Emergency Management Plan
Revision of May 1, 2011
TABLE OF CONTENTS
I.
CHIEF EXECUTIVE OFFICER’S DIRECTIVE ................................................................................. 5
II.
HOW TO USE THIS PLAN..................................................................................................................... 6
1.
BASIC PLAN............................................................................................................................................. 7
2.
1.1.
INTRODUCTION ............................................................................................................................................ 7
1.2.
MISSION and PRIORITIES ........................................................................................................................... 7
1.3.
SITUATION and PLANNING ASSUMPTIONS ........................................................................................... 8
1.4.
HAZARD / VULNERABILITY ANALYSIS SUMMARY .............................................................................. 9
1.5.
GSWSA HAZARD / VULNERABILITY ANALYSIS TABLE ..................................................................... 11
1.6.
CONCEPT of OPERATIONS ....................................................................................................................... 12
1.7.
COORDINATION with COUNTY, STATE, and FEDERAL PLANS ......................................................... 15
1.8.
NOTIFICATION ........................................................................................................................................... 15
1.9.
EMERGENCY OPERATIONS CENTER (EOC) ........................................................................................ 16
1.10.
EMERGENCY ORGANIZATIONAL STRUCTURES ................................................................................ 19
1.11.
ICS POSITION ASSIGNMENTS ................................................................................................................. 25
1.12.
DEPARTMENTAL ASSIGNMENTS to INCIDENT SUPPORT FUNCTIONS (ISFs) ............................ 26
1.13.
PLAN DEVELOPMENT and MAINTENANCE ......................................................................................... 27
1.14.
TRAINING and EXERCISES ....................................................................................................................... 27
1.15.
REFERENCES .............................................................................................................................................. 29
INCIDENT SUPPORT FUNTION (ISF) .............................................................................................. 30
2.1.
Direction & Control ....................................................................................................................................... 31
2.2.
Human Resources .......................................................................................................................................... 35
2.3.
Emergency Communications
2.4.
Employee Wellbeing....................................................................................................................................... 39
2.5.
Dispatch .......................................................................................................................................................... 41
2.6.
Telephones ..................................................................................................................................................... 43
2.7.
Situation Status .............................................................................................................................................. 45
2.8.
Resource Status .............................................................................................................................................. 47
2.9.
Water Supply .................................................................................................................................................. 49
2.10.
Water Distribution ......................................................................................................................................... 51
2.11.
Wastewater Treatment ................................................................................................................................... 53
2.12.
Wastewater Collections .................................................................................................................................. 55
2.13.
Electrical & Emergency Power ..................................................................................................................... 57
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3.
4.
2.14.
Laboratory Services........................................................................................................................................ 59
2.15.
Damage Assessment ....................................................................................................................................... 61
2.16.
Information Systems ...................................................................................................................................... 63
2.17.
Finance & Accounting................................................................................................................................... 65
2.18.
Supplies & Materials ...................................................................................................................................... 67
2.19.
Purchasing & Procurement ........................................................................................................................... 69
2.20.
Contracts ........................................................................................................................................................ 71
2.22.
Facility Services ............................................................................................................................................. 75
2.23.
Facility Locates .............................................................................................................................................. 77
2.24.
Facility Repairs .............................................................................................................................................. 79
2.25.
Coordination With Other Utility Providers ................................................................................................... 81
Event Specific Guidelines ....................................................................................................................... 83
3.1.
Hurricane ....................................................................................................................................................... 84
3.2.
Tornado ........................................................................................................................................................ 101
3.3.
Earthquake ................................................................................................................................................... 105
3.4.
Severe Thunderstorm ................................................................................................................................... 108
3.5.
Multiple Employees Injured ........................................................................................................................ 111
3.7.
Power Outage ............................................................................................................................................... 113
3.8.
Telephone System Failure ........................................................................................................................... 115
3.9.
SCADA Failure / Cyber-Attack ................................................................................................................... 116
3.10.
IS Failure / Cyber-Attack ............................................................................................................................ 118
3.11.
Major Water Main Leak / Break ................................................................................................................. 120
3.12.
Water System Pressure Loss ........................................................................................................................ 122
3.13.
Water System Contamination ...................................................................................................................... 124
3.14.
Hazardous Material Release ........................................................................................................................ 130
3.15.
Confined Space Emergency ......................................................................................................................... 134
3.16.
Trench / Excavation Collapse ...................................................................................................................... 136
3.17.
Fire / Explosion............................................................................................................................................ 138
3.18.
Bomb Threat / Suspicious Package ............................................................................................................. 139
3.19.
Physical Assault / Violence .......................................................................................................................... 142
3.20.
Armed Robbery............................................................................................................................................. 143
3.21.
Terrorist Attack ............................................................................................................................................ 145
ACTION FORMS ................................................................................................................................. 147
4.1.
Hurricane ..................................................................................................................................................... 147
4.2.
Tornado ........................................................................................................................................................ 148
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5.
4.3.
Earthquake ................................................................................................................................................... 149
4.4.
Severe Thunderstorm ................................................................................................................................... 150
4.5.
Multiple Employees Injured ........................................................................................................................ 151
4.6.
Employee Fatality ........................................................................................................................................ 152
4.7.
Power Outage ............................................................................................................................................... 153
4.8.
Telephone System Failure ........................................................................................................................... 154
4.9.
SCADA Failure / Cyber Attack.................................................................................................................... 155
4.10.
MIS Failure / Cyber Attack ......................................................................................................................... 156
4.11.
Major Water Main Leak / Break ................................................................................................................. 157
4.12.
Water System Pressure Loss ........................................................................................................................ 158
4.13.
Water System Contamination ...................................................................................................................... 159
4.14.
Loss of Raw Water Supply ........................................................................................................................... 160
4.15.
Hazardous Materials Release ...................................................................................................................... 161
4.16.
Confined Space Emergency ......................................................................................................................... 162
4.17.
Trench / Excavation Collapse ...................................................................................................................... 163
4.18.
Fire / Explosion............................................................................................................................................ 164
4.19.
Bomb Threat / Suspicious Package ............................................................................................................. 165
4.20.
Physical Assault / Violence .......................................................................................................................... 166
4.21.
Armed Robbery............................................................................................................................................. 167
APPENDIX ............................................................................................................................................ 168
5.1.
GSWSA Organization & System Information............................................................................................. 168
5.2.
GSWSA Personnel Roster ............................................................................................................................ 171
5.3.
Board of Directors........................................................................................................................................ 172
5.4.
Emergency Contact Agencies and Personnel ............................................................................................. 173
5.5.
Critical Customers ....................................................................................................................................... 186
5.6.
Suppliers and Contractors ........................................................................................................................... 189
5.7.
WASTEWATER PUMP STATION LIST ................................................................................................... 192
5.8
POTENTIAL WASTEWATER SPILL / OVERFLOW LOCATIONS ............................................................ 193
5.10
EMERGENCY INVENTORY SUPPLIES .................................................................................................. 198
5.11
Evacuation Plan ........................................................................................................................................... 201
5.12
Emergency Communication Plan................................................................................................................ 204
5.13
Press Releases .............................................................................................................................................. 220
5.14
Mutual Aid / Cooperative Agreements ........................................................................................................ 227
5.15
RESERVED for future use. ......................................................................................................................... 228
5.16
RESERVED for future use. ......................................................................................................................... 229
5.17
INCIDENT COMMAND FORMS .............................................................................................................. 230
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I. CHIEF EXECUTIVE OFFICER’S DIRECTIVE
Water and wastewater systems are classified by the federal government as “critical infrastructure.” As the
largest water and wastewater service provider for the residents and businesses in Horry County, South
Carolina, GSWSA has the obligation to plan, prepare for, and respond effectively to a variety of potential
emergency situations.
Grand Strand Water & Sewer Authority (GSWSA) employees and departments are directed and expected to
become and remain familiar with all applicable provisions of this Emergency Management Plan, and to
support and participate in applicable emergency management training, drills, and exercises.
Employees and departments are also directed and expected to use applicable provisions of this Emergency
Management Plan when preparing for and/or responding to emergency situations affecting GSWSA
employees, facilities, or customers.
Thorough planning, effective preparation, SAFE, and timely response to emergencies must be the
goal of every department and every employee.
The primary goal of this Emergency Management Plan is to provide a foundation upon which these planning,
preparation, response and recovery activities and capabilities can be developed, maintained, and improved.
While this plan is quite comprehensive, no single plan or manual can possibly address and fully detail every
potential situation. The intent is for this Emergency Management Plan to be the “core” plan; however, it must
link with and be coordinated with other plans and procedures as appropriate.
_______________________________
Fred R. Richardson, Chief Executive Officer
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II. HOW TO USE THIS PLAN
This Emergency Management Plan is intended as both a planning and a preparation tool, to be studied and
learned before an emergency incident, and also as a response aid, to be used during an incident.
Understanding the structure and flow of this plan will greatly help the user obtain maximum benefit and
guidance from it.
Section 1, the Basic Plan, and Section 2, Incident Support Functions, contain primarily pre-incident planning
and preparation materials. Users need to know, understand, and maintain a good working knowledge of this
information. (A brief review of these sections during an incident may be quite helpful, but that is NOT the
time to learn and understand this material for the first time.)
Section 3, Event Specific Guidelines, should also be reviewed and understood before an incident, but this
section will provide valuable guidance during an emergency event as well, and should be used to help plan
and organize emergency activities.
Section 4, Action Forms, should be reviewed before an incident, but are intended to be used during an
incident.
Section 5, the Appendix, contains a variety of supporting information and reference materials that may be
helpful during emergency incidents.
HOW TO USE THIS PLAN (during an emergency incident)
Time permitting; review Section 1, the Basic Plan, to ensure a good understanding of GSWSA’s overall
approach to emergency operations.
Review the Table in Section 1.11 of the Basic Plan to determine which Incident Support Functions you may
be involved with.
Review all applicable Incident Support Function responsibilities in Section 2.
Review the appropriate Event Specific Guidelines in Section 3. (Many events can have more than one type of
consequence or impact, so be sure to utilize all appropriate Guidelines.
Select and utilize the appropriate Action Forms in Section 4.
As necessary, refer to the appropriate Appendices in Section 5.
REFER BACK TO THE PLAN OFTEN to help keep you on-track.
FOLLOW THE PLAN unless there is strong justification not to.
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BASIC PLAN
1. BASIC PLAN
1.1.
INTRODUCTION
It is the desire and intent of GSWSA to be adequately prepared for and ready to respond to any emergency
situation that could impact our employees, customers, facilities, surrounding communities, and the
environment.
This plan establishes the core procedures by which GSWSA will coordinate all planning, preparation,
response, and recovery activities. It also establishes how GSWSA will coordinate with others during an event
including county, state, and federal agencies.
This plan adopts and uses the “Functional Approach” recommended by the Federal Emergency Management
Agency (FEMA) and the Environmental Protection Agency (EPA). Both Horry County and the State of
South Carolina use this approach in their Emergency Operations Plans and will minimize confusion in the
event we have to work with or through these agencies in a major emergency or disaster.
With this “Functional Approach”, major areas of responsibility that could potentially be necessary during an
emergency incident are identified separately and each “Function” is tasked with specific duties and
responsibilities. During an emergency, a person or department is assigned responsibility for a particular
“Function”. This “assignment” process is greatly streamlined because the major duties and responsibilities of
that “Function” have been pre-defined.
This plan is divided into five (5) major sections. Section 1 is the Basic Plan which provides a general
overview of how GSWSA will plan for and respond to all emergencies. Section 2 defines the specific ISF
(Incident Support Functions), and outlines each function’s major responsibilities. Section 3 provides specific
planning and response guidance for specific types of emergencies. Section 4 contains Action Forms which
includes forms, checklists, etc. to be used as a job aid during the incident. Section 5 is the Appendix which
contains a variety of reference materials.
1.2.
MISSION and PRIORITIES
1.2.1. MISSION
During “normal operations”, GSWSA’s Mission is:
To provide water and wastewater services to protect public health and the environment,
promotes economic development and enhance each customer’s quality of life.
For “emergency operations”, that broad Mission is broken down into five (5) Mission Objectives, and
prioritized in the following order.
1. Maintain sufficient potable water supply
2. Maintain sufficient water supply for fire protection
3. Provide adequate wastewater services to meet basic human and public health needs
4. Restore services to regulatory requirements
5. Control operating costs
1.2.2. PRIORITIES
The following incident priorities have been adopted from nationally recognized Incident Command
Systems (ICS). Additional explanation and examples have been provided to better illustrate how
these priorities apply to GSWSA.
BASIC PLAN
A. LIFE SAFETY
1. Locate, treat, and care for injured employees; request EMS and/or emergency medical First
Responders as appropriate.
2. Locate missing or unaccounted for employees.
3. Correct or safeguard hazards that create actual or potential imminent danger to employees.
4. Correct or safeguard hazards resulting from GSWSA facilities or processes that create actual
or potential imminent danger to our customers or community.
B. INCIDENT STABILIZATION
1. Assess or “Size Up” exactly what the situation is. What has happened? What is the impact?
(The Incident Summary Worksheet may be helpful.)
2. Develop an Incident Action Plan (IAP) so efforts are organized, effective, and focused on the
proper priorities. (Allowing personnel or departments to “take off and do their own thing” –
referred to as “freelancing” – is almost certain to be largely ineffective, disorganized, and
may very well be dangerous. All efforts must be organized through the appropriate personnel
and through the Incident Command System.)
3. Stabilization or Restoration Priorities will generally be as follows:
 Water Systems (for potable water and fire suppression)
 Wastewater Systems
 Support Systems
C. PROPERTY CONSERVATION
1. Cleanup spills / releases (chemicals, wastewater, etc.) that could impede operation of
GSWSA’s critical facilities.
2. Cleanup spills / releases that could be harmful to the environment.
3. Cleanup spills / releases that are only affecting GSWSA properties.
1.3.
SITUATION and PLANNING ASSUMPTIONS
1.3.1. SITUATION
EMERGENCY: An unexpected event or circumstance which leads to a disruption of normal
operations and requires prompt action to address or correct.
Horry County, in South Carolina, and more specifically GSWSA facilities, employees, and customers
are subject to numerous potential hazards. These include natural, technological, and man-made
hazards. The threats posed by these potential hazards involve both immediate and long range affects
with possible consequences including mass injuries or fatalities, extensive property damage, and
disruption of daily life activities.
An emergency may occur at any time with little or no warning and may rapidly escalate beyond one
department’s or even one organization’s ability to safely and effectively respond.
1.3.2. PLANNING ASSUMPTIONS
All GSWSA employees must be familiar with all applicable sections of this plan and must be able to
safely and effectively implement this plan with little or no warning.
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BASIC PLAN
During a major emergency or disaster, GSWSA could be “on our own” for up to 72 hours before
outside resources could begin to arrive and assist.
GSWSA has capabilities which, if effectively used in the event of a natural or manmade emergency,
would permit us to be largely self-sufficient at:
A. Protecting the lives of our employees and surrounding community which could be affected by
our facilities / processes.
B. Continuing the production and distribution of water for fire suppression activities and in most
instances, continued distribution of potable water.
C. Continuing the collection and treatment of wastewater - as well as other related sanitary and
environmental protection issues.
If emergency incidents affect more than just GSWSA, it is likely the government of Horry County
would take action to maximize the preservation of life and property. This plan prepares GSWSA to be
as self-sufficient as possible but also prepares us to participate effectively as needed in regional plans
implemented by Horry County and State of South Carolina, etc.
Numerous agencies and organizations in the County own and operate heavy equipment, machinery,
vehicles, and engineering resources which, in the event of an emergency, could be used to aid
GSWSA. Additional equipment, engineering expertise, and trained equipment operators may also be
available from private contractors and construction companies in our vicinity. (Refer to Appendix 4
and Appendix 6.)
There are a number of both formal and informal mutual aid programs that can be invoked to bring
additional resources from other water and/or wastewater utilities throughout the state of South
Carolina. (Examples include the South Carolina American Water Works Association (SC AWWA)
Emergency Preparedness Committee’s Mutual Aid Program and the South Carolina Rural Water
Association’s Mutual Aid Program.)
1.4.
HAZARD / VULNERABILITY ANALYSIS SUMMARY
The State of South Carolina developed and maintains a Hazard Analysis as part of its Emergency Operations
Plan (EOP). This analysis was one of several important resources utilized in developing a Hazard /
Vulnerability / Risk Analysis specific to GSWSA.
Horry County coordinated the development of a Hazard Analysis as part of the Horry County All-Hazards
Mitigation Plan. GSWSA serves on the Planning Committee for this regional plan, and participates in routine
updates and revisions to this plan. This Hazard Mitigation Plan and its associated Hazard Analysis are
extremely important resources utilized to develop and maintain GSWSA’s specific Hazard Analysis and
Emergency Management Plans in general.
The GSWSA Hazard / Vulnerability Analysis Table immediately following this section summarizes
GSWSA’s specific Hazard or Vulnerability Analysis. A numeric vulnerability rating was determined for each
potential type of emergency based on three major categories: probability, impact, and available response
resources. Specifically, each type of emergency was rated based on the following six criteria.
Probability – with 1 being the lowest likelihood of occurrence and 5 being the highest likelihood of
occurrence. (The State and County analysis were extremely helpful in providing historical and/or
statistical data to aid in this rating.)
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Human Impact – with 1 being the lowest potential number of injuries and/or deaths and 5 being the
highest.
Property Impact – with 1 being the lowest potential cost to repair / replace damaged property and 5
being the highest.
Business Impact – with 1 being the lowest business impact (business interruption, company in
violation of contractual agreements, regulatory citations and/or fines, legal costs, etc.) and 5 being
the highest.
Internal Resources – with 1 indicating internal resources available to respond to and deal with the
emergency are strongest and 5 indicating they are weakest.
External Resources – with 1 indicating external resources available to respond to and deal with the
emergency are strongest and 5 indicating they are weakest.
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5 = High
1 = Low
5 = High
Total
External
Resources
Resources
Business
Impact
Property
Impact
Type of Emergency Event
Human
Impact
GSWSA HAZARD / VULNERABILITY ANALYSIS TABLE
Probability
Hazard Rating
1.5.
5 = Weak
1 = Strong
1 = Low
1
Hurricane
5
3
4
4
1
1
18
2
Flood
5
2
3
4
2
2
18
3
Terrorist Attack
1
4
3
4
3
2
17
Earthquake
1
3
3
4
1
2
Water System Contamination
2
3
2
3
2
2
Power Outage
5
2
1
3
2
1
Tornado
3
2
3
2
1
2
Fire
3
2
2
2
2
2
Major Water Leak
5
2
1
2
1
1
Assault / Violence
3
2
1
1
3
2
Drought
4
2
2
2
1
1
Water Pressure Loss
4
2
1
2
1
1
Severe Thunderstorm
5
1
1
1
1
2
Hazardous Material Release
2
2
1
2
2
2
Confined Space Emergency
3
2
1
1
2
2
Telephone System Failure
3
1
1
2
2
1
IS Attack / Failure
3
1
1
2
1
2
Multiple Employees Injured
2
2
1
2
2
1
SCADA Attack / Failure
3
1
1
2
1
2
Suspicious Mail / Package
2
1
1
1
3
2
Winter Storm
4
1
1
2
1
1
Trench Collapse
3
2
1
1
1
1
Armed Robbery
2
1
1
1
3
1
Employee Fatality
2
2
1
1
2
1
4
5
6
7
8
9
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BASIC PLAN
1.6.
CONCEPT of OPERATIONS
1.6.1. EMERGENCY MANAGEMENT RESPONSIBILITIES and ACTIVITIES
Mitigation involves activities or measures that either prevent the occurrence of an emergency or
reduce vulnerability by minimizing the adverse impacts of an emergency. Hurricane shutters on
buildings or containment systems for chemicals are examples of mitigation measures.
Preparation involves activities or measures that are planned for and put in place prior to an
emergency for the purpose of supporting and enhancing response to an emergency if and when it does
occur. Developing plans, training on those plans, and conducting emergency exercises / drills are
examples of preparation measures.
Response involves activities or measures intended to address the immediate and short-term effects of
an emergency that has already happened or is currently happening. Response activities generally
focus on the following priorities:
 Protect and preserve life, safety, and health
 Stabilize the emergency, minimize additional impact, and begin restoration
 Protect unaffected property and the environment
Recovery involves activities or measures intended to return the systems completely to their preemergency conditions – normal operations. Short-term recovery activities are intended to return
critical systems to at least a minimal level of operation while long-term recovery activities may take
months to fully return to systems to “normal”.
1.6.2. PLAN ACTIVATION and IMPLEMENTATION
The Chief Executive Officer will determine those incidents requiring formal activation of the
Emergency Management Plan.
Once an emergency condition has been declared, it shall be classified in accordance with the guidance
contained in Section 1.6.4 of this plan. The intent of this is to ensure a reasonable, yet appropriate,
level of response to the situation.
Once an emergency condition has been declared and classified, an appropriate Incident Command
System (ICS) organization and structure shall be implemented to ensure safe and efficient incident
management.
All Response activities, as well as Short-Term Recovery activities, shall be managed under ICS until a
formal directive to “Stand Down” has been issued.
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1.6.3. OPERATING CONDITION (OPCON) LEVELS
OPCON
LEVEL of READINESS
5
Normal, routine operations and preparedness level.
4
An emergency situation that may require activation and
implementation of Emergency Management Plan is POSSIBLE.
3
An emergency situation requiring full or partial activation of the
EOC and Emergency Management Plan is LIKELY.
2
An emergency situation that may require full activation of the
EOC and implementation of Emergency Management Plan is
IMMINENT.
1
An emergency situation requiring full activation and
implementation of Emergency Management Plan IS OCCURING;
emergency response operations are underway; the highest level of
emergency operations.
Recovery
The “emergency” situation has ended, and efforts shift to the
process of restoring all systems to their pre-emergency condition,
or normal operations.
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1.6.4. EMERGENCY CLASSIFICATION LEVELS
The size, urgency, and complexity of a response should be in direct proportion to the needs of the
incident. Classifying the level of an emergency will help ensure an appropriate response and assist in
prioritizing activities. Under-responding can allow incidents to escalate, perhaps dramatically, while
over-responding ties-up valuable resources unnecessarily.
The following guidelines should be used to help classify the severity level of each emergency
incident. These are guidelines only. Every incident will be different and must be classified based upon
its specific degrees of urgency, severity, complexity, and possible consequences.
A. LEVEL 1 EMERGENCY (STANDARD “EMERGENCY”)
STANDARD: These incidents, while not a daily occurrence, are dealt with often enough they are fairly
routine in nature. The situation can generally be handled at departmental levels. They may require
some support but minimal, if any. (See Section 1.10.2 Level 1 ICS)
B. LEVEL 2 EMERGENCY (MINOR EMERGENCY)
MINOR: These incidents are more serious than “Routine” and may require some level of emergency
support and assistance. May involve more than one department, and personnel may be re-directed
from normal duties. May require “Partial Activation” of the GSWSA Emergency Operations Center
(EOC). (See Section 1.10.3, Level 2 ICS)
C. LEVEL 3 EMERGENCY (MODERATE EMERGENCY)
MODERATE: These incidents are more serious than “Minor” and will require emergency support and
assistance. May involve several departments and personnel may be re-directed from normal duties to
assist. May require “Partial” or even “Limited Activation” of GSWSA EOC. (See Section 1.10.4,
Level 3 ICS)
D. LEVEL 4 EMERGENCY (SERIOUS EMERGENCY)
SERIOUS: These incidents are more serious than “Moderate” and will require emergency support and
assistance. Partial, if not full, activation of this plan will be required. Will likely require “Limited
Activation” of the GSWSA EOC and may require “Full Activation”. Will likely involve several
departments and personnel may be re-directed from their normal duties to assist. Public information
and media issues are very likely. (See Section 1.10.5, Level 4 ICS)
E. LEVEL 5 EMERGENCY (MAJOR EMERGENCY)
MAJOR: These incidents will have severe impact on the organization and will require full activation
of this plan involving the highest level of emergency management and operations. Modified
operational plans may be required. Complete recovery time may exceed two weeks. Requires “Full
Activation” of the GSWSA EOC. (See Section 1.10.6, Level 5 ICS)
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BASIC PLAN
1.7.
COORDINATION with COUNTY, STATE, and FEDERAL PLANS
The United States Federal Response Plan (FRP), the State of South Carolina Emergency Operations Plan
(EOP), and the Horry County EOP all include a standardized mechanism for requesting assistance. A system
based on Incident Support Functions (ISFs) was developed and implemented whereby all preparedness,
response, and recovery operations are assigned to a specific ISF. That ISF is the coordinating point for all
related activities.
Should GSWSA need or choose to request assistance from the county, state, or federal government(s), the
following procedures shall apply.
1.7.1. COORDINATION with COUNTY GOVERNMENT
If the Horry County Emergency Operations Center (EOC) has NOT been activated, GSWSA will
submit requests for assistance directly to Horry County Emergency Preparedness Department (EPD)
personnel. Very limited Fire, Health, or Police type emergencies will be handled initially through the
911 system and subsequently coordinated through the responding unit.
If the Horry County EOC HAS been activated, GSWSA will attend all Horry County EOC scheduled or
called meetings or briefings and forward requests for assistance to the appropriate EOC agency.
Briefing Schedule – 7:30 a.m., 12:30 p.m., and 5:30 p.m.
1.7.2. COORDINATION with STATE GOVERNMENT
Most coordination with State Government will be through the Horry County EOC.
When Horry County EOC is not involved, coordination will be through the Governor’s office or
designated Emergency Management Coordinator assigned to the emergency.
1.8.
NOTIFICATION
Notification of an emergency situation may come from a wide variety of sources. Outside notifications of an
emergency will generally come to, or be routed to, the Executive Staff who will take the necessary actions to
initiate the appropriate emergency response.
Notification of an emergency situation originating from within GSWSA should normally follow the
appropriate chain-of-command as indicated below. (For additional details, refer to the Emergency
Communication Plan.)
1. The affected supervisor(s)
2. The affected Department / Division Chief(s)
3. The Chief Executive Officer
Once emergency management operations and activities are underway, all potentially affected GSWSA
employees as well as outside organizations and agencies shall be notified and routinely updated as provided
for in the Emergency Communication Plan.
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1.9.
EMERGENCY OPERATIONS CENTER (EOC)
The Safety Manager shall coordinate and support the operations of the GSWSA EOC, and shall provide
guidance to the Incident Commander regarding the appropriate level and complexity of EOC staffing and
operations based upon the needs of the incident.
Partial Activation: A minimal number of ICS positions are assigned and activated. Incident management
needs are fairly simple and the Operations Center as a whole may serve as the EOC. The Control Room at
either the Schwartz Wastewater or Bull Creek Water Treatment Plants may serve as a basic EOC if
appropriate.
Limited Activation: Incident management needs are more complex and the ICS structure is also more
complex. Again, the Operations Center as a whole may serve as the EOC. The Schwartz Wastewater or Bull
Creek Water Treatment Plants may serve as a basic EOC if appropriate.
Full Activation: Incident management needs are significant and the ICS structure is proportionally complex.
Typically the Operations Center will be set up as a fully functioning EOC.
Primary Emergency Operations Center: When necessary and appropriate, an Emergency Operations
Center shall be established at GSWSA’s Operations Center at 170 Jackson Bluff Road. The primary telephone
number is (843) 443-8200.
The SCADA/Communications area will become a vital part of the EOC, but during an incident, access to this
area must be limited and closely controlled.
During full EOC activation, the Training Room will become the core of our Emergency Operations Center.
Incident Command staff will work out of this room which will be equipped with PCs, mobile radios, status
boards, telephones, and other resources to assist those directing and managing incident operations and
activities.
Alternate Emergency Operations Center: If the primary EOC is unusable for any reason there are two
alternate EOC locations. One is the Bull Creek Water Treatment Plant, located at Treatment Plant Road in
Bucksport. The primary telephone number for this location is (843) 443-8300. The second alternate location
is the Schwartz treatment plant located on Freewood Road in Burgess. The primary phone number there is
(843) 234-8433. The location of the alternate site will be determined based on the type of emergency and the
potential for damage to water and/or wastewater operations.
1.9.1. ASSIGNMENT of RESPONSIBILITIES
1.9.1.1.
Chief Executive Officer
Assumes ultimate responsibility for all GSWSA emergency management operations and activities;
provides overall direction and guidance for the entire organization.
Ensures adequate resources are dedicated and available throughout GSWSA for effective and
successful emergency management operations and activities.
Issues the Chief Executive Officer’s Directive, clearly setting the expectation that all divisions,
departments, and employees become familiar with this plan, follow this plan during emergency
events, and support and participate in emergency management training and exercises.
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May declare that emergency circumstances exist that require prompt execution of arrangements to
secure emergency services for construction, supplies and materials, or facility repairs. Under these
emergency conditions, normal purchasing policies may be altered until the system can be returned to
normal operations.
Prior to July 1st of each year, reviews all applicable sections of this plan and submits any changes or
updates to Safety Manager.
Potential ICS assignments – Spokesperson; Incident Commander. (The Chief Executive Officer may
fill the role of Incident Commander, or may choose to appoint another person. Refer to section
1.10.1, GSWSA Generic ICS Structure.)
1.9.1.2.
Executive Management Basic Responsibilities
Ensures adequate resources are dedicated and available for effective and successful emergency
management operations and activities.
Ensures all Division personnel are annually trained on applicable sections of this plan and participate
in emergency management drills and exercises as scheduled by the Safety Manager.
Ensures emergency activities are carried out in accordance with this plan.
During the month of April each year, reviews all applicable sections of this plan and submits any
changes or updates to the Safety Manager no later than April 30TH.
1.9.1.3.
Chief of Utility Operations
Potential ICS assignments – Operations Section Chief; Deputy Incident Commander; Incident
Commander. Maintain strong working knowledge of ISF-1, ISF-7, ISF-8, ISF-9, ISF-10 ISF-11, ISF12, ISF-1, ISF-14 & ISF-15.
1.9.1.4.
Chief Financial Officer
Potential ICS assignments – Finance Section Chief; Maintain strong working knowledge of ISF-1,
ISF-3, ISF-5, ISF-6, ISF-7, ISF-16, ISF-17, ISF-18, ISF-19, ISF-20 & ISF-21,
1.9.1.5.
Chief of Engineering and Construction.
Potential ICS assignments – Engineering Section Chief; Maintain strong working knowledge of ISF1, ISF- 23, ISF-24 & ISF-25.
1.9.1.6.
Human Resources Manager
During the month of June each year, confirms or updates confidential database of emergency contact
information for all GSWSA employees including names, numbers, addresses, etc.
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Potential ICS assignment – HR. Maintain strong working knowledge of ISF-1, ISF-2, ISF-3, ISF-7&
ISF-22.
1.9.1.7.
Planning and Logistic Manager (Safety Manager)
During the month of June each year, publishes and issues updated Emergency Management Plans to
all appropriate personnel and agencies.
Has primary responsibility for development, implementation, and administration of GSWSA’s
Emergency Management Training and Exercise Program, to ensure plans and operational capabilities
are routinely exercised, tested, and evaluated.
Serves as GSWSA’s representative on the Horry County Local Emergency Planning Committee
(LEPC).
Serves as GSWSA’s representative for the Horry County Emergency Operations Center along with
other appointees from GSWSA.
Assists GSWSA’s representative, the Operations Engineer on the Horry County Hazard Mitigation
Planning Committee.
Provides direction, guidance, and assistance to senior management or Incident Command Staff during
emergency management operations and activities. Supports operations of GSWSA’s Emergency
Operations Center (EOC).
Potential ICS assignments – Planning & Logistics Section Manager; Maintain strong working
knowledge of ISF-1, ISF-3, ISF-7 & ISF-8.
1.9.1.8.
Administration Manager
Potential ICS assignments – Administration Manager; Maintain strong working knowledge of ISF-1,
ISF- 2, ISF-3, ISF-4, ISF-7, ISF-8,ISF-13, ISF-21 &, ISF-22.
1.9.1.9.
All Managers and Supervisors
Ensures adequate resources are dedicated and available from within department for effective and
successful emergency management operations and activities.
Ensures all department personnel are annually trained on applicable sections of this plan and
participate in emergency management drills and exercises as scheduled by the Safety Manager.
Ensures emergency activities are carried out in accordance with this plan.
During the month of April each year, all departments shall review all applicable sections of the plan
and submit any changes or updates to Safety Manager no later than April 30TH.
Maintain a strong working knowledge of ISF-1, ISF-2 and any other ISF that pertain to your
department or group.
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1.10. EMERGENCY ORGANIZATIONAL STRUCTURES
1.10.1.
GSWSA Generic Incident Command System (ICS)
CEO
Incident
Commander
HR
Operations
Section
Chief
Planning & Logistics
Section
Chief
Finance
Section
Chief
Engineering
Section
Chief
Water
Supply
Situation
Status
Procurement
Facility
Locates
Water
Distribution
Resource
Status
Contracts
Construction and
Repairs
Wastewater
Treatment
Employee Wellbeing
Telephones
Coordination with
Other Utility Providers
Wastewater
Collections
Facilities
Supplies &
Materials
Electrical /
Emerg. Power
Mutual Aid
Coordination
Dispatch
Sampling /
Analysis
IS
Damage
Assessment
Finance & Accounting
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1.10.2.
Potential Level 1 ICS Structure - “Routine” Emergency
Normal
Chain-of-Command
Primary
Affected
Supervisor
Dispatch
Support
Affected
Department
Affected
Department
1.10.3.
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1.10.3.
Potential Level 2 ICS Structure - “Minor” Emergency
Division
Manager
Primary
Affected
Supervisor
Finance
Section Chief
Support & Assistance
as appropriate for the
Incident.
Dispatch
Support
Customer
Service
Affected
Department
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Sup
Support
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1.10.4.
Potential Level 3 ICS Structure - Moderate Emergency
Incident
Commander
Operations
Section Chief
Planning & Logistics
Section Chief
Finance
Section Chief
Engineering
Section Chief
Affected
Department
Situation
Status
Telephones
Affected
Department
Support
Department
Resource
Status
Dispatch
Support
Department
Support
Department
EmployeeWellbeing
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1.10.5.
Potential Level 4 ICS Structure - Serious Emergency
CEO
Incident
Commander
HR
Operations
Section
Chief
Planning & Logistics
Section
Chief
Finance
Section
Chief
Engineering
Section
Chief
Water
Supply
Situation
Status
Procurement
Facility
Locates
Water
Distribution
Resource
Status
Contracts
Construction and
Repairs
Wastewater
Treatment
Employee Wellbeing
Telephones
Coordination with
Other Utility Providers
Wastewater
Collections
Facilities
Supplies &
Materials
Electrical /
Emerg. Power
Mutual Aid
Coordination
Dispatch
Sampling /
Analysis
IS
Damage
Assessment
Finance & Accounting
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1.10.6. Potential Level 5 ICS Structure - Major Emergency
CEO
Incident
Commander
HR
Operations
Section
Chief
Planning & Logistics
Section
Chief
Finance
Section
Chief
Engineering
Section
Chief
Water
Supply
Situation
Status
Procurement
Facility
Locates
Water
Distribution
Resource
Status
Contracts
Construction and
Repairs
Wastewater
Treatment
Employee Wellbeing
Telephones
Coordination with
Other Utility Providers
Wastewater
Collections
Facilities
Supplies &
Materials
Electrical /
Emerg. Power
Mutual Aid
Coordination
Dispatch
Sampling /
Analysis
IS
Damage
Assessment
Finance & Accounting
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1.11. ICS POSITION ASSIGNMENTS
Position
Incident Commander
Public Information
HR
Claims Management
OPERATIONS SECTION
CHIEF
Damage Assessment
Water Supply
Water Distribution
Wastewater Treatment
Wastewater Collections
Electrical / Emergency Power
Sampling / Analysis
ENGINEERING SECTION
CHIEF
Facility Locates
Facility Repairs
Coordination with Other
Utility Providers
PLANNING & LOGISTICS
SECTION MANAGER
Situation Status
Resource Status
Employee Wellbeing
Facilities
Mutual Aid Coordination
FINANCE SECTION
CHIEF
Finance & Accounting
IS
Telephones
Dispatch
Procurement
Supplies & Materials
Contracts
ADMINISTRATION
MANAGER
Vehicle Maintenance
Primary
Fred Richardson
Fred Richardson
Sue Long
Chrystal Johnson
1ST Backup
2ND Backup
Sharon Galloway
Josh Roberts
Chrystal Johnson
Sophia Jones
Irv Wooley
David Strickland
Tim Brown
Neeraj Patel
Sam Scialdone
David Strickland
Tim Brown
David Strickland
Justin Collins
Neeraj Patel
David Strickland
Irv Wooley
Jimmy Booth
Irv Wooley
Eddie Smith
Brian Richardson
Tim Brown
Tim Brown
Tim Brown
Irv Wooley
David Strickland
Irv Wooley
Irv Wooley
Sam Scialdone
Christy Everett
Jason Poston
Fred Richardson
Ron Freeman
Ronnie Cannon
Chuck Harrelson
Mike Allen
Jay Graham
Rod Altman
Christy Everett
Jason Poston
Ray Thompkins
Terri Fox
Terri Fox
Sue Long
Chrystal Johnson
Fred Richardson
Irv Wooley
Irv Wooley
Marguerite Carroll
Sue Long
Christy Everett
David Strickland
David Strickland
Chrystal Johnson
Marguerite Carroll
Keri Squires
Josh Roberts
Marguerite Carroll
Floyd Worley
Sylvia Hardee
Jodi Collins
Josh Roberts
Josh Roberts
Josh Roberts
Chrystal Johnson
Keri Squires
Joel Edge
Susan Jones
Jessica Skipper
Sophia Jones
Sophia Jones
Marguerite Carroll
Josh Roberts
Trent Richardson
Buffy Shelley
Dorothy Roberts
Russell Brown
Russell Brown
Keri Squires
Chris Hallberg
James Callahan
Wayne Smith
Terri Fox
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ISF-25
Coor Util
ISF-24
Fac Repair
ISF-23
Fac Loca
ISF-22
Fac Serv
ISF-21
Claims
ISF-20
Contracts
ISF-19
Purchase
ISF-18
Supply
ISF-17
Fin/Acc
ISF-16
IS
ISF-15
Damage
ISF-14
Lab
ISF-13
Em Pow
ISF-12
WW Coll
ISF-11
WW Treat
ISF-10
H2O dis
ISF-9
H2O supply
ISF-8
Reso Stat
ISF-7
Sit Stat
ISF-6
Teleph
ISF-5
Dispatch
ISF-4
Em Well
ISF-3
Em Comm
ISF-2
HR
Departments
ISF-1
Dir & Cont
1.12. DEPARTMENTAL ASSIGNMENTS to INCIDENT SUPPORT FUNCTIONS (ISFs)
Admin
P
S
P
S
A
A
P
P
A
A
A
A
A
A
S
S
A
A
A
A
P
P
A
A
A
Senior Staff
S
A
A
A
A
A
A
A
A
A
A
A
A
A
P
A
A
A
A
A
A
A
A
A
A
Human
Recourses
A
P
Support
Services
A
Accounting
A
S
Purchasing
A
S
Billing &
Collections
A
S
Customer
Service
A
S
S
S
S
IS
Utility
Managmnt
P
S
S
S
S
S
P
P
S
S
S
S
S
S
S
P
Water
Distribution
WW
Treatment
WW
Collection
A
S
Technical
Services
A
S
A
S
Engineering
Inspections
Taps &
Repairs
Construction
Fleet
Services
S
S
S
P
P
P
S
P
A
Lab Services
Agricultural
Ops
S
S
Water
Treatment
Maintenance
S
S
A
A
P
S
S
S
S
S
P
A
S
P
A
S
S
P
S
S
P
S
S
S
A
P
A
S
A
S
S
S
S
S
S
S
S
S
S
S
S
S
A
S
S
P
A
S
S
A
S
S
A
S
P
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S
S
S
S
= Primary Dept.
S
26
= Support Dept.
A
P
= Aware of
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1.13. PLAN DEVELOPMENT and MAINTENANCE
This plan is the primary source of documentation concerning GSWSA’s emergency management
planning and preparation activities. All GSWSA divisions and departments share the responsibility for
development and maintenance of this plan as it pertains to their areas of responsibility. Overall
coordination and direction of this process is assigned to Safety Manager.
Safety Manager shall coordinate all efforts for plan development and timely update or revision.
This plan will be updated prior to July 1st of each year. It will also be updated as necessary following
drills, exercises, actual events, or as other organizational or operational changes dictate.
Within 10 days of any actual incident, drill, or exercise – All involved divisions, departments, and ISFs
shall review and critique applicable areas of performance and associated plans & procedures. Safety
Manager shall be promptly notified of any necessary updates or revisions to any part of GSWSA’s
Emergency Management Plan.
1.14. TRAINING and EXERCISES
An effective and comprehensive training and exercise program is essential to the success of GSWSA’s
emergency management program.
As established in the “Chief Executive Officer’s Directive”; All Grand Strand Water & Sewer Authority
(GSWSA) employees and departments are hereby directed and expected to support and participate in
applicable training and emergency management drills and exercises
Safety Manager is responsible for development, implementation, and administration of GSWSA’s
emergency management training and exercise program.
In addition to typical training and education efforts, the following emergency management exercises shall
be utilized to test, evaluate, refine and improve GSWSA’s emergency management plans.
DRILL: A Drill is a coordinated and supervised exercise activity normally used to test one specific
operation or activity. Drills involve an actual response to a simulated situation where responses should be
as realistic as possible. One of the simplest and most common examples is a Fire Drill or Evacuation
Drill.
TABLETOP EXERCISE: A Tabletop Exercise involves a mostly simulated or talked-through response
to a given emergency situation or scenario. Tabletops normally focus on planning, coordination, decisionmaking, and plan implementation activities. No actual field responses take place and many other response
elements may be simulated so the exercise time-line can be compressed and/or expanded significantly
from what a “real-life” response would require. In general, Tabletops involve fairly low-stress, lowrealism scenarios, but that can vary depending on the exercise objectives. The exercise designers and
facilitator can build in challenging time constraints if so desired and maps, charts, and interjected problem
messages can help add realism to the scenario.
FUNCTIONAL EXERCISE: A Functional Exercise involves a largely realistic response to a timepressured, realistic emergency situation or scenario. No actual field responses take place but non-field
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activities are handled as realistically as possible. Participants (Players) are forced to respond in real-time
with on-the-spot decisions to realistic messages and problems routinely interjected by Controllers and
Simulators. Functional Exercises can be quite complex, making them very realistic and stressful for the
Players but also making them difficult to design and conduct.
FULL SCALE EXERCISE: A Full Scale Exercise simulates a real event as closely as possible. In
conjunction with the procedural and decision-making elements addressed in Tabletops and Functional
Exercises, the Full Scale also tests and evaluates a system’s operational capabilities in a stressful
environment that simulates actual response conditions as closely as possible. To achieve this realistic
operational evaluation requires the actual mobilization and response of personnel, equipment, and
resources. Full Scale Exercises can be extremely complex to design and conduct and they require a high
level of organizational commitment due to the number of personnel and amount of time involved in
conducting and/or participating in such an exercise. They can however be the ultimate “safe” test – the
next best thing to the real event. Full Scale Exercises can find discrepancies in planning and in operational
capabilities that would not have been identified otherwise, short of a real event.
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1.15. REFERENCES
FEMA State and Local Guide 101 – Guide for All-Hazard Emergency Operations Planning
FEMA Emergency Management Guide for Business & Industry
United States Federal Response Plan (FRP)
South Carolina Emergency Operations Plan (SCEOP)
Horry County Emergency Operations Plan (EOP)
Horry County Regional Hazard Mitigation Plan
National Incident Management System (NIMS)
U.S. Coast Guard Incident Command System Field Operations Guide ICS-OS-420-1
American Water Works Association (AWWA) Emergency Planning for Water Utilities M19
AWWA Water System Security: A Field Guide
EPA Emergency Response Plan Guidance for Small and Medium Community Water
Systems to Comply with the Public Health Security and Bioterrorism Preparedness and Response Act of
2002
EPA Large Water System Emergency Response Plan Outline: Guidance to Assist
Community Water Systems in Complying with the Public Health Security and
Bioterrorism Preparedness and Response Act of 2002
EPA Response Protocol Toolbox: Planning and Responding to Drinking Water
Contamination Threats and Incidents
South Carolina State Primary Drinking Water Regulation (R. 61-58)
South Carolina Best Practices: Workplace Security – A Report from the Governor’s
Workplace Security Advisory Committee May 23, 2002
Grand Strand Water & Sewer Authority Vulnerability Assessment Report
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2.
2.1.
INCIDENT SUPPORT FUNTION (ISF)
ISF
ISF 1
ISF 2
ISF 3
ISF 4
ISF 5
ISF 6
ISF 7
ISF 8
ISF 9
ISF 10
ISF 11
ISF 12
ISF 13
ISF 14
ISF 15
ISF 16
ISF 17
ISF 18
ISF 19
ISF 20
ISF 21
ISF 22
ISF 23
ISF 24
ISF 25
Description
Direction and Control
Human Resources
Emergency Communications
Employee Wellbeing
Dispatch
Telephones
Situation Status
Resource Status
Water Supply
Water Distribution
Wastewater Treatment
Wastewater Collections
Electrical & Emergency Power
Laboratory Services
Damage Assessment
Information Systems
Finance & Accounting
Supplies & Materials
Purchasing & Procurement
Contracts
Claims Management
Facility Services
Facility Locates
Facility Repairs
Coordination with Other Utility Providers
INCIDENT SUPPORT FUNCTION 1
(ISF-1)
DIRECTION & CONTROL
2.1.
Direction & Control
PRIMARY:
Administration
SUPPORT:
Senior Staff (Executive Management Staff)
AWARE:
ALL affected departments and designated support personnel
2.1.1. INTRODUCTION
For the purposes of this ISF, Direction & Control refers to an organized and systematic approach
employed prior to and during emergency situations which assigns specific areas of responsibilities,
creates specific levels of authority, and designates very clear lines of communication. This system
GSWSA utilizes is the National Incident Management System (NIMS) and one of the major
components of this approach is the Incident Command System (ICS).
While it generally makes sense to assign duties and responsibilities during an emergency incident
to the same person or department that handles those responsibilities day-in and day-out, it’s
important to understand this may not always be the case. Utilizing NIMS and ICS during an
emergency incident, employees may find themselves assigned to tasks they don’t normally
perform and may report to a different “supervisor” for the duration of that emergency assignment.
To minimize confusion and maximize efficiency and effectiveness, considerable thought and
effort has been put into pre-defining and pre-assigning foreseeable emergency duties and
responsibilities. That is the primary purpose for the Incident Support Functions (ISFs) utilized in
this plan.
For a detailed explanation of NIMS and ICS, refer to WWW.FEMA.GOV/NIMS.
2.1.2. MISSION
 To develop and implement an organized and systematic approach to all emergency
management activities and operations.
 To assign specific duties and responsibilities and to create specific lines of communication and
chains-of-command for persons involved with emergency management activities and
operations.
2.1.3. CONCEPT of OPERATIONS
2.1.3.1.
KEY COMPONENTS OF ICS
The ICS provides for an orderly and organized Incident MANAGEMENT System, and is
designed to be used for all kinds of emergencies. In the simplest sense, it is a system which
assigns specific areas of responsibility, creates specific levels of authority, and designates very
clear lines of communication. It is applicable to both small day-to-day situations as well as very
large and complex incidents. The more complex the incident, the larger and more complex the
ICS structure will be. However, use only the elements of the ICS that are needed and are
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DIRECTION & CONTROL
applicable to each particular incident. Start small and build on the ICS structure as additional
needs arise. The ICS consists of a number of key components that work together interactively to
provide the basis for an effective operation, including:
 common terminology
 modular organization
 unity of command
 manageable span-of-control
Common Terminology: The ICS provides for single and/or multi-agency involvement through
common elements of organization, terminology, and procedures. Any and all agencies that
become involved in a particular incident will have compatible systems and will be able to work
together effectively.
Modular Organization: The organizational structure is able to adapt to any emergency or
incident to which the agency could be expected to respond. The ICS organizational structure
expands in a logical and modular fashion based upon the size and type of incident. The
organization’s staff builds from the top down with responsibility and performance placed
initially with the Incident Commander. As the need exists or develops, four separate sections
can be created (if necessary) - each with numerous sub-units, which may be established (if
necessary). The organizational structure for any given incident should be based upon the
management needs of that incident. Start with the smallest ICS structure that meets the needs at
that particular time and add elements / positions as they become necessary. It is important to
understand that while numerous ICS positions are defined, not all of them will be needed at
every incident. It is also possible, and often effective, for one person to fill more than one
position, especially at smaller, fewer complex incidents. If one individual can manage all major
function within an area, no further organization is required
Unity of Command: The ICS provides for a clear chain-of-command up and down the
structure with each person having one designated “supervisor”. It is imperative that the chainof-command be observed in relaying and requesting information or instructions.
Manageable Span-of-Control: Span-of-control refers to the number of personnel any one
position directly supervises. In general, within the ICS, the span-of-control of any individual
should range from three to seven, with five as a general rule of thumb. Of course, there will
always be exceptions and the kind of incident, the nature of the tasks, and the hazards and safety
factors will all influence span-of-control considerations
2.1.3.2.
COMMAND POST
If the scene of the emergency is localized to a relatively small area, and the event will be
relatively short term, a Field Command Post may be the most effective means of directing
activities at the scene. Designated as the CP, the Command Post will be the field location from
which small or localized incident operations will normally be directed.
Once a Command Post is established, the Incident Commander (IC) shall remain at the
Command Post. If the IC must leave the Command Post for any reason, a Deputy IC should be
designated and assigned to take over operations at the Command Post. (This provision holds
true for the Emergency Operations Center (EOC) as well.)
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INCIDENT SUPPORT FUNCTION 1
(ISF-1)
DIRECTION & CONTROL
The Command Staff positions will be working out of, though not necessarily remaining at, the
Command Post. Other managers, supervisors, and key personnel needed in the planning and
decision-making process may also be requested to remain at the Command Post.
In addition to Command Staff personnel, additional staff may be assigned to the Command Post
as needed.
2.1.4. EMERGENCY OPERATIONS CENTER (EOC)
At the IC’s discretion, an Emergency Operations Center may be established in addition to - or
instead of a field Command Post. This decision is based upon the size, severity, and complexity of
the incident. If a field Command Post is not established, the IC will be located at the EOC and will
direct activities from there. In most cases, the EOC shall be established at GSWSA’s Operations
Center, 170 Jackson Bluff Road. (843-443-8200)
If the Operations Center is threatened or damaged by the emergency conditions, the Alternate
EOC shall be established at the Control Room at either the Schwartz Wastewater or Bull Creek
Water Treatment Plants as appropriate.
Safety Manager shall coordinate and direct implementation and operation of the GSWSA EOC
and shall provide guidance to the Incident Commander regarding the appropriate level and
complexity of EOC operations based upon the needs of the incident.
2.1.4.1.
FIVE FUNCTIONS OF ICS
Command: Responsible for coordinating, directing, and controlling (managing) overall
operations and activities.
Operations: Responsible for tactical, or hands-on, activities of the operation.
Planning & Logistics: Responsible for gathering, analyzing, and disseminating information and
providing supplies and support services
Finance: Responsible for handling and tracking incident financial matters.
Engineering: Responsible for supporting the Operations section with assessment and recovery
efforts and coordination with other utilities.
For examples of how ICS may be implemented by GSWSA, refer to Section 1.10 of the Basic
Plan, Emergency Organizational Structures.
For a thorough and detailed explanation of ICS, refer to WWW.FEMA.GOV/NIMS.
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INCIDENT SUPPORT FUNCTION 1
(ISF-1)
DIRECTION & CONTROL
2.1.5. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Ensure appropriate policies, plans, and procedures are in place and up to date.
Ensure the necessary resources are allocated for appropriate mitigation, planning, and preparation
activities.
Ensure adequate support for, and participation in, emergency management training, drills, and
exercises.
Response
Implement an appropriate ICS organization, assigning functions and responsibilities as required by
the incident. (Safety Manager shall provide guidance and recommendations regarding the
appropriate level and complexity of ICS implementation, based upon the needs of the incident.)









Assess the size, severity, and complexity of the incident.
Activate and assign appropriate Incident Support Functions (ISFs).
Establish incident priorities and develop overall response strategies.
Develop an Incident Action Plan (IAP), to ensure all response operations and activities are
organized and coordinated.
Use the ICS Forms included in Appendix 19 to assist with IAP development.
Allocate the necessary resources to support safe and effective operations.
Coordinate and manage overall activities and operations.
Develop and publish a schedule of routine Status Briefings, typically 2 per day.
Work through established lines of communications and chain-of-command.
Recovery
Continue the Direction & Control function as required by the incident.
Develop and publish a schedule of routine Status Briefings, typically 2 per day initially, and 1 per
day as operations become more “routine.”
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 2
(ISF-2)
HUMAN RESOURCES
2.2.
Human Resources
PRIMARY:
Human Resources
SUPPORT:
Administration
2.2.1. INTRODUCTION
For the purposes of this ISF, Human Resources refers to maintaining a general database of contact
information for personnel.
2.2.2. MISSION
To provide emergency operations staff updated contact information for all personnel.
2.2.3. CONCEPT of OPERATIONS
The Human Resources Manager has overall responsibility for HR functions.
2.2.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Maintain a current and confidential database of emergency contact information for every GSWSA
employee, including names, numbers, addresses, etc.
Serve as the central clearinghouse for information regarding employees that have evacuated the
area due to a major event; where they are, how to contact them, when they are expected to return,
etc.
Response
Obtain briefing and receive instructions from Incident Commander.
Recovery
Continue HR functions as required by the incident.
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INCIDENT SUPPORT FUNCTION 2
(ISF-2)
HUMAN RESOURCES
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 3
(ISF-3)
EMERGENCY COMMUNICATIONS
2.3.
Emergency Communications
PRIMARY:
Administration/CEO
SUPPORT:
Customer Services
AWARE:
Senior Staff
2.3.1. INTRODUCTION
For the purposes of this ISF, Emergency Communications refers to an organized, controlled, and
consistent means of communicating information relative to an emergency situation, to all those with
a need to know, both internally and externally.
2.3.2. MISSION
To ensure accurate and consistent information is communicated to all those with a need to know.
The specific objectives of this function include the following:

To ensure factual and current information is provided, in a controlled and organized manner,
to the media, the public, and other outside agencies, groups, or personnel that a need to be
informed.

To ensure adequate personnel and procedures are in place to handle incoming telephone calls,
and that these individuals are provided current, accurate, and consistent information to work
from.

To ensure factual and current information is provided, in a controlled and organized manner,
to all GSWSA employees.
2.3.3. CONCEPT of OPERATIONS
The Emergency Communications Plan may be activated and implemented by the CEO.
Emergency Communications will normally be activated whenever there is an event that causes
activation of the Incident Command System.
The CEO will coordinate all activities within the scope of the Emergency Communications Plan.
The CEO will coordinate and oversee the development and creation of all printed information
such as Press Releases, Fact Sheets, Notices and Bulletins. The CEO will also coordinate the
dissemination of up-to-date and approved information to telephone operators, radio dispatchers,
department heads / supervisors, and affected employees.
The CEO will fill the role of Spokesperson, or may choose to appoint another qualified person to
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INCIDENT SUPPORT FUNCTION 3
(ISF-3)
EMERGENCY COMMUNICATIONS
serve as Spokesperson. The designated Spokesperson will conduct all Press Briefings, on-air / oncamera interviews, telephone interviews, etc., for and with the media.
The CEO or Incident Commander must approve and authorize all information prior to release or
dissemination.
All inquiries or requests from the media will be forwarded to the CEO or his designee.
Any employee approached or questioned by the media shall politely refer them to the CEO.
2.3.4. RESPONSIBILITIES
For additional detailed information, specific responsibilities, assignments, and activities within
this function, refer to Emergency Communications Plan in Appendix 13 of this plan.
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INCIDENT SUPPORT FUNCTION 4
(ISF-4)
EMPLOYEE WELLBEING
2.4.
Employee Wellbeing
PRIMARY:
Human Resource
SUPPORT:
Administration
Accounting
Billing
Customer Services
Purchasing
2.4.1. INTRODUCTION
For the purposes of this ISF, Employee Wellbeing refers to food, drink, and rest for employees, to
prepare them for another period of work activity.
The primary element of Employee Wellbeing addressed by this function is food and drink. When
this function is activated for an incident requiring extended hours and/or varied work schedules,
food and drink for employees shall be planned and provided through ISF-4.
The secondary element of Employee Wellbeing addressed by this function is sleeping
arrangements. When necessary, ISF-4 shall plan and coordinate the sleeping arrangements for
ICS staff and emergency personnel remaining at the EOC (or other designated location) for
extended periods.
2.4.2. MISSION
To plan and implement food, drink, and rest provisions, intended to restore and rejuvenate
employees to a state of readiness for safe and productive work operations
2.4.3. CONCEPT of OPERATIONS
Human Resources has overall responsibility for Employee Wellbeing functions.
Potential support departments, if needed, include Administration, Accounting, Billing, and
Customer Services.
Employee Wellbeing functions, if required by the incident, could potentially require around-theclock staffing for several consecutive days.
2.4.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
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INCIDENT SUPPORT FUNCTION 4
(ISF-4)
EMPLOYEE WELLBEING
Develop and maintain on-hand at all times, a minimum supply of dry goods and non-perishable
items.
During the month of June each year (or as otherwise directed due to increased threat or hazard
levels) inventory dry goods, frozen foods, and other non-perishables. Dispose of or rotate items as
necessary. Increase on-hand supplies for the duration of Hurricane Season (or as otherwise
directed).
During the month of June each year (or as otherwise directed due to increased threat or hazard
levels) inventory cooking and kitchen equipment and utensils; augment supplies as necessary.
During the month of June each year (or as otherwise directed due to increased threat or hazard
levels) locate and inventory bedding materials.
During periods of increasing threat or hazard levels, or increasing OPCON levels, develop plans
for supplementing inventory of non-perishables, and purchasing perishable items as appropriate.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine likely Employee Wellbeing needs of the incident; inventory appropriate supplies;
augment as necessary; develop implementation plans.
Coordinate support and assistance as necessary.
Recovery
Continue Employee Wellbeing functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 5
(ISF-5)
DISPATCH
2.5.
Dispatch
PRIMARY:
Customer Services
SUPPORT:
Utility Management
2.5.1. INTRODUCTION
For the purposes of this ISF, Dispatch refers to establishing and maintaining an organized system
of two-way radio communications between the GSWSA Operations Center, or Emergency
Operations Center if activated, and personnel in the field or at remote locations.
2.5.2. MISSION
To serve as the primary point of contact for two-way radio traffic between the Ops Center or
EOC, and off-site personnel.
2.5.3. CONCEPT of OPERATIONS
The Customer Service Department has overall responsibility for the Dispatch functions.
During an emergency incident, the primary means of Dispatch communications shall be
GSWSA’s two-way radio system.
Dispatch functions, if required by the incident, could potentially require around-the-clock staffing
for several consecutive days.
2.5.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Maintain a readily available supply of Dispatch forms, Key Incident Journals, etc.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine what the Dispatch needs of the incident are, and develop and implement a plan to meet
those needs.
Coordinate support and assistance as necessary.
Recovery
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INCIDENT SUPPORT FUNCTION 5
(ISF-5)
DISPATCH
Continue Dispatch functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 6
(ISF-6)
TELEPHONES
2.6.
Telephones
PRIMARY:
Customer Services
SUPPORT:
Billing
Accounting
IS
2.6.1. INTRODUCTION
For the purposes of this ISF, Telephones refers to communicating between the Operations
Center or GSWSA Emergency Operations Center if activated, and customers or persons at other
locations. Primarily, this ISF is intended to address the handling of incoming calls, but in some
cases outgoing calls will be handled by this function as well.
2.6.2. MISSION
To serve as the primary point of contact for incoming telephone traffic between customers or
off-site personnel and the Ops Center or EOC. Also as required, to coordinate and place
outgoing calls to customers or off-site personnel.
2.6.3. CONCEPT of OPERATIONS
Customer Services has overall responsibility for the Telephones functions.
Potential support departments, if needed, include Accounting, and Billing.
Telephone functions, if required by the incident, could potentially require around-the-clock
staffing for several consecutive days.
2.6.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential for unusual call volumes, either incoming or outgoing, and develop
staffing and implementation plans accordingly.
If Telephone Systems are the source or a consequence of the emergency incident, assist Incident
Command Staff in developing strategies and action plans regarding the Telephone Systems.
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INCIDENT SUPPORT FUNCTION 6
(ISF-6)
TELEPHONES
Implement strategies and action plans as directed by ICS Staff.
Coordinate support and assistance as necessary.
Recovery
Continue Telephones functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 7
(ISF-7)
SITUATION STATUS
2.7.
Situation Status
PRIMARY:
Administration
SUPPORT:
Utility Management
Customer Service/Dispatch
IS
Engineering
2.7.1. INTRODUCTION
For the purposes of this ISF, Situation Status refers to collecting, compiling, evaluating, and
posting / displaying information about the current, and possibly the future, status of the
emergency incident and associated response activities.
2.7.2. MISSION
To help decision-makers fully understand the current scope of the event, by developing and
maintaining a current overall “picture” of the incident and response activities.
To help decision-makers develop future plans, by analyzing past and current data, and
forecasting potential future consequences.
2.7.3. CONCEPT of OPERATIONS
Safety Manager has overall responsibility for the Situation Status function.
Potential support departments, if needed, may include O& M, Dispatch, IS, and Engineering.
Displays to illustrate current status may include mediums such as: computer with LCD projector,
white boards, easel pads, maps, charts, internet news groups and other “status boards”.
2.7.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Maintain “status board” materials and equipment in ready status.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine likely Situation Status needs of the incident; develop and implement plans to meet
those needs.
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INCIDENT SUPPORT FUNCTION 7
(ISF-7)
SITUATION STATUS
Refer to Appendix 19, ICS Forms for a Situation Report (SITREP) Form.
Determine and implement a schedule to routinely update Status Boards or displays, as required
by the incident.
Coordinate support and assistance as necessary.
Recovery
Continue Situation Status functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 8
(ISF-8)
RESOURCE STATUS
2.8.
Resource Status
PRIMARY:
Administration
SUPPORT:
Utility Management
Engineering
Fleet Services
Dispatch (Customer Service)
2.8.1. INTRODUCTION
For the purposes of this ISF, Resource Status refers to creating and maintaining an up-to-date
inventory and status of major equipment resources (generators, excavators, pumps, etc.) that will
or could be used during response activities and operations. (People are addressed in ISF-2,
Human Resources & Accountability.)
2.8.2. MISSION
To be able to provide Incident Command staff with, at any given time during an incident, a
summary detailing what equipment is in use and where it is, what equipment is currently
available for use and where it is, and what equipment is out of service.
2.8.3. CONCEPT of OPERATIONS
The Safety Manager has overall responsibility for the Resource Status function.
Potential support departments, if needed, include O&M, Fleet Services, Dispatch and
Engineering.
2.8.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Develop methods to identify, inventory, and track major equipment during an incident.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine likely Resource Status needs of the incident; develop and implement plans to meet
those needs.
Implement methods for acquiring updated information as equipment status changes.
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INCIDENT SUPPORT FUNCTION 8
(ISF-8)
RESOURCE STATUS
Recovery
Continue Resource Status functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 9
(ISF-9)
WATER SUPPLY
2.9.
Water Supply
PRIMARY:
Water Treatment
SUPPORT:
Water Distribution
Maintenance
Technical Services
Engineering
Purchasing
2.9.1. INTRODUCTION
For the purposes of this ISF, Water Supply refers to obtaining raw water supplies, physically
and/or chemically treating the water as necessary for safe consumption, storing the water, and
pumping the water from storage into the Distribution System.
2.9.2. MISSION
To provide safe, clean drinking water to the Distribution System at sufficient pressures and
volumes to meet all water needs, including fire suppression activities.
2.9.3. CONCEPT of OPERATIONS
The Water Treatment Department has overall responsibility for the Water Supply function.
GSWSA water supply, storage, and pumping facilities may not be staffed, but most functions
and operations can be monitored and/or controlled by an Operator from the Operations Center
Control Room, or with a specially programmed laptop computer from any location with
telephone access.
2.9.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure that all personnel are familiar with their duties and responsibilities under this plan.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential impact of the incident on the water system’s supply and demand
requirements and capabilities.
For assistance estimating how long it will be before dropping water storage levels throughout the
system reach “critical”, refer to Action Form 12.
Coordinate with ISF-13, Electrical & Emergency Power, for electrical and/or emergency generator
needs
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INCIDENT SUPPORT FUNCTION 9
(ISF-9)
WATER SUPPLY
Assist Incident Command Staff in developing coordinated strategies and action plans pertaining
to Water Supply.
Implement strategies and action plans as directed by appropriate ICS staff.
If physical damages are found to water plant facilities, request ISF-15, Damage Assessment to
survey the damages.
Recovery
Continue Water Supply functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 10
(ISF-10)
WATER DISTRIBUTION
2.10.
Water Distribution
PRIMARY:
Water Distribution
SUPPORT:
Taps & Repairs
Technical Services
Maintenance
Engineering
2.10.1. INTRODUCTION
For the purposes of this ISF, Water Distribution refers to maintaining and operating the network of
pipelines, valves, hydrants, etc., that deliver the water from treatment plants to the customer or end
user.
2.10.2. MISSION
To maintain the integrity and functionality of the water distribution system so water leaving the
pumping centers reaches customers or end users at intended volumes and pressures with little or no
change in water quality.
To isolate and remove foreign materials or contamination from the distribution system.
2.10.3. CONCEPT of OPERATIONS
Water Operations Department has overall responsibility for the Water Distribution function.
2.10.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments to pre-plan tentative roles and responsibilities.
Ensure discrepancies found on system maps or physical changes made in the distribution system are
promptly forwarded to GIS for map updating. (It is extremely important to keep system maps
accurate and up-to-date at all times.)
Ensure that all service trucks are equipped with valve keys and other necessary tools and equipment
at all times to allow for a rapid response when necessary.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential impact of the incident on the water distribution system based on the nature
of the incident.
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INCIDENT SUPPORT FUNCTION 10
(ISF-10)
WATER DISTRIBUTION
Assist Incident Command Staff in developing coordinated strategies and action plans pertaining to
Water Distribution.
Implement strategies and action plans as directed by appropriate ICS staff.
Coordinate as necessary with ISF-14, Sampling & Analysis.
Recovery
Continue Water Distribution function as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates or
revisions to any part of GSWSA’s Emergency Management Plans.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 11
(ISF-11)
WASTEWATER TREATMENT
2.11.
Wastewater Treatment
PRIMARY:
Wastewater Treatment
SUPPORT:
Utility Management
Technical Services
Agricultural Operations
2.11.1. INTRODUCTION
For the purposes of this ISF, Wastewater Treatment refers to maintaining and operating the
Wastewater Treatment Plants so that all wastewater is physically and/or chemically treated as
necessary, to allow safe and harmless release back into the environment.
2.11.2. MISSION
To receive and treat the raw wastewater coming from the collection system, so that all discharge
meets or exceeds the Permit parameters and limitations.
2.11.3. CONCEPT of OPERATIONS
The Wastewater Treatment Department has overall responsibility for the Wastewater Treatment
function.
2.11.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential impact of the incident on the wastewater treatment plants and/or
treatment process.
Assist Incident Command staff in developing coordinated strategies and action plans pertaining to
the wastewater treatment plants.
Implement strategies and action plans as directed by appropriate ICS staff.
If physical damages are found to wastewater treatment plant facilities, request ISF-15, Damage
Assessment to survey the damages.
Recovery
Continue Wastewater Treatment functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
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INCIDENT SUPPORT FUNCTION 11
(ISF-11)
WASTEWATER TREATMENT
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 12
(ISF-12)
WASTEWATER COLLECTIONS
2.12.
Wastewater Collections
PRIMARY:
Wastewater Collections
SUPPORT:
Technical Services
Taps & Repairs
Engineering
Agricultural Operations
2.12.1. INTRODUCTION
For the purposes of this ISF, Wastewater Collections refers to maintaining and operating the
network of gravity pipelines and mains, valves, manholes, wet wells, pump stations, and force
mains, which collect raw wastewater throughout the GSWSA system and bring it to the
wastewater treatment plants.
2.12.2. MISSION
To collect raw wastewater throughout the GSWSA service area and bring it to the wastewater
treatment plants without spillage or overflows.
2.12.3. CONCEPT of OPERATIONS
The Wastewater Collections Department has overall responsibility for the Wastewater Collections
function.
2.12.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential impact of the incident on the wastewater pump stations, and coordinate
with ISF-13, Electrical & Emergency Power, for electrical and/or emergency generator needs.
Determine the potential impact of the incident on the wastewater collection system gravity
lines/mains, manholes, and force mains.
Assist Incident Command Staff in developing coordinated strategies and action plans regarding
the wastewater collection system.
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CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 12
(ISF-12)
WASTEWATER COLLECTIONS
Implement strategies and action plans as directed by appropriate ICS staff.
Recovery
Continue Wastewater Collections functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 13
(ISF-13)
ELECTRICAL & EMERGENCY POWER
2.13.
Electrical & Emergency Power
PRIMARY:
Technical Services
SUPPORT:
Maintenance
Wastewater Collections
Agricultural Services
Construction
Fleet Services
2.13.1. INTRODUCTION
For the purposes of this ISF, Electrical & Emergency Power refers to: maintenance and repair of
electrical equipment, maintenance and repair of instrumentation and SCADA, and maintenance
and repair of emergency power generating equipment.
2.13.2. MISSION
To ensure electrical equipment and systems, SCADA systems, and emergency generators remain
fully operational, and to coordinate with commercial power companies in restoring power to
priority GSWSA facilities.
2.13.3. CONCEPT of OPERATIONS
The Technical Services Department has overall responsibility for the Electrical & Emergency
Power function.
2.13.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Maintain all emergency generators in a constant state of readiness. (Refer to Appendix 9 for
detailed generator information.)
Ensure SCADA monitoring and control systems remain fully functional.
Confer with Santee Cooper and Horry Electric Cooperative, to impress upon them the criticality
of our facilities and services, and to share our plans and priorities with them.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential impact of the incident on electrical equipment / systems or SCADA
systems.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 13
(ISF-13)
ELECTRICAL & EMERGENCY POWER
Determine the potential need for emergency power generating equipment.
Assist Incident Command Staff in developing coordinated strategies and action plans pertaining
to electrical systems, SCADA, and emergency generators.
Implement strategies and action plans as directed by appropriate ICS staff.
Develop and implement a plan for refueling emergency generators as needed.
Recovery
Continue Electrical & Emergency Power functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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INCIDENT SUPPORT FUNCTION 14
(ISF-14)
Laboratory Services
2.14.
Laboratory Services
PRIMARY:
Laboratory Services
SUPPORT:
Water Treatment
Wastewater Treatment
2.14.1. INTRODUCTION
For the purposes of this ISF, Sampling & Analysis refers to analyzing water and wastewater
samples to identify and quantify potential quality concerns.
2.14.2. MISSION
To ensure the water and wastewater treatment plants are effectively meeting or exceeding the
parameters required by their various Permits.
To identify and quantify foreign materials or contaminants in the water or wastewater systems.
2.14.3. CONCEPT of OPERATIONS
The Laboratory Staff has overall responsibility for the analysis function.
2.14.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Establish and maintain cooperative or mutual aid agreements with other water and/or
wastewater laboratories.
Maintain a working knowledge of any private or commercial laboratories in the area that could
be useful to GSWSA in an emergency, as well as their capabilities, contact names and
numbers, etc.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential sampling and analysis needs of the incident.
If our Lab cannot handle the incident needs alone, invoke mutual aid or cooperative
agreements with other water / wastewater laboratories, or solicit private / commercial
laboratories if necessary.
Assist Incident Command Staff in developing strategies and action plans pertaining to
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INCIDENT SUPPORT FUNCTION 14
(ISF-14)
Laboratory Services
sampling and analysis of the water and/or wastewater systems.
Implement strategies and action plans as directed by appropriate ICS staff.
Recovery
Continue Sampling & Analysis functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas
of performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 15
(ISF-15)
DAMAGE ASSESSMENT
2.15.
Damage Assessment
PRIMARY:
Incident Command Staff (Senior Staff)
SUPPORT:
Utility Management
Administration
Engineering
2.15.1. INTRODUCTION
For the purposes of this ISF, Damage Assessment refers to careful and methodical initial
evaluations of structures or facilities that may have been damaged, to determine the extent of
the damage, and to begin planning for appropriate repairs.
2.15.2. MISSION
Assess damaged or potentially damaged structures for life safety concerns or issues. Any area,
structure, or facility deemed not safe for human occupancy shall be declared and posted
“Unsafe - Off Limits”
Assess damaged or potentially damaged structures or facilities for functionality or operability
concerns or issues.
Assist with the development of repair plans as appropriate and necessary.
2.15.3. CONCEPT of OPERATIONS
The ICS has overall responsibility for the Damage Assessment function.
2.15.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Ensure all potential Damage Assessment Inspectors have a basic knowledge of structural
damage assessment methods and techniques.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential Damage Assessment needs of the incident; develop plans and
assignments for carrying out necessary inspections.
Assist Incident Command Staff in developing strategies and action plans for temporary or
permanent repairs as necessary.
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 15
(ISF-15)
DAMAGE ASSESSMENT
Recovery
Continue Damage Assessment functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas
of performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 16
(ISF-16)
INFORMATION SYSTEMS (IS)
2.16. Information Systems
PRIMARY:
IS
SUPPORT:
Administration
Engineering
2.16.1. INTRODUCTION
For the purposes of this ISF, Information Systems (IS) refers to computers, computerized systems
and networks, telephone system, computer applications and programs, and other Information
Technology (IT).
2.16.2. MISSION
To establish, maintain, and operate IS / IT systems and components as necessary to support the
needs of the Incident Command Staff and emergency personnel.
CONCEPT of OPERATIONS
The IS Department has overall responsibility for the Information Systems function.
2.16.3. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Ensure protective measures such as virus protection, firewalls, etc., are in place and up to date to
protect against hackers and other forms or cyber-attack.
Develop and maintain plans for supporting the GSWSA Emergency Operations Center’s IS / IT
needs during an emergency incident. (Networked PC, local printer, LCD projector, possible
network connections for laptops, telephones, etc.)
Develop and maintain plans for protecting GSWSA’s IS / IT systems from the effects of certain
emergency incidents if necessary. (For example, removing equipment from areas or locations
with a high potential for flooding.)
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the IS / IT needs of the incident, particularly related to ISF-1, Direction and Control, and
ISF-7, Situation Status.
Develop and implement plans and assignments for meeting the IS / IT needs of the incident.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 16
(ISF-16)
INFORMATION SYSTEMS (IS)
If Information Systems are the source or a consequence of the emergency incident, assist Incident
Command Staff in developing strategies and action plans regarding IS / IT.
Implement strategies and action plans as directed by ICS Staff.
Be prepared for needs to expand or change as the incident progresses.
Recovery
Continue the IS function as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 17
(ISF-17)
FINANCE & ACCOUNTING
2.17. Finance & Accounting
PRIMARY:
Accounting
SUPPORT:
Purchasing
Utility Management
Engineering
2.17.1. INTRODUCTION
For the purposes of this ISF, Finance & Accounting refers to managing and tracking the
expenses and finances related to an emergency incident and the associated preparation, response,
and recovery activities.
2.17.2. MISSION
To track and document expenses of, and provide and manage funding for, emergency
management activities associated with an incident.
2.17.3. CONCEPT of OPERATIONS
The Accounting Department has overall responsibility for the Finance & Accounting function.
2.17.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential financial and accounting / documentation needs of the incident.
Develop and implement plans and assignments for meeting the Finance & Accounting needs of
the incident.
Consider the potential need to provide emergency Payroll, should that normal process be
affected.
Recovery
Continue the Finance & Accounting function as required by the incident.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 17
(ISF-17)
FINANCE & ACCOUNTING
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 18
(ISF-18)
SUPPLIES & MATERIALS
2.18. Supplies & Materials
PRIMARY:
Purchasing
SUPPORT:
Accounting
2.18.1. INTRODUCTION
For the purposes of this ISF, Supplies & Materials refers to providing supplies and materials or
locating and purchasing them, in support of emergency incident activities and operations. (For
“major” purchases, refer to ISF-19, Purchasing & Procurement.)
2.18.2. MISSION
To provide or obtain supplies and materials necessary to support emergency incident activities
and operations.
2.18.3. CONCEPT of OPERATIONS
The Purchasing Department has overall responsibility for the Supplies & Materials function.
2.18.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Develop and implement a plan for ensuring a minimum amount of pre-determined Supplies &
Materials likely to be needed under various kinds of emergency conditions are available
through the Warehouse.
Maintain an assortment of outside vendors and suppliers who could provide such materials in
an emergency.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential Supplies & Materials needs of the incident and whether we can fill
these needs internally or need to turn to outside vendors / suppliers.
Develop and implement plans and assignments for meeting the Supplies & Materials needs of
the incident.
Be prepared for needs to expand or change as the incident progresses.
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 18
(ISF-18)
SUPPLIES & MATERIALS
Recovery
Continue the Supplies & Materials function as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas
of performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 19
(ISF-19)
PURCHASING & PROCUREMENT
2.19. Purchasing & Procurement
PRIMARY:
Purchasing
SUPPORT:
Accounting
Engineering
2.19.1. INTRODUCTION
For the purposes of this ISF, Purchasing refers to locating and purchasing “major” material,
supplies, or equipment items in support of the incident. (For “minor” purchases, refer to ISF-18,
Supplies & Materials.)
For the purposes of this ISF, Procurement refers to locating and obtaining professional or
specialized services in support of the incident. (For contracted services, refer to ISF-20,
Contracts.)
2.19.2. MISSION
To obtain “major” supplies, materials, equipment, or professional services necessary to support
emergency incident activities and operations
2.19.3. CONCEPT of OPERATIONS
The Purchasing Department has overall responsibility for the Purchasing & Procurement
function.
2.19.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities in this plan.
Maintain an assortment of vendors, suppliers, and service providers who could be contacted if
necessary during an emergency.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential Purchasing & Procurement needs of the incident.
Develop plans and assignments for meeting the Purchasing & Procurement needs of the incident.
Be prepared for the needs to expand or change as the incident progresses.
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CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 19
(ISF-19)
PURCHASING & PROCUREMENT
Recovery
Continue the Purchasing & Procurement function as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify the Environmental, Quality & Safety
Supervisor of any necessary updates or revisions to any part of MPW’s Emergency Management
Plans.
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 20
(ISF-20)
CONTRACTS
2.20. Contracts
PRIMARY:
Purchasing
SUPPORT:
Engineering
Accounting
2.20.1. INTRODUCTION
For the purposes of this ISF, Contracts refers to negotiating, obtaining, and possibly overseeing
support services and activities under written contractual agreements.
2.20.2. MISSION
To negotiate and obtain contracted services necessary to support incident operations and
activities.
2.20.3. CONCEPT of OPERATIONS
The Purchasing Department has overall responsibility for the Contracts function.
2.20.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Maintain an assortment of contractual service providers who could be called upon to assist
GSWSA during an emergency.
When possible and appropriate, negotiate contract terms in advance for services that are highly
likely to be necessary should an event occur. (For example, debris removal, fence repair, roof
repair, structural repair, etc.)
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the contractual support service needs of the incident.
Develop plans and assignments to obtain the necessary services through contract agreements.
If necessary and appropriate, manage / oversee the contract services.
Be prepared for the contract needs to expand or change as the incident progresses.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 20
(ISF-20)
CONTRACTS
Recovery
Continue the Contracts function as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas
of performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 21
(ISF-21)
CLAIMS MANAGEMENT
2.21. Claims Management
PRIMARY:
Administration
SUPPORT:
Purchasing
Accounting
2.21.1. INTRODUCTION
For the purposes of this ISF, Claims Management refers to the handling and management of
claims for damages or harm, whether against GSWSA, or originating from GSWSA against
another agency or organization.
2.21.2. MISSION
To receive, process, and manage claims for damages or harm originating from others against
GSWSA.
To initiate, process, and manage claims for damages or harm originating from GSWSA against
other agencies or organizations.
2.21.3. CONCEPT of OPERATIONS
The Administration Department has overall responsibility for the Claims Management
function.
2.21.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities under this plan.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential Damage Claim needs of the incident.
Develop plans and assignments to process and manage all claims associated with the incident.
Be prepared for the Claims Management needs to expand or change as the incident progresses
Recovery
Continue the Claims Management function as required by the incident.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 21
(ISF-21)
CLAIMS MANAGEMENT
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas
of performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 22
(ISF-22)
FACILITY SERVICES
2.22. Facility Services
PRIMARY:
Administration
SUPPORT:
HR
Water Distribution
2.22.1. INTRODUCTION
For the purposes of this ISF, Facility Services refers to a variety of duties related to the
operations and maintenance of GSWSA facilities – particularly the Operations Center – during
emergency management activities and operations. This may include setting up tables, chairs,
status boards, etc., in support of the Emergency Operations Center; ensuring timely and proper
installation of Hurricane Shutters if necessary; assisting with set up of cooking / sleeping areas
if necessary, etc.
2.22.2. MISSION
To provide general support and assistance for facility set up, operations, or maintenance related
to emergency management operations and activities.
2.22.3. CONCEPT of OPERATIONS
The Facilities Department has overall responsibility for the Facility Services function.
2.22.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all personnel are familiar with their duties and responsibilities in this plan.
During the month of June each year (or as otherwise directed due to increased threat or hazard
levels) inventory and inspect Operations Center Hurricane Shutters and associated hardware
and equipment, to ensure they are ready for immediate installation if necessary.
During the month of June each year (or as otherwise directed due to increased threat or hazard
levels), coordinate with ISF-4, Employee Wellbeing, to assist with inventory of supplies /
equipment / utensils, and augmenting these supplies as necessary.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential Facility Services needs of the incident; inventory appropriate supplies;
augment as necessary; develop implementation plans.
Coordinate support and assistance as necessary.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 22
(ISF-22)
FACILITY SERVICES
Be prepared for Facility Services needs to expand and change as the incident progresses.
Recovery
Continue the Facility Services function as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas
of performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 23
(ISF-23)
FACILITY LOCATES
2.23. Facility Locates
PRIMARY:
Inspections
SUPPORT:
Engineering
Taps & Repairs
Water Distribution
Wastewater Collections
2.23.1. INTRODUCTION
For the purposes of this ISF, Facility Locates refers to the physical locating and staking or
marking of lines, valves, and other facilities necessary to assist in restoring the system to
normal operations.
2.23.2. MISSION
To utilize all available resources in locating and marking GSWSA facilities to assist both
GSWSA emergency response actions and in support of other utility providers.
2.23.3. CONCEPT of OPERATIONS
The Inspections Department has overall responsibility for the locate function.
2.23.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities
under this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Coordinate emergency response actions with ISF-10 Water Distribution, ISF-12 Wastewater
Collections, and ISF-24 Facility Repairs
Implement strategies and action plans as directed by appropriate ICS staff.
Recovery
Continue facility locate functions as required by the incident.
Ensure discrepancies found on system maps, or physical changes made in the distribution
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 23
(ISF-23)
FACILITY LOCATES
system are properly forwarded to GIS for map updating.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas
of performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 24
(ISF-24)
FACILITY REPAIRS
2.24. Facility Repairs
PRIMARY:
Taps & Repairs
SUPPORT:
Construction
Engineering
Water Distribution
Wastewater Collections
2.24.1. INTRODUCTION
For the purposes of this ISF, Facility Repairs refers to the repairing of GSWSA’s water and
wastewater facilities.
2.24.2. MISSION
To maintain the integrity and functionality of the water transmission and distribution system and
wastewater collection and distribution system.
2.24.3. CONCEPT of OPERATIONS
The Taps and Repairs Department has overall responsibility for repairs of the water and
wastewater system.
2.24.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Determine the potential impact of the incident on the distribution system and coordinate with
ISF-10 Water Distribution and ISF-12 Wastewater Collections needs.
Assist Incident Command Staff in developing coordinated strategies and action plans regarding
repairs to the distribution system.
Implement strategies and action plans as directed by appropriate ICS staff.
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NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 24
(ISF-24)
FACILITY REPAIRS
Recovery
Continue repair functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary
updates or revisions to any part of GSWSA’s Emergency Management Plans.
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SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
INCIDENT SUPPORT FUNCTION 25
(ISF-25)
COORDINATION WITH OTHER UTILITY PROVIDERS
2.25. Coordination With Other Utility Providers
PRIMARY:
Engineering Design
SUPPORT:
Inspections
Taps & Repairs
Construction
Technical Services
2.25.1. INTRODUCTION
For the purposes of this ISF, Coordination with Other Utilities refers to providing locate and
coordination assistance to electrical, gas, telephone, Or TV cable providers.
2.25.2. MISSION
To assist other utilities by providing GSWSA facility locate actions necessary to aid in their
efforts to restore their systems to normal operations.
2.25.3. CONCEPT of OPERATIONS
The Engineering Department has overall responsibility for the facility locate functions.
2.25.4. RESPONSIBILITIES
Preparedness / Mitigation
Ensure all primary and support personnel are familiar with their duties and responsibilities under
this plan.
Coordinate with potential support departments, to pre-plan tentative roles and responsibilities.
Response
Obtain briefing and receive instructions from appropriate Incident Command Staff.
Assist Incident Command Staff in developing coordinated strategies and action plans regarding
the assistance requested from other utilities.
Implement strategies and action plans as directed by appropriate ICS staff.
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INCIDENT SUPPORT FUNCTION 25
(ISF-25)
COORDINATION WITH OTHER UTILITY PROVIDERS
Recovery
Continue assistance functions as required by the incident.
Develop and implement “Stand-Down” plans as appropriate.
Follow-Up
Within 10 days of any actual incident, drill, or exercise – review and critique applicable areas of
performance and associated plans & procedures. Notify Safety Manager of any necessary updates
or revisions to any part of GSWSA’s Emergency Management Plans.
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
3. Event Specific Guidelines
ESG
ESG 1
ESG 2
ESG 3
ESG 4
ESG 5
ESG 6
ESG 7
ESG 8
ESG 9
ESG 10
ESG 11
ESG 12
ESG 13
ESG 14
ESG 15
ESG 16
ESG 17
ESG 18
ESG 19
ESG 20
ESG 21
Description
Hurricane
Tornado
Earthquake
Severe Thunderstorm
Multiple Employees Injured
Employee Fatality
Power Outage
Telephone System Failure
SCADA Failure / Cyber Attack
IS Failure / Cyber Attack
Major Water Line Break
Water System Pressure Loss
Water System Contamination
Hazardous Material Release
Confined Space Emergency
Trench / Excavation Collapse
Fire / Explosion
Bomb Threat / Suspicious Package
Physical Assault / Violence
Armed Robbery
Terrorist Attack
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
3.1.
Hurricane
3.1.1. SITUATION
GSWSA and its service area are susceptible to all levels of tropical cyclones, from tropical
depressions to severe category 5 hurricanes. These tropical cyclones produce three major
hazards: high winds, storm surge / wave action, and rainfall induced flooding.
“Hurricane Season” for the Atlantic Ocean is June 1 through November 30 each year, although
tropical cyclones have occurred outside of these dates on rare occasion.
3.1.2. THREAT or HAZARD INFORMATION
Tropical Depression: An organized system of clouds and thunderstorms with a defined
circulation and maximum sustained winds of 38 mph (33 knots) or fewer.
Tropical Storm: An organized system of strong thunderstorms with a defined circulation and
sustained winds of 39 to 73 mph (34-63 knots).
Hurricane: An intense tropical cyclone with a well-defined circulation and sustained winds of
74 mph (64 knots) or higher. A hurricane’s strength is rated based on its maximum sustained
wind speed.
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HURRICANE
3.1.3. SAFFIR / SIMPSON HURRICANE INTENSITY CATEGORIES
Category
Maximum
Winds (MPH)
Maximum
Winds (KTS)
Storm Surge
(FT)
1
74 – 95
64 – 82
4–5
2
96 – 110
83 – 95
6–8
3
111 – 130
96 – 113
9 – 12
4
131 – 155
114 – 135
13 – 18
5
>155
>135
>18
Potential Damages
Damage to trees and signs
Generally no major damage to buildings
Considerable damage to trees and signs; some
trees blown down
Some roofing material, door and window damage
to buildings
Foliage blown off trees; large trees down
Some structural damage to buildings
Severe damage to mobile homes
Most trees and signs blown down
More extensive damage to structures, with some
complete roof failures; extensive damage to doors
and windows
Most trees and signs blown down
More extensive roof failures; severe and
extensive damage to doors and windows; some
complete building failures
Complete destruction of mobile homes
Storm Surge: A 50 to 100 mile wide swell, or surge of water that is pushed ahead of a land
falling tropical cyclone. It is usually greatest in the NW quadrant of the storm, near the eye
wall. This surge of high water, often topped by waves, can be devastating. Along the
immediate coastline, storm surge is the greatest threat to life and property.
Winds: A storm’s winds will be strongest in and near the eye wall. Hurricanes can also
produce tornadoes which most often occur in the rain bands well away from the eye.
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Storm Watch: Indicates the stated weather condition (Tropical Storm or Hurricane) is
possible within the Watch area, usually within 36 hours.
Storm Warning: Indicates the stated weather condition (Tropical Storm or Hurricane) is
expected within the Warning area, usually within 24 hours.
3.1.4. CONCEPT of OPERATIONS
The Operating Condition (OPCON) Levels defined in Section 3.1.5 of the Basic Plan
have been applied to the likelihood and possible timing of a storm affecting our area.
Many times, GSWSA will typically follow Horry County as they move from one
OPCON to another. However, in some situations, GSWSA OPCON levels may vary.
The preparedness and response operations and activities defined in this hurricane plan
have been separated to coincide with the various OPCON levels outlined below.
Once activated, no employee or department shall Stand Down until that specific directive
has been given by appropriate Incident Command Staff.
3.1.4.1.
Business Interruption
Beginning at OPCON 4 through a return to normal operations, Billing and
Collections Department should suspend issuance of non-payment meter pull work
orders.
Each storm’s intensity and anticipated time of landfall will have a direct impact on the
degree to which normal business operations are affected. The following general
guidelines are provided to aid the Incident Commander in making business interruption
decisions
Should a hurricane approach during normal business office hours, the following will
serve as guidance for staffing and the closing of the business office.
When the sustained wind speed reaches 35 mph and is expected to continue or
increase, staff not having emergency or critical facility operations
responsibilities may be released. Customer support staff may be retained to
continue providing limited customer support services and the phone system
would remain in normal operating mode.
When the sustained wind speed reaches 40 mph and is expected to continue or
increase, all employees not required to remain on duty as emergency personnel
or critical facility operators shall be released from duty. The Administrative
Office shall be closed and an office closing press release shall be forwarded to
the appropriate news agencies. The phone system shall be switched to forward
calls to the answering service.
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
Should the answering service anticipate not being available to respond to
customer calls, GSWSA staff will continue to provide around the clock
customer support services.
Should a hurricane occur outside normal office hours, staff will be advised to return to
work as soon as conditions allow as determined by the Incident Commander. Staff
should contact the Employee Emergency Information Line or their immediate supervisor
for instructions.
3.1.5. Hurricane OPCONs
OPCON
ACTIVATION CRITERIA
5
During Hurricane Season, June 1 – November 30 each year
4
An emergency situation that may require activation and implementation of Emergency
Management Plan is POSSIBLE. Generally 72 hours prior to mandatory evacuation,
5 day cone of Probability
3
An emergency situation requiring full or partial activation of the EOC and Emergency
Management Plan is LIKELY. Generally 36 hours prior to mandatory evacuation, 3
day cone of probability. HC EOC activated. Indications storm will impact county.
2
An emergency situation that may require full activation of the EOC and
implementation of Emergency Management Plan is IMMINENT. Generally 25 prior
to mandatory evacuation.
1
An emergency situation requiring full activation and implementation of Emergency
Management Plan IS OCCURRING; emergency response operations are underway;
the highest level of emergency operations. Generally 16 hours prior to mandatory
evacuation.
Recovery
When storm conditions have ended, and efforts shift to the process of restoring all
systems to their pre-emergency condition, or normal operations.
3.1.6. Common Objectives (ALL Departments and ISFs)
Ensure that all personnel are familiar with the Basic Plan.
Ensure necessary emergency plans and procedures in place and up to date, and that all
employees have been trained on them.
The “Primary” Department of each ISF shall coordinate and pre-plan as necessary with
all “Support” Departments beginning in OPCON 5.
Ensure the necessary tools, equipment, supplies, spare parts, etc., are inventoried,
available, and in good working order. Augment as necessary.
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
Keep employees informed of key events and activities.
 Status Boards may be posted to show current OPCON and storm status.
 Radio and Operations Center intercom announcements will be made whenever
OPCON changes occur.
 E-mails will be sent to the newsgroups for all OPCON changes.
 The “Emergency Information Line” (443-8200 menu option #9) will be updated
routinely to provide information on current operations.
Keep all systems operating efficiently as long as possible considering employee safety
and the need to correctly close down facilities to protect them from damage. Shut down
facilities and systems in a manner which protects personnel and equipment, makes the
most efficient use of limited resources, leaves the facility as protected as possible, and
allows for quick reactivation.
Provide appropriate and timely information to our customers.
3.1.7. RESPONSIBILITIES
3.1.7.1.
OPCON 5
ISF-1 DIRECTION and CONTROL
 Review ISF-1.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-2 HUMAN RESOURCES and ACCOUNTABILITY
 Review ISF-2.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Verify or update each employee’s confidential emergency information, including home
address, home phone number, and contact information should employee evacuate area.
Issue replacement ID badges as needed.
ISF-3 EMERGENCY COMMUNICATIONS
 Review ISF-3.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Ensure Draft Press Releases are accurate and up to date.
 Verify or update media contact names and numbers.
ISF-4 EMPLOYEE WELLBEING
 Review ISF-4.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-5 DISPATCH
 Review ISF-5.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
ISF-6 TELEPHONES
 Review ISF-6.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-7 SITUATION STATUS (SITSTAT)
 Review ISF-7.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Ensure Hurricane Tracking Maps and Charts are readily available.
ISF-8 RESOURCE STATUS (RESTAT)
 Review ISF-8.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Ensure Generator Tracking System is ready to implement.
ISF-9 WATER TREATMENT
 Review ISF-9.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Verify supplies are available for boarding Plant windows if necessary.
ISF-10 WATER DISTRIBUTION
 Review ISF-10.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-11 WASTEWATER TREATMENT
 Review ISF-11.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Verify supplies are available for boarding Plant windows if necessary.
ISF-12 WASTEWATER COLLECTION
 Review ISF-12.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-13 ELECTRICAL and EMERGENCY POWER
 Review ISF-13.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Ensure Emergency Generator fuel tanks are kept at least 3/4 full.
 Confirm arrangement with fuel suppliers.
ISF-14 SAMPLING and ANALYSIS
 Review ISF-14.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-15 DAMAGE ASSESSMENT
 Review ISF-15.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
ISF-16 INFORMATION SYSTEMS
 Review ISF-16.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-17 FINANCE and ACCOUNTING
 Review ISF-17.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-18 SUPPLIES and MATERIALS
 Review ISF-18.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Ensure adequate emergency supplies are in stock and available for use in the event of
emergency operations. (Examples include, but are not limited to, flashlights, batteries,
plastic, rope, rain gear, tire patching / plugging supplies, first aid kits etc.) A detailed
list shall be provided to Safety Manager.
ISF-19 PURCHASING and PROCUREMENT
 Review ISF-19.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-20 CONTRACTS
 Review ISF-20.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-21 CLAIMS MANAGEMENT
 Review ISF-21.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
 Ensure GSWSA has current versions of the proper FEMA-required forms and
documents for tracking damages and losses.
ISF-22 FACILITY SERVICES
 Review ISF-22.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-23 FACILITY LOCATES
 Review ISF-23.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-24 FACILITY REPAIRS
 Review ISF-24.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
ISF-25 COORDINATION WITH OTHER UTILITY PROVIDERS
 Review ISF-25.
 Review Hurricane Plan Section 3.1.6, Common Objectives.
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
3.1.7.2.
OPCON 4
ALL INCIDENT SUPPORT FUNCTIONS (ISF)
 Review specific ISF Responsibilities, Hurricane Plan Common Objectives, and
ensure completion of assigned OPCON 5 tasks and activities.
ISF-1 DIRECTION and CONTROL
 Ensure appropriate departments are increasing preparedness activities in accordance
with this plan.
ISF-3 EMERGENCY COMMUNICATIONS
 Review Draft Press Releases; update or revise as necessary.
 Test Satellite phones and begin battery charging
 Test Radio’s
ISF-4 EMPLOYEE WELLBEING
 Begin developing plans for augmenting food supplies if needed.
ISF-5 DISPATCH
 Broadcast general radio and intercom announcements regarding OPCON change,
and other information as requested by Safety Manager.
 E-mail OPCON changes to “Everyone” group.
ISF-7 SITUATION STATUS (SITSTAT)
 Monitor the storm closely; provide routine status reports.
 Monitor Horry County Emergency Preparedness Department (EPD) WEBEOC web
site for information regarding Horry County’s status and activities.
ISF-8 RESOURCE STATUS (RESTAT)
 Print SCWARN contact and resource information.
 Inventory vehicle spare keys; obtain any missing keys.
ISF-9 WATER TREATMENT
 Ensure a 14 day supply of treatment chemicals is on-hand or immediately available;
consider alternate methods to chlorinate should it become necessary.
ISF-10 WATER DISTRIBUTION
 Review locations of key system valves should portions of the system need to be
isolated; consider physically locating and exercising any questionable valves.
 Ensure all system pressure sensors and chlorine analyzers are operational, and
disinfection chemical tanks are full.
 Ensure 14 day supply of treatment chemicals is on hand or immediately available;
consider alternate methods to treat water should primary treatment chemicals not be
available.
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ISF-11 WASTEWATER TREATMENT
 Ensure a 14 day supply of treatment chemicals is on-hand or immediately available;
consider alternate methods to chlorinate should it become necessary.
ISF-12 WASTEWATER COLLECTION
 Ensure By-Pass Pump and other vital equipment are located and in working order.
ISF-18 SUPPLIES and MATERIALS
 Review emergency supplies and purchase additional supplies as needed.
ISF-19 PURCHASING AND PROCURRMENT
ISF-23 FACILITY LOCATES
 Update all mapping information and locate all as-built documents.
ISF-24 FACILITY REPAIRS
 Inventory repair parts and obtain any necessary parts to complete repairs.
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3.1.7.3.
OPCON 3
ALL INCIDENT SUPPORT FUNCTIONS (ISF)
 Review specific ISF Responsibilities, Hurricane Plan Common Objectives, and
ensure completion of assigned OPCON 4 tasks and activities.
 Ensure all departments and ISFs begin to record all Emergency Management
activities on a FEMA Timesheet to document employees’ time.
 Pick up and secure objects that could become missiles in high wind.
 Until GSWSA returns to normal operations, Billing and Collections
Department should suspend issuance of non-payment meter pull work orders.
ISF-1 DIRECTION and CONTROL
 Although not all of these positions will be tasked at this point, review staff
assignments for the following ICS positions (primary or backup staff): (Refer to
Section 12.7 of the Basic Plan, ICS Position Assignments.)
o Incident Commander
o Public Information Officer
o Spokesperson
o Operations Section Chief
o Engineering Section Chief
o Planning & Logistics Section Chief
o Finance Section Chief
o Others as necessary
 These persons can enlist assistance and support as necessary and can begin to
expand their organizational areas as appropriate, in accordance with the GSWSA
Generic ICS Structure and NIMS ICS. (Safety Manager will provide guidance and
assistance in developing and implementing NIMS ICS.)
 Ensure all departments and ISFs begin to record all Emergency Management
activities on a FEMA Timesheet.
 Begin preparations for setting up and activating the Emergency Operations Center
(EOC) if necessary.
ISF-2 HUMAN RESOURCES and ACCOUNTABILITY
 Send Evacuation Information Log forms out to all departments.
ISF-3 EMERGENCY COMMUNICATIONS
 Review need to issue Press Releases with pre-storm information.
ISF-4 EMPLOYEE WELLBEING
 Purchase perishable food items and other supplies as necessary.
 Begin finalizing food service plans and preparations.
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
ISF-5 DISPATCH
 Broadcast general radio and intercom announcements regarding OPCON change and
other information as requested by Safety Manager.
 E-mail OPCON changes to “Everyone” group.
ISF-6 TELEPHONES
 Should the answering service not be prepared to continue operations throughout the
storm, assign and schedule staff to provide continuous customer support services.
ISF-9 WATER TREATMENT
 Keep all storage tanks as close to full as possible.
 Consider potential operational strategies involving closing tank valves, shutting
pumps off, etc.
 Consider increasing chlorine feed rates, to increase chlorine residuals in the
Distribution System.
 Pick up and secure objects that could become missiles in high wind.
ISF-10 WATER DISTRIBUTION
 Locate, inventory, and ensure readiness of equipment such as backhoes, excavators,
trailers, air compressors, pumps, saws, etc.
 A detailed list of all available equipment shall be provided to the Operations Section
Chief and to ISF-8, Resource Status.
 List of shelters & critical customers in the county to ensure water supply.
o http://www.horrycounty.org/hurricane_info/shelters.asp
o Sec 5.5 Critical customers
ISF-11 WASTEWATER TREATMENT
 Pick up and secure objects that could become missiles in high wind.
ISF-12 WASTEWATER COLLECTION
 Locate, inventory, and ensure readiness of equipment such as backhoes, excavators,
trailers, air compressors, portable generators, pumps, traffic control devices, saws,
etc. A detailed list of all available equipment shall be provided to the Operations
Section Chief and to ISF-8, Resource Status.
 List of shelters & critical customers in Horry County to better manage waste
treatment needs :
o http://www.horrycounty.org/hurricane_info/shelters.asp
o Sec. 5.5 Critical Customers
ISF-13 ELECTRICAL and EMERGENCY POWER
 Pre-position portable emergency diesel generators as necessary.
 Consider evacuating portable generators if necessary.
ISF-14 SAMPLING and ANALYSIS
 Ensure adequate supplies are on hand to meet additional sampling and analysis
requirements if necessary.
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HURRICANE
ISF-15 DAMAGE ASSESSMENT
 Ensure adequate supplies of film, videotapes, batteries, etc., for documenting
damages to facilities and structures.
ISF-16 INFORMATION SYSTEMS
 Prepare “Vital Records” for evacuation if necessary (back-ups).
 Consider the need for systems to be shut down, evacuated, etc.
 As directed by the Incident Commander, assign and schedule staff to provide
continuous IT support services.
ISF-17 FINANCE & ACCOUNTING
 Consider the potential need to provide emergency Payroll should that normal process
be affected by the timing of the storm.
 Distribute FEMA Timesheets, and other necessary forms required for cost recovery
documentation.
ISF-18 SUPPLIES and MATERIALS
 As directed by the Incident Commander, assign and schedule staff to issue
supplies during storm preparations, damage assessment, and recovery.
ISF-19 PURCHASING AND PROCURRMENT
 As directed by the Incident Commander, assign and schedule staff to issue
purchase orders and purchase major materials, supplies, and equipment during
storm preparations, damage assessment, and recovery.
ISF-21 CLAIMS MANAGEMENT
ISF-22 FACILITY SERVICES
 Develop a plan for bracing EOC if needed.
 Assist ISF-1, ISF-4, and ISF-5 as necessary.
ISF-23 FACILITY LOCATES
ISF-24 FACILITY REPAIRS
ISF-25 COORDINATION WITH OTHER UTILITY PROVIDERS
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HURRICANE
3.1.7.4.
OPCON 2
ALL INCIDENT SUPPORT FUNCTIONS (ISF)
 Review specific ISF Responsibilities, Hurricane Plan Common Objectives, and
ensure completion of assigned OPCON 3 tasks and activities.
 Fuel vehicles and portable equipment.
 Ensure Evacuation Information Logs have been completed and forwarded to ISF2, HR & Accountability.
 As appropriate, develop Duty Rosters and Shift Schedules for 24-hour coverage.
 When appropriate, non-emergency personnel shall be released from duty before
conditions become hazardous.
 If emergency or critical facility operations personnel must be out working as
weather conditions begin to deteriorate and sustained wind speed reaches 45 mph,
dispatch will implement “Radio Accountability”. Radio Accountability calls for
tracking the location and activities of all exposed personnel. Once sustained wind
speed reaches 55 MPH, conditions may be declared “Hazardous” and all
personnel may be advised to promptly discontinue field activities and report to
their assigned base for the duration of the storm.
 Consider where to stage vehicles and rolling equipment, to minimize the potential
for damage from trees, wind-blown objects, and flooding. (With IC’s approval,
consider assigning units to employees who are “sheltering” at home but available
to respond during Response / Recovery phase.)
ISF-1 DIRECTION and CONTROL
 Finalize assignments and implementation of ICS as necessary.
 Activate EOC at level necessary.
 Determine “emergency cash” to have on-hand at EOC.
ISF-2 HUMAN RESOURCES and ACCOUNTABILITY
 Compile all Evacuation Information Logs.
ISF-3 EMERGENCY COMMUNICATIONS
 Review need to issue Press Releases with pre-storm information.
 Distribute Satellite Phones to designated EOC staff.
ISF-4 EMPLOYEE WELLBEING
 Finalize food service and bedding arrangements as necessary.
ISF-5 DISPATCH
 Prepare for “Radio Accountability” for field personnel as weather conditions
deteriorate.
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EVENT SPECIFIC GUIDELINES 1
(ESG-1)
HURRICANE
ISF-6 TELEPHONES
 Should the answering service not be prepared to continue operations throughout the
storm, staff to provide continuous customer support services.
 Notify waste haulers stations are to be shut down, no more deliveries accepted.
ISF-7 SITUATION STATUS (SITSTAT)
 Activate the Employee Emergency Information Line (EIL) and routinely update
message to reflect current conditions.
ISF-8 RESOURCE STATUS (RESTAT)
 As appropriate, make contact with mutual aid responders to get final status of
available resources.
ISF-9 WATER TREATMENT
 Cover plant windows as appropriate.
 Finalize plans for isolating tanks, raising chlorine residuals, pump operations, etc.
ISF-10 WATER DISTRIBUTION
 Make preparations to isolate coastal area water systems as outlined by the Incident
Commander.
 Secure ASR Wells as appropriate.
ISF-11 WASTEWATER TREATMENT
 Cover plant windows with plywood as appropriate.
 Schedule shutdown of waste receiving station coordinate with ISF-6 notifying
waste haulers
ISF-12 WASTEWATER COLLECTION
 Until “Hazardous Conditions” are declared(wind speeds of 50-55 mph) attempt to
keep Pump Stations operational as long as safely possible.
 Make preparations for emergency power as needed and coordinate with ISF-13
ISF-13 ELECTRICAL and EMERGENCY POWER
 Position emergency generator for the Operations Center.
 Place facility on emergency power as necessary.
 If significant flooding is forecast due to a Category 4 or 5 storm personnel may be
assigned to move portable generators to pre-determined safe areas to protect them
from flood damage.
ISF-16 INFORMATION SYSTEMS
 As directed by the Incident Commander, provide continuous IT support services.
ISF-18 SUPPLIES and MATERIALS
 As directed by the Incident Commander, continue issuing supplies during storm
preparations, damage assessment, and recovery.
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HURRICANE
ISF-19 PURCHASING AND PROCURRMENT
 As directed by the Incident Commander, continue issuing purchase orders and
purchase major materials, supplies, and equipment during storm preparations,
damage assessment, and recovery.
ISF-22 FACILITY SERVICES
 As appropriate, install protective covering over windows at the EOC.
ISF-24 FACILITY REPAIRS
 Secure all valves and equipment to protect and be prepared for quick response.
ISF-25 COORDINATION WITH OTHER UTILITY PROVIDERS
 Contact other utility providers to establish communications and review
coordinated recovery efforts.
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HURRICANE
3.1.7.5.
OPCON 1
(IMPORTANT NOTE: OPCON 1 is generally reserved for major hurricanes, so this
level will not always be enacted, even for a direct hit by a hurricane.)
ALL INCIDENT SUPPORT FUNCTIONS (ISF)



EOC fully activated
Equipment has been positioned.
Staff sheltered and waiting for orders to begin response and recovery efforts.
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(ESG-1)
HURRICANE
3.1.8. RESPONSE & RECOVERY
ALL INCIDENT SUPPORT FUNCTIONS (ISF)

NO Response or Recovery activities, damage assessments, or any other field
operations shall occur until “Hazardous Conditions” are declared over and
activities are coordinated and directed through appropriate ICS Staff.

The initial 24 to 72 hours following a hurricane will actually be the “Response”
phase of emergency management operations and can be extremely busy and quite
chaotic. This initial Response / Recovery phase can require Full Activation of the
GSWSA Emergency Operations Center (EOC) and full implementation of the
Incident Command System (ICS).

Each ISF should consult their individual Incident Support Function
Responsibilities for Response / Recovery objectives.

Once Response / Recovery activities begin, KEEP DISPATCH INFORMED.

Ensure emergency response personnel are activated for missing employees,
injured employees, chemical spills / releases, etc.

ALL Response / Recovery activities shall follow the Priorities outlined in Section
1.2 of the Basic Plan.

Employees needing information about returning to work can call the Emergency
Information Line (EIL) at 443-8200 menu option #9 to hear a message.

ALL EMPLOYEES RETURNING TO WORK – CHECK IN WITH THE
DESIGNATED Supervisor or Section Chief.
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EVENT SPECIFIC GUIDELINES 2 (ESG-2)
TORNADO
3.2.
Tornado
3.2.1. SIITUATION
GSWSA and its service area are susceptible to the threat of tornadoes. According
to the South Carolina Emergency Management Division, South Carolina has
averaged 11 tornadoes each year since 1950, resulting in 47 fatalities and over
1,000 injuries. South Carolina ranks twenty-sixth (26TH) in the nation for the
number of tornado strikes, and eighteenth (18TH) in the number of tornadoes per
square mile.
Horry County averages somewhere around 2-3 Tornado Warnings each year. In
addition, there may be another 2-3 Waterspout sightings each year along our
coastline.
The most common period for tornadoes in South Carolina is during the months of
March, April, and May, between 3:00 p.m. and 9:00 p.m. However, tornadoes
can and do occur outside of these time frames.
While most tornadoes occurring in South Carolina, and in Horry County, are not
particularly large or powerful (usually F0 or F1), they can and do result in
damage, injuries, power outages, etc.
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TORNADO
3.2.2. The FUJITA SCALE of TORNADO INTENSITY
F-Scale
Number
Tornado
Intensity
Phrase
Wind
Speed
(MPH)
F0
Gale
40 – 72
F1
Moderate
73 – 112
F2
Significant
113 – 157
F3
Severe
158 – 206
F4
Devastating
207 – 260
F5
Incredible
261 – 318
F6
Inconceivable
319 - 379
Types of Damage
Some damage to chimneys; breaks branches off
trees; pushes over shallow-rooted trees; damages
signboards.
Reaching hurricane wind speeds; peels surface off
roofs; mobile homes pushed off foundations or
overturned; moving vehicles pushed off the road;
attached garages may be destroyed.
Considerable damage. Roofs torn off frame
houses; mobile homes demolished; boxcars
pushed over; large trees snapped or uprooted; light
object missiles generated.
Roof and some walls torn off well-constructed
houses; trains overturned; most trees uprooted.
Well-constructed houses leveled; structures with
weak foundations blown off some distance; cars
thrown and large missiles generated.
Strong frame houses lifted off foundations and
carried considerable distances to disintegrate;
automobile sized missiles fly through the air in
excess of 100 yards; trees debarked; steel
reinforced concrete structures badly damaged.
These winds are very unlikely, but would result in
total destruction.
3.2.3. THREAT or HAZARD INFORMATION
Tornado: A funnel-shaped, rotating column of air, extending from a cloud base
to the ground. Wind speeds can range from 40 mph to over 250 mph.
Tornado Watch: Issued by the National Weather Service when conditions are
favorable for the formation of tornadoes. Indicates a tornadoe could form.
Tornado Warning: Issued by the National Weather Service when a tornado has
actually been sighted or is indicated by weather radar. Indicates a tornado has
formed.
Waterspout: A funnel-shaped, rotating column of air, extending from a cloud
base to a body of water such as the ocean or a large lake. In this region they are
typically fairly weak, but they can reach F0 or F1 tornado wind speeds. (These
are technically not classified as tornadoes unless they move onto land.)
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TORNADO
3.2.4. CONCEPT of OPERATIONS
Tornadoes can form very quickly, and with the average forward speed of a
tornado being about 30-35 mph, there is often little if any time for advance
warning or planning.
Safety Manager receives most weather watches and warning through other
sources as well.
TORNADO WATCH
 The GSWSA Dispatch Center, when requested by Safety Manager, shall
broadcast the Tornado Watch as follows:
 Announcement over the 800 MHz radio on GSWSA Channel 1
 Announcement over the 800 MHz radio on GSWSA Channel 2
 Announcement over the Administrative and Operation Center intercom
system
 E-mail sent to the newsgroups
All employees should remain alert for severe weather, and be ready to take the
appropriate actions if necessary.
TORNADO WARNING (for the Grand Strand Water & Sewer Authority
service area, but NOT near Administrative and Operation Centers)
The GSWSA Dispatch Center, when requested by Safety Manager, shall
broadcast the Tornado Warning as follows:
 Announcement over the 800 MHz radio on GSWSA Channel 1
 Announcement over the 800 MHz radio on GSWSA Channel 2
 Announcement over the Administrative and Operations Centers intercom
system
If the Warning area is near any other GSWSA facility, Dispatch shall attempt to
notify any personnel who may be at that facility via phone or radio.
All employees should remain alert for severe weather, and be ready to take the
appropriate actions if necessary.
TORNADO WARNING (for the vicinity of the Administrative and Operations
Centers)
The GSWSA Dispatch Center shall immediately broadcast the Warning as
follows:
 Announcement over the 800 MHz radio on GSWSA Channel 1
 Announcement over the 800 MHz radio on GSWSA Channel 2
 Announcement over the Admin and Operations Centers intercom system
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TORNADO
All other personnel at the Operations Center shall immediately move away
from exterior walls and windows, move to an interior hallway and close
office doors. Also close the Shop roll-up doors. DO NOT GO OUTSIDE !
If a tornado begins to actually impact the Administrative and Operation
Center, all personnel should get in a “duck-and-cover” position, kneeling
down with your head down, using your hands and arms to cover your head
and neck.
When the threat has passed, Dispatch will announce “All Clear”, and all
personnel can resume normal activities.
For post-tornado activities, follow the Priorities in Section 1.2.2 of the Basic Plan.
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EVENT SPECIFIC GUIDELINES 3 (ESG-3)
EARTHQUAKE
3.3.
Earthquake
3.3.1. SITUATION
GSWSA and its service area are susceptible to the threat of earthquakes.
With a significant portion of GSWSA’s assets and infrastructure being below
ground, a major earthquake could be devastating to these systems.
A major earthquake would completely overwhelm all local emergency services and
emergency management resources, and Federal assistance could potentially take
days to get mobilized, on site, and operational.
3.3.2. THREAT or HAZARD INFORMATION
Earthquakes are common in South Carolina. Approximately 10 to 15 earthquakes
are recorded annually, with 3 to 5 of those being strong enough to be felt by people.
Approximately 70% of all South Carolina earthquakes (7 to 10 each year) occur in
the Middleton Place-Summerville Seismic Zone.
The Middleton Place-Summerville Seismic Zone was the site of the 1886
Charleston/Summerville earthquake. It is estimated to have been a magnitude 7.3,
making it the largest earthquake in recorded history in the entire eastern United
States, and was the most destructive United States earthquake of the 19TH century.
Approximately 100 people were killed, and damages were estimated to be $5 to $6
million dollars (in 1886 dollars).
Earthquake experts forecast a 40 to 60 percent chance of a magnitude 6 earthquake
occurring in the eastern United States within the next 30 years.
3.3.3. CONCEPT of OPERATIONS
Earthquakes strike without warning; there is no time for “last minute” preparations.
In the event of an earthquake, after ensuring your own safety, all personnel should
remain on standby and report to their immediate supervisor and monitor the
Employee Emergency Phone Line. If unable to travel to the EOC, attempt to
establish contact with someone to report your location and status - day or night.
All forms of communication are likely to be out of service, particularly during the
first several hours until these systems can implement their emergency plans. This
includes two-way radios, cell phones, and landline phones.
A major earthquake will require full-scale implementation of this Plan.
3.3.4. PREPAREDNESS / MITIGATION
Chlorine and ammonia cylinders shall be secured in place at all times, with devices
strong enough to prevent them from falling or rolling.
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EARTHQUAKE
Tall cabinets, bookshelves, electrical panels, control centers, etc., should be secured
in place to prevent them from falling over.
Gas and electrical appliances, such as water heaters, should be secured to prevent
them from shifting and damaging attached utilities.
Large, heavy, and/or unstable objects should not be placed on upper shelves or on
top of tall cabinets or shelves unless securely restrained.
3.3.5. RESPONSE
GENERAL
If inside, STAY THERE. Many injuries occur as people try to run into or out of
buildings and are struck by falling debris, glass, etc.
Move away from large windows or large object that may fall. Take cover under a
sturdy desk or table, or get inside a doorway in an inside wall and hold on.
If outside, move away from buildings, power poles, large trees, etc.
If in a moving vehicle, stop as quickly as you can and stay in the vehicle, but try to
avoid stopping next to buildings, power poles, large trees, etc.
RESPONSE
Be prepared for aftershocks, which can occur repeatedly during the moments, days,
weeks, or even months after the main earthquake. Aftershocks are typically less
intense than the main earthquake, but may still cause structures or objects that were
damaged in the main quake to fail or collapse.
Ensure your own safety! Assess yourself for potential injuries. Assess your
surroundings for potential hazards.
Assist others if you can do so SAFELY. Do not put your own safety at risk.
Attempt to contact emergency services (Fire Department, EMS, Rescue Squad, etc.)
for injured or trapped employees. NOTE: Emergency services will likely be
completely overwhelmed. “Professional” help may not be available for up to 72
hours. WE MUST BE PREPARED TO TAKE CARE OF OURSELVES.
Evacuate buildings or structures if there is any question about their safety. Do not
allow others to enter until it has been assessed and cleared as safe to enter.
Report to, or check-in with, the Operations Center.
Work with ICS Staff to develop and implement a PLANNED and
COORDINATED Action Plan, with well-defined priorities and clear, specific
objectives. Doing what you think needs to be done (called freelancing) may very
well be the wrong thing to do, and just might be extremely dangerous.
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EVENT SPECIFIC GUIDELINES 3 (ESG-3)
EARTHQUAKE
All initial Response activities shall be done in accordance with the Priorities
established in Section 1.2.2 of the Basic Plan. Following are some example
activities that may apply under the ICS Priorities.
LIFE SAFETY
 Care for injured persons.
 Search for missing / unaccounted for persons.
 Assist GSWSA personnel in the rescue of their families.
 Ensure hazardous material leaks / releases that pose a threat to the community
are stopped and contained.
 Communicate with the Fire Department. Make water available for fire fighting,
even if it is non-potable. (Fires often cause tremendous additional damage
following an earthquake.)
 If available, utilize our specialized equipment (backhoes, excavators, Vac
Truck, wastewater video cameras, shoring equipment, technical rescue
equipment, etc.) to assist with community search and rescue.
 If necessary, isolate undamaged water storage tanks to preserve any water still
in the tanks.
 Restore water service to Critical Customers. (Hospitals, shelters, the Town’s
Emergency
INCIDENT STABILIZATION
 Ensure all other hazardous or potentially hazardous conditions are addressed or
safeguarded.
 Begin to stabilize and restore the water system.
 Begin to stabilize and restore the wastewater system.
PROPERTY CONSERVATION
 Ensure spilled hazardous materials are cleaned up to minimize the effects on
surrounding properties and the environment.
 Ensure our Recovery activities are not causing further harm or damage to any
Commission, private, or public properties.
 Ensure our Recovery activities are not causing further harm or damage to the
environment.
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SEVERE THUNDERSTORM
3.4.
Severe Thunderstorm
3.4.1. SITUATION
NOAA’s National Severe Storms Laboratory defines a severe
thunderstorm as having either tornadoes, gusts at least 58 mph, or
hail at least 3/4 inch in diameter
GSWSA and its service area are susceptible to the threat of severe thunderstorms.
In addition to tornadoes, which severe thunderstorms can produce (refer to ESG-2),
the other hazards of these storms are lightning, strong winds, flash flooding, and
hail.
Lightning causes an average of 80 fatalities and 300 injuries each year across the
nation. Lightning is involved with each and every one of the approximately 100,000
thunderstorms that occur each year in the United States. About 10% of these, or
10,000 storms, are classified as “Severe.”
Winds associated with a severe thunderstorm can exceed 100 mph and cause
damage equal to a tornado. This straight-line wind is called a downburst or
microburst, and comes from fast-moving air coming down out of a storm and
striking the ground.
Flash Flooding is the leading cause of death associated with thunderstorms,
averaging more than 140 fatalities per year. This hazard is minimized in the “flatland” of our region, but is still a potential threat under certain conditions.
Hail causes more than $1 billion in property damage each year.
In our region, thunderstorms typically occur during the warm summer months,
fueled by the heating of the air that occurs. At any given moment around the world,
there are approximately 1,800 thunderstorms in progress, totaling more than 16
million per year.
3.4.2. THREAT or HAZARD INFORMATION
Thunderstorm: A storm that produces lightning, generally involving heavy rain.
Severe Thunderstorm: A thunderstorm that produces a tornado, hail at least ¾ inch
in diameter, or winds of 58 mph or stronger.
Severe Thunderstorm Watch: Issued by the National Weather Service when
conditions are favorable for the formation of severe thunderstorms. Indicates these
storms could form.
Severe Thunderstorm Warning: Issued by the National Weather Service when a
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SEVERE THUNDERSTORM
severe thunderstorm has formed.
3.4.3. CONCEPT of OPERATIONS
SEVERE THUNDERSTORM WATCH
 The GSWSA Dispatch Center, when requested by Safety Manager, shall
broadcast the Tornado Watch as follows:
 Announcement over the 800 MHz radio on GSWSA Channel 1
 Announcement over the 800 MHz radio on GSWSA Channel 2
 Announcement over the Admin and Operations Centers intercom system
 E-mail sent to the newsgroups
All employees should remain alert for severe weather, and be ready to take the
appropriate actions if necessary.
SEVERE THUNDERSTORM WARNING (for the Grand Strand Water &
Sewer Authority service area)
The GSWSA Dispatch Center shall immediately broadcast the Warning as
follows:
 Announcement over the 800 MHz radio on GSWSA Channel 1
 Announcement over the 800 MHz radio on GSWSA Channel 2
 Announcement over the Administrative and Operations Centers intercom
system
 E-mail sent to the newsgroups
All employees should remain alert for severe weather, and be ready to take the
appropriate actions if necessary.
Foremen or supervisors with field jobs planned or in progress shall make every
effort to postpone the work until the threat of severe weather has passed.
3.4.4. SEVERE THUNDERSTORM IN PROGRESS
In the field, get inside a vehicle and do not touch anything metal.
In a building, move away from large windows, large electrical appliances or
equipment, avoid using corded telephones if possible, and DO NOT wear a corded
headset connected to a corded telephone. (Wireless headsets, cordless phones, and
cellular phones do not present a danger.)
If caught outside and unable to get to shelter or a vehicle, stay away from tall trees,
power poles, etc., which may act to attract lightning. Do not touch, hold, or stay
next to anything metal.
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EVENT SPECIFIC GUIDELINES 4 (ESG-4)
SEVERE THUNDERSTORM
If outside and you feel your skin tingle or your hair stand on end, squat low to the
ground on the balls of your feet. Place your hands over your ears and your head
between your knees. Make yourself the smallest target possible and minimize your
contact with the ground. DO NOT lie down.
Lightning can “reach out” several miles from the actual storm, so just because you
aren’t directly under the cloud and rain does not mean you are safe from lightning.
To determine how far away lightning is, count the number of seconds between a
lightning flash and the sound of thunder from that lightning. (Use a watch, or count
one-thousand-one, one-thousand-two, etc.) Divide the number of seconds by 5.
That will tell you approximately how many miles away the lightning was.
Interesting fact: The air around a lightning bolt is heated to around 50,000 degrees
F, about 5 times hotter than the surface of the sun! The explosive heating and rapid
cooling of this air causes the shock wave we hear as thunder.
For post-storm response / recovery activities, if necessary, follow the Priorities in
Section 1.2 of the Basic Plan, and refer to ESG-7 for Power Outage procedures.
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EVENT SPECIFIC GUIDELINES 5 (ESG-5)
MULTIPLE EMPLOYEES INJURED
3.5.
Multiple Employees Injured
3.5.1. SITUATION
South Carolina law requires employers to report any catastrophic work-related
incident, which results in three (3) or more workers being admitted to the hospital,
to the South Carolina Occupational Safety and Health Administration (OSHA)
office within eight (8) hours of its occurrence.
3.5.2. EMERGENCY PROCEDURES
As required by established procedures in the GSWSA Health & Safety Manual, all
work-related injuries or illnesses are to be promptly reported to the affected
employee’s immediate supervisor, Safety Manager, and the Human Resources
Manager.
Any single work-related incident involving multiple injuries shall be immediately
reported to the appropriate supervisor(s) and the Human Resources Manager.
As soon as possible, the Human Resources Manager shall ensure the appropriate
Division Manager(s) and the CEO are notified.
The Human Resources Manager shall ensure that the appropriate emergency
services have been requested, including EMS, Fire Department, Police Department,
Rescue Squad, etc., as necessary.
The first and highest priority is to ensure proper care and treatment of the injured
employees without jeopardizing the safety of others.
If the incident was witnessed by other, non-injured employees, consider the
emotional trauma they may be suffering. GSWSA’s Employee Assistance Program
(EAP) may be a resource or for immediate assistance, Police, Fire, and EMS may
be able to activate other resources as well.
When it is known that three (3) or more GSWSA employees have been admitted to
the hospital, the Human Resources Manager shall verbally report this to SC OSHA
at (803) 734-9607. This number is at their Columbia office, and is answered 24/7.
The Human Resources Manager shall coordinate with the hospital(s) to ensure the
employees’ families are being notified.
Consider activating ISF-3, Emergency Communications.
Refer to the GSWSA Health & Safety Manual for additional related procedures,
such as Workers’ Compensation, Incident Investigation, etc.
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EVENT SPECIFIC GUIDELINES 6 (ESG-6)
EMPLOYEE FATALITY
3.6.
Employee Fatality
3.6.1. SITUATION
South Carolina law requires employers to report the work-related death of an
employee to the South Carolina Occupational Safety and Health Administration
(OSHA) office within eight (8) hours of its occurrence.
3.6.2. EMERGENCY PROCEDURES
As required by established procedures in the GSWSA Health & Safety Manual, all
work-related injuries or illnesses are to be promptly reported to the affected
employee’s immediate supervisor and the Human Resources Manager.
Any work-related incident involving serious injury or death shall be immediately
reported to the appropriate supervisor(s), the Safety Manager, and the Human
Resources Manager.
The Human Resources Manager shall ensure the appropriate Division Manager(s)
and the CEO are immediately notified.
The Human Resources Manager shall ensure that the appropriate emergency
services have been requested, including EMS, Fire Department, Police Department,
Rescue Squad, etc., as necessary.
The first and highest priority is to ensure proper care and treatment of the injured
employee without jeopardizing the safety of others.
If the incident was witnessed by other, non-injured employees, consider the
emotional trauma they may be suffering. GSWSA’s Employee Assistance Program
(EAP) may be a resource or for immediate assistance, Police, Fire, and EMS may
be able to activate other resources as well, if necessary.
When it is known that incident resulted in the death of a GSWSA employee, the
Human Resources Manager shall verbally report this to SC OSHA..
The Human Resources Manager shall coordinate with the hospital and/or
emergency services to ensure the employee’s family is being notified.
Consider activating ISF-3, Emergency Communications.
Consider the need for counseling or emotional support for other, non-involved
employees as well. Learning about the sudden death of a co-worker can be
extremely traumatic.
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EVENT SPECIFIC GUIDELINES 7 (ESG-7)
POWER OUTAGE
3.7.
Power Outage
3.7.1. SITUATION
All GSWSA facilities depend on a constant supply of electrical power in order to
operate effectively and efficiently.
A loss of electrical power to GSWSA facilities can potentially compromise
GSWSA’s ability to fulfill its primary mission of providing safe drinking water to our
customers and treating their wastewater.
There are numerous different events and situations that can lead to a loss of
commercial power at GSWSA facilities. In general, the more facilities experiencing a
loss of commercial power, the more critical the situation is.
3.7.2. THREAT of HAZARD INFORMATION
The list of natural events that can lead to a loss of commercial power includes, but is
not limited to: thunderstorm, tornado, tropical storm / hurricane, earthquake, snow /
ice / sleet / freezing rain, solar flare, and high winds not associated with any of the
above.
In addition to natural events, there are other potential circumstances that can cause a
loss of commercial power. These include, but are not limited to: planned maintenance
or repairs, equipment failure, human error, and vandalism / sabotage / terrorism.
In September 1989, Hurricane Hugo resulted in complete loss of commercial power
to the entire region. The electrical distribution system was devastated, and many
areas were without electricity for 1 to 2 weeks.
In March 1993, a winter blizzard (frequently referred to as the “Storm of the
Century” or the “White Hurricane”) brought snow, freezing rain, and hurricaneforce winds which resulted in widespread power outage. An interesting complication
that occurred during this event was the buildup of salt on electrical transformers,
which was carried inland by the hurricane force winds coming off the ocean.
In September 1999, Hurricane Floyd resulted in loss of commercial power to
approximately 50% of GSWSA’s facilities.
3.7.3. CONCEPT of OPERATIONS
In addition to numerous stationary emergency generators, GSWSA owns and
operates a sizeable fleet of mobile emergency generators. Refer to Appendix 9 for
detailed information on emergency generators.
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EVENT SPECIFIC GUIDELINES 7 (ESG-7)
POWER OUTAGE
3.7.4. PREPAREDNESS / MITIGATION
The Technical Services Department is responsible for ensuring all emergency
generators are in good working order and ready for activation and/or deployment at
all times.
3.7.5. RESPONSE
Classify the incident in accordance with Section 1.6 of the Basic Plan.
Notify Safety Manager for any incident classified as Level 2 or higher.
Implement appropriate levels of Incident Management / Incident Command.
ISF-12, Wastewater Collections is primarily responsible for deploying mobile
emergency generators to Wastewater Pump Stations as needed.
ISF-13, Electrical & Emergency Power will provide support and assistance as
required by the incident.
3.7.6. FOLLOW-UP
Safety Manager shall conduct a Critique of all incidents classified as Level 2 or
higher, and shall properly document and follow-up on all findings and resulting
corrective actions and/or recommendations.
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EVENT SPECIFIC GUIDELINES 8 (ESG-8)
TELEPHONE SYSTEM FAILURE
3.8.
Telephone System Failure
3.8.1. SITUATION
GSWSA relies on both its internal telephone network (Mitel), and the external
telephone system (HTC) to conduct routine business on a daily basis.
A problem with either system could potentially render GSWSA’s telephones
inoperative.
3.8.2. THREAT or HAZARD INFORMATION
Loss of telephone service, for any reason, would have a negative impact on the
GSWSA’s ability to conduct routine daily business.
Loss of telephone service would also prevent customers from being able to telephone
GSWSA to conduct business, report water leaks, report water quality problems,
report wastewater problems, etc.
3.8.3. CONCEPT of OPERATIONS
GSWSA’s primary internal telephone network is a Mitel system, and most GSWSA
telephones and phone numbers function through that system.
GSWSA does have a few telephones and phone numbers that operate outside the
Mitel system, but these are still dependent on the external HTC system.
GSWSA maintains and operates approximately 45 cellular telephones, which operate
outside of the internal Mitel network and the local HTC system.
3.8.4. EMERGENCY PROCEDURES
Determine whether the problem is in the HTC system or the internal Mitel network.
Ensure priority repairs are put in motion for the appropriate system.
If necessary, gather cell phones to use for outgoing calls. Certain cell phone numbers
could be given to key locations, such as the Horry County Police & Fire Dispatch
Center, etc.
Consider having HTC redirect our primary business number(s) to cell phone(s).
If appropriate, issue Press Releases with information on how to contact GSWSA
while repairs are being made.
Post temporary telephone numbers on the GSWSA website.
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SCADA FAILURE / CYBER-ATTACK
3.9.
SCADA Failure / Cyber-Attack
3.9.1. SITUATION
GSWSA utilizes Supervisory Control and Data Acquisition (SCADA), sometimes
referred to as telemetry, throughout the water and wastewater systems.
SCADA is used to monitor a number of parameters at the wastewater lift stations,
such as power outage, pump failure, high level in the Wet Well, etc.
SCADA is used to monitor a number of parameters at the wastewater treatment plants,
such as power outage, pump failure, high tank/basin level, chlorine leak, etc.
SCADA is used to monitor a number of parameters at the water treatment plant and
remote well and/or tank sites, such as power outage, plant shutdown, pump failure,
chlorine leak, etc. It is also used to control many aspects of the water plant, including
starting / stopping pumps, opening/closing valves, etc.
SCADA is used to monitor and control the rate and volume of supplemental water
being provided to other utilities, and to monitor certain water quality parameters.
SCADA monitoring and control signals are transmitted to and from remote sites via an
800 MHz radio system.
3.9.2. THREAT or HAZARD INFORMATION
A failure of the SCADA system would result in a loss of the above remote
functionality.
A cyber-attack, or “hacker”, taking control of the SCADA system would give them
remote control over many aspects of GSWSA’s water treatment plant and water
system.
Another potential scenario involves a physical attack on our facilities being “hidden”
by forcing all SCADA conditions to appear normal or preventing an Operator from
responding to investigate alarm conditions. This could significantly delay our
detection of unauthorized access to or even damage to our facilities.
3.9.3. CONCEPT of OPERATIONS
GSWSA employs several layers of security for remote access to the SCADA system.
These include, but are not limited to the following:
In order to make any operational changes through the SCADA system, an ID and
password must be correctly entered.
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SCADA FAILURE / CYBER-ATTACK
3.9.4. EMERGENCY PROCEDURES
SCADA FAILURE
 Notify the Technical Services Manger.
 ISF-13, Electrical and ISF-16, IS will coordinate to ensure priority repairs
are put in motion for the appropriate system or components.
 ISF-9, Water Treatment will modify operational strategies, possibly running
pumps in manual mode. Site visits will be required to monitor and/or control
remote facilities.
 ISF-11, Wastewater Treatment will monitor on-site operations more closely.
 ISF-12, Wastewater Collections will monitor Lift Stations more closely
through more frequent site visits as necessary.
CYBER-ATTACK or TAKEOVER
 Notify the Technical Services Manger.
 ISF-16, IS and ISF-13, Electrical will coordinate to determine what portion
of the system was compromised, and what was accessed.
 Immediate measures shall be taken to eliminate the threat, up to and
including a complete shutdown of the SCADA system if necessary.
 Report the incident to Safety Manager who will notify Horry County Police
and the local Federal Bureau of Investigations (FBI) office. (Threatening or
causing harm or damage to a public water utility is a Federal offense.)
 Safety Manager shall coordinate with law enforcement and with ISF-13 and
ISF-16 to ensure appropriate measures are implemented to guard against a
repeat event.
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EVENT SPECIFIC GUIDELINES 10 (ESG-10)
IS FAILURE / CYBER-ATTACK
3.10.
IS Failure / Cyber-Attack
3.10.1. SITUATION
GSWSA utilizes computerized Information Technology (IT) / Information Systems
(IS) for numerous and widely varied purposes.
GSWSA’s IS / IT systems are connected to “the outside world”, making it
susceptible to the threat of unauthorized persons (hackers) gaining access to these
systems.
3.10.2. THREAT or HAZARD INFORMATION
IS failure would significantly impact many routine daily functions and operations.
Unauthorized persons gaining access into our IS could potentially obtain critical and
highly restricted data.
Unauthorized persons gaining access into our IS could potentially delete, corrupt, or
even “steal” critical and highly restricted data.
3.10.3. CONCEPT of OPERATIONS
In order to minimize this threat, GSWSA attempts to limit “outside’ connections to
IS / IT systems, maintains Firewall protection, constantly updates virus protection,
maintains secure passwords, and restricts physical access to system hardware.
3.10.4. EMERGENCY PROCEDURES
IS / IT SYSTEM FAILURE
 Notify the IS Manager.
 ISF-16, IS will ensure priority repairs / corrections are put in motion for the
appropriate system.
 Temporary arrangement may be necessary to allow certain critical operations to
continue to function.
CYBER-ATTACK
 Immediate measures shall be taken to eliminate the threat, up to and including a
complete system shutdown if necessary until safeguards can be implemented.
 Notify the IS Manager.
 Notify Safety Manager who will notify Horry County Police, and consider
notifying the local FBI office.
 Utilize Backups as necessary to restore lost or corrupted data.
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EVENT SPECIFIC GUIDELINES 10 (ESG-10)
IS FAILURE / CYBER-ATTACK
 Safety Manager shall coordinate with law enforcement and ISF-16 to ensure
appropriate measures are implemented to guard against a repeat event.
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EVENT SPECIFIC GUIDELINES 11 (ESG-11)
MAJOR WATER MAIN LEAK / BREAK
3.11.
Major Water Main Leak / Break
3.11.1. SITUATION
GSWSA operates and maintains several hundred miles of water mains
throughout its service area.
GSWSA relies on these water mains to transport potable water from the
treatment plants to each and every customer, maintaining the same quality,
adequate pressure, and volume from start to finish.
3.11.2. THREAT or HAZARD INFORMATION
A broken or leaking water main compromises the water system in a number of
ways. Possible complications include, but are not limited to:
 “lost” water (treated, but not sold)
 reduction in pressure available to customers
 reduction in volume (amount) available to customers
 complete loss of water service to customers
 loss of business for commercial customers that depend on water service
 loss of pressure / volume for firefighting activities
 contamination from foreign materials entering at the leak / break site
 contamination from foreign materials being back-siphoned into the system
through “cross-connections” during low / no pressure situation
3.11.3. CONCEPT of OPERATIONS
GSWSA operates and maintains pressure transmitters at the pumping stations, to
control and monitor the pressures that are being introduced into the Distribution
System.
GSWSA operates and maintains a number of remote pressure transmitters
throughout the Distribution System that, through the SCADA system, constantly
monitor the water pressure in many areas of the system.
Any pressure transmitter registering a pre-determined pressure will send a “Low
Pressure” alarm to the SCADA System (Control Room PC) and to the On-Call
Operator’s pager.
3.11.4. EMERGENCY PROCEDURES
Specific procedures regarding Distribution System maintenance activities are
maintained in the Utilities Division Standard Operating Procedure (SOP)
Manual.
Determine approximately how many and to what extent are customers are
affected.
Classify the incident in accordance with Section 1.6 of the Basic Plan.
Notify Safety Manager for any incident classified as Level 2 or higher.
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MAJOR WATER MAIN LEAK / BREAK
ISF-23 Taps & Repairs will isolate and repair the leak / break, keeping ISF-5 Dispatch advised in accordance with departmental SOPs.
ISF-5, Dispatch will issue internal notifications in accordance with departmental
SOPs.
ISF-9, Water Treatment may need to adjust pumping rates in some cases.
ISF-14, Laboratory Services will collect follow-up samples as necessary, to
ensure no contaminants entered the system during the incident.
ISF-22, Facility Services may be called on to assist with delivery of water to
commercial customers as necessary.
3.11.5. FOLLOW-UP
Safety Manager shall conduct a Critique of all incidents classified as Level 2 or
higher, and shall properly document and follow-up on all findings and resulting
corrective actions and/or recommendations.
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EVENT SPECIFIC GUIDELINES 12 (ESG-12)
WATER SYSTEM PRESSURE LOSS
3.12.
Water System Pressure Loss
3.12.1. SITUATION
GSWSA operates and maintains several hundred miles of water mains throughout its
service area.
GSWSA relies on these water mains to transport potable water from the treatment
plants to each and every customer, maintaining the same quality, adequate pressure,
and volume from start to finish.
A partial or total loss of Distribution System pressure could be created by inadequate
pressures / volumes being discharged from the pumping stations, and/or, excessive
demand for water from the system. (For high system demand due to a major water
main leak or break, refer to ESG-11.)
3.12.2. THREAT or HAZARD INFORMATION
A partial or total loss of pressure in the Water Distribution System can create a
number of problems. Possible complications include, but are not limited to:
 reduction in pressure available to customers
 reduction in volume (amount) available to customers
 complete loss of water service to customers
 loss of business for commercial customers that depend on water service
 loss of pressure / volume for fire fighting activities
 contamination from foreign materials being back-siphoned into the system
through “cross-connections” during low / no pressure
3.12.3. CONCEPT of OPERATIONS
GSWSA operates and maintains pressure transmitters at the pumping stations to
control and monitor the pressures that are being introduced into the Distribution
System.
GSWSA operates and maintains a number of remote pressure transmitters throughout
the Distribution System that, through the SCADA system, constantly monitor the
water pressure in many areas of the system.
Any pressure transmitter registering a pre-determined pressure will send a “Low
Pressure” alarm to the SCADA System (Control Room PC) and to the On-Call
Operator’s pager.
3.12.4. EMERGENCY PROCEDURES
Specific procedures regarding Distribution System maintenance activities are
maintained in the Utilities Division Standard Operating Procedure (SOP) Manual.
Determine approximately how many customers are affected, and to what extent. (For
assistance estimating how long it will be before dropping water storage levels
throughout the system reach “critical”, refer to Action Form 12.)
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EVENT SPECIFIC GUIDELINES 12 (ESG-12)
WATER SYSTEM PRESSURE LOSS
Classify the incident in accordance with Section 1.6 of the Basic Plan.
Notify Safety Manager for any incident classified as Level 2 or higher.
South Carolina State Primary Drinking Water Regulations, section 61-58.8,
subsection C, paragraph (1) reads, “If the pressure in a distribution system or any
significant portion of a distribution system should drop to ten (10) pounds per square
inch or less the owner or operator of the system shall notify the Department (of
Health and Environmental Control – DHEC) immediately.
Any immediate corrective action necessary to protect public health shall take priority
over any notification requirement to the Department.”
IF THE CAUSE FOR THE LOSS OF PRESSURE IS UNKNOWN, immediate
response efforts shall focus on determining that cause.
IF THE CAUSE IS A MAJOR LEAK OR BREAK, refer to ESG-11.
IF THE CAUSE IS REDUCED PUMPING DUE TO LOW STORAGE
LEVELS:
Activate ISF-3, Emergency Communications. Issue Press Releases as appropriate
requesting voluntary conservation to reduce system demands.
Coordinate with ISF-9 Water Treatment to increase treated water production and
or to redirect flow to the affected area.
Reduce pumping rates to the extent possible, to slow withdrawal from storage
tanks and protect emergency reserves. System pressures must be monitored very
carefully, to prevent dropping them too far.
3.12.5. FOLLOW-UP
Safety Manager shall conduct a Critique of all incidents classified as Level 2 or
higher, and shall properly document and follow-up on all findings and resulting
corrective actions and/or recommendations.
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EVENT SPECIFIC GUIDELINES 13 (ESG-13)
WATER SYSTEM CONTAMINATION
3.13.
Water System Contamination
3.13.1. SITUATION
GSWSA operates and maintains a number of water treatment and storage facilities, as
well as a water distribution system consisting of several hundred miles of water mains.
GSWSA relies on these facilities and systems to collect, treat, and transport safe
drinking water to each and every customer.
GSWSA’s water treatment, storage and distribution systems are susceptible to
contamination in a number of different ways, ranging from accidental and minor to
intentional and catastrophic.
3.13.2. THREAT or HAZARD INFORMATION
For the purpose of this procedure, anything other than potable water (completely safe for
drinking, and meeting or exceeding all drinking water standards and regulations)
entering GSWSA’s water system may be considered “contamination.” Some
contaminants may present little or no potential consequences, while others may present
extremely high potential consequences.
Some of the possible ways that contaminants could be introduced into the water system
include, but are not limited to:
 draining in while the integrity of the system is compromised due to a leak or break
and the subsequent repair operations.
 being pulled in from back-siphonage during periods of low pressure, such as
during major leaks / breaks, system flushing operations, or fire fighting activities.
 being pushed in from pressurized systems that exceed and overcome our water
system pressure.
 failure or malfunction at a treatment facility resulting in inadequately treated water
being distributed to the system.
 intentional introduction of contaminant in an attempt to cause harm to GSWSA
and/or its customers.
3.13.3. CONCEPT of OPERATIONS
Threat Warning: Potential water system contamination events begin with a Threat
Warning. Threat Warnings are unusual events, observations, or discoveries that indicate
there is a potential contamination incident.
Threat Evaluation: A Threat Warning will typically result in a Threat Evaluation,
which is an assessment to determine the credibility of the contamination threat.
Threat Warnings can come from many different sources. The most common forms of
Threat Warnings include:
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WATER SYSTEM CONTAMINATION
 Security Breach
 Witnessed Activity
 Notification by Perpetrator
 Notification by Law Enforcement
 Notification by News Media
 Notification by Public Health
 Customer Complaint
 Unusual Water Quality Readings / Results
Threat Evaluations can progress through up to 3 levels or stages. These are:
 Possible: A threat is characterized as “possible” if circumstances indicate that
there was an opportunity for contamination.
 Credible: A threat is characterized as “credible” if additional information collected
during the investigation supports the Threat Warning and indicates that
contamination is likely.
 Confirmed: A threat is characterized as “confirmed” when definitive information
verifies that the water has actually been contaminated. Generally the most reliable
confirmation will be analytical results.
3.13.4. PREPAREDNESS / MITIGATION
Security policies and procedures are in effect, and all employees are trained on them, to
help ensure the safety and security of all GSWSA facilities, employees, and customers.
Numerous security systems are in place at GSWSA facilities, including burglar alarm
systems, security cameras, and high-hazard area intrusion alarms.
Numerous water quality monitoring devices are in place at GSWSA facilities and
throughout the distribution system, which will transmit alarms if any monitored
parameters exceed allowable limits.
Plant Operators routinely conduct security inspections at all water facilities.
The Laboratory routinely collects and analyzes water quality samples from the water
treatment / storage facilities and from sampling points located throughout the
distribution system.
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EVENT SPECIFIC GUIDELINES 13 (ESG-13)
WATER SYSTEM CONTAMINATION
3.13.5. RESPONSE
General Response Guidelines
Threat Warning
Received or Identified
Notify Emergency Command Staff
And conduct initial Threat Evaluation
Is the threat POSSIBLE?
Is th operational
Consider initial
Sampling and Analysis
Response
actions (as appropriate)
e th
Continue site evaluations & sample as appropriate
Is the threat CREDIBLE?
Consider initial or additional operational response actions
Consider notification of the public, regulatory agencies, law enforcement, etc
Sampling and Analysis
Sampling and Analysis
Is the threat CONFIRMED?
Sampling and Analysis
Full response actions, Remediation and Recovery
Is the threat
?
SamplingCONFIRMED
and Analysis
Full response actions,
Remediation and Recovery
Is the threat
CONFIRMED
?
Full response
actions,
Remediation and Recovery
Is the threat CONFIRMED?
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EVENT SPECIFIC GUIDELINES 13 (ESG-13)
WATER SYSTEM CONTAMINATION
3.13.6. THREAT WARNING RECEIVED or IDENTIFIED
Immediately notify the following personnel:
 Utilities Division Manager
 CEO
 Director of Fleet, Facilities, and Emergency Services
 Water Transmission Manager
 Water Treatment Manager
 Customer Service Supervisor
OBJECTIVE: Attempt to determine whether contamination is “Possible” within ONE
HOUR of becoming aware of the Threat Warning. A threat is characterized as
“Possible” when circumstances indicate there was an opportunity for contamination.
(Obviously, it won’t always be possible to make this determination within this time
frame, depending on the exact circumstances and the amount of information available.)
Be extremely careful about what is said over any and all “wireless” communication
devices. (Use Radio Code 10-90X in place of the term, “water system contamination”.)
All wireless devices can be monitored by persons with scanners. This includes radios
and cell phones. Conversations are much more likely to be “overheard” when using the
800 MHz two-way radio system.
If the Threat Warning is associated with one or more water treatment or storage
facilities, Water Operators will be immediately dispatched to investigate and evaluate
the site(s) in question. Consider isolating the facility in question if it will not
unnecessarily and negatively affect GSWSA customers.
If the Threat Warning is associated with a particular area of the water distribution
system, Water System Operators will be immediately dispatched to investigate and
evaluate the site(s) in question.
If the Threat Warning cannot be associated with any particular area, Water Operators
should still be dispatched to conduct thorough security inspections of all water treatment
and storage facilities. Laboratory Services personnel should be placed on stand-by for
possible response to the distribution system.
The Laboratory should begin developing a sampling strategy, based on whatever
information is available at the time.
Complete a “Contamination Threat Evaluation” worksheet, which can be found in the
Action Forms 13 section.
3.13.7. THREAT DETERMINED to be ‘POSSIBLE’
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WATER SYSTEM CONTAMINATION
OBJECTIVE: Attempt to determine whether the contamination threat is “Credible” or
not within TWO to EIGHT hours of the time the threat was deemed “Possible”. A threat
is characterized as “Credible” when information collected during the investigation
indicates contamination is likely. (Obviously, it won’t always be possible to make this
determination within this time frame, depending on the exact circumstances and the
amount of information available.)
Ensure Incident Command Staff are working together and communicating; developing
an initial Incident Action Plan and scheduling briefings as needed.
Care should be taken not to overreact. Generally, operational response actions that will
negatively affect customers should not be implemented at this point. If containment,
isolation, or some other “aggressive” actions can be accomplished without negatively
affecting customers, however, they should be considered.
Continue investigating; attempt to rule out the most likely reasons or causes for the
threat warning first.
Continue developing and implementing sampling strategies.
Consider notifications to DHEC, law enforcement, etc., as appropriate.
Prepare to implement the Emergency Communications Plan if necessary.
3.13.8. THREAT DETERMINED to be ‘CREDIBLE’
OBJECTIVE: Attempt to determine whether contamination can be “Confirmed” or not
as quickly as possible. A threat is characterized as “Confirmed” when information
collected during the investigation indicates contamination has definitely occurred.
Ensure Incident Command Staff continue working together and communicating;
updating Incident Action Plans and scheduling briefings as needed.
Consider more aggressive operational response actions, balancing the likelihood of
actual contamination, the possible consequences of contamination, and the negative
impact to customer from any response actions.
Consider issuing a precautionary Boil Water Advisory. (Generally, this decision should
be made in consult with DHEC.)
Continue investigating, sampling, and making appropriate notifications.
Begin developing response plans in the event contamination is “confirmed”.
3.13.9. THREAT IS ‘CONFIRMED’
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WATER SYSTEM CONTAMINATION
OBJECTIVE: Implement full response actions as required to protect public health and
restore normal system operations as quickly as possible.
Fully implement the Emergency Communications Plan, and ensure that all appropriate
notifications have been made.
Implement appropriately aggressive operational response actions in order to contain,
isolate, and remove the contamination.
Consider alternative water supplies if customers or areas will be without water service.
Continue to work closely with DHEC, law enforcement, and other support and/or
emergency management agencies.
3.13.10.
REMEDIATION / RECOVERY
The specific remediation and recovery activities required will be determined by the
exact type and amount of contamination. Remediation action plans must be closely
coordinated with DHEC and can be as simple as flushing the affected system or as
complex as abandoning and replacing the affected system.
3.13.11.
FOLLOW-UP
Safety Manager shall conduct a Critique of all incidents classified as Level 2 or higher,
and shall properly document and follow-up on all findings and resulting corrective
actions and/or recommendations.
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EVENT SPECIFIC GUIDELINES 14 (ESG-14)
HAZARDOUS MATERIAL RELEASE
3.14. Hazardous Material Release
3.14.1. SITUATION
GSWSA utilizes a wide variety of chemicals and materials that, if released or used incorrectly,
could create physical and/or health hazards. While any of these products are capable of
causing problems under the right conditions (propane, gasoline, etc.), the primary chemicals of
concern are chlorine and anhydrous ammonia.
Both Wastewater Treatment Plants utilize chlorine in One-Ton cylinders. When full, these
cylinders contain 2,000 pounds of liquid chlorine under pressure. A catastrophic, worst-case
release could, according to air modeling, travel a maximum distance of up to 1.5 miles from
the source of the release.
The water treatment plant uses chlorine in one hundred and fifty pound cylinders. When full,
these cylinders contain 150 pounds of liquid chlorine under pressure. A catastrophic, worstcase release could, according to air modeling, travel a maximum distance of up to 0.9 miles.
The water treatment Plant uses anhydrous ammonia in one hundred pound cylinders. When
full, these cylinders contain 100 pounds of liquid anhydrous ammonia under pressure. A
catastrophic, worst-case release could, according to air modeling, travel a maximum distance
of up to 700 feet.
All GSWSA chlorine and ammonia feed systems withdraw gas from the gas-space at the top
of the cylinder, and this gas is introduced into a water stream to create a very strong chlorine
or ammonia solution. This solution is then introduced into the treatment process at the desired
locations
3.14.2. THREAT or HAZARD INFORMATION
CHLORINE
Chlorine gas is one-and-one-half times heavier than air, so it tends to stay near the floor or
ground, and settles into low-lying areas.
Chlorine is highly aggressive in the presence of moisture, and will react with the moisture in
your eyes, mouth, nose, lungs, and even on your skin.
Even minor exposure to chlorine gas can irritate the lungs and respiratory system, and can lead
to delayed complications.
One volume of liquid chlorine (for example, one cubic foot) not under pressure and at normal
room temperature, will rapidly vaporize (turn to gas) into 460 volumes of pure chlorine gas
(for example, 460 cubic feet).
Liquid chlorine is extremely cold, and will cause severe burns if it comes in contact with the
skin.
Chlorine is not flammable, but it is an oxidizer, so it does support combustion the same way
oxygen does (makes things burn easier and better).
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HAZARDOUS MATERIAL RELEASE
AMMONIA
Ammonia gas is 40% lighter than air, so it tends to rise.
Ammonia is highly aggressive in the presence of moisture, and will react with the moisture in
your eyes, mouth, nose, lungs, and even on your skin.
Even minor exposure to ammonia gas can irritate the lungs and respiratory system, and can
lead to delayed complications.
Liquid ammonia is extremely cold, and will cause severe burns if it comes in contact with the
skin.
CONCEPT of OPERATIONS
Refer to the GSWSA Safety Manual for basic safety information and routine handling
procedures. For the one-ton cylinders, also refer to the Process Safety Management (PSM)
Program and Risk Management Program (RMP).
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3.14.3. HAZARDOUS MATERIALS (HAZ MAT) INCIDENT SEVERITY LEVELS
HAZ MAT
LEVEL
SEVERITY
LEVEL
1
Standard
“Emergency”
2
Minor
3
Moderate
4
Serious
DESCRIPTION and EXAMPLES
Indicates an incident with a very minimal degree of
hazard or danger involved, and can be safely handled by
properly trained, properly equipped personnel already
on scene.
EXAMPLE: After connecting a new chlorine / ammonia
cylinder, a small leak is detected at the lead gasket.
Indicates an incident with a minor degree danger; can
normally be safely handled by properly trained, properly
equipped personnel already on scene.
EXAMPLE: A small leak on chlorine gas feed tubing.
Indicates an incident with a moderate degree of danger;
will generally require an “emergency response” by
trained and equipped Haz Mat Technicians; may require
Fire Department Haz Mat Team support and assistance.
EXAMPLE: A leaking fusible plug on a chlorine
cylinder.
Indicates an incident with a serious degree of danger;
will require an “emergency response” and Fire
Department Haz Mat Team; may require public
notification and/or evacuation.
EXAMPLE: Punctured or ruptured cylinder; valve or
valve stem blowout.
All chlorine and ammonia cylinders are stored and utilized in completely enclosed chemical
feed rooms, which will help to contain a release should one occur.
All locations also have Leak Detectors, which will detect any release of chemical into the
chemical feed room and activate an alarm light and buzzer at the chemical room.
All Leak Detectors are also connected to SCADA (Supervisory Control and Data Acquisition),
or telemetry. When an alarm condition occurs, in addition to the local alarm at the chemical
room, the alarm also shows up at the Dispatch Center / Control Room at the Operations
Center, and is sent to the “On-Call” Plant Operator’s pager.
At the Wastewater Treatment Plants, a Leak Detector alarm also activates pneumatic (air
operated) valves that are connected to each cylinder, automatically shutting off the flow of
chlorine gas into the feed tubing and supply piping.
A Leak Detector alarm at a Wastewater Treatment Plant Chlorine Room will also activate a
Scrubber System, which draws air out of the Chlorine Room, and passes it through a
neutralizing agent before releasing it to the atmosphere.
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EVENT SPECIFIC GUIDELINES 14 (ESG-14)
HAZARDOUS MATERIAL RELEASE
3.14.4. EMERGENCY PROCEDURES
GENERAL
 Notify and evacuate any personnel potentially in danger
 Isolate the area, to prevent others from entering the hazardous area
 If necessary or appropriate, move upwind to a safe area until assistance arrives
 If the releases poses any risk to the general public, advise emergency responders
 All personnel actively involved with an “emergency response” to a release, whether
GSWSA employees or emergency services agencies, must be properly trained, qualified,
and equipped – in accordance with OSHA 29 CFR 1910.120.
 Take no action that could jeopardize your safety or that of your co-workers, community,
or the environment.
REPORTING
 All Haz Mat Level 2, 3, or 4 incidents shall be immediately reported to the Plant
Supervisor, Chief of Utility Operations, Director of Fleet, Facilities, and Emergency
Services, and Safety Manager.
 All Haz Mat Level 3 or 4 incidents, or any release incident resulting in injury, shall be
promptly reported to the CEO and the Chief of Utility Operations.
 Any release potentially affecting the general public shall be immediately reported to the
Horry County Fire Department.
 A chlorine release of 100 pounds or more must be reported to the SARA National
Emergency Response Center at 1-800-424-8802.
 A spill that poses a threat to the environment must be reported the Department of Health
and Environmental Control (DHEC) at 1-800-555-1212.
SPECIAL CONSIDERATIONS
 Quickly evaluate the wind direction in any release incident. That will dictate what
locations are in danger, and what areas are safe.
 Consider the flammability of the spilled / released chemical. Be aware of potential
ignition sources, such as vehicles or equipment operating nearby.
 Be aware of the potential for spilled or leaking chemicals to come in contact with other
chemicals or materials, which may form even more hazardous compounds than the
original chemical, or may result in a violent chemical reaction. For example, HTH, or
dry granulated chlorine, will spontaneously combust (suddenly burst into flames) upon
contact with many petroleum products.
3.14.5. FOLLOW-UP
Safety Manager shall investigate all Haz Mat Level 2, 3, or 4 incidents, and shall properly
document and follow-up on all findings and resulting corrective actions and/or
recommendations.
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EVENT SPECIFIC GUIDELINES 15 (ESG-15)
CONFINED SPACE EMERGENCY
3.15.
Confined Space Emergency
3.15.1. SITUATION
GSWSA employees routinely need to enter and work in locations that meet the
Occupational Safety and Health Administration’s (OSHA) definition of a “confined
space.” Typical examples include wastewater manholes, Wastewater Lift Station Wet
Wells, and water storage tanks.
These spaces contain certain inherent risks, and the potential exists for various
emergencies to occur while employees are in them.
3.15.2. THREAT or HAZARD INFORMATION
Most confined spaces have the potential for a hazardous atmosphere (unsafe air),
including toxic gases, flammable gases, and low oxygen content, which can all occur
suddenly and without warning.
Many confined spaces also have the potential for physical hazards such as moving
equipment or machinery, energized electrical equipment, falling objects, sharp
objects, or biological hazards.
Environmental hazards are also frequently a concern, including high humidity, high
temperature, low light conditions, and excessive noise.
3.15.3. CONCEPT of OPERATIONS
Refer to the GSWSA Safety Manual for detailed procedures and requirements for
confined space entry operations in accordance with OSHA 29 CFR 1910.146.
Every “Entrant” going into a Permit Required Confined Space shall wear a full body
harness with an attached Retrieval Line.
For confined spaces five (5) feet or deeper, a mechanical means to retrieve the
Entrant must also be implemented.
The air in the space must be tested before and during all entry operations.
An “Attendant” must be designated to stand by outside the space and monitor the
safety of the Entrant(s) at all times.
Properly trained and equipped “rescue services” must be available during all confined
space entry operations.
3.15.4. EMERGENCY PROCEDURES
Should an emergency occur within the space, the Attendant shall immediately notify
the designated rescue services, Horry County Fire Department, Horry County EMS,
Horry County Rescue Squad.
The Safety Manager shall be notified immediately, and shall ensure the CEO and
Chief of Utilities Operations are promptly informed.
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EVENT SPECIFIC GUIDELINES 15 (ESG-15)
CONFINED SPACE EMERGENCY
Internal notification can be accomplished over the two-way radio. External
notifications may be made directly by radio phone patch or cell phone, or GSWSA
Dispatch may be requested to notify external emergency personnel.
The Attendant shall NOT enter the space, unless properly trained and equipped for
rescue, and as part of an organized and coordinated rescue operation.
The Attendant shall attempt a “non-entry rescue” by hoisting or pulling the Entrant
out of the space by the Retrieval Line attached to their harness.
3.15.5. FOLLOW-UP
The Safety Manager shall investigate all confined space incidents, and shall properly
document and follow-up on all findings and resulting corrective actions and/or
recommendations.
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EVENT SPECIFIC GUIDELINES 16 (ESG-16)
TRENCH / EXCAVATION COLLAPSE
3.16.
Trench / Excavation Collapse
3.16.1. SITUATION
GSWSA employees routinely need to enter and work in trenches and excavations in
order to maintain the water lines, wastewater lines, valves, fire hydrants, water
meters, etc., throughout the water and wastewater systems.
Trenches and excavations present certain inherent hazards, and the potential exists
for various emergencies to occur while employees are in them, up to and including
cave-in, or collapse, of the excavation walls.
3.16.2. THREAT or HAZARD INFORMATION
Trenching and excavation work sites can present numerous hazards. These may
include, but are not limited to:
 collapse or cave-in
 toxic gases
 flammable gases
 low oxygen content
 contact with electrical utilities or wiring
 flooding / drowning / engulfment
 passing traffic
 vehicles / equipment / heavy loads falling in
3.16.3. CONCEPT of OPERATIONS
Refer to the GSWSA Safety Manual for detailed procedures and requirements for
trenching and excavation in accordance with OSHA 29 CFR 1926.650, 651 and
652.
Excavations four (4) feet or deeper require a ladder or some other means for
employees to enter and exit the hole.
Excavations five (5) feet or deeper require either sloping the walls to a safe angle,
or, installing shoring or shielding to prevent wall collapse.
Spoil piles, and all other heavy loads, must be kept at least two (2) feet away from
the edge of the hole.
Excavations in locations subject to atmospheric hazards, such as near underground
fuel storage tanks, in marshy / swampy areas, etc., require testing of the air in the
hole before employees enter to work.
A “Competent Person” (trained and qualified employee) must evaluate the
excavation and determine it is safe before anyone enters, and as needed during the
work.
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EVENT SPECIFIC GUIDELINES 16 (ESG-16)
TRENCH / EXCAVATION COLLAPSE
3.16.4. EMERGENCY PROCEDURES
Should an emergency occur within a trench or excavation, personnel on site shall
immediately activate emergency services, either directly by radio phone patch or
cell phone, or GSWSA Dispatch may be requested to notify external emergency
personnel.
The Safety Manager shall be notified immediately, and shall ensure the appropriate
Division Chief and CEO are promptly informed.
DO NOT attempt to dig the person(s) out with a backhoe or excavator.
Stop all work activities, and move unnecessary personnel back at least 100 feet.
Secondary collapses are very common, so no one should enter the excavation until
it is absolutely safe to do so. Generally this will require emergency shoring.
If the person is completely covered, try to identify where he/she was last know to
be, to give rescue crews a starting point.
Take no action that could jeopardize your safety or that of your co-workers,
community, or the environment.
Trench rescues are extremely dangerous, and can be very lengthy operations. It is
not uncommon for a “simple” rescue to take 5 or 6 hours, and complex one 12 to 16
hours.
3.16.5. FOLLOW-UP
The Safety Manager shall investigate all trench / excavation incidents, and shall
properly document and follow-up on all findings and resulting corrective actions
and/or recommendations.
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EVENT SPECIFIC GUIDELINES 17 (ESG-17)
FIRE / EXPLOSION
3.17.
Fire / Explosion
3.17.1. SITUATION
GSWSA facilities are susceptible to the threat of fire, and possibly even explosion,
from numerous potential causes.
Fires or explosions in the workplace can present significant risk to employees.
3.17.2. THREAT or HAZARD INFORMATION
There are numerous conditions and work activities that create the potential for fire or
explosion to occur. These may include, but are not limited to:
 malfunctioning or damaged electrical equipment
 overheating electrical equipment or appliances
 “Hot Work” (welding, cutting, brazing, etc.)
 sparks from grinding operations
 improper use or storage of flammable liquids / gases
 smoking near flammable / combustible materials
 chemical reaction from incompatible materials
3.17.3. CONCEPT of OPERATIONS
Refer to the GSWSA Safety Manual for detailed procedures and requirements for fire
prevention and fire safety in accordance with OSHA 29 CFR 1910.35 – 1910.39
All GSWSA facilities have Fire Extinguishers installed at locations and intervals
meeting the requirements of the National Fire Protection Association (NFPA) Life
Safety Code.
3.17.4. EMERGENCY PROCEDURES
Any employee observing a fire of any kind shall immediately sound the alarm to
warn others by either going themselves, or sending someone else, to activate one of
the Fire Alarm Pull Stations.
Any employee who is properly trained may utilize Fire Extinguishers in an attempt to
extinguish an incipient, or beginning stage, fire – as long as it can be done without
risking one’s own personal safety. If it is not safe to attempt to use an extinguisher –
DO NOT TRY IT. Warn others by activating the alarm and evacuate.
Upon hearing the Fire Alarm, all personnel shall promptly evacuate in accordance
with the Evacuation Plan in Appendix 12.
3.17.5. FOLLOW-UP
Safety Manager shall investigate all fire / explosion incidents, and shall properly
document and follow-up on all findings and resulting corrective actions and/or
recommendations.
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EVENT SPECIFIC GUIDELINES 18 (ESG-18)
BOMB THREAT / SUSPICIOUS PACKAGE
3.18.
Bomb Threat / Suspicious Package
3.18.1. SITUATION
GSWSA facilities are susceptible to the threat of harmful devices, packages, or mail
being used for the purpose of coercing, intimidating, or causing harm.
GSWSA is also susceptible to persons make the “threat” of using such devices,
packages, or mail for the purpose of coercing, intimidating, or causing harm.
This Guideline applies to all suspicious packages, regardless of whether the
suspected (or confirmed) hazard is explosive, chemical, biological, etc.
3.18.2. THREAT or HAZARD INFORMATION
Explosive: Explosive devices and materials come in many different forms, and can be
arranged into an endless variety of shapes, sizes, and configurations. Many kinds of
explosives are relatively easy to get and easy to use.
Biological: While it would require a great deal more expertise and sophistication, it is
possible that someone wishing to cause harm to GSWSA could introduce biological
agents into the workplace. These types of agents are much more effective being
introduced into food, water, or sprayed into the air, but could potentially just be sent
in a package. Examples include anthrax, cholera, smallpox, ricin, and botulism.
Chemical: While extremely unlikely, it is possible that chemical agents could be
introduced into the workplace through packages. Most of these require sophisticated
techniques and protective equipment to handle and put into place. Examples include
nerve agents (sarin, VX), cyanide, blister agents (mustard, lewisite), and pulmonary
agents (chlorine, phosgene),
3.18.3. CONCEPT of OPERATIONS
Although the greatest majority of these type incidents across the nation are hoaxes or
false alarms, all threats or suspicious packages must be treated as a real threat until
proven otherwise.
All GSWSA employees should remain alert and aware of their surroundings.
Question packages, mail, or any other items that seem to be out-of-place or
suspicious.
3.18.4. EMERGENCY PROCEDURES
THREAT of a HARMFUL DEVICE
Refer to Action Forms 18, Bomb Threat Report form for documenting the threat.
Try to get as much information as possible: Where is the device? Why was it put
here? When will it activate? Etc.
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EVENT SPECIFIC GUIDELINES 18 (ESG-18)
BOMB THREAT / SUSPICIOUS PACKAGE
Write down exactly what the person says. Take note of speech patterns, accents,
background noises, etc.
Report the threat immediately to Safety Manager, the Supervisor, the Division Chief,
and the CEO.
If the above persons cannot be immediately contacted, initiate an evacuation by
announcing “Code 89” over the intercom 3 times, then call 911 (preferably from a
cell phone while evacuating).
All personnel hearing the Bomb Threat evacuation signal should visually scan their
areas for anything out of the ordinary, then promptly evacuate in accordance with the
Evacuation Plan in Appendix 12.
FOUND a SUSPICIOUS PACKAGE or MAIL
If a package appears suspicious for any reason, DO NOT OPEN IT.
Report the package immediately to Safety Manager and the department supervisor.
Depending on the specific circumstances, efforts may be made to authenticate the
package before implementing emergency procedures. Is the recipient expecting the
package? Can the sender be identified and contacted to verify the contents? Is this
consistent with other packages routinely received? (If possible, the immediate area
around the package should be evacuated and isolated during this process.)
If the package cannot be authenticated, or there is strong reason to believe it is a
harmful package, initiate an evacuation by announcing “Code 89” over the intercom
3 times, then call 911 (preferably from a cell phone while evacuating).
NOTE: Not every suspicious package will require a full evacuation of the entire
facility. For suspected chemical or biological agents, only the immediate area of the
package will need to be evacuated and isolated.
SUSPICIOUS MATERIALS FOUND AFTER OPENING A PACKAGE
Most importantly – STAY CALM. Even if it should happen to be a harmful material,
which is highly unlikely, following the correct procedures will significantly minimize
the chances of anyone being harmed in any way.
As soon as the suspicious materials are discovered, gently put the package down,
isolate the area if possible (close the door), move a safe distance away, and alert
others of the situation.
If the package contains a suspected chemical or biological hazard, for example, a
powdery substance, then try to gently cover the package with something to prevent
the materials from becoming airborne. Isolate the area, alert others, and wash hands
thoroughly with soap and water.
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EVENT SPECIFIC GUIDELINES 18 (ESG-18)
BOMB THREAT / SUSPICIOUS PACKAGE
Report the incident immediately to Safety Manager and the department supervisor.
Depending on the specific circumstances, efforts may be made to authenticate the
package before implementing emergency procedures. Is the recipient expecting the
package? Can the sender be identified and contacted to verify the contents? Is this
consistent with other packages routinely received? (The immediate area around the
package should remain isolated during this process.)
If the package cannot be authenticated, or there is strong reason to believe it is a
harmful package, initiate an appropriate evacuation and call 911.
NOTE: Not every suspicious package will require a full evacuation of the entire
facility. For suspected chemical or biological agents, only the immediate area of the
package will need to be evacuated and isolated.
3.18.5. FOLLOW-UP
Safety Manager shall investigate all bomb threat / suspicious package incidents, and
shall properly document and follow-up on all findings and resulting corrective
actions and/or recommendations.
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EVENT SPECIFIC GUIDELINES 19 (ESG-19)
PHYSICAL ASSAULT / VIOLENCE
3.19.
Physical Assault / Violence
3.19.1. SITUATION
GSWSA employees are susceptible to the threat of physical violence or assault,
which falls under the general heading of “Violence in the Workplace.”
3.19.2. THREAT or HAZARD INFORMATION
Workplace Violence is the second leading cause of total deaths in the workplace. It is
the leading cause of death for women in the workplace.
A large number of these deaths occur during the course of criminal acts such as
armed robbery. (Refer to ESG-20, Armed Robbery.)
Physical violence in the workplace can come from a large number of sources,
including but not limited to:
 other employees
 former employees
 family or friends of employees
 customers
 sales or delivery persons
 complete strangers / outsiders
3.19.3. CONCEPT of OPERATIONS
This Guideline applies to physical violence incidents that are imminent, in progress,
or have already occurred. For detailed procedures and requirements regarding other
forms of “Violence in the Workplace”, refer to the GSWSA Safety Manual.
GSWSA employees involved in a confrontation or altercation that seems to be
getting out of control should make every reasonable attempt to defuse or de-escalate
the situation.
3.19.4. EMERGENCY PROCEDURES
Notify the Human Resources Manager.
If necessary or appropriate, call 911 to notify the police.
If the area is not safe, or if others are potentially threatened by the incident, alert
everyone in the area and attempt to move to a safe location.
If the incident results in injuries, refer to the Emergency Procedures in ESG-5,
Multiple Employees Injured. Even if there is only one employee injured, many of
these procedures will still apply and can provide helpful guidance.
3.19.5. FOLLOW-UP
The Human Resources Manager shall investigate all physical assault / violence
incidents, and shall properly document and follow-up on all findings and resulting
corrective actions and/or recommendations
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EVENT SPECIFIC GUIDELINES 20 (ESG-20)
ARMED ROBBERY
3.20.
Armed Robbery
3.20.1. SITUATION
GSWSA employees are susceptible to the threat of armed robbery, which falls under
the general heading of “Violence in the Workplace.”
The Billing and Collections Teller area, in particular, could appear to be an attractive
target to a would-be robbery.
3.20.2. THREAT or HAZARD INFORMATION
Workplace Violence is the second leading cause of total deaths in the workplace. It is
the leading cause of death for women in the workplace.
A large number of these deaths occur during the course of criminal acts such as
armed robbery.
3.20.3. CONCEPT of OPERATIONS
GSWSA has a number of “Panic Alarms” in various locations in the Administrative
Center. Any one of these alarms, activated during a robbery, would initiate a police
response.
3.20.4. EMERGENCY RESPONSIBILITIES
Don’t be a hero; give the robber what he wants. Do not argue or resist.
Concentrate on remaining as calm as possible. Make no sudden moves; explain what
you are going to do before you make any movements.
Try to take a mental snapshot of the robber. Focus on clothing type and color,
weapon type, any physical features, speech patterns, etc.
If it can be done discreetly without the robber seeing, activate the silent alarm.
As the robber leaves, try to get a vehicle description and direction of travel.
Have someone immediately telephone the police with this information.
As soon possible after the robber is out of the building, lock both sets of front doors.
Notify Safety Manager, the department supervisor, the Division Chief, and the CEO.
Everyone involved or witnessing the robbery should immediately find a place to be
alone, and write down anything and everything you can remember about the event
and the robber. DO NOT discuss the incident or compare notes with anyone until
after the police have conducted their interviews. Things other people say may
influence your recollection of the incident.
Activate ISF-3, Emergency Communications.
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EVENT SPECIFIC GUIDELINES 20 (ESG-20)
ARMED ROBBERY
Consider the emotional trauma of all those affected. GSWSA’s Employee Assistance
Program (EAP) may be one resource, but if more immediate assistance is needed, the
police and/or EMS may be able to activate other resources.
3.20.5. FOLLOW-UP
Safety Manager shall coordinate and follow-up with law enforcement regarding all
armed robbery incidents, and shall properly document and follow-up on all findings
and resulting corrective actions and/or recommendations.
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EVENT SPECIFIC GUIDELINES 21 (ESG-21)
TERRORIST ATTACK
3.21.
Terrorist Attack
3.21.1. SITUATION
Water and wastewater utilities are considered by the federal government to be one of
the nation’s “critical infrastructures”, which also makes them a potential terrorist
target.
While it is believed to be highly unlikely, it is possible that GSWSA could be the
target of a terrorist attack.
While it is believed to be highly unlikely, if a true terrorist organization chooses to
target GSWSA, there is little that could be done to stop them.
3.21.2. THREAT or HAZARD INFORMATION
The worst-case scenario for a terrorist attack involving GSWSA would be a
successful contamination of our water Distribution System. While this is possible, it
would be extremely difficult to accomplish, for a variety of reasons.
Terrorists could have many potential alternatives to a full water system
contamination. The possibilities are almost endless, but some potential options might
include: contaminating one portion of our water system; causing physical damage or
destruction to one or more water treatment facilities; interrupting power to our
facilities; causing physical damage or destruction to one or more wastewater
collection or treatment facilities; disrupting our SCADA / telemetry systems;
disrupting our computer system; causing physical damage or destruction to our
Operations or Administrative Centers; attacking our employees; intentionally causing
a chlorine release; etc.
3.21.3. CONCEPT of OPERATIONS
GSWSA has conducted a comprehensive security Vulnerability Analysis (VA) of all
our facilities and operations. The VA results and associated report are maintained
under separate cover and are under very tight security restrictions.
The findings and recommendations of that report are being addressed, in part through
updates and revisions to this plan that improve our emergency response procedures
and capabilities, and also through a “Security” Capital Improvement Project (CIP)
that deals with physical security improvements.
Given the assumption that a true terrorist organization would have the resources to
carry out a planned attack despite any preventive measures we could realistically
implement, GSWSA has chosen to focus our efforts primarily on early detection and
rapid, effective response to the effects of the attack.
In the event of ANY terrorist activity targeting or involving GSWSA, full activation
and implementation of our emergency plans will be required, as will close
coordination with local, County, State, and Federal resources.
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EVENT SPECIFIC GUIDELINES 21 (ESG-21)
TERRORIST ATTACK
3.21.4. EMERGENCY RESPONSIBILITIES
Response activities and operations should focus on the specific effects, or impact of
the attack, rather than the source of the attack.
 For injured employees, refer to ESG-5.
 For fatalities involving employees, refer to ESG-6.
 For disruption to power supplies, refer to ESG-7.
 For disruption to telephone service, refer to ESG-8.
 For disruption of SCADA systems, refer to ESG-9.
 For disruption of IS / IT systems, refer to ESG-10.
 For water system contamination, refer to ESG-13.
 For an intentional hazardous material release, refer to ESG-14.
 For a fire or explosion, refer to ESG-17.
 For a bomb or suspicious package, refer to ESG-18.
3.21.5. FOLLOW-UP
Safety Manager shall work closely with law enforcement regarding all terrorism
incidents, and shall properly document and follow-up on all findings and resulting
corrective actions and/or recommendations.
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ACTION FORMS (AF-1)
HURRICANE
4. ACTION FORMS
4.1.
Hurricane
ACTION FORMS TO BE DEVELOPED
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ACTION FORMS 2
(AF-2)
TORNADO
4.2.
Tornado
ACTION FORMS TO BE DEVELOPED
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ACTION FORMS 3
(AF-3)
EARTHQUAKE
4.3.
Earthquake
ACTION FORMS TO BE DEVELOPED
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ACTION FORMS 4
(AF-4)
SEVERE THUNDERSTORM
4.4.
Severe Thunderstorm
ACTION FORMS TO BE DEVELOPED
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ACTION FORMS 5
(AF-5)
MULTIPLE EMPLOYEES INJURED
4.5.
Multiple Employees Injured
ACTION FORMS TO BE DEVELOPED
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ACTION FORMS 6
(AF-6)
EMPLOYEE FATALITY
4.6.
Employee Fatality
ACTION FORMS TO BE DEVELOPED
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ACTION FORMS 7
(AF-7)
POWER OUTAGE
4.7.
Power Outage
ACTION FORMS TO BE DEVELOPED
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ACTION FORMS 8
(AF-8)
TELEPHONE SYSTEM FAILURE
4.8.
Telephone System Failure
ACTION FORMS TO BE DEVELOPED
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ACTION FORMS 9
(AF-9)
SCADA FAILURE / CYBER-ATTACK
4.9.
SCADA Failure / Cyber Attack
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
155
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 10 (AF-10)
MIS FAILURE / CYBER-ATTACK
4.10.
MIS Failure / Cyber Attack
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
156
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 11 (AF-11)
MAJOR WATER MAIN LEAK / BREAK
4.11.
Major Water Main Leak / Break
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
157
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 12 (AF-12)
WATER SYSTEM PRESSURE LOSS
4.12.
Water System Pressure Loss
CALCULATING STORAGE RATE OF DECLINE
Maximum Storage Capacity = 9.8 Million Gallons (MG)
“Critical” Storage Level = 30% = 2.94 MG
DATE _________________
CURRENT % ___________
TIME ____________ am / pm
CURRENT GALLONS _____________________
PREVIOUS Storage Level:
Level: ________% . Time: _______ am / pm
CURRENT Storage Level:
Level: ________% . Time: _______ am / pm
DIFFERENCE: (subtract)
________% .
_______ minutes
Convert “Difference” % to gallons:
9.8MG X “Difference” _______% = _________MG X 1,000,000 = _________________ gallons
Calculate Rate of Decline:
_________________ “Difference” gallons / ______ “Difference” minutes = ___________ GPM
Gallons Remaining Before Reaching “Critical” Level:
Current Storage _________________ gallons – 2,940,000 “critical” storage capacity
= _________________ gallons until “critical”
Time Remaining Before Reaching “Critical” Level:
_________________ gallons until “critical” / Rate of Decline _______________ GPM
= ___________ minutes until “critical” / 60 min/hour
= ___________ hours until reaching “critical” level at current pumping rates
Report By:
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
158
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 13 (AF-13)
WATER SYSTEM CONTAMINATION
4.13.
Water System Contamination
ACTION FORM TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
159
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 14 (AF-14)
LOSS OF RAW WATER SUPPLY
4.14.
Loss of Raw Water Supply
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
160
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 15 (AF-15)
HAZARDOUS MATERIALS RELEASE
4.15.
Hazardous Materials Release
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
161
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 16 (AF-16)
CONFINED SPACE EMERGENCY
4.16.
Confined Space Emergency
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
162
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 17 (AF-17)
TRENCH / EXCAVATION COLLAPSE
4.17.
Trench / Excavation Collapse
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
163
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 18 (AF-18)
FIRE / EXPLOSION
4.18.
Fire / Explosion
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
164
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 19 (AF-19)
BOMB THREAT / SUSPICIOUS PACKAGE
4.19.
Bomb Threat / Suspicious Package
BOMB THREAT REPORT
Date:
Time Received:
Time Ended:
Received on Number / Line:
............ Caller ID displayed:
Call was taken on the phone located:
GET SOMEONE’S ATTENTION IF YOU CAN – HAVE THEM GET ON THE LINE TOO
EXACT WORDS USED BY CALLER
QUESTIONS TO ASK
WHEN will it explode?
Did you place the bomb yourself?
WHERE is it?
WHY did you put it here?
WHAT will make it explode?
What is your name?
What does it look like?
Where are you right now?
Did you know there are a lot of people here?
CHARACTERISTICS
Caller
Voice
Accent
Speech
Language
Manner
Male
Loud
None
Fast
Excellent
Calm
Female
Soft
Local
Slow
Good
Angry
Adult
Deep
Foreign
Clear
Fair
Juvenile
High
__________
Poor
Emotional
Child
Raspy
Slight
Distorted
Foul
Rational
~Age:_____
Moderate
Other:
Irrational
Other:
Pleasant
Heavy
Mumbled
Righteous
Other:
Other:
Laughing
Stuttered
Other:
Lisp
Other:
ADDITIONAL INFORMATION:
Background
Traffic
Voices
Music
Planes
Office
Noisy
Quiet
Other:
NAME:
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
165
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 20 (AF-20)
PHYSICAL ASSAULT / VIOLENCE
4.20.
Physical Assault / Violence
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
166
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
ACTION FORMS 21 (AF-21)
ARMED ROBBERY
4.21.
Armed Robbery
ACTION FORMS TO BE DEVELOPED
Grand Strand Water & Sewer Authority
Emergency Management Plan
May 1, 2011
167
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 1
GSWSA OGANIZATION & SYSTEM INFORMATION
5. APPENDIX
5.1.
GSWSA Organization & System Information
5.1.1. System Description
GENERAL INFORMATION
Service Area
See service area map – figure 1
Board Members
9 Members appointed by Governor
Employees (2011)
283
Customers
75,000
WATER INFORMATION
Water Source and Capacity
Pee Dee River (Bull Creek), Intercoastal, Wells
Water Treatment and Capacity
Average Daily Water Production
Total Storage Tank Capacity
Water Lines in System
Fire Hydrants in System
WASTEWATER INFORMATION
Wastewater Treatment and Capacity
Wastewater Lines in System
Wastewater Pump Stations
BACKGROUND & HISTORY
mg = million gallons
mgd = million gallons per day
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
168
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 1
GSWSA OGANIZATION & SYSTEM INFORMATION
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
169
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 1
GSWSA OGANIZATION & SYSTEM INFORMATION
5.1.2.
Facility Locations
Administration Campus
............ ............ ............ Wastewater Treatment Facilities
Administrative Center
166 Jackson Bluff Road
Conway, SC 29526
............ ............ ............ Bucksport WWTF
............ ............ ............ 8051 Treatment Plant Rd
............ ............ ............ Bucksport, SC 29527
Operations Center
170 Jackson Bluff Road
Conway, SC 29526
............ ............ ............ Conway WWTF
............ ............ ............ 2915 New Road
............ ............ ............ Conway, SC 29526
Construction Center
170 Jackson Bluff Road
Conway, SC 29526
............ ............ ............ Green Sea Floyds WWTF
............ ............ ............ McCullough Dr.
............ ............ ............ Green Sea, SC 29545
Fleet Service Building
180 Jackson Bluff Road
Conway, SC 29526
............ ............ ............ Longs WWTF
............ ............ ............ 350 Nancy Lane
............ ............ ............ Longs, SC 29568
Warehouse Building
188 Jackson Bluff Road
Conway, SC 29526
............ ............ ............ Loris WWTF
............ ............ ............ 2400 Lagoon Road
............ ............ ............ Loris, SC 29569
............ ............ ............ Marion WWTF
............ ............ ............ 100 Collins Street
............ ............ ............ Marion, SC 29571
Water Treatment Facilities
............ ............ ............ Myrtle Beach WWTF
............ ............ ............ 3220 Mr. Joe White Ave
Bull Creek Water Treatment Plant ......... ............ ............ Myrtle Beach, SC 29577
8052 Treatment Plant Road
Bucksport, S C 29527
............ ............ ............ Schwartz WWTF
............ ............ ............ 6298 Schwartz Plant Road
Myrtle Beach Water Treatment Plant ..... ............ ............ Socastee, SC 29575
3230 10th Ave N Ext,
Myrtle Beach, SC 29577
............ ............ ............ Vereen WWTF
............ ............ ............ 649 Water Lilly Rd
............ ............ ........... Longs, SC 29568
............ ............ ............ Nichols WWTF
............ ............ ............ 220 Lumber Street
............ ............ ............ Nichols, SC 29581
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
170
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 2
GSWSA PERSONNEL ROSTER
5.2.
GSWSA Personnel Roster
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
171
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 3
BOARD OF DIRECTORS
5.3.
Board of Directors
Sidney F. Thompson - Chairman
Benjy A. Hardee - Vice Chairman
John C Griggs - Secretary
Robert M. Floyd
Wilbur James
Arnold T. Johnson
David F. Singleton
J. Liston Wells
Robert Rabon
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
172
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
5.4.
Emergency Contact Agencies and Personnel
EMERGENCY MANAGEMENT
Horry County Emergency Preparedness
(843) 915-5150
Marion County Emergency Preparedness
(843) 431-5009
SC EMD (Emergency Management Division)
(803) 737-8500 Fax: (803) 737-8570 (Columbia, SC)
FEMA (Federal Emergency Management Agency)
Region IV:
(770) 220-5200 (Atlanta, GA)
National Response Center (reporting releases)
(800) 424-8802
CHEMTREC (emergency hazmat info) .
(800) 424-9300
Poison Control Center
............. ............
(800) 922-1117 (Columbia)
REGULATORY
SC OSHA (Occupational Safety and Health Administration)
Emergency:
(803) 896-7672
US EPA (Environmental Protection Agency)
Region IV:
(404) 562-990 or (800) 241-1754 (Atlanta, GA)
SC DHEC (Department of Health and Environmental Control)
Emergency: (888) 481-0125 (spills, releases, etc.)
Region 6 (Horry Co. area office)………. (843) 238-4378
FAX (843) 238-4518
Region 4 (Marion Co. area office) ……..(843) 661-4825
FAX (843) 661-4858
Bureau of Water (Columbia) ...... ............
.. (803) 898-4300
Bureau of Air Quality (Columbia) .......... ............ (803) 898-4123
Bureau of Land & Waste Mgmt (Columbia) ....... (803) 898-4000
SC DOT (Department of Transportation) ...........
(843) 365-5001
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
173
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
LAW ENFORCEMENT
Horry County Police Department
(843) 248-1520
City of Conway Police
(843) 248-1790
SC Highway Patrol
(843) 365-5001
Town of Surfside Police
(843) 913-6368
City of Marion Police Department
(843) 423-8616
Town of Nichols Police Department
(843) 526-2194
ENVIRONMENTAL
US EPA
.............Refer to “Regulatory” section above
SC DHEC
.............Refer to “Regulatory” section above
National Response Center
.............
(800) 424-8802
PUBLIC HEALTH – MEDICAL
CDC (Centers for Disease Control) .......
(404) 639-3311 (Atlanta, GA)
SC DHEC
.............Refer to “Regulatory” section
Horry County EMS (Dispatch – non-emergency)...........
Conway Medical Center
(843) 347-7111
Grand Strand Regional
(843) 692-1000
Poison Control Center
.............
(800) 922-1117 (Columbia)
LABORATORIES
FIRE – RESCUE
Horry County Fire/Rescue Department
City of Conway Fire Department
Town of Surfside
City of Marion Fire/Rescue
Town of Nichols
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
(843) 915-5190
(843) 248-1720
(843) 913-6369
(843) 423-8602
(843) 526-2194
174
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
UTILITIES, SUPPORT, and SERVICES
South Carolina 811 (www.sc811.com)
Conway Public Utilities
Loris City Hall
Surfside Town Hall
Little River Water & Sewerage CO.
Myrtle Beach Public Works
North Myrtle Beach Public Works
Bucksport Water Co.
Georgetown County Water and Sewer
Aynor Town Hall
City of Marion Town Hall
Town of Nichols Town Hall
Marion County Administrative Office
(803) 939-1117
(843) 248-1770
(843) 756-4004
(843) 913-6111
(843) 249-4024
(843) 718-2000
(843) 280-5500
(843) 248-3195
(843) 2379727
(843) 358-6231
(843) 423-5961
(843) 526-2193
(843) 423-3904
UTILITIES, SUPPORT, and SERVICES (Continued)
Horry Telephone
(843) 365-2151
Restricted Use Number
(843) 902-8392 (843) 369-9393
Santee Cooper
(843) 248-2037
Horry Electric
(843) 369-2211
Progress Energy
(800) 452-2777
Pee Dee Electric
(866) 747-0060
MarCo Water
(843) 423-4680
Mount Pleasant
Satellite 1-480-768-2500 at prompt 881-641-452-714
GSWSA
Satellite Portable- (254) 219-9883
Portable- (254) 219-9882
Portable- (254) 219-5369
EOC(254) 281-5716
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
175
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Horry County EOC
Contact
Number
ESF Description
2
GIS
915-7367
915-7368
23
Damage Assessment
915-5917
915-5930
22
Air Operations
915-5910
915-5911
21
Disaster Assessment
915-5917
915-5930
20
Special Medical Needs
915-5901
915-5904
915-5922
18
Donated Goods And Volunteer Services
915-5902
915-5926
915-5927
17
Animal Emergency Response
915-5923
915-5924
16
Evacuation Traffic Management
915-5908
915-5918
915-5929
14
Economic Stabilization, Community Recovery and Mitigation
915-5921
915-5925
13
Law Enforcement
915-5905
915-5906
915-5907
12
Energy
915-5903
915-5914
915-5916
10
Haz-Mat Response
915-5915
915-5928
9
Search and Rescue
915-5915
915-5928
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
176
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Horry County EOC
8
7
Public Health And Medical Services
915-5901
915-5904
915-5922
Resource Support and Logistics Management
915-5917
915-5930
Marion County Emergency Management Team
Brandon Ellis
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
(843) 289-1835
177
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Media Contacts 2011
Media Contact List-Radio
Radio Company
Name
Contact
Person
Title/Department
Phone
Fax
Email
QRock! Radio
Online
Bob
Scarborough
Station Manager
(843) 502-0603
n/a
info@qrockradio.com
WDAI-FM Kiss
98.5
Doug Davis
Program Director
(843) 651-7869
(843) 6513197
doug.davis@cumulus.com
WDAI-FM Kiss
98.5
David Lewis
General Manager
(843) 651-7869
(843) 6513197
david.lewis@cumulus.com
WEZV-FM Easy
105.9
Matt Sedota
General Manager
(843) 903-9962
ext. 103
(843) 9031797
sedota@wezv.com
WGTN-FM Easy
100.7
Matt Sedota
General Manager
(843) 903-9962
ext. 103
(843) 9031797
sedota@wezv.com
WGTR-FM Gator
107.9
Johnny
Walker
Operations
Director
(843) 293-0107
(843) 2931717
jwalker@qantumradio.com
WGTR-FM Gator
107.9
Sharon Smith
Senior Account
Executive
(843) 293-0107
(843) 2931717
ssmith@qantumradio.com
WJXY-FM 93.9
Craig Russ
Operations
Manager
(843) 651-7869
(843) 6513197
craig.russ@cumulus.com
WIQB-AM 1050
ESPN Radio
Craig Russ
Operations
Manager
(843) 651-7869
(843) 6513197
craig.russ@cumulus.com
WKVC-FM K-Love
88.9
Len Bagwell
Local Promotions
Manager
(336) 885-2200
(336) 8852202
lbagwell@emfbroadcasting.com
WKZQ-FM New
Rock 96.1
Mason
Brazelle
Assistant
Program Director
(843) 448-1041
(843) 6265988
theflighttest@yahoo.com
WLFF-FM Coyote
106.5
Night Train
Program Director
(843) 651-7869
(843) 6513197
night.train@cumulus.com
WLSC-AM Tiger
Radio
Jack "Banana
Jack" Murphy
General Manager
(843) 756-1183
(843) 7560548
info@wlscradio.com
WMIR-AM 1200
Reggie Dyson
General Manager
(843) 399-2653
wradio@sc.rr.com
WMYB-FM Star
92.1
WNMB-AM
Stereo 900
Bill Catcher
Program Director
(843) 448-1041
(843) 3992659
(843) 6265988
Bill and Susi
Norman
General
Manager/Progra
m Director
(843) 249-6662
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
178
bigradiostar@aol.com
wnmb@sc.rr.com
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Radio Company
Name
Contact
Person
Title/Department
Phone
Fax
Email
WRNN-AM Hot
Talk 1450
Dave Priest
Program Director
(843) 448-1041
(843) 6265988
dpriest@nextmediagroup.net
WRXZ-FM Rock
107.1
Mad Max
program Director
(843) 293-0107
(843) 2931717
madmax@getmadmax.com
WSEA-FM Power
100.3
Doug Davis
Program Director
(843) 651-7869
(843) 6513197
doug.davis@cumulus.com
WSYN-FM Sunny
103.1
Craig Russ
Program Director
(843) 651-7869
(843) 6513197
craig.russ@cumulus.com
WWXM-FM Mix
97.7
Ron Roberts
Program Director
(843) 293-0107
(843) 2931717
rroberts@qantumradio.com
WYAV-FM Wave
104.1
Scott Mann
Assistant
Program Director
(843) 448-1041
(843) 6265988
smann@nextmediagroup.net
WYEZ-FM Movin
94.5
Will Issacs
General Manager
(843) 903-9962
ext. 102
(843) 9031797
will@movin945.net
WYNA-FM Bob
104.9
Dave Fields
Program Director
(843) 293-0107
(843) 2931717
dfields@qantumradio.com
SC ETV Radio
(NPR)
SC Radio
Network
John Gasque
Program Director
(803) 737-3413
gasque@scetv.org
Ashley Byrd
News Director
(803) 790-4300
(803) 7373552
(803) 7904309
news@southcarolinaradionetw
ork.com
Media Contact List-TV
TV Company Name
Beach TV-14 of SC
Inc.
Contact Person
Marvin Colley
Title/Dept
General
Manager
Phone
449-6420
Fax
866-7249656
Email
marvin@tripsmarter.com
Best of the Beach
TV-33
Tod Whitby
Sales
Manager
448-9028
448-9028
info@tv33mb.com
Myrtle Beach TV
Marcia Lynn
Walker
Executive
Producer
249-5403
marcia@myrtlebeachtv.com
TV-33 South
Jason Wheeler
Manager/
Producer
492-5147
jason@tv33south.com
WBTW News 13
(CBS)
Dan Klintworth
Marketing
Director
293-1301
293-1760
wbtwnews@wbtw.com
WFXB Fox TV
Steve Albright
Programming
Director
828-4300
828-4343
salbright@wfxb.com
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
179
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
TV Company Name
WMBF News (NBC)
Contact Person
Sarah Miles
Title/Dept
News
Director
News
Director
Phone
839-9623
Fax
839-9625
Email
news@wmbfnews.com
WPDE-TV News
Channel 15 (ABC)
Victoria
Spechko
234-9733
234-9739
feedback@wpde.com
South Carolina ETV
Tom Posey
News
Director
803-737-3200
803-7373476
posey@scetv.org
WIS-TV 10 (NBC)
Brad Neuhoff
News
Director
803-799-1010
803-7581278
bneuhoff@wistv.com
WLTX- TV 19 (CBS)
Marybeth
Jacoby
News
Director
803-776-3600
803-7761791
mjacoby@wltx.gannett.com
WOLO-TV 25 (ABC)
Crysty Vaughan
HTC Digital Cable
Cricket Alcron
News
Director
Communicati
ons & P R
Manager
Time Warner Cable
Teresa Vause
Carolina Film
Group
Encore Video
Productions, Inc.
Ralph McCloud
Stage Video
Productions
Local Sales
Manager
cvaughan@abccolumbia.com
365-2154
365-0855
cricket.alcron@htcinc.com
913-7940
913-7980
teresa.vause@twcable.com
449-4776
ralph@carolinafilmgroup.com
448-9900/7700
crew@encorevideo.biz
Diane
DeVaughn
Stokes, Chuck
Stokes
626-7466
info@stagesvideo.com
Waccamaw Media
Inc.
Jeanne
McGowan
236-8188
236-8189
jeanne@waccmedia.com
CNN Headline
News Local Edition
Richard Green
News
Director
913-7984
913-7980
richard.green@twcable.com
"River Talk"
Don Smith
Producer
248-6060
448-4040
luckydogtelevision@yahoo.com
Around the Beach
with Mitch and
Ewa
On the Green Golf
Video Magazine
Jack
Himmelsbach
272-8150
272-2460
info@himmcomm.com
Jack
Himmelsbach
272-8150
272-2460
info@himmcomm.com
Frank Payne
Vice
President
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
180
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Company
Name
Newspaper &
Magazine
Company
Name
Contact
Person
Title/Dept
Phone
Fax
Email
Aynor Journal
Tiffany
Martinez
Editor
358-2010
358-0250
aynorjournal@yahoo.com
Carolina Forst
Chronicle
Michael
Smith
Editor
236-4810
448-4860
michael.smith@myhorrynews.com
Coastal
Observer
Charles
Swenson
Editor
237-8438
235-0084
editor@coastalobserver.com
Georgetown
Times
Bob Piazza
Editor
546-4148
546-2395
news@gtowntimes.com
The Horry
Independent
Kathy Ropp
Editor
248-6671
248-6024
hinews@sccoast.net
Loris Scene
Annette
Norris
Editor
756-1447
756-7800
isnews@sccoast.com
Myrtle Beach
Herald
Charles
Perry
Editor
626-3131
448-4860
charles.perry@myhorrynews.com
News &
Shopper
Kathy Ropp
Editor
248-6671
248-6024
hinews@sccoast.net
North Myrtle
Beach Times
Polly
Lowman
Editor/
Publisher
249-3525
249-7012
nmbtimes@sc.rr.com
The Sun News
Pamela (P.J.)
Browning
sneditors@thesunnews.com
Publisher
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
626-8555
181
626-0356
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Newspaper &
Magazine
Company
Name
Contact
Person
Title/Dept
Phone
Fax
Email
Aiken
Standard
Mike
Gibbons
Managing Editor
803-648-2311
803-648-6052
mgibbons@aikenstandard.com
Anderson
Independent
Mail
Cindy Burke
News Room
Administrator
864-260-1274
864-260-1276
newsroom@independentmail.com
Associated
PressCharleston
Bruce Smith
Correspondent
722-1660
723-4018
bsmith@ap.org
Associated
PressColumbia
Newsdesk
Newsdesk
803-799-5510
803-252-2913
apcolumbia@ap.org
Beaufort
Gazette
Jeff Kidd
Editor
524-3183
524-8728
jkidd@beaufortgazette.com
Daily Journal
Brett
McLaughlin
Editor
864-882-2375
864-882-2381
newsed@dailyjm.com
The Greenville
News
Marion
Elliott
Editor
864-298-4100
864-298-4395
letters@greenvillenews.com
The Herald
Paul
Osmundson
Editor
803-329-4000
803-329-4021
posmundson@heraldonline.com
HeraldJournal
Michael
Smith
Executive Editor
864-582-4511
864-594 6350
michael.smith@shj.com
The IndexJournal
Richard
Whiting
Executive Editor
864-2231411/1412
864-223-7331
rwhiting@indexjournal.com
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
182
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Newspaper &
Magazine
Company
Name
Contact
Person
Title/Dept
Phone
Fax
Email
The Island
Packet
Fitz McAden
Executive Editor
706-8100
706-3070
fmcaden@islandpacket.com
The Item
Tonyia
McGirt
Managing Editor
803-774-1226
803-774-1210
TMcGirt@theitem.com
Morning News
Tucker
Mitchell
Regional Editor
317-7250
317-7292
cmitchell@florencenews.com
The Post and
Courier
William E. N.
Hawkins
Editor/
Publisher
577-7111
937-5579
bhawkins@postandcourier.com
The State
Henry Haitz
III
Publisher
800-288-2727
803-771-8430
state@thestate.com
The Times and
Democrat
Lee Harter
Editor
803-533-5500
803-533-5595
news@timesanddemocrat.com
Union Daily
Times
Charles
Warner
Acting Editor
864-427-1234
864-427-1237
cwarner@hartlandpublications.com
Union Daily
Times
Joe Pettit
Sports Editor
864-427-1234
864-427-1237
jpettit@hartlandpublications.com
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
183
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Water Managers Emergency Contact List
Charleston Water
Contact
Name
Margaret S.
Porter
Jenny Hagan
Contact
Title
Executive
Assistant
Public
relations
Manager
Office
Number
843-7276862
843-7277146
843-4522582
Fax
Number
843-7277188
843-7277121
Charleston Water
Kin Hil, P.E.
Chief
Executive
Officer
843-7276862
843-2967602
843-7277188
hillfk@charlestoncpw.com
Charleston Water
Andy Fairey
Chief
Operating
Officer
843-7276856
843-7277188
faireyaw@charlestoncpw.com
Charleston Water
Mark Cline,
P.E.
Capital
Projects
Officer
843-7277125
Charleston County
Public Works
Carolina Water Service,
Inc.
North Charleston Sewer
District
Chuck Jarman
Stormwater
Manager
Regional
Director
Asst. District
Manager /
843-2027600
803-7962313
843-7643072
Director of
Operations
District
Manager
Ast. Dist.
Manager /
Director of
Finance
843-7643072
843-7643072
843-3024352
General
Manager
843-7680641
843-2961432
Company Name
Charleston Water
Bruce T. Haas
Kendall
Johnson
North Charleston Sewer
District
North Charleston Sewer
District
Jimmy Green
North Charleston Sewer
District
Kiawah Island Utility,
Inc.
Globalstar
Satellite Phone
Becky Dennis
Mary Trussell
Cell
Number
E-Mail Address
porterms@charlestoncpw.com
haganjl@charlestoncpw.com
clinemf@charlestoncpw.com
843-3024353
843-2027601
803-7918643
843-7642655
cjarman@charlestoncounty.org
843-7642659
843-7642651
jgreen@mcsd-sc.com
843-7681816
Becky_Dennis@kiawahisland.com
843-7681816
Mike_Agin@kiawahisland.com
kjohnson@ncsd-sc.com
mtrussell@ncsd-sc.com
or 696-7917
Kiawah Island Utility,
Inc.
Mike Agin
City of Folly Beach
City of Folly Beach
Steve
Robinson
Terry Boatright
City of Folly Beach
Belle Condon
City of Goose Creek
Steve Price
City of Goose Creek
Chuck Denson
City of Goose Creek
David Fennell
Dorchester County
Water Authority
Dorchester County
Water Authority
Bob Hensley
Asst.
General
Manager
Director of
Public
Works
Asst.
Director of
Public
843-7680641
843-8242200
843-2004901
843-7089984
843-4085454
843-7089986
843-2002643
sgrobinson@msn.com
843-2000219
cdenson@cityofgoosecreek.com
dfennell@cityofgoosecreek.com
Works
x263
Water
Division
Supervisor
843-8242200
843-2967430
843-8450140
843-8450140
843-7092232
843-7090675
Richie
Murdaugh
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
184
tboatwright@cityoffollybeach.com
bcondon@cityoffollybeach.com
sprice@cityofgoosecreek.com
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 4
EMERGENCY CONTACT AGENCIES & PERSONNEL
Water Managers
Emergency Contact
List (Continued)
Company Name
Grand Strand Water &
Sewer Authority
Grand Strand Water &
Sewer Authority
Grand Strand Water &
Sewer Authority
MarCo Rural Water
Contact
Name
Fred
Richardson
Contact
Title
Chief
Executive
Officer
Office
Number
843-4438221
Cell
Number
843-4556260
Fax
Number
843-3474680
E-Mail Address
frichardson@gswsa.com
Irv Wooley
Chief of
Operations
843-4438289
254-8715716
843-4234680
843-2226848
843-3474680
iwooley@gswsa.com
Satellite Phone
Doug Hooks
General
Manager
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
185
dough@marcoruralwater.com
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 5
Critical Customers
5.5.
Critical Customers
5.5.1. Horry County Emergency Shelters
(http://www.horrycounty.org/hurricane_info/shelters.asp)
Voluntary Relocation Shelters…Open w/in 4 hours after school closes during a voluntary evacuation.
South Conway Elementary School
3001 Fourth Ave.
Conway, SC 29527
(843) 488-0272
Capacity = 495
Loris Elementary School
901 E SC 9 Business
Loris , SC 29569
(843) 756-7824
Capacity = 464
Mandatory Evacuation Shelters………Open as soon as possible during a mandatory evacuation.
Aynor Elementary School
516 Jordanville Road
Aynor, SC 29511
(843) 358-3680
Capacity = 413
Green Sea Floyds High & Middle Schools
5265 Highway 9
Green Sea, SC 29545
(843) 392-3131
Capacity = 1,115
Aynor High School
201 Hwy 24
Aynor, SC 29511
(843) 358-6261
Capacity = 627
Loris High School
301 Loris Lions Road
Loris, SC 29569
(843) 756-4041
Capacity = 1,090
Conway Elementary School
1101 Snowhill Dr.
Conway, SC 29526
(843) 488-0696
Capacity = 683
Pee Dee Elementary School
6555 Hwy. 134
Conway, SC 29527
(843) 397-2579
Capacity = 533
Conway High School
2301 Church St.
Conway , SC 29526
(843) 488-0662
Capacity = 1,280
Whittmore Park Middle School
1808 Rhue Street
Conway, SC 29527
(843) 248-2233
Capacity = 845
Green Sea-Floyds Elementary School
5000 Tulip Grove Road
Green Sea, SC 29545
(843) 392-1078
Capacity = 533
Special Medical Needs Shelter is a temporary facility capable of providing special nursing care to
individuals whose physical and /or mental conditions are such that they exceed the capability of the Red
Cross shelters but are not severe enough to require hospitalization. For more information call (843)
365-3126 or (888) 934-3577 and ask to speak to someone regarding Special Medical Needs
shelters
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
186
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 5
Critical Customers
5.5.2. Marion County Emergency Shelters
Mandatory Evacuation Shelters
Marion High School ..... ............ ............ ............ Phone: 843-423-8256
1205 S Main Street ....... ............ ............ ............ Capacity 1511
Marion, SC 29571
Creek Bridge High School ......... ............ ............ Phone: 843-362-3500
6641 S Hwy 41 ............ ............ ............ ............ Capacity 1200
Marion, SC 29571
Voluntary Relocation Shelters
Johnakin Middle School ............ ............ ............ Phone: 843-423-8360
500 Gurley Street .......... ............ ............ ............ Capacity 716
Marion, SC 29571
5.5.3. Columbus County Emergency Shelters (None at this Time)
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
187
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 5
Critical Customers
5.5.4. Critical Service Customers
#
1
2
3
4
5
6
7
8
9
10
11
Facility and Address
Conway Hospital
300 Singleton Ridge Rd,
Conway
Kingston Nursing
Center
2379 Cypress Cir,
Conway
Lighthouse Care Center
152 Waccamaw Med.
Park, Conway
Coastal Urology
394 Singleton Ridge Rd,
Conway
Coastal Kidney Center
534 Farrar Dr., Conway
LabCorp
812 Farrar Dr., Conway
Agape Assisted Living
Grand Manor Court,
Garden City
Grand Strand
Healthcare
4452 Socastee Blvd, MB
MB Estates
3620 Happy Woods Ct.,
MB
NHC
9405 Hwy 17 Bypass,
Garden City
Fresenius Dialysis
Center
1100 S Main Street,
Marion, SC
Contact
Phone
Pump
Station
Pump
Size
Generator
Required
Tom
Lovelace
347-8256
63
77
4,5,10,11
Laura
Fowler
347-8179
63
77
4,5,10,11
Ron Casidy
347-8871
84
25
3,7,8,21,22
Laura
Brakefield
347-8765
63
77
4,5,10,11
34y-9487
218
5
12,13,14,15,16
910-2799511
218
5
12,13,14,15,16
Laura
Schanley
357-0200
95
3.2
Hearld
Branton
293-1137
121
20
2,7,8,21,22,25
Tommy
Jackson
293-8888
215
88
5,6,10,11
James
Roach
215-2057
106
5
5,6,10,11
Mary Legett
423-4673
Janet
Griffith
Trisha
Dougherty
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
188
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 6
SUPPLIERS & CONTRACTORS
5.6.
Suppliers and Contractors
FUEL
Fleetcor Technologies………………………………… ... ............ 800-877-0800 Customer Service
Sharon Cargil, Account Manager………………. ............ ............ .800-877-9019, Ext. 15505
Mark Roberts, Business Manager…………… .... ............ ............ .704-271-4022 Direct
EMERGENCY FUEL CONTACT (LOCAL)
BP Food Shoppe (across from Oliver’s Rest.)
Store Number:
(843) 347-3232
Home Number:
(843) 234-1701
Mobile Number:
(843) 997-9770
Note: If electricity is off at the above location, we will need to use our battery powered pumps.
Nash Oil Company
Bulk Fuel Plant
10 Park St Ext.
Little River, SC
office .. ............ 843-399-6161
after hours ........ 843 446-5703
CHEMICALS
Brenntag Southeast
4200 Azalea Dr., Charleston, SC
Office:
(843)-774-7421
Matt Moxley:
(843) 860-0838
Water Guard
Office:
1(800) 872-7665
Univar
Suburban Dr., Suffolk, VA
Office:
(800) 438-1119
Kathy Gatlin
(704)-996-7825
WATER/WASTEWATER SUPPLIES
Conway Auto Parts………………………………… 843-248-2225
“
............ ............
843-248-6272
Edward Hickson cell…………………………………843-241-4905
Ferguson …………………………………………….843-347-4833
Brian cell……………………………………………..843-855-1464
Rob cell………………………………………………803-968-0384
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
189
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 6
SUPPLIERS & CONTRACTORS
Mainline Supply ………………………………….....843-399-4443
Tommy Weatherly, Home No…….………………….843-281-1137
Tommy Weatherly, Mobile……………….………….843-241-2858
Kevin Bell, Home No …………………….………….843-399-9513
Steve Awalt-Cell……………………………………..843-421 2961
............ ........ Or
..843-241-6327
HD Supply …………………………………………..843-293-2021
Kevin McKinnan-Cell………………….….……...….843-385-6232
Socastee Hardware………………………………….843-293-7555
Charles – Home ……………………………………. 843-293-6145
Charles Cell ……………………………………… ..843-421-6334
CCISCO……………………………………………..843-238-1338
Jim Fitzpatrick – Mobile …………………………....843-458-0749
Jim Fitzpatrick – Home ………………………….….843-215-8332
Terry’s Hardware…………………………………....843-365-9300
Terry – Home ………………………………………….843-365-5035
Clint – Home ……………………...…………………..843-365-8783
Clint – Mobile ……………………...………………….843-457-7122
Terry – Mobile ……………………..………………….843-333-5138
WATER/WATEWATER CONTRACTORS
S & W Construction…………………………….….843-651-6723
Wendell Shelley, Mobile…………………………….843-458-9691
Hi-Tech Construction……………………………….843-215-2579
Nathan Alford………………………………………..843-458-9545
Nathan Alford – Home ………………………………843-365-4999
Lawrimore Construction……………………………843-397-4499
Wade Lawrimore
............
. 843-450-1262
..
Seaside Utilities……………………………………..843-251-8807
Jimmy Jordan………………………………………..843-340-6426
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
190
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 6
SUPPLIERS & CONTRACTORS
OTHER EQUIPMENT/SUPPLIES/SERVICE
Hagemeyer-1525 Hwy 501, Myrtle Beach……………………………843-626-3578
Shawn –Cell ……………………………………………………….. 843-450-7950
Corey – Cell …………………………………………………………1-770-778-6955
Horry Telephone (Mobile Phone Svc)Meredith Canady Office………………………………. …………… 843-369-8582
Meredith Canady Cell……………………………………………….. 843-457-1762
Strand Communications-Rick McNamara-3904 Wesley St, MB……...843-236-7100
Rick – Cell …………………………………………………………. 843-241-2383
Industrial Rewinding-Russell McKenize-1420 Cannon Rd., MB……..843-626-3536
Russell……………………………………………….
843-241-4024
Russell McKenize – Home ……………………….………………… 843-236-0306
Robert McKenize – Cell …………………………………………… 843-241-4018
Robert McKenize – Home ………………………………………….. 843-396-4528
Sunbelt Rentals-604 Cannon Rd., Myrtle Beach………………………843-445-9960
Mitch Brigman – Cell ………………………………………………. 843-385-2842
Little River Store …………………………………………………... 843-281-9896
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
191
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 7
WASTEWATER PUMP STATION
5.7. WASTEWATER PUMP STATION LIST
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
192
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 8
POTENTIAL WASTEWATER SPILL/OVERFLOW
5.8
POTENTIAL WASTEWATER SPILL / OVERFLOW LOCATIONS
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
193
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 9
EMERGENCY GENERATOR INFORMATION
5.9
Emergency Generator Information
Eq. #
Type
GO2
KOHLOR
GO3
ONAN
GO4
KOHLER
GO 5
KOHLOR
GO6
CATERPILLAR
GO7
OLYMPIAN
GO8
OLYMPIAN
GO9
OLYMPIAN
G10
OLYMPIAN
G11
OLYMPIAN
G12
GENERAL
G13
GENERAL
G14
GENERAL
G15
GENERAL
G16
GENERAL
G17
GENERAL
G18
GENERAL
G19
GENERAL
G20
GENERAL
G21
GENERAL
G22
GENERAL
G23
GENERAL
G24
GENERAL
G25
GENERAL
SCHWARTZ
DETROIT DIE
CONWAY
BULL CREEK
INTAKE
SOUTH PS
PS 1
CUMMINS
PS2
CUMMINS
PS 3
CUMMINS
PS 10
CUMMINS
PS 115
MAGNA 1
PS 171
ONAN
PS 225
KOHLER
BIG BLOCK
CATERPILLAR
PERRY ROAD
SCHWARTZ(ORBAL)
GENERATOR INVENTORY
Fixed Asset # Year
PORTABLE
1037
1988
PORTABLE
1038
1988
PORTABLE
1036
1988
PORTABLE
1359
1985
PORTABLE
2600
1986
PORTABLE
3779
1993
PORTABLE
3781
1993
PORTABLE
3780
1993
PORTABLE
3782
1993
PORTABLE
3823
1993
PORTABLE
3909
1995
PORTABLE
7643
2001
PORTABLE
8496
2003
PORTABLE
8495
2003
PORTABLE
8492
2003
PORTABLE
8493
2003
PORTABLE
8491
2003
PORTABLE
8499
2003
PORTABLE
8490
2003
PORTABLE
8501
2003
PORTABLE
8500
2003
PORTABLE
8498
2003
PORTABLE
8494
2003
PORTABLE
8497
2003
FIXED
5284-08
1980
FIXED
5480-06
FIXED
FIXED
5470-09
FIXED
5479-06
FIXED
5340-07
1980
FIXED
5358-04
1980
FIXED
5357-07
1980
FIXED
5365-05
1980
FIXED
2794-03
1980
FIXED
5318-06
1994
FIXED
1998
FIXED
1995
FIXED
FIXED
1993
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
194
Fuel
Serial #
D
478565
D
K90464227
D
BC33226FG
D
BC33226FG
D
3285
D
3779
D
3781
D
AD207246
D
2011885
D
2010884
D
2013646
D
60033703
D
2070308
D
2070334
D
2070309
D
2070335
D
2070336
D
2070330
D
2070333
D
2070331
D
2070332
D
2070329
D
2070307
D
2070328
D
16E0004970
D
2AJ00533
D
23Z03496
D
2AJ00534
D
81Z10995
D
JN-95632-12/26-11
D
JJ92627-6/25-8
D
JL92631-10/05-9
D
JF92630-6/26-5
D
5J3308392
D
E940543777
D
379309
6EAO1517
D
WN3T64767
volts
240
240
240/480
240/480
208
208
208
208
240/480
240/480
240
240
240
240
240
240
240
240
240
240
240
240
240
240
480
480
480
480
480
480
480
480
480
480
480
480
480
480
480
KW
40
75
225
125
225
50
50
125
125
125
20
20
20
20
20
20
20
50
20
50
50
35
20
35
350
125
200
250
200
150
375
280
750
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
CENTRAL
US MOTORS
APPENDIX 9
EMERGENCY GENERATOR INFORMATION
Fuel Capacities & Consumption - Water Department Generators
#
Generator
Fuel/Capacities
Consumption
Total Hrs.
Run Time
Fuel Capacities & Consumption - Wastewater Generators
#
Generator
Fuel/Capacities
Consumption
Total Hrs.
Run Time
Fuel Capacities & Consumption - Administration Generators
#
Generator
Fuel/Capacities
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
Consumption
195
Total Hrs.
Run Time
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 9
EMERGENCY GENERATOR INFORMATION
POTENTIAL TOW VEHICLES for PORTABLE GENERATORS
#
Truck
Number
SAFE
Generator Sizes
Primary Driver
Vehicles must be capable of safely towing any generator they pull, based on the rated capacity of the
vehicle and the weight of the generator.
The weight of the generator is a safety concern not only for towing the unit, but particularly for being
able to safely and effectively STOP with it in tow.
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
196
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 9
EMERGENCY GENERATOR INFORMATION
Emergency Generator Hookup Procedures
Determine which generator should be used:
240 Volt 3 Phase 100 AMP
480 Volt 3 Phase 200 AMP.
Before towing a generator to another location:
MAKE SURE TOW VEHICLE CAN SAFELY PULL & STOP THE GENERATOR
Check fluid levels, oil, coolant and fuel
Start up generator and shut down
Be sure cords and plugs are with generator
Be sure doors on generator are securely closed
Plug in trailer lights attach safety chains from generator to tow vehicle
Procedures for connecting generator to back box on station:
Make sure Hand-Off-Auto switches are in the “Off” position
Set transfer switch or walking beam breaker to generator position
Plug female end into box on station; plug male end into interlock on generator
Start generator and check all gauges - voltage, cycles, oil pressure and temp, etc.
Press the “ON” button on interlock, red indicator light should come on
Go to control panel in station, select a pump and switch it to hand (start only one pump at a time). Check
rotation of pump, if rotation is correct switch HOA switch to “AUTO”. Station should operate normally.
If pump rotation is wrong - CALL AN ELECTRICIAN
Monitor fuel level regularly; notify ESF-13 (Agricultural Ops) for re-fueling assistance.
To disconnect generator from station once SCE&G has restored power:
Let generator run while disconnecting, to allow it to cool down
Make sure that HAND-OFF-AUTO switches are in “OFF” position
Press “OFF” button on generator interlock; red indicator light should turn off
Unplug male plug at interlock; unplug female from box connector on station
Switch transfer switch from generator to SCE&G
Switch control to hand and check pump rotation, if rotation is correct switch to “AUTO.” If pump
rotation is wrong - CALL AN ELECTRICIAN.
Shut generator down
Wires are color coded to indicate what voltage the station is; or reference the type of plug on the outside
of the station.
Blue Hubbell Plug
Silver Crouse-Hinds Plug
240 Volt 3 Phase 100 AMP
480 Volt 3 Phase 200 AMP
L1(Black) L2 (Red) L3 (Blue) L1 (Brown)
L2(Orange)
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APPENDIX 10
WAREHOUSE EMERGENCY SUPPLIES
5.10
EMERGENCY INVENTORY SUPPLIES
Material
Number
Flashlight – 6V
Masking Tape
Duct Tape
Nylon Rope
Seasonal
Level
6/1 – 11/01
12 Each
8 Rolls
16 Rolls
1 100’ Roll
Rain suit, - Medium
Rain suit - Large
Rain suit - X-Large
Rain suit, - XX Large
Rubber Boots - sz 9
Rubber Boots - sz 10
Rubber Boots - sz 11
Rubber Boots - sz 12
Battery, - AAA
Battery, - AA
Battery, - D
Battery, - 6V
Fix-A-Flat
Tire Repair / Plug Kits
Plastic Sheeting
3 Each
8 Each
8 Each
6 Each
6 Pair
4 Pair
5 Pair
3 Pair
36 Each
48 Each
36 Each
12 Each
12 Cans
8
6 Rolls
Normal
Level
Description
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WAREHOUSE EMERGENCY SUPPLIES
FULLY ACTIVATED EOC EQUIPMENT & SUPPLIES
Description
Normal
Level
Seasonal
Level
6/1 – 11/01
PC
SCADA PC
Mobile Radio
Copy Machine
Fax Machine with Outside Line
Telephone
Satellite Phone – Portable
Satellite Phone – Fixed Mount
Cell Phone
TV Cable Connections
Battery Powered Portable Radio
Message Board
Dry Erase Board
Flashlight
Rain suit – Large
4
2
4
1
1
6
3
1
8
2
1
1
1
3
2
Office Supplies – pens, pencils, pads, etc…
Cot
Pillow
Pillow Case
Sheet
Blanket
6
6
6
6
6
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WAREHOUSE EMERGENCY SUPPLIES
EMERGENCY REPAIR PARTS INVENTORY
Description
MJ Sleeves
Full Circle Repair
Bands
Mega Lugs w/acc
Split Mega Lugs w/acc
MJ 90 w/acc
MJ 45 w/acc
Grip Rings C-900
w/acc
Grip Rings SCHD-40
Threaded Rod
w/ Washers
¾”X10’
Full Circle Bands-AC
Pipe
Full Circle Bands-Poly
Pipe
Bolted Couplings HYMax
Bell Joint Leak Clamps
MJ Caps w/acc
Clawn Pacs
Transition Gaskets
Flange Packs
Tee Bolts
Poly Pipe HDPE L/F
Poly Pipe Adapters
SAC-KRETE
Bell Joint Restraints
Sand Bags
Gate Valves
Sewer Saddles
Sewer Knck On
Coupling
Sewer Sweeps & Wyes
3”
4”
6”
8”
10”
12”
2
14”
2
16”
2
18”
2
20”
2
24”
2
30”
2
36”
2
2
2
2
2
2
2
2
2
4
2
2
2
4
2
2
2
4
2
2
2
4
2
2
2
4
2
2
2
4
2
2
2
4
2
2
2
4
2
2
2
4
4
4
4
4
4
4
4
4
4
4
4
48”
2
Each
4
2
2
2
10
40
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
4
4
50
40
2
2
2
4
4
50
40
2
2
2
4
4
50
40
2
2
2
4
4
50
40
2
2
2
4
4
50
40
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
50
40
50
40
50
40
50
40
50
40
50
40
50
40
50
40
200
2
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APPENDIX 11
EVACUATION PLAN
5.11 Evacuation Plan
This Evacuation / Emergency Action Plan is in place to ensure employee safety from fire, bomb
threat, chemical release, earthquake, or any other emergency which could affect our facilities.
At the time of an emergency, employees should know what type of actions are necessary and
what their role is in carrying out the plan. In some cases where the emergency is very grave, total
and immediate evacuation of all employees is necessary. In other emergencies, the majority of the
personnel may need to be evacuated promptly while designated personnel remain at their duty
stations temporarily in order to shut down critical processes.
INCIDENT COMMAND SYSTEM:
During an evacuation for any reason, the Incident Command System (ICS) may be implemented.
The degree to which the ICS is developed will depend upon the circumstances of the evacuation,
but will typically be very simple in nature. For an evacuation with no apparent imminent danger,
the Incident Commander (typically the senior member of management on-scene) may be the only
formal ICS position that needs to be established.
The department supervisors / foremen shall report all pertinent information to the Incident
Commander (IC), such as: the results of the building search, any personnel unaccounted for,
anything unusual observed in the building, etc.
The IC shall first ensure that the appropriate resources have been called for, such as Police, Fire,
EMS, etc., as required by the incident. The next action shall be to ensure that ALL personnel are
accounted for and safely away from the building in the designated place of refuge. NOTE:
Security may be a concern during the evacuation. It may be necessary to assign one or more
employees to barricade the entrances to the parking lot or facility to keep others away. If
necessary, employees may be posted in a position which allows them to safely monitor the
entrances to the building, and keep customers, visitors, and other employees from getting too
close to the building. DO NOT leave an entrance open and unmonitored so that unsuspecting
personnel could enter the building or facility.
REPORTING EMERGENCIES
If ANY employee witnesses a situation which poses immediate and imminent danger, they shall
immediately initiate an evacuation using whatever is the quickest and most effective means
available to them. Activating the fire alarm, announcing over the intercom, verbally alerting
nearby employees, etc.
NOTE: Safety Manager shall be immediately alerted if any facility is evacuated for any reason.
If the situation does NOT pose immediate and imminent danger, it shall be promptly reported to
senior management, and they shall determine if an evacuation is appropriate.
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WHEN TO EVACUATE:
 If the alarm system activates.
 If an evacuation is called for over the intercom system.
 If your supervisor directs you to.
 If a member of management instructs you to (these positions shall be referred to as “other
authorized persons”.
WHERE TO EVACUATE
Unless otherwise instructed, proceed to the nearest exit calmly but quickly. Move away from the
building. Do not block the exits or remain near the building.
ADMINISTRATIVE CENTER:
ALL personnel shall promptly and safely make their way to the Operations Center upper parking
lot area adjacent to the construction/inventory yard as the primary place of refuge. Remain at this
location until released by the IC or other authorized person. Should the primary place of refuge
not be safely accessible for any reason, the secondary location is the area in front of the
Operations Center.
OPERATIONS CENTER:
ALL personnel shall promptly and safely make their way to the Operations Center upper parking
lot area adjacent to the construction/inventory yard as a primary place of refuge. Remain at this
location until released by the IC or other authorized person. Should the primary place of refuge
not be safely accessible for any reason, the secondary location is the area directly in front of the
Construction Building.
Sheltering In-Place will involve: ensuring ALL windows and doors are closed, shutting down
Heating, Ventilation, and Air Conditioning systems, and moving to the safest appropriate area of
the building to wait until the hazard has been eliminated.
If the incident does not require immediate and total evacuation, a Programmer / Analysts may
need to temporarily remain at their posts in order to shut down computer equipment. These
employees shall notify their immediate supervisor they are momentarily remaining, and give the
supervisor an estimated time to complete their task and move to the place of refuge. As soon as
these tasks are completed, these personnel shall immediately proceed to the appropriate place of
refuge and check in with their supervisor. If there is ANY potentially imminent danger, these
personnel shall not delay their evacuation, but shall exit the building along with all other
employees. Likewise, if their supervisor or other authorized person instructs them to evacuate
immediately, they shall do so at once.
DEPARTMENT MANAGERS AND SUPERVISORS
Providing they can do so without posing a risk to themselves, they are to quickly check all areas
of the building or facility to ensure that all employees have evacuated safely. The
managers/supervisors should close all doors behind them as they make their way out of the
building, as this will significantly slow the spread of smoke and/or fire throughout the rest of the
building. Once the facility is safely cleared of all personnel, the managers/supervisors should
promptly report to the designated place of
refuge.
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EVACUATION PLAN
If there are any personnel requiring help to get out of the building, one of the
managers/supervisors shall assist them as needed, or shall ensure that someone else is assigned to
assist them.
EVACUATION PROCEDURES
Consult floor plans to determine the shortest and fastest route from your location to the
designated place of refuge. ALWAYS have an alternate route picked out, in case the primary
route is blocked by fire, etc . .
If there is visible smoke, stay low (smoke will be thicker near the ceiling) and move quickly to
the nearest exit. If the smoke is extremely heavy, crawl on your hands and knees to the exit,
keeping close to the floor.
If you have to open any doors en route to the exit, feel the door with the back of your hand before
you open it. IF IT FEELS WARM OR HOT, DO NOT OPEN IT if you do not have to. If you are
able, take an alternative route out of the building. If you must open the door to reach an exit, open
the door VERY slowly a small amount, to determine if fire is present near the door.
Close all doors behind you as you make your way out of the building. This will help significantly
slow the spread of smoke and/or fire throughout the rest of the building.
If the evacuation is due to actual or potential gas or vapor chemical release such as chlorine, wind
direction must be taken into consideration. DO NOT MOVE DOWNWIND OF THE RELEASE.
The designated places of refuge outlined in this plan may need to be adjusted if wind direction
renders them potentially unsafe in a chemical release emergency.
HEAD COUNT PROCEDURES
Once at the designated place of refuge, managers and supervisors shall conduct a Head Count of
the personnel within their department. If any personnel are not accounted for, or if there is any
uncertainty about anyone’s whereabouts, the Incident Commander shall be notified immediately.
NO ONE IS TO RE-ENTER without clearance from the Incident Commander. If personnel are
known or suspected to be missing, alert the IC immediately.
RESCUE AND/OR FIRST AID
Rescue duties shall only be performed by the trained, equipped, and qualified personnel. No
employee shall ever take any actions that jeopardize their health and safety, or the health and
safety of others.
Any employee properly trained in first aid may be able to render emergency care to the injured
until emergency services personnel arrive on the scene. If there are serious injuries, ensure that
EMS has been activated.
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APPENDIX 12
EMERGENCY COMMUNICATION PLAN
5.12
Emergency Communication Plan
5.12.1 INTRODUCTION
During and following almost any emergency, there is a critical need to communicate
information to a number of different audiences. The size and number of these audiences
can vary greatly depending on the emergency, and can range from a few employees of
one department, up to and including every person within GSWSA’s service area.
5.12.2 PURPOSE AND OBJECTIVES
The overall purpose of the crisis communications function, during and following virtually
any emergency, is to ensure accurate and consistent information is communicated to all
those with a need to know. The specific objectives of this function include the following:
To ensure factual and current information is provided, in a controlled and organized
manner, to the media, the public, and other outside agencies, groups, or personnel that
have a need to be informed.
To ensure adequate personnel and procedures are in place to handle incoming telephone
calls, and that these individuals are provided current, accurate, and consistent information
to work from.
To ensure factual and current information is provided, in a controlled and organized
manner, to all GSWSA employees.
5.12.3 CONCEPT OF OPERATIONS
The Crisis Communications Plan may be activated and implemented by either; the CEO
or the Incident Commander.
Crisis Communications will normally be activated whenever there is an event that causes
activation of the Incident Command System.
The CEO will coordinate all activities within the scope of the Crisis Communications
Plan.
The CEO will coordinate and oversee the development and creation of all printed
information such as Press Releases, Fact Sheets, Notices and Bulletins. The CEO will
also coordinate the dissemination of up-to-date and approved information to telephone
operators, radio dispatchers, department heads / supervisors, and affected employees.
The CEO or Incident Commander may fill the role of Spokesperson, or may choose to
appoint another qualified person to serve as Spokesperson. The designated Spokesperson
will conduct all Press Briefings, on-air / on-camera interviews, telephone interviews, etc.,
for and with the media.
The CEO will serve as a Liaison to the media, and will coordinate the scheduling of press
briefings, interviews, etc.
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The CEO or Incident Commander must approve and authorize all information prior to
release or dissemination.
All inquiries or requests from the media will be forwarded to the CEO.
Any employee approached or questioned by the media shall politely refer them to the
CEO, and explain that the CEO can provide them with the most up-to-date information,
and can also put them in touch with the designated GSWSA Spokesperson.
5.12.4
POTENTIAL CRISIS EVENTS
The list of potential crisis events, or “emergencies”, that may require crisis
communications activities includes, but is not limited to the following.
Hurricane
............ ............ ............ Water System Contamination
Tornado
............ ............ ............ Earthquake ....... ............ ............
Hazardous Material Spill / Release
Severe Thunderstorm ............ ............ ............ Confined Space Emergency
Multiple Employees Injured ...... ............ ..........Trench / Excavation Collapse
Employee Fatality
............ ............ ............ Fire / Explosion
Power Outage
............ ............ ............ Suspicious Mail / Package
Telephone System Failure.......... ............ ............ Vandalism / Stolen Property
SCADA Failure / Cyber-attack .. ............ ............ Violence / Assault
IS Failure / Cyber-attack ............ ............ ............ Armed Robbery
Major Water Main Leak / Break ............ ............ Terrorist Attack
Water System Pressure Loss ...... ............ ............ Freeze / Winter Storm
Scandal
............ ............ ...........Internal Corruption
Widespread Health Issue
SSO – severe environmental situation / major spill
Unexpected traffic tie-up caused by leak, spill, construction, etc.
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5.12.5 KEY AUDIENCES
The list of potential key audiences that may require communication activities during
and/or after a crisis or emergency includes, but is not limited to the following.
Board Members
............ ............ ............ Horry County EMS
Mayors / Administrators / Councils ........ ............ SC DHEC
SCDHEC
............ ............ ............ Horry County PIO
Horry County Police Department ........... ............ Affected Customers
Horry County Sheriff’s Office ... ………………..All Customers
Bull Creek Participants ............ ………………..GSWSA Wholesale Customers
FBI
............ ............ ............ News Media / General Public
County Fire Department ............ ………………..Employee Families
Horry County Emergency Preparedness Department
Hospitals / Medical Facilities / Dentists / Dialysis Clinics
5.12.6 COMMUNICATION CHANNELS
The list of potential communications channels that may be used to communicate during
and/or after a crisis or emergency includes, but is not limited to the following.
Door-to-Door Personal Contact . Radio Stations
Door Hangers
............ Newspaper
Flyers
............ ............ GSWSA Website
Telephone
............ ............ Press Release
Press Conference
............ ............ Mobil Radio
Automated Attendant Greeting .. Television Stations
Sandwich Boards / Signs ........... ............ Bulletin Boards
Internal Employee Bulletin Boards ......... Homeowner’s Associations
5.12.7 EMERGENCY COMMUNICATIONS CENTER
Normally, the Emergency Communications Center will be incorporated with the GSWSA
Emergency Operations Center (EOC). The main function of the Crisis Communications
Center is to provide GSWSA staff the facilities and equipment needed to gather, evaluate,
develop and disseminate information related to an emergency. A secondary function may
be to provide members of the media a place to stage, set up equipment, conduct
interviews, etc. The type, severity, and duration of the incident will determine the
function and complexity of the Emergency Communications Center.
Primary location: Operations Center, 170 Jackson Bluff Road
Alternate location: Bull Creek Water Treatment Plan
If any location other than the Operations Center must be utilized, consider the potential
need for the following supplies and equipment.
Emergency Management Plan ... ............ ............ Paper, pens
Laptop computer
............ ............ ............ . Printer
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Extension cords
Easels, Pad, Markers
Maps, Drawings
Fax machine
Battery powered radio
............ ............ . Copier
............ ............ Cell phones
............ ............ Radios
............ ............ Flashlights
............ ............ First Aid Kit
5.12.8 HANDLING INQUIRIES
Customer Inquiries, Complaints or Concerns
Incoming customer calls involving complaints, concerns, or questions pertaining to an
emergency situation should be received by, or forwarded to, the Dispatch Center. The
CEO or IC shall be notified of all communications from “critical” customers (i.e.,
hospitals, dentists, etc.)
Refer to ISF-6, Telephones for additional procedures regarding the management of
incoming phone calls.
All persons taking incoming customer calls shall obtain and record the caller’s name,
address, phone number, and the nature of the call. (Utilize the “Call Taker’s Worksheet”
contained within this Plan.)
All persons taking incoming customer calls shall obtain from the CEO, Incident Fact
Sheets or Bulletins containing up to date incident information. Call takers are to use this,
and only this information to answer questions, or otherwise address customer calls.
Media Inquiries
Inquiries from the media regarding an emergency situation should be received by, or
forwarded to the CEO.
Only the CEO or Incident Commander may release information and/or may coordinate
for the media to obtain statements or interviews with the Spokesperson.
Any employee approached or questioned by the media shall politely refer them to the
CEO, and explain that the CEO will have the most up-to-date and accurate information to
better answer their questions.
All Other Inquiries / Communications
Guidance for all inquiries and communications can be found in the Emergency
Notification Matrix contained within this plan.
5.12.9 KEY MESSAGES
Following are various key messages that can be used as a foundation for developing Press
Releases, Written Statements, Incident Bulletins, and other communications regarding an
emergency incident. The designated Spokesperson should be very familiar with these key
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messages, and should stress these messages often during interviews or statements made
to the media.
The appropriate key messages should also be included as part of the information provided
by the PIO to call takers, so these points can be emphasized to customers who are calling
in with questions or concerns.
General Messages
Public health and safety is, and always has been, our highest priority.
Preservation of our environment is a top priority.
GSWSA has emergency response plans in place to enable us to respond quickly and
effectively to emergency events, and promptly implement corrective procedures.
GSWSA has an Emergency Communications Plan to ensure timely notification of
affected customers and other interested or involved parties.
Our emergency plans are tested and refined through an ongoing process of training, drills,
and plan updates / revisions.
GSWSA will provide temporary alternate supplies of drinking water if necessary, while
the system is being restored to normal operations.
GSWSA has “mutual aid” arrangements with various agencies and organizations,
allowing us to call upon an extensive pool of resources during an emergency.
Hazardous Materials Release
Protecting public health and safety is, and always has been, the number one priority of
Grand Strand Water & Sewer Authority.
Water and wastewater treatment requires the use of chemicals such as chlorine and
ammonia, which if released into the atmosphere, can be potentially harmful. GSWSA has
an excellent safety record with these chemicals. While we have had minor or “incidental”
releases that were completely contained within our facilities, we have never had a release
that posed any potential danger to the public.
Leak detectors and alarm systems are installed at every location where chlorine or
ammonia is used. In the event of a leak, these systems will immediately detect it, activate
an alarm light and audible alarm at the site of the leak, and send an Alarm Message to
various pagers to alert Plant Operations personnel.
GSWSA is an active member of the Local Emergency Planning Committee (LEPC), and
works closely with local responders to ensure preparations are in place in the event of an
emergency.
Our emergency plans are tested and refined through an ongoing process of training, drills,
and plan updates / revisions.
Severe Weather
GSWSA is committed to providing safe, clean, good tasting drinking water, and
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environmentally acceptable wastewater treatment at all times; even during severe weather
events.
In the event of severe weather, GSWSA’s goal is to keep our water and wastewater
systems operating safely and efficiently for as long as possible, while considering
employee safety and the need to protect our facilities from damage. If it becomes
necessary to shut down our facilities, we will do so in a manner that protects personnel
and equipment, makes the best use of available resources, leaves the facility as protected
as possible, and allows for quick restoration.
GSWSA’s emergency plans have withstood the test of wind and rain. Numerous severe
weather events in past years have seriously challenged our plans and our implementation
of them. Although storms have caused the loss of electricity to more than half of our
entire system, water and wastewater services were never interrupted due to the effective
implementation of our emergency plans and procedures.
5.12.10 MEDIA GUIDELINES
The following guidelines are based on information published by the American Water
Works Association (AWWA) and the AWWA Public Affairs Committee.
5.12.11 MEDIA RELATIONS
Understand How the Media Works. In order to do their jobs, media representatives must
gather as much information about a given topic as possible in a short amount of time, and
then craft a story on the topic that is interesting, informative, and accurate. It is their JOB
to be objective and report all sides of the story.
Respect the Media as Professionals. From time to time your professional perspective and
obligations will not coincide with those of the media; they understand this, and so should
you. Don’t overreact if they challenge you or the information you have presented.
Interviews are opportunities to tell your story and get the correct information out there.
Develop Credibility; Be Open and Honest. Credibility is built on trust and may take a
while to develop. Be open and honest with the media. Don’t leave out important facts and
DON”T misrepresent what is true, even if this may force you to provide less favorable
explanations for your organization.
Be Prepared. Communicate with employees throughout your organization and encourage
them to call and inform you of any crisis or unusual, potentially newsworthy occurrence
– positive or negative. If you know ahead of time that a main line has ruptured and water
is rushing down the street, you have time to find out the facts and what’s being done to
repair it BEFORE the media contacts you. Similarly, establish a protocol within your
utility regarding the appropriate people or persons to speak with the media.
Be Proactive. If you know something newsworthy is occurring, tell the media before they
need to call you. Bring them “into the loop” from the start. Develop a relationship with
local reporters. Reporters are always looking for good stories – offer them ideas of
ongoing and emerging occurrences
and initiatives in your organization.
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Return Media Calls and Be Responsive. Reporters work under tight deadlines. If
someone calls to ask a question or get “your side of the story,” get back to them
promptly. If they are seeking a subject matter expert or need to speak with someone else
within the utility, be certain that person responds promptly. If you don’t, the reporter will
likely find someone else and it may not work to your benefit.
Be Fair. When a reporter writes a good, well-balanced story, call or e-mail them to say
you liked it and express your appreciation. If there is an error, consider the magnitude
and the potential impact before reacting. Some mistakes can simply be let go. If one is
particularly damaging, respectfully point out the error and offer the correct information.
Being accusatory to the media – particularly in a public forum – is rarely beneficial in the
long term.
Read the Paper, Listen to the Radio, Watch Television News. Become familiar with the
media representatives in your area. The more you know about the person you’re talking
with, the easier it will be to tailor your message so it will be received effectively.
5.12.12 PREPARING for an INTERVIEW
Gather all the information about the situation: Who, What, Where, When, Why, How.
Write a summary statement to describe the incident; then rewrite it using half the words.
Write a sentence or two to describe how it affects the community and what you’re doing
to inform, protect, correct, and repair the situation. Describe the record of your utility in
serving the public responsibly and safely (including statistics, if appropriate).
Rewrite the sentence(s) above in the form of two to five main CONCISE [bullet-type]
points you can emphasize. These are your “Key Messages.” Memorize them and practice
speaking them, so you can feed them back easily during the interview. Reword the
language, if necessary, to fit your speaking style.
Think of some questions you may be asked about the situation. What sorts of things have
you heard the media ask in similar situations? As a viewer or consumer, what would you
want to know? Practice answering these until you are comfortable with your answer.
Ask a couple of coworkers to listen to you and help you practice responding to questions.
5.12.13 DURING an INTERVIEW
There is no “off the record.” Anything you say is fair game.
Statements should be brief, and to the point. You interview will likely end up being only
10 to 30 seconds of air time. Make yourself the “editor” of your comments, rather than
leaving it in the hands of the news director.
Show compassion. Articulate your concern for the impacts on those affected by the crisis.
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Ensure you do not appear cold, uncaring or bureaucratic in your attitude. Meter your level
of concern and empathy to the particular situation.
Show confidence. Do not appear nervous or unsure of what you’re saying. Reflect
certainty and commitment that your utility will resolve the issue.
Do not provide personal opinions, conjecture, or respond to hypotheticals. If a reporter
asks what you think of the situation or proposes a hypothetical, bring the point back to
the situation at hand.
Never say “no comment.” This often leads to speculations that you know information you
do not want to reveal or are trying to hide something.
It’s okay to say “I don’t know.” Do not try to provide information you are not certain
about or guess at a response. Inform the reporter that you will find that information and
get back to them. (Then do!)
Be honest. Do not lie to the media. [Do not attempt to belittle, minimize, distort, or in
ANY way misrepresent the situation.]
Act naturally. Sincerity is important. You don’t want to seem tense or in any way out of
control.
Appearance is important. Consider what you are wearing. Do you look like the person
you would want to be relying on in an emergency?
Beware of becoming, or even seeming, defensive. Your best response to an apparent
negative or “goading” question is to reiterate the positives, as you prepared in your Key
Messages.
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5.12.14 EMERGENCY NOTIFICATION MATRIX
Major Water
Leak
Water System
Pressure Loss
Water System
Contamination
Loss of Water
Haz Mat
Release
Confined
Space
Emergency
Trench
Collapse
Fire /
Explosion
Suspicious
Mail or
Package
Vandalism /
Stolen
Property
Violence /
Assault
Armed
Robbery
Terrorist
Attack
SM
CEO
SM
CEO
SM
CEO
CEO
CEO
IC
IC
IC
IC
IC
IC
CEO
CEO
CEO
CEO
CEO
CEO
IC
SM
CEO
SM
CEO
SM
CEO
CEO
SM
CEO
CEO
IC
SM
CEO
CEO
IC
IC
IC
IC
IC
CEO
CEO
IC
SM
IC
SM
CEO
CEO = CEO
CEO
Affected Customers
Employee Families
CEO
CEO
CEO
CEO
CS
CEO
CS
CS
CS
CEO
IC
CEO
CS
CS
CS
CEO
IC
CEO
CS
CS
CS
CEO
IC
CEO
CS
CEO
IC
IC
IC
IC
CEO
IC
CEO
IC
CEO
CS
IC
CEO
IC
IC
CEO
CS
CEO
IC
IC
SM
SM
CEO
CEO
CEO
IC
SM
CEO
CEO
CEO
CEO
CEO
SM
SM
CEO
CEO
CEO
CEO
SM
CEO
Critical Customers
CS
CEO
SM
CS
CS
CS
IC
CEO
CEO
CS
CS
CS
IC
SM
SM
Local Hospitals / Medical
Facilities
Horry County EOC
Horry County EMS
City Fire Departments.
Horry County Fire Dept.
FBI Local Office
Horry County Police Dept.
IC
IC
IC
SC OSHA
CEO
CEO
CEO
Other Water and Sewer Utilities
SM
SM
SM
News Media / Public
Hurricane
Tornado
Earthquake
Multiple
Employee
Injuries (3 or
more)
Employee
Fatality
Power Outage
Telephone
System Failure
IT, MIS,
SCADA
System Failure
Cyber-Attack
SC DHEC
Emergency
Events
Mayor / Administrator / Town
Council
Key
Audiences
Board Of Directors
Affected Depart and Employees
The following matrix indicates the Key Audiences to consider communicating with during each Emergency Event. The
initials indicate who is responsible for ensuring communications with each audience as appropriate. These are
guidelines only, and may change as conditions dictate.
IC
CEO
IC
CEO
IC
IC
CEO
CEO
CEO
CEO
CEO
IC = Incident Commander CS = Customer Services SM = Senior Management
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5.12.15 CEO Activities Worksheet
CEO ACTIVITIES WORKSHEET
Responsibility
Obtain a Briefing from the
Incident Commander
Establish Crisis
Communications Center
and staff as appropriate
Prepare and Distribute
Incident Information as
Soon as Possible
General On-Going Duties
Tasks
Ensure a clear understanding of the incident, including what events have taken place so
far, and what actions have been taken (or are being taken) so far.
Obtain instructions from the Incident Commander (IC) on any immediate media and/or
public notification requirements.
Determine the known or anticipated communications needs of the incident, and the extent
and complexity of CEO activities.
Ensure an Emergency Communications Center is established that will meet the
communication needs of the incident. (See Section VIII of this plan for details.)
Obtain and coordinate assistance as necessary.
Coordinate preparation of Incident Summary Worksheet.
Complete the Communication Strategy Worksheet and determine:
key audiences to target
communication channels to utilize
key messages to emphasize
general communication strategy and approach
Ensure preparation of appropriate informational documents. (Press Release, Incident
Bulletin, Fact Sheet, etc.)
Ensure copies of all released information are provided to the Incident Commander,
Dispatchers, Customer Services, and all affected departments and employees.
Participate in Planning Meetings and Briefings, to maintain current knowledge of the
status of the incident.
Respond to special requests for information as appropriate.
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GSWSA INCIDENT SUMMARY WORKSHEET
Incident Type:
Incident Commander:
Incident Began: (date & time)
Incident Discovered: (date & time)
Incident Description:
AREAS
AFFECTED
(Check all
that apply)
Personnel
Management /
Leadership
Water
Wastewater
Business Activities
Communication
Systems
IT / MIS Systems
CPW Water
Raw Water
Water Treatment
Water Storage
Water Distribution
WW Pump Stations
Collection System
Wastewater Outfall
Injuries
#: _________
Fatalities
#: _________
Low Water Pressure
Loss of Water
Wastewater Spilled
Public Anger or Mistrust
# of Commercial
customer affected:
______________
System Damages
# of Water Plants
affected:
______________
Facility Damages
# of WW Pump
Stations affected:
______________
Supply
Wastewater Plants
Property or
Illnesses
Environmental Damage
#: _________
Type of Illnesses:
Type of Injuries:
Describe Property / Environmental Damages:
INCIDENT
IMPACT
Unacceptable Water
Quality
Regulatory Violations
# of Residential
customers affected:
________________
RESPONSE
ACTIONS
TAKEN
CURRENT
STATUS
PIO’s Signature:
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EMERGENCY COMMUNICATION PLAN
GSWSA INCIDENT SUMMARY WORKSHEET
SUPPLEMENTAL INFORMATION
Incident:
Incident Commander:
PIO’s Signature:
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EMERGENCY COMMUNICATION PLAN
GSWSA COMMUNICATION STRATEGY WORKSHEET
Page 1 of 2
Incident:
Date & Time:
IC:
Designated Spokesperson:
Crisis Communications Plan Reviewed
Emergency Notification Matrix Reviewed
KEY AUDIENCES
Affected Departments and Employees
Medical Facilities / Dialysis / Dentists
Board Members
Horry County Health Department
Mayor / Administrator / Council
Horry County EPD
SCDHEC
Horry County Administrator
Horry County Sheriff’s Office
Horry County PIO
FBI Local Office
Critical Customers
Horry County Fire Department
All Affected Customers
GSWSA Wholesale Customers
All Customers
Horry County Fire Department
News Media and General Public
Horry County EMS
Bull Creek Participants
Hospitals
Employee’s Families
Other:
COMMUNICATION CHANNELS
Door-to-Door Personal Contact
News / Press Conference
Door Hangers
GSWSA Website
Flyers
Newspaper
Person-to-Person Telephone Calls
Homeowner’s Associations
Press Release
Internal Employee Bulletin Boards
Automated Attendant Greeting / Message
Other:
Radio Stations
Television Stations
COMMENTS / ADDITIONAL
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EMERGENCY COMMUNICATION PLAN
GSWSA COMMUNICATION STRATEGY WORKSHEET
Page 2 of 2
KEY MESSAGES
BASIC STRATEGY / APPROACH
COMMENTS / ADDITIONAL
Copies of all Worksheets given to IC and Emergency Management Director
PIO’s Signature:
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May 1, 2011
Date & Time:
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EMERGENCY COMMUNICATION PLAN
GSWSA Internal Information
SITUATION ADVISORY
Date:
Time:
Advisory No.:
Situation:
Location:
SITUATION
DESCRIPTION
RESPONSE ACTIONS
CURRENT
STATUS
ADDITIONAL
INFORMATION
Advisory Prepared By:
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EMERGENCY COMMUNICATION PLAN
GSWSA CALL-TAKER’S WORKSHEET
DATE:
TIME:
CALL-TAKER:
“Thank you for calling GSWSA.
This is __________, how may I help you?”
LISTEN : take careful notes : restate to ensure understanding
“May I have your name?”
INCOMING
CALL
“And your address please?”
“And your telephone number?”
“Mr. / Ms __________, we are currently having a problem in that area.”
Provide the caller with the appropriate information, PROVIDED it has
been approved for release by the CEO.
STICK TO APPROVED INFORMATION ONLY!!!
IF APPROPRIATE - “Mr. / Ms _______, if we need to contact you, is
(number given above) the best way to reach you?” ____________
“When is the best time to call you back?”_________________________
“Thank you for calling.” (‘Someone will be in touch as soon as we have
more information’, etc., as appropriate…)
FOLLOW-UP
INFORMATION
Call-back made by:
Date:
Time:
Spoke with:
RETURN
CALL
Outcome:
UPSET or ANGRY
“
Mr. / Ms _________, I understand you’re upset, I’m sure I would feel the same way. Let’s work
together, and see what I can do to help you.”
DO NOT say, “I know how you feel.” YOU DON’T!
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APPENDIX 13
PRESS RELEASES
5.13 Press Releases
NEWS
For more information contact:
Fred Richardson (CEO) –
843-443-8221
Emergency number – 843-***-****
Plan Now for Household Water Safety
Important Steps Before Hurricane Approaches
GSWSA ** Conway, S.C. - - dateline here - - Local residents are urged to implement a
household water safety plan as Hurricane _________________________ approaches the
Carolina coast.
“Every household needs a detailed plan to ensure safety and that plan should begin with clean
water,” said Fred Richardson, GSWSA CEO. “We urge customers to conserve water uses
immediately after a storm. This helps reduce the impact on our water and wastewater systems and
will give us time to get our entire system back in order.”
Here’s a quick look at planning tips you may find helpful:
Water Storage
Store regular tap water in half-gallon or one gallon containers, preferably made of heavy plastic
with screw caps such as soft drink containers. Fill containers completely. DO NOT USE
DISCARDED PLASTIC MILK CONTAINERS because they do not seal well. Mark containers
with current date, discard within six months.
The average household should have one gallon of water per person per day for cooking and
drinking. You should keep at least a three day supply.
To increase shelf life of water, store bottles in dark plastic trash bags to keep out light.
Containers stored for more than six months should be checked for leaks or any other undesirable
conditions that may have developed.
Bottled water (water purchased in a store) does not keep as well as normal tap water. Tap water
contains disinfectants to guard against microbe growth.
Store volume water needs (for flushing toilets, cleaning, etc.) in the bathtub and other large
containers.
Shut Off Water to Your Home
Shut off the water valve at your home’s shut-off valve or at the water meter. The shut-off valve
should be located near the main water line’s entrance to your home. Shutting off the water
prevents potential contaminants from entering your plumbing system in the event water lines are
broken.
When shutting off your home’s water supply, also remember to turn off your hot water heater.
The water heater could be damaged without a steady water supply.
How to Purify Water
Monitor media reports immediately after a storm for boil water advisories affecting GSWSA
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PRESS RELEASES
customers.
Boiling: Boil vigorously for 3 to 5 minutes
Purification Tablets: Purchase from drug store, follow directions.
Hypochlorite (Standard Household) Bleach: Unscented liquid household bleach can be used. It
contains Hypochlorite, usually 5.25%. Use 8 drops per gallon of water. Let stand for a minimum
of 30 minutes before using. Do not use granular bleach.
Tincture of Iodine: Same as bleach.
Storm Recovery
Mark your home's water meter with a brightly colored stick or object to protect it from roadside
debris cleanup.
DO NOT HIDE your water meter or other utility receptacles with hurricane debris. Keep the area
well marked and clear.
Limit toilet flushing until wastewater system operations return to normal.
Conserve water uses.
Additional Resources
For more information, please go to the following web sites:
www.GSWSA.com
www.horrycounty.org
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PRESS RELEASES
NEWS
For more information contact:
Fred Richardson (CEO) –
843-443-8221
Emergency number – 843-***-****
Boil Water Advisory Issued for GSWSA Customers
Safety, Conservation Urged in Aftermath of Hurricane
GSWSA ** Conway, S.C. - - dateline here - - Grand Strand Water and Sewer Authority
customers should boil water for drinking purposes and conserve water uses for the next ___
hours in response to potential water contamination from Hurricane
__________________________.
“The advisory is precautionary as we continue to test GSWSA’s drinking water for potential
contaminants,” said Grand Strand Water and Sewer Authority CEO Fred Richardson. “We also
ask our customers to please conserve household and commercial water to necessary uses only.
Conservation over the next several days will help our water system pressures return to normal
levels.”
Here are some guidelines for boiling water and other post-hurricane safety information.
How to Purify Water
Monitor media reports for boil water advisories affecting GSWSA customers.
Boiling: Boil vigorously for 3 to 5 minutes
Purification Tablets: Purchase from drug store, follow directions.
Hypochlorite (Standard Household) Bleach: Unscented liquid household bleach can be used. It
contains Hypochlorite, usually 5.25%. Use 8 drops per gallon of water. Let stand for a minimum
of 30 minutes before using. Do not use granular bleach.
Tincture of Iodine: Same as bleach.
Roadside Debris
Mark your home's water meter with a brightly colored stick or object to protect it from roadside
debris cleanup.
DO NOT HIDE your water meter or other utility receptacles with hurricane debris. Keep the area
well marked and clear.
Conservation
Conserve all water uses to allow water system pressures to return to normal.
Limit toilet flushing until wastewater system operations return to normal.
Do not hose off your driveway, home’s exterior or boats, vehicles. Please wait at least ___ hours
for this phase of cleaning.
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PRESS RELEASES
Limit clothes washing to essential items only.
Limit shower time.
For additional information:
* Please visit our web site: GSWSA.com
* Contact our Customer Hotline: ***-**** # # #
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APPENDIX 13
PRESS RELEASES
NEWS
For more information contact:
Fred Richardson (CEO) –
843-443-8221
Emergency number – 843-***-****
Boil Water Advisory Issued for GSWSA customers
Advisory is Precautionary as Officials Complete Water Testing
GSWSA ** Conway, S.C. - - dateline here - - Grand Strand Water and Sewer Authority
customers should boil water for drinking purposes and conserve water uses for the next ____
hours in response to potential water contamination from (a water main line break or other
incident here)
“The advisory is precautionary as we continue to test GSWSA’s drinking water for potential
contaminants,” said Grand Strand Water and Sewer Authority’s CEO, Fred Richardson. “We also
ask our customers to please conserve household and commercial water to necessary uses only for
the remainder of today. Conservation will help our water system pressures return to normal
levels.”
Describe incident here that led to Boil Water Advisory. Quote DHEC / GSWSA official as
necessary. Describe corrective measures / action now underway. Provide target time / date for
lift of boil water advisory.
Here are some guidelines for boiling water and conserving use.
How to Purify Water
Monitor media reports for future updates to this boil water notice.
Boiling: Boil vigorously for 3 to 5 minutes
Purification Tablets: Purchase from drug store, follow directions.
Hypochlorite (Standard Household) Bleach: Unscented liquid household bleach can be used. It
contains Hypochlorite, usually 5.25%. Use 8 drops per gallon of water. Let stand for a minimum
of 30 minutes before using. Do not use granular bleach.
Tincture of Iodine: Same as bleach.
Conservation
Conserve all water uses to allow water system pressures to return to normal.
Limit toilet flushing.
Do not wash cars, boats, etc.
Turn off irrigation system.
Limit clothes washing to essential items only.
Limit shower time.
For additional information:
* Please visit our web site: www.GSWSA.com
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PRESS RELEASES
* Contact our Customer Hotline: ***-**** # # #
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PRESS RELEASES
NEWS
For more information contact:
Fred Richardson (CEO) –
843-443-8221
Emergency number – 843-***-****
Boil Water Notice
Does Not Affect GSWSA customers
Grand Strand Water and Sewer Authority ** Conway, S.C. - - dateline here - - A boil water
advisory issued earlier today by ______________________ does not affect Grand Strand Water
and Sewer Authority customers.
GSWSA’s CEO, Fred Richardson, said GSWSA’s system continues normal operations and we do
not anticipate any problems in meeting water demands. Richardson said GSWSA has adequate
water storage, treatment capacity and water stored in its Aquifer Storage and Recovery wells to
handle current demands.
Describe ??? incident here. Quote ????? as necessary.
For additional information:
* Please visit our web site: www.GSWSA.com
* Contact our Customer Hotline: ***-**** # # #
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APPENDIX 14
MUTUAL AID / COOPERATIVE AGREEMENTS
5.14
#
1
2
3
Mutual Aid / Cooperative Agreements
Agency or
Organization
Nature of
Agreement
Type of
Agreement
Contact
Name(s)
Contact
SCAWWA
Emergency Prep
Committee
SC Emergency
Management
Agency
Water &
Wastewater
Agency Response
Network
(SCWARN)
Full Mutual Aid
Multi-Agency
Coop
Written
Mutual Aid
Agreement
Mark Cline,
DHEC
Committee Chair
843-727-6867
www.scawwa.org
clinemf@charlestoncpw.com
SC Emergency
Management
803-737-8500
Chair- Glen
McManus
Office:864-299-4040 x 311
Cell: 864-419-7458
glenn@wcrsa.com
Interstate EMAC
Intrastate Mutual
Aid
Written
Agreement
Number(s)
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
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APPENDIX 15
RESERVED
5.15 RESERVED for future use.
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APPENDIX 16
RESERVED
5.16
RESERVED for future use.
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APPENDIX 17
INCIDENT COMMAND SYSTEM (ICS) FORMS
5.17
INCIDENT COMMAND FORMS
INCIDENT BRIEFING
Incident Type
Incident Name
Date Prepared
Time Prepared
BRIEFING HELD (Date & Time)
Incident Description / Summary
Current Organization
General
Manager
Incident
Commander
.
.
HR /
Accountability
Officer
Operations
Section Chief
Planning & LOgistics
Section Chief
9. Prepared by (Name and Position)
Grand Strand Water and Sewer Authority
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May 1, 2011
Engineering
Section Chief
Finance
Section Chief
.
.
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INCIDENT COMMAND SYSTEM (ICS) FORMS
INCIDENT BRIEFING
Incident Type
Incident Name
Summary of Events / Actions
Date
Time
Events / Actions
Prepared by (Name and Position)
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INCIDENT COMMAND SYSTEM (ICS) FORMS
INCIDENT OBJECTIVES
Incident Type
Incident Name
Date Prepared
Time Prepared
Operational Period (Date & Time)
FROM
TO
Overall Incident Objectives
Specific Objectives for this Operational Period
Safety Message / Instructions for this Operational Period
Weather forecast for this Operational Period
Prepared by (Name and Position)
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INCIDENT COMMAND SYSTEM (ICS) FORMS
CHECK-IN LIST
Personnel
Incident Type
Incident Name
Check-In Initiated (Date &
Time)
Check-In Location
Operational Period (Date & Time)
FROM
TO
Personnel Check-In Information
Time
Name
IN
Time
TASKED
ISF #
Prepared by (Name and Position)
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Time
OUT
Position or Assignment
of
_
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APPENDIX 17
INCIDENT COMMAND SYSTEM (ICS) FORMS
UNIT LOG
Incident Name
Date
Department / ISF # and
Name
Unit Leader (Name and
Position)
Operational Period (Date &
Time)
FROM
TO
Personnel Roster Assignment
Name
Responsibility / Function
Home Base / Work Location
Activity Log
Time
Major Events or Activities
Prepared by (Name and Position)
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APPENDIX 17
INCIDENT COMMAND SYSTEM (ICS) FORMS
MEETING SUMMARY
Incident Type
Incident Name
Meeting Name / Type
Meeting Date & Time
Meeting Location
Meeting Leader / Facilitator
Ending Time
Total Time
Attendees
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
NOTES:
Action Items
#
Action Item
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Prepared by (Name and Position)
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Assigned To
Deadline
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APPENDIX 17
INCIDENT COMMAND SYSTEM (ICS) FORMS
SITUATION REPORT
(SITREP)
Incident Name
SITREP No.
Date
Time Prepared
Prepared By
Water System
Water Storage
%
Avg Sys Pressure
PSI
1
___Normal ___Shutdown ___No Power ____% Storage ___HSP on
Gen
2
___Normal ___Shutdown ___No Power ____% Storage ___HSP on
Gen
3
___Normal ___Shutdown ___No Power ____% Storage ___Plant on
Gen
4
___Normal ___Shutdown ___No Power ____% Storage ___Plant on
Gen
???
___Normal ___Shutdown ___No Power ____% Storage ___HSP on Gen
Wastewater System
???? ___Normal
___Shutdown
___No Power
___on Generator
????
___Shutdown
___No Power
___on Generator
___Normal
Number of Pump Stations without Power __________
Number of Pump Stations in High Water
Other:
Prepared by (Signature and Position)
Page ____ of _____
SITREP
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
236
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE
APPENDIX 17
INCIDENT COMMAND SYSTEM (ICS) FORMS
TO VIEW THE ENTIRE “NATIONAL INCIDENT MANAGEMENT SYSTEM”
DOCUMENT,VISIT WWW.FEMA.GOV/NIMS ON THE INTERNET.
Grand Strand Water and Sewer Authority
Emergency Management Plan
May 1, 2011
237
CONFIDENTIAL MATERIALS
SECURITY SENSITIVE
NOT FOR PUBLIC DISCLOSURE