By Martin L. King, AM, CR

A disaster can be the result of a fire, a burst pipe, sewage backflow, lightning strike, earth tremors, tornado, flooding or any of a dozen other sources.  Whatever the cause, everything stops. Abruptly – but the commitments go on.   The things that occupied everyone just before the event are still required.  Obviously, this is not the ideal time to start thinking about contingency plans. 

So here are some things to consider before it strikes.

1. Pose this question to every department head:  "If your section were forced to shut down immediately and abandon the site for three weeks, what would you wish that you had done?"  The hand wringing and remorse that follows a disaster are palpable. "If only I had…" visits everyone’s mind, whether they are in Accounts Receivable, Marketing or Production. Obtain a written plan from each one, listing those vulnerabilities and a timetable for its implementation.

2. Inspect every area and assess its vulnerability to water.  Water is almost always a factor in disasters, whether from fire suppression, roof damage, plumbing failures, chemical spills, or earth tremors, even when the damage originates on a remotely higher floor. Nothing but furniture and durable equipment should be stored directly on the floor. Paper records and boxed or loose files are instant casualties.

3. Desk and tabletops are vulnerable to water from sprinklers or runoff from higher floors, as well as to smoke and heat damage.  Files and documents should not be left exposed overnight. A general rule requiring that all work be returned to files or drawers at the end of each day might elicit resistance from some folks.  However, the habit becomes quickly ingrained, and eliminates a major area of vulnerability.  Notebook computers should also be stowed in drawers at night as a standard procedure.

4. Communications equipment is easily disrupted by moisture and smoke residues. Even a small quantity of water in those areas can paralyze operations.  Where feasible, telephone, fiber-optic, security systems and other data distribution panels should be separated from plumbing lines and ceiling penetrations by a continuous impermeable barrier in the form of partitions or a small enclosure.

5. Establish and monitor the regular back-up and off-site storage of computer data. In today’s world this seems almost too obvious to mention, but personnel changes, reorganization and human complacency tend to undermine the most stringent of office protocols.  The cost of failure in this area is too devastating not to receive at least a mention here.

6. Maintain a moderate stock of emergency supplies. A few dozen plastic tarps, a couple of wet-pickup vacuums with wands and floor attachments and a few floor squeegees provide a primary level of protection at a moderate cost.  A case of absorbent wipes can also be useful. Rapid response is the key to damage control.  The ability to swiftly deploy tarps over computers, production equipment, file cabinets and other critical components can dramatically curtail the extent of damage.

7.  Obtain, and securely store off site, two full sets of building plans, particularly the "as-builts," the final site plans that incorporate construction changes.  Build-out plans, electrical and HVAC diagrams are a substitute in tenant-occupied spaces. Copies of the plans will be required by contractors and subs if physical repairs or reconstruction are to start promptly.

8.  Identify qualified emergency service firms in your area and qualify them in pre-disaster meetings at your site. Invite them to explain their personnel and equipment resources and method of operation. Check their experience, disaster training, credentials and any professional affiliations. When you have identified a firm you feel comfortable with, informally work through a hypothetical situation with their Project Manager, starting with the initial phone call. Try to establish a preferred-status relationship with them. The Association of Specialists in Cleaning and Restoration (ASCR) can provide a state-by-state listing of member firms or a Certified Restorer® through the National Institute of Disaster Restoration (NIDR).

9. In a similar way, identify and establish a preliminary relationship with an influential rental agent for commercial real estate.  Discuss the state of the local market for short-term emergency rentals and establish a channel for locating appropriate space if temporary relocation is required.  

While these suggestions do not constitute a contingency plan, their implementation will be a substantial advance over no planning at all. Contingency planning is a major area of activity in many businesses, and requires many months to complete. Even the steps mentioned here will require the time and focused efforts of an effective individual. Typically, the problem is that disaster planning yields no revenue, and staff is already busy with activities that do. Its effectiveness goes unrecognized until a disaster occurs. In that sense, it is a form of insurance. You hope you never need it, but if you ever do, you’re awfully glad it’s there. The primary impetus can come from a vivid imagination. Picture the windows blackened, smoke streaks at the roof edge, the building silent, water running down the stairwell. Then visualize yourself saying, "If only we had…."

About the Author
Martin L. King, AM, CR, is the technical advisor to the National Institute of Disaster Restoration, a division of ASCR, International. The Association of Specialists in Cleaning and Restoration (ASCR) is an international professional association comprised of more than 1,000 member firms specializing in the cleaning, treatment and repair of damaged buildings and their contents. ASCR is comprised of five councils: the Water Loss Institute, the National Institute of Disaster Restoration, the Mechanical Systems Hygiene Institute, the National Institute of Rug Cleaning and the Carpet and Upholstery Cleaning Institute. For more information call the Association of Specialists in Cleaning and Restoration at  (800) 272-7012.