Local Emergency Action Program (LEAP) offers help
by Jerri Long
“Are you ready?”
That was the question facing some 60 business representatives as they filed into a conference room recently at Oracle Corporation’s Pleasanton branch in Hacienda Business Park. The message loomed large on two projection screens, and answering that question occupied the next couple of hours as participants learned about steps they could take for emergency preparedness.
The free seminar was the second one offered by the city of Pleasanton as part of the Local Emergency Action Program (LEAP), a new partnership between the city, businesses and non-profit organizations.
Those who live or work in Pleasanton may not need to wonder if an emergency will occur, but rather when and what kind. Because this community is built on or near known earthquake fault lines, quakes are inevitable, although not necessarily catastrophic. The list of emergencies that could disrupt a business includes water damage, power outages, toxic spills, fire, robbery, riots, bomb threats, acts of terrorism and even the threat of a pandemic.
“Whether the disaster is natural, as in an earthquake, or man-made or man-perpetrated, we’re going to be cut off for several hours or possibly days,” Mayor Jennifer Hosterman told the group.
“LEAP started several years ago, out of an idea,” explained Pamela Ott, director of economic development for Pleasanton. “We asked ourselves, ‘How could we help ourselves, and how could we help each other in times of an emergency?’ I want to make sure our business community can weather whatever happens.”
Now the city is signing up LEAP business partners who specify what services, goods or facilities they might offer in a time of crisis. (Those interested can find out more at www.ci.pleasanton.ca.us/LeapProgram or by calling 931-LEAP.)
“Business continuity” is the goal of preparing an emergency plan, meaning that essential business functions can survive a natural disaster, technological failure, human error or other disruption. More recently, assuring business continuity has also meant planning for terrorist-related biological, chemical or even nuclear attacks.
A full-page ad in the June 5 edition of Newsweek magazine focuses on these concerns, pointing out that business must be prepared in case disaster strikes.
The ad, co-sponsored by the federal government and the Advertising Council, appeared just as the 2006 hurricane season officially began, an appropriate time for companies everywhere to ask if they are prepared for emergencies. It lists the Internet site www.ready.gov as the place to search for easy-to-use checklists, templates and other resources that are suitable to preparedness efforts throughout the country.
At the Pleasanton workshop, Shirley Ono, manager of business continuity for Macy’s West, talked about how her department stores are ready. She has spent the past nine years making sure that Macy’s stores in her jurisdiction could take care of customers and employees in case of an emergency.
For example, a Macy’s store in Houston had learned from neighboring states’ recent predicaments that it was necessary to gather employees’ cell phone numbers, evacuation plans and emergency contact information in order to deliver their paychecks after Hurricane Rita hit. The store even had a quick campaign to encourage direct deposit of paychecks to banks so that their scattered employees still could draw upon their funds.
“There are three phases your emergency plan must address,” said Ono. “The first is life safety, which occurs in the first 0-24 hours. The second is damage assessment, which may take place immediately or within the first 72 hours. The final phase of the plan is business recovery, which could take anywhere from a day to years.”
Life safety planning should take place well in advance of an emergency and should be reinforced by drills, both evacuation and non-evacuation. “We try to make our drills as realistic as possible,” said Ono. “We have people act out being injured at our First Aid stations, and we rope off ‘damaged’ areas of the facility.
“The most important thing is to make sure that everyone–even the janitor–knows what your plan is,” emphasized Ono. “What are they expected to do in different kinds of emergencies? Where are they supposed to go? Who will provide the directions? You may have vendors on the premises or non-English speakers. How will you ensure their safety?”
Emergency plans may need to be adjusted after being put to the test in a true emergency. “I think of an emergency as a drill that I did not have to organize,” said Ono with a smile. “We always review what went well and what needs improvement.”
When it comes to damage assessment, Ono urged businesses to have a back-up system for their critical files and information and to have this stored off-premises, if possible. Some advise storing data at least 50 miles away from the business site.
“Who needs to be notified?” she asked. “If your workplace is destroyed, do you have an alternative space?”
Business recovery can be speeded up if contracts are in place to replace equipment, she added.
Since emergencies can occur at any hour, Ono stressed that a responsible plan includes training for employees who may be commuting to work, at lunch or at home when the crisis hits.
“Employees who have a good personal emergency plans in place are employees who can focus on what needs to be done at their workplace in the aftermath of an emergency,” she noted.
Employers need to know how to contact employees off hours. Cell phone usage may be limited or non-existent, but it still may be possible to send text messages. Land line telephones may be on overload, so they “queue up” waiting callers, and it may take minutes to get a dial tone, Ono said, “but then you have only a few seconds to dial your call or you will be back at the end of the line.”
At the LEAP seminar, Tessa Burns, disaster preparedness coordinator for the Livermore-Pleasanton Fire Department, talked about its free one-hour disaster preparedness course that is open to groups of 20 or more. Besides businesses, the training is suitable for neighborhoods, schools and community groups.
“We can customize a program for 30-90 minutes for your businesses,” Burns said.
In addition, a Community Emergency Response Team (CERT) program is offered at the fire training tower, 3301 Busch Road. This 72-hour course teaches disaster First Aid, basic fire fighting, light search and rescue, damage assessment and how and when to turn off utilities.
“The final session is one you won’t want to miss,” said Burns. “You get to rescue real ‘victims,’ made up with fake blood, missing limbs, you name it. And you get to practice putting out a small fire with a fire extinguisher.” Class size is 20-30 people. For information about LPFD training sessions, call 454-2375.
“At any given time, we have 35-40 fire department emergency First Responders on duty in Pleasanton,” noted Burns. “That is why it is very important for you to be prepared to cope on your own for the first 72 hours after a major disaster.”
Most said, however, that it’s best if everyone is prepared for dealing with major emergency situations for up to a week.
According to the Emergency Preparedness Education Institute, most American households still have not taken the first steps toward emergency preparedness.
“Two million American families suffer from a disaster or emergency each year,” said EPEI Executive Director Norris Beren, and “two-thirds of all Americans are not prepared. More than half do not have an evacuation plan. Sixty percent do not have emergency supplies.”
Beren’s Web site, www.getptepared.org, notes that unprepared individuals impact businesses because they will be unable to report to work after the initial crisis or less likely to perform well. He recommends that businesses not only help employees with their personal disaster preparedness for household members, but also make sure that the plan includes adequate preparation for household pets. EPEI offers helpful checklists for both families and businesses.
“Are you ready?” By the end of the workshop, most participants could not answer in the affirmative, but they left with ideas that would help get them there.
Where to find out more:
* www.ci.pleasanton.ca.us — city Web site includes full disaster preparedness plan.
* www.bayarea-redcross.org/cprFirstAid or (510) 595-4459 — American Red Cross, Bay Area, offers many courses, plus volunteer opportunities.
* www.PrepareBayArea.org — new Web site shows comprehensive planning for region.
* http://earthquake.usgs.gov — within 1-2 minutes, find out location and magnitude of the latest earthquake.
* www.ready.gov — Department of Homeland Security offers checklists and advice for businesses to start or update their emergency preparedness plans.
* www.getprepared.org – Emergency Preparedness Educational Institute offers tips for businesses and individuals.
Other resources:
* “Family Disaster Preparedness Guide” — Published by the Office of Emergency Services, Livermore-Pleasanton Fire Department. This 47-page booklet includes a wealth of information and handy checklists.
* “Putting Down Roots in Earthquake Country: Your Handbook for the San Francisco Bay Region” — Red Cross and U.S. Geological Survey provide this glossy, 31-page magazine that gives historical and geological information as well as a seven-step plan for before, during and after an earthquake. Lots of maps, photographs and statistics for those who want to learn as much as possible.
* “It’s Not Flu as Usual: What Businesses Need to Know about Pandemic Flu Planning” — Reprint of article from Trust for America’s Health lists 10 steps businesses can take to prepare for “bird flu” or any other pandemic. (Available from Livermore-Pleasanton Fire Department)
