VII. Building Safety Checklists ............................................................... 4 2. Disaster Response ............................................................................................ 4 I. Contact Lists for Initial Response to an Emergency ........................ 4-5 II. Disaster Response Activities ............................................................ 6 III. Preliminary Disaster Recovery Planning ......................................... 6-7 IV. Assessment of Damage .................................................................... 7 V. Planning the Recovery ..................................................................... 7-8 3. Disaster Recovery: Restoration Methods ...................................................... 8 I. Freezing ............................................................................................ 8 II. Drying .............................................................................................. 8-10 III. Smoke, Soot and Char Damage ........................................................ 11 IV. Broken Books ................................................................................... 11 V. Biopredation ..................................................................................... 12-13 VI. Specialized Materials ....................................................................... 13-15 4. Disaster Recovery: Recovery and Completion .............................................. 16 I. Housekeeping and Rehabilitation ..................................................... 16 II. Reshelving ........................................................................................ 16 III. Assessment and Revision of the Plan ............................................... 17 5. Appendices ....................................................................................................... 18 A. Floor Plan ......................................................................................... 19 B. Salvage Priorities ............................................................................. 20 C. Consultants Contact List .................................................................. 21 D. Supplies & Supply List .................................................................... 22-24 E. Volunteer Information & Sign-up Sheet .......................................... 25-28 F. Hazard Survey .................................................................................. 29-30 G. Checklists ......................................................................................... 31-36 H. OSU Master Emergency Management Plan..............................37-49 I. Local Services Contact List .............................................................. 50-51 J. Replacement Costs Valuations .......................................................... 52-55 K. Oregon Property Self-Insurance Policy Manual.........................56-72 L. Filtering Face Approval Form..............................................73-74 M. Caveat..........................................................................75 Draft Disaster Recovery Plan | Guin Library - Oregon State University 1. Disaster Preparedness and Prevention I. Guidelines II. Collection Salvage Priorities III. Insurance Coverage IV. Security, Public Relations, Psychology V. General Housekeeping Guidelines VI. Hazards Survey VII. Building Safety Checklists I. Guidelines 1. The Disaster Plan is located on the library intranet at: S:\\Guin\\Disaster Plan\\Emergency Information\\Draft Guin Disaster Recovery Plan.doc A hard copy should be kept at all appropriate locations: o Onsite Building Manager (Janet Webster) o HMSC Safety Coordinator (Randy Walker) o HMSC Director's Office (George Boehlert) o Valley Library Administration office o Homes of ... 1. Guin Librarian - Janet Webster 2. Library Technician - Susan Gilmont 3. Library Technician - Judy Mullen 2. Twice a year identify and inspect all areas and equipment that may cause or be subject to a disaster. 3. Update the resource list and supply inventory at least twice a year, noting in particular the supplies on hand and those which would have to be purchased in an emergency. 4. Guin Library Team members will review the Disaster Plan annually (September), updating as necessary any of the following: o o o o o o o Names, addresses, and telephone numbers as necessary of any library and HMSC personnel, outside consultants, services, etc. Verify HMSC safety personnel. Emergency procedures. Location of supply rooms and local stores. Floor plans and collection salvage priorities. Insurance coverage. List of past disasters. II. Collections Salvage Priorities 1. Adjustment of Priorities o The collection priorities list is a guide but, because each disaster is unique, the Guin Librarian will consider the circumstances and limiting factors (time, access to materials, availability of resources, etc.) which may require deviations from the plan. 2. Salvage Priorities 2 o See Appendix B. 1. Disaster Preparedness and Prevention (cont.) III. Insurance Coverage OSU Libraries participates in the State of Oregon Self-Insurance Agreement, which is administered by the State of Oregon Department of Administrative Services. It is located on the web at http://www.oregon.gov/DAS/SSD/Risk/PropertyPolicy.shtml and will be included in this document in printed form. A yearly Risk Report of the replacement valuation of the collection is updated and provided to the Oregon University System at the end of each fiscal year. A copy of this document is attached as a Appendix K. Any loss is reported to Risk Management administration through the OSU Contract Office. Risk Management serves as liaison for OSU with the state of Oregon Department of Administrative Services and submits necessary forms. There is coverage for exceptional items, which would include the artwork and materials in Special Collections and Archives. IV. Security, Public Relations and Psychology 1. Security In the event of a disaster, organizations on both campuses should be notified. Contact Campus Public Safety (737-7000) and News and Communication Services (737-0790) immediately. It may also be necessary to contact the Newport Fire Department (911 or 265-9461) or the Newport Police Department (911 or 265-4231). Full emergency contact information is given on pages 5-6. o Disasters draw the media, the curious, the well-meaning, and the criminal. A library that has suffered disaster is usually a place of chaos and it is vulnerable to invasion by unwanted hordes. Security of the collections must be maintained and will need to be arranged almost immediately. If a library decides to accept volunteers to assist in a pack out, there must be a way set up to screen them (also for their ability to physically do the work) and make sure they are under the supervision of a staff member at all times. It is recommended that a security guard be posted at all entrances and exits to examine backpacks, purses, etc. Never let people you are unsure of work in areas where rare and valuable materials are stored. 2. Public Relations o The Guin Library Librarian, working with the University Librarian and under the direction of News and Communication Services, should deal with the media. All staff should be instructed to refer any questions to the Guin Librarian. The Guin Librarian is also responsible for keeping staff informed on a regular basis of the state of recovery (see section on psychology). 3. Psychology o The psychological aspects of a disaster are often underestimated or totally overlooked. It is vital to keep staff informed by communicating regularly, and having debriefing and gripe sessions. Members of the administration should be seen in the trenches-often. Keep work sessions in the stacks to shifts of two hours. Be sure people change jobs frequently. OSU's mental health advisor is Cascade Counseling, an Employee Assistance Program. Call 737-3013 or 1-800-433-2320 to talk with a counselor or make an appointment. V. General Housekeeping Guidelines 1. Do annual checks with the Building Safety Checklists (Appendix G). 2. Do not, under any circumstances, place furniture, display cases, coat-racks, etc. in front of a fire-hose cabinet, fire extinguisher, or manual box fire alarm system. 3. Drinks are allowed in the library in spill-proof containers only, but not in map areas, or Special Collections. 4. Close drawers of file and storage cabinets when not in use. 3 5. Do not leave any materials exposed on desks or tables overnight, especially original documents or other archival material. 6. Maintain a stable temperature in the library. 7. Store valuable material in fireproof and dust-proof cabinets, preferably made of steel and treated with a noncorrosive, non-staining, and non-combustible paint. 8. Ensure that books are not shelved too tightly. This measure not only prevents user damage to the bindings when books are pulled off the shelves, but also ensures that, if flooding occurs, the water will not cause the books to swell to the point where they burst from their shelving units. This applies to a lesser degree to other materials. 9. Shelve materials so that they are set back a short distance from the edge. This precaution prevents user wear, the vertical spread of fire from one shelf to another, and books "walking off" shelves during minor earthquakes. 10. Ensure that appropriate standards (e.g. dust control and supplies storage) are met by janitorial staff. VI. Hazards Survey See Appendix F. o VII. Building Safety Checklists See Appendix G o 2. Disaster Response I. II. III. IV. V. Contact Lists for Initial Response to an Emergency Disaster Response Activities Preliminary Disaster Recovery Planning Assessment of Damage Planning the Recovery I. Contact Lists for Initial Response to an Emergency A, Emergency Numbers B. Disaster Team Contact Lists C. Local Services and Experts Contact Lists A. Emergency Telephone Numbers o See the OSU Emergency Manual B. Disaster Team Contact List 4 Disaster Team [Call in order given until you reach someone.] Position Name Responsibility Guin Librarian Janet Webster Determines how building materials should be handled. Work/Home Phone 541-867-0108 (wk) 541-265-6919 (hm) 503-270-1571 (cell) Facilities Mgr. / Safety Officer--HMSC Randy Walker Secure area, evaluate possible hazards, supervise cleanup and reconstruction. (541) 867-0260 Operations Director/ University Librarian/ Communications/ Dept. Head - Library Admin. Head, HMSC Karyle Butcher Operations Director; release of information for OSU Public Relations; group leader for Library Admin. Head, HMSC: allocates local resources 737-7300 (wk) 752-2298 (hm) 231-1815 (cell) Associate University Librarian Faye Chadwell Assist University Librarian 737-8528 (wk) (541) 343-7105 (hm) (541) 554-3639 (cell) Trades/Maintenance Coordinator - HMSC Bob Miller Assist Facilities Manager (541) 867-0358 Network Support Analyst HMSC Dann Cutter Maintains public access computers in library (541) 867-0396 Assoc. Director, HMSC & COMES Supt. Gil Sylvia Backup for HMSC Director (541)867-0284 (wk) (541)563.2905 (hm) (541)740-0208 (cell) Security OSU Campus Security Secure area to keep spectators and looters away 737-3010 Dir.Technology Support Svcs / Community Network Computer Desktop Support -HMSC Tammy Barr Group leader for Community Network Assists HMSC Network Support Analyst 737-5404 (wk) 541-740-2184 (cell) (541) 867-0396 George Boehlert Brateng, Shawn 541-867-0211 (wk) 541-444-2388 (hm) 541-961-3436 (cell) Vice President for University Advancement Luanne Lawrence Liaison to media and public Risk Manager/Insurance Joyce Fred Contact adjusters, report loss to SOIF, implement loss control to reduce severity of loss. 737-4875 (wk) 541-753-6625 (hm) 541-230-4639 (cell) 737-7252 (wk) 757-1714 (hm) 760-1345 (cell) Library Personnel Penny Montgomery Assign helpers to groups according to skill or experience 737-4632 (wk) 541-753-8554 (hm) Maintenance OSU Construction/Engineering Coordinator Hanry Alaman Carpentry, reconstruction and cleanup 737-4762 (wk) 541-230-0880 (Cingular) Guin Library Staff Susan Gilmont Assist Guin Librarian 867-0162 (wk) 541-265-3973 (hm) Guin Library Staff Judy Mullen Assist Guin Librarian 867-0161 (wk) 541-996-7801 (hm) 541-921-7761 (cell) C. Local Services Contact List 5 o See Appendix I. II. Disaster Response Activities See the OSU Emergency Manual & Library Emergency Procedures (Appendix H). According to the OSU Emergency Management Plan, once a disaster occurs, and Emergency Operations Center (EOC) will be initiated. An incident commander (IC) will lead the EOC and the emergency response teams. A Satellite Operations Center (SOC) for the location of the disaster is also set up to handle the immediate disaster operations. Typically, the IC will consist of an individual from Facilities Services; however, depending on the type of disaster, it may be an individual most knowledgeable about the operations where the disaster occurs (i.e. Guin Librarian). III. Preliminary Disaster Recovery Planning The EOC will instruct a structural engineer to inspect the building following a disaster event. The time this takes may be considerable but much can be done by the Disaster Team to prepare for recovery operations so that time is not wasted. A. The EOC and SOC will assemble the Disaster Team 1. Set up the Command Center (Recovery Headquarters) a. Temporary location outside the facility b. Must have electricity, phones, typewriter or word processing c. Optional: copier, faxing B. Stabilize the Environment and Effect Repairs 1. If not allowed inside the building, make needed assumptions about what repairs may be needed and contact the appropriate staff and services (plumbers, carpenters, electricians, roofers, window repair, etc.) 3. When back inside the building: a. Immediately identify and fix water, gas and sewer leaks b. Arrange to have any standing water mopped up (take proper precautions if water has any possibility of being contaminated or electrified) c. Lower air temperature as much as possible C. Ensure Worker's Safety 1. Staff safety equipment needs (hard hats, masks, gloves, rubber boots) 2. Caterers, water delivery and portable toilets as needed D. Setup Staging Area 4. Location must be accessible to large trucks to offload supplies and onload damaged books. 5. Locate as near to the disaster area as possible. 6. Provide tables or other work surfaces and canopies for covered areas (if necessary). 7. Have supplies of boxes and freezer paper delivered close to the area. Set up freezer paper on paper spool to make easier to tear off. 8. Observe safety precautions for workers, take security measures for materials, or, request assistance from Environmental Health & Safety (737-2273) and from Security (737-3010). E. Organize Staff 1. Assign or reaffirm responsibilities of workers. 2. Review procedures with Team Leaders and inform them of the priorities and arrangements. 3. Assign helpers to groups according to skill or experience. 4. Divide the work among groups: searchers/ transporters of wet materials, and wrappers/ boxers. Transfer workers from one task to another as necessary to avoid exhaustion and stress. 5. Inform workers to whom to refer all questions and media inquiries. F. Contact and Place on Alert: 1. OSU Office of Risk Management 2. Professional conservator(s) 3. Vendors 6 4. Suppliers 5. Freezer facilities 6. Recovery companies G. Insurance Claim Preparation Determine what needs to be done to file an insurance claim. IV. Assessment of Damage A. What has been damaged? 1. Wet books, paper files, audio and video tapes must be salvaged/ treated within 48 hours. 2. Wet microforms can wait a maximum of 3 days. 3. Computer disks and art works require specialized attention. B. Where are the damaged materials? Use floor plans. The floor plans show the location of collections for the purpose of identifying priority materials. C. How many items have been damaged? 1. Library staff and facilities can salvage blocks of items locally without outside assistance and may be able to handle an entire floor, depending upon the floor affected and the type of damage. 2, Library staff and facilities will need outside assistance for the more complicated recovery activities or when more than one floor of the collection is damaged. 1. 1. 2. 3. 4. 2. How wet are the materials? Submerged paper will not develop mold. Wet and covered with debris. (Cleaning and salvage, or packing will depend on number of items.) Wet and tightly packed books on shelves develop mold more slowly. Wet and loosely stacked books are more susceptible to molding. (Salvage or packing will depend on number and on time wet.) How long have items been wet? Books and paper materials, less than 48 hours? If more than 48 hours consider mold treatment. Black and white film, less than 3 days? If more than 3 days consult: [photographic specialist - Appendix C]. Colored film, less than 48 hours? If more than 48 hours consult: [photographic specialist - Appendix C]. V. Planning the Recovery Based upon the ASSESSMENT OF DAMAGE, determine type and amount of supplies, equipment and labor you will need. 1. Can the disaster be handled with the resources at hand? Bring in an outside consultant? See Consultants Contact List (Appendix C). Contract with a disaster recovery business? See Supplies and Suppliers List (Appendix D) and Consultants Contact List (Appendix C). Will any materials need to be frozen until they can be treated? See Supplies and Suppliers List (Appendix D). Are the Collections Salvage Priorities previously set still appropriate? What should be the first area cleared? How many people are needed to get the work done? Call for assistance as needed, giving dress code and meeting point: Disaster Recovery personnel, and other library staff as needed for in-house salvage of materials. Service-providers for pack-out. Neighboring libraries or volunteers to assist in a major disaster (Appendix E). 7 Determine what kind and amount of supplies needed and Retrieve from in-house containers. Request from vendor on Supplies list. [Contact person or Appendix D] Order from commercial vendors. See Supplies and Suppliers List (Appendix D). Use library VISA card for purchases. How and where should the books be packed? In the aisles? Transported by book truck to a packing area(s)? Wrap with freezer paper or not? Pack-out: This section details one possible way to divide labor to accomplish removing materials from the building. Items may also be packed in the aisles and not wrapped in freezer paper. Paper Materials: Searchers/transporters: After the clean up operation remove all the wet books from the shelves and place them on trucks. Look on top and bottom shelves first, if water has dripped down from the ceiling. When full, wheel the trucks to the staging area. Do not attempt to remove mud, to open, or to separate leaves of wet books. Do not leave any books to dry out by themselves Wrappers/boxers: Wrap volumes in freezer paper, slick side toward the book, without folding in the head and tail ends of the paper. Place the wrapped books side by side in boxes, spine edge down. Fill the box one layer deep only. Load boxes onto trucks and deliver to the freezing facility as soon as possible. Do not stack boxes more than three high. Photographic Materials: Place photos, negatives, films, microforms in plastic garbage cans with cold clean water and ship to reprocessor. Deliver to reprocessor within 48 hours for color and 72 hours for black and white. Remove from the water what cannot be treated within the 48 and 72 hour limits, and arrange for blast or rapid freezing. 3. Disaster Recovery: Restoration Methods I. II. III. IV. V. VI. Freezing Drying Smoke, Soot and Char Damage Broken Books Biopredation Specialized Materials I. Freezing A. Background: Research and case studies have shown that large quantities of water-damaged library and archival materials can be stabilized and salvaged when frozen and stored at low temperatures (ideally -20 F). Freezing allows the institution time to plan, organize, control, and coordinate their disaster recovery and drying plans. Freezing is not a drying method and will not kill mold spores. It does give the library time to plan and organize, and minimizes the damage to the materials. B. Definition: Freezing uses a self-defrosting fast freezer that has the capacity to freeze items very quickly, at temperatures below -10F. This method is suitable for non-coated stock and smaller quantities. Items must be left in the freezer from several weeks to several months. As staff time and space permit, items can be taken out of the freezer and air dried before they are returned to their regular shelves. 8 II. Drying Air Drying Vacuum Drying Dehumidification Bibliography A. Air Drying This is a very labor intensive task that requires a large work space and can only normally be used with small quantities of materials. Books with clay-coated paper (usually very slick paper typically used for books with photographs) are much trickier to air-dry and respond better to vacuum freeze drying (see below). Always consult a conservator before attempting to handle any rare or valuable materials. 1. Supplies: Tables, Fans, Paper towels and/or Unprinted newsprint, Blotter paper, Wax paper, Nylon line, Extension cords, Trays, Water bottle, Polyester sheets, Press board, Cardboard, Weights, Plastic clothes pins. 2. Recovery Operations a. Make sure that all staff and volunteers are adequately trained and supervised for all air drying tasks. Because of the nature of the materials, it is also a good idea that this recovery station be in a quiet work area away from the stress of other recovery operations. b. Make sure that the work area is clean and dry with the temperature and relative humidity as low as possible with good air circulation. Moving air accelerates the drying process and helps to prevent or slow down the development of mold and mildew. If working outside remember that prolonged exposure to sunlight is detrimental to all materials. 3. Procedures a. Bound Volumes If books are dripping wet, handle as little as possible. Place them on top of absorbent paper (paper towels, blotting paper, etc.) and change the paper as it becomes soaked. When water is no longer dripping, stand the item up and proceed as described below. 1. Bound Volumes: if not too wet, can be placed open on tables to dry. The best procedure is to hold the book by the spine, turn it upside down so that the top or head of the book is on the table. Then gently open the book so that the volume is in a wide "V" for support and ease in drying. If necessary, support it with plastic bookends or other non-rusting supports. 2. Soft cover volumes can be supported with cardboard spacers so that they will stay upright. 3. Once the pages can be easily separated, drying can be speeded up by interleaving the textblock with absorbent paper (paper towels or blank newsprint). Place a sheet of absorbent paper (one larger than the size of the book page) every 50 or so pages. Be prepared to change this paper quite often, putting the paper towels between different 50-page sections each time. Do not overstuff the volume with absorbent paper or it will distort the text and ruin the binding. 4. Final Stage - When absorbent paper no longer clings to the book's pages but rather falls out when the book is placed upright on the table, discontinue interleaving. Instead, fan the book open as much as possible to let the circulating air get to it. Remember the spine and covers dry last as they usually absorb the most water. 5. When books feel dry but are slightly cool to the touch, they should be closed, laid flat, gently formed into their normal shape and held in place with a light weight. THEY SHOULD NOT BE STACKED ON EACH OTHER. They should be completely dry before they are returned to the permanent shelves, otherwise mold will develop inside of the volume. b. Single Sheets Stacks of wet single sheets should be interleaved with clean, dry sheets. They should be checked at least every four hours. Once the items are dry they can be sent to 9 sorting for input into new file folders and boxes. If time and space permit, try the procedure described below. Test if sheets can be removed gently one at a time and placed between blotters or unprinted newsprint. If necessary use a press board and weight to hold the stack in place. 1. Dampen a sheet of polyester film (3-5 mil thickness) and lay it on top of a wet pile of single sheets. Press down lightly on the film. Gently lift one corner of the film, and use a bone folder or spatula to help ease away a sheet or sheets from the pile onto the film. Slowly roll the film away from the pile lifting up the wet sheet(s). 2. If you pick up more than one, lay it polyester side down on a clean flat surface. Using a second piece of film, repeat the rolling motion to remove the top item from the pile. You will find that by careful, gentle manipulation you can roll the film back from the pile with a single wet sheet attached to it. Place the wet item between clean dry blotters. 3. If space, time and supplies allow, individual sheets can be hung up on lines with plastic clothes pins and allowed to dry. Extremely wet papers are too fragile to be dried in this manner. Really wet items need to be dried between blotting papers and or newsprint. B. Vacuum Drying Vacuum drying and vacuum freeze drying are both alternatives for freezing and drying large quantities of damaged materials. a. Vacuum drying: this method uses a vacuum thermal-drying chamber. Wet or frozen items are placed in the chamber, a vacuum is drawn, heat is introduced, and the materials are dried. The temperature stays above 32 F. This method is good for large numbers of materials, is easier and more cost effective than air drying, and is good for extensively water damaged items. Unfortunately this method often produces extreme distortion of books requiring them to be rebound. This process tends to also cause coated papers to stick together. b. Vacuum freeze drying: in this method frozen books and records are placed in a vacuum chamber. A vacuum is drawn and carefully controlled heat is applied. The temperature is kept below 32 F. This combination causes the frozen water to go directly from that state to the gaseous state. This process of sublimation eliminates further damage to the materials through distortion, bleeding and sticking together. It is an effective way to handle and dry large quantities of materials. The main drawback is the cost. C. Dehumidification Definition To remove the moisture from the air, the collection, and the building using large commercial dehumidifiers. a. Benefits and Disadvantages This method is fairly new in the library and archival field, though it has been used extensively in office buildings. A major benefit is that staff does not need to remove and box any items, all of the work is done in-house. If it is not done within 24 hours though, mold & mildew can set in, and swelling and adhesion will begin. Also additional testing and reports on this method still need to be conducted and checked into before an institution decides on this option. D. Bibliography (selected) Buchanan, Sally A. Resource materials for disaster planning in New York institutions, New York: New York State Library Disaster Planning Project, 1988, pg. 20. Toronto Area Archivists Group Education Foundation. An ounce of prevention, Toronto: Authors, 1986, pgs. 67-68. Waters, Peter. Procedures for salvage of water-damaged library materials, Washington DC: Library of Congress, 1975, pgs. 16-21. 10 3. Disaster Recovery: Restoration Methods (cont.) III. Smoke, Soot, and Char Damage Fire damage is usually irreversible, but it is possible to remove some of the surface soot and char by using the following methods. The paper should be completely dry and in good condition. Consult a conservator for rare and valuable items. Remove soot from paper by use of chemical sponges, erasers, or a dry cleaner such as Groomstik or Absorene Paper & Book (cleaner which is available from archival supply companies such as Light Impressions, Archival Quality Materials, or Demco). Use chemical sponges in a gentle, brushing motion. Do not scrub since this will damage the paper. Try a test page before doing a whole book. It has been reported that chemical sponges are good for a quick cleanup, but that they leave a residue film and smell which impedes other types of cleaning. (Abbey Newsletter, October, 1986). Erasers or a dry cleaner also need to be used with a gentle brushing motion. Use an artist brush to remove the rubbings. One source reported that pink pearl erasers worked best. Another suggestion is to use extra fine steel wool to clean soot from leather bindings. (Abbey Newsletter, October, 1986). Char can be trimmed by using paper shears, razor blades, or scissors. Consider the aesthetics of a damaged item prior to returning it to the shelf. Some suggestions for improving appearances are rebinding, phase boxes, file folders, or adding a cover or jacket. IV. Broken Books Decide if the book is worth repairing. Is it vital to the collection? Can it be replaced? Is it rare or valuable, and should it be kept? A. If the answer is yes, the book is to be kept, consider mending, rebinding, or use of a phase box. Consult a conservator in the case of rare items. B. If the answer is no, the book will not be kept, discard the book following the institution's deaccessioning procedures. 11 3. Disaster Recovery: Restoration Methods (cont.) V. Biopredation A. Mold and Mildew B. Insects and Rodents C. Dirt A. Mold and Mildew Mold and mildew are fungi that form under certain conditions. If untreated they can severely damage library material. Conditions are particularly favorable when the disaster involves water, but they can form at any time. 1. Factors favorable for the development of mold and mildew a. Temperature (+75 F). b. Moisture (+60% humidity). c. Dark. d. Little air circulation. 2. Steps to take a. Transfer all infested material to an isolation room. b. If number is large, prepare for freezing. c. Thoroughly clean and sterilize infected area. 3. Mass methods (DO NOT ATTEMPT WITHOUT EXPERT ADVICE. MAY BE HAZARDOUS TO BOOKS AND HEALTH OF WORKERS) a. Fungicidal fogging with Thymol b. Fumigation with Ethylene Oxide 4. Treatment of individual items infested with mold and mildew a. Treatment of books 1. Supplies: Blotters, Cheesecloth, Lysol spray, Q-tips, Gloves (optional), Mask (optional), Wax paper (optional) 2. Lay the item on a clean white blotter. Wet the Q-tip with the Lysol and test ink to see if it is damaged by Lysol. If it is, STOP! 3. Lightly spray item with Lysol. Use wax paper to cover uninfected areas. 4. Use cheesecloth to carefully wipe or blot the infected area. Repeat if necessary. DO NOT SCRUB! 5. Let item dry while working on the next one. b. Surface cleaning for flat papers or books. 1. Supplies: Dry cleaning pads or powder, Weight(s), Soft, wide brush, Scrap paper, Waste basket, Air bulb (optional); Mask (optional); Gloves (optional) 2. Examine item to see if it is completely dry. Do not proceed if paper is not in good condition, or is flaking, so that the item will not be scratched or damaged. If in doubt get expert advice. 3. Lay item on clean working surface. Use gloves or make certain hands are clean. 4. Lay item down and use weight to hold it in place. Use air bulb to blow away large pieces. 5. Pretest on a small area before continuing. 6. Sprinkle dry-cleaning powder on item to be cleaned. Gently roll powder with your fingertip over stained areas. Powder picks up surface dirt and turns black or gray. 7. Brush away powder from the center out to the edges. Do not leave any powder residue on item. B. Insects and rodents 1. Identify pest. 2. Consult with a professional. Remember that anything used to exterminate should be considered hazardous. Don't proceed unless you have thoroughly discussed the situation with several professionals, including safety experts. 3. Try to locate the way pests entered and carefully block their entrance way. 12 3. Disaster Recovery: Restoration Methods (cont.) C. Dirt 1. 2. Before cleaning a book or paper, make sure that it is completely dry and is not fragile or brittle. Surface dirt can be removed by gently brushing away with a soft artist brush, by use of a special eraser, or by use of a dry cleaner such as Groomstick or Absorene Paper & Book Cleaner. Mud on books can be washed off if the books are already thoroughly wet and won't be damaged further by contact with water. Otherwise, mud on fairly dry books can be dried and then cleaned off. a. For thoroughly wet books, use a tank with clear, running water. b. Immerse the book in the water. c. Keep the book closed and clean with a gentle, dabbing motion of a soft sponge. Avoid brushing and rubbing. d. Hard to remove stains can be dealt with by a professional conservator after the book dries. VI. Specialized Materials Photographs Gelatin prints and negatives and color materials: Remove from platic/paper enclosures or frames. Save all information about the photos. Carefully rinse with cool, clean water as necessary; multiple baths may be necessary. Do not touch or blot surfaces unless necessary to swab off stubborn dirt. If possible, rinse with Photo Flo solution. Color negatives and Ektachrome transparencies may require rinsing in a stabilizer. Air dry: hang with clips on non-image areas on monofilament line or lay flat (emulsion side up) on absorbent paper or nylon screens. Keep photographs from contact with adjacent surfaces or each other. If there are too many for immediate attention: Keep photos (except historic photos) in a container of clean water (65F or below) no more than 48 hours, then air dry. Or; Freeze (except photos on glass). If possible, interleave each photo with freezer or waxed paper. Thaw and then air dry, emulsion side up on absorbent paper or nylon screens. Historic processes: Ambrotypes and tintypes - avoid immersion if possible; if immersed, no longer than 36 hours. Air dry emulsion side up. (Do not freeze) Albumen prints - Air dry within 36 to 48 hours, emulsion side up. If fragile, place in a sealed plastic bag and then place bag in cold water. Cyanotypes - Air dry with 48 hours. Do not blot and handle the support side only. Glass negatives - dry vertically by carefully propping them up on their long sides or putting in racks. If cracked or broken, dry flat. Motion Picture Films Rewash and dry within 48 hours (this is best done by a film processor). 13 3. Disaster Recovery: Restoration Methods (cont.) Microforms Microfilm: Ship microfilm rolls to processing firm as soon as possible; avoid air drying: 1. Place rolls in garbage bags and ship in cardboard boxes. 2. Processing firm will handle cleaning, drying and reboxing. If security or archival master exists, use it to generate replacement use copies. Microfiche: Check for readability. If blistered, replace with new fiche made from security copy. If readable, wash in cool water and dry on blotters or a lint-free-cloth. Microfilm jackets: Cut the strips from the jackets with sleeve cutters. Wash and dry the film segments and insert into new jackets. Video and Audiotapes Cassettes (no master copy): If cassette tape cases have not kept the tapes clean and dry: 1. Disassemble the case and remove the tape. 2. Rinse dirty tapes, still wound on reel, in clean, lukewarm water. 3. Support vertically on blotting material to air dry. 4. Reassemble and copy. Reel to reel tapes: Wash the exterior of dirty tapes (still wound on reels) with lukewarm water. Air dry vertically with support, or horizontally on clean newsprint spread over plastic covered tables. If the reels are dirty, remove the tape and wash the reel with mild detergent and water or replace the reel. Air dry the box or replace if badly damaged. Phonodiscs: Wash in clean water and dry with lint-free cloth. Replace jackets and protective sleeves if wet. Computer Disks Floppy disks: Remove diskette from casing and bathe in clean distilled water. Dry with lint-free towels. Insert diskette into new casing and copy. Clean the drive heads frequently. CDs: Initially rinse with tap water. If mud or particulates are present, clean in a detergent solution without rubbing the disk. Rinse with room temperature distilled water. Dry vertically in a rack or gently blot with a soft lint-free cloth. 14 CD cases should also be cleaned. 3. Disaster Recovery: Restoration Methods (cont.) Leather and Vellum Bindings Ideally, a conservator should dry these bindings. Dry immediatley. For several volumes, freeze immediately (separated with freezer paper), then air or freeze dry. Paintings Ideally, treatments should be done by a conservator. Set up tabletops padded with blotter paper and covered with plastic. Structurally damaged paintings (canvas tears, flaking, lifting, dissolved paint) should be dried horizontally and face up on tables. Structurally sound paintings are dried: 1. Set up several layers of blotter paper and a layer of tissue paper on the table. 2. Deframe the painting but do not remove it from its stretcher. 3. Lay it face down, making sure the tissue is not wrinkled. 4. Cut blotters to the inside dimensions of the stretcher frame. 5. Cut a sheet of plywood or masonite to fit inside the stre