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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.............................................................................................................................................71.1. 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

2. INCIDENT SUPPORT FUNTION (ISF)..............................................................................................302.1. Direction & Control.........................................................................................................................................31

2.2. Human Resources............................................................................................................................................35

2.3. Emergency Communications 37

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

Grand Strand Water & Sewer Authority 2 CONFIDENTIAL MATERIALSEmergency Management Plan SECURITY SENSITIVE May 1, 2011 NOT FOR PUBLIC DISCLOSURE

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

3. Event Specific Guidelines........................................................................................................................833.1. 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

4. ACTION FORMS..................................................................................................................................1474.1. Hurricane.......................................................................................................................................................147

4.2. Tornado..........................................................................................................................................................148


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

5. APPENDIX.............................................................................................................................................1685.1. 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


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


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.


BASIC PLAN

1. BASIC PLAN

1.1. INTRODUCTIONIt 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. MISSIONDuring “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 supply2. Maintain sufficient water supply for fire protection3. Provide adequate wastewater services to meet basic human and public health needs4. Restore services to regulatory requirements5. 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.

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A. LIFE SAFETY1. 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 STABILIZATION1. 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 CONSERVATION1. 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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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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1.5. GSWSA HAZARD / VULNERABILITY ANALYSIS TABLE

Haz

ard

Rat

ing

Type of Emergency Event

Prob

abili

ty

Hum

anIm

pact

Prop

erty

Impa

ct

Bus

ines

sIm

pact

Res

ourc

es

Exte

rnal

Res

ourc

es

Tota

l

5 = High1 = Low 5 = High 1 = Low 5 = Weak

1 = Strong

1 Hurricane 5 3 4 4 1 1 182 Flood 5 2 3 4 2 2 183 Terrorist Attack 1 4 3 4 3 2 17

4Earthquake 1 3 3 4 1 2

14Water System Contamination 2 3 2 3 2 2Power Outage 5 2 1 3 2 1

5Tornado 3 2 3 2 1 2

13Fire 3 2 2 2 2 2

6Major Water Leak 5 2 1 2 1 1

12Assault / Violence 3 2 1 1 3 2Drought 4 2 2 2 1 1

7

Water Pressure Loss 4 2 1 2 1 1

11Severe Thunderstorm 5 1 1 1 1 2Hazardous Material Release 2 2 1 2 2 2Confined Space Emergency 3 2 1 1 2 2

8

Telephone System Failure 3 1 1 2 2 1

10

IS Attack / Failure 3 1 1 2 1 2Multiple Employees Injured 2 2 1 2 2 1SCADA Attack / Failure 3 1 1 2 1 2Suspicious Mail / Package 2 1 1 1 3 2Winter Storm 4 1 1 2 1 1

9Trench Collapse 3 2 1 1 1 1

9Armed Robbery 2 1 1 1 3 1Employee Fatality 2 2 1 1 2 1


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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 pre-emergency 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.

2An 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.

RecoveryThe “emergency” situation has ended, and efforts shift to the process of restoring all systems to their pre-emergency condition, or normal operations.


BASIC PLAN

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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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.


BASIC PLAN

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, ISF-12, 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 ISF-1, 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)


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1.10.2. Potential Level 1 ICS Structure - “Routine” Emergency


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1.10.3. Potential Level 2 ICS Structure - “Minor” Emergency


Support & Assistance as appropriate for the Incident.

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1.10.4. Potential Level 3 ICS Structure - Moderate Emergency


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1.10.5. Potential Level 4 ICS Structure - Serious Emergency


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1.10.6. Potential Level 5 ICS Structure - Major Emergency


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1.11. ICS POSITION ASSIGNMENTS

Position Primary 1ST Backup 2ND BackupIncident Commander Fred RichardsonPublic Information Fred RichardsonHR Sue Long Sharon Galloway Chrystal JohnsonClaims Management Chrystal Johnson Josh Roberts Sophia JonesOPERATIONS SECTION CHIEF Irv Wooley David Strickland Tim Brown

Damage Assessment Neeraj Patel David Strickland Tim BrownWater Supply Sam Scialdone Irv Wooley Tim BrownWater Distribution David Strickland Jimmy Booth Irv WooleyWastewater Treatment Tim Brown Irv Wooley David StricklandWastewater Collections David Strickland Eddie Smith Irv WooleyElectrical / Emergency Power Justin Collins Brian Richardson Irv WooleySampling / Analysis Neeraj Patel Tim Brown Sam ScialdoneENGINEERING SECTION CHIEF Christy Everett Jason Poston Fred Richardson

Facility Locates Ron Freeman Chuck Harrelson Jay GrahamFacility Repairs Ronnie Cannon Mike Allen Rod AltmanCoordination with Other Utility Providers Christy Everett Jason Poston Ray Thompkins

PLANNING & LOGISTICS SECTION MANAGER Terri Fox

Situation Status Terri Fox Irv Wooley David StricklandResource Status Terri Fox Irv Wooley David StricklandEmployee Wellbeing Sue Long Marguerite Carroll Chrystal JohnsonFacilities Chrystal Johnson Sue LongMutual Aid Coordination Fred Richardson Christy Everett Jason PostonFINANCE SECTION CHIEF Marguerite Carroll Keri Squires Josh Roberts

Finance & Accounting Marguerite Carroll Keri Squires Josh RobertsIS Floyd Worley Joel Edge Trent RichardsonTelephones Sylvia Hardee Susan Jones Buffy ShelleyDispatch Jodi Collins Jessica Skipper Dorothy RobertsProcurement Josh Roberts Sophia Jones Russell BrownSupplies & Materials Josh Roberts Sophia Jones Russell BrownContracts Josh Roberts Marguerite Carroll Keri SquiresADMINISTRATION MANAGER

Chrystal Johnson

Vehicle Maintenance Chris Hallberg James Callahan Wayne Smith


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1.12. DEPARTMENTAL ASSIGNMENTS to INCIDENT SUPPORT FUNCTIONS (ISFs)

Dir &

Con

t

HR

Em Com

m

Em W

ell

Dispatch

Teleph

Sit Stat

Reso Stat

H2O su

pply

H2O dis

WW Treat

WW Coll

Em Pow

Lab

Damage

IS

Fin/Acc

Supply

Purchase

Contracts

Claims

Fac Serv

Fac Loca

Fac Repair

Coor Util

Departments

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

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 P S

Support Services

A

Accounting A S S P S S S S

Purchasing A S S S P P P S

Billing & Collections

A S S

Customer Service

A S S P P S S

IS A S S P S Utility Managmnt A S S S S S S S

Water Treatment

A P S

Water Distribution

A S P S S S

WW Treatment A P S

WW Collection A P S S S

Technical Services

A S S S P S

Maintenance

A S S S

Lab Services A P Agricultural Ops A S S S

Engineering A S S S S S S S S S S S S S P

Inspections A P STaps & Repairs A S S S P S

ConstructionA S S S

Fleet Services A S S

P = Primary Dept. S = Support Dept. A = 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, decision-making, 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, low-realism 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 time-pressured, 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 WaterSystems 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 AssistCommunity Water Systems in Complying with the Public Health Security andBioterrorism Preparedness and Response Act of 2002

EPA Response Protocol Toolbox: Planning and Responding to Drinking WaterContamination Threats and Incidents

South Carolina State Primary Drinking Water Regulation (R. 61-58)

South Carolina Best Practices: Workplace Security – A Report from the Governor’sWorkplace Security Advisory Committee May 23, 2002

Grand Strand Water & Sewer Authority Vulnerability Assessment Report


BASIC PLAN

2. INCIDENT SUPPORT FUNTION (ISF)

ISF DescriptionISF 1 Direction and ControlISF 2 Human ResourcesISF 3 Emergency CommunicationsISF 4 Employee WellbeingISF 5 DispatchISF 6 TelephonesISF 7 Situation StatusISF 8 Resource StatusISF 9 Water SupplyISF 10 Water DistributionISF 11 Wastewater TreatmentISF 12 Wastewater CollectionsISF 13 Electrical & Emergency PowerISF 14 Laboratory ServicesISF 15 Damage AssessmentISF 16 Information SystemsISF 17 Finance & AccountingISF 18 Supplies & MaterialsISF 19 Purchasing & ProcurementISF 20 ContractsISF 21 Claims ManagementISF 22 Facility ServicesISF 23 Facility LocatesISF 24 Facility RepairsISF 25 Coordination with Other Utility Providers

INCIDENT SUPPORT FUNCTION 1 (ISF-1)DIRECTION & CONTROL



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



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 chain-of-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.)



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.



2.1.5. RESPONSIBILITIES

Preparedness / MitigationEnsure 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.

ResponseImplement 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.

RecoveryContinue 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-UpWithin 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.


INCIDENT SUPPORT FUNCTION 2 (ISF-2)HUMAN RESOURCES



Human Resources

PRIMARY: Human Resources

SUPPORT: Administration

2.1.6. INTRODUCTION

For the purposes of this ISF, Human Resources refers to maintaining a general database of contact information for personnel.

2.1.7. MISSION

To provide emergency operations staff updated contact information for all personnel.


The Human Resources Manager has overall responsibility for HR functions.


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.

ResponseObtain briefing and receive instructions from Incident Commander.

RecoveryContinue HR functions as required by the incident.



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.


INCIDENT SUPPORT FUNCTION 3 (ISF-3)EMERGENCY COMMUNICATIONS



2.2. Emergency Communications

PRIMARY: Administration/CEO

SUPPORT: Customer Services

AWARE: Senior Staff

2.2.1. 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.

2.2.2. 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.


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



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 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.


For additional detailed information, specific responsibilities, assignments, and activities within this function, refer to Emergency Communications Plan in Appendix 13 of this plan.


INCIDENT SUPPORT FUNCTION 4 (ISF-4)EMPLOYEE WELLBEING



Employee Wellbeing

PRIMARY: Human Resource

SUPPORT: AdministrationAccountingBillingCustomer ServicesPurchasing

2.2.5. 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.

2.2.6. 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


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-the-clock staffing for several consecutive days.






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.

ResponseObtain 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.

RecoveryContinue Employee Wellbeing functions as required by the incident.




INCIDENT SUPPORT FUNCTION 5 (ISF-5)DISPATCH



Dispatch

PRIMARY: Customer Services

SUPPORT: Utility Management

2.2.9. 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.

2.2.10. MISSION

To serve as the primary point of contact for two-way radio traffic between the Ops Center or EOC, and off-site personnel.


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.




Maintain a readily available supply of Dispatch forms, Key Incident Journals, etc.


Determine what the Dispatch needs of the incident are, and develop and implement a plan to meet those needs.


Recovery



Continue Dispatch functions as required by the incident.




INCIDENT SUPPORT FUNCTION 6 (ISF-6)TELEPHONES



Telephones

PRIMARY: Customer Services

SUPPORT: BillingAccountingIS

2.2.13. 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.

2.2.14. 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.


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.





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.



Implement strategies and action plans as directed by ICS Staff.


RecoveryContinue Telephones functions as required by the incident.




INCIDENT SUPPORT FUNCTION 7 (ISF-7)SITUATION STATUS



Situation Status


SUPPORT: Utility ManagementCustomer Service/Dispatch IS Engineering


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.

2.2.18. 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.


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”.




Maintain “status board” materials and equipment in ready status.


Determine likely Situation Status needs of the incident; develop and implement plans to meet those needs.



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.


RecoveryContinue Situation Status functions as required by the incident.




INCIDENT SUPPORT FUNCTION 8 (ISF-8)RESOURCE STATUS



Resource Status


SUPPORT: Utility ManagementEngineeringFleet ServicesDispatch (Customer Service)


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.)

2.2.22. 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.


The Safety Manager has overall responsibility for the Resource Status function.

Potential support departments, if needed, include O&M, Fleet Services, Dispatch and Engineering.




Develop methods to identify, inventory, and track major equipment during an incident.


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.



RecoveryContinue Resource Status functions as required by the incident.




INCIDENT SUPPORT FUNCTION 9 (ISF-9)WATER SUPPLY



Water Supply

PRIMARY: Water Treatment

SUPPORT: Water DistributionMaintenanceTechnical Services Engineering Purchasing


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.

2.2.26. 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.


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.


Preparedness / MitigationEnsure that all personnel are familiar with their duties and responsibilities under this plan.


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



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.

RecoveryContinue Water Supply functions as required by the incident.




INCIDENT SUPPORT FUNCTION 10 (ISF-10)WATER DISTRIBUTION



Water Distribution

PRIMARY: Water Distribution

SUPPORT: Taps & RepairsTechnical ServicesMaintenanceEngineering


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.

2.2.30. 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.


Water Operations Department has overall responsibility for the Water Distribution function.



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.


Determine the potential impact of the incident on the water distribution system based on the nature of the incident.



Assist Incident Command Staff in developing coordinated strategies and action plans pertaining to Water Distribution.


Coordinate as necessary with ISF-14, Sampling & Analysis.

RecoveryContinue Water Distribution function as required by the incident.




INCIDENT SUPPORT FUNCTION 11 (ISF-11)WASTEWATER TREATMENT



Wastewater Treatment

PRIMARY: Wastewater Treatment

SUPPORT: Utility ManagementTechnical ServicesAgricultural Operations


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.

2.2.34. 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.


The Wastewater Treatment Department has overall responsibility for the Wastewater Treatment function.


Preparedness / MitigationEnsure all personnel are familiar with their duties and responsibilities under this plan.


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.


If physical damages are found to wastewater treatment plant facilities, request ISF-15, Damage Assessment to survey the damages.

RecoveryContinue Wastewater Treatment functions as required by the incident.



INCIDENT SUPPORT FUNCTION 12 (ISF-12)WASTEWATER COLLECTIONS

Wastewater Collections

PRIMARY: Wastewater Collections

SUPPORT: Technical ServicesTaps & RepairsEngineeringAgricultural Operations


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.

2.2.38. MISSION

To collect raw wastewater throughout the GSWSA service area and bring it to the wastewater treatment plants without spillage or overflows.


The Wastewater Collections Department has overall responsibility for the Wastewater Collections function.





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.


INCIDENT SUPPORT FUNCTION 12 (ISF-12)WASTEWATER COLLECTIONS


Recovery

Continue Wastewater Collections functions as required by the incident.


Follow-Up



INCIDENT SUPPORT FUNCTION 13 (ISF-13)ELECTRICAL & EMERGENCY POWER



Electrical & Emergency Power

PRIMARY: Technical Services

SUPPORT: MaintenanceWastewater CollectionsAgricultural ServicesConstructionFleet Services


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.

2.2.42. 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.


The Technical Services Department has overall responsibility for the Electrical & Emergency Power function.



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


Determine the potential impact of the incident on electrical equipment / systems or SCADA systems.



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.


Develop and implement a plan for refueling emergency generators as needed.

Recovery

Continue Electrical & Emergency Power functions as required by the incident.


Follow-Up



INCIDENT SUPPORT FUNCTION 14 (ISF-14)Laboratory Services



Laboratory Services

PRIMARY: Laboratory Services

SUPPORT: Water TreatmentWastewater Treatment


For the purposes of this ISF, Sampling & Analysis refers to analyzing water and wastewater samples to identify and quantify potential quality concerns.

2.2.46. 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.


The Laboratory Staff has overall responsibility for the analysis function.




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


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 sampling and analysis of the water and/or wastewater systems.


Recovery

Continue Sampling & Analysis functions as required by the incident.


Follow-Up



INCIDENT SUPPORT FUNCTION 15 (ISF-15)DAMAGE ASSESSMENT



Damage Assessment

PRIMARY: Incident Command Staff (Senior Staff)

SUPPORT: Utility ManagementAdministrationEngineering


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.

2.2.50. 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.


The ICS has overall responsibility for the Damage Assessment function.




Ensure all potential Damage Assessment Inspectors have a basic knowledge of structural damage assessment methods and techniques.

Response


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.



Recovery

Continue Damage Assessment functions as required by the incident.


Follow-Up



INCIDENT SUPPORT FUNCTION 16 (ISF-16)INFORMATION SYSTEMS (IS)



Information Systems

PRIMARY: IS

SUPPORT: AdministrationEngineering


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).

2.2.54. 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.




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


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.



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.


Follow-Up



INCIDENT SUPPORT FUNCTION 17 (ISF-17)FINANCE & ACCOUNTING



Finance & Accounting

PRIMARY: Accounting

SUPPORT: PurchasingUtility ManagementEngineering


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.

2.2.57. MISSION

To track and document expenses of, and provide and manage funding for, emergency management activities associated with an incident.


The Accounting Department has overall responsibility for the Finance & Accounting function.




Response


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.




Follow-Up



INCIDENT SUPPORT FUNCTION 18 (ISF-18)SUPPLIES & MATERIALS



Supplies & Materials

PRIMARY: Purchasing

SUPPORT: Accounting


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.)

2.2.61. MISSION

To provide or obtain supplies and materials necessary to support emergency incident activities and operations.


The Purchasing Department has overall responsibility for the Supplies & Materials function.




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


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.



Recovery

Continue the Supplies & Materials function as required by the incident.


Follow-Up



INCIDENT SUPPORT FUNCTION 19 (ISF-19)PURCHASING & PROCUREMENT



Purchasing & Procurement

PRIMARY: Purchasing

SUPPORT: AccountingEngineering


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.)

2.2.65. MISSION

To obtain “major” supplies, materials, equipment, or professional services necessary to support emergency incident activities and operations


The Purchasing Department has overall responsibility for the Purchasing & Procurement function.



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


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.



Recovery

Continue the Purchasing & Procurement function as required by the incident.


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.


INCIDENT SUPPORT FUNCTION 20 (ISF-20)CONTRACTS

2.3. Contracts

PRIMARY: Purchasing

SUPPORT: EngineeringAccounting

2.3.1. INTRODUCTION

For the purposes of this ISF, Contracts refers to negotiating, obtaining, and possibly overseeing support services and activities under written contractual agreements.

2.3.2. MISSION

To negotiate and obtain contracted services necessary to support incident operations and activities.


The Purchasing Department has overall responsibility for the Contracts function.




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


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.


INCIDENT SUPPORT FUNCTION 20 (ISF-20)CONTRACTS

Recovery

Continue the Contracts function as required by the incident.


Follow-Up



INCIDENT SUPPORT FUNCTION 21 (ISF-21)CLAIMS MANAGEMENT



Claims Management


SUPPORT: PurchasingAccounting

2.3.5. 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.

2.3.6. 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.


The Administration Department has overall responsibility for the Claims Management function.




Response


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.




Follow-Up



INCIDENT SUPPORT FUNCTION 22 (ISF-22)FACILITY SERVICES

2.4. Facility Services


SUPPORT: HRWater Distribution

2.4.1. 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.

2.4.2. MISSION

To provide general support and assistance for facility set up, operations, or maintenance related to emergency management operations and activities.


The Facilities Department has overall responsibility for the Facility Services function.



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


Determine the potential Facility Services needs of the incident; inventory appropriate supplies; augment as necessary; develop implementation plans.



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.


Follow-Up



INCIDENT SUPPORT FUNCTION 23 (ISF-23)FACILITY LOCATES

2.5. Facility Locates

PRIMARY: Inspections

SUPPORT: EngineeringTaps & RepairsWater DistributionWastewater Collections

2.5.1. 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.

2.5.2. 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.


The Inspections Department has overall responsibility for the locate function.





Response


Coordinate emergency response actions with ISF-10 Water Distribution, ISF-12 Wastewater Collections, and ISF-24 Facility Repairs


Recovery

Continue facility locate functions as required by the incident.

Ensure discrepancies found on system maps, or physical changes made in the distribution


INCIDENT SUPPORT FUNCTION 23 (ISF-23)FACILITY LOCATES

system are properly forwarded to GIS for map updating.


Follow-Up



INCIDENT SUPPORT FUNCTION 24 (ISF-24)FACILITY REPAIRS

2.6. Facility Repairs

PRIMARY: Taps & Repairs

SUPPORT: ConstructionEngineeringWater DistributionWastewater Collections

2.6.1. INTRODUCTION

For the purposes of this ISF, Facility Repairs refers to the repairing of GSWSA’s water and wastewater facilities.

2.6.2. MISSION

To maintain the integrity and functionality of the water transmission and distribution system and wastewater collection and distribution system.


The Taps and Repairs Department has overall responsibility for repairs of the water and wastewater system.





Response


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.



INCIDENT SUPPORT FUNCTION 24 (ISF-24)FACILITY REPAIRS

Recovery

Continue repair functions as required by the incident.


Follow-Up



INCIDENT SUPPORT FUNCTION 25 (ISF-25)COORDINATION WITH OTHER UTILITY PROVIDERS

2.7. Coordination With Other Utility Providers

PRIMARY: Engineering Design

SUPPORT: InspectionsTaps & RepairsConstructionTechnical Services

2.7.1. 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.

2.7.2. MISSION

To assist other utilities by providing GSWSA facility locate actions necessary to aid in their efforts to restore their systems to normal operations.


The Engineering Department has overall responsibility for the facility locate functions.





Response


Assist Incident Command Staff in developing coordinated strategies and action plans regarding the assistance requested from other utilities.



INCIDENT SUPPORT FUNCTION 25 (ISF-25)COORDINATION WITH OTHER UTILITY PROVIDERS

Recovery

Continue assistance functions as required by the incident.


Follow-Up



EVENT SPECIFIC GUIDELINES 1 (ESG-1)HURRICANE

3. Event Specific Guidelines

ESG DescriptionESG 1 HurricaneESG 2 TornadoESG 3 EarthquakeESG 4 Severe ThunderstormESG 5 Multiple Employees InjuredESG 6 Employee FatalityESG 7 Power OutageESG 8 Telephone System FailureESG 9 SCADA Failure / Cyber AttackESG 10 IS Failure / Cyber AttackESG 11 Major Water Line BreakESG 12 Water System Pressure LossESG 13 Water System ContaminationESG 14 Hazardous Material ReleaseESG 15 Confined Space EmergencyESG 16 Trench / Excavation CollapseESG 17 Fire / ExplosionESG 18 Bomb Threat / Suspicious PackageESG 19 Physical Assault / ViolenceESG 20 Armed RobberyESG 21 Terrorist Attack



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.



3.1.3. SAFFIR / SIMPSON HURRICANE INTENSITY CATEGORIES

Category Maximum Winds (MPH)

Maximum Winds (KTS)

Storm Surge (FT) Potential Damages

1 74 – 95 64 – 82 4 – 5 Damage to trees and signsGenerally no major damage to buildings

2 96 – 110 83 – 95 6 – 8

Considerable damage to trees and signs; some trees blown downSome roofing material, door and window damage to buildings

3 111 – 130 96 – 113 9 – 12Foliage blown off trees; large trees downSome structural damage to buildingsSevere damage to mobile homes

4 131 – 155 114 – 135 13 – 18

Most trees and signs blown downMore extensive damage to structures, with some complete roof failures; extensive damage to doors and windows

5 >155 >135 >18

Most trees and signs blown downMore extensive roof failures; severe and extensive damage to doors and windows; some complete building failuresComplete 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.



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.


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.



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 OPCONsOPCON ACTIVATION CRITERIA

5 During Hurricane Season, June 1 – November 30 each year

4An 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

3An 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.

2An 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.



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.


3.1.7.1. 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.



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.

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.



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.



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.



3.1.7.3. OPCON 3


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 Commandero Public Information Officero Spokespersono Operations Section Chiefo Engineering Section Chiefo Planning & Logistics Section Chiefo Finance Section Chiefo 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.



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.aspo 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.


http://www.horrycounty.org/hurricane_info/shelters.asp


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



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 ISF-

2, 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.

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.

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.



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.)


EOC fully activated Equipment has been positioned. Staff sheltered and waiting for orders to begin response and recovery efforts.



3.1.8. RESPONSE & RECOVERY


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.


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.



3.2.2. The FUJITA SCALE of TORNADO INTENSITY

F-ScaleNumber

Tornado Intensity Phrase

Wind Speed (MPH)

Types of Damage

F0 Gale 40 – 72Some damage to chimneys; breaks branches off trees; pushes over shallow-rooted trees; damages signboards.

F1 Moderate 73 – 112

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.

F2 Significant 113 – 157

Considerable damage. Roofs torn off frame houses; mobile homes demolished; boxcars pushed over; large trees snapped or uprooted; light object missiles generated.

F3 Severe 158 – 206 Roof and some walls torn off well-constructed houses; trains overturned; most trees uprooted.

F4 Devastating 207 – 260Well-constructed houses leveled; structures with weak foundations blown off some distance; cars thrown and large missiles generated.

F5 Incredible 261 – 318

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.

F6 Inconceivable 319 - 379 These winds are very unlikely, but would result in total destruction.


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.)




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.


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



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.


EVENT SPECIFIC GUIDELINES 3 (ESG-3)EARTHQUAKE

Earthquake

3.2.5. SITUATIONGSWSA 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.

3.2.6. THREAT or HAZARD INFORMATIONEarthquakes 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.

3.2.7. CONCEPT of OPERATIONSEarthquakes 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.

3.2.8. PREPAREDNESS / MITIGATIONChlorine and ammonia cylinders shall be secured in place at all times, with devices strong enough to prevent them from falling or rolling.



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.

3.2.9. 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.



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.


EVENT SPECIFIC GUIDELINES 4 (ESG-4)SEVERE THUNDERSTORM

Severe Thunderstorm

3.2.10. 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 “flat-land” 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.


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



severe thunderstorm has formed.


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


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


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.

3.2.13. 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.



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.


EVENT SPECIFIC GUIDELINES 5 (ESG-5)MULTIPLE EMPLOYEES INJURED

Multiple Employees Injured

3.2.14. 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.

3.2.15. 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.


EVENT SPECIFIC GUIDELINES 6 (ESG-6)EMPLOYEE FATALITY

Employee Fatality

3.2.16. 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.


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.


EVENT SPECIFIC GUIDELINES 7 (ESG-7)POWER OUTAGE

Power Outage

3.2.18. 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.

3.2.19. 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 hurricane-force 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.


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.


EVENT SPECIFIC GUIDELINES 7 (ESG-7)POWER OUTAGE

3.2.21. 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.

3.2.22. 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.

3.2.23. 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.


EVENT SPECIFIC GUIDELINES 8 (ESG-8)TELEPHONE SYSTEM FAILURE

Telephone System Failure

3.2.24. 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.

3.2.25. THREAT or HAZARD INFORMATIONLoss 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.

3.2.26. CONCEPT of OPERATIONSGSWSA’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.

3.2.27. EMERGENCY PROCEDURESDetermine 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.


EVENT SPECIFIC GUIDELINES 9 (ESG-9)SCADA FAILURE / CYBER-ATTACK



SCADA Failure / Cyber-Attack

3.2.28. 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.

3.2.29. THREAT or HAZARD INFORMATIONA 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.

3.2.30. CONCEPT of OPERATIONSGSWSA 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.




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.


EVENT SPECIFIC GUIDELINES 10(ESG-10)IS FAILURE / CYBER-ATTACK



IS Failure / Cyber-Attack

3.2.32. 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.

3.2.33. THREAT or HAZARD INFORMATIONIS 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.

3.2.34. CONCEPT of OPERATIONSIn 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.


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.

Safety Manager shall coordinate with law enforcement and ISF-16 to ensure



appropriate measures are implemented to guard against a repeat event.


EVENT SPECIFIC GUIDELINES 11(ESG-11)MAJOR WATER MAIN LEAK / BREAK

Major Water Main Leak / Break

3.2.36. 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.

3.2.37. THREAT or HAZARD INFORMATIONA 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

3.2.38. CONCEPT of OPERATIONSGSWSA 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.

3.2.39. EMERGENCY PROCEDURESSpecific 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.


EVENT SPECIFIC GUIDELINES 11(ESG-11)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.

3.2.40. FOLLOW-UPSafety 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.


EVENT SPECIFIC GUIDELINES 12(ESG-12)WATER SYSTEM PRESSURE LOSS

Water System Pressure Loss

3.2.41. SITUATIONGSWSA 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.)

3.2.42. THREAT or HAZARD INFORMATIONA 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

3.2.43. CONCEPT of OPERATIONSGSWSA 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.

3.2.44. EMERGENCY PROCEDURESSpecific 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.)


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.

3.2.45. FOLLOW-UPSafety 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.


EVENT SPECIFIC GUIDELINES 13(ESG-13)WATER SYSTEM CONTAMINATION



Water System Contamination

3.2.46. 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.


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.

3.2.48. 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:



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.

3.2.49. PREPAREDNESS / MITIGATIONSecurity 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.



3.2.50. RESPONSE General Response Guidelines


Threat WarningReceived or Identified

riate for the incident.

dentified

Notify Emergency Command StaffAnd conduct initial Threat Evaluation

tory agencies, law enforcement, etc.

Consider notification of the public, regulatory agencies, law enforcement, etc.

Sampling and Analysis


Is the threat CONFIRMED?


Full response actions, Remediation and Recovery


nd conduct initial Threat Evaluation

Is the threat POSSIBLE?

Is thSampling and Analysis

e th

Consider initial operationalResponse actions (as appropriate)

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

















3.2.51. 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.

3.2.52. THREAT DETERMINED to be ‘POSSIBLE’



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.

3.2.53. 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”.

3.2.54. THREAT IS ‘CONFIRMED’



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.

3.2.55. 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.

3.2.56. 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.


EVENT SPECIFIC GUIDELINES 14(ESG-14)HAZARDOUS MATERIAL RELEASE

3.3. Hazardous Material Release

3.3.1. SITUATIONGSWSA 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, worst-case 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


CHLORINEChlorine 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).



AMMONIAAmmonia 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).



3.3.3. HAZARDOUS MATERIALS (HAZ MAT) INCIDENT SEVERITY LEVELSHAZ MATLEVEL

SEVERITYLEVEL DESCRIPTION and EXAMPLES

1 Standard“Emergency”

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.

2 Minor

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.

3 Moderate

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.

4 Serious

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.




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.

3.3.5. 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.


EVENT SPECIFIC GUIDELINES 15(ESG-15)CONFINED SPACE EMERGENCY



Confined Space Emergency

3.3.6. SITUATIONGSWSA 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.

3.3.7. THREAT or HAZARD INFORMATIONMost 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.

3.3.8. CONCEPT of OPERATIONSRefer 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.

3.3.9. EMERGENCY PROCEDURESShould 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.



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.

3.3.10. FOLLOW-UPThe 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.


EVENT SPECIFIC GUIDELINES 16(ESG-16)TRENCH / EXCAVATION COLLAPSE

3.4. Trench / Excavation Collapse

3.4.1. SITUATIONGSWSA 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.

3.4.2. THREAT or HAZARD INFORMATIONTrenching 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

3.4.3. CONCEPT of OPERATIONSRefer 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.


EVENT SPECIFIC GUIDELINES 16(ESG-16)TRENCH / EXCAVATION COLLAPSE

3.4.4. EMERGENCY PROCEDURESShould 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.

3.4.5. FOLLOW-UPThe 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.


EVENT SPECIFIC GUIDELINES 17(ESG-17)FIRE / EXPLOSION

Fire / Explosion

3.4.6. 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.

3.4.7. THREAT or HAZARD INFORMATIONThere 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

3.4.8. CONCEPT of OPERATIONSRefer 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.

3.4.9. EMERGENCY PROCEDURESAny 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.

3.4.10. FOLLOW-UPSafety Manager shall investigate all fire / explosion incidents, and shall properly document and follow-up on all findings and resulting corrective actions and/or recommendations.


EVENT SPECIFIC GUIDELINES 18(ESG-18)BOMB THREAT / SUSPICIOUS PACKAGE

Bomb Threat / Suspicious Package

3.4.11. 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.

3.4.12. THREAT or HAZARD INFORMATIONExplosive: 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),

3.4.13. CONCEPT of OPERATIONSAlthough 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.


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.



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 MAILIf 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.



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.

3.4.15. FOLLOW-UPSafety 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.


EVENT SPECIFIC GUIDELINES 19(ESG-19)PHYSICAL ASSAULT / VIOLENCE

Physical Assault / Violence

3.4.16. SITUATION GSWSA employees are susceptible to the threat of physical violence or assault, which falls under the general heading of “Violence in the Workplace.”

3.4.17. THREAT or HAZARD INFORMATIONWorkplace 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

3.4.18. CONCEPT of OPERATIONSThis 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.

3.4.19. EMERGENCY PROCEDURESNotify 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.

3.4.20. FOLLOW-UPThe 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


EVENT SPECIFIC GUIDELINES 19(ESG-19)PHYSICAL ASSAULT / VIOLENCE


EVENT SPECIFIC GUIDELINES 20(ESG-20)ARMED ROBBERY

Armed Robbery

3.4.21. SITUATIONGSWSA 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.

3.4.22. THREAT or HAZARD INFORMATIONWorkplace 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.

3.4.23. CONCEPT of OPERATIONSGSWSA 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.

3.4.24. EMERGENCY RESPONSIBILITIESDon’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.


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.

3.4.25. FOLLOW-UPSafety 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.


EVENT SPECIFIC GUIDELINES 21(ESG-21)TERRORIST ATTACK

Terrorist Attack

3.4.26. SITUATIONWater 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.

3.4.27. THREAT or HAZARD INFORMATIONThe 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.

3.4.28. CONCEPT of OPERATIONSGSWSA 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.


EVENT SPECIFIC GUIDELINES 21(ESG-21)TERRORIST ATTACK

3.4.29. EMERGENCY RESPONSIBILITIESResponse 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.

3.4.30. FOLLOW-UPSafety 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.


ACTION FORMS (AF-1)HURRICANE

4. ACTION FORMS

4.1. Hurricane

ACTION FORMS TO BE DEVELOPED


ACTION FORMS 2 (AF-2)TORNADO

4.2. Tornado



ACTION FORMS 3 (AF-3)EARTHQUAKE

4.3. Earthquake



ACTION FORMS 4 (AF-4)SEVERE THUNDERSTORM

4.4. Severe Thunderstorm



ACTION FORMS 5 (AF-5)MULTIPLE EMPLOYEES INJURED

4.5. Multiple Employees Injured



ACTION FORMS 6 (AF-6)EMPLOYEE FATALITY

4.6. Employee Fatality



ACTION FORMS 7 (AF-7)POWER OUTAGE

4.7. Power Outage



ACTION FORMS 8 (AF-8)TELEPHONE SYSTEM FAILURE

4.8. Telephone System Failure



ACTION FORMS 9 (AF-9)SCADA FAILURE / CYBER-ATTACK

4.9. SCADA Failure / Cyber Attack



ACTION FORMS 10 (AF-10)MIS FAILURE / CYBER-ATTACK

4.10. MIS Failure / Cyber Attack



ACTION FORMS 11 (AF-11)MAJOR WATER MAIN LEAK / BREAK

4.11. Major Water Main Leak / Break



ACTION FORMS 12 (AF-12)WATER SYSTEM PRESSURE LOSS

4.12. Water System Pressure Loss

CALCULATING STORAGE RATE OF DECLINEMaximum Storage Capacity = 9.8 Million Gallons (MG)“Critical” Storage Level = 30% = 2.94 MG

DATE _________________ TIME ____________ am / pmCURRENT % ___________ 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:


ACTION FORMS 13 (AF-13)WATER SYSTEM CONTAMINATION

4.13. Water System Contamination

ACTION FORM TO BE DEVELOPED


ACTION FORMS 14 (AF-14)LOSS OF RAW WATER SUPPLY

4.14. Loss of Raw Water Supply



ACTION FORMS 15 (AF-15)HAZARDOUS MATERIALS RELEASE

4.15. Hazardous Materials Release



ACTION FORMS 16 (AF-16)CONFINED SPACE EMERGENCY

4.16. Confined Space Emergency



ACTION FORMS 17 (AF-17)TRENCH / EXCAVATION COLLAPSE

4.17. Trench / Excavation Collapse



ACTION FORMS 18 (AF-18)FIRE / EXPLOSION

4.18. Fire / Explosion



ACTION FORMS 19 (AF-19)BOMB THREAT / SUSPICIOUS PACKAGE

4.19. Bomb Threat / Suspicious Package

BOMB THREAT REPORTDate: 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 TOOEXACT WORDS USED BY CALLER

QUESTIONS TO ASKWHEN 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?CHARACTERISTICSCaller

Male Female Adult Juvenile Child

~Age:_____Other:

Voice Loud Soft Deep High Raspy

PleasantOther:

Accent None Local Foreign

__________ Slight Moderate Heavy

Other:

Speech Fast Slow Clear

Distorted

Mumbled

Stuttered Lisp

Other:

Language Excellent Good Fair Poor Foul

Other:

Manner Calm Angry

Emotional Rational Irrational Righteous Laughing

Other:

Background Traffic Voices Music Planes Office Noisy Quiet

Other:

ADDITIONAL INFORMATION:

NAME:


ACTION FORMS 20 (AF-20)PHYSICAL ASSAULT / VIOLENCE

4.20. Physical Assault / Violence



ACTION FORMS 21 (AF-21)ARMED ROBBERY

4.21. Armed Robbery



APPENDIX 1GSWSA OGANIZATION & SYSTEM INFORMATION

Grand Strand Water and Sewer Authority CONFIDENTIAL MATERIALSEmergency Management Plan SECURITY SENSITIVE May 1, 2011 NOT FOR PUBLIC DISCLOSURE

194


APPENDIX

4.22. GSWSA Organization & System Information

4.22.1. System Description

GENERAL INFORMATIONService Area See service area map – figure 1Board Members 9 Members appointed by GovernorEmployees (2011) 283Customers 75,000

WATER INFORMATIONWater Source and Capacity Pee Dee River (Bull Creek), Intercoastal, Wells Water Treatment and CapacityAverage Daily Water ProductionTotal Storage Tank CapacityWater Lines in SystemFire Hydrants in SystemWASTEWATER INFORMATIONWastewater Treatment and CapacityWastewater Lines in SystemWastewater Pump StationsBACKGROUND & HISTORY

mg = million gallons mgd = million gallons per day


195



196


4.22.2. Facility Locations

Administration Campus .......................................Wastewater Treatment Facilities

Administrative Center .......................................Bucksport WWTF166 Jackson Bluff Road .......................................8051 Treatment Plant RdConway, SC 29526 .......................................Bucksport, SC 29527

Operations Center .......................................Conway WWTF170 Jackson Bluff Road .......................................2915 New RoadConway, SC 29526 .......................................Conway, SC 29526

Construction Center .......................................Green Sea Floyds WWTF170 Jackson Bluff Road .......................................McCullough Dr.Conway, SC 29526 .......................................Green Sea, SC 29545

Fleet Service Building .......................................Longs WWTF180 Jackson Bluff Road .......................................350 Nancy LaneConway, SC 29526 .......................................Longs, SC 29568

Warehouse Building .......................................Loris WWTF188 Jackson Bluff Road .......................................2400 Lagoon RoadConway, SC 29526 .......................................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 295778052 Treatment Plant RoadBucksport, S C 29527 .......................................Schwartz WWTF

.......................................6298 Schwartz Plant RoadMyrtle Beach Water Treatment Plant................................Socastee, SC 295753230 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


197

APPENDIX 2GSWSA PERSONNEL ROSTER

4.23. GSWSA Personnel Roster


198

APPENDIX 3BOARD OF DIRECTORS

4.24. 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

APPENDIX 4EMERGENCY CONTACT AGENCIES & PERSONNEL

4.25. Emergency Contact Agencies and Personnel

EMERGENCY MANAGEMENTHorry County Emergency Preparedness (843) 915-5150 Marion County Emergency Preparedness (843) 431-5009SC 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) 424-8802CHEMTREC (emergency hazmat info) (800) 424-9300Poison Control Center .......................... (800) 922-1117 (Columbia)

REGULATORYSC OSHA (Occupational Safety and Health Administration)

Emergency: (803) 896-7672US 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) 238-4518Region 4 (Marion Co. area office) ……..(843) 661-4825 FAX (843) 661-4858

Bureau of Water (Columbia)................... ...(803) 898-4300Bureau of Air Quality (Columbia).......................(803) 898-4123Bureau of Land & Waste Mgmt (Columbia)........(803) 898-4000

SC DOT (Department of Transportation)........... (843) 365-5001


LAW ENFORCEMENTHorry County Police Department (843) 248-1520City of Conway Police (843) 248-1790SC Highway Patrol (843) 365-5001Town of Surfside Police (843) 913-6368City of Marion Police Department (843) 423-8616Town of Nichols Police Department (843) 526-2194

ENVIRONMENTALUS EPA .............Refer to “Regulatory” section aboveSC DHEC .............Refer to “Regulatory” section above

National Response Center ............. (800) 424-8802PUBLIC HEALTH – MEDICAL

CDC (Centers for Disease Control)....... (404) 639-3311 (Atlanta, GA)SC DHEC .............Refer to “Regulatory” sectionHorry County EMS (Dispatch – non-emergency)...........Conway Medical Center (843) 347-7111Grand Strand Regional (843) 692-1000Poison Control Center ............. (800) 922-1117 (Columbia)

LABORATORIES

FIRE – RESCUEHorry County Fire/Rescue Department (843) 915-5190 City of Conway Fire Department (843) 248-1720Town of Surfside (843) 913-6369City of Marion Fire/Rescue (843) 423-8602Town of Nichols (843) 526-2194


UTILITIES, SUPPORT, and SERVICESSouth Carolina 811 (www.sc811.com) (803) 939-1117Conway Public Utilities (843) 248-1770Loris City Hall (843) 756-4004Surfside Town Hall (843) 913-6111Little River Water & Sewerage CO. (843) 249-4024Myrtle Beach Public Works (843) 718-2000North Myrtle Beach Public Works (843) 280-5500Bucksport Water Co. (843) 248-3195Georgetown County Water and Sewer (843) 2379727Aynor Town Hall (843) 358-6231City of Marion Town Hall (843) 423-5961Town of Nichols Town Hall (843) 526-2193Marion County Administrative Office (843) 423-3904

UTILITIES, SUPPORT, and SERVICES (Continued)Horry Telephone (843) 365-2151 Restricted Use Number (843) 902-8392 (843) 369-9393Santee Cooper (843) 248-2037Horry Electric (843) 369-2211Progress Energy (800) 452-2777Pee Dee Electric (866) 747-0060MarCo Water (843) 423-4680Mount Pleasant Satellite 1-480-768-2500 at prompt 881-641-452-714GSWSA Satellite Portable- (254) 219-9883 Portable- (254) 219-9882 Portable- (254) 219-5369 EOC- (254) 281-5716


Horry County EOC

ESF Description Contact Number

2 GIS 915-7367915-7368

23 Damage Assessment 915-5917915-5930

22 Air Operations 915-5910915-5911

21 Disaster Assessment 915-5917915-5930

20 Special Medical Needs 915-5901915-5904915-5922

18 Donated Goods And Volunteer Services 915-5902915-5926915-5927

17 Animal Emergency Response 915-5923915-5924

16 Evacuation Traffic Management 915-5908915-5918915-5929

14 Economic Stabilization, Community Recovery and Mitigation 915-5921915-5925

13 Law Enforcement 915-5905915-5906915-5907

12 Energy 915-5903915-5914915-5916

10 Haz-Mat Response 915-5915915-5928

9 Search and Rescue 915-5915915-5928


Horry County EOC

8 Public Health And Medical Services 915-5901915-5904915-5922

7 Resource Support and Logistics Management 915-5917915-5930

Marion County Emergency Management Team

Brandon Ellis (843) 289-1835


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 [email protected]

WDAI-FM Kiss 98.5

Doug Davis Program Director (843) 651-7869 (843) 651-3197

[email protected]

WDAI-FM Kiss 98.5

David Lewis General Manager (843) 651-7869 (843) 651-3197

[email protected]

WEZV-FM Easy 105.9

Matt Sedota General Manager (843) 903-9962 ext. 103

(843) 903-1797

[email protected]

WGTN-FM Easy 100.7

Matt Sedota General Manager (843) 903-9962 ext. 103

(843) 903-1797

[email protected]

WGTR-FM Gator 107.9

Johnny Walker

Operations Director

(843) 293-0107 (843) 293-1717

[email protected]

WGTR-FM Gator 107.9

Sharon Smith Senior Account Executive

(843) 293-0107 (843) 293-1717

[email protected]

WJXY-FM 93.9 Craig Russ Operations Manager

(843) 651-7869 (843) 651-3197

[email protected]

WIQB-AM 1050 ESPN Radio

Craig Russ Operations Manager

(843) 651-7869 (843) 651-3197

[email protected]

WKVC-FM K-Love 88.9

Len Bagwell Local Promotions Manager

(336) 885-2200 (336) 885-2202

[email protected]

WKZQ-FM New Rock 96.1

Mason Brazelle

Assistant Program Director

(843) 448-1041 (843) 626-5988

[email protected]

WLFF-FM Coyote 106.5

Night Train Program Director (843) 651-7869 (843) 651-3197

[email protected]

WLSC-AM Tiger Radio

Jack "Banana Jack" Murphy

General Manager (843) 756-1183 (843) 756-0548

[email protected]

WMIR-AM 1200 Reggie Dyson General Manager (843) 399-2653 (843) 399-2659

[email protected]

WMYB-FM Star 92.1

Bill Catcher Program Director (843) 448-1041 (843) 626-5988

[email protected]

WNMB-AM Stereo 900

Bill and Susi Norman

General Manager/Program Director

(843) 249-6662 [email protected]

mailto:[email protected]
















http://intraweb.ds1.gswsa.com/gswsa/intranet/Common/Media%20Contacts%202006.xls


Radio Company Name

Contact Person

Title/Department Phone Fax Email

WRNN-AM Hot Talk 1450

Dave Priest Program Director (843) 448-1041 (843) 626-5988

[email protected]

WRXZ-FM Rock 107.1

Mad Max program Director (843) 293-0107 (843) 293-1717

[email protected]

WSEA-FM Power 100.3

Doug Davis Program Director (843) 651-7869 (843) 651-3197

[email protected]

WSYN-FM Sunny 103.1

Craig Russ Program Director (843) 651-7869 (843) 651-3197

[email protected]

WWXM-FM Mix 97.7

Ron Roberts Program Director (843) 293-0107 (843) 293-1717

[email protected]

WYAV-FM Wave 104.1

Scott Mann Assistant Program Director

(843) 448-1041 (843) 626-5988

[email protected]

WYEZ-FM Movin 94.5

Will Issacs General Manager (843) 903-9962 ext. 102

(843) 903-1797

[email protected]

WYNA-FM Bob 104.9

Dave Fields Program Director (843) 293-0107 (843) 293-1717

[email protected]

SC ETV Radio (NPR)

John Gasque Program Director (803) 737-3413 (803) 737-3552

[email protected]

SC Radio Network

Ashley Byrd News Director (803) 790-4300 (803) 790-4309

[email protected]

Media Contact List-TV

TV Company Name Contact Person Title/Dept Phone Fax EmailBeach TV-14 of SC Inc.

Marvin Colley General Manager

449-6420 866-724-9656

[email protected]

Best of the Beach TV-33

Tod Whitby Sales Manager

448-9028 448-9028 [email protected]

Myrtle Beach TV Marcia Lynn Walker

Executive Producer

249-5403 [email protected]

TV-33 South Jason Wheeler Manager/ Producer


WBTW News 13 (CBS)

Dan Klintworth Marketing Director


WFXB Fox TV Steve Albright Programming Director


TV Company Name Contact Person Title/Dept Phone Fax Email



















WMBF News (NBC) Sarah Miles News Director


WPDE-TV News Channel 15 (ABC)

Victoria Spechko

News Director


South Carolina ETV Tom Posey News Director

803-737-3200 803-737-3476

[email protected]

WIS-TV 10 (NBC) Brad Neuhoff News Director

803-799-1010 803-758-1278

[email protected]

WLTX- TV 19 (CBS) Marybeth Jacoby

News Director

803-776-3600 803-776-1791

[email protected]

WOLO-TV 25 (ABC) Crysty Vaughan News Director

[email protected]

HTC Digital Cable Cricket Alcron Communications & P R Manager


Time Warner Cable Teresa Vause Local Sales Manager


Carolina Film Group

Ralph McCloud 449-4776 [email protected]

Encore Video Productions, Inc.

Frank Payne Vice President

448-9900/7700 [email protected]

Stage Video Productions

Diane DeVaughn Stokes, Chuck Stokes


Waccamaw Media Inc.

Jeanne McGowan


CNN Headline News Local Edition

Richard Green News Director


"River Talk" Don Smith Producer 248-6060 448-4040 [email protected]

Around the Beach with Mitch and Ewa

Jack Himmelsbach


On the Green Golf Video Magazine

Jack Himmelsbach


Company Name Newspaper & MagazineCompany Name

Contact Person Title/Dept Phone Fax Email


















Aynor JournalTiffany Martinez Editor 358-2010 358-0250 [email protected]

Carolina Forst Chronicle

Michael Smith Editor 236-4810 448-4860 [email protected]

Coastal Observer

Charles Swenson Editor 237-8438 235-0084 [email protected]

Georgetown Times Bob Piazza Editor 546-4148 546-2395 [email protected]

The Horry Independent Kathy Ropp Editor 248-6671 248-6024 [email protected]

Loris SceneAnnette Norris Editor 756-1447 756-7800 [email protected]

Myrtle Beach Herald

Charles Perry Editor 626-3131 448-4860 [email protected]

News & Shopper Kathy Ropp Editor 248-6671 248-6024 [email protected]

North Myrtle Beach Times

Polly Lowman

Editor/ Publisher 249-3525 249-7012 [email protected]

The Sun NewsPamela (P.J.) Browning Publisher 626-8555 626-0356

[email protected]












Newspaper & MagazineCompany Name


Aiken Standard

Mike Gibbons Managing Editor 803-648-2311 803-648-6052 [email protected]

Anderson Independent Mail Cindy Burke

News Room Administrator 864-260-1274 864-260-1276 [email protected]

Associated Press-Charleston Bruce Smith Correspondent 722-1660 723-4018 [email protected]

Associated Press-Columbia Newsdesk Newsdesk 803-799-5510 803-252-2913 [email protected]

Beaufort Gazette Jeff Kidd Editor 524-3183 524-8728 [email protected]

Daily JournalBrett McLaughlin Editor 864-882-2375 864-882-2381 [email protected]

The Greenville News

Marion Elliott Editor 864-298-4100 864-298-4395 [email protected]

The HeraldPaul Osmundson Editor 803-329-4000 803-329-4021 [email protected]

Herald- Journal

Michael Smith Executive Editor 864-582-4511 864-594 6350 [email protected]

The Index- Journal

Richard Whiting Executive Editor

864-223-1411/1412 864-223-7331 [email protected]












Newspaper & MagazineCompany Name


The Island Packet Fitz McAden Executive Editor 706-8100 706-3070 [email protected]

The ItemTonyia McGirt Managing Editor 803-774-1226 803-774-1210 [email protected]

Morning NewsTucker Mitchell Regional Editor 317-7250 317-7292 [email protected]

The Post and Courier

William E. N. Hawkins

Editor/ Publisher 577-7111 937-5579 [email protected]

The StateHenry Haitz III Publisher 800-288-2727 803-771-8430 [email protected]

The Times and Democrat Lee Harter Editor 803-533-5500 803-533-5595 [email protected]

Union Daily Times

Charles Warner Acting Editor 864-427-1234 864-427-1237 [email protected]

Union Daily Times Joe Pettit Sports Editor 864-427-1234 864-427-1237 [email protected]

Water Managers Emergency Contact List










Company NameContact Name

Contact Title

Office Number

Cell Number

Fax Number E-Mail Address

Charleston Water Margaret S. Porter

Executive Assistant

843-727-6862

843-727-7188

[email protected] Water Jenny Hagan Public

relations Manager

843-727-7146

843-452-2582

843-727-7121

[email protected]

Charleston Water Kin Hil, P.E. Chief Executive Officer

843-727-6862

843-296-7602

843-727-7188

[email protected]

Charleston Water Andy Fairey Chief Operating Officer

843-727-6856

843-727-7188

[email protected]

Charleston Water Mark Cline, P.E.

Capital Projects Officer

843-727-7125

[email protected]

Charleston County Public Works

Chuck Jarman Stormwater Manager

843-202-7600

843-202-7601

[email protected] Water Service, Inc.

Bruce T. Haas Regional Director

803-796-2313

803-791-8643

North Charleston Sewer District

Kendall Johnson

Asst. District Manager /

843-764-3072

843-302-4353

843-764-2655

[email protected]

Director of Operations


Jimmy Green District Manager

843-764-3072

843-302-4352

843-764-2659

[email protected] Charleston Sewer District

Mary Trussell Ast. Dist. Manager / Director of Finance

843-764-3072

843-764-2651

[email protected]


Globalstar Satellite Phone

Kiawah Island Utility, Inc.

Becky Dennis General Manager

843-768-0641

843-296-1432

843-768-1816

[email protected]

or 696-7917

Kiawah Island Utility, Inc.

Mike Agin Asst. General Manager

843-768-0641

843-200-4901

843-768-1816

[email protected]

City of Folly Beach Steve Robinson

843-708-9984

[email protected] of Folly Beach Terry Boatright 843-408-

5454 [email protected]

City of Folly Beach Belle Condon 843-708-9986

[email protected] of Goose Creek Steve Price Director of

Public Works

843-200-2643

[email protected]

City of Goose Creek Chuck Denson Asst. Director of Public

843-824-2200

843-200-0219

[email protected]

Works x263

City of Goose Creek David Fennell Water Division Supervisor

843-824-2200

843-296-7430

[email protected]

Dorchester County Water Authority

Bob Hensley 843-845-0140

843-709-2232

Dorchester County Water Authority

Richie Murdaugh

843-845-0140

843-709-0675

Water Managers Emergency Contact List (Continued)



















Company NameContact Name

Contact Title

Office Number

Cell Number

Fax Number E-Mail Address

Grand Strand Water & Sewer Authority

Fred Richardson

Chief Executive Officer

843-443-8221

843-455-6260

843-347-4680

[email protected]

Grand Strand Water & Sewer Authority

Irv Wooley Chief of Operations

843-443-8289

843-222-6848

843-347-4680

[email protected] Strand Water & Sewer Authority

Satellite Phone 254-871-5716

MarCo Rural Water Doug Hooks General

Manager843-423-4680

[email protected]




APPENDIX 5Critical Customers

4.26. Critical Customers

4.26.1. 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 School3001 Fourth Ave.Conway, SC 29527(843) 488-0272Capacity = 495

Loris Elementary School901 E SC 9 BusinessLoris , SC 29569(843) 756-7824Capacity = 464

Mandatory Evacuation Shelters………Open as soon as possible during a mandatory evacuation.

Aynor Elementary School516 Jordanville RoadAynor, SC 29511(843) 358-3680Capacity = 413

Aynor High School201 Hwy 24Aynor, SC 29511(843) 358-6261Capacity = 627

Conway Elementary School1101 Snowhill Dr.Conway, SC 29526(843) 488-0696Capacity = 683

Conway High School2301 Church St.Conway , SC 29526(843) 488-0662Capacity = 1,280

Green Sea-Floyds Elementary School5000 Tulip Grove RoadGreen Sea, SC 29545(843) 392-1078Capacity = 533

Green Sea Floyds High & Middle Schools5265 Highway 9Green Sea, SC 29545(843) 392-3131Capacity = 1,115

Loris High School301 Loris Lions RoadLoris, SC 29569(843) 756-4041Capacity = 1,090

Pee Dee Elementary School6555 Hwy. 134Conway, SC 29527(843) 397-2579Capacity = 533

Whittmore Park Middle School1808 Rhue StreetConway, SC 29527(843) 248-2233Capacity = 845

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

http://www.scdhec.gov/administration/ophp/hurricane/sheltering.htm


4.26.2. Marion County Emergency Shelters

Mandatory Evacuation Shelters

Marion High School ............................................Phone: 843-423-82561205 S Main Street...............................................Capacity 1511Marion, SC 29571

Creek Bridge High School...................................Phone: 843-362-35006641 S Hwy 41 ....................................................Capacity 1200Marion, SC 29571

Voluntary Relocation Shelters

Johnakin Middle School.......................................Phone: 843-423-8360500 Gurley Street.................................................Capacity 716Marion, SC 29571

4.26.3. Columbus County Emergency Shelters (None at this Time)


4.26.4. Critical Service Customers

# Facility and Address Contact Phone Pump Station

Pump Size

Generator Required

1Conway Hospital300 Singleton Ridge Rd, Conway

Tom Lovelace 347-8256 63 77 4,5,10,11

2

Kingston Nursing Center2379 Cypress Cir, Conway

Laura Fowler 347-8179 63 77 4,5,10,11

3Lighthouse Care Center152 Waccamaw Med. Park, Conway

Ron Casidy 347-8871 84 25 3,7,8,21,22

4Coastal Urology394 Singleton Ridge Rd, Conway

Laura Brakefield 347-8765 63 77 4,5,10,11

5 Coastal Kidney Center534 Farrar Dr., Conway

Janet Griffith 34y-9487 218 5 12,13,14,15,16

6 LabCorp812 Farrar Dr., Conway

Trisha Dougherty

910-279-9511 218 5 12,13,14,15,16

7Agape Assisted LivingGrand Manor Court, Garden City

Laura Schanley 357-0200 95 3.2

8Grand Strand Healthcare4452 Socastee Blvd, MB

Hearld Branton 293-1137 121 20 2,7,8,21,22,25

9MB Estates3620 Happy Woods Ct., MB

Tommy Jackson 293-8888 215 88 5,6,10,11

10NHC9405 Hwy 17 Bypass, Garden City

James Roach 215-2057 106 5 5,6,10,11

11

Fresenius Dialysis Center1100 S Main Street, Marion, SC

Mary Legett 423-4673

APPENDIX 6SUPPLIERS & CONTRACTORS

Suppliers and Contractors

FUEL

Fleetcor Technologies………………………………….. ..............800-877-0800 Customer ServiceSharon Cargil, Account Manager………………. ....................... .800-877-9019, Ext. 15505Mark Roberts, Business Manager…………….............................. .704-271-4022 Direct

EMERGENCY FUEL CONTACT (LOCAL)

BP Food Shoppe (across from Oliver’s Rest.)Store Number: (843) 347-3232Home Number: (843) 234-1701Mobile 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 office . ..............843-399-6161Bulk Fuel Plant after hours........843 446-570310 Park St Ext. Little River, SC

CHEMICALS

Brenntag Southeast 4200 Azalea Dr., Charleston, SC Office: (843)-774-7421Matt Moxley: (843) 860-0838

Water GuardOffice: 1(800) 872-7665

UnivarSuburban Dr., Suffolk, VA Office: (800) 438-1119Kathy Gatlin (704)-996-7825

WATER/WASTEWATER SUPPLIES

Conway Auto Parts………………………………… 843-248-2225“ .................... 843-248-6272

Edward Hickson cell…………………………………843-241-4905

Ferguson …………………………………………….843-347-4833Brian cell……………………………………………..843-855-1464Rob cell………………………………………………803-968-0384


Mainline Supply ………………………………….....843-399-4443Tommy Weatherly, Home No…….………………….843-281-1137Tommy Weatherly, Mobile……………….………….843-241-2858Kevin Bell, Home No …………………….………….843-399-9513Steve Awalt-Cell……………………………………..843-421 2961

................ .Or ..843-241-6327

HD Supply …………………………………………..843-293-2021Kevin McKinnan-Cell………………….….……...….843-385-6232 Socastee Hardware………………………………….843-293-7555Charles – Home ……………………………………. 843-293-6145Charles Cell ……………………………………… ..843-421-6334

CCISCO……………………………………………..843-238-1338Jim Fitzpatrick – Mobile …………………………....843-458-0749Jim Fitzpatrick – Home ………………………….….843-215-8332

Terry’s Hardware…………………………………....843-365-9300Terry – Home ………………………………………….843-365-5035Clint – Home ……………………...…………………..843-365-8783Clint – Mobile ……………………...………………….843-457-7122Terry – Mobile ……………………..………………….843-333-5138

WATER/WATEWATER CONTRACTORS

S & W Construction…………………………….….843-651-6723Wendell Shelley, Mobile…………………………….843-458-9691

Hi-Tech Construction……………………………….843-215-2579Nathan Alford………………………………………..843-458-9545Nathan Alford – Home ………………………………843-365-4999

Lawrimore Construction……………………………843-397-4499Wade Lawrimore ............. . 843-450-1262..Seaside Utilities……………………………………..843-251-8807Jimmy Jordan………………………………………..843-340-6426


OTHER EQUIPMENT/SUPPLIES/SERVICE

Hagemeyer-1525 Hwy 501, Myrtle Beach……………………………843-626-3578Shawn –Cell ……………………………………………………….. 843-450-7950 Corey – Cell …………………………………………………………1-770-778-6955

Horry Telephone (Mobile Phone Svc)- Meredith Canady Office………………………………. …………… 843-369-8582Meredith Canady Cell……………………………………………….. 843-457-1762

Strand Communications-Rick McNamara-3904 Wesley St, MB……...843-236-7100Rick – Cell …………………………………………………………. 843-241-2383

Industrial Rewinding-Russell McKenize-1420 Cannon Rd., MB……..843-626-3536Russell………………………………………………. 843-241-4024Russell McKenize – Home ……………………….………………… 843-236-0306Robert McKenize – Cell …………………………………………… 843-241-4018Robert McKenize – Home ………………………………………….. 843-396-4528

Sunbelt Rentals-604 Cannon Rd., Myrtle Beach………………………843-445-9960Mitch Brigman – Cell ………………………………………………. 843-385-2842Little River Store …………………………………………………... 843-281-9896

APPENDIX 7WASTEWATER PUMP STATION

5.7. WASTEWATER PUMP STATION LIST

APPENDIX 8POTENTIAL WASTEWATER SPILL/OVERFLOW

5.8 POTENTIAL WASTEWATER SPILL / OVERFLOW LOCATIONS

APPENDIX 9EMERGENCY GENERATOR INFORMATION


5.9 Emergency Generator Information


Fuel Capacities & Consumption - Water Department Generators

# Generator Fuel/Capacities Consumption Total Hrs.Run Time

Fuel Capacities & Consumption - Wastewater Generators


Fuel Capacities & Consumption - Administration Generators



POTENTIAL TOW VEHICLES for PORTABLE GENERATORS

# Truck Number Primary Driver SAFE

Generator Sizes

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.


Emergency Generator Hookup Procedures

Determine which generator should be used:240 Volt 3 Phase 100 AMP480 Volt 3 Phase 200 AMP.

Before towing a generator to another location : MAKE SURE TOW VEHICLE CAN SAFELY PULL & STOP THE GENERATORCheck fluid levels, oil, coolant and fuelStart up generator and shut downBe sure cords and plugs are with generatorBe sure doors on generator are securely closedPlug 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” positionSet transfer switch or walking beam breaker to generator positionPlug female end into box on station; plug male end into interlock on generatorStart generator and check all gauges - voltage, cycles, oil pressure and temp, etc.Press the “ON” button on interlock, red indicator light should come onGo 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 ELECTRICIANMonitor 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 downMake sure that HAND-OFF-AUTO switches are in “OFF” positionPress “OFF” button on generator interlock; red indicator light should turn offUnplug male plug at interlock; unplug female from box connector on stationSwitch transfer switch from generator to SCE&GSwitch 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 Plug240 Volt 3 Phase 100 AMP 480 Volt 3 Phase 200 AMP L1(Black) L2 (Red) L3 (Blue) L1 (Brown) L2(Orange) L3 (Yellow)

APPENDIX 10WAREHOUSE EMERGENCY SUPPLIES

5.10 EMERGENCY INVENTORY SUPPLIES

Material Number Description Normal

Level

Seasonal Level6/1 – 11/01

Flashlight – 6V 12 EachMasking Tape 8 RollsDuct Tape 16 RollsNylon Rope 1 100’ Roll

Rain suit, - Medium 3 EachRain suit - Large 8 EachRain suit - X-Large 8 EachRain suit, - XX Large 6 EachRubber Boots - sz 9 6 PairRubber Boots - sz 10 4 PairRubber Boots - sz 11 5 PairRubber Boots - sz 12 3 PairBattery, - AAA 36 EachBattery, - AA 48 EachBattery, - D 36 EachBattery, - 6V 12 EachFix-A-Flat 12 CansTire Repair / Plug Kits 8Plastic Sheeting 6 Rolls


FULLY ACTIVATED EOC EQUIPMENT & SUPPLIES

Description Normal Level

Seasonal Level6/1 – 11/01

PC 4SCADA PC 2Mobile Radio 4Copy Machine 1Fax Machine with Outside Line 1Telephone 6 Satellite Phone – Portable 3Satellite Phone – Fixed Mount 1Cell Phone 8TV Cable Connections 2Battery Powered Portable Radio 1Message Board 1Dry Erase Board 1Flashlight 3Rain suit – Large 2

Office Supplies – pens, pencils, pads, etc…Cot 6Pillow 6Pillow Case 6Sheet 6Blanket 6


EMERGENCY REPAIR PARTS INVENTORY

Description 3” 4” 6” 8” 10” 12” 14” 16” 18” 20” 24” 30” 36” 48” EachMJ Sleeves 2 2 2 2 2 2 2 2 2Full Circle Repair Bands 2 2 2 2 2 2 2 2

Mega Lugs w/acc 4 4 4 4 4 4 4 4 4Split Mega Lugs w/acc 2 2 2 2 2 2 2 2 2MJ 90 w/acc 2 2 2 2 2 2 2 2 2MJ 45 w/acc 2 2 2 2 2 2 2 2 2Grip Rings C-900 w/acc 4 4 4 4 4 4

Grip Rings SCHD-40 4 4 4 4 4 4Threaded Rod w/ Washers ¾”X10’

10

Full Circle Bands-AC Pipe 2 2 2 2 2

Full Circle Bands-Poly Pipe 2 2 2 2 2 2 2 2 2 2 2

Bolted Couplings HY-Max 2 2 2 2 2

Bell Joint Leak Clamps 2 2 2 2 2 2 2 2 2 2 2MJ Caps w/acc 2 2 2 2 2 2 2 2 2 2 2Clawn Pacs 2 2 2 2 2 2 2 2 2 2 2 2 2Transition Gaskets 4 4 4 4 4Flange Packs 4 4 4 4 4Tee Bolts 50 50 50 50 50 50 50 50 50 50 50 50 50Poly Pipe HDPE L/F 40 40 40 40 40 40 40 40 40 40 40 40 40 40Poly Pipe AdaptersSAC-KRETEBell Joint Restraints 2 2 2 2 2Sand Bags 200Gate Valves 2 2 2 2 2 2Sewer Saddles 2 2 2Sewer Knck On Coupling 2 2 2

Sewer Sweeps & Wyes 2 2

APPENDIX 11EVACUATION PLAN


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.


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 EVACUATEUnless 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 SUPERVISORSProviding 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.


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 PROCEDURESConsult 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 PROCEDURESOnce 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 AIDRescue 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.

APPENDIX 12EMERGENCY COMMUNICATION PLAN

5.11 Emergency Communication Plan

5.11.1 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.

5.11.2 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.

5.11.3 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.

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.

5.11.4 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 ContaminationTornado .......................................Earthquake.................................Hazardous Material Spill / ReleaseSevere Thunderstorm .......................................Confined Space EmergencyMultiple Employees Injured..............................Trench / Excavation CollapseEmployee Fatality .......................................Fire / ExplosionPower Outage .......................................Suspicious Mail / PackageTelephone System Failure....................................Vandalism / Stolen PropertySCADA Failure / Cyber-attack. ...........................Violence / AssaultIS Failure / Cyber-attack......................................Armed RobberyMajor Water Main Leak / Break ..........................Terrorist AttackWater System Pressure Loss................................Freeze / Winter StormScandal .....................................Internal Corruption

Widespread Health IssueSSO – severe environmental situation / major spillUnexpected traffic tie-up caused by leak, spill, construction, etc.


5.11.5 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 EMSMayors / Administrators / Councils.....................SC DHECSCDHEC .......................................Horry County PIOHorry County Police Department.........................Affected CustomersHorry County Sheriff’s Office. . .………………..All CustomersBull Creek Participants .............………………..GSWSA Wholesale CustomersFBI .......................................News Media / General PublicCounty Fire Department.............………………..Employee FamiliesHorry County Emergency Preparedness Department Hospitals / Medical Facilities / Dentists / Dialysis Clinics

5.11.6 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 StationsDoor Hangers .............NewspaperFlyers ..........................GSWSA WebsiteTelephone ..........................Press ReleasePress Conference ..........................Mobil RadioAutomated Attendant Greeting. .Television StationsSandwich Boards / Signs.........................Bulletin BoardsInternal Employee Bulletin Boards.........Homeowner’s Associations

5.11.7 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, pensLaptop computer .........................................Printer


Extension cords ............................CopierEasels, Pad, Markers .......................... Cell phonesMaps, Drawings .......................... RadiosFax machine .......................... FlashlightsBattery powered radio ......................... First Aid Kit

5.11.8 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.

5.11.9 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


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


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.

5.11.10 MEDIA GUIDELINES The following guidelines are based on information published by the American Water Works Association (AWWA) and the AWWA Public Affairs Committee. 5.11.11 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.

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.

5.11.12 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.

5.11.13 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. 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.


5.11.14 EMERGENCY NOTIFICATION MATRIXThe 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.

Key Audiences

Emergency Events

Aff

ecte

d D

epar

t an

d Em

ploy

ees

Boa

rd O

f Dire

ctor

s

May

or /

Adm

inis

trato

r / T

own

Cou

ncil

SC D

HEC

Hor

ry C

ount

y Po

lice

Dep

t.

FBI L

ocal

Off

ice

Hor

ry C

ount

y Fi

re D

ept.

City

Fire

Dep

artm

ents

.

Hor

ry C

ount

y EM

S

Hor

ry C

ount

y EO

C

Loca

l Hos

pita

ls /

Med

ical

Fa

cilit

ies

Crit

ical

Cus

tom

ers

Aff

ecte

d C

usto

mer

s

New

s Med

ia /

Publ

ic

Oth

er W

ater

and

Sew

er U

tiliti

es

SC O

SHA

Empl

oyee

Fam

ilies

Hurricane SM CEO CEO IC IC IC CEO CEO CS CS CEO CEO CEOTornado SM CEO CEO IC IC IC CEO CEO CS CS CEO CEO CEOEarthquake SM CEO CEO IC IC IC CEO CEO CS CS CEO CEO CEOMultiple Employee Injuries (3 or more)

SM CEO IC CEO CEO

Employee Fatality SM CEO IC IC CEO CEO

Power Outage SM CEO CS CS CEO CEOTelephone System Failure SM CEO CEO

IT, MIS, SCADA System Failure

SM CEO

Cyber-Attack SM CEO IC CEO

Major Water Leak SM CEO CEO CS CS CEO

Water System Pressure Loss SM CEO CEO IC IC IC CS CS CS CEO IC CEO

Water System Contamination SM CEO CEO IC IC CEO CS CS CS CEO IC CEO

Loss of Water SM CS CS CS CEO IC CEOHaz Mat Release SM CEO CEO IC IC IC IC CEO CS CEO

Confined Space Emergency

SM IC IC IC CEO

Trench Collapse SM IC CEO

Fire / Explosion SM CEO IC IC IC CEO

Suspicious Mail or Package

SM CEO IC

Vandalism / Stolen Property

SM IC

Violence / Assault SM IC IC CEO

Armed Robbery SM CEO IC

Terrorist Attack SM CEO CEO IC IC CEO CEO CEO CEO CEO

CEO = CEO IC = Incident Commander CS = Customer Services SM = Senior Management


5.11.15 CEO Activities Worksheet

CEO ACTIVITIES WORKSHEET

Responsibility Tasks

Obtain a Briefing from the Incident Commander

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.

Establish Crisis Communications Center and staff as appropriate

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.

Prepare and Distribute Incident Information as Soon as Possible

Coordinate preparation of Incident Summary Worksheet.Complete the Communication Strategy Worksheet and determine:key audiences to targetcommunication channels to utilizekey messages to emphasizegeneral communication strategy and approachEnsure 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.

General On-Going DutiesParticipate in Planning Meetings and Briefings, to maintain current knowledge of the status of the incident.Respond to special requests for information as appropriate.


GSWSA INCIDENT SUMMARY WORKSHEET

Incident Type: Incident Commander:Incident Began: (date & time) Incident Discovered: (date & time)

Incident Description:

AREAS AFFECTED (Check allthat apply)

Personnel Management / Leadership Water Wastewater

Business Activities Communication Systems IT / MIS Systems CPW Water

Raw Water Supply Water Treatment Water Storage Water Distribution

Wastewater Plants WW Pump Stations Collection System Wastewater Outfall

INCIDENT IMPACT

Property or Environmental Damage

Illnesses #: _________

Injuries #: _________

Fatalities #: _________

Type of Illnesses:

Type of Injuries:

Describe Property / Environmental Damages:

Unacceptable Water Quality Low Water Pressure Loss of Water Wastewater Spilled

Regulatory Violations Public Anger or Mistrust System Damages Facility Damages

# of Residential customers affected: ________________

# of Commercial customer affected: ______________

# of Water Plants affected: ______________

# of WW Pump Stations affected: ______________

RESPONSE ACTIONS TAKEN

CURRENT STATUS

PIO’s Signature: Date & Time:


GSWSA INCIDENT SUMMARY WORKSHEETSUPPLEMENTAL INFORMATION

Incident: Incident Commander:

PIO’s Signature: Date & Time:


GSWSA COMMUNICATION STRATEGY WORKSHEETPage 1 of 2

Incident:Date & Time:

IC: Designated Spokesperson:

Crisis Communications Plan Reviewed Emergency Notification Matrix Reviewed

KEY AUDIENCESAffected Departments and Employees Medical Facilities / Dialysis / DentistsBoard Members Horry County Health DepartmentMayor / Administrator / Council Horry County EPDSCDHEC Horry County AdministratorHorry County Sheriff’s Office Horry County PIOFBI Local Office Critical CustomersHorry County Fire Department All Affected CustomersGSWSA Wholesale Customers All CustomersHorry County Fire Department News Media and General PublicHorry County EMS Bull Creek ParticipantsHospitals Employee’s Families

Other:

COMMUNICATION CHANNELSDoor-to-Door Personal Contact News / Press ConferenceDoor Hangers GSWSA WebsiteFlyers NewspaperPerson-to-Person Telephone Calls Homeowner’s AssociationsPress Release Internal Employee Bulletin BoardsAutomated Attendant Greeting / Message Other:Radio StationsTelevision Stations

COMMENTS / ADDITIONAL


GSWSA COMMUNICATION STRATEGY WORKSHEETPage 2 of 2

KEY MESSAGES

BASIC STRATEGY / APPROACH

COMMENTS / ADDITIONAL

Copies of all Worksheets given to IC and Emergency Management DirectorPIO’s Signature: Date & Time:


GSWSA Internal InformationSITUATION ADVISORY

Date: Time: Advisory No.: Situation: Location:

SITUATION DESCRIPTION

RESPONSE ACTIONS

CURRENTSTATUS

ADDITIONAL INFORMATION

Advisory Prepared By:


GSWSA CALL-TAKER’S WORKSHEET

DATE: TIME: CALL-TAKER:

INCOMINGCALL

“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?”

“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 hasbeen 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 havemore information’, etc., as appropriate…)

FOLLOW-UP-INFORMATION

RETURNCALL

Call-back made by:

Date: Time:

Spoke with:

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!

APPENDIX 13PRESS RELEASES

5.12 Press Releases

NEWSFor more information contact:Fred Richardson (CEO) – 843-443-8221Emergency 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 HomeShut 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


customers.

Boiling: Boil vigorously for 3 to 5 minutesPurification 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 ResourcesFor more information, please go to the following web sites:www.GSWSA.comwww.horrycounty.org

http://www.charlestoncounty.org/

http://www.mountpleasantwaterworks.com/



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 minutesPurification 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.


Limit clothes washing to essential items only.Limit shower time.

For additional information:* Please visit our web site: GSWSA.com

* Contact our Customer Hotline: ***-**** # # #




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 minutesPurification 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.

ConservationConserve 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



* Contact our Customer Hotline: ***-**** # # #



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: ***-**** # # #


APPENDIX 14MUTUAL AID / COOPERATIVE AGREEMENTS

5.13 Mutual Aid / Cooperative Agreements

# Agency or Organization

Nature of Agreement

Type of Agreement

Contact Name(s) Contact Number(s)

1SCAWWA Emergency Prep Committee

Full Mutual Aid Multi-Agency Coop

Written Mutual Aid Agreement

Mark Cline, DHEC Committee Chair

[email protected]

2SC Emergency Management Agency

Interstate EMAC SC Emergency Management 803-737-8500

3

Water & Wastewater Agency Response Network (SCWARN)

Intrastate Mutual Aid

Written Agreement

Chair- Glen McManus

Office:864-299-4040 x 311Cell: [email protected]

4

5

6

7891011121314151617181920

http://www.scawwa.org/

APPENDIX 15RESERVED

5.14 RESERVED for future use.

APPENDIX 16RESERVED

5.15 RESERVED for future use.

APPENDIX 17INCIDENT COMMAND SYSTEM (ICS) FORMS

5.16 INCIDENT COMMAND FORMS

INCIDENT BRIEFING Incident Type Incident Name

Date Prepared Time Prepared BRIEFING HELD (Date & Time)

Incident Description / Summary

Current Organization

9. Prepared by (Name and Position)Page 1 of 3 _


INCIDENT BRIEFING Incident Type Incident Name

Summary of Events / ActionsDate Time Events / Actions

Prepared by (Name and Position) Page 3 of 3 _


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) Page of _


CHECK-IN LISTPersonnel

Incident Type Incident Name

Check-In Initiated (Date & Time)

Check-In Location Operational Period (Date & Time)FROM TO

Personnel Check-In InformationTimeIN Name Time

TASKED ISF # Position or Assignment Time OUT

Prepared by (Name and Position) Page of _


UNIT LOG Incident Name Date

Department / ISF # and Name

Unit Leader (Name and Position)

Operational Period (Date & Time)FROM TO

Personnel Roster AssignmentName Responsibility / Function Home Base / Work Location

Activity LogTime Major Events or Activities

Prepared by (Name and Position) Page ____ of _____

MEETING SUMMARY Incident Type Incident Name


Meeting Name / Type Meeting Date & Time Meeting Location

Meeting Leader / Facilitator Ending Time Total Time

Attendees1. 7. 13.2. 8. 14.3. 9. 15.4. 10. 16.5. 11. 17.6. 12. 18.

NOTES:

Action Items# Action Item Assigned To Deadline Done 1.2.3.4.5.6.7.8.9.10.Prepared by (Name and Position) Page of _


SITUATION REPORT(SITREP)

Incident Name SITREP No.

Date Time Prepared Prepared By

Water SystemWater Storage % Avg Sys Pressure PSI 1 ___Normal ___Shutdown ___No Power ____% Storage ___HSP on Gen2 ___Normal ___Shutdown ___No Power ____% Storage ___HSP on Gen3 ___Normal ___Shutdown ___No Power ____% Storage ___Plant on Gen4 ___Normal ___Shutdown ___No Power ____% Storage ___Plant on Gen??? ___Normal ___Shutdown ___No Power ____% Storage ___HSP on Gen

Wastewater System???? ___Normal ___Shutdown ___No Power ___on Generator???? ___Normal ___Shutdown ___No Power ___on Generator

Number of Pump Stations without Power __________

Number of Pump Stations in High Water

Other:

Prepared by (Signature and Position) Page ____ of _____

SITREP


TO VIEW THE ENTIRE “NATIONAL INCIDENT MANAGEMENT SYSTEM”DOCUMENT,VISIT WWW.FEMA.GOV/NIMS ON THE INTERNET.

http://WWW.FEMA.GOV/NIMS

· web viewsection 3 provides specific planning and response guidance for specific types of...

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