RAG Emergency Planning

RYE ART GALLERY (RAG) Emergency Plan

This document provides an explanation of the structure of the RAG emergency plan, to serve as a tool for communicating the outline of the emergency prevention and recovery plan to staff and volunteers within RAG and those others who are directly affected. The plan will subsequently be developed in coordination with all those with an interest in the structure and procedures, including key staff of the Rye Castle Museum, which is the preferred off-site evacuation area. This plan will reciprocate that of the Rye Castle Museum and contain the following the following coordinated information:

• introduction and objectives of the plan.
• a brief description of the risks drawing on the RAG risk assessment and Sussex Community Risk Register.
• a description of preventive measures to be taken.
• emergency procedures, including initial response.
• a list of key contacts.
• a description of items of special concern that should be rescued or protected.
• a descriptive plan of the building layout.
• A descriptive plan of the area to used for evacuated poperty (Rye Castle Museum).
• a list of emergency equipment and supplies that should be available, including information about any external suppliers.
• guidelines for the recovery, including the salvage of items after an emergency.
• the date the plan has been reviewed, revised and tested (to ensure superseded versions are replaced).

The format of this plan will allow for any updates or additions to be added by whole page amendment. All key staff and volunteers will receive a copy. A list of these people will be included in the document itself so that everyone knows who has the plan. At least two copies of the plan will be stored off site, one with the Rye Town Clerk, and one with Rye Castle Museum.

Introduction and Objectives

The introduction will explain the nature and purpose of the plan, a detailed list of the contents of the plan and their scope (RAG and Rye Castle Museum). Also included will be the terms of reference for the emergency response teams, a description of any applicable legislation, policy and management support for the plan. The plan will list the specific objectives to be achieved through good emergency management. Specifically, RAG Trustees will need to ask which of its art works and records are to be prioritised for protection. The objectives will include the following, to:

• prevent injury to RAG personnel.
• facilitate effective and efficient methods of preventing damage to or destruction of records.
• facilitate the effective and efficient coordination of recovery tasks.
• minimise interruptions to normal business operations of the organisation.
• limit the extent of the damage and preventing the escalation of disaster.
• establish alternate means of operation and minimising the economic impact.
• provide smooth and rapid restoration of essential services and operations
• prevent damage to the organisation’s property or facilities.
• minimise any economic impact.
• ensure Business Continuity of RAG.

Emergencies and Disasters

This part of the plan will draw on the RAG risk assessment to summarise the most likely risks – fire and flood - for the organisation and the potential impact of them.

Preventative Measures

This section will include an outline of the steps to be taken to minimise or prevent disruptions to Business Continuity. For example, it may be wise to shut off water supplies in the building over weekends or holidays, to reduce the chance of leaking or flooding. It may also be important to turn off all lights when leaving a storage area, or to replace materials on shelves, and not leave them on the floor, when leaving for the night. Such preventive measures will be specific to the needs of the organisation but many of them will reflect practical common sense practices.

Emergency Procedures

This part will outline the emergency procedures to be followed, by considering the two phases of consequence management:

- the response: Once the initial response and evacuation is under way, there will be the need to establish a “control centre” nearby but at a safe distance, from where recovery can be organised. Reciprocal arrangements from “control centres” will be agreed with Rye Castle Museum. There will be other steps that should be taken immediately after an emergency, which will be outlined, such as coordinating with the Emergency Services, contacting key staff and Trustees, insurance companies, making an initial assessment of the damage, assembling work parties, notifying external suppliers or assistants.

- the recovery: the recovery actions will involve the removal or retrieval of materials from the area affected by the emergency. Specific actions taken to deal with this will depend on the nature and extent of the emergency, but options will be set out in the plan. In general, early actions to be taken will include conducting an assessment of the organisation’s facilities, including documenting details necessary for insurance purposes, taking photographs for Emergency Service reports and so on. Another early action will be to stabilise materials, in order to prevent further deterioration or damage. Stabilisation includes packing records and moving materials to secure storage. Detailed instructions should be provided for those tasks. Interim processing should also be described; that is the specific procedures to undertake during the recovery phase.

This section of the plan will be in large type and highlighted, as it will be the section that most people turn to first during an emergency. The section may also be copied and made available to all staff as part of their general procedures documents.

As well, the procedures could be posted on cardboard or enclosed in plastic and posted on the wall in appropriate parts of the facility, such as near water outlets, fire extinguishers, emergency exits and so on. There could also be an emergency area established, where the procedures are posted for quick reference.

Key Contacts

This will identify all key staff and other authorities to be contacted in the event of an emergency. These people will include the Trustees and managers/curators and have the ability to gain access to all security areas. Those nominated to take charge during an emergency will be clearly detailed here in tabular form, with alternates and out-of-hours contact information identified in the event one individual is not available.

The outline of the management structure will help everyone proceed with work by avoiding confusion about who is responsible for what task.

The plan will also identify external suppliers or advisers, such as people who might supply storage space or materials, moving trucks or other equipment. These local resource people can be critical to the success of emergency planning. RAG intends to establish reciprocal agreements with the Rye Castle Museum, so that each can help the other in the event of an emergency.

Both RAG and Rye castle Museum would negotiate access to specialised equipment such as freezers, as it is often necessary during a salvage operation to freeze wet papers until such time as they can be dried out and repaired. It will be important to list contacts with Heritage and Arts Development Officers, national or regional emergency or disaster relief organisations.

Items of Special Concern

The plan will identify areas of the building where materials of particular concern are kept, as well as specific lists of records to be rescued. In RAG, artworks and artefacts will be prioritised by their importance for recovery. The secured areas are accessible by several key personnel who will be listed in the plan.

RAG Building Layout

The plan will include a floor plan showing sources of water and power, so these may be turned off if required, and the location of drainage points. The floor plans will identify emergency storage locations within the building where materials might be transferred in anticipation of salvage and repair, as well as the off-site alternative location, which is the Rye Castle Museum complex. The plans will outline the location of:

• plumbing, gas or electricity outlets and shutoffs
• heating or ventilation sources
• fire extinguishers and alarms
• emergency equipment
• elevator or escalator operating systems
• emergency lighting
• high-priority materials
• salvage and emergency equipment and supplies
• temporary or emergency storage areas.

For Rag this would be the main studio on the ground floor of the Stormont Studio.

Emergency Equipment and Supplies

The plan will list all the key equipment and supplies needed for emergencies. Some equipment is highly specialised and expensive and could be obtained from, or shared with, other departments within the organisation. Other equipment is commonplace but still valuable. Equipment will be reviewed and held in strategic locations in the building. This part of the plan will need to be closely coordinated with Rye Castle Museum. The tables below list some of the key equipment.

Essential Emergency Equipment and Supplies: batteries for lights or flashlights, brooms, crowbar, dollies or handcarts, drinkable water, eye protectors, first aid kits and medical supplies, flashlights, food supplies for emergency use hammers, hard hats, mops and buckets,
nails, screws, fasteners, note pads, pencils, permanent markers, plastic bags, crates, plastic sheets, pliers, rope, saws, scissors, screwdrivers, shovels or scoops, sponges, tape, utility knives, wrenches.

Desirable Emergency Equipment and Supplies: Aprons, axes, batteries for lights or flashlights, bolt cutter, brooms, clean unprinted newsprint, coveralls,
crowbar, dehumidifiers, detergents and cleaning solutions, disinfectants, dollies or handcarts, drills, drinkable water, dust masks, dust pans, extension cables, eye protectors, fans, electric, first aid kits and medical supplies, flashlights, fume masks, glue, hammers, hard hats, kitchen towels, labels (self-adhesive, waterproof), latex gloves, lumber, mops and buckets, nails, screws, fasteners, note pads, pencils, permanent markers, pipe cutters,
plastic bags, crates, plastic dust sheets, pliers, plywood (for replacing or covering windows), protective clothing, rope, saws, scissors, screwdrivers, shovels or scoops, silicone paper, sledgehammer, sponges, staplegun and staples, string, surgical gloves, tape, tape measures, thermohygrographs
thermohygrometers, tin snips, utility knives, vacuums, wet/dry, water hoses, wire, cutters.

Guidelines for Salvage

The plan will explain the steps to take during salvage operations. The key rules will be emphasised as:

• do not open or close wet books
• do not separate single sheets if stuck together
• do not remove book covers
• do not press wet books or papers
• do not wipe off mud or dirt
• do not blot soluble media such as bleeding inks or watercolours
• do not unpack or disturb wet boxes, artwork or photographs.

Establishing Emergency Response Teams

The plan will be explained to all staff and volunteers who would be formed into three emergency teams, which might include:

• Response Team : to initiate the salvage; to liaise with the Emergency Services; to provide “gatekeeper/keyholder” access; to identify priority works for evacuation.

• Transport Team.: to handle the movement and carriage of works between the response teram in the emergency area and the recovery site.

• Recovery Team : to manage the recovery site (Rye Castle Museum); to liaise with an insurance company for damage assessment; procure supplies; estimate time for repair and/or replace operations; establish a control post; providing immediate clerical and administrative support and IT; to be responsible for dealing with media, staff, customers and public during disruption to normal business operations; to arrange for the alternate storage location (Rye Castle Museum) and for the transport of supplies, equipment and personnel during the recovery; to establish control and security of evacuated art works, offsite records and for the procedures at the recovery site; to assess the need for the restoration and long term repairs of the art works.

The Trustees will be the responsible for overall policy, finaces and the plan for the long term recovery of the business.

In reality, these ‘teams’ might only be one or two people. But no matter how few people are involved, or whether people have to combine responsibilities, it is important to recognise the different duties, such as communications or facilities restoration. Each of these will be assigned formally so that everyone knows what he or she is responsible to do.
Staff Awareness and Training

The teams nominated above will need to be briefed/trained in their respective duties. As well, all staff and volunteers will need to be briefed on the safety measures, including the importance of protecting themselves and the assets of the organisation. All staff need to able to play a part in dealing with emergencies in a planned and careful manner, and they must know the necessary procedures well in advance of an emergency.
Testing, Evaluating and Revising the Plan
Once the plan is agreed, circulated staff and volunteers briefed, then it will be tested first as “table-top” exercise and then with a “walk-through”. Testing the plan annually will identify weak areas or procedures that might not otherwise be known until the plan in put into action. Exercises will also highlight any deficiencies in the plan that may have occurred as a result of operational or organisational changes. Revisions must be done promptly to ensure that an effective plan is in place at all times. Testing the plan will also determine if the alternative site is useable and compatible. If the agency is depending upon other organisations or vendors to provide an alternative site, testing the plan will help show weakness in those dependencies, as well as determining what details have been overlooked. Testing will also determine if IT back-ups are adequate and easily installed when required. The following points should be reviewed during testing or after an actual emergency
.
• Were the right people notified in the right order?
• Who took responsibility for starting the emergency response process? Was this the same person designated in the written plan?
• How long did it take to complete initial responses and emergency procedures?
• Were members of emergency teams able to simulate their tasks and respond appropriately?
• How long did it take for the members of the teams to simulate their tasks? Was the time taken too long?
• Was communication between team members and between the various teams effective?
• Was there a duplication of effort between the various teams?
• If emergency storage areas were identified, were they available during the test? If not, why not?
Upon completion of the simulations, the Trustees will document the results and agree recommendations for improvements, which will be implemented as part of the long-term development plan. The plan should then be reviewed annually to ensure all information is up to date. If changes take place in the organisation, such as reorganisation of the physical layout of the building, relocation of priority materials or the changes in the importance of records, the plan must be updated as soon as possible. Superseded copies should be destroyed. The plan will be kept in ring binders and updated by page amendments.

Chair Rye Art Gallery Trustees
September 2010