Mr. Courtney B. Wilson
Executive Director, Baltimore & Ohio Railroad Museum

Introduction
Leadership decisions in the hours and days that follow a disaster will have long-term effects on how you and your institution are perceived. The Tier system presented here is designed as a simple step-by-step process of managing through your initial reaction and the reaction of those around you and in the community.

Tier One

• Protect human safety! Conditions, properties, building and structures often present a clear and present danger to life and limb. No physical object can compare to the value of human life and safety. Think logically and rationally.
• Get a grip! Emotions run high-particularly in the museum world where art, objects and properties represent the culture of a people. Create a list (or use this one) and step away from the situation from time to time to evaluate plans and performance.
• Communicate internally Facilitate an internal communications system designed to keep volunteers, staff and board up to date on an as needed basis. Not all people involved in your organization need all of the information.

Tier Two

• Assign areas of authority Consider breaking down your organizational chart into three basic areas of responsibility. Appoint a team leader for each.
  * Facilities and Safety: Responsible for safety, security, property assessments and actions.
  * Administration, Development, Community Relations: Responsible for initial contact with the insurance company, payroll, community and media relations through your website and other means and formulating a plan to receive expected donations.
  * Collections and Operations: Responsible for collections assessments, management, emergency conservation and scheduling staff/volunteers/board for recovery operations.
• Gather resources Make contacts with community agencies, professional organizations, government and other outside sources for the purposes of safety, security, collections recovery, conservation, care and conservation, communications, and other essential needs.
• Locate an attorney Liabilities, property damage, losses and insurance issues are all elements of a disaster. Insurance agents serve as advocates for both the client and the insurance company-therefore an attorney is essential. If you can locate a specialist in this area-even better!

Tier Three

Protect resources Insomuch as you are able, and AFTER all of the life safety/security issues are resolved; secure your buildings, grounds, collections, and physical property. A broken window, knocked down gate, or an open door-elements often overlooked in the process of assessing total damage-is an open invitation for theft, vandalism and a host of other problems. Good physical security measures will prevent the situation from becoming worse.

Tier Four

Manage the public response Establish an internal system through which phone calls and e-mails are filtered so that critical calls can be immediately attended to and others placed on the side for later consideration. Place a statement on the homepage of your website. Many will appreciate updated information and public statements that you make available through the Internet. Designate a commercial banking partner to receive donations.

Manage the media response APPOINT A SINGLE SPOKESPERSON. Many people in your organization may have the same information but present it in very different ways. The public perception of your institution will largely be determined by any or all media coverage you may receive.

Manage the information and formulate public messages Manage the release of facts to the public and media in a timely fashion. Never speculate. Interested parties and reporters can often be very pressing in their inquiries. Do not lie. If there has been no time to formulate a public statement or a reasonable amount of facts have not been gathered then tell them that or that you will find the answer to their question as soon as you are able. Establish a positive relationship with your media contacts.

Tier Five

Maintain your crisis systems The recovery process can be as short as 24 hours or as long as several years. Following the immediate response, create crisis management and operating systems (new organizational charts, employee expectations, etc.) until such time as you are able to return to some level of normalcy.

Finally
Look for ways to use people’s skills, abilities and talents during the crisis reaction period. Many people have hidden talents and others have hidden faults. Use the person and not their job description to the best advantage of the institution. Facilities personnel are often essential in the artifact recovery and conservation process, a business manager might make an excellent spokesperson, a development officer might be the best person to interface with the insurance company. Above all…protect the lives and safety of all concerned.