THE SILVER LINING
Coping with Theft, Vandalism, Deterioration, and Bad Press
|
11. The Silver Lining • Recovering from the Shambles of a Disaster
Camila A. Alire
No one immediately involved in a major crisis or
disaster even begins to think about whether or not the crisis might have
some silver lining. That is the last thing on anyone's mind.
This was definitely the case at Morgan Library at
Colorado State University in July 1997, when half its collections were
damaged by flood waters. Staff members found themselves overwhelmed in
emergency disaster recovery in designing innovative systems to recover
damaged materials, and in creating emergency programs to serve library
users during the disaster recovery period. Be assured that there was no
silver lining at the outset.
From this experience, however, the Morgan Library was
able to take a major disaster and turn the experience into something
positive. Staff members were able to convert the cards dealt them into
positive strategies and results and share their experience with other
institutions as a model response to a major disaster.
The crisis began on the evening of July 27, 1997,
when Fort Collins, Colorado, suffered flash flooding and, in a period
of four hours, received 6.5 inches of rain. The
Morgan Library was hit hard:
At about 10:30 [P.M.], the pressure of tons of water
caused a portion of the west wall of the lower level [of
Morgan Library] to give way, allowing the water to cascade in. Unlike a
normal flood, where water slowly rises, a flash flood raged through the
lower level. Later, estimates by the city indicated that the water
entered the building at 5,000 cubic feet per minuteflood
stage on the local Cache La Poudre River is measured
at 3,000 cubic feet per minute. [1]
The water level within the Library's lower level rose
8.5 feet, rising above the ceiling tiles by six inches. Some 658 cubic
feet of water were in the library equaling 4.9 million gallons, or 41
million pounds. All the bound journals housed in the library were
damaged and had to be removed from the building, as were all the
monographs located on the lower level. Afterward, many subject
disciplines had no materials available for researchers.
Even though the disaster struck three weeks before
the fall semester, the university president mandated that all buildings
damaged must be operational by the first day of classes. Morgan Library
was the hardest hit building on campus.
Although there have been larger-scale library
disasters than that at Morgan Library no one had ever attempted to
recover and restore close to 500,000 water-damaged volumes and return
them to the collection. Ours was a pioneering effort, and because of
that, there were no libraries we could consult about engaging in this
monumental project.
In the crisis, public relations efforts were focused
on three levels: information to staff affected; information to the
parent organization; and information to the external community. Morgan
Library staff worked hard to ensure that there was no negative press
about the library's disaster that could affect enrollment of students
for the academic year. Communication
of information to all interested parties was
forthcoming and provided the key to developing strong relationships with
campus administrators, campus community, library users, and the public
press.
The university faculty should be a key focus for
media relations for any research library that suffers extensive damage
to its collection. The communication relationship the library develops
with its teaching and research faculty is critical. A silver lining here
was the existence of the University Faculty Council's Committee on
Libraries and the role it developed in co-operation with library
administrators to keep faculty and students informed about disaster
recovery efforts and progress.
"All potential spokespersons . . . should be media
trained in advance." [2] We had our silver lining in this case
in place before the disaster occurred. That is, the library dean had
received basic media training through the American Library Association's
advocacy training program. This training was critical in establishing
the credibility of a new library dean with her staff, the university
administration, university faculty, the press, and the external
community. The university's office of media relations relied on the
library dean to speak for the university concerning the recovery at
Morgan Library.
Can our discovery of this silver lining, based on the
Morgan Library experience, help other libraries in the future? Yes. All
organizations dealing with the stewardship of cultural resources that
could experience possible crises related to those resources should have
key personnel who are media-trained. In addition, a basic media
relations plan should be developed to handle potential disasters or
crises. [3]
Chaos existed during the immediate emergency disaster
recovery period, which lasted for the three weeks before the fall
semester began. Morgan Library staff members immediately began working
on restoring public services. That was the first priority, and there was
no doubt that library services tied to the opening of the facility would be
restored. The major issue for public service, however, was how to meet
the research and curricular needs of the students and faculty when
one-half of the Library's collections were gone.
Colorado State University is a Research I institution
with Association of Research Libraries (ARL) membership, and the
disaster brought a huge demand for interlibrary loans (ILL). Even though
Morgan Library was lucky to have an innovative, progressive, and almost
totally automated interlibrary loan department, it had to change its
procedures during the emergency and from this emerged a facet of the
silver lining.
First, the library completely overhauled ILL
processing routines to maximize efficiency by automating all phases of
the process that allowed long-term applications. Not only were new
automation and programming efforts developed specifically for disaster
recovery ILL services, but the changes were also intentionally designed
to introduce permanent improvement in ILL service. [4]
Second, the library's ILL disaster recovery services
involved the new FastFlood document delivery service. This totally
automated service delivered journal articles in two days or less 95
percent of the time to Colorado State University (CSU) users. Its
efficiency has raised the expectations of our users for desktop article
delivery. Both CSU students and faculty members have displayed such
enthusiastic appreciation for this streamlined service that the
FastFlood model is being integrated into our ILL service over the long
term. The university has provided funding for Morgan Library to work
with six other ARL libraries to develop our system into a national
delivery model entitled Project RAPID.
Third, Morgan Library's public service culture became
suffused with a new emphasis on the convenience of the user. Since the
disaster, the public service staff has become increasingly enthusiastic
about implementing new services. Staff members demonstrate far greater willingness to take
risks. They avoid overburdening new programs with rules and
regulations. Staff members deliberately devise more user-friendly policies
and procedures for users.
Because most of the disaster recovery projects have
affected the technical services division of Morgan Library and because
that is where the library's disaster planning and recovery leaders are
employed, much of the stress has been experienced in this area. Even in
technical services, however, a silver lining has revealed itself.
The system design of various phases of massive
recovery and restoration of water-damaged materials could serve as
a model. Design techniques created for the recovery contractor and his
staff for implementation were based on preservation principles.
Technical services staff members were ingenious in
developing concepts that helped cover recovery costs. They used a
"value loss" concept, applying it to each damaged volume, which was
critical in negotiations with the insurance carrier.
Additionally the staff introduced the "fat factor"
concept. The fat factor is the actual swelling factor that wet books
experience after they are dry. A sampling of damaged books compared with
undamaged books of the exact title demonstrated a 16 percent average
fat factor, which was then converted into expanded space requirements.
We used a formula to support our additional needs, and university
negotiators were successful in convincing the insurance carrier of the
need to cover costs for additional space at the library's off-site
depository.
Another aspect of the silver lining in technical
services relates to collaboration with commercial library vendors. The
technical services staff's use of automation to output files for
comparisons to these vendors has given the library an opportunity to
look differently at vendor relationships in the future.
Using this information, the staff was able to assess
and approach various vendors for potentially responding with a
proposal for involvement in the last phase of recovery.
In any disaster, the type of insurance coverage is
critical, and valuing a library's collection is much more difficult than
assessing value for a physical facility. Morgan Library's insurance
coverage for its collection was better than most libraries. The
university's risk management and inventory values covered a set value
per volume as well as including a "back-to-original-condition" clause.
This clause alone prompted library officials to urge university
negotiators to negotiate for a value loss figure of $6 million.
The library staff's involvement was critical in the
development of cost studies with a statistics consultant. Staff collaboration
included preparing cost models for university negotiators to
negotiate with the insurance carrier. The silver lining in this case was
the reexamination of ways in which the library's physical collection
should be valued for the future. Consequently, the library developed
better estimates of the collections costs than ever
before. [5]
A related benefit that may profit other libraries was
derived from these studies about determining the value of a library's
collection. It is critical to recognize the importance of insuring a
library collection at its proper value and developing an insurance
policy that covers the true costs of collection loss.
In the first few weeks of disaster recovery library
disaster consultants from all over the country adamantly insisted that
the total loss percentage of the collection damaged would be around 10
to 20 percent. Morgan Library administrators disagreed, predicting
anywhere from 30 to 40 percent total losses. The university
administration and insurance representatives accepted the consultants'
figures. Morgan Library's total loss is now teetering around 35 percent
to date. When one thinks about a total loss of materials edging on 40 percent,
it would seem difficult to find any semblance of a silver lining.
With total loss at such a large percentage, we needed
to look at reshaping Morgan Library's research collection, heading
toward new directions for collection building. Therein lies our silver
lining. Morgan Library selectors are focusing on two areas for reshaping
the collection for the future. One focus is to rethink the material
typechoosing, perhaps, more electronic alternatives, which may tip
the balance between electronic resources and print material. The other
focus is to look at the future of CSU's curricular and research needs in
reshaping the overall collection.
In terms of electronic resources, Morgan Library
received special, subsidized access to a variety of electronic databases
and full-text resources. In this way Morgan Library staff members and
users had an opportunity to experiment with a wide array of electronic
options and, in the process, expanded their willingness to give serious
consideration to electronic alternatives. And yet, this expanded
knowledge pointed also to the value of traditional materials.
"Conversely the most radical electronic champions, among both staff and
users, have had their expectations tempered by a new perceived
realityeven when the opportunity presented itself, it was seen
that electronic resources could not come close to substituting for a
research collection built over decades of planned
acquisitions." [6]
The biggest factor in the silver lining found in
restoring Morgan Library's collection involved the response to
the library's aggressive gift-solicitation project. This project
resulted in replacing 100,000 exact-title, undamaged volumes for damaged
serials and monographs by substitute volumes. The
countrylibraries, professors, professional societies, commercial
publishers, and so forthresponded overwhelmingly to the library's
request for donation of exact-title gift materials. Not only did
donors send exact titles, but they also donated
other titles as well. Such a donor response to the
Library's disaster had an additional silver lining. It was a
much-needed morale booster for library administrators, faculty, and
staff.
One can only imagine the despair experienced by an
entire library staff when the extent of such library damage is shared with
them. There are no words to capture the overwhelming feelings and fears
everyone experiences. However, here too there was a silver lining.
First, not only did the library's disaster recovery
team have a disaster plan and recovery document, but it also had gone
through disaster recovery practice drills. Even more important, several
members of the team had served as presenters at disaster-planning
workshops earlier in the year. Morgan Library staff was as well
prepared for a disaster as any group could be.
Library staff members worked increasingly in teams to
solve problems and sharpened their negotiation and planning skills.
Cross-training was introduced immediately after the disaster and is now
standard practice in the organization. Overall, the silver lining for
personnel is summarized by the comment that "Little stuff doesn't faze
us! Throughout the Library staff at all levels were called on to do
thingsdifferent thinking, reports, analyses, projectsthat
they normally wouldn't do. Professional and leadership skills of many
staff were challenged and improved. Staff have grown in confidence
about their abilities." [7]
Second, the disaster changed the culture of the
organization of the library. Many staff members were involved in
developing a more innovative approach to problem solving. [8]
Staff members devised and implemented systems for projects that had
never been considered before in major library disaster recovery. Most
important, staff members became more adaptable and flexible, more open
to change.
Two related special projects evolved from the
disaster. The first project is called GAPthe gift
augmentation project. As mentioned previously the donor response to the
Library's gift solicitation project netted many more new-title
volumes. Because of that, the university administration became amenable
to funding GAP, which involves first selecting titles that will enhance
the overall collection and then processing them into the library's
collection.
The second project is one that we hope will help
other libraries. The monograph entitled Library Disaster Planning
and Recovery Handbook was developed and written by members of the
library's disaster recovery team in 1998 so that they could share their
experiences with others. The book has already had an effect on other
disaster recovery efforts. North Dakota State University's library
suffered flood damage in the summer of 2000, and its library
administrators used the handbook to assist them in their recovery
efforts.
And so, from that day in July 1997 when its
collections were so badly damaged, Morgan Library took a major disaster
and found the silver lining that resulted from disaster recovery. In
rebuilding its collections to developing new systems, in changing the
institutional culture to bring greater collaboration and flexibility,
in developing a handbook so that others could benefit from the library's
experienceMorgan Library found the silver lining that grew out of
what at first seemed a disaster of overwhelming proportions.
chap11.html
|