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F ederal reserve bank of Dallas DALLAS, TEXAS 75222 Circular No. 71-33 February 3, 1971 To the Chief Executive Officer of the Bank Addressed: I am pleased to enclose a copy of the booklet “Preparedness Programs for Emergency Operations in Banking” which has just been issued by the Board of Governors of the Federal Reserve System in cooperation with the Office of Civil Defense. This booklet updates the series of five pamphlets distributed to banks by the Advisory Committee on Commercial Bank Preparedness in 1958. Banks which opened for business during the past several years may have received a single booklet which combined the five pamphlets. The enclosed booklet supplements this Bank’s emergency bulletins and circulars which originally were supplied to all banks in 1959. The banking system continues to bear a heavy responsibility in the event of an attack on the United States. The nation’s survival would depend upon maintaining organized economic activity in areas not directly affected by the attack, which in turn would depend importantly upon whether the banking system could function. The ability of individual banks to carry out essential functions postattack would hinge upon the adequacy of pre paredness measures taken before the attack. The booklet describes those preattack measures. The booklet emphasizes that these preparedness measures would be important to banks in situations other than a war emergency. There are many emergencies, such as natural disasters or civil disturbances which, in the absence of adequate planning, could result in the suspension of a bank’s operations temporarily or for a longer period. Par ticularly important in these circumstances would be measures to provide for continuity of management, and the availability of duplicate copies of essential records. Preparedness measures described in this booklet are not equally applicable to all banks. Those measures appropriate are determined by the location, size, and type of operation of the individual bank. I urge that you study the suggested measures carefully, select the most likely possibilities for your bank, and put into effect those preparedness measures that would meet those contingencies. You will note from the distribution list set forth in the last page of the booklet that the Office of Civil Defense will distribute this book widely outside the banking system. I am sure that you may expect questions from your customers or from others to whom this booklet becomes available. If you have questions about the material contained in this booklet, or about any aspect of our emergency preparedness program, please contact W. M. Pritchett, Vice President of this Bank. Yours very truly, P. E. Coldwell President Enclosure This publication was digitized and made available by the Federal Reserve Bank of Dallas' Historical Library (FedHistory@dal.frb.org) Preparedness Program s fo r Em ergency O perations in Banking Board of Governors of the Federal Reserve System in cooperation with D E P A R T M E N T OF DEFENSE O FFICE OF C IV IL DEFENSE Preparedness Programs for Emergency Operations in Banking PREFACE T h is booklet provides guidance for the N ation ’s banks in devel oping program s to m inim ize the effects of possible enemy attack. It is designed to suggest measures that should be taken now to en sure continuity of banking operations in an em ergency and to facilitate stabilization of the national economy follow ing an attack. E v er since nuclear weapons were first devised and their de structive potential became known to mankind, civil defense efforts have been directed to urging all elements of our economy to pre pare for survival and postattack recovery. Careful analyses of enemy capability and weapon effects provide convincing evidence that, w ith proper preparation, tens of millions of Am erican lives and m ost o f our m aterial resources can survive a nuclear attack. One subject that continually recurs in discussions of survival and recovery is that of financing economic activity in the postattack period. H ow will we pay for the m aterials and labor needed to re build? H ow can we be assured th at our cash savings w ill be pre served? Labor, managem ent, and consumers need to know th at money and credit w ill be available for essential purposes. They need to be assured that banking operations will be maintained. Some banks have comprehensive plans for the protection of their assets, records, personnel, and customers, and for the continuance of banking operations in an em ergency. Others need plans. The necessity is not a function of size; banks, large and small, will be important in the resum ption of business and economic activity if the Nation is subjected to nuclear attack. V ictory in a nuclear w ar will belong to the country that recovers first, and the financial community will bear a heavy burden of responsibility in effecting rapid recovery. It is to be hoped that the preparations described in this booklet will never be needed to cope w ith a nuclear disaster. B ut hope, by itself, will not suffice to protect our people, our property, or our American w ay of life in the event of a nuclear attack. It should be noted, however, that the tim e and energy spent in developing plans to meet a nuclear disaster m ay be useful in coping with other kinds of disasters. E very year, some parts of the U nited States are subjected to natural disasters, large-scale fires, or disasters resulting from civil disturbances. Most of the prepara tions discussed herein will also serve to protect life and property and to continue operations in th ese and sim ilar em ergencies. This preface would not be complete w ithout acknowledgm ent of the services rendered more than a decade ago by members of the A dvisory Committee on Commercial Bank Preparedness and mem bers of the B anking Committee on Em ergency Operations— all experienced bankers— in preparing a series of seven booklets upon which this present booklet is, in large measure, based. TABLE OF CONTENTS Page INTRODUCTION Assumptions ..................................................................... Preparedness Planning .................................................. 2 2 ORGANIZATION AND ADMINISTRATION Organization ................................................................... Arrangements for Funds ................................................ Mutual Aid ....................................................................... Written Plans ................................................................... Testing the Plan ............................................................... 4 4 5 5 6 PERSONNEL PROTECTION Warning ............................................................................ Fallout Shelter................................................................... Planning for Shelter Use................................................ Shelter Supplies ............................................................... Radiological Monitoring ................................................ Employee Welfare ........................................................... Medical Care ................................................................... Training in Civil Defense Skills..................................... Personal and Family Survival....................................... Other Preparations ......................................................... 7 8 10 11 11 12 13 15 17 17 CONTINUITY OF MANAGEMENT Director Vacancies ........................................................... Executive Succession ...................................................... Emergency Personnel Management............................. 19 20 22 ALTERNATE HEADQUARTERS Location ............................................................................ Equipment and Supplies ................................................ Emergency Communications .......................................... 24 25 26 v RECORDS PROTECTION Records Storage C enters..................................................... W h at to Protect ................................................................... How to Protect ...................................................................... PHYSICAL PROPERTIES Building Improvement ...................................................... Vaults ...................................................................................... Fire Protection ...................................................................... POSTATTACK BANKING OPERATIONS Financial Policies ................................................................. Implementing Actions ........................................................ APPENDIX 1.—Excerpts From Executive Order 11490— "ASSIGNING EMERGENCY PREPAREDNESS FUNCTIONS TO FEDERAL DEPARTMENTS AND AGENCIES"................ APPENDIX 2.—SUGGESTED MEDICAL A N D FIRST AID SUPPLIES ...................................................................................... APPENDIX 3 .—SAMPLE BYLAWS A N D RESOLUTIONS...... Exhibit I.—Sample b y law to provide for em er gency operations by surviving s taff .................. Exhibit II.—Sample b y law to provide for em er gency operations through executive committee action ................................................................................. Exhibit III.—Sample resolution to provide officer succession .......................................................................... Exhibit IV .—Sample by law to provide for alternate locations ............................................................................. Exhibit V .—Sample resolution to provide for acting head offices ...................................................................... APPENDIX 4.—RECORDS PROTECTION .................................. Section I.—Checklist of principal records to be con sidered in planning for emergency protection and preservation .......... .................................................. Section II.—Procedure for integrating the use of carbon copies a n d /o r duplicates of bank records into a protection of essential records program .... Section III.—Recommended storage conditions for protection and preservation of microfilm............... INTRODUCTION W hen a nuclear weapon is detonated, a tremendous amount of energy is liberated in a very short time. Approximately 50 percent of the total energy yield is converted into blast and shock; about 35 percent is converted into thermal radiation or heat. A pproxi mately 5 percent appears as initial nuclear radiation. The remain ing 10 percent is residual nuclear radiation, or what is commonly known as “radioactive fallout.” While the initial radiation is of extrem ely high intensity, its radius of damage is very limited; if one is close enough to be affected by initial radiation, the blast or heat will have caused death in any event. Thermal radiation may start fires in inflammable materials at considerable distances, but shielding against it is not difficult. 89009002020102000202000001020200000202 For the defense planner, therefore, a nuclear attack is essen tially a “one-two punch.” Blast overpressures and the shock wave come quickly and pass; radioactive fallout follows more slowly but may be a hazard for a long time. Construction of shelters designed to withstand the effects of blast and shock is not currently con sidered to be economically feasible except for the most critical facilities. Protection against radioactive fallout, on the other hand, can be obtained at very little cost. The planning considerations discussed in this handbook are based on studies that indicate only a small portion of the land area of the United States would suffer from the direct effects (blast and heat) of a nuclear attack, whereas fallout could have lethal or disabling effects for unpro tected people anywhere in the country. 1 ASSUMPTIONS It is impossible to predict precisely w h at would be the specific objectives of an attack on the United States, the number or yield of weapons, or the accuracy of the delivery system s that m ig h t be employed by an enemy. Yet, for planning purposes, it is n ecessary to make certain assumptions, recognizing that the plans w ill be subject to change because of unforeseen contingencies. Civil d e fense planning, for banks as for any other activity, m ust be co n tin gency planning, and the planner m ust consider the most effective actions to be taken for each major contingency. Missile sites and air bases would probably be primary ta rg ets of an attack designed to destroy the retaliatory capability of th e United States. Other objectives m ight be population and industrial centers, m ilitary and civil governm ent command centers, and s u p ply, transportation, and power facilities. While rural areas would suffer little damage from blast, th e y would be affected by fallout, and communications throughout th e Nation m ight be severely disrupted. Some of the bank's key m anagem ent personnel m igh t be casualties. _ t PREPAREDNESS PLANNING Survival of the Nation's banks in nuclear war cannot be le ft to chance. It can be assured only by the most careful planning fo r protection and reconstruction. Following an attack, the su rviv in g members of the staff would be confronted by extraordinarily d if ficult and unprecedented problems. W ithout a predetermined plan it m ight be almost impossible to make a start toward restoration of operations. Responsibility for developing such a plan rests w ith the m anagement of each individual bank. In addition, the understanding and enthusiastic support of all personnel plus full cooperation w ith neighboring banks and local civil defense authorities are essential to its ultimate success. Defense planning will vary among banks. The size of the in stitu tion, its location, the number of banking offices, and the type of business predominating will have an influence on the com plexity of the plan. W hat would be necessary for a large metropolitan bank may not be suited to the needs of its distant correspondent, but th e fundamental principles set forth herein are applicable to all banks from the smallest to the largest. The important consideration is that each bank should have a plan tailored to its own problems, policies, and financial situation and should know how to proceed in order to continue or resume its operations, whether it is in a damaged area or an undamaged area. 2 4 f I In broad terms, defense planning by banks should give consid eration to the following: 1. Organization and administration of the program in the bank 2. Fallout shelter for employees and the public 3. Continuity of m anagem ent and alternate headquarters 4. Physical properties 5. Duplicate or alternate records 6. Collection of cash items and noncash items 7. Cash (currency) operations This handbook presents some general principles that should be followed by banks in making their physical and administrative preparations for coping with a civil defense emergency. Detailed planning for carrying out essential functions is left generally to individual banks. U niform ity of approach in the handling of some operations is desirable, however, and the plans for those operations should be developed or coordinated at the clearinghouse or regional level. The Department of the Treasury has authorized the Federal Reserve Banks to perform certain functions and duties ordinarily performed by the Treasury, during an emergency. Similarly, the Federal Reserve Banks may designate certain commercial banks to assume substantial duties on behalf of the Federal Reserve Banks. The overall plan calls for coordinated effort. In each bank's planning, therefore, the need for coordination w ith other banks and agencies is paramount. In all phases of the planning the matter of liaison with civil defense officials assumes prime importance and is continually stressed throughout this handbook. O R G A N IZA TIO N A N D ADM INISTRATION The motivation for initiating a plan for emergency b anking operations should stem from top management. W ithout a proper recognition and appreciation of the need by the bank's principal officials, it is questionable whether an effective plan can be fo r mulated. Initial emphasis must be placed on organizing the chain of responsibility. A ttention then may be given to other adm inistra tive m atters such as arrangements for funds for postattack opera tions, mutual aid, the preparation of written plans and em ployee manuals or other written instructions, and practice tests to a p praise the adequacy and effectiveness of the program. ORGANIZATION The first step of m anagem ent in setting up a preparedness pro gram is the delegation of responsibility to a person or persons having the necessary ability and authority to initiate the project and carry it out vigorously. In some banks, this responsibility m a y rest with one individual; in others, a committee may be appointed to function in a planning and advisory capacity. In all cases it seems advisable for m anagem ent to designate one person to coordi nate the development of the plan. He should be selected from th e top management level and should be given the necessary tim e and authority to administer the program. If a committee is appointed for this purpose, the coordinator may be appointed chairman. Other members of the committee should include representatives from the various departments or functions of the bank. Several persons should be asked to work with the bank's civil defense coordinator in developing the emergency plans and prep arations, and all employees should be urged to participate as m em bers of the bank's civil defense team. There should, however, be the fram ework of an organization consisting of more than one person to provide the necessary trained leadership, to provide fo r continuity of leadership in the event of casualties, to give reason able assurance that planned action can be carried out effectively, and to provide knowledgeable personnel to modify the plan to m eet contingencies. All officers and supervisors of the bank should clearly under stand the bank's survival plans and preparations. They should also know specifically who is responsible for the preparation of plans and for coordination with the local civil defense organization. ARRANGEMENTS FOR FUNDS Following a nuclear attack, supplies of currency may be de stroyed or made inaccessible. Established procedures for obtaining cash or transfers of funds likewise may be badly disrupted. Yet, under such conditions, it is likely that money will be needed promptly to provide for interim w age payments, cash advances to employees, and possible purchases of medicine, food, or equipment. Some thought m ust be given to emergency arrangements to pro vide funds for the immediate postattack period. Plans in this area will vary considerably. Adequate and feasible authorizations for the w ithdrawal of funds from correspondent banks, deposits of small amounts of currency at a relocation site, and appropriate arrangements w ith nearby banks are possible approaches to be studied by the individual bank. It is important that the needs of bank personnel surviving an attack not be overlooked in the plan ning. MUTUAL AID American industry has recognized the value of mutual aid plans in time of disaster, and many large plants have established pooling arrangements to obtain needed workers, equipment, and supplies. Because of the importance of restoring disrupted banking opera tions as quickly as possible, banks should initiate and explore all possibilities of mutual aid. Clearinghouse or other group organiza tions would seem to be the logical starting point for plans of this nature. Because of casualties sustained, some banks would find it dif ficult to function effectively in the postattack period with the surviving work force. A communitywide plan for pooling re sources seems the most reasonable answer. It is of tremendous importance that banks and other business organizations coordinate advance planning through clearinghouse associations and by other group action. Banks must be prepared to help and be helped in the event of a disaster. Each bank should designate one individual to maintain liaison with other banks in this matter. Continuing liai son with other banks and with State and local civil defense authori ties can give better assurance of a successful program for mutual aid. WRITTEN PLANS D o n 't trust to m em o ry; put plans in writing. In times of stress it is quite possible to overlook some vital action or to misunderstand instructions given hurriedly. B y preparing a w ritten plan and see ing to it that each person to whom an emergency function is as signed has— and studies— a copy of it, the possibility of misunder standing is greatly reduced. In addition, those to whom duties are assigned can plan ahead so that action can be taken without delay. There are many effective methods of preparing written plans. A plan may describe the actions to be taken by the entire staff during the preattack, attack, and postattack periods. Another s y s tem would devote a separate section to each of the departm ents or activities of the bank. Under a third method, separate sections m ight be devoted to all or any of the subjects that are covered in this booklet. N ot all employees need to read the entire plan. Certainly, all personnel in the em ergency line of m anagem ent succession w ill need the complete plan, but others m ay require only the plan for the department in which they are involved. Department heads m a y wish to develop detailed plans and instructions for the departm ents under their cognizance. In large organizations, and particularly in cases of assignm ent of personnel to functions that they do not ordinarily perform, pretyped “suspense orders” or memoranda that require only dating and signature by an appropriate official will help to expedite action. t TESTING THE PLAN A fter the plan has been developed and employees are assigned specific em ergency duties, practice tests should be held. It is d if ficult, during the planning stage, to foresee every contingency. Practice tests will often disclose weaknesses so that corrective action can be taken. They will also help to develop fam iliarity w ith the emergency operations so actions can be taken quickly, effi ciently, and in an almost routine manner. I f alternate headquarters or relocation sites are designated, th ey should be included in the practice tests to determine w h eth er emergency operations can, in fact, be performed there. P oints of special interest will be: accessibility under disaster conditions; adequacy of space, communications, records, supplies and equipment; and protection, housing, and feeding of personnel during th e period of dangerous radioactivity. f PERSONNEL PROTECTION Em ployees are a bank’s most valuable resource in peace and war. Manpower was the most critical shortage in World War II and, in all probability, would be again in another war. If we consider that m etropolitan and industrial complexes may be included in a list of primary targets, millions of people would die due to the direct blast and thermal effects of weapon explosions. Other millions of casu alties could result from the deadly effect of radioactive fallout. Effective defense against the fallout threat is entirely feasible, but it requires advance planning and cooperation. E very employee must be made aware that management, as well as government, will do all within its power to protect him, his family, and his job. A bank’s disaster plan should provide for: 1. 2. 3. 4. Protection from weapons effects Special w elfare services following an attack Medical aid for the injured A training program to assure better preparedness for deal ing w ith an emergency Government bears the overall responsibility for minim izing the effects on people caused by an attack on the United States and for dealing with the immediate conditions created by such an attack. Consequently, there m ust be an integration of disaster plans for industry w ith those of the community. Close liaison w ith the local civil defense director and his staff is essential in planning these activities. WARNING A dependable warning system is a vital part of our Govern m ent’s civil defense system. Effective w arning depends on the earliest possible discovery of approaching aircraft or missiles. The National W arning System, operated by the U.S. A rm y Strategic Communications Command, sends attack warning from the N a tional W arning Center in the headquarters of the N orth American Air D efense Command to State and local warning points. In local communities, attack warning is usually given to the public by sound-producing devices such as sirens. Attack w arning will also be disseminated over commercial radio stations in the Emergency Broadcast System. The bank has two responsibilities for warning. First, the man agem ent should ensure that warning signals can be received at the work place. Generally, this will involve no problems, since local governments have made a special effort to provide adequate w arn ing signals in the community. In certain circumstances, however, 7 special arrangements may be required. The bank may be located beyond hearing distance of the w arning device, or industrial noises m ay interfere with hearing. Such situations should be discussed with the local civil defense office. Secondly, all employees should understand w hat the attack warning signal is and what action is to be taken when the signal is sounded. Notices should be displayed in conspicuous places to re mind employees of the significance of the signals used in the com munity. T FALLOUT SHELTER The detonation of a nuclear weapon results in two major effects. The first is blast and heat; the second is radioactive fallout. T he first is best avoided by being as fa r away from the point o f detonation as possible. The second cannot, in all probability, be avoided, but its effects can be tremendously reduced by proper shelter. Radioactive fallout is formed when vaporized material is carried upward into the fireball that follows the detonation. There it is mixed w ith the debris of the nuclear material from the bomb, some of which adheres to the particles. The particles then fall back to earth. Some will reach the surface in about a half hour, w h ile smaller particles m ay be carried by winds for days or weeks and deposited thousands of miles away. Fallout particles m ay resemble dust or grains of sand. To th e eye they appear harmless, but the gamma radiation emitted fro m them can cause serious illness or death. People can protect th em selves against this radiation by staying inside a fallout shelter. Identifying effective fallout shelter for employees and m ak ing arrangements for moving employees rapidly to such shelters in th e event of a nuclear attack are key elements in the bank's civil defense plan. The National Fallout Shelter Survey, Marking, and Stocking Program has been designed to establish shelter facilities in public and private buildings for use by the general public. This is a n a tio n w ide program carried out by the Office of Civil Defense, Depart m ent of the Army, in conjunction with State and local govern m ents. This program is concerned w ith the identification of structures that have: 1. Sufficient protected space to accommodate at least 50 people 2. A minimum of 10 square feet of floor space per person and an additional 1.5 cubic feet per person for storage of sup plies 3. An adequate supply of fresh air 4. A protection factor of at least 40. (A protection factor of 40 indicates that the intensity of radioactivity inside the shelter is 1/40 of that on the outside.) I f a building meets these requirements and the m anagem ent is willing to make this protected space available for public occupancy in case of a nuclear attack, the governm ent will provide food, water, sanitary facilities, medical supplies sufficient for a 2-week occupancy, and radiological m onitoring instruments. Owners of buildings that have been surveyed and approved for use as public shelter are encouraged to sign the Fallout Shelter License or Privilege Form, making the specified space available for public occupancy in case of an emergency and establishing eligibility for Federal supplies. Employees, clients, and customers on the premises are considered members of the “public” that would be expected to occupy these spaces. Discuss details of the com munity shelter plan and questions regarding occupancy, stocking, marking, and licensing w ith the local civil defense director. The bank's civil defense coordinator should ascertain early in the development of his fallout shelter plans whether the bank's buildings have been surveyed in the national program. This infor mation can be obtained from the local civil defense office. Any adequately protected space identified in the survey should be con sidered in the bank's civil defense planning. Whether or not the buildings occupied by the bank (at a branch as well as at the main office) have been included in the National Survey, the civil defense coordinator will want to identify the best shelter available to the bank's employees. In this connection, the basic principle to be borne in mind is that any m assive structure or dense material will attenuate the gamma radiation that constitutes the hazard in radioactive fallout. Basically, a fallout shelter is any space suitable for human occupancy that is surrounded by ade quate shielding. The surrounding material (in walls and ceiling) may be earth, concrete, masonry, or any other heavy construction materials. Its effectiveness as a shield depends on how much mass is represented— in other words, how heavy and how thick the 9 material is. Tunnels, basements, and other wholly or p artially underground spaces, by their nature lend themselves to use as fallout shelters; but all structures provide some fallout protection. Some banks have made their own arrangements for evaluating the fallout shelter capabilities of their buildings. For this purpose, the local civil defense director can give the bank a list of architects and engineers who are qualified in fallout shelter analysis. Even though the bank may be unable to make available fo r public use shelter space identified in this manner, its existence along with the bank's best estim ate regarding the number of employees that can be sheltered in such space should be m ade known to the local civil defense director. If it is determined, either through the National Survey or th e bank's own survey, that the bank's buildings do not offer adequate fallout protection, arrangements can be made to improve the p ro tection they afford by modification or additional construction. In some p r s o t e c u t y through t e Home F l o t Pro at f h onr, h alu t c i n Survey (HFPS), t e Bureau o t e Census, a t n a agent eto h f h cig s f r t e O f c o C v l D fense, has i e t f e t e degree o f l o t o h fie f i i e dniid h f alu p o e t o i p i a e homes with basements and r p r e t i d t rtcin n rvt e o t d hs a a t t e homeowner t i c u e measures t improve t i p o e t o o h o nld o hs r t c i n where a p o r a e The use o t e r own home basements f r f l prpit. f hi o al o t p o e t o by t e bank employees, time and o h r f c o s u rtcin h te atr being c n u i e a s s ould be i c u e i t e plan f r bank o d c v , lo h nldd n h o employees. Additional shelter spaces can be created in existin g buildings by: (1) improving ventilation to make habitable areas that are already adequately shielded; and (2) m aking modifications to im prove shielding. The Office of Civil Defense will provide technical assistance and advice for m axim izing fallout protection in the design of new buildings or adapting existin g buildings so as to provide additional shelter spaces. Effective fallout protection can often be built into a new structure at little or no extra cost. PLANNING FOR SHELTER USE The civil defense plans of all business and industrial establish ments, regardless of size, should reflect careful consideration of two basic survival factors: 1. Fallout shelter for all employees and other persons who m ay be on the premises at the time of an attack 2. Prompt movem ent of employees and others into the sh elter when required Each bank should designate an employee who will see to it th a t 10 i the bank’s personnel can make effective use of the best protection available to them. The plan developed by the bank should be based on th e plan for use of public shelter developed by the local govern ment. If a building has been designated as a public shelter, the m an agem ent can look to the local governm ent for survival supplies, em ergency skills, training for employees, and such operational direction as may be required to participate in community civil de fense preparations. I f the building has not been designated as a public shelter, the bank’s plan should be developed so that the movement of building occupants to shelter elsewhere in the community is consistent with the community shelter plan. In that case, the plan should provide: (1) clear identification of the community shelter to which build ing occupants are to go; (2) the routes to be followed out of the building and to and into the designated shelter; and (3) if time permits, for m aking the bank’s shelter supplies available to occu pants of the designated shelter. The plan m ight provide for em ployees to assist the local governm ent in preparing and m anaging the public shelter involved. This includes, for example, help in transporting shelter supplies, posting shelter signs, selecting and training employees for emergency service on the staff of the shel ter manager, and participation in joint training activities. SHELTER SUPPLIES To meet survival needs of people during shelter occupancy, the civil defense program includes providing austere supplies for all public shelters. These include food, water containers when needed, medical and sanitation items, and radiation detection instruments. The supplies provided by the Federal Government for public shelters are the minimum needed to sustain life. The food consists of special biscuits or crackers made for this particular purpose. Special arrangements should be made for people who have special dietary requirements. These arrangements will be necessary even though the bank plans to use public fallout shelter. Similarly, if the bank’s civil defense plans include tenants, clients, customers, or others who may be accompanied by infants, additional arrange ments m ay be required. Canned or packaged foods that do not re quire refrigeration are recommended for this purpose. RADIOLOGICAL MONITORING The fundamental requirement for making intelligent decisions regarding where it is safe to be or go, what can be done, and 11 how much time can be spent doing it in a hostile radioactive e n vironment depends on the detection and m easurement of th e radiation hazard. Government plans for radiological defense provide a com pre hensive program for the establishment of m any strategically located stations for monitoring, detecting, and reporting fallo u t conditions. These plans also provide for the dissem ination of information about radiation conditions to the public by radio and other communications media. Each licensed community fallout shelter is furnished a rad ia tion detection kit. Local and State civil defense directors m ay also select some of the com munity shelters as fallout m on itor ing stations in order to provide needed geographic coverage. E very public fallout shelter should have some personnel trained to detect and measure the intensity o f radioactive fallout. T hese persons should also receive instruction in m aintaining radiolog ical m onitoring equipment so that the instrum ents will alw ays be in working order. The local civil defense director can arrange such training for employees designated by the bank. EMPLOYEE WELFARE In the afterm ath of an attack, anxiety, or panic on the part o f the bank’s personnel can be minimized by furnishing special welfare services to the working force. These would include activities to bolster morale, render financial aid, and perhaps most important of all, disseminate accurate official inform ation and instructions. It m ust be recognized that, in time of attack, the first concern of employees will be the w elfare of their fam ilies. They w ill want to know what has become of husbands, wives, and children and, in all probability, will w ant to rejoin their fam ilies. They will also want information on other matters, such as medical aid for casualties, problems attending death, em ergency food, tem porary housing, home repairs, financial assistance, and w hat to do about loss of money, clothing, and household effects. If a disaster interrupts regular payroll procedures, banks w ill w ant to make some provision for the financial needs of their employees in the interim. One plan to meet this contingency m ight be an agreement w ith a correspondent bank in another locality whereby special compensation payments could be d is tributed by the latter according to a prearranged schedule. A n other method is to prepare and store special payroll checks at one or more locations. These checks can be identified in various ways, including distinctively colored paper, and m ay be prepared in fixed amounts. Under this plan, it would be well to take certain precautionary measures such as requiring the signature of one of several predesignated bank officials, lodging the proper au thorization with the paying bank, and providing vault storage under audit control for the unissued stock of checks. MEDICAL CARE An important phase of the program for personnel protection is planning first aid and subsequent care for the injured. This will embrace a variety of activities, including organization of medical and first aid personnel, procurement of equipment and supplies, establishm ent of emergency casualty stations, and pro vision for mutual aid. There is no yardstick on which to base the extent of needed facilities or to anticipate the number of casualties. In medical planning, it m ight be w ise to assume that, for the first 24 hours after an attack, each office will be almost completely on its own. With widespread destruction, it will require considerable time for trained and equipped medical personnel to be organized and transported under adverse conditions. In areas of high radiation intensity, the delay m ay be much longer. In the meantime, medical treatm ent at the scene may have to be limited primarily to the relief of pain and the most critical measures to save life and limb. Medical Equipment and Supplies It would be practically impossible for a bank to purchase and store sufficient medical supplies to meet all the demands of a major disaster, but it should stock at least the minimum supplies provided for public fallout shelters. Where a dispensary or medical facility exists (as in many large institution s), the normal supply could be expanded, and other banks m ight seek the advice of local physicians or public health authorities in planning for supplies. When the supplies are exhausted, outside help must be sought. Liaison with the local civil defense au thorities is important in obtaining outside assistance and in establishing supply lines and obtaining priorities assistance in replenishment. A suggested list of medical and first aid supplies is included in the handbook as Appendix 2. Surveys of the bank premises should be conducted to deter mine the best locations in which to store medical supplies. Con sideration should also be given to the storage of some medical supplies at the relocation site for injured persons who m ay make their w ay there. A word of caution here is appropriate: 13 item s which are subject to deterioration should be w atched carefully and their use in dispensaries rotated. Medical suppliers will be able to advise concerning shelf life. Care of Casualties Most large banks have dispensaries or first aid rooms to tak e care of those employees who m ay be in need of medical atten tion during the normal, day-to-day operations. These facilities should prepare plans covering the designation of additional areas th a t could be utilized as first aid stations and collection points fo r casualties during major disasters. Cafeterias, locker rooms, and similar areas with heat, light, and water could probably be con verted on short notice to serve for care of the injured. S m aller banks should also consider what areas are available to them to care for casualties. Functions to be performed in these areas would include screening of casualties to determine priority of attention, ad m inistering of first aid and initial medical care, preparing r e cords, arranging transportation to hospitals, and coordinating activities with civil defense authorities. • The rescue of persons trapped in damaged buildings involves a medical function. These operations require special training in th e care of casualties to avoid unnecessary harm as the result o f improper handling. The identity of the injured should be a sce r tained as soon as p o ssib le; this information should be g iv en both to the medical personnel and to the fam ily of the casualty. A first aid training course for employees should be m ad e available by the bank either through its own facilities or b y taking advantage of courses given by the American Red Cross. Key employees may be trained as instructors so that they can teach others selected from the staff. Since some of those so trained may, themselves, be casualties it is advisable that a n u m ber of employees (varying from 10 to 20 percent of the total staff) be trained in first aid procedures. Persons who are injured during a nuclear attack m ay h av e been exposed to radiation either by deposition of fallout particles on skin or clothing or by having to make their w ay through a radioactive area to get to shelter. It is important that first aid personnel remember that such persons are not made radioactive. I f the clothing is removed outside the shelter and discarded and the skin washed thoroughly, there is no possibility of contam ina tion of medical personnel. Procedures for personnel decontam i nation are given in a number of publications of the Office of C ivil Defense. Medical Self-Help Training The U.S. Public Health Service, at the request of the Office of Civil D efen se and in cooperation with the Am erican Medical A sso ciation, has developed a course in medical self-help. This course provides inform ation and training to help people cope w ith injuries or illness under disaster conditions when medical services are not available. W hereas traditional first aid courses deal w ith “what to do until the doctor comes,” this course is concerned w ith “w hat to do when no doctor is com ing/' The course consists of 16 hours of instruction covering such sub jects as radioactive fallout and shelter, healthful living in emer gencies, artificial respiration, bleeding and bandaging, fractures and splints, transportation of the injured, burns, shock, infant and child care, em ergency childbirth, and care of the sick and injured. The course is given without charge under arrangements made by the State health department and the State civil defense office. It is taught by local personnel w ith medical backgrounds, such as doc tors, nurses, medical technicians, and Red Cross personnel. A sk the local civil defense director about local arrangements. In some cities, classes have been set up and sponsored by school systems, Red Cross chapters, chambers of commerce, fraternal and civic organizations, labor unions, and other groups. The national goal is to train at least one member of every fam ily in medical self-help. To provide adequately for the care of the injured or sick at the bank, arrange for this training for bank em ployees. The Civil D efense Director in your area can tell you where and when such training is available. TRAINING IN CIVIL DEFENSE SKILLS The civil defense coordinator and certain key employees or supervisors should be trained in various civil defense skills so the bank can rely upon them to help protect their fellow employees and bank property in a disaster. Ideally, every employee should have enough training to know how to protect him self and those around him, either at work or at home. Almost every business already has some personnel w ith abilities or past training that will fit into its survival preparations. A s one of the first steps toward em ergency preparedness, the civil defense coordinator should make a careful study of employees' skills, m ilitary experience, hobbies, special training or schooling, and past work experience. The conditions that would exist for some tim e after a nuclear attack on the United States have produced some new requirements for training. People who are trained in these skills should be avail 15 able to ensure the most effective use of shelter space, supplies, and equipment. In your community, the follow ing courses are available a t no charge and can be initiated by a request to the local civil defense director. Shelter Management Many local governments have arranged to give training in f a ll out shelter management. This 16-hour course provides instruction in shelter organization, staffing, and supplies and equipment. It provides prospective shelter m anagers an opportunity to discuss and consider solutions for problems relating to reception of people at the shelter and their protection and care during shelter occu pancy. Shelter m anagers should be selected from the execu tive staff, since these people are already planners and m anagers by virtue of their education and experience. The assignm ent carries responsibility as well as authority, and the success of the sh elter operation will depend in great measure on the w ay in w h ich responsibility is accepted and authority used. Radiological Monitoring Civil defense training in radiological monitoring is aimed at developing skill in the use and maintenance of the instrum ents used to detect the presence of radiation hazards and to m easure their intensity. This 16-hour course provides training in the in ter pretation, analysis, and evaluation of radiation hazards for shelter officers. Instruction covers the procedures used in collecting, reporting, and plotting radiological information and in measures to minimize exposure to radiation hazards. In the rescue of persons from damaged buildings it is im portant that rescue teams have a basic knowledge of structures and mechanics. Thus, building maintenance personnel may provide a nucleus for the organization and training of rescue teams. The local civil defense director can arrange certain other kinds of training such as police duties, fire prevention and control, and mass feeding. Mutual aid arrangements enable participants to co n duct their civil defense training and planning activities more eco nomically. For instance, a rescue course m ight be taught at one f a cility but for personnel of all cooperating batiks. A firefighting course m ay be similarly organized and conducted. Such arra n ge ments would greatly reduce the amount of effort, training m a te rials, and instructor personnel required for these programs. PERSONAL AND FAMILY SURVIVAL A lthough the bank’s civil defense program is concerned pri m arily w ith the protection of the lives of its employees, m anage m ent should actively encourage employees to inform and prepare them selves and their fam ilies for survival in home and public shelters. All employees should be urged to enroll in a 12-hour training course on “Personal and Fam ily Survival,” which is available throughout the country as a part of the civil defense adult educa tion program. B y enrolling in this course, employees will be in formed about (1) the need for civil defense, (2) the national Civil Defense program, (3) State and local civil defense plans, (4) home shelter construction, (5) fam ily planning for disaster, and (6) the individual’s civil defense responsibility in the community. To give bank employees an orientation to civil defense, they may be enrolled in a home study course called “Civil Defense, U .S .A .” Enrollment is free. The local civil defense director can provide leaf lets describing the course for distribution to employees. The availability and effectiveness of employees for postattack recovery and restoration of business operations m ay depend entirely on the civil defense and em ergency preparations employ ees have made for themselves and their fam ilies. One of the most effective ways to make employees conscious of the means to pre pare for home survival is to make this information available at the place of employment. The m essage takes on real m eaning if it is consistent with emergency measures practiced by the employer. Civil defense publications, available from State and local civil defense offices, m ay be distributed to employees with an appro priate letter from m anagem ent urging them to make disaster plans at home and to work with community civil defense organiza tions. OTHER PREPARATIONS Preparations for an emergency should include certain physical and adm inistrative arrangem ents to facilitate control of people during disasters such as: clearly m arking routes to be taken in going to shelter; keeping passageways clear and unobstructed; and locating trained supervisory personnel where they can take com mand and give calm, decisive instructions at points where groups are likely to congregate. Wardens, or m ovement supervisors, should identify and period ically inspect the routes that workers in their areas will take to reach assigned shelters. W ardens should be trained so that they 17 will have an understanding of the bank's civil defense operations and especially the function for which they are primarily respon sible— the orderly movement of employees to shelter. They should be stationed at exits to all m ajor w orking areas as well as at the tops and bottoms of stairw ays, ramps, and elevators. Special attention must be given to the problems of physically handicapped persons, particularly those whose mobility is impaired and who m ust depend on the use of wheelchairs, crutches, or canes. Without such special consideration, their lives may be endangered and they m ay block rapid movement of others who are not handicapped. 18 C O N TIN U ITY OF M A NA G EM EN T Prudence dictates that bank m anagem ent make the necessary preparations to be in a position to resume business promptly follow ing a destructive attack. This poses a number of legal questions. Do the present bylaws enable surviving directors and officers to take official action? Who could function in the em er gency period if a quorum of directors w as not available? Has any provision been made for the succession of key executive, administrative, and operating personnel? Should arrangements be made for an alternate headquarters or relocation site? As a first step in planning for continuity of operations, cor porate bylaw s m ust be reviewed and amended, or appropriate resolutions adopted, to provide for a reconstitution of the board or substitute governing body, for the empowering of successor executives and for the designation of alternate headquarters. Sample bylaws and resolutions covering these matters are in cluded as Appendix 3 of this booklet. The manner of filling director vacancies, the designation of temporary headquarters, and other limitations or expansion of activities during a period of emergency are m atters generally within the scope of the statutes and should be reviewed by the bank's attorneys. The suggested forms of bylaws and resolutions shown herein are intended merely as guides, subject to modifica tion by bank counsel and managem ent in accordance with cir cumstances and policies in each particular case. Standby banking orders and regulations have been prepared for issuance in the event of a national war emergency, and will permit banking institutions (including the Federal Reserve Banks, national banks, and State-chartered banks— nonmember as well as member) to take actions necessary during an emer gency without regard to some of the normal peacetime require ments and restrictions. For example, banking institutions m ight find it necessary to set up substitute banking quarters beyond the limits of established banking districts. Moreover, such bank ing institutions, their directors, officers, and employees will not be subject to liability because of such actions taken (other than the assumption of contractual obligations) or omitted to be taken, in good faith, pursuant to such em ergency orders or reg ulations, notw ithstanding any other provision of law. DIRECTOR VACANCIES Recognizing that it m ight be difficult or impossible under normal procedure to reconstitute the board of directors for 19 months, banks should consider the adoption of an appropriate special bylaw to carry them through any such period. Because of the provisions of U.S.R.S. 5145 (Title 12, U.S.C. 71) and 5148 (Title 12, U.S.C. 74) concerning the boards of directors of national banks and the possibility that a quorum as provided by the bank's Articles of Association m ight not be available in an emergency, the Office of the Comptroller of the Currency has suggested an emergency bylaw in the form shown as E x h ib it I in Appendix 3 of this booklet for incorporation, under a h ead in g such as “Em ergencies,” in the General Form of B ylaw s of N a tional Banks immediately preceding the last section. Some State-chartered banks have more latitude in making p ro vision for emergency board-of-directors’ action. Subject to th e provisions of the laws of their several States, some S tatechartered banks may, therefore, wish to make use of th eir executive committees by the adoption of an em ergency b ylaw such as that shown as E xhibit II in Appendix 3. Other S tatechartered institutions may prefer a more elastic measure such as a bylaw providing for the adoption of resolutions authorizing certain persons to exercise authority on behalf of the bank w h ich would be applicable in a time of emergency, notw ithstanding an y contrary bylaw provisions. To guard against all conceivable hazards, including the possibility that all directors of the b ank m ight be casualties, State-chartered institutions m ight well g iv e consideration to supplementing any emergency bylaw that r e quires for its effectiveness the survival of some directors by also adopting an emergency bylaw in the form shown as E xhibit I of Appendix 3. EXECUTIVE SUCCESSION A predetermined management succession list would reduce uncertainty as to the desires and intentions of the board of directors in the postattack period. All of the Federal R eserve Banks and some commercial banks, by action of their directors, have adopted succession lists or other em ergency succession plans for their chief executives. Nam es on the chief executive list m ight include designated active officers, directors, and ad visory committee members; designated form er officers, directors, and advisory committee members; and perhaps, in special cases, attorneys, officers of other banks, and qualified business men. In form ulating a succession plan, the planners should appraise the vulnerability of key executives and personnel from the sta n d point of both location and depth of the organization. In som e large branch systems, executive forces may be well dispersed; similarly, two or three qualified replacements m ight be available 20 for each key position as a result of executive development pro gram s. Smaller banks m ay not be so fortunate in this respect. To the greatest extent possible, each bank should endeavor to assure th at all of its managerial skill and know-how would not be lost by including in each succession list some persons whose place of work and residence suggest a better probability of survival. Persons on the succession list should be informed of that fact. They should be made fam iliar with the general plan for recon structing bank records, giving emergency banking services to customers, extending credit, and reestablishing facilities. It is important that each person be fam iliar with the functions of the office or offices to which he may accede, the names of the persons on the succession list above him, and the name of the person who may succeed him. Each person should also be instructed to proceed by any means available to the designated alternate head office or relocation site. A usual plan is to provide that, at the relocation site, the person whose name appears highest on the succession list takes command until someone whose name appears nearer the top arrives and supersedes him or until his authority is terminated by appropriate action under the terms of the officer succession resolution or by postattack action of the board of directors. An alternate plan, followed by some banks, is to lim it the names on the list to those of present or former chief executive officers and to provide through an appropriate resolution, a method of selecting a chief executive officer if the persons previously named cannot be located or are unable to assume or to continue normal executive duties. In this type of plan, the re solution m ight provide, for example, that all of the officers above a specified rank who are then present at a functioning office may designate as chief executive officer either (1) one of those present or (2) a director or former director of the bank who can be located and is able to assume executive duties at the then functioning head office. Copies of the resolution containing the succession list, properly certified under seal by the secretary, should be filed in a suffi cient number of places in different localities to afford reasonable assurance that at least one properly attested copy would be avail able to the surviving or emergency management. In addition to the head-office vault and contemplated alternate head office or reloca tion site, such locations m ight include correspondent banks and the district Federal Reserve Bank. These certified copies should be filed in sealed envelopes to be delivered unopened in accordance with instructions set forth on the envelopes. Signature cards or circulars containing specimens of the signatures of persons, in 21 addition to su rviving management, authorized to transact business of the bank in an emergency, with titles, if feasible, m ay be filed w ith the resolution or in separate sealed envelopes. Under th e latter plan, envelopes should contain on their faces a statem ent of their contents together w ith instructions that they are to be opened in the event of an em ergency requiring such inform ation. A sample form of resolution th at would provide for officer su c cession is shown as E xhibit III in Appendix 3 of this booklet. Banks without distant branches should explore the possibility of an understanding with one or more correspondent banks in other areas to render assistance by furnishing personnel in tim es of emergency; that is, in the event one institution was badly stricken as a result of enemy attack, its counterpart, by previou s agreement, would supply certain key manpower at the top level to aid the stricken bank in getting back into operation at an a lter nate location, if necessary. Since there is no w ay of know ing in advance who m ight survive an attack, each bank should take step s to assure the availability of officers who have the necessary a u thority to cope with extreme emergencies, and to develop an a d e quate succession list. EMERGENCY PERSONNEL MANAGEMENT If at least a nucleus of experienced personnel is not available after an attack, efforts to reestablish operations m ay be delayed for weeks or even months. Special attention must be given, in developing the bank’s plans, to ensuring not only that definite personnel assignm ents are made but that employees know w h er e to go and how to get there. In addition to planning for the use of surviving employees, co n sideration should be given to the recruitment of form er em ployees who, though they may have changed their business affiliation, a re fam iliar w ith the procedures of the bank. It must be recognized that immediate and primary dependence cannot be placed upon those connected with an office that m ig h t be destroyed. Those fortunate enough to escape cannot be expected to report for duty until they have assured themselves of the sa fe ty and w elfare of their fam ilies, nor could they be expected to fu n c tion with complete effectiveness until such assurance is fo r th coming. It is advisable to establish one or more rendezvous points or in formation centers, outside the area of destruction, to w h ich employees could go for instructions follow ing an attack. All p e r sons who are available for recruitment should be provided w ith reasonably detailed instructions for getting there. Other banks located within a reasonable distance, yet removed from population and industry concentrations, would offer attractive possibilities as rendezvous points. The person in charge of personnel at the relo cation site should keep in touch with these centers for status reports on the bank's personnel. All employees should be provided with m eans of identification to facilitate movement in an emergency. Where rendezvous points have been set up, identification cards or transportation passes in blank m ight be m aintained at these points so that the reporting personnel could be provided with evidence of need to travel to the relocation site. In planning operations that require personnel movement, it should be borne in mind that fallout will place severe restrictions on personnel movement for perhaps as much as 2 weeks or longer, and travel may be controlled by local civil defense authorities. Those in charge of the planning, therefore, should coordinate transportation plans and requirements with civil defense officials. Relocation offices should be self-sustaining and not dependent on instructions from personnel of disrupted offices. Larger banks will find it advisable to prepare and keep current emergency personnel qualification records, show ing the name, address, and telephone number of the individual and his emergency alternate, if desig nated. Duplicate copies should be retained at the relocation site. Large banks, particularly those having a number of branches, may organize task forces com prising staff members who live or are normally located outside of probable target areas. Duties should be assigned so that advance planning may be done by those persons. All phases of operations m ay be so assigned. W ith this advance planning, the alternate head office m ight begin to func tion almost at once. 23 ALTERNATE HEADQUARTERS Each bank should consider the need for an alternate headquar ters or em ergency relocation site where its m anagem ent can fu n c tion during an emergency. In making the necessary arrangem ents, several possibilities are open to the bank including: 1. An arrangem ent for an alternate office at a distant point b y contracting for available space or utilizing the facilities o f an outside organization, 2. An understanding with one or more correspondent banks in other areas to make available tem porary space as an alternate office, or 3. The designation of a distant branch or branches as su b stitute head offices. W hile the course of action chosen by a particular bank will d e pend upon a number of factors in planning for temporary quarters, it is important to consider what m ight be required in terms of a d vance corporate action, location, equipment and supplies, records storage and protection, vault facilities, and personnel. An adequate alternate location need not duplicate, even in a small way, the facilities of a peacetime banking office. During an emergency, many operations m ay not be performed at all; op era tions normally mechanized m ight be performed manually and pool ing arrangements providing for the centralization of equipm ent and supplies m ight be prudent. Advance planning in this, as in other areas, is a matter to be decided by each bank. The im portance of establishing some sort of alternate headquarters m ust be reem phasized, however, since it is obvious that the efforts of su rv iv in g managem ent would be seriously impeded if it had no p reviously designated rendezvous point or relocation site. Unless corporate bylaws have been amended to perm it banks to change the location of their banking offices temporarily, th ere could be troublesome legal problems after an attack on the U n ited States. A sample bylaw to provide for such a contingency is show n as Exhibit IV in Appendix 3 of this booklet. For branch banking systems, E xhibit V suggests a form of resolution to specify th e order in which several branch offices shall successively become th e postemergency head office. LOCATION There are certain points that should be taken into consideration in the location of a site for the alternate headquarters. The first, and most obvious, is that it should be away from probable m ajor 24 targets such as m ilitary installations, missile sites, population cen ters, or industrial complexes. It should be far enough away from the bank's regular headquarters that the possibility of both being destroyed by the same weapon is minimized, but it should be ad vantageously located from the standpoints of mail service and accessibility. The latter considerations are particularly important should it be decided to maintain a small staff on the premises dur ing peacetime. Other factors in the decision should include the availability of working and living quarters, transportation and communications facilities, proximity to another bank, and acces sibility to those employees who will be assigned to the alternate headquarters in time of emergency. In the case of large commercial banks located in the same cities as Federal Reserve offices, there is still another factor to be taken into consideration, namely, the relocation site or alternate office of the Federal Reserve Bank, since the collection of cash and noncash items, during a period of emergency, would be facilitated if it proves practicable for such commercial banks to plan the locations of their alternate headquarters in such a way as to permit the con tinuation of clearinghouse operations. EQUIPMENT AND SUPPLIES Management operating at the relocation site would be seriously handicapped if furniture, simple office equipment (such as type w riters and adding m a c h in es), and incidental supplies w ere not on hand at the site. Banks having items of equipment that are not in daily use even though obsolete or in need of repair, should consider the advisability of having them put into workable condition and transferred to the alternate headquarters. Sources of equipment for use during an emergency m ight be explored, although it seems likely that the demand under such circumstances would far exceed the capacity of suppliers to deliver. Reasonable quantities of needed items may be made available in an emergency, however, by other organizations such as nearby schools. Bank forms for em ergency use should be stocked at the reloca tion site. W hether supplies of these form s or merely a set of sam ples is maintained is a m atter to be decided by the b a n k ; however, the decision should take into consideration th a t printing services may not be readily available. It is also advisable to send a sufficient quantity of operating manuals or other written instructions describing operations at the relocation site to that site. Many banks will select an alternate headquarters that can also serve as the storage point for vital records. If the alternate headquarters is to house duplicate records, 25 instructions for record reconstruction should be filed there. M ate rials, machinery, and equipment for record reconstruction also should be available as these items may be impossible to obtain fo l lowing a major disaster. It is not essential to have vault facilities at relocation sites, but where feasible, arrangements may be made with nearby banks fo r the use of limited vault space during an emergency. It would, h o w ever, be desirable to have a book vault or safe at the relocation site for the storage of minor amounts of cash and other valuables. EMERGENCY COMMUNICATIONS G etting official information and guidance to the public in tim e o f emergency could result in saving millions of lives. An E m ergen cy Broadcast System (E B S ) has been established to provide th e President and Federal, State, and local governm ents w ith a m ean s of com municating with the public through commercial broadcast stations before, during, and after an attack. In a civil defense emergency, the stations holding National D e fense Em ergency Authorizations would remain on the air at th e ir regular frequencies to broadcast inform ation and instructions. A ll other stations would leave the air. Through cooperation betw een the Office of Civil Defense and the broadcasting industry, provision is made at E B S stations for fallout protection for the sta tio n s’ staffs, em ergency power in case of commercial power disruption, and radio program links and associated equipment needed to tr a n s m it from seats of governm ent to the E B S stations for retran sm is sion to the public. The bank’s emergency plans, therefore, should include standard radio receiving capability for the alternate headquarters and p er haps for the fallout shelters to be used by the bank’s employees. RECORDS PROTECTION A n integral part of a preparedness program for emergency oper ations is the determination of what records are essential and mak ing preparations for safeguarding them. It is readily apparent that, follow ing a disaster, the availability of records will greatly facilitate the work of reconstruction in the effort toward “business as usual.” The express purpose of the records protection pro gram should be to provide an independent means of reconstructing the bank's assets-and-liabilities position, and its account relation ship with customers, thus providing surviving or successor man agement with sufficient information to continue operations. This responsibility should rest with the individual or committee charged with em ergency planning. Many vital records and valuable assets, such as currency, secu rities, collateral, and documents, cannot be stored at distant points. Every precaution should be taken to protect them to the greatest extent possible on bank premises both during and after business hours. It is axiom atic th at they be placed in vaults overnight. Per sonnel should be trained in the steps to be taken for the protection of w orking records if an alert signal is given. Put-away procedures should be developed in the various areas of the bank with the objective of providing for the maximum safety of the bank's assets and vital records. To facilitate prompt action, the bank should operate with a minimum exposure to cash and securities outside the vault. W orking inventories should be as small as practicable, and large new receipts and all finished work should be placed in the vault at intervals during the day. While this means more trips in and out of the vault, it makes emergency put-away much easier at a greatly reduced risk. Each department or segm ent of the bank should be analyzed and put-away procedures established that will best meet the needs of that unit. In developing these procedures, it will become evident that all assets and records cannot be placed in the vault under emergency conditions. Other depositories of varying degrees of safety such as safes, file cabinets, storage closets, metal or corru gated boxes, and even desk drawers may have to be utilized. Cer tain members of the staff m ay need to be supplied w ith boxes, bags, or other containers so that the material may be placed quickly in the protective places chosen. RECORDS STORAGE CENTERS To enable a bank to continue or resume business after a disaster, a program for the storage of essential bank records in a remote 27 area that is likely to be free from direct bomb dam age is a necessity. > Some banks may elect to use their relocation sites for vital-records storage, keeping a cadre of personnel fam iliar w ith th e records at the site at all times; these people could prove very u se ful in effecting the transition from the bank’s main office to th e relocation site in the event of an emergency. Other banks m ay plan to use branch offices out of the probable blast damage zone fo r storage of their essential records. A number of commercial storag e firms throughout the country have developed abandoned m in es and quarries for lease to others requiring such storage space. In general, the geographic factors and other considerations g o v erning the selection of the relocation site will apply to the selection of a records storage center. If there are impelling reasons to locate the center nearer a potential target than would otherwise be p r u dent, protective construction features can be utilized. Local civil defense officials should be consulted concerning the effects o f a nuclear attack at the proposed site of the center. In general, th e more remote the site the better. There will be less need for protec tive construction against blast, but shielding against radioactive fallout should be provided in any event. Although many banks have selected an alternate headquarters that can also serve as the storage point for vital records, others may consider it desirable to provide for a records storage center at a point other than the relocation site. The locations of commercial underground records storage centers, which are maintained by p r i vate organizations, can be found by making inquiry through th e offices of the American Bankers Association. Instructions, materials, machinery, and equipment for record reconstruction should be available at the records depository. WHAT TO PROTECT The first step is to determine what records to protect. T his m ight well be accomplished by completing (1) an inventory, (2) an appraisal, and (3) a classification. This approach is based on th e premise that differentiation should be made between records th a t are vital or necessary for reconstruction purposes, and those th a t are merely desirable. Unless this delineation is made, w ith a strict interpretation of w hat constitutes a “vital” record, so much m a te rial may be included and so much money and effort expended th a t not only would the program become costly but the task of recon struction would be extremely cumbersome and complicated. In m aking the inventory, every record in the bank should be in cluded. The list should then be reviewed, and those records th a t obviously are valueless for the purposes of the program can be elim inated from further consideration. All remaining records should 28 then be classified realistically, thinking in terms of “what is abso lutely necessary to get back into operation,” rather than “what we would like to have.” In Section I of Appendix 4 of this booklet, a basic list of bank records is divided into two categories: “essential” and “desirable.” The listing is not all inclusive, and variations in classification will be justified among banks. The checklist is intended only as a guide for each bank in the classification of its own records based on an analysis of individual operations and problems. It is assumed that cash, securities, collateral, and other assets will be stored in vaults overnight and that, as a daytime measure, they will be protected on the premises to the greatest extent pos sible. Careful consideration should be given to the matter of “on the spot” protection at the regular office location, since one of the real problems for banks is the safeguarding of current records and work that is in progress. HOW TO PROTECT Protection of records may be accomplished by duplication, by dispersion, and by vault storage. Duplication is the most widely used method and is the most practical for banks because of its adaptability and the various methods available, such as making carbon copies, preparing photo copies, and microfilming. When records are duplicated, a copy should be stored far enough away from the original to preclude a simultaneous loss. Dispersion of essential records m ay be feasible for banks having branch system s or for those having alternate headquarters or records storage cen ter arrangements. Vault storage offers the best means of safe guarding current records and work in progress. In many cases, microfilming may be the preferable method of duplicating because less storage space is required and exact images of the original are provided. However, certain possible disadvan tages should not be overlooked. For example, faulty images may result from improper or careless operation of equipment at the time of photographing. Also, special equipment may have to be purchased in order to photograph adequately and to reconstruct, if necessary. Reconstruction from film records can be a difficult task and, in addition, microfilming is likely to prove more costly than other methods unless there is an appreciable volume. Many banks, of course, presently utilize photographing equipment, and these institutions are in a position to coordinate protective mea sures with regular operating procedures. The microfilm copy of any record should be given the same pro tection as the record itself and should be stored under proper conditions for preservation, as set forth in Appendix 4, Section III of this booklet. Under certain circumstances, the cost of m aintain 29 ing a protection program can be greatly reduced by the use of carbon copies a n d /o r duplicates. In connection with the question of costs, it is well to bear in mind th at regardless of the exact method chosen, a good records protection program carefully in s ti tuted can sim plify business procedures and m ay very well offset additional costs by forcing a review of current record-making and retention practices. Through thoughtful planning, such a program also m ay utilize savings in subsequent bank audits as a partial offset to total costs. Appendix 4 sets forth a procedure whereby essential in form a tion can be protected and reconstructed from records on hand. T h e section is not intended to be all inclusive by covering all the records of any given bank, since the procedure for the types of records mentioned can be expanded to cover the other records th at a re deemed essential by the individual bank. The procedure provides for the initial microfilming of certain current records to establish a “base.” Thereafter, changes a ffect ing the basic records should be duplicated to m aintain a cu rren t status. The base should be reestablished periodically, thus n arro w ing the period to be covered if reconstruction should becom e necessary. Once a given record has been duplicated, a copy and all su bse quent changes affecting that record should be forwarded to th e storage location. Provision should be made at the storage center fo r the destruction of obsolete duplicates. As records are updated, those that are no longer necessary for reconstruction purposes should be destroyed so that the center will be free of unnecessary and possibly confusing material. Reconstruction m ay have to be accomplished under handicaps imposed by emergency conditions with scant and inexperienced help. Instructions for reconstruction should be prepared and filed in several places to assure recovery of at least one copy. These in structions should be as simple as possible and, most important, easily understandable by persons who may be unfam iliar w ith banking operations. It may be considered advisable, also, to develop an alternate method of reconstruction. Materials and equipment required for reconstruction should be made available at the records center, as these m ay be impossible to obtain follow ing a m ajor d is aster. Each bank m u st decide the nature and exten t of these prep arations in attem pting to formulate an effective program based on an appraisal of its own situation. A fter procedures for reconstruction have been prepared, th ey should be tested to disclose possible weak points and unforeseen problems. An occasional test drill is of value in train in g personnel for the tremendous job of reconstruction under severe handicaps. It m ust be remembered that hindsight cannot produce a single re cord that has been completely destroyed. 30 PHYSICAL PROPERTIES In planning the preservation of a bank’s physical assets includ ing original and duplicate records, work in progress, cash, securi ties, collateral documents, etc., the protection afforded by its buildings, vaults, and outside storage facilities or relocation sites is of paramount importance. N ot only are the buildings themselves important, but the day-to-day operating and housekeeping proce dures and the storage available inside the facilities can be signifi cant factors in a bank’s ability to reconstruct and ultimately re sume business after any type of disaster. BUILDING IMPROVEMENT In the design of new buildings or modifications or additions to existing ones, every advantage should be taken of the opportunity to incorporate features that will contribute to the protection of personnel and property. If done during the prelim inary design stage, the work will add little or no extra cost. Special attention should be given to space in which the protective capability m ay be improved by the addition of a fe w more inches of concrete, shield ing at exits, and improved ventilation system s. It is generally anticipated th at there will be some advance w arn ing of an attack, either through intelligence reports, overt actions by a potential enemy, or the m anifest deterioration of interna tional relations. There is, however, the possibility that the United States could be subjected to a “sneak attack ” ; and the speed of such attack m ight preclude dispersal of the bank’s employees to either a relocation site or a public shelter. It is advisable, therefore, to provide some shelter within the bank’s headquarters buildings wherever possible. Anticipation of this contingency m ay save many lives. VAULTS While the designs of buildings vary considerably, bank vaults generally follow a similar pattern w ith regard to both structure and 31 utility. Consequently, it is possible to make some general observa tions concerning their ability to survive a nuclear detonation. Vaults are usually of heavy reinforced concrete construction, although the reinforcement m ay not be placed so as to provide m aximum protection against blast loads. Nevertheless, vaults are much stronger than most conventional construction and can be de pended upon to remain intact at distances from ground zero w h ere most other structures would be either completely demolished or badly damaged. It is possible to provide additional strength to existin g v au lt structures, particularly through roof reinforcement. A report prepared by the consulting structural engineering firm, A m mann & W hitney, s a y s : Such strengthening can be accomplished by t e a d t o o h diin f columns i wide v u t and by p e t e s n o a d t o o s e l n als r s r s i g r d i i n f te framing i t e narrow v u t . Any f rthe i c e s i s r n t n h als u r nrae n tegh c u d be accomplished o l a a r l t v l high c s . S e l p a e ol n y t eaiey ot t e l t l n n s cannot be c n i e e t p o i e a d t o a p o e t o u l s iig o sdrd o r v d diinl rtcin nes wle. edd Even though a vault apparently may remain intact follow in g a nuclear blast, the contents m ay be damaged by fire, heat, or flood waters. In a well constructed vault, it seems unlikely th a t the contents will be seriously damaged by fire although the v a u lt may be inaccessible for a lengthy period. On the other hand, possible water damage is a hazard which cannot be treated lightly, particularly where vaults are situated below street level or in cases where pumping is necessary to keep vault areas dry. Since outside power sources m igh t be destroyed or become in operative for an extended period of time, standby self-contained pumping equipment with automatic starting devices merits co n sideration. Installation of additional waterproofing m aterials also may be helpful in preventing water damage to the va u lt contents. Banks considering the construction of new b last-resistant vaults are offered the following suggestions, quoted from th e same Ammann & W hitney report: Underground v u t i rock w l p o i e maximum p o e t o als n il r v d rtcin and a e f a i l i many p r s o t e country where r ck i c o e r esbe n at f h o s ls t t e ground s r a e Vaults i c n e t o a l c t o s can b o h ufc. n o v n i n l oain e made c n i e a l more b a t r s s a t with r l t v l inexpen osdrby ls eitn eaiey s v de i n chan e . Such new v u t c u d s r e a d p s t r e ie s g gs als ol e v s eoiois f r t e v t l r c r s o s v r l branch ofcs i any g ven a e . o h ia e o d f e e a f ie n i ra I an arrangement o t i type can be made c m f f hs o patible with bank o e a i n , a smal e number o h ghly b a t r s s a t v u t , prtos lr f i ls-eitn als properly l c t d would g e t y reduce t e v l e a i i y o t e oae, ral h unrblt f h e t r system o v u t . nie f als FIRE PROTECTION The bank's emergency operations plan should be based on the assum ption that in the event of any widespread disaster, natural or manmade, the firm and its employees will have to depend primarily on their own efforts to protect life and property from fire. E very bank should have some employees trained in the basic elements of fire control in the buildings in which they work. A nuclear detonation can start dozens of fires at the same time at a point miles aw ay from ground zero. Unless controlled promptly, they could grow into a very large and destructive fire. Training employees in firefighting may, therefore, save their lives, the bank's property, and perhaps even the community. Moreover, training in fire prevention and control will benefit employees' fam ilies inasmuch as the principles, procedures, and techniques for fire protection in the home are identical. Training, first aid, firefighting equipment, and practice drills are the basis of effective fire control. The community fire pro tection services can provide advice on the selection of fire sup pression equipment and assistance in training employees for fire control and rescue operations. Employees trained in fire fighting and rescue techniques can also perform valuable service in the period of shelter occupancy, especially in the movement of sick and injured persons and in teaching fire prevention. 33 POSTATTACK BAN KING OPERATIONS f The preceding portions of this booklet have been concerned with saving the “tools”— the personnel, records, and facilities that the banking community will need to perform essential operations in the restoration of the postattack economy. Som e of these operations will be the same as the normal peacetim e operations of a bank, except that they will be performed under quite different and more difficult circumstances. Others w ill be peculiar to the postattack situation and, because of the need fo r prompt action in such a situation, should be the subject of serious contingency planning by all banking institutions. ) FINANCIAL POLICIES The Government has adopted certain policies with regard to postattack banking operations. Stated in broad terms, th ey are: 1. The money, credit, and banking system m ust be m a in tained in order (a) to m aximize the mobilization of all econom ic forces, (b) to achieve the maximum utilization of surviving re sources, human and material, (c) to provide immediate m ilita ry needs and requirements for human survival, and (d) to be ready at the first opportunity to reactivate the economy in a rea s 2. B anking operations vital to the maintenance of the m oney, credit, and banking system m ust be maintained. temporarily immobilized by radioactive fallout. 3. The Federal Government will assure the equitable sh a rin g of w ar losses throughout the economy to the extent possible, not to guarantee individuals against w ar losses, but (a) to assure the maintenance of a “going concern” economy, (b) to assure th e viability of financial institutions, and (c) to assure those dealing with financial institutions that they may do so without risk of the insolvency of such institutions by reason of war losses. 4. Currency will be made available in accordance w ith th e needs of postattack economic activity in all areas, subject to controls prescribed by national authority, and supplies of cu r rency for this purpose will be decentralized to the extent possible in the preattack period. The issuance of scrip as a substitute fo r currency will be avoided. 5. Bank deposits will be made available in proportion to th e needs of postattack economic activity in all areas, subject to controls prescribed by national authority. 6. Provision will be made for the clearance of checks, in cluding those drawn on destroyed banks, subject to lim itations and controls as m ay be necessary. 34 * r 7. N e w bank credit will be made available for essential purposes, such as support of military, emergency relief, and salvage operations and of national reconstruction. 8 . The Federal Government will guarantee private financing for essential purposes to the extent that it is not otherwise available on reasonable terms. 9. There will be no general moratorium on the payment of preattack debts, but limited moratoria may be authorized for hardship cases. IMPLEMENTING ACTIONS Major actions have been taken by the Federal Government to implement these policies during an emergency. 1 . The President has ordered1 the Board of Governors of the Federal Reserve System and other Federal bank supervisory agencies, as appropriate, to develop em ergency plans and a con dition of readiness to cope with the potential economic effects of mobilization or an attack. He has ordered that such plans and preparations provide for (a) the continued or resumed opera tions of banking institutions, including the recreation of evidence (records) of assets destroyed by enemy actions; (b) liquidity necessary for continued banking operations; (c) the regulation of money and credit in accordance with the needs of the economy; (d) the acquisition, decentralized storage, and post attack distribution of emergency supplies of currency; (e) the regulation of currency withdrawals and credit transfers; (f) the collection of cash items and noncash items; (g ) the conduct of fiscal agency and foreign exchange operations; and (h) the as sumption and discharge of liability pertaining to insured deposits in destroyed or insolvent banking institutions. The Executive Order also makes the Federal bank supervisory agencies responsible for providing guidance to banking institu tions on the protection of banking facilities, personnel, and records ; for stim ulating bank preparedness for all types of disaster; and for m aintaining a capability to estim ate the effects of an attack or other disaster on the banking system . 2 . The Secretary of the Treasury has: a. Delegated to the Board of Governors of the Federal Reserve System, effective in the event of an attack on the United States, “. . . authority and power to take such action consistent with regulations issued by the Secretary . . . as may be necessary to maintain, regu 1 Executive Order 11490, Assigning Emergency Preparedness Functions to Federal D epart ments and Agencies, October 30, 1969. See Appendix 1 of this booklet for pertinent excerpts. 35 late, limit, or suspend the operation and functioning of any banking institutions.''2 b. Issued Treasury's Em ergency Regulation No. 1, effec tive in the event of an attack on the United States, re quiring banks to remain open, authorizing banking institutions to make loans to one another w ithout regard to normal restrictions, and lim iting w ithdraw als of cash, transfers of bank balances, and extensions of credit to amounts needed for specific essential purposes.2 c. Issued instructions and delegated authority to Federal Reserve Banks for the conduct of fiscal agency fu n c tions in a postattack emergency. d. Drafted authorizing legislation and prepared F isca l Service Em ergency Regulation No. 1 setting forth the terms and conditions for providing relief to the ow n ers of U.S. securities destroyed or made inaccessible a s a result of an attack. 3. The Board of Governors of the Federal Reserve System has issued its Em ergency Regulations, effective in the event o f an attack on the United States, requiring Federal Reserve B ank s to remain open and continue functioning at their regular or a lter nate offices, and authorizing Federal Reserve Banks to: a. A ct for other Federal Reserve Banks. b. Regulate the distribution of available supplies of cu r rency and coin. c. D esignate em ergency Cash and Check A gents. d. Prescribe em ergency rules to facilitate the collection of checks, including those drawn on destroyed banks. e. Make credit available to both member and nonm ember banks, and to individuals, partnerships, and corpora tions when credit for essential purposes is not oth er w ise available on reasonable terms. f. Purchase and sell U.S. securities on their own accounts. g. Purchase and sell due bills and pledge such bills as collateral for Federal Reserve notes. h. Raise or lower reserve requirements and extend such requirements to nonmember banks. i. Take such actions as fiscal agents of the United S ta tes as authorized by the Secretary of the Treasury. The Board's Emergency Regulations also authorize the p r e s i dent or officer in charge of a Federal Reserve Bank and a Federal Reserve A gent or an A ssistant Federal Reserve Agent, resp ec 2 For a copy of this document see Emergency Circulars issued by Federal Reserve Banks to all commercial banks. 36 tively, to make temporary appointments of officers and A cting A ssistan t Federal Reserve Agents when necessary as a result of an attack. 4 . A fte r providing the authorizations needed for the complete decentralization of operations, the Board provided the Federal Reserve Banks w ith “Guidelines on E m ergency Monetary Policy,” designed to keep decentralized operations as uniform as possible and thereby facilitate the resumption of centralized direction when th at becomes practicable. The guidelines include policies on discount administration and rates, purchase and sale of Government securities, reserve requirements, selective credit controls, and methods for dealing w ith problems of excess liquidity. 5. The Federal Open Market Committee has delegated author ity to Federal Reserve Banks and provided them w ith guidance for conducting transactions in U.S. Government securities, pro viding the Treasury w ith adequate funds to finance emergency needs, and facilitating the reactivation of open market opera tions as soon as possible. As a continuing readiness measure, Federal Reserve Banks are supplied daily by the Federal Reserve Bank of N ew York w ith duplicate records of its open market and foreign exchange operations so that any or all Federal Reserve Banks would be able to continue such operations in the event activities at the Federal Reserve Bank of N ew York were tem porarily suspended as a result of an attack. 6 . The Government's financial policies call for the develop ment of a plan for the indemnification or equitable sharing of war losses as the most practicable means of m aintaining the solvency of financial institutions and a “going concern” economy following an attack. The groundwork for such a plan is con tained in the follow ing documents filed at secure locations for use in an emergency: a. 1951 H earings on War Dam age Corporation A ct of 1951, or W ar Disaster Act of 1951, U.S. Senate, Sub committee on Securities, Insurance and Banking, of the Committee on Banking and Currency. b. 1959 Federal Reserve Staff Study: Preattack Planning for Postattack Financial and Economic Rehabilitation. c. 1963 Treasury Staff Memorandum: W ar-Loss Sharing. In 1969 a substantial contribution was made to this area of planning by a study prepared by the Stanford Research Institute on “Postwar Monetary Reform in Severely Damaged Economies — Its Role in Recovery From Nuclear A ttack.” 7. In implementing the Government's policy for the m ainten ance of an adequate emergency supply of currency, a 2 years' 37 supply goal was established, based on an estim ate that 2 years would elapse before the production of currency could be resum ed if the Government’s single source of supply were to be destroyed by enemy action. In order to reduce the risk of an attack on the em ergency supply of currency, such supply is decentralized to the vaults of the Federal Reserve Banks and branches and, in some instances, to the vaults of the em ergency Cash A gen ts. 8. Federal Reserve Banks have issued em ergency circulars to all banking institutions. These circulars are designed to provide the banking system with the information and instructions needed for the conduct of postattack banking operations. They include inform ation on the Federal Reserve B ank’s plans for continued operations, the control of currency and the use of em ergency Cash Agents, the control of bank balances and credit tran sfers, the collection of checks and the use of emergency Check A gen ts, and the extension and control of credit. Each commercial bank should make certain that the location of its set of em ergency circulars is known to its executive officers and will be readily available to them for use in an emergency. For further information or assistance, please contact th e E m ergency Planning Officer of the Federal Reserve Bank ser v in g the area in which your bank is located. APPENDIX 1 Excerpts from Executive Order 11490 A SSIG NING EMERGENCY PREPAREDNESS FUNCTIONS TO FEDERAL DEPARTMENTS A N D AGENCIES WHEREAS our n t o a s c r t i dependent upon our a i i y t a s r ainl euiy s blt o s u e c n i u t o government, a every l v l i any n t o a emergency t otniy f t ee, n ainl ype s t a i n t a might c n e v b y c nfront t e Nation; and iuto h t ocial o h WHEREAS e f c i e n t o a preparedness planning t meet such an fetv a i n l o emergency, i c u i g a massive nuclear a t c , i e s n i l t our n t o a nldn tak s seta o ainl s r i a ; and uvvl WHEREAS e f c i e n t o a preparedness planning r q i e t e i e t f c fetv a i n l e u r s h dniia t o o f n t o s t a would have t be performed during such an emergency, in f u c i n h t o t e assignment o r s o s b l t f r developing plans f r performing t e e h f epniiiy o o hs f n t o s and t e assignment o r s o s b l t f r develo i g t e c p b l t ucin, h f epniiiy o p n h aaiiy t implement t o e plans;and o hs WHEREAS t e Congress has d r c e t e development o such n t o a h ietd h f ainl emergency preparedness plans and has provided funds f r t e accomplishment o h t e e f and hro; WHEREAS t i n t o a emergency preparedness planning a t v t has hs a i n l ciiy been an e t b i h d program o t e United S a e Government f r more than salse f h tts o 20 years: NOW, THEREFORE, by v r u o t e au h r t v s e i me a P e i e t ite f h toiy etd n s rsdn o t e United S a e , and pursuant t Reorganization Plan No. 1 o 1958 ( 2 f h tts o f 7 S a . 1 9 ) t e National S c r t Act o 1 4 , a amended, t e Defense tt 7 9 , h euiy f 97 s h Production Act o 1 5 , a amended, and t e Federal C v l Defense A t a f 90 s h ii c, s amended, i i hereby ordered a f l o s ts s olw— 3jc 5C | S f* PART 1-PURPOSE AND SCOPE S c i n 1 1 Purpose. This order c n o i a e t e assignment o emergency e t o 0. osldts h f preparedness f n t o s t vari u departments and a e c e h r t f r con ucin o os gnis eeooe t i e i t e 2 Executive o d r and 2 Defense M b l z t o o d r l s e i and n h 1 res o i i a i n r e s itd n s c i n 3015 o t i o d r Assignments have been adjusted t conform t eto f hs r e . o o changes i o g n z t o which have occurred subsequent t t e i s a c o n raiain o h sune f t o e Executive o d r and Defense M b l z t o o d r . hs res o i i a i n res S c i n 102 .S o e ( ) This order i concerned with t e emergency na eto cp, a s h t o a planning and preparedness f n t o s o t e s v r l departments and inl ucin f h eea a e c e o t e Federal Government which complement t e m l t r r a i e s gnis f h h iiay edns planning r s o s b l t e o t e Department o Defense; t g t e , t e e mea epniiiis f h f oehr hs s r s p o ide t e b s c foundation f r our o e a l n t o a preparedness ue r v h ai o vrl a inl p s u e and are fundamental t our a i i yt s r i e otr, o blt o u v v . ( ) The departments and a e c e o t e Federal Government are hereby b gnis f h s v r l y charged with t e duty o assuring t e c n i u t o t e Federal eeal h f h otniy f h Government i any n t o a emergency type s t a i n t a might c n r n n ainl iuto h t ofot t e N t o . To t i e d each department and agency with e s n i l f n t o s h ain hs n , seta ucin, whether e p e s y i e t f e i t i order o n t s a l d v l p such p a s and x r s l dniid n hs r o, hl e e o ln t k such a t o s i c u i g but n t l m t d t t o e s e i i d i t i order a ae cin, n l d n o i i e o h s pcfe n hs s 39 may be necessary t assure t a i w l be a l t perform is e s n i l func o h t t il be o t seta t o s and c n i u a a v a l p r o t e Federal Government, during any in, o t n e s ibe a t f h emergency t a might c n e v b y o c r These i c u e p a s f r maintaining ht o c i a l cu. nld ln o t e c n i u t o e s n i l f n t o s o t e department o agency a t e s a h o t n i y f seta u c i n f h r t h et o Government and e s w e e through programs concerned w t : ( ) s c e f lehr, ih 1 ucs s o t ofc; ( ) p e e e a i n o emergency a t o i y ( ) safekeeping o i n o fie 2 r d l g t o f uhrt; 3 f e s n i l r c r s ( ) emergency r l c t o s t s supported by communica seta e o d ; 4 e o a i n ie t o s and r q i e s r i e ; ( ) emergency a t o s e s ( ) a t r a e head in e u r d evcs 5 cin tp; 6 lent q uarters o command f c l t e ; and ( ) p o e t o o Government r s u c s r aiiis 7 rtcin f eore, fc l t e , and p r o n l The c n i u t o Government a t v t e undertaken ai i i s esne. otniy f ciiis by t e departments and a e c e s a l be i accordance with guidance pro h g n i s hl n v e b , and s b e t t e a u t o b , t e D r c o o t e O f c o Emer id d y u j c o v l a i n y h i e t r f h fie f gency Preparedness. ( ) I a d t o t t e a t v t e i d c t d a o e t e heads o departments c n d i i n o h ciiis n i a e b v , h f and ag n i s d s r b d i p r s 2 through 2 o t i ord r s a l ( ) prepare ece ecie n at 9 f hs e hl: 1 n t o a emergency p a s d v l p preparedness programs, and a t i an ainl ln, e e o tan appropriate s a e o r a i e s with r s e t t t e f n t o s a s tt f e dns e p c o h u c i n s igned t them o i t i order f r al c n i i n o n t o a emergency; ( ) g v appropriate n hs o l odtos f ainl 2 ie c n i e a i n t emergency preparedness f c o s i t e conduct o t e regular osdrto o atr n h f h f n tos o ter aece, priual toe fn t o s c n i e e esnil u cin f hi gnis atclry hs uc i n o s d r d seta i time o emergency; and ( ) be prepared t implement, i t e event o an n f 3 o n h f emergency, alappropriate p a s developed under t i o d r l ln hs re. S c i n 1 3 P e i e t a A s s a c . The D r c o o t e O f c o Emer e t o 0. r s d n i l s i t n e i e t r f h fie f gency Preparedness, i accordance with t e p o i i n o Executive Order n h rvsos f No. 11051 o September 2 , 1 6 , s a l a v s and a s s t e President i f 7 9 2 hl d i e sit h n determining n t o a preparedness g a s and p l c e f r t e performance ainl ol oiis o h o f n t o s under t i ord r and i coor i a i g t e performance of such f ucin hs e n dntn h f n t o s with t e t t ln t o a preparedness program. ucin h oa a i n l S c i n 1 4 General and S e i i F n t o s The f n t o s assigned by e t o 0. pcfc u c i n . ucin p 3 , General P o i i n , apply t al departments and a e c e having art 0 rvsos o l gnis emergency preparedness r s o s b l t e . S e i i f n t o s a e assigned t epniiiis pcfc u c i n r o departments and a e c e cov r d i p r s 2 through 2 . gnis ee n at 9 S c i n 1 5 C n t u t o . The purpose and l g l e f c o t e assignments e t o 0. o s r c i n e a fet f h c ntained i t i order do not c n t t t a t o i y t implement t e emer o n hs osiue u h r t o h gency pl n prepared pursuant t t i o d r Plans s d v l p d may be as o hs re. o eeoe e f c u t d o ly i t e eve t t a a t o i y f r such e f c u t o i provided fetae n n h n ht uhrt o fetain s by a law enacted by t e Congress o by an o de o d r c i e i s e by t h r r r r ietv sud he P e i e t pursuant t s a u e o t e C n t t t o o t e United S a e . rsdn o ttts r h o s iuin f h tts * * * PART 17—FEDERAL BANK SUPERVISORY AGENCIES S c i n 1 0 . F n n i l Plans and Programs. The Board o Governors o eto 71 i a c a f f t e Federal Reserve System, t e Comptroller o t e Currency, t e Federal h h f h h Home Loan Bank Board, t e Farm C e i Admin s r t o , and t e Federal h rdt itain h D eposit Insurance Corporation s a l p r i i a e with t e O f c o Emergency hl a t c p t h fie f P reparedness, t e Department o t e Treasury, and o h r a e c e i the h f h te gnis n formulation o emergency f n n i l and s a i i a i n p l c e . The heads o f iaca t b l z t o oiis f such a e c e s a l a a p o r a e d v l p emergency p a s programs, and g n i s hl, s p r p i t , e e o ln, r g l t o s i consonance with n t o a emergency f n n i l and s a i i a i n euain, n ainl iaca tblzto p ans and p l c e , t cope with p t n i l economic e f c s o m b l z t o o l oiis o oeta fet f o i i a i n r an a t c , i c u i g but n t l m t d t,t e following: tak nldn, o iie o h 40 (1 ) Money and c e i . P o i i n and r g l t o o money and c e i i rdt r v s o euain f rdt n accordance with t e needs o t e economy, i c u i g t e a q i i i n decen h f h n l d n h custo, t a i a i n and d s r b t o o emergency s p l e o cur ency; t e c l e t o rlzto, itiuin f upis f r h olcin o cash i f tems and noncash items;and t e conduct o fsa agency and f r i n h f icl oeg oeain. prtos () F n 2 i ancial i s i u i n . P o i i n f r t e continue o resumed opera ntttos r v s o o h d r t o o banking, savings and l a , and farm c e i i s i u i n , i c u i g in f on rdt ntttos n l d n measures f r t e r - r a i n o e i e c o a s t o la i i i s d s r y d o o h e c e t o f v d n e f s e s r ib l t e e t o e r iacsil. ncesbe ( ) L q i i y P o i i n o l q i i y necessary t t e c n inued o resumed 3 i u d t . r v s o f iudt o h ot r o e a i n o banking, savings and l a , c e i u i n , and farm c e i i s i u prto f on rdt n o s rdt ntt t o s i c u i g t o e damaged o d s royed by enemy a t o . in, n l d n h s r et cin ( ) Cash withdrawals and c e i t a s e s Regulation o t e withdrawal o 4 rdt rnfr. f h f currency and t e tr n f r o c e i s i c u i g d p s t and s h a s e f rdt n l d n eoi hare account blne. aacs ( ) I s r n e P o i i n f r t e assumption and di c a g o l a i i y 5 nuac. rvso o h s h r e f iblt p r a n n t i sured d p s t and ins r d savings accounts o withdrawable etiig o n eois ue r s a e i banking and savings and l a i s i u i n d s r y d o made hrs n o n ntttos e t o e r islet novn. S c i n 1 0 . Sharing o War L s e . Heads o ag n i s s a l a appropri e t o 72 f oss f e c e hl, s a e p r i i a e with t e O f c o Emergency Preparedness and t e Depart t, a t c p t h fie f h ment o t e Treasury i t e development o p l c e , p a s and procedures f h n h f oiis l n , f r implementation o n t o a p l c on sharing war l s e . o f ainl oiy oss * * * PART 30-GENERAL PROVISIONS S c i n 3 0 . Resource Management. I consonance with t e n t o a pre eto 01 n h ainl p r d e s s c r t , and m b l z t o r a i e s p a s programs, and opera a e n s , euiy oiiain ed n s ln, t o s o t e O f c o Emergency Preparedness under Executive Order No. i n f h fie f 11051 o September 2 , 1 6 , and s b e t t t e p o i i n o t e p eceding f 7 92 ujc o h rvsos f h r p r s t e head o each department and agency s a l at, h f hl: ( ) P i r t e and a l c t o s Develop systems f r t e emergency a p i a 1 roiis loain. o h plc t o o p i r t e and a l c t o s t t e p o u t o , d s r b t o , and u o in f roiis loain o h r d c i n itiuin se f r s u c s f rwhich he has been assigned r s o s b l t . eore o epniiiy ( ) Requirements. Assemble, d v l p a a p o r a e and e a u t r q i e 2 eeo s prpit, vlae eur ments f r a s g e r s u c s taking i t account estim t d needs f r m l o s i n d eore, no ae o ii t r , atomic e e g , c v l a , and f r i n p r o e . Such e a u t o s a l t k ay n r y iiin oeg upss v l a i n hl a e i t c n i e a i n geographical d s r b t o o requirements under emergency no o s d r t o itiuin f cniin. odtos ( ) E a u t o . Assess assigned r s u c s i order t e t m t a a l b l t 3 vlain eore n o s i a e viaiiy from al s u c s under an emergency s t a i n analyze r s u c a a l b l l ore iuto, e o r e viaii t e i r l t o t estimated re u r m n s and d v l p appropriate recom is n e a i n o qieet, eeo mendations and programs, i c u i g t o e necessary f r t e maintenance o nldn hs o h f an adequate m b l z t o b s . Provide data and a s s a c b f r and a t r oiiain ae sitne eoe fe a t c f r n t o a r s u c a a y i purposes o t e O f c o Emergency tak o ainl eore nlss f h fie f P e a edness. rpr ( ) Claimancy. Prepare plans t claim from t e appropriate agency sup 4 o h p r i g m t r a s manpower, equipment, s p l e , and s r i e which would otn aeil, upis evcs b needed t carry o t assigned r s o s b l t e and o h r e s n i l f n t o s e o u epniiiis t e seta u c i n o h s department o a ency, and co p r t with o h r a e c e i d v l p n f i r g oeae te gnis n eeoig programs t i s r a a l b l t o such r s u c s i an emergency. o n u e viaiiy f eore n 41 S c i n 3 0 . F c l t e P o e t o and Warfare E f c s Monitoring and e t o 0 2 aiiis r t c i n fet R p r i g I consonance with t e n t o a prepare n s , s c r t , and mobili eotn. n h ainl d e s euiy z t o r a i e s p a s programs, and o e a i n o t e O f c o Emergency ain e d n s ln, p r t o s f h fie f Preparedness under Executive Order No. 1 0 1 and with t e n t o a c v l 15, h a i n l ii defense p a s programs, and o e a i n o t e Department o Defense under ln, prtos f h f Executive Order No. 1 9 2 t e head o each department and agency s a l 05, h f hl: ( ) F c l t e p o e t o . Provide f c l t e p o e t o guidance material 1 aiiis r t c i n aiiis r t c i n adapted t t e needs o t e f c l t e and s r i e concerned and promote a o h f h aiiis evcs n t o a program t s i u a e d s s e preparedness and c n r l i order t ainl o tmlt iatr oto n o minimize t e e f c s o o e t o c v r a t c on f c l t e o o h r resources h fet f v r r o e t t a k aiiis r t e f r which he has management r s o s b l t . Guidance s a l i c u e but not o epniiiy hl n ld, be l m t d t, o g n z t o and t a n n o f c l t e p o e s personnel iie o r a i a i n r i i g f aiiy m l y e , s e t r evacuation p a s r c r s p o e t o , c n i u t o management, emer hle, ln, e o d rtcin o tniy f gency r p i , d s e s l o fc l t e , and mutual a d a s c a i n f an e a r i p r a f ai i i s i s o i t o s or emergency. ( ) Warfare e f c s monitoring and r p r i g Maintain a c p b l t , both 2 fet eotn. aaiiy a n t o a and fed l v l , t es i a e t e e f c s o a t c on assigned re t ainl il e e s o t m t h f e t f t a k s u c s and t c l a o a e with and prov d data t t e O f c o Emergency ore o olbrt ie o h fie f Preparedness, t e Department o Defe s , and o h r a e c e , a appropriate, h f ne t e gnis s i v r f i g and updating e t m t s o r s u c s a u through exchanges o n eiyn siae f eore tts f data and mutual a s s a c , and p sitne rovide f r t e d t c i n i e t f c t o , o h eeto, dniiain mo o i g and repor i g o such warfare e f c s a s l c e f c l t e under nit r n , tn f fet t e e t d aiiis h so e a i n o c n r l i p r t o r oto. ( ) Salvage and r h b l t t o . Develop p a s f r s l a e decontamina 3 eaiiain l n o avg, t o and r h b l t t o o f c l t e i v l i g r s u c s under h s j r s i t o . in e a i i a i n f aiiis n o v n e o r e i uidcin ( ) S e t r In conformity with n t o a s e t r p l c , where authorized 4 hle. a i n l h l e oiy t engage i b i d n c n t u t o , p a , d s g , and c n t u t such buildings o n ul i g osrcin ln ein osrc t p o e t t e p b i t t e maximum e t n f a i l a ainst t e hazards o rtc h ulc o h x e t esbe g h t a c u d r s l from an a t c upon t e United S a e with nuclear wea h t o l eut tak h tts p ns; and where empowered t extend Federal f n n i l a s s a c , encourage o o iaca sitne r c p e t o such f n n i l a s s a c t use standards f r planning design eiins f iaca s i t n e o o and c n t u t o which w l maximize p o e t o f r t e p b i . osrcin il r t c i n o h ulc * * * S c i n 3 0 . Research. Within t e framework o r s a c p l c e and eto 04 h f e e r h oiis o j c i e e t b i h d by t e O f c o Emergency Preparedness, t e head o betvs salse h fie f h f each department and agency s a l s p r i e o conduct rese r h i areas hl u e v s r ac n d r c l concerned with carrying o t emergency preparedness r s o s b l t e , iety u epniiiis d s g a e r p e e t t v s f r necessary ad hoc o t s f r e g o p , and eint ersnaie o r ak oc rus po r vide a v c and a s s a c t o h r a e c e i planning f r r die sitne o te gnis n o esearch i n ar i v l i g each agency’ i t r s . eas n o v n s neet *** S c i n 3 0 . D r c Economic C n r l . The head o each department eto 06 iet otos f and agency s a l c o e a e with t e O f c o Emergency Preparedness and hl o p r t h fie f t e Federal f n n i l a e c e i t e development o emergency preparedness h iaca g n i s n h f measures i v l i g emergency f n n i l and c e i measures, a w l a p i e novn iaca rdt s el s rc, r n ,wage and s l r s a i i a i n and consumer r t o i g programs. et a a y tblzto, ainn S c i n 3 0 . Fi a c a A d The head o each department and agency s a l eto 07 nnil i. f hl d v l p plans and procedures i c o e a i n with t e Federal f n n i l eeo n oprto h iaca a e c e f r f n n i l and c e i a s s a c t t o e segments o t e private g n i s o iaca rdt s i t n e o h s f h s c o f r which he i r s o s b e i t e ev n such a s s a c i needed etr o s epnil n h et sitne s under emergency c n i i n . odtos S c i n 3 0 . Functional Guidance. The head o each department and eto 08 f agency i carrying o t t e f n t o s assigned t him by t i o d r s a l b n u h ucin o hs re, hl e guided by t e following: h ( ) National program g i a c . In consonance with t e n t o a prepared 1 udne h ainl n s , s c r t , and m b l z t o r a i e s p a s programs, and o e a i n o es euiy oi i a i n e d n s ln, prtos f t e O f c o Emergency Preparedness under Executive Order No. 1 0 1 and h fie f 15, with t e n t o a cvl defe s p a s programs, and o e a i n o t e Depart h a i n l ii n e ln, prtos f h ment o D f f e ense, t c n c l guidance s a l be provided t S a e and l c l ehia hl o tt oa governments and i s r m n a i i s t e e f t t e end t a al planning con n t u e t l t e hro, o h ht l c r e with f n t o s assigned h r i w l be e f c i e y c o d n t d Rela end ucin e e n il fetvl o r i a e . t o s with t e appropriate segment o t e p i a e s c o s a l be maintained in h f h r v t e t r hl t f s e mutual understanding o Federal emergency p a s o otr f ln. ( ) Interagency c o d n t o . Emergency preparedness f n t o s s a l b 2 oriain u c i n hl e c o d n t d by t e head o t e department o agency having primary respon oriae h f h r s b l t with al o h r departments and a e c e having supporting f n t o s iiiy l te gnis ucin r l t dt e e o eae hrt. ( ) Emergency p eparedness. Emergency p a s programs, and an appro 3 r ln, p i t s ae o r a i e s i c u i g o g n z t o a r a i e s sal b d v l r a e tt f e d n s , n l d n r a i a i n l e d n s , hl e e e oped a an i t g a part o t e continuing a t v t e o each department o s nerl f h ciiis f r agency on t e b s s t a t a department o agency w l have t e respon h ai ht ht r il h s b l t f r carrying ou such p ans and programs during an emergency. The iiiy o t l head o each department o agency s a l be prepared t implement al f r hl o l approp iate p ans developed under t i o d r M d f c t o s and temporary r l hs re. o i i a i n o g n z t o a changes, based on emergency c n i i n , s a l be i accordance raiainl odtos hl n with p l c determinations by t e P e i e t oiy h rsdn. ( ) P o e s o a l a s n Mutual understanding and support o emergency 4 r f s i n l iio. f preparedness a t v t e s a l be f s e e , and t e National Defense Executive ciiis hl otrd h Reserve s a l be promoted by maintaining r l t o s with t e a propriate hl eain h p nongovernmental s c o s etr. S c i n 3 0 . T a n n . The head o each department and agency s a l eto 09 r i i g f hl d v l p and d r c t a n n programs which i c r o a e emergency prepared eeo iet r i i g noprt n s and cvl defense t a n n and information programs n cessary t i s r es ii riig e o nue t e optimum o e a i n l e f c i e e s o a signed r s u c s s s e s and h p r t o a fetvns f s eore, ytm, f clte. a iiis S c i n 3 1 . Emergency P b i Inform t o . In consonance with such eto 00 ulc ain emergency p b i information pl n and c n r l program d c s o s o t e ulc as eta eiin f h O f c o Emergency Preparedness, and with p a s programs, and procedures fie f ln, e t b i h d by t e Department o Defense t pro i e c n i u t o program salse h f o vd otniy f i g f r t e Emergency Broadcast System, t e head o each department and n o h h f agency s a l hl: ( ) Obtain and pr 1 ovide information a t t e emergency f n t o s o s o h ucin r assignments o t e i d v d a department o agency f r d s e i a i n t t e f h niiul r o ismnto o h American p o l during t e emergency, i accordance with arrangements epe h n made by t e O f c o Emergency Preparedness. h fie f ( ) Determine requirements and arrange f r p ereco d n s t p o i e con 2 o r rig o rvd t n i y o program s r i e over t e Emergency Broadcast System s t a t e iut f evc h o ht h American p o l can r c i e i f r a i n a v c , and guidance p r a n n t epe eev n o m t o , die etiig o t e implementation o t e cvl d fense and emergency preparedness p a s o h f h ii e ln r assignments o each i d v d a department o age c . f niiul r ny 43 S c i n 3 1 . Emergency A t o s This o der d e n t con e authority t eto 01 cin. r os o fr o put i t e f c any emergency p a , p o e u e p l c , program, o course o n o fet l n r c d r , oiy r f a t o prepared o d v cin r e eloped pursuant t t i o d r Plans s developed may o hs r e . o b e f c u t d on y i t e event t a a t o i y f r such e f c u t o i pro e fetae l n h ht uhrt o fetain s v d d by a law enacted by t e Congress o by an o d r o d r c i e i s e by ie h r r e r ietv s u d t e Presi e t pursuant t s a u e o t e C n t t t o o t e United S a e . h dn o ttts r h osiuin f h tts S c i n 3 1 . R d l g t o . The head o each department and agency i eto 02 eeeain f s hereby auth r z d t r d l g t t e f n t o s assigned t him by t i o d r oie o eeeae h ucin o hs re , and t a t o i e s c e s v r d l g t o s t a e c e o i s r m n a i i s o o uhrz ucsie eeeain o gnis r ntuetlte f t e United S a e , and t o f c r and employees o t e United S a e . h tts o fies f h tts S c i n 3 1 . Transfer o F n t o s Any emergency preparedness func eto 03 f ucin. t o under t i o d r o p r s t e e f may be t a s e r d from one depart in hs r e , r a t hro, rnfre ment o agency t another with t e c nsent o t e heads o t e o g n z t o s r o h o f h f h raiain i v l e and with t e concurrence o t e D r c o o t e O f c o Emergency novd h f h i e t r f h fie f Preparedness. Any new emergency preparedness f n t o may b assigned t ucin e o t e head o a department o agency by t e D r c o o t e O f c o Emergency h f r h i e t r f h fie f Preparedness by mutual c n e t osn. * * * T h e W h it e H o u se, O c t o b e r 2 8, 1 96 9. R ich ard N ix o n . [F.R. Doc. 69-13005; filed, Oct. 28, 1969; 2:19 p.m.] 44 APPENDIX 2 SUGGESTED MEDICAL A N D FIRST AID SUPPLIES I i suggested t a frt a d k t be maintained i a t r a e b s n s t s h t is i i s n lent uies ofcs f l o t s e t r , r l c t o s ts r c r stor g c n e s o o h r p a e fie, a l u h l e s e o a i n i e, e o d a e etr, r t e lcs i which t e bank's employees and/or c i n s may take refuge during an n h let emergency. The k t sh u d be properly s o k d with frt a d s p l e , is o l tce is i u p i s s r t h r , and b a k t . A suggested ls o such s p l e i given b l w and teces lnes it f upis s eo, i s o l be noted t a t e small frt a d k t s l f r use i automobiles a e t hud ht h is i i s o d o n r i s f i i n f r t e t pes o c s a t e t a may be expe t d i a n c e r nufcet o h y f aulis h t ce n ula atc. tak A l s p l e and equipment sho l be under t e s p r i i n o t e c i f l upis ud h u e v s o f h he, c s a t s r i e . I t e event s p l e ar used f r any reason during peace a u l y evcs n h upis e o t m , they s ould be r p a e i mediately. The ls, a n t d i f r 1 0 per ie h elcd m it s o e , s o 0 s n with an estimated c s a t r t o 20 p r e t Addi i n l s p l e s o l os auly ae f ecn. toa upis hud b added i proportion t t e t t l number o employees o because o s e i l e n o h oa f r f pca c n i i n t a might i d c t a higher percentage o employees who might odtos ht niae f become c s a t e . Prorating downward, however, i no recommended; t e aulis s t h ls s o l be c n i e e a minimum. it h u d osdrd FIRST A ID SUPPLIES Number Unit 1 each A e y s l c l c a i , 0 3 g ., 100s__________________ c t l a i y i cd . m Ammonia i h l n , a o a i , Vz c amp., 10s____ naat r m t c c — 3 pg. ks Bandage, g u e r l e , 3 x 10 yds_________________ 1 a z , olr " 2 each Bandage, m s i , t i n u a , compressed, 3 " x 37 x 52" uln raglr 7 " ___ 8 each B r c a i ,ophthalmic o n m n , 5 p r e t Vs o. i t b , 12 s. ¥& o i cd itet e c n , z, n u e . pg k. D e s n , frt a d l r e (pad 1 " square) r s i g is i , a g 1 3 each D e s n , frt a d medium (pad 7 4" x 8")___________ 6 r s i g is i , * each 8 each D e s n , frt a d s a l (pad 4"x7")______________ r s i g is i , m l P n i , l a , medium, with e a e ecl ed rsr 3 each P n , s f t , l r e 12 s is aey ag, _______________ 3 c ard 3 sol po P a t r a h s v , s r i a , 3 x 5 yards__ lse, d e i e ugcl " Pouch, c n a , with carrying s r p o s i c s c n a n r avs ta r utaeo t i e 1 fr o each frt a d r is i e S a , hand op ___ 6 br as S i s r , bandage, L s e csos itr 3 each S l n s basswood, s z 2 (&" x 4 x 18") pit, ie " 6 each S r t h r ________________________________ 4 teces each T u n q e , web, with b c l , %" t 1 wide x 3 " oriut uke o " 2 long 3 each Standard t p s o Army s r t h r , l t e c t , o f e i l s r t h r a e ye f t e c e s itr os r l x b e t e c e s r recommended. Another type o f e i l s r t h r can be r a i y made from 1 f lxbe t e c e edl 0 ounce c n a , 2 f e by IV 2 f e webbing r i f r e throughout with handavs et et enocd l o s a s d s and a e d . Exits o a b i d n , a w l a s a r e l , s o l op t ie t ns f u l i g s e l s tiwls h u d b surveyed b f r any p r i u a type o s r t h r i s l c e . E e a o s e eoe atclr f t e c e s eetd l v t r , s a r , and d o s i many b i d n s w l n t accommodate t e standard 22 " x tis or n u l i g il o h 9 "srthr 0 tece. In such c s s use o f e i l s r t h r may be n c s a y I some i s a c s ae, f lxbe t e c e s eesr. n ntne a c a r carry o o h r type o improvised s r t h r may be r q i e . Do n t hi r te f tece eurd o plan on t e use o e e a o s i an emergency because o t e p s i i i y o a h f lvtr n f h osblt f power f i u e alr. 45 APPENDIX 3 SAMPLE BYLAWS A N D RESOLUTIONS The f l o i g sample bylaws and r s l t o s ar examples o t o e needed olwn eouin e f hs t ensure c n i u t o management and banking o e a i n . I i contem o otniy f prtos t s p a e t a they w l be used only a g i t be m d f e by t e bank's ltd ht il s u des o oiid h a t r e s and management t s t s y t e circumstances under which t e tony o aif h h p r i u a bank may be o e a i g atclr prtn. EXHIBIT I S am p le B ylaw to Provide for Emergency Operations by Surviving Staff EMERGENCIES n h f elrd h r f Sec i n t o _____ I t e event o an emergency d c a e by t e P esident o t e United S a e o t e person performing h s f n t o s t e o f c r and h tts r h i u c i n , h fies employees o t i bank w l continue t conduct t e a f i s o t e bank under f hs il o h far f h such guidance from t e d r c o s a may be a a l b e e c p a t matters h ietr s vial xet s o which by s a u e r q i e s e i i approval o t e board o d r c o s and t t t e u r pcfc f h f ietr s b e t t conformance with any governmental d r c i e during t e emer ujc o ietvs h gny ec. EXHIBIT II S am ple Bylaw to Provide for Emergency Operations through Executive Committee Action OFFICERS PRO TEMPORE AND DISASTER S c i n 1 . The board o d r c o s s a l have t e power, i t e absence or eto f ietr hl h n h d s b l t o any ofcr o upon t e r f s l o any o f c r t a t t d l g t iaiiy f fie, r h eua f fie o c , o e e a e and p e c i e such o f c rs powers and d t e t any o h r ofcr o t any rsrb fie’ uis o t e fi e , r o d r c o ,f r t e time b i g ietr o h en. S c i n 2 .In t e event o a s a e o d s s e o s f i i n s v r t t prevent eto h f t t f i a t r f ufcet e e i y o t e conduct and management o t e a f i s and b s n s o t i bank by i s h f h far u i e s f hs t d r c o s and o f c r a contemplated by t e e Bylaws, any two o more ietr fies s hs r a a l b e members o t e then incumbent e e u i e committee s a l c n t t t vial f h xctv hl o s i u e a quorum o t a committee f r t e f l conduct and management o the f ht o h ul f a f i s and b s n s o t e bank i accordance with t e p o i i n o A t c e far uies f h n h rvsos f ril o t e e Bylaws; and i a d t o , such committee s a l be empowered f hs n diin hl t e e c s al o t e powers re e v d t t e t u t committee under A t c e o xrie l f h s r e o h rs ril h r o . In t e e ent o t e u a a l b l t , a such t m , o a minimum eef h v f h nviaiiy t ie f o two members o t e then incumbent e e u i e c m f f h x c t v o mittee, any t r e a a l he vi a l d r c o s s a l c n t t t t e e e u i e committee f r t e f l conduct b e i e t r hl o s i u e h x c t v o h ul and management o t e a f i s and b s n s o t e bank i accordance with f h far uies f h n t e foregoing p o i i n o t i s c i n This Bylaw s a l be s b e t t im h r v s o s f hs eto. hl ujc o plementation by r s l t o s o t e board o d r c o s passed from time t eouin f h f ietr o time f r t a p r o e and any p o i i n o t e e Bylaws ( t e than t i o ht ups, rvsos f hs ohr hs s c i n and any r s l t o s which are contrary t t e p o i i n o t i eto) eouin o h r v s o s f hs s c i n o t t e p o i i n o any such implementary r s l t o s s a l be eto r o h rvsos f e o u i n hl suspended u t l i s a l be determined by any in e i e e u i e committee ni t hl trm xctv a t n under t i s c i n t a i s a l be t t e advantage o t i bank t cig hs e t o h t t hl o h f hs o resume t e conduct and management o is a f i s and b s n s under al o h f t far uies l f t e o h r p o i i n o t e e Bylaws. h te rvsos f hs 46 t i EXHIBIT III S am p le Resolution to Provide Officer Succession BE IT RESOLVED, t a i consequent upon war o w rlike damage o ht f r a r d s s e , t e p e i e t o t i bank cannot be l c t d by t e then a t n Head iatr h r s d n f hs oae h cig O f c o i unable t assume o t co t n e normal e e u i e d t e , then t e fie r s o r o niu x c t v uis h a t o i y and d t e o t e p e i e t s a l without furt e a t o o t e uhrt u i s f h r s d n hl, hr cin f h board o d r c o s be automat c l y assumed by one o t e f l o i g persons f ietr, ial f h olwn i t e order designated: n h A L I S T OF N A M E S I N ORDER OF SUCCESSION IS SH O W N IN TH E OFFICIAL M IN U T E S OF THE B A N K AND I N THE CER TIFIED COPIES WHICH A R E UNDER S E A L I N V AR IO U S D E P O SITO R IES . Any one o t e above persons who i accordance with t i r s l t o as f h n hs e o u i n sumes t e aut o i y and d t e o t e p e i e t s a l co t n e t s r e u t l h hrt u i s f h r s d n hl n i u o e v ni he r s g s o u t l f v - i t s o t e o h r o f c r who a atta h d t t e e i n r n i i e s x h f h t e fies re ce o h then a t n Head O f c d c d i writing he i unable t perform s i d t e cig fie e i e n s o ad uis o u t l t e e e t d p e i e t o t i bank, o a person higher on t e above r ni h lce r s d n f hs r h ls,s a lbecome a a l b et perform t e d t e o p e i e t o t e bank.1 it h l vial o h uis f rsdn f h BE IT FURTHER RESOLVED, t a i consequent upon war o warl k ht f r ie damage o d s s e , t e c s i r o t i bank cannot be l c t d by t e then r iatr h a h e f hs oae h a t n Head O f c o i unable t assume o t cont n e normal e e u i e cig fie r s o r o iu xctv d t e , then t e a t o i y and d t e o t e c s i r s a l without f r h r uis h uhrt u i s f h a h e hl, ute a t o by t e board o d r c o s be automat c l y assumed by one o t e cin h f ietr, ial f h f l o i g persons i t e order designated: olwn n h A L I S T OF N A M E S IN ORDER OF SUCCESSION IS S H O W N I N THE OFFICIAL M IN U T E S OF THE B A N K A N D I N TH E C ER TI FIED COPIES WHICH A R E UNDER S E A L IN V ARIO US DEPOSI TORIES. The person assuming t e a t o i y and d t e o c s i r i accordance h uhrt uis f ahe n with t i r s l t o s a l s r e u t l hs e o u i n hl e v n i : ( ) The e e t d c s i r o person whose name i higher on t e above ls a lce a h e r s h it s a lbe a l t f n t o a c s i r o hl b e o u c i n s ahe, r ( ) U t l he r s g s o i unable as determined by t e a t n p e i e t t b ni ein r s h cig rsdn o perform t e d t e o h s ofc. h u i s f i fie I t e c s o ( ) t e next e i i l and a a l b e person on t e n h a e f b, h lgbe vial h abovels it s a lassume t eautho i y and d t e o t e c s i r hl h rt uis f h ahe. BE IT FURTHER RESOLVED, t a anyone d a i g with t i bank may ht eln hs a c p a c r i i a i n by any t r e o f c r t a a s e i i d i d v d a i a t n c e t etfcto h e fies h t p c f e n i i u l s c i g a p e i e t o t a a s e i i d i d v d a i a t n a c s i r i accordance s r s d n r h t pcfe n i i u l s c i g s a h e n with t i r s l t o ; and t a anyone a c hs e o u i n ht c epting such c r i i a i n may con etfcto t n e t c n i e i i f r e u t l n t f e i writing o a cha g , s i n t c i u o o s d r t n o c ni oiid n f n e ad oie o change t carry t e s g a u e o t r e o f c r o t e bank.2 f o h i n t r s f h e fies f h N O T E 1. The provision for replacing the acting president is suggested because of the possi bility that an individual m ight be so seriously impaired by physical or mental shock as to be incapable of fulfilling the duties required of him. Presumably the only group that could sense this situation and would be available would be the other officers who are on duty a t the acting Head Office. The fraction five-sixths has been used so that such removal could not be made lightly. Some banks may prefer a different fraction; some may wish to spell out more specifically which officers can enter into making such a removal decision. N O T E 2. The provision that anyone dealing with the bank may accept a certification by any three officers is included as a protective measure for customers. Otherwise, there m ight be difficulty in the acting president or acting cashier having his authority recognized by outsiders. 47 EXHIBIT IV S am p le Bylaw to Provide for Alternate Locations OFFICES Section_____ The ofcs o t e bank a which is b s n s s a l be con fie f h t t u i e s hl ducted s a l be t e main ofc t e e f l c t d a ............. .. hl h fie h r o o a e t S r e , ________ ,_____ (and b a c e , i a y , and any o h r l g l y tet rnhs f n) te eal a t orized l c t o which may be l a e o acqui e by t i bank t carry on uh oain esd r rd hs o is b s n s . During an emergency r s l i g i any a t o i e p a e o t uies eutn n uhrzd lc f b s n s o t i bank being unable t f n t o , t e b s n s o d n r l con u i e s f hs o ucin h ui e s riaiy d ucted a such l c t o s a l b r l c t d elsewhere i s i a l q a t r , i t o a i n hl e e o a e n utbe ures n a d t o t o i l e o t e l c t o s h r t f r mentioned, a may be de d i i n o r n iu f h o a i n e e o o e s s g a e by t e board o d r c o s o by t e e e u i e committee o by such intd h f ietr r h xctv r persons a are t e , i accordance with r s l t o s adopted from time t s hn n eouin o time by t e board o d r c o s d a i g with t e e e c s o a t o i y i t h f ietr e l n h x r i e f u h r t n he time o such emergency, conducting t e a f i s o t i b f h f a r f h s ank. Any temporarily r l c t d p a e o b s n s o t i bank s a l be returned t is l g l y au e o a e l c f u i e s f hs hl o t eal t o i e l c t o a soon a p a t c b e and such temporary p a e o business hrzd oain s s rcial lc f s a lthen be d s o t n e . hl icniud EXHIBIT V Sam ple Resolution to Provide for Acting Head Offices BE IT RESOLVED, t a i c s o and provided because o war o warlike ht n ae f f r damage o d s s e , t e r iatr h (Head) O f c o t i bank i unable tem fie f h s s p r r l t co t n e is f n t o s .. oaiy o n i u t ucin, Branch, l c t d i ..... oae n ,s a l automat c l y and without f r h r a t o o t i board o d r c hl, ial u t e c i n f hs f ie t r ,become t e “Acting Head O f c o t i Bank”; os h fie f h s BE IT FURTHER RESOLVED, t a i by reason o s i war o warlike ht f f ad r damage o d s s e , both t e __..... . O f c o t i bank and t e s i r iatr h fie f h s h ad ..... Branch o t i bank ar unable t carry on t e r f n t o s then f hs e o hi ucin, and i such c s , t e ... n ae h Branch o t i bank, l c t d in..... , f hs oae s a l without further a t o o t i board o d r c o s become t e “ hl, c i n f hs f ietr, h Acting Head O f c o t i Bank”;and i neither fie f h s f .... Branchnor. ... . . Branch can carry on t e r f n t o s then t e _ __ _ Branch o t i hi ucin, h _ _ f hs b ank, l c t d i .. oae n . s a l without furt e a t o o t i board of . hl, , h r c i n f hs d r c o s become t e “Acting Head O f c o t i Bank.” The Head O f c ietr, h fie f h s fie s a l resume is f n t o s a is l g l y auth r z d l c t o a s hl t u c i n t t eal o i e o a i n s oon as patcbe rcial. APPENDIX 4 RECORDS PROTECTION SECTION I CHECKLIST OF PRINCIPAL RECORDS TO BE CONSIDERED IN PLANNING FOR EMERGENCY PROTECTION AND PRESERVATION Emphasis i p a e on t e f c t a t e ls o r c r s and r l t v c a s f s lcd h a t h t h it f e o d e a i e lsii c t o s shown i t i s c i n i f r t e purpose o providing a b s c g i e ain n hs eto s o h f ai ud. I i r c g i e t a some banks may wish t modify t e l s e ite s and/or t s eonzd ht o h itd m c a s f c t o s assigned i order t e f c more s i a l acc r with t e r own lsiiain n o fet utbe o d hi p r i u a o e a i n , form nomenclature, and o h r circumstances which atclr prtos te vary from bank t bank. o CLASSIFICATION E Esnil — seta Those r c r s which are necessary t e t b i h and support eod o sals t e a s t and l a i i y p s t o o t e bank and account r l h se iblt o i i n f h ea t o s i s with c s o e s inhp utmr. D D s r b e Records which a e secondary i nature but which c n a n — eial r n oti important d t i s o t a s c i n o which w l g e t y f c l eal f r n a t o s r i l r a l aii t t t e t sk o r c n t u t o . ae h a f eosrcin RECORD E E s n i l D Des r b e — seta — ial Tax r c r s ( e u n , t . e o d rtrsec) Vault combinations_ __ _ AUDITING AND ACCOUNTING Accrual r c r s income and eod— expense ... . ...... Audit working papers __ ___ A uditors and examiners reports. Bank c l repo t al r s ... .... Bank r c l m n s due t . econ i e e t — o — due fromBu l i g tenant ledger.... . idn Brokers statements ( e o c l m n s — current_ rcnieet) Earnings and d v d n s r p r s . i i e d eot. Monthly lsso outstanding it f ofca checks fiil ..... .. Monthly r p r s t o f c r and e o t o fies d r c o s ............ ietr Reports t e e u i e committees. o xctv Safekeeping statements (due from— r c n i e e t ) eoclmns — cur rent .... ...... .. E P D D BA NK DEPOSITS— DUE TO Ledger .... Postings ( e i s and c e i s dbt rdt) In process ... Recorded ... Signature c rds . a Statement sheets.... ... . T i l balance and j u n l ra ora — current.. . . — ohr . te Stop payment orders...... E E D D D E D E BOND DEPARTMENT D Brokers c n i m t o s .... ofrain D Brokers statements .. Delivery r c i t ........ eeps General l d e ..... egr E I v i e .... nocs D D E E E 49 E —Essential J ournals R c i t .. eeps Disbursements ... Purchases and sales __ Pledge agreements _____ . . S c r t e ledger_____ euiis E E E E E CHRISTMAS SAVINGS DEPOSITS Ledger .... P ostings In process .... Recorded _ T i l balances— current ... ra E E D E COLLECTIONS C l e t o payment records olcin C l e t o r g s e .. olcin eitr Incoming c l e t o l t e s . olcin etr . Items pla e f r c l e t o , c d o olcin n t s ec . o e , t. . . Window t c e s and r c i t ikt eeps E E D E E COMMERCIAL DEPOSITS Attached and assigned accounts . Checks Paid _ _ I p o e s .. n rcs Corporate r s l t o s e c . e o u i n , t. Deferred exchange records D eposit t c e s ikt In p o e s ... rcs Posted .. Dormant accounts ( e g r o l s s ______ l d e r it) Journals From l s base rec r d t . at o d ae. Others _ Ledgers Open . . C osed ... l M icrofilm r c r s and f l s eod im Signature c rds . a . Statements . . Statement s u s . tb . Stop payment orders ___ T i l b lances ra a From l s base r c r d t . at eod ae Others ... Undelivered statements and c n e e checks .. acld E D E D D E D E 50 _ Accounts s c r t e r cords euiis e Bond and coupon payable l d e . egr Corporate s n p i book yoss __ Correspondence— gen r l ... ea Canceled bonds and coupons Cremation c r i i a e f r bonds etfcts o and coupons .. Dividend c e paid ... h cks Dividend check r g s e eitr . Dividend payable led e ... gr Document fls ...... ie General l d e ...... egr Information a s u c t t o r e ax r turns ( o i s ..... e cpe) Posting t c e s . .... ikt . . Purchase and s l s o d r , ae res i v i e _______ nocs R c i t f r bonds and coupons . eeps o R c i t f r insurance premiums eeps o R c i t f r s o kcriiae e e p s o t c etfcts Stock c r i i a e etfcts Canceled . . Unissued __ I p o e s ...... n rcs Stock c r i i a e — etfcts r c r s o stubs____ eod r Stock l d e s open and c o e . egr— lsd . . Stock r g s e records ____ eitr Stock tr n f r r g s e — a s e eitr t s e s e t ......... ran f r h e s Stop o d r r e s ... Trust r c i t l d e eep e g r ___ E E D D E e E E E E E Q E e E D £ D D p D E E e e £ DEMAND CERTIFICATES OF DEPOSIT E D etfcts D C r i i a e — blank _____ Register ....... E E DEMAND DEPOSIT ACCOUNT A N A L Y SIS D Analysis work s e t o c r s .. h e s r a d.. D E Average balance cards __ D E DUE FROM BA NK S D Advices from correspondents. D D Bank statements r c i e eevd . D E Ledger and p s i g d b t and o t n — eis credits __ E E T i l b l n e and j u n l ra aacs ora— D current ____ E FILES D Cashier’ o s c e a ys fl s r e r t r ’ ie CORPORATE TRUST DEPARTMENT Accounts r c i a l ledger eevbe D —Desirable E Current ..... Close ..... d E D E —Essential D Contact information f ls .. ie D Correspondence— g neral --e E Correspondence— t u t ..... rs C e i fls ........ r d t ie -D E Documents— t u t ....... rs I v i e fls bond department. . n o c ie— . E FOREIGN DEPARTMENT Current t a s c i n fls ... r n a t o ie Completed t a s c i n fls r n a t o ie--Record books (ledgers)— out standingc e i s c l e t o reg rdt, olcin i tr money t a se, r nsfer l d e , egr drafts advised outstanding, unpaid and prepaid exchange applications, trust r c i t , eeps c n r c s exchange p s t o . otat, oiin . . Records o t a e e s l t e s o f r v l r etr f c e i on consignment..... rdt GENERAL __ U S S r e “E” bonds .. eis U S S r e “E”bonds— r c r o .. eis eod f bonds s l o redeemed.... od r T a e e s c ecks ... ... rvlr h T a e e s checks records.... rvlr GENERAL LEDGER D i y statement o c n i i n . al f odto G eneral book resume s e t hes ( a l make-up sheets) diy . . General l d e , income and ex egr pense l d e s and s b i i r egr, usday l d e s ..... ........ egr General l d e t c e s ( e i s e g r i k t dbt, c e i s and proof s e t o al rdt, hes f l departments) __ ___ ____ Journal.......... ..... LOANS AND DISCOUNTS (INCLUDING INSTALM ENT LOANS) C l a e a , gu r ntees, s bordi oltrl aa u n t o o o her agreements. . ain r t . C l a e a re o d and r c i t . oltrl c r eeps Corporate r s l t o s auth r z eouin oi i g borrowings _______ _ n Daily l a r p r s ...... . on eot Journals and p s i g i k t o t n tces L a i i y ledger ... .... iblt _ Loan r g s e .. eitr Maturity t c l r ........ ikes N t s cnrcs priiain o e , otat, atcpto c r i i a e , ec ....... e t f c t s t. E E E D E MAIL . ^ Insurance r c r s . eod ^ Postage meter readings . R gistered mail e Incoming r c r s . eod Outgoing r c r s .. eod . . Return r c i t cards. eep E D D D D MANAGEMENT £ Bank c a t r c r i i a e o i h r e , etfct f n c r o a i n and bylaws oprto, £ Bankers blanket bonds..... Q £ Q £ 0 0 £ £ 0 INVESTMENTS (SECURITIES OWNED) P s i g t scrte l d e o t n s o euiis e g r ( n o c s e c) .... ..... i v i e , t. S c r t e _________ ____ euiis S c r t e l d e (showing bond euiis e g r o c r i i a enumbers) .... r etfct D —Desirable E E C p t l s o k criiae r c r s a i a t c etfcts e o d o s u s ...... r tb C p t l s o k l d e .. aia tc egr C p t l s o k tr n f r r g s e . . a i a t c a s e eitr . Dividend c e k ..... hcs Dividend check r g s e ..... eitr Insurance p l c e .. oiis Job d s r p i n and o e a i n ecitos prtos manuals .... Leases f r p o e t e r n e t o rpris etd o o h r or from o tes thers . . Minute books o d r c o s al f ietr, l commi t e , s o k o d r ... tes tchles Proxies ......... Real e t t owned tte p p r . . sae il a e s . R c i t f r s o k c r i i a e .. e e p s o t c etfcts . Record o insurance coverage . f . . Record o ofc machines and f fie equipment . . Record o outstanding d v d n f iied ce h cks .. E D E E E D E D E E E D D E E E E OFFICIAL CHECKS AND DRAFTS E Cashier’ o treasu e ’ c e k s r r rs h c s paid . Cashier’ or treasurer’ check s s register or copies used as E register....... E C r i i d ch c s paid...... etfe e k C r i i d check r g s e ..... etfe eitr D Christmas Club c e k paid hcs D Christmas Club check r g s e .. eitr. . E E E E D E 51 E E s s e n tia l — Drafts paid on correspondent banks ....... Draft r g s e . eitr . Expense checks paid ... Expense check r g s e . eitr Expense voucher (copy o c e k f hc) and bls ... il Money o d r paid . res . Money ord r r g s e o c p e o e eitr r ois f money o d r . res Stop payment o d r o s e i l r e s r pca i s r c i n ....... ntutos Deposit t c e s .......... ikt E E E E E E E E PAYING AND RECEIVING TELLERS Armored car s r i e records evc Cashbook ... Cash items .... C hecks, d p s t , and o h r work eois te i process..... n Machine tapes ... .. Night d p s t r record eoioy T l e s cash ...... elr PERSONNEL Attendance r c r s ( a l ) eod diy Employee r c r s ( e s n e eod pronl f l e s ............. odr) Poi-hrn rcrs rftsaig eod Administered by agent S l - d i i t r d .... efamnsee Records o r t r m n , group i f eieet n srne hsiaiain i s r uac, optlzto n u a c , ec n e t. Administered by agent... S l - d i i t r d .....„ efamnsee Salary l d e — p y o l r cords. egr arl e . . Salary r c i t ...... ... eeps Time c rds a Current pay period..... Others....... .. .... “W-2” form c p e . ....... . ois . SAFE DEPOSIT VAULT Cash book... ..... ..... C n r c s in l d n depositor otat, cuig s g a u e _______ ___ intrs Entry cards........ ... Guard keys ............ Rent r c r s ... .... ..... eod SAFEKEEPING A l safekeeping or custody l r c r s ... ... ...... eod 52 D D esirab le — E D E D SAVINGS DEPOSITS Journal s e t o t p s hes r ae From l s b r c r d t a t ase e o d a e Others .... Ledgers Open ...... Close d .. R s l t o s assign e t , t... eouin, m n s ec .. . Signature cards.......... T i l ba a c s ra lne From l s b r c r d t . a t ase e o d a e Others ..... Withdrawal r c i t o checks.. eeps r . . E D E D D E E D D TRANSIT AND PROOF C hecks, d p s t and o h r work eois te i p o e s ..... n rcs E etr E Outgoing cash l t e s . ae E Proof machine t p s In p o e s ..... rcs E Others............. hes bth ros D Proof s e t ( a c p o f ) I process n ....... Others ... E T l e s lss ............ e l r it D TRUST DEPARTMENT E Address book... ....... Cash l d e s ...... ... .. egr Insurance p l c e ...... .. oiis Journals ............. . D Nominee records. ....... E Postingt c e s ikt E In process____ ____ _ E Others ............. Property c n r l ......... otos E D Property ledgers... ....... ae D Purchase and s l s orders... Real e t t tte d e s and tte s a e il e d il oiis E insurance p l c e ...... Remittance r c r s _____ _ eod n al E Temporary “i and out”v u t . E tickets. .... ........ d E Tabulating car s ........ ra ne D T i l bala c From l s base r c r d t . at e o d ae Others.... ....... ls te E Wi l and o h r instruments__ D E D D D D D E E D E D E D D E E D E E E E D E r SECTION II PROCEDURE FOR INTEGRATING THE USE OF CARBON COPIES AND/OR DUPLICATES OF BANK RECORDS INTO A PROTEC TION OF ESSENTIAL RECORDS PROGRAM This type o procedure i e p c a l recommended f r t o e banks which f s seily o hs have a c n e t a i n o branches i t r e areas and maintain m c o i m ocnrto f n agt irfl equipment o l a c n r l c e r n ofcs Such banks might r f a n from n y t e t a l a i g fie. eri attempting t s t up a program due s l l t t e i i i l c s o e t a micro o e o e y o h nta o t f x r f l i g equipment f r each b a c . imn o rnh I i emphasized t a i d v d a banks may wish t expand, c n r c o t s ht niiul o otat r o h r i e d v a e proc d r l y from t e e a t o t i e d s r b d i t i s c tews eit eual h x c u l n e c i e n hs e t o i order t e f c more s i a l accord with t e s e i i circumstances o in n o fet utbe h pcfc r requirements p c l a t t e rown p r i u a o e a i n . euir o hi atclr prtos DEMAND DEPOSIT ACCOUNTS (Commercial, Special Checking, Due to Banks, etc.) OPERATION 1 Assign c d numbers t al a c u t , writing t e co e number on s a e . oe o l cons h d tt ment and l d e s e t , and on t e sig a u e c r s e g r hes h n t r ad. 2 .M c o i m sig a u e cards and t e e f e take d p i a e s g a u e c r s irfl ntr hratr ulct intr ad f r new a c u t , giving each new account a code number, and forward o cons d p i a et s o a e d i y u l c t o t r g al. 3 Immediately run p o f , i d p i a e showing account c d numbers and . ros n ulct, oe b l n e , and forward t e o i i a o p o f t t e s o a e v u t aacs h rgnl f r o s o h t r g al. 4 M c o i m e i t n current s o payment o d r and s e i l i s r c i n . irfl xsig tp res pca ntutos and t e e f e prepare i d p i a e and forward d p i a e t t e s o a e hratr n ulct, ulct o h trg v u tdi y a l al. • 5 Prepare bookkeepers r g s e s ( o r a s i d p i a e showing t e ap . eitr jun l ) n ulct, h p o r a e l b l n o each s c i n and forward d p i a e t s o a e v u t rpit aeig f eto, ulct o trg al diy al. 6 .Prepare an e tra copy o t e r j c e check r g s e and forward t t e x f h eetd eitr o h s o a ev u tdi y t r g a l al. 7 Run weekly p o f , i d p i a e o accounts showing account c d . ros n ulct, f oe numbers and b l nces and forward t e o i i a s t s o a e v u t on c r e t aa h rgnl o t r g a l urn dy a. 8 .Keep d p s t t c e s c e k , l d e s and al unposted work i t e v u t e o i ikt, h c s e g r , l n h al a alt m s when not a t a l i u e t l ie c u l y n s. RECONSTRUCTION 1 . Obtain t e l t s a a l b e weekly p o f , which s o l show account h aet v i a l ros hud c d numbers and balances a o d t proof was made. ( i l probably c n i t oe s f ae Wl oss o s v r l weekly s c i n l p o f , s arrange i o d r ) f eea etoa ros o n re. 2 Obtain bookkeepers r g s e s ( o r a s , showing o d b l n e d b t . eitr junl) l aac , eis and c e i s and new b l n e f r each day s n e d t o s c i n l p rdt, aac, o i c a e f e t o a roof used i P r. 1 n a . 53 3 Obtain supply o l d e s e t p e e a l , o h r i e columnar p d , . f egr hes rfrby t e w s as l s i g s e t , o o h r forms a a l b e itn h e s r t e vial. 4 L s c d numbers and amounts from weekly pro f ( a . 1 on a a l b e . it o e o Pr ) vial forms ( a . 3 i a p i a l s a e . Pr ) n plcbe pcs 5 Enter d b t and c e i s t proper accounts from bookkeepers r g s e s . eis rdt o eitr (a. 2) Pr . 6 .Add alt e l t s ba a c s and prove t t t lon f n n i l s a e e t l h aet l n e o oa iaca t t m n . 7 Obtain d p i a e s g a u e cards and o i i a f l o s g a u e c r s . ulct intr r g n l im f i n t r a d . 8 .Enter names and a d e s s o d p s t r on lss o t i e i Par. 4 drse f eoios it b a n d n , using co e numbers t i e t f s g d o d n i y i nature card and commercial a c u t . s cons 9 Obtain a supply o regular l d e s and p s a p i a l information . f egr ot plcbe teen i n tp e i u l dn. hro, f o rvosy oe N o t e : To save time i r c n t u t n t e l t s b l n e t b proved n e o s r c i g h aet a a c s o e t t t l on f n n i l statement ( a . 6 ) i w l prove d s r b e t u e o oa iaca P r , t il eial o s balances o l , a r f e t d on in e v n n bookkeepers r g s e s ny s elce treig eitr ( o r a s ( a . 2 . This method s o be s b t t t d f r t e more junl) Pr ) h uld usiue o h d t i e s e s r q i e i ente i g i d v d a d b t and c e i s eald tp e u r d n r n niiul eis rdt ( a . 5 , a procedure which may be d yed pending a t a n c s i y Pr ) ela cul eest or greater time a a l b l t . I i suggested t a t i same p i c p e viaiiy t s h t hs rnil a s be a p i d i t e r c n t u t o o o h r r c r s wherever lo p l e n h eosrcin f t e eod, psil. osbe TIME DEPOSIT ACCOUNTS OPERATION 1 Microfilm al s g a u e c r s and t e e f e t k s g a u e cards i . l intr ad hratr ae intr n d p i a e f r new accounts and forward d p i a e t t e s o a e v u t d i y ulct o u l c t o h t r g a l al. 2 Immediately run p o f o al a c u t , i d p i a e i c u i g term . r o s f l c o n s n ulct, n l d n s v n s c u a c u t , time d p s t , and s h o s v n s showing account aig, lb cons eois col aig, numbers and b l n e , and forward o i i a o p o f t t e s o a e v u t aacs rgnl f r o s o h t r g al. 3 Prepare savings r g s e s ( o r a s i d p i a e showing account num . eitr j u n l ) n ulct, b r ,and forward t e d p i a e t t e s o a e v u t d i y es h u l c t o h t r g a l al. 4 Run monthly pr o s o al accounts i d p i a e showing account . of f l n ulct, numbers. The o i i a s o t e pro f must be forwarded t t e s o a e vault rgnl f h os o h trg on t e current d y h a. 5 Run savings i t r s proof f r June and December ( r o h r i t r s . neet o o te neet p r o s i d p i a e and forward o i i a t t e s o a e v u t eid) n ulct rgnl o h t r g al. RECONSTRUCTION 1 Obtain l t s a a l b e p o f showing account numbers and b l n e . . aet v i a l r o s aacs 2 Obtain al sav n s r g s e s ( o r a s s n e d t o proof used i P r 1 . . l i g eitr jun l ) ic a e f n a. 3 Obtain supply o l d e cards p e e a l , oth r i e columnar p d , or . f egr rfrby ews as o h r forms a a l b e te vial. 4 L s account numbers and bala c s from s v n s p o f ( a . 1 i . it ne aig ros Pr ) n apial sae. plcbe pcs 5 Enter d b t and c e i s t proper accounts from s v n s r g s e ( . eis rdt o a i g e i t r Par. 2 ). 6 .Add alf n lb l l i a a ances and prove t t t l on f n n i l s a e e t o oa iaca t t m n . 7 Obtain d p i a e s g . u l c t i nature car s and o i i a f l o sav n s s g a u e d r gnl im f i g i n t r crs ad. 8 . Enter names o d p s t r on l ss o t ined i P r 4 from d p i a e f eoios it b a n a. , ulct sig a u e c rds and f l , using account numbers t i e t f s g a u e c r s ntr a im o dniy i n t r a d t savings a c u t . o cons LOAN RECORDS OPERATION 1 M c ofilm n t s l a i i y l d e s g a a . ir o e , i b l t e g r , u r ntees, subo d n t o and o h r riain te important l a agreements ( n l d f n n i l statements o l r e borrowers) on i c u e iaca f ag immediately and p r o i a l t e e f e . eidcly hratr N o te : In l r e volume consumer l an banks, where payments a e ag o r n t endorsed on t e n t s i might be reasonable t r f a n from o h oe, t o eri m c o i m n t e n t s and c n i e t e l d e t be t e b s c r c r . irflig h oe osdr h egr o h ai eod 2 Run p o f o n t s f r al commercial type l a s and o t e l a i i y . ros f oe o l on f h iblt l d e s f r al o her ty e o l a s and forward t e o i i a s t t e s o a e egr o l t ps f on h rgnl o h t r g vut al. 3 Make monthly p oofs o commercial n t s and o h r l a i i y l d e s . r f oe t e iblt e g r and send t e o i i a s t t e s o a e v u t Show numbers o p s t amounts h rgnl o h t r g al. poie on p o f o l a i i yl d e s r o s f iblt e g r . 4 Send l a payments t c e s and/or coupons t t e s o a e v u t d i y . on ikt o h t r g a l al. For t c e l s po t d l a s run d i y o d and new balance proof i d p i a e iktes s e o n , al l n ulct, showing l a numbers o p s t b l n e , and forward t e o i i a t t e on poie aacs h rgnl o h s o a ev u t t r g al. 5 Prepare a d i y balanced ls o al new l a s showing: name(s), l a . al it f l on on number, amount, c a s f c t o , and e d r e , i a y and forward t t e lsiiain nosr f n, o h s o a e v u t I some a e s such a new t u t r c i t on i d r c c l e t o t r g al. n ra, s rs eep ni e t olcin l a s an e t a copy may be prepared and s n t s o a e i l e o a prepared on, xr e t o t r g n iu f ls. it RECONSTRUCTION 1 . Obtain l t s f l o n t s and/or l a i i y l d e s any i t r e i g aet im f o e iblt e g r , nevnn p o f , d i y lss o l a s made, and payment t c e s o o d and new balance r o s a l it f o n ikt r l pof. ros 2 .Obtain supply o l a i i y l d e c r s columnar p d , o o h r a a l b e f iblt e g r a d , as r t e vial frs om. 3 For commercial type l a s t a s r b new r c r s from t e l t s . on, r n c i e eod h aet m c o i m o n t s Reconstruct t e inte v n n d i y a t v t from t e l a i r f l f oe. h r e i g al ciiy h on payment t c e s and t e lsso l a s made. ikt h it f o n 4 For o h r type l a s t a s r b l a number and b lance from l s . te on, r n c i e o n a at monthly p o f Reconstruct t e int r e i g d i y a t v t from t e l a ro. h e v n n al ciiy h on payment t c e s o t e d i y o d and new balance p o f , and from t e lss ikt r h a l l ros h it o l a s made. f on 5 When al a a l b e r c r s have been p s e , ls f n l b l n e and . l vial eod o t d it i a a a c s prove t l t s f n n i l s a e e t o aet iaca t t m n . 6 . F l i names and o h r p r i e t information from l t s m c o i m o il n te etnn aet i r f l f r c r s o lsso l a s made. e o d r it f o n 55 GENERAL LEDGER RECORDS OPERATION 1 . Forward alpr v o s l d e s t s o a e v u t l e i u e g r o t r g al. 2. Microfilm current ledger sheets and send film to storage vault. 3 Forward gen r l l d e r g s e ( o r a ) and f n n i l statement t . e a egr eitr junl iaca o s o a e v u t d i y Send copy o p o i and l s statement monthly. t r g a l al. f rft os 4 Forward c p e o g n r l l d e t c e s and p o i and l s t c e s t . o i s f e e a e g r ikt rft os i k t o s o a ev u t di y t r g a l al. 5 Prepare a weekly ls o outstanding suspense i e s i d p i a e and . it f tm, n ulct, forward o i i a t s o a e v u t Desc i e items i d t i . rg n l o t r g al. rb n eal 6 . Run a p o f i d p i a e o s b i i r l d e s which supply sundry ro, n ulct, f u s d a y e g r a ccounts r c i a l and r s r e a c u t , such a d a e s r s r e a c unts, eevbe eev cons s elr eev c o showing names, ec, o p s t b l n e . Forward t e o i i a o t e proof t t. p o i e a a c s h rgnl f h o s o a e v u t Monthly p o f must be made, i d p i a e showing names t r g al. ros n ulct, o p s t b l n e , with o i i a forwarded t s o a e v u t poie aacs rgnl o t r g al. RECONSTRUCTION 1 . Prepare new g n e eral l d e by p s i g amounts from t e p e i u day's egr otn h rvos f n n i l statement t t e a p i a l a c u t . iaca o h plcbe cons 2 Reconstruct s b i i r l d e s a follows: . usday egr s a Obtain l t s a a l b e monthly proof ( a . 6 above) and t e gen . aet v i a l Pr h e a l d e t c e sf r each day s n ed t o p o f rl e g r ikt o ic a e f ro. b Post names and bala c s from proof t l d e s e t , columnar . ne o e g r hes p d , o o h r a a l b ef r s as r t e vial om . c Post d b t and c e i e t i s from g ne a l d e t c e s t applic . ei rdt nre e r l e g r ikt o al sbiir acut be usday con. d L s f n lb lances and prove t new g ne a l d e . . i t ia a o e r l egr EXCHANGE DEPARTMENT A N D /O R OFFICIAL CHECK RECORDS OPERATION 1 Immediately run p o f , i d p i a e o c r i i d c e k , c s i r s . r o s n u l c t , f etfe h c s a h e ' c e k , money o d r , c ecks p y b e c r i i a e o d p s t ec, by year, hcs res h a a l , e t f c t s f e o i , t. d t , number, and amount, and forward t e o i i a s t t e s o a e v u t ae h rgnl o h t r g al. Checks and c r i i a e paid w l appear on t e g n r l l d e r g s e s (jour etfcts il h e e a e g r eitr n l ) s t a a r c r o t e outstanding can be r c n t u t d i n cessary. as o ht e od f h eosrce, f e 2 . Sort t e a d t s u s numerically d i y and ls t e amounts by c a s f c h ui tb al it h lsiia t o . The frt and l s number i each c a s f c t o s o l be shown on the in is at n lsiiain h u d t which sho l be forwarded t t e s o a e v u t d i y The numbers o ape ud o h t r g a l al. f any c n e e items w l be shown i p a e o t e amount o such i e s acld il n lc f h f tm. 3 Prepare i d p i a e a monthly proof o outstanding i e s showing the . n ulct f tm, y a , d t , numbers, and amounts. Foward t e o i i a t t e s o a e v u t e r ae h rgnl o h t r g a l . 4 Micro i m e i t n cur e t s o payment o d r and s e i l i s r c i n . . f l xsig r n tp res pca n t utos T e e f e , prepare i d p i a e and forward t e d p i a e t t e storage hratr n ulct h ulct o h v u tdiy a l al. RECONSTRUCTION 1 Obtain l t s monthly proof o exchange i e s o t t n i g showing . aet f tm usadn, numbers and amounts. 56 2 Obtain d i y exchange tape l s i g o a d t s u s f r each day s n e d t . al itn f u i t b o ic a e o proof used i P r 1 f n a. . 3 Obtain d i y general l d e r g s e s ( o r a s , showing ite s p by . al e g r eitr ju nl) m aid numbers and amounts. W ll a s show t t l amount i s e . i lo oa sud 4 Obtain a supply o exchange r g s e s otherwise columnar pads o o h r . f eitr, r te a a l b e f rms. vial o 5 L s item numbers and amounts from proof ( a . 1 on a a l b e f r s . it Pr ) vial om, s a t n with o d s i s e d t , l a i g space f r d t p i . trig let su ae e v n o a e ad 6 . L s items i s e by d t , number, and amount from t p ; l s i g o it sud ae a e itns f a d t s u s s n e l t s p o f a d from gen r l l d e r g s e ( o r a ) u i t b ic aet r o ; n , e a egr eitr junl, show d t o p s t a p i a l number and amount o i e s p i . ae poie plcbe f t m ad 7 After al a a l b e r c r s a e p s e t d t , ls open i e s from forms . l v i a l e o d r o t d o a e it tm u e and balance t f g r on f n n i l s a e e t sd o iue iaca t t m n . N ote : M aintain a daily control for each type as posted. SAFE DEPOSIT, SAFEKEEPING, STORAGE RECORDS OPERATION 1 Mco . i r film al s gnature c r s ( o h s d s when a p i a l ) T e e f e , l i a d b t ie plcbe. h ratr t k d p i a e signa u e car s and forward t e d p i a e t t e s o a e v u t ae ulct tr d h ulct o h trg al d i y The signature cards w l show t e d t t a t e box was r n e and can al. il h ae ht h etd b used f r future b l i g i t e e ent t a t e h s o y c r s a d s r y d e o iln n h v h t h i t r a d re e t o e . 2 . Send c o e s gnature c r s t t e s o a e v u t d i y lsd i a d o h t r g a l al. 3 Keep s f k e i g s f d p s t and s e i l d p s t r r c r s i t e . a e e p n , a e eoi, pca e o i o y e o d n h v u t a alt m s al t l ie. RECONSTRUCTION 1. Obtain o i i a f l o s f d p s t signa u e cards from t e s o a e r gnl im f a e e o i tr h trg v u t (Cards w l be a p a e i a t e e n ) al. il l h b t c l h r o . 2 . Obtain d p i a e si n t r car s f r new r n a s s n e i c p i n o plan ulct gaue d o etl ic n eto f and s r them n m r c l y ot ueial. 3 Obtain c o e sig a u e c rds s n e i c p i n o plan and s r them . lsd ntr a ic neto f ot nmrcly ueial. 4 Compare c o e signa u e ca d ( a . 3 t new sig a u e c r s ( a . . lsd tr rs Pr ) o ntr ad Pr 2 ) by name, box number, and d t t e i i a e al a p i a l d p i a e signa ae o lmnt l plcbe ulct t r c r s Those cards remaining s o be current open r n a s f r box ue ad. h uld etl o numbers c n e n d ocre. 5 Obtain a supply o s f d p s t s gnature cards o oth r a a l b e f r s . f ae eoi i r e vial om . 6 .Review f l ( a . 1 , o have p s t v s p i t d from i, t determine im P r ) r oiie r n e t o names and box numbers f r r n a s not covered by remaining open d p i a e o etl ulct s g a u e c rds i P r 4 o c o e sig a u e c r s intr a n a . r lsd n t r ad. 7 Type information from P r 6 on a a l b e f r s . a. vial om. COLLATERAL RECORDS OPERATION 1 Immediately send al outstanding a d t c p e o c l a e a r c i t t . l u i o i s f oltrl e e p s o t es o a ev u t h t r g al. 2 Immediately send t s o a e t e l s completed brokers s c r t e r . o t r g h at euiis e c n i e e t a copy o al c l a e a s b t t t o s e t , and/or brokers and oclmn, f l oltrl u s i u i n hes d a e s d p s t and withdrawal s e t f r s c r t e used s n e d t o l s elr eoi h e o euiis i c a e f at b o e sscrte r c n i e e t r k r euiis e o c l m n . 57 3. Thereafter, send audit copy of all new collateral receipts issued to the storage vault daily. When collateral is released, send copy of collateral receipt, receipted by the borrower, to storage vault. 4. Make memorandum record of partial withdrawals of collateral and for ward to storage vault daily. Show name of borrower, collateral receipt num ber, and description of securities withdrawn. This memorandum is in addition to usual receipt taken on back of collateral receipt. 5. As a means of verifying the open collateral receipts, make a monthly proof of open ledger copies of collateral receipts by numbers, and open collateral register numbers and send to storage vault. 6. Forward copy of collateral substitution sheet and/or brokers and dealers deposit and withdrawal sheet for customers to the storage vault daily. Also prepare an extra copy of brokers securities reconcilement sheet each month and forward to storage vault. RECONSTRUCTION 1. Obtain all audit and ledger copies of collateral receipts since inception of program. 2. Sort audit and ledger copies numerically and attach audit copies to applicable ledger copies. The remaining open audit copies should be the cur rent open collateral receipts. 3. Post partial withdrawals to the remaining audit copies from the daily memorandum record. TRUST DEPARTMENT RECORDS O PERATIO N 1. Microfilm all records classified as essential and send film to storage. 2. Thereafter, send daily tickets, movement orders, deposit and withdrawal orders, etc., or copies thereof, to storage daily. N o t e : In some trust installations, copies of daily journals can be substituted for certain groups of tickets or orders. 3. Send copies of any monthly proofs to storage on date of proof. 4. Make extra copy of all minutes of the trust investment committee and send to storage immediately. 5. Make extra copy of statements of account of court trusts when filed with court and of trust department accounts when sent to trust customers and send to storage daily. 6. After the original microfilming of the document files, make extra copies of essential documents and send to storage daily. The following are examples of documents which might be protected in this manner: ESTATES IN PROBATE Wills and codicils admitted to probate Letters testamentary or of administration Inventories and appraisements Decrees of partial, ratable, or final distribution Court orders authorizing any unusual acts Instructions of heirs or legatees Creditors’ claims 58 TESTAMENTARY TRUSTS Decrees of distribution, including a copy of the will should the decree incorporate the will by reference Orders granting instructions Receipts of beneficiaries for distributions of corpus LIVING TRUSTS Trust agreements and amendments Letters of instruction Receipts for distributions of corpus GUARDIANSHIPS Letters of guardianship Inventories and appraisements Orders granting instructions Receipt of a minor upon reaching majority, of an incompetent upon being restored to competency, or of the personal representative of the ward upon death DEPOSITORYSHIPS Orders appointing depository Receipts of depository for assets deposited Court orders directing any act of depository CORPORATE TRUSTS Trust agreements, etc. The following are other types of records or documents which can be pro tected after initial microfilming by preparing an extra copy to be sent to storage daily: Investment review sheets Ticklers Leases Customers address cards Stop payment orders (corporate trust) Escrow documents In order to maintain a starting point from which records may be recon structed within a reasonable length of time, the nature, size, and volume of transactions in many trust departments will dictate that certain basic records be microfilmed periodically. The various ledger accounts are good examples of the type of record that will fall in this category. A review of the activity on each record should indicate the proper intervals. RECONSTRUCTION 1. Reestablish accounting records from the latest microfilm on available forms or columnar pads. 2. Update records from tickets, orders, journals, etc., which were subse quently sent to storage daily. 3. Balance to latest fiduciary statement. 4. Reestablish document files with photostatic copies of the necessary documents which were microfilmed and extra copies subsequently sent to storage. 59 FOREIGN DEPARTMENT RECORDS Many records in the foreign departm ent, such as general ledger, deposit accounts, loan, exchange or official checks, collateral, etc., are sufficiently sim ilar to those previously covered th a t the same type of protection and re construction can be applied. Most other records can be protected and reconstructed by a common p ro cedure. The following fall into this ca te g o ry : Collections Acceptances Advances D ocum entary d ra fts Rem ittance orders E xchange trad in g contracts In most banks having foreign departm ents, m ultiple numbered form s are used to record, advise, ticklerize, and provide final entry tickets and in fo rm a tion fo r these types of transactions. One copy of the form should be sent to storage on the date recorded, and another copy, containing all inform ation pertinen t to the disposition of th e transaction, should be sent to storage on the date th a t the tran sa ctio n is finalized. If a limited num ber of copies of these form s make it im practical to send copies to storage in this m anner, additional carbon tissue inserts should be used. By m atching and elim inating the form s covering closed tran sactio n s, a cu rren t record can be established. Ledger (or other p rim ary) record of letters of credit and am endm ents should be microfilmed and the film sent to storage. T h ereafter, make e x tra copies of letters of credit and am endm ents and forw ard to storage daily. Make an initial proof of outstanding items in the “prepaid le tte rs of c re d it” account, including identifying numbers, and forw ard to storage. T h e re a fte r, send monthly proof, or duplicate thereof, to storage, showing account num bers. Send d rafts, tickets or registers (or copies) which show the negotiation of d ra fts paid under individual letters of credit to storage daily. Microfilm all documents which have been classified as essential and fo rw a rd film to storage. T h ereafter, obtain documents in duplicate and send duplicate to storage daily. OTHER RECORDS Most accounts, subsidiary accounts, and records which do not fall w ith in the general category of a type of record previously mentioned can be p r e served and reconstructed if the following procedure is u se d : 1. Microfilm the essential record and send film to storage. 2. T h ereafter, send the various tickets, orders, etc., or copies (duplicates) thereof, th a t will change th e ir sta tu s to storage daily. 3. Microfilm the basic record periodically to establish a new s ta r tin g point for reconstruction. The activity of an account will indicate the f r e quency th a t additional microfilming is desirable. In large banks, basic records and inform ation on all or some of the follow ing are m aintained by use of tabulating equipm ent: 60 Loans and discounts Own acceptances purchased Advances Acceptances Bills sold w ith own endorsement L etters of credit P repaid letters of credit Safe deposit Safekeeping Time credit Personnel and payroll Business development Personal tr u s t accounting Corporate tr u s t accounting Where records are m aintained on tab u latin g equipment, the problem of protecting and reconstructing records is g reatly simplified. By sending duplicates or copies of daily registers and records, which are printed out by the tabulating machines, to storage, most essential inform ation is easily protected and is kept on a cu rren t basis. Account proofs should always be made in duplicate, and the duplicate sent to storage on the date of proof. 61 SECTION III RECOMMENDED STORAGE CONDITIONS FOR PROTECTION » AND PRESERVATION OF MICROFILM MICROFILM STORAGE PROTECTION The National Bureau of Standards makes the following recom mendations for storing microfilms: F o r safety, even under norm al circum stances, microfilm records should not be kept in the vicinity of the original records. D uring a national em ergency, im po rtant records should be moved to an area not likely to be involved in hostilities. I f this is not practical, an underground storage vau lt (not a p a r t of a building) seems desirable. U nderground vaults are usually damp, an d if th is is the case, the film should be sealed in m etal cans. Before sealing in cans, the. film should be conditioned to about 30 percent relative hum idity to allow for an increase in relative hum idity in the cans due to low ering of the te m p era tu re to th a t in the vault. If the vault is heated to usual room te m p e ra tu re (65° to 75° F .), the film need not be sealed in cans. The use of drying sa lts in the can w ith the film is not recommended though such salts could be used in the vault if properly replenished as needed. Cans need not be used if d ry in g salts are used in the vault. U nderground storage should protect the film r e cords from dam age by intense radioactivity b u t not necessarily from th e explosive force of a direct hit. O ur recommendations for film storage under norm al conditions a re as a follow s: W here film is stored in air-conditioned offices, no humidification of sto rag e cabinets is necessary. However, microfilm storage cabinets equipped w ith tra y s for salt solution in the bottoms of the cabinets fo r humidification p u r poses are desirable. We recommend sa tu ra te d sodium dichrom ate solution ; w ith an excess of sodium dichrom ate (undissolved crystals in solution) f o r * humidification purposes. This sa lt will m ain tain 52 percent to 53 percent r e lative hum idity in a irtig h t cabinets a t room tem perature. If the cabinets a re not reasonably a ir tight, the relative hum idity mentioned above will not be m aintained. W here humidified cabinets are to be used, it is extrem ely im p o rtan t t h a t they have intelligent servicing. In dry w eather, as in heated rooms in th e w intertim e, the salt solution will evaporate and w ate r should be replenished from time to time. In the summ ertim e during periods of high hum idity, th e salt solution will take up w ater and some should be removed from the tr a y s . I t is very im portan t to see th a t an excess of the salt is present a t all tim es. I f the solution becomes less th an saturated, it will no longer act as a dehum idifying agent and in extrem e cases may give up sufficient m oisture to cause th e film to become damp and promote the grow th of fungus on the film. T he optimum relative hum idity conditions fo r the storage of microfilm is 40 p erc en t to 50 percent. 62 t PROTECTION AGAINST FIRE Because of the danger involved, the National Fire Protection Association makes the following recommendations for safe guarding microfilm from fire:1 W hile cellulose acetate film does not burn any more readily th a n paper records, it may be otherwise affected by some of the ordinary storage con ditions or fire conditions which would not affect paper records. F o r example, paper is not affected by the tem peratures or humidities encountered under ordinary storage conditions, but high climatic hum idity a t ordinary room tem perature m ay affect the base or the emulsion of microfilm. These effects are considerably ag gravated when hum idity is coupled w ith high tem perature as, for example, when the tem perature is above 200° to 250° F. or when film is exposed to steam. W hen safes or other insulated record containers and record v au lts are ex posed to fire, the interio r does not reach a tem p eratu re which is dam aging to papers w ithin the period for which the safe or vault is rated or during the subsequent cooling period. The interior tem peratu re may, however, exceed 200° to 250° F. and the in terior m ay contain steam produced from the heating of the insulation or the v ault walls. W hile these conditions would not be dam aging to p aper records on the interior of the safe or vault, tests made by U nderw riters’ Laboratories, Inc., by film producers, and by safe m anufac tu rers indicate th a t such conditions can affect the base or the emulsion of microfilm either due to the high tem perature or due to the steam. Tests show th a t when microfilm is exposed for a long period of tim e to a tem perature of 225° to 275° F. in the presence of steam, or to a dry tem p era tu re a t 300° F. fo r a shorter period of time, the film w arps or shrinks so th a t it cannot readily be ru n through a projector, although the individual fram es of the film are legible and rep rin ts of them can readily be made. The tests have not determ ined the point at which tem p eratu re alone or tem p eratu re coupled w ith steam will avoid such damage. E xperim ents are being made to determine these critical points for film stored in various types of containers. The tests which have been conducted to date indicate th a t for maximum protection against steam, microfilm stored in safes or v aults should be in friction-lid tin cans, ra th e r th a n stored loose, or in cartons or even in tin containers w ith telescoping lid. Obviously, in an uninsulated record container, microfilm will b u rn as readily as paper, because when exposed to fire the in terio r of the uninsulated record container is almost instantly a t a tem perature which will char either micro film or paper. 1 Protection, of Records, N a tio n a l F ire P ro tec tio n A ssociation, Boston, M assachusetts, 1947. 63 DISTRIBUTION LIST OCD Regions, Staff College S tate and Local CD D irectors Defense Coordinators of Federal Agencies S tate CD A dult E ducation Coordinators CONUS A rm y M ilitary Support P lann ing Officers Senior M ilitary Colleges C ontract U niversities, CD U niversity Extension P rogram Indu strial Defense Coordinators N ational T rade Associations S tate M anu facturers Associations P lan t Protection Supervisors NATO CD D irectors L ibraries ☆ u.S. GOVERNMENT PRINTING OFFICE: 1970 O 64 397— 477