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Once you have the essentials covered, add personal hygiene and sanitation items to the kit — large trash bags and cans, toilet paper and household liquid chlorine laundry bleach. Bookshelves throughout campus toppled like dominoes or buckled during the 1989 Loma Prieta earthquake, knocking hundreds of thousands of volumes to the floor.
With Hurricane Katrina and the centennial anniversary of the 1906 San Francisco earthquake prominent in the minds of many, the Faculty Senate spent a good portion of its meeting Thursday hearing a report on the university's emergency management plan. The senate requested the report at one of its first meetings of the academic year after witnessing the temporary closure of several universities on the Gulf Coast due to Hurricane Katrina. The challenges of creating an emergency management plan for an institution as large as Stanford are many, the report said, partly because the campus houses students and faculty on its premises, as well as research laboratories where chemicals, biological agents and other hazardous materials are used.
Earthquake preparedness has been a factor in new construction and emergency plans since the 1906 earthquake caused significant damage to more than a third of buildings on campus. The issue of emergency planning again got a lot of attention in the aftermath of the 1994 Northridge earthquake, which caused significant disruptions to several universities in Southern California. Over the years, a plan based on the core concept of an "all hazards" approach to emergency management was developed involving four phases: mitigation, preparedness, response and recovery.
All departments have plans in place that attempt to mitigate potential disasters, as well as plans or preparations to save lives and help response-and-rescue operations. Most buildings on campus have plans for nonstructural risk mitigation, he said, which typically involves bracing moveable objects and securing hazardous materials. For the response portion of the emergency plan, an emergency operations center and a 45-member emergency management team made up of administrators and staff from various parts of the university were created to handle major incidents. Twenty-five satellite operations centers also have been established around campus to serve as communications links to the emergency operations center during a major emergency or disaster. Overall, Gibbs praised the status of the program as one that has mitigated several risk factors, but he said there is still room for improvement and a need to be vigilant about emergency preparedness, especially in light of the lessons of Hurricane Katrina. The national collection illustrates and invites research into United States philately and postal operations. The National Postal Museum is divided into galleries that explore America's postal history from colonial times to the present. The Museum supports a wide variety of interdisciplinary research projects which address topics of importance such as current and future postal operations, as well as philatelic and postal history.
Post card view of the San Franciscoa€™s main post office, saved by about a dozen loyal and courageous employees who extinguished fires. As an emergency measure, mail without stamps was accepted until the sale of stamps was possible at the main post office on April 25.
Rapid resumption of postal services sent a powerful message to the country and world: San Francisco might be laid low, but its hearta€”its business and personal relationshipsa€”still beat.
The agencya€™s board of directors adopted an update to its Emergency Response Plan designed to coordinate Bay Area water transportation operations in the event of a catastrophic event like an earthquake. The agency’s board of directors adopted an update to its Emergency Response Plan (ERP) designed to coordinate Bay Area water transportation operations in the event of a catastrophic event like an earthquake. WETA was established by the state legislature to operate an integrated regional ferry service, expand ferry service on the Bay, and coordinate the water transit response to a regional emergency.
Ferries will provide vital transportation for first responders, disaster service workers and survivors after a regional seismic event, WETA Executive Director Nina Rannells said in the release.


Former Vallejo mayor Tony Intintoli has served on the WETA board since 2008 and was reappointed to it in January by Governor Jerry Brown. Recognizing you can’t anticipate everything in emergencies, the new plan, nevertheless, should cut down on confusion and duplicated efforts, Intintoli said. The precise actions WETA personnel will take will depend on the particulars of the disaster, Intintoli said. WETA’s ERP is one of several guidance documents designed to help Bay Area transportation agencies and authorities restore passenger transportation as safely and quickly as possible, it says. WETA regularly updates the ERP and conducts training and testing exercises and investigations with partner agencies, to ensure optimal preparedness, it says. See the full-page poster version that appeared in the Winter 2012-2013 print edition of the newspaper. The California Emergency Management Agency advises that the first 72 hours after a disaster are critical. Your kit should be easily accessible and have enough supplies for you, your family and pets to survive for at least three days. The American Red Cross advises using 16 drops of bleach per gallon to sterilize any water that’s not bottled. The American Red Cross distributes an iPhone app called Shelter View, for finding out when and where shelters have been opened in your area during disasters.
Larry Gibbs, associate vice provost for environmental health and safety, delivered the report that focused on the university's plan and its gaps. Earthquakes pose one of the bigger dangers to the university, in addition to terrorist acts, infectious disease outbreaks, fires or firestorms, and infrastructure failures, the report said.
The 1989 Loma Prieta earthquake helped push university officials to develop a more comprehensive emergency management plan led by the Department of Public Safety. Stanford officials then shifted responsibility for emergency planning to the Department of Environmental Health and Safety, which works closely with all academic and operational units. The "flexible" plan would eventually take into consideration the threats from terrorism and issues of public health. Considerable resources have been spent to retrofit buildings on campus for seismic safety, Gibbs said, which is part of the mitigation plan.
There is still considerable work to be done in this area, he said, urging faculty to consider the kind of damage that could be caused to their offices or research spaces due to lack of mitigation. Additionally, every building on campus was assigned an assembly point outside where occupants are supposed to gather during an emergency. Level one is classified as a minor, localized department or building incident that can be handled with university resources or limited outside help. Each of the centers has designated personnel who have been trained for emergencies, and all have detailed plans that address preparedness, response and business recovery.
Despite bewilderment amid reconstruction efforts, postal services soon resumed at make-shift sites.
Mail was postmarked in San Francisco and sent to the receiving post office, where postage due was assessed, postage due stamps affixed, and the fee collected from the recipient of the letter. Fisk later reported to the postmaster general, “During the height of distress, much mail was received in this office without being properly prepaid in stamps.


Civilian and military authorities speedily took other steps toward reconstruction and restoration of order.
Under the San Francisco Bay Ferry brand, WETA operates daily passenger ferry service to the cities of Vallejo, Alameda, Oakland, San Francisco and South San Francisco. He said the new plan clarifies roles and duties that can be pressed into service in an emergency. Electricity, gas and water may be unavailable and first responders will be busy focusing emergency services on the most serious crises. The California Emergency Management Agency breaks down kits into: essentials, sanitation, safety and comfort, cooking and tools and supplies.
Although many important seismic-retrofit and building-strengthening projects were initiated soon after, the department experienced some difficulty engaging academic departments in productive emergency planning sessions and interest in emergency planning eventually declined, according to the report.
Although the university has its own power plant, power could easily be lost in an earthquake or other incident, prompting officials to put emergency generators at some critical buildings across campus that either provide housing, support important research or are of otherwise high value, Gibbs said.
A level-two incident would be a major emergency that disrupts a sizable portion of campus and would involve a Situation Triage and Assessment Team (STAT) made up of several representatives from various departments throughout the university who would quickly assess the situation, assign university resources as needed and call for outside help if needed. Ruptured gas lines ignited fires that burned for four days afterwards, destroying much of the city, including many post office sites.
A general delivery system was initiated so people could call at a post office and pick-up and deliver mail.
The city fire chief sent an urgent request to the Presidio of San Francisco, an army post on the edge of the stricken city, requesting dynamite to help smother the fires. A program to provide sprinkler systems in all undergraduate housing also has been completed, he noted. The team also could elevate the incident to level three, which is considered a campuswide emergency that may also involve the outside community.
Many postal workers remained at work during the crises, working to rescue post office mail and assets and to provide as much service as possible.
Normal university operations may be suspended in a level-three incident, according to the report. Schmitz ordered the temporary halt of all gas and electric utilities in a further attempt to suppress fires. With looting and other criminal activities a threat, Brigadier General Frederick Funston, commander of the Presidio (recipient of the Medal of Honor for his actions in the Philippine War) had already decided the situation required troops and had informed the mayor of his decision to assist. Although martial law was never declared, Funston, in cooperation with civilian authorities, assumed command of damage control and rescue operations. Fortunately, the gorgeous United States post office at 7th and Mission, opened in 1905, survived.



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