Emergency Plan - Grand Strand Water and Sewer Authority

Emergency Management Plan 

Revision of June 7, 2013

TABLE OF CONTENTS 

Grand Strand Water & Sewer Authority 2 CONFIDENTIAL MATERIALS 

Emergency Management Plan SECURITY SENSITIVE 

June 7, 2013 NOT FOR PUBLIC DISCLOSURE

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. INTRODUCTION 

It is the desire and intent of GSWSA to be adequately prepared for and ready to respond to any emergency 

situation that could impact our employees, customers, facilities, surrounding communities, and the 

environment. 

This plan establishes the core procedures by which GSWSA will coordinate all planning, preparation, 

response, and recovery activities. It also establishes how GSWSA will coordinate with others during an event 

including county, state, and federal agencies. 

This plan adopts and uses the “Functional Approach” recommended by the Federal Emergency Management 

Agency (FEMA) and the Environmental Protection Agency (EPA). Both Horry County and the State of South 

Carolina use this approach in their Emergency Operations Plans and will minimize confusion in the event we 

have to work with or through these agencies in a major emergency or disaster. 

With this “Functional Approach”, major areas of responsibility that could potentially be necessary during an 

emergency incident are identified separately and each “Function” is tasked with specific duties and 

responsibilities. During an emergency, a person or department is assigned responsibility for a particular 

“Function”. This “assignment” process is greatly streamlined because the major duties and responsibilities of 

that “Function” have been pre-defined. 

This plan is divided into five (5) major sections. Section 1 is the Basic Plan which provides a general 

overview of how GSWSA will plan for and respond to all emergencies. Section 2 defines the specific ISF 

(Incident Support Functions), and outlines each function’s major responsibilities. Section 3 provides specific 

planning and response guidance for specific types of emergencies. Section 4 contains Action Forms which 

includes forms, checklists, etc. to be used as a job aid during the incident. Section 5 is the Appendix which 

contains a variety of reference materials. 

1.2. MISSION and PRIORITIES 

1.2.1. MISSION 

During “normal operations”, GSWSA’s Mission is: 

To provide water and wastewater services to protect public health and the environment, 

promotes economic development and enhance each customer’s quality of life. 

For “emergency operations”, that broad Mission is broken down into five (5) Mission Objectives, and 

prioritized in the following order. 

1. Maintain sufficient potable water supply 

2. Maintain sufficient water supply for fire protection 

3. Provide adequate wastewater services to meet basic human and public health needs 

4. Restore services to regulatory requirements 

5. Control operating costs 

1.2.2. PRIORITIES 

The following incident priorities have been adopted from nationally recognized Incident Command 

Systems (ICS). Additional explanation and examples have been provided to better illustrate how 

these priorities apply to GSWSA.

BASIC PLAN 

A. LIFE SAFETY 

1. Locate, treat, and care for injured employees; request EMS and/or emergency medical First 

Responders as appropriate. 

2. Locate missing or unaccounted for employees. 

3. Correct or safeguard hazards that create actual or potential imminent danger to employees. 

4. Correct or safeguard hazards resulting from GSWSA facilities or processes that create actual 

or potential imminent danger to our customers or community. 

B. INCIDENT STABILIZATION 

1. Assess or “Size Up” exactly what the situation is. What has happened? What is the impact? 

(The Incident Summary Worksheet may be helpful.) 

2. Develop an Incident Action Plan (IAP) so efforts are organized, effective, and focused on the 

proper priorities. (Allowing personnel or departments to “take off and do their own thing” – 

referred to as “freelancing” – is almost certain to be largely ineffective, disorganized, and 

may very well be dangerous. All efforts must be organized through the appropriate personnel 

and through the Incident Command System.) 

3. Stabilization or Restoration Priorities will generally be as follows: 

• Water Systems (for potable water and fire suppression) 

• Wastewater Systems 

• Support Systems 

C. PROPERTY CONSERVATION 

1. Cleanup spills / releases (chemicals, wastewater, etc.) that could impede operation of 

GSWSA’s critical facilities. 

2. Cleanup spills / releases that could be harmful to the environment. 

3. Cleanup spills / releases that are only affecting GSWSA properties. 

1.3. SITUATION and PLANNING ASSUMPTIONS 

1.3.1. SITUATION 

EMERGENCY: An unexpected event or circumstance which leads to a disruption of normal 

operations and requires prompt action to address or correct. 

Horry County, in South Carolina, and more specifically GSWSA facilities, employees, and customers 

are subject to numerous potential hazards. These include natural, technological, and man-made 

hazards. The threats posed by these potential hazards involve both immediate and long range affects 

with possible consequences including mass injuries or fatalities, extensive property damage, and 

disruption of daily life activities. 

An emergency may occur at any time with little or no warning and may rapidly escalate beyond one 

department’s or even one organization’s ability to safely and effectively respond. 

1.3.2. PLANNING ASSUMPTIONS 

All GSWSA employees must be familiar with all applicable sections of this plan and must be able to 

safely and effectively implement this plan with little or no warning. 

During a major emergency or disaster, GSWSA could be “on our own” for up to 72 hours before 




BASIC PLAN 

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.) 

Human Impact – with 1 being the lowest potential number of injuries and/or deaths and 5 being the 




BASIC PLAN 

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. 




BASIC PLAN 

1.5. GSWSA HAZARD / VULNERABILITY ANALYSIS TABLE 

Hazard Rating 

Type of Emergency Event 

Probability 

ImpactHuman 

ImpactProperty 

ImpactBusiness 

Resources 

ResourcesExternal 

Total 

5 = High 

1 = Low 

5 = High 1 = Low 

5 = Weak 

1 = Strong 

1 Hurricane 5 3 4 4 1 1 18 

2 Flood 5 2 3 4 2 2 18 

3 Terrorist Attack 1 4 3 4 3 2 17 

4 

5 

6 

7 

8 

9 

Earthquake 1 3 3 4 1 2 

Water System Contamination 2 3 2 3 2 2 

Power Outage 5 2 1 3 2 1 

Tornado 3 2 3 2 1 2 

Fire 3 2 2 2 2 2 

Major Water Leak 5 2 1 2 1 1 

Assault / Violence 3 2 1 1 3 2 

Drought 4 2 2 2 1 1 

Water Pressure Loss 4 2 1 2 1 1 

Severe Thunderstorm 5 1 1 1 1 2 

Hazardous Material Release 2 2 1 2 2 2 

Confined Space Emergency 3 2 1 1 2 2 

Telephone System Failure 3 1 1 2 2 1 

IS Attack / Failure 3 1 1 2 1 2 

Multiple Employees Injured 2 2 1 2 2 1 

SCADA Attack / Failure 3 1 1 2 1 2 

Suspicious Mail / Package 2 1 1 1 3 2 

Winter Storm 4 1 1 2 1 1 

Trench Collapse 3 2 1 1 1 1 

Armed Robbery 2 1 1 1 3 1 

Employee Fatality 2 2 1 1 2 1 

14 

13 

12 

11 

10 

9 




BASIC PLAN 

1.6. CONCEPT of OPERATIONS 

1.6.1. EMERGENCY MANAGEMENT RESPONSIBILITIES and ACTIVITIES 

Mitigation involves activities or measures that either prevent the occurrence of an emergency or 

reduce vulnerability by minimizing the adverse impacts of an emergency. Hurricane shutters on 

buildings or containment systems for chemicals are examples of mitigation measures. 

Preparation involves activities or measures that are planned for and put in place prior to an 

emergency for the purpose of supporting and enhancing response to an emergency if and when it does 

occur. Developing plans, training on those plans, and conducting emergency exercises / drills are 

examples of preparation measures. 

Response involves activities or measures intended to address the immediate and short-term effects of 

an emergency that has already happened or is currently happening. Response activities generally 

focus on the following priorities: 

• Protect and preserve life, safety, and health 

• Stabilize the emergency, minimize additional impact, and begin restoration 

• Protect unaffected property and the environment 

Recovery involves activities or measures intended to return the systems completely to their preemergency 

conditions – normal operations. Short-term recovery activities are intended to return 

critical systems to at least a minimal level of operation while long-term recovery activities may take 

months to fully return to systems to “normal”. 

1.6.2. PLAN ACTIVATION and IMPLEMENTATION 

The Chief Executive Officer will determine those incidents requiring formal activation of the 

Emergency Management Plan. 

Once an emergency condition has been declared, it shall be classified in accordance with the guidance 

contained in Section 1.6.4 of this plan. The intent of this is to ensure a reasonable, yet appropriate, 

level of response to the situation. 

Once an emergency condition has been declared and classified, an appropriate Incident Command 

System (ICS) organization and structure shall be implemented to ensure safe and efficient incident 

management. 

All Response activities, as well as Short-Term Recovery activities, shall be managed under ICS until a 

formal directive to “Stand Down” has been issued. 




BASIC PLAN 

1.6.3. OPERATING CONDITION (OPCON) LEVELS 

OPCON 

LEVEL of READINESS 

5 Normal, routine operations and preparedness level. 

4 

3 

2 

1 

Recovery 

An emergency situation that may require activation and 

implementation of Emergency Management Plan is POSSIBLE. 

An emergency situation requiring full or partial activation of the 

EOC and Emergency Management Plan is LIKELY. 

An emergency situation that may require full activation of the 

EOC and implementation of Emergency Management Plan is 

IMMINENT. 

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. 

The “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) 




BASIC PLAN 

1.7. COORDINATION with COUNTY, STATE, and FEDERAL PLANS 

The United States Federal Response Plan (FRP), the State of South Carolina Emergency Operations Plan 

(EOP), and the Horry County EOP all include a standardized mechanism for requesting assistance. A system 

based on Incident Support Functions (ISFs) was developed and implemented whereby all preparedness, 

response, and recovery operations are assigned to a specific ISF. That ISF is the coordinating point for all 

related activities. 

Should GSWSA need or choose to request assistance from the county, state, or federal government(s), the 

following procedures shall apply. 

1.7.1. COORDINATION with COUNTY GOVERNMENT 

If the Horry County Emergency Operations Center (EOC) has NOT been activated, GSWSA will submit 

requests for assistance directly to Horry County Emergency Preparedness Department (EPD) personnel. 

Very limited Fire, Health, or Police type emergencies will be handled initially through the 911 system 

and subsequently coordinated through the responding unit. 

If the Horry County EOC HAS been activated, GSWSA will attend all Horry County EOC scheduled or 

called meetings or briefings and forward requests for assistance to the appropriate EOC agency. 

Briefing Schedule – 7:30 a.m., 12:30 p.m., and 5:30 p.m. 

1.7.2. COORDINATION with STATE GOVERNMENT 

Most coordination with State Government will be through the Horry County EOC. 

When Horry County EOC is not involved, coordination will be through the Governor’s office or 

designated Emergency Management Coordinator assigned to the emergency. 

1.8. NOTIFICATION 

Notification of an emergency situation may come from a wide variety of sources. Outside notifications of an 

emergency will generally come to, or be routed to, the Executive Staff who will take the necessary actions to 

initiate the appropriate emergency response. 

Notification of an emergency situation originating from within GSWSA should normally follow the 

appropriate chain-of-command as indicated below. (For additional details, refer to the Emergency 

Communication Plan.) 

1. The affected supervisor(s) 

2. The affected Department / Division Chief(s) 

3. The Chief Executive Officer 

Once emergency management operations and activities are underway, all potentially affected GSWSA 

employees as well as outside organizations and agencies shall be notified and routinely updated as provided 

for in the Emergency Communication Plan. 




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. 




BASIC PLAN 

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 1 st 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 30 TH . 

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. 

Potential ICS assignment – HR. Maintain strong working knowledge of ISF-1, ISF-2, ISF-3, ISF-7& 




BASIC PLAN 

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 30 TH . 

Maintain a strong working knowledge of ISF-1, ISF-2 and any other ISF that pertain to your 

department or group. 




BASIC PLAN 

1.10. EMERGENCY ORGANIZATIONAL STRUCTURES 

1.10.1. GSWSA Generic Incident Command System (ICS) 

CEO 

Incident 

Commander 

H R 

Operations 

Section 

Chief 

Planning & Logistics 

Section 

Chief 

Finance 

Section 

Chief 

Engineering 

Section 

Chief 

Water 

Supply 

Situation 

Status 

Procurement 

Facility 

Locates 


Distribution 

Resource 

Status 

Contracts 

Construction and 

Repairs 

Wastewater 

Treatment 

Employee Wellbeing 

Telephones 

Coordination with 

Other Utility Providers 

Wastewater 

Collections 

Facilities 

Supplies & 

Materials 

Electrical / 

Emerg. Power 

Mutual Aid 

Coordination 

Dispatch 

Sampling / 

Analysis 

IS 

Damage 

Assessment 

Finance & Accounting 




BASIC PLAN 

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

Normal 

Chain-of-Command 

Primary 

Affected 

Supervisor 

Dispatch 

Support 

Affected 

Department 

Affected 

Department 




BASIC PLAN 

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

Division 

Manager 

Primary 

Affected 

Supervisor 

Dispatch 

Support 

Finance 

Section Chief 

Customer 

Service 

Support & Assistance 

as appropriate for the 

Incident. 

Affected 

Department 

Support 

Department 




BASIC PLAN 

1.10.4. Potential Level 3 ICS Structure - Moderate Emergency 

Incident 


Operations 

Section Chief 


Section Chief 

Finance 

Section Chief 

Engineering 

Section Chief 

Affected 

Department 

Situation 

Status 

Telephones 

Affected 

Department 

Support 

Department 

Resource 

Status 

Dispatch 

Support 

Department 

Support 

Department 

EmployeeWellbeing 

Support 

Department 




BASIC PLAN 

1.10.5. Potential Level 4 ICS Structure - Serious Emergency 

CEO 

Incident 


H R 

Operations 

Section 

Chief 


Section 

Chief 

Finance 

Section 

Chief 

Engineering 

Section 

Chief 


Supply 

Situation 

Status 

Procurement 

Facility 

Locates 


Distribution 

Resource 

Status 

Contracts 


Repairs 

Wastewater 

Treatment 


Telephones 



Wastewater 

Collections 

Facilities 

Supplies & 

Materials 

Electrical / 

Emerg. Power 

Mutual Aid 

Coordination 

Dispatch 

Sampling / 

Analysis 

IS 

Damage 

Assessment 





BASIC PLAN 

1.10.6. Potential Level 5 ICS Structure - Major Emergency 

CEO 

Incident 


H R 

Operations 

Section 

Chief 


Section 

Chief 

Finance 

Section 

Chief 

Engineering 

Section 

Chief 


Supply 

Situation 

Status 

Procurement 

Facility 

Locates 


Distribution 

Resource 

Status 

Contracts 


Repairs 

Wastewater 

Treatment 


Telephones 



Wastewater 

Collections 

Facilities 

Supplies & 

Materials 

Electrical / 

Emerg. Power 

Mutual Aid 

Coordination 

Dispatch 

Sampling / 

Analysis 

IS 

Damage 

Assessment 





BASIC PLAN 

1.11. ICS POSITION ASSIGNMENTS 

Position Primary 1 ST Backup 2 ND Backup 

Incident Commander 

Public Information 

Fred Richardson 

Fred Richardson 

HR Chrystal Skipper Sue Long Sharon Galloway 

Claims Management Vanessa Hodges Josh Roberts Sophia Jones 

OPERATIONS SECTION 

CHIEF 

Irv Wooley David Strickland Tim Brown 

Damage Assessment Neeraj Patel Ira Hardwick David Strickland 

Water Supply Sam Scialdone Tim Brown Christy Everett 

Water Distribution David Strickland Jimmy Booth Neeraj Patel 

Wastewater Treatment Tim Brown Ira Hardwick Robbie Stewart 

Wastewater Collections David Strickland Eddie Smith Neeraj Patel 

Electrical / Emergency Power Justin Collins Brian Richardson David Strickland 

Sampling / Analysis Neeraj Patel Ira Hardwick David Strickland 

ENGINEERING SECTION 

CHIEF 

Jason Poston Christy Everett Ryan Hayes 

Facility Locates Matt Minor Ron Freeman Jay Graham 

Facility Repairs Ryan Hayes Ronnie Cannon Mike Allen 

Coordination with Other Utility 

Providers 

Jason Poston Ryan Hayes Ray Thompkins 

PLANNING & LOGISTICS 

SECTION MANAGER 

Terri Fox 

Christy Everett 

Situation Status Terri Fox Irv Wooley Christy Everett 

Resource Status Terri Fox Irv Wooley Christy Everett 

Employee Wellbeing Chrystal Skipper Sue Long Sharon Galloway 

Facility Services Christy Everett Marguerite Carroll Chrystal Skipper 

Mutual Aid Coordination Christy Everett Jason Poston Ryan Hayes 

FINANCE SECTION 

CHIEF 

Marguerite Carroll Keri Squires Josh Roberts 

Finance & Accounting Marguerite Carroll Keri Squires Mary Hunsucker 

IS Floyd Worley Joel Edge Trent Richardson 

Telephones Sylvia Hardee Susan Jones Buffy Shelley 

Dispatch Jodi Collins Jessica Skipper Dorothy Roberts 

Procurement Josh Roberts Sophia Jones Russell Brown 

Supplies & Materials Josh Roberts Sophia Jones Russell Brown 

Contracts Josh Roberts Marguerite Carroll Keri Squires 

HR & ADMINISTRATION Chrystal Skipper 

MANAGER 

Vehicle Maintenance Chris Hallberg James Callahan Wayne Smith 




BASIC PLAN 

1.12. DEPARTMENTAL ASSIGNMENTS to INCIDENT SUPPORT FUNCTIONS (ISFs) 

July 2013 Chart to be added at a later date after updates have been 




BASIC PLAN 

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 1 st of each year. It will also be updated as necessary following 

drills, exercises, actual events, or as other organizational or operational changes dictate. 

Within 10 days of any actual incident, drill, or exercise – All involved divisions, departments, and ISFs 

shall review and critique applicable areas of performance and associated plans & procedures. Safety 

Manager shall be promptly notified of any necessary updates or revisions to any part of GSWSA’s 

Emergency Management Plan. 

1.14. TRAINING and EXERCISES 

An effective and comprehensive training and exercise program is essential to the success of GSWSA’s 

emergency management program. 

As established in the “Chief Executive Officer’s Directive”; All Grand Strand Water & Sewer Authority 

(GSWSA) employees and departments are hereby directed and expected to support and participate in 

applicable training and emergency management drills and exercises 

Safety Manager is responsible for development, implementation, and administration of GSWSA’s 

emergency management training and exercise program. 

In addition to typical training and education efforts, the following emergency management exercises shall 

be utilized to test, evaluate, refine and improve GSWSA’s emergency management plans. 

DRILL: A Drill is a coordinated and supervised exercise activity normally used to test one specific 

operation or activity. Drills involve an actual response to a simulated situation where responses should be 

as realistic as possible. One of the simplest and most common examples is a Fire Drill or Evacuation 

Drill. 

TABLETOP EXERCISE: A Tabletop Exercise involves a mostly simulated or talked-through response 

to a given emergency situation or scenario. Tabletops normally focus on planning, coordination, decisionmaking, 

and plan implementation activities. No actual field responses take place and many other response 

elements may be simulated so the exercise time-line can be compressed and/or expanded significantly 

from what a “real-life” response would require. In general, Tabletops involve fairly low-stress, lowrealism 

scenarios, but that can vary depending on the exercise objectives. The exercise designers and 

facilitator can build in challenging time constraints if so desired and maps, charts, and interjected problem 

messages can help add realism to the scenario. 

FUNCTIONAL EXERCISE: A Functional Exercise involves a largely realistic response to a timepressured, 

realistic emergency situation or scenario. No actual field responses take place but non-field 

activities are handled as realistically as possible. Participants (Players) are forced to respond in real-time 




BASIC PLAN 

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. 




BASIC PLAN 

1.15. REFERENCES 

FEMA State and Local Guide 101 – Guide for All-Hazard Emergency Operations Planning 

FEMA Emergency Management Guide for Business & Industry 

United States Federal Response Plan (FRP) 

South Carolina Emergency Operations Plan (SCEOP) 

Horry County Emergency Operations Plan (EOP) 

Horry County Regional Hazard Mitigation Plan 

National Incident Management System (NIMS) 

U.S. Coast Guard Incident Command System Field Operations Guide ICS-OS-420-1 

American Water Works Association (AWWA) Emergency Planning for Water Utilities M19 

AWWA Water System Security: A Field Guide 

EPA Emergency Response Plan Guidance for Small and Medium Community Water 

Systems to Comply with the Public Health Security and Bioterrorism Preparedness and Response Act of 

2002 

EPA Large Water System Emergency Response Plan Outline: Guidance to Assist 

Community Water Systems in Complying with the Public Health Security and 

Bioterrorism Preparedness and Response Act of 2002 

EPA Response Protocol Toolbox: Planning and Responding to Drinking Water 

Contamination Threats and Incidents 

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

South Carolina Best Practices: Workplace Security – A Report from the Governor’s 

Workplace Security Advisory Committee May 23, 2002 

Grand Strand Water & Sewer Authority Vulnerability Assessment Report 




BASIC PLAN 

2. INCIDENT SUPPORT FUNTION (ISF) 

ISF 

ISF 1 

ISF 2 

ISF 3 

ISF 4 

ISF 5 

ISF 6 

ISF 7 

ISF 8 

ISF 9 

ISF 10 

ISF 11 

ISF 12 

ISF 13 

ISF 14 

ISF 15 

ISF 16 

ISF 17 

ISF 18 

ISF 19 

ISF 20 

ISF 21 

ISF 22 

ISF 23 

ISF 24 

ISF 25 

Description 

Direction and Control 

Human Resources 

Emergency Communications 


Dispatch 

Telephones 

Situation Status 

Resource Status 

Water Supply 

Water Distribution 

Wastewater Treatment 

Wastewater Collections 

Electrical & Emergency Power 

Laboratory Services 

Damage Assessment 

Information Systems 


Supplies & Materials 

Purchasing & Procurement 

Contracts 

Claims Management 

Facility Services 

Facility Locates 

Facility Repairs 

Coordination with Other Utility Providers

INCIDENT SUPPORT FUNCTION 1 

DIRECTION & CONTROL 

(ISF-1) 

Direction & Control 

PRIMARY: 

SUPPORT: 

AWARE: 

Administration 

Senior Staff (Executive Management Staff) 

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 dayout, 

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. 


• 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 






(ISF-1) 

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. 






(ISF-1) 

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 servicinance: 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. 






(ISF-1) 

2.1.5. RESPONSIBILITIES 

Preparedness / Mitigation 

Ensure all primary and support personnel are familiar with their duties and responsibilities 

under this plan. 

Ensure appropriate policies, plans, and procedures are in place and up to date. 

Ensure the necessary resources are allocated for appropriate mitigation, planning, and 

preparation activities. 

Ensure adequate support for, and participation in, emergency management training, drills, 

and exercises. 

Response 

Implement an appropriate ICS organization, assigning functions and responsibilities as 

required by the incident. (Safety Manager shall provide guidance and recommendations 

regarding the appropriate level and complexity of ICS implementation, based upon the needs 

of the incident.) 

• Assess the size, severity, and complexity of the incident. 

• Activate and assign appropriate Incident Support Functions (ISFs). 

• Establish incident priorities and develop overall response strategies. 

• Develop an Incident Action Plan (IAP), to ensure all response operations and activities 

are organized and coordinated. 

• Use the ICS Forms included in Appendix 19 to assist with IAP development. 

• Allocate the necessary resources to support safe and effective operations. 

• Coordinate and manage overall activities and operations. 

• Develop and publish a schedule of routine Status Briefings, typically 2 per day. 

• Work through established lines of communications and chain-of-command. 

Recovery 

Continue the Direction & Control function as required by the incident. 

Develop and publish a schedule of routine Status Briefings, typically 2 per day initially, and 

1 per day as operations become more “routine.” 

Develop and implement “Stand-Down” plans as appropriate. 

Follow-Up 

Within 10 days of any actual incident, drill, or exercise – review and critique applicable 

areas of performance and associated plans & procedures. Notify Safety Manager of any 

necessary updates or revisions to any part of GSWSA’s Emergency Management Plans. 






(ISF-1) 





HUMAN RESOURCES 

(ISF-2) 


PRIMARY: 

SUPPORT: 




For the purposes of this ISF, Human Resources refer to maintaining a general database of contact 

information for personnel. 


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


The Human Resources Manager has overall responsibility for HR functions. 



Ensure all primary and support personnel are familiar with their duties and responsibilities under 

this plan. 

Coordinate with potential support departments, to pre-plan tentative roles and responsibilities. 

Maintain a current and confidential database of emergency contact information for every GSWSA 

employee, including names, numbers, addresses, etc. 

Serve as the central clearinghouse for information regarding employees that have evacuated the 

area due to a major event; where they are, how to contact them, when they are expected to return, 

etc. 

Response 

Obtain briefing and receive instructions from Incident Commander. 

Recovery 

Continue HR functions as required by the incident. 





HUMAN RESOURCES 

(ISF-2) 

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. 





(ISF-3) 

EMERGENCY COMMUNICATIONS 

2.2. Emergency Communications 

PRIMARY: 

SUPPORT: 

AWARE: 

Administration/CEO 

Customer Services 

Senior Staff 


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. 


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 





(ISF-3) 

EMERGENCY COMMUNICATIONS 

serve as Spokesperson. The designated Spokesperson will conduct all Press Briefings, on-air / oncamera 

interviews, telephone interviews, etc., for and with the media. 

The CEO or Incident Commander must approve and authorize all information prior to release or 

dissemination. 

All inquiries or requests from the media will be forwarded to the CEO or his designee. 

Any employee approached or questioned by the media shall politely refer them to the CEO. 


For additional detailed information, specific responsibilities, assignments, and activities within this 

function, refer to Emergency Communications Plan in Appendix 13 of this plan. 





EMPLOYEE WELLBEING 

(ISF-4) 


PRIMARY: 

SUPPORT: 

Human Resource 


Accounting 

Billing 


Purchasing 


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. 


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-theclock 

staffing for several consecutive days. 




this plan. 






EMPLOYEE WELLBEING 

(ISF-4) 

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). 


levels) inventory cooking and kitchen equipment and utensils; augment supplies as necessary. 


levels) locate and inventory bedding materials. 

During periods of increasing threat or hazard levels, or increasing OPCON levels, develop plans 

for supplementing inventory of non-perishables, and purchasing perishable items as appropriate. 

Response 

Obtain briefing and receive instructions from appropriate Incident Command Staff. 

Determine likely Employee Wellbeing needs of the incident; inventory appropriate supplies; 

augment as necessary; develop implementation plans. 

Coordinate support and assistance as necessary. 

Recovery 

Continue Employee Wellbeing functions as required by the incident. 


Follow-Up 








DISPATCH 

(ISF-5) 

Dispatch 

PRIMARY: 

SUPPORT: 


Utility Management 


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. 


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. 




this plan. 


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

Response 


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

those needs. 


Recovery 





DISPATCH 

(ISF-5) 

Continue Dispatch functions as required by the incident. 


Follow-Up 








TELEPHONES 

(ISF-6) 

Telephones 

PRIMARY: 

SUPPORT: 


Billing 

Accounting 

IS 


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. 


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. 






Response 


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. 





TELEPHONES 

(ISF-6) 

Implement strategies and action plans as directed by ICS Staff. 


Recovery 

Continue Telephones functions as required by the incident. 


Follow-Up 


performance and associated plans & procedures. Notify Safety Manager of any necessary 

updates or revisions to any part of GSWSA’s Emergency Management Plans. 





SITUATION STATUS 

(ISF-7) 

Situation Status 

PRIMARY: 

SUPPORT: 



Customer 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. 


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”. 




this plan. 


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

Response 


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

those needs. 





SITUATION STATUS 

(ISF-7) 

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. 


Recovery 

Continue Situation Status functions as required by the incident. 


Follow-Up 








RESOURCE STATUS 

(ISF-8) 

Resource Status 

PRIMARY: 

SUPPORT: 



Engineering 

Fleet Services 

Dispatch (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.) 


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. 




this plan. 


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

Response 


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. 

Recovery 





RESOURCE STATUS 

(ISF-8) 

Continue Resource Status functions as required by the incident. 


Follow-Up 








WATER SUPPLY 

(ISF-9) 

Water Supply 

PRIMARY: 

SUPPORT: 

Water Treatment 


Maintenance 

Technical 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. 


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. 



Ensure that all personnel are familiar with their duties and responsibilities under this plan. 

Response 


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 





WATER SUPPLY 

(ISF-9) 

Assist Incident Command Staff in developing coordinated strategies and action plans pertaining 

to Water Supply. 

Implement strategies and action plans as directed by appropriate ICS staff. 

If physical damages are found to water plant facilities, request ISF-15, Damage Assessment to 

survey the damages. 

Recovery 

Continue Water Supply functions as required by the incident. 


Follow-Up 








WATER DISTRIBUTION 

(ISF-10) 


PRIMARY: 

SUPPORT: 


Taps & Repairs 


Maintenance 

Engineering 


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. 


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. 



Ensure all primary and support personnel are familiar with their duties and responsibilities under this 

plan. 

Coordinate with potential support departments to pre-plan tentative roles and responsibilities. 

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

promptly forwarded to GIS for map updating. (It is extremely important to keep system maps 

accurate and up-to-date at all times.) 

Ensure that all service trucks are equipped with valve keys and other necessary tools and equipment 

at all times to allow for a rapid response when necessary. 

Response 


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

the incident. 





WATER DISTRIBUTION 

(ISF-10) 

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

Water Distribution. 


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

Recovery 

Continue Water Distribution function as required by the incident. 


Follow-Up 


performance and associated plans & procedures. Notify Safety Manager of any necessary updates or 

revisions to any part of GSWSA’s Emergency Management Plans. 





(ISF-11) 

WASTEWATER TREATMENT 


PRIMARY: 

SUPPORT: 




Agricultural 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. 


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. 



Ensure all personnel are familiar with their duties and responsibilities under this plan. 

Response 


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. 

Recovery 

Continue Wastewater Treatment functions as required by the incident. 






(ISF-11) 

WASTEWATER TREATMENT 

Follow-Up 








(ISF-12) 

WASTEWATER COLLECTIONS 


PRIMARY: 

SUPPORT: 




Engineering 

Agricultural 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. 


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. 




this plan. 


Response 


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. 





(ISF-12) 

WASTEWATER COLLECTIONS 


Recovery 

Continue Wastewater Collections functions as required by the incident. 


Follow-Up 







Electrical & Emergency Power 


(ISF-13) 

ELECTRICAL & EMERGENCY POWER 

PRIMARY: 

SUPPORT: 


Maintenance 


Agricultural Services 

Construction 

Fleet 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. 


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. 




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. 





(ISF-13) 

ELECTRICAL & EMERGENCY POWER 

Determine the potential need for emergency power generating equipment. 

Assist Incident Command Staff in developing coordinated strategies and action plans pertaining 

to electrical systems, SCADA, and emergency generators. 


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

Recovery 

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


Follow-Up 









(ISF-14) 


PRIMARY: 

SUPPORT: 


Water Treatment 



For the purposes of this ISF, Sampling & Analysis refers to analyzing water and wastewater 

samples to identify and quantify potential quality concerns. 


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. 






(ISF-14) 

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 

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. 





DAMAGE ASSESSMENT 

(ISF-15) 

Damage Assessment 

PRIMARY: 

SUPPORT: 

Incident Command Staff (Senior Staff) 



Engineering 


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. 


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. 





DAMAGE ASSESSMENT 

(ISF-15) 

Recovery 

Continue Damage Assessment functions as required by the incident. 


Follow-Up 








(ISF-16) 

INFORMATION SYSTEMS (IS) 

Information Systems 

PRIMARY: 

SUPPORT: 

IS 


Engineering 


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). 


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. 





(ISF-16) 

INFORMATION SYSTEMS (IS) 

If Information Systems are the source or a consequence of the emergency incident, assist Incident 

Command Staff in developing strategies and action plans regarding IS / IT. 

Implement strategies and action plans as directed by ICS Staff. 

Be prepared for needs to expand or change as the incident progresses. 

Recovery 

Continue the IS function as required by the incident. 


Follow-Up 








FINANCE & ACCOUNTING 

(ISF-17) 


PRIMARY: 

SUPPORT: 

Accounting 

Purchasing 


Engineering 


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. 


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. 





FINANCE & ACCOUNTING 


Follow-Up 

(ISF-17) 








SUPPLIES & MATERIALS 

(ISF-18) 

Supplies & Materials 

PRIMARY: 

SUPPORT: 

Purchasing 

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.) 


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. 





SUPPLIES & MATERIALS 

(ISF-18) 

Recovery 

Continue the Supplies & Materials 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 Safety Manager of any necessary 





Purchasing & Procurement 


(ISF-19) 

PURCHASING & PROCUREMENT 

PRIMARY: 

SUPPORT: 

Purchasing 

Accounting 

Engineering 


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.) 


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 


(ISF-19) 

PURCHASING & PROCUREMENT 

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


Follow-Up 


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. 





CONTRACTS 

(ISF-20) 

2.3. Contracts 

PRIMARY: 

SUPPORT: 

Purchasing 

Engineering 

Accounting 


For the purposes of this ISF, Contracts refers to negotiating, obtaining, and possibly overseeing 

support services and activities under written contractual agreements. 


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. 





CONTRACTS 

(ISF-20) 

Recovery 

Continue the Contracts function as required by the incident. 


Follow-Up 








CLAIMS MANAGEMENT 

(ISF-21) 

Claims Management 

PRIMARY: 

SUPPORT: 


Purchasing 

Accounting 


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. 


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. 





CLAIMS MANAGEMENT 

(ISF-21) 


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 






FACILITY SERVICES 

(ISF-22) 

2.4. Facility Services 

PRIMARY: 

SUPPORT: 


HR 



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. 


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. 


levels) inventory and inspect Operations Center Hurricane Shutters and associated hardware 

and equipment, to ensure they are ready for immediate installation if necessary. 


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. 






FACILITY SERVICES 

(ISF-22) 

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 








FACILITY LOCATES 

(ISF-23) 

2.5. Facility Locates 

PRIMARY: 

SUPPORT: 

Inspections 

Engineering 





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. 


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 





FACILITY LOCATES 

(ISF-23) 

system are properly forwarded to GIS for map updating. 


Follow-Up 








FACILITY REPAIRS 

(ISF-24) 

2.6. Facility Repairs 

PRIMARY: 

SUPPORT: 


Construction 

Engineering 




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

wastewater facilities. 


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. 




this plan. 


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. 


repairs to the distribution system. 






FACILITY REPAIRS 

(ISF-24) 

Recovery 

Continue repair functions as required by the incident. 


Follow-Up 








(ISF-25) 

COORDINATION WITH OTHER UTILITY PROVIDERS 

2.7. Coordination With Other Utility Providers 

PRIMARY: 

SUPPORT: 

Engineering Design 

Inspections 


Construction 



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. 


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. 




this plan. 


Response 



the assistance requested from other utilities. 






(ISF-25) 

COORDINATION WITH OTHER UTILITY PROVIDERS 

Recovery 

Continue assistance functions as required by the incident. 


Follow-Up 







EVENT SPECIFIC GUIDELINES 1 

HURRICANE 

(ESG-1) 

3. Event Specific Guidelines 

ESG 

ESG 1 

ESG 2 

ESG 3 

ESG 4 

ESG 5 

ESG 6 

ESG 7 

ESG 8 

ESG 9 

ESG 10 

ESG 11 

ESG 12 

ESG 13 

ESG 14 

ESG 15 

ESG 16 

ESG 17 

ESG 18 

ESG 19 

ESG 20 

ESG 21 

Description 

Hurricane 

Tornado 

Earthquake 

Severe Thunderstorm 

Multiple Employees Injured 

Employee Fatality 

Power Outage 

Telephone System Failure 

SCADA Failure / Cyber Attack 

IS Failure / Cyber Attack 

Major Water Line Break 

Water System Pressure Loss 

Water System Contamination 

Hazardous Material Release 

Confined Space Emergency 

Trench / Excavation Collapse 

Fire / Explosion 

Bomb Threat / Suspicious Package 

Physical Assault / Violence 

Armed Robbery 

Terrorist Attack 



SECURITY SENSITIVE 

June 7, 2013 

NOT FOR PUBLIC DISCLOSURE


HURRICANE 

(ESG-1) 

3.1. Hurricane 


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. 




June 7, 2013 



HURRICANE 

(ESG-1) 

3.1.3. SAFFIR / SIMPSON HURRICANE INTENSITY CATEGORIES 

Category 

Maximum 

Winds (MPH) 

Maximum 

Winds (KTS) 

Storm Surge 

(FT) 

1 74 – 95 64 – 82 4 – 5 

2 96 – 110 83 – 95 6 – 8 

3 111 – 130 96 – 113 9 – 12 

4 131 – 155 114 – 135 13 – 18 

5 >155 >135 >18 

Potential Damages 

Damage to trees and signs 

Generally no major damage to buildings 

Considerable damage to trees and signs; some 

trees blown down 

Some roofing material, door and window damage 

to buildings 

Foliage blown off trees; large trees down 

Some structural damage to buildings 

Severe damage to mobile homes 

Most trees and signs blown down 

More extensive damage to structures, with some 

complete roof failures; extensive damage to doors 

and windows 

Most trees and signs blown down 

More extensive roof failures; severe and extensive 

damage to doors and windows; some complete 

building failures 

Complete destruction of mobile homes 

Storm Surge: A 50 to 100 mile wide swell, or surge of water that is pushed ahead of a land 

falling tropical cyclone. It is usually greatest in the NW quadrant of the storm, near the eye 

wall. This surge of high water, often topped by waves, can be devastating. Along the 

immediate coastline, storm surge is the greatest threat to life and property. 

Winds: A storm’s winds will be strongest in and near the eye wall. Hurricanes can also 

produce tornadoes which most often occur in the rain bands well away from the eye. 




June 7, 2013 



HURRICANE 

(ESG-1) 

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. 




June 7, 2013 



HURRICANE 

(ESG-1) 

Should the answering service anticipate not being available to respond to 

customer calls, GSWSA staff will continue to provide around the clock 

customer support services. 

Should a hurricane occur outside normal office hours, staff will be advised to return to 

work as soon as conditions allow as determined by the Incident Commander. Staff 

should contact the Employee Emergency Information Line or their immediate supervisor 

for instructions. 

3.1.5. Hurricane OPCONs 

OPCON ACTIVATION CRITERIA 

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

4 

3 

2 

1 

Recovery 

An emergency situation that may require activation and implementation of Emergency 

Management Plan is POSSIBLE. Generally 72 hours prior to mandatory evacuation, 

5 day cone of Probability 

An emergency situation requiring full or partial activation of the EOC and Emergency 

Management Plan is LIKELY. Generally 36 hours prior to mandatory evacuation, 3 

day cone of probability. HC EOC activated. Indications storm will impact county. 

An emergency situation that may require full activation of the EOC and 

implementation of Emergency Management Plan is IMMINENT. Generally 25 prior 

to mandatory evacuation. 

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. 

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. 




June 7, 2013 



HURRICANE 

(ESG-1) 

• 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 



• 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 



• Ensure Draft Press Releases are accurate and up to date. 

• Verify or update media contact names and numbers. 

ISF-4 EMPLOYEE WELLBEING 



ISF-5 DISPATCH 



ISF-6 TELEPHONES 




June 7, 2013 



HURRICANE 

(ESG-1) 



ISF-7 SITUATION STATUS (SITSTAT) 



• Ensure Hurricane Tracking Maps and Charts are readily available. 

ISF-8 RESOURCE STATUS (RESTAT) 



• Ensure Generator Tracking System is ready to implement. 

ISF-9 WATER TREATMENT 



• Verify supplies are available for boarding Plant windows if necessary. 

ISF-10 WATER DISTRIBUTION 



ISF-11 WASTEWATER TREATMENT 



• Verify supplies are available for boarding Plant windows if necessary. 

ISF-12 WASTEWATER COLLECTION 



ISF-13 ELECTRICAL and EMERGENCY POWER 



• Ensure Emergency Generator fuel tanks are kept at least 3/4 full. 

• Confirm arrangement with fuel suppliers. 

ISF-14 SAMPLING and ANALYSIS 



ISF-15 DAMAGE ASSESSMENT 



ISF-16 INFORMATION SYSTEMS 




June 7, 2013 



HURRICANE 

(ESG-1) 



ISF-17 FINANCE and ACCOUNTING 



ISF-18 SUPPLIES and MATERIALS 



• 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 



ISF-20 CONTRACTS 



ISF-21 CLAIMS MANAGEMENT 



• Ensure GSWSA has current versions of the proper FEMA-required forms and 

documents for tracking damages and losses. 

ISF-22 FACILITY SERVICES 



ISF-23 FACILITY LOCATES 



ISF-24 FACILITY REPAIRS 



ISF-25 COORDINATION WITH OTHER UTILITY PROVIDERS 






June 7, 2013 



HURRICANE 

(ESG-1) 

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. 


• Ensure appropriate departments are increasing preparedness activities in accordance 

with this plan. 


• Review Draft Press Releases; update or revise as necessary. 

• Test Satellite phones and begin battery charging 

• Test Radio’s 


• Begin developing plans for augmenting food supplies if needed. 


• Broadcast general radio and intercom announcements regarding OPCON change, 

and other information as requested by Safety Manager. 

• E-mail OPCON changes to “Everyone” group. 


• 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. 


• Print SCWARN contact and resource information. 

• Inventory vehicle spare keys; obtain any missing keys. 


• Ensure a 14 day supply of treatment chemicals is on-hand or immediately available; 

consider alternate methods to chlorinate should it become necessary. 


• 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. 




June 7, 2013 



HURRICANE 

(ESG-1) 


• Ensure a 14 day supply of treatment chemicals is on-hand or immediately available; 

consider alternate methods to chlorinate should it become necessary. 


• Ensure By-Pass Pump and other vital equipment are located and in working order. 


• Review emergency supplies and purchase additional supplies as needed. 

ISF-19 PURCHASING AND PROCURRMENT 


• Update all mapping information and locate all as-built documents. 


• Inventory repair parts and obtain any necessary parts to complete repairs. 




June 7, 2013 



HURRICANE 

(ESG-1) 

3.1.7.3. OPCON 3 




• 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. 


• Although not all of these positions will be tasked at this point, review staff 

assignments for the following ICS positions (primary or backup staff): (Refer to 

Section 12.7 of the Basic Plan, ICS Position Assignments.) 

o Incident Commander 

o Public Information Officer 

o Spokesperson 

o Operations Section Chief 

o Engineering Section Chief 

o Planning & Logistics Section Chief 

o Finance Section Chief 

o Others as necessary 

• These persons can enlist assistance and support as necessary and can begin to 

expand their organizational areas as appropriate, in accordance with the GSWSA 

Generic ICS Structure and NIMS ICS. (Safety Manager will provide guidance and 

assistance in developing and implementing NIMS ICS.) 

• Ensure all departments and ISFs begin to record all Emergency Management 

activities on a FEMA Timesheet. 

• Begin preparations for setting up and activating the Emergency Operations Center 

(EOC) if necessary. 


• Send Evacuation Information Log forms out to all departments. 


• Review need to issue Press Releases with pre-storm information. 


• Purchase perishable food items and other supplies as necessary. 

• Begin finalizing food service plans and preparations. 




June 7, 2013 



HURRICANE 

(ESG-1) 


• Broadcast general radio and intercom announcements regarding OPCON change and 

other information as requested by Safety Manager. 

• E-mail OPCON changes to “Everyone” group. 


• Should the answering service not be prepared to continue operations throughout the 

storm, assign and schedule staff to provide continuous customer support services. 


• 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. 



• Locate, inventory, and ensure readiness of equipment such as backhoes, excavators, 

trailers, air compressors, pumps, saws, etc. 

• A detailed list of all available equipment shall be provided to the Operations Section 

Chief and to ISF-8, Resource Status. 

• List of shelters & critical customers in the county to ensure water supply. 

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

o Sec 5.5 Critical customers 




• 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 


• 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. 




June 7, 2013 



HURRICANE 

(ESG-1) 

ISF-15 DAMAGE ASSESSMENT 

• Ensure adequate supplies of film, videotapes, batteries, etc., for documenting 

damages to facilities and structures. 


• 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. 


• As directed by the Incident Commander, assign and schedule staff to issue 

supplies during storm preparations, damage assessment, and recovery. 


• 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 


• Develop a plan for bracing EOC if needed. 

• Assist ISF-1, ISF-4, and ISF-5 as necessary. 







June 7, 2013 



HURRICANE 

(ESG-1) 

3.1.7.4. OPCON 2 




• 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.) 


• Finalize assignments and implementation of ICS as necessary. 

• Activate EOC at level necessary. 

• Determine “emergency cash” to have on-hand at EOC. 


• Compile all Evacuation Information Logs. 


• Review need to issue Press Releases with pre-storm information. 

• Distribute Satellite Phones to designated EOC staff. 


• Finalize food service and bedding arrangements as necessary. 


• Prepare for “Radio Accountability” for field personnel as weather conditions 

deteriorate. 





June 7, 2013 



HURRICANE 

(ESG-1) 

• 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. 


• Activate the Employee Emergency Information Line (EIL) and routinely update 

message to reflect current conditions. 


• As appropriate, make contact with mutual aid responders to get final status of 

available resources. 


• Cover plant windows as appropriate. 

• Finalize plans for isolating tanks, raising chlorine residuals, pump operations, etc. 


• Make preparations to isolate coastal area water systems as outlined by the Incident 

Commander. 

• Secure ASR Wells as appropriate. 


• Cover plant windows with plywood as appropriate. 

• Schedule shutdown of waste receiving station coordinate with ISF-6 notifying 

waste haulers 


• 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 


• 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. 


• As directed by the Incident Commander, provide continuous IT support services. 


• As directed by the Incident Commander, continue issuing supplies during storm 

preparations, damage assessment, and recovery. 


• As directed by the Incident Commander, continue issuing purchase orders and 




June 7, 2013 



HURRICANE 

(ESG-1) 

purchase major materials, supplies, and equipment during storm preparations, 

damage assessment, and recovery. 


• As appropriate, install protective covering over windows at the EOC. 


• Secure all valves and equipment to protect and be prepared for quick response. 


• Contact other utility providers to establish communications and review 

coordinated recovery efforts. 




June 7, 2013 



HURRICANE 

(ESG-1) 

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. 




June 7, 2013 



HURRICANE 

(ESG-1) 

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. 




June 7, 2013 


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 (26 TH ) 

in the nation for the number of tornado strikes, and eighteenth (18 TH ) 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. 




June 7, 2013 

NOT FOR PUBLIC 

DISCLOSURE


TORNADO 

3.2.2. The FUJITA SCALE of TORNADO INTENSITY 

Tornado Wind 

F-Scale 

Intensity Speed Types of Damage 

Number 

Phrase (MPH) 

F0 Gale 40 – 72 

F1 Moderate 73 – 112 

F2 Significant 113 – 157 

F3 Severe 158 – 206 

F4 Devastating 207 – 260 

F5 Incredible 261 – 318 

F6 Inconceivable 319 - 379 


Some damage to chimneys; breaks branches off 

trees; pushes over shallow-rooted trees; damages 

signboards. 

Reaching hurricane wind speeds; peels surface off 

roofs; mobile homes pushed off foundations or 

overturned; moving vehicles pushed off the road; 

attached garages may be destroyed. 

Considerable damage. Roofs torn off frame 

houses; mobile homes demolished; boxcars pushed 

over; large trees snapped or uprooted; light object 

missiles generated. 

Roof and some walls torn off well-constructed 

houses; trains overturned; most trees uprooted. 

Well-constructed houses leveled; structures with 

weak foundations blown off some distance; cars 

thrown and large missiles generated. 

Strong frame houses lifted off foundations and 

carried considerable distances to disintegrate; 

automobile sized missiles fly through the air in 

excess of 100 yards; trees debarked; steel 

reinforced concrete structures badly damaged. 

These winds are very unlikely, but would result in 

total destruction. 

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 




June 7, 2013 


DISCLOSURE


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 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 Administrative and Operations Centers intercom 

system 

If the Warning area is near any other GSWSA facility, Dispatch shall 

attempt to notify any personnel who may be at that facility via phone or 

radio. 

All employees should remain alert for severe weather, and be ready to take 

the appropriate actions if necessary. 

TORNADO WARNING (for the vicinity of the Administrative and 

Operations Centers) 




June 7, 2013 


DISCLOSURE


TORNADO 

The GSWSA Dispatch Center shall immediately broadcast the Warning as 

follows: 



• 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. 




June 7, 2013 


DISCLOSURE


EARTHQUAKE 

Earthquake 


GSWSA and its service area are susceptible to the threat of earthquakes. 

With a significant portion of GSWSA’s assets and infrastructure being below 

ground, a major earthquake could be devastating to these systems. 

A major earthquake would completely overwhelm all local emergency services and 

emergency management resources, and Federal assistance could potentially take 

days to get mobilized, on site, and operational. 


Earthquakes are common in South Carolina. Approximately 10 to 15 earthquakes 

are recorded annually, with 3 to 5 of those being strong enough to be felt by people. 

Approximately 70% of all South Carolina earthquakes (7 to 10 each year) occur in 

the Middleton Place-Summerville Seismic Zone. 

The Middleton Place-Summerville Seismic Zone was the site of the 1886 

Charleston/Summerville earthquake. It is estimated to have been a magnitude 7.3, 

making it the largest earthquake in recorded history in the entire eastern United 

States, and was the most destructive United States earthquake of the 19 TH 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. 


Earthquakes strike without warning; there is no time for “last minute” preparations. 

In the event of an earthquake, after ensuring your own safety, all personnel should 

remain on standby and report to their immediate supervisor and monitor the 

Employee Emergency Phone Line. If unable to travel to the EOC, attempt to 

establish contact with someone to report your location and status - day or night. 

All forms of communication are likely to be out of service, particularly during the 

first several hours until these systems can implement their emergency plans. This 

includes two-way radios, cell phones, and landline phones. 

A major earthquake will require full-scale implementation of this Plan. 

3.2.8. PREPAREDNESS / MITIGATION 

Chlorine and ammonia cylinders shall be secured in place at all times, with devices 




June 7, 2013 


DISCLOSURE


EARTHQUAKE 

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 




June 7, 2013 


DISCLOSURE


EARTHQUAKE 

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. 




June 7, 2013 


DISCLOSURE


SEVERE THUNDERSTORM 

Severe Thunderstorm 


NOAA’s National Severe Storms Laboratory defines a severe 

thunderstorm as having either tornadoes, gusts at least 58 mph, or 

hail at least 3/4 inch in diameter 

GSWSA and its service area are susceptible to the threat of severe thunderstorms. 

In addition to tornadoes, which severe thunderstorms can produce (refer to ESG-2), 

the other hazards of these storms are lightning, strong winds, flash flooding, and 

hail. 

Lightning causes an average of 80 fatalities and 300 injuries each year across the 

nation. Lightning is involved with each and every one of the approximately 100,000 

thunderstorms that occur each year in the United States. About 10% of these, or 

10,000 storms, are classified as “Severe.” 

Winds associated with a severe thunderstorm can exceed 100 mph and cause 

damage equal to a tornado. This straight-line wind is called a downburst or 

microburst, and comes from fast-moving air coming down out of a storm and 

striking the ground. 

Flash Flooding is the leading cause of death associated with thunderstorms, 

averaging more than 140 fatalities per year. This hazard is minimized in the “flatland” 

of our region, but is still a potential threat under certain conditions. 

Hail causes more than $1 billion in property damage each year. 

In our region, thunderstorms typically occur during the warm summer months, 

fueled by the heating of the air that occurs. At any given moment around the world, 

there are approximately 1,800 thunderstorms in progress, totaling more than 16 

million per year. 


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. 




June 7, 2013 


DISCLOSURE



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 Admin and Operations Centers intercom system 


All employees should remain alert for severe weather, and be ready to take the 

appropriate actions if necessary. 

SEVERE THUNDERSTORM WARNING (for the Grand Strand Water & 

Sewer Authority service area) 

The GSWSA Dispatch Center shall immediately broadcast the Warning as 

follows: 



• Announcement over the Administrative and Operations Centers intercom 

system 


All employees should remain alert for severe weather, and be ready to take the 

appropriate actions if necessary. 

Foremen or supervisors with field jobs planned or in progress shall make every 

effort to postpone the work until the threat of severe weather has passed. 

3.2.13. 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 




June 7, 2013 


DISCLOSURE



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. 




June 7, 2013 


DISCLOSURE

Multiple Employees Injured 



MULTIPLE EMPLOYEES INJURED 

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. 




June 7, 2013 


DISCLOSURE


EMPLOYEE FATALITY 

Employee Fatality 


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. 




June 7, 2013 


DISCLOSURE


POWER OUTAGE 

Power Outage 


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 hurricaneforce 

winds which resulted in widespread power outage. An interesting complication 

that occurred during this event was the buildup of salt on electrical transformers, 

which was carried inland by the hurricane force winds coming off the ocean. 

In September 1999, Hurricane Floyd resulted in loss of commercial power to 

approximately 50% of GSWSA’s facilities. 


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. 




June 7, 2013 


DISCLOSURE


POWER OUTAGE 


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. 


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. 




June 7, 2013 


DISCLOSURE

Telephone System Failure 


TELEPHONE SYSTEM FAILURE 


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. 


Loss of telephone service, for any reason, would have a negative impact on the 

GSWSA’s ability to conduct routine daily business. 

Loss of telephone service would also prevent customers from being able to telephone 

GSWSA to conduct business, report water leaks, report water quality problems, 

report wastewater problems, etc. 


GSWSA’s primary internal telephone network is a Mitel system, and most GSWSA 

telephones and phone numbers function through that system. 

GSWSA does have a few telephones and phone numbers that operate outside the 

Mitel system, but these are still dependent on the external HTC system. 

GSWSA maintains and operates approximately 45 cellular telephones, which operate 

outside of the internal Mitel network and the local HTC system. 


Determine whether the problem is in the HTC system or the internal Mitel network. 

Ensure priority repairs are put in motion for the appropriate system. 

If necessary, gather cell phones to use for outgoing calls. Certain cell phone numbers 

could be given to key locations, such as the Horry County Police & Fire Dispatch 

Center, etc. 

Consider having HTC redirect our primary business number(s) to cell phone(s). 

If appropriate, issue Press Releases with information on how to contact GSWSA 

while repairs are being made. 

Post temporary telephone numbers on the GSWSA website. 




June 7, 2013 


DISCLOSURE

SCADA Failure / Cyber-Attack 


SCADA FAILURE / CYBER-ATTACK 


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. 


A failure of the SCADA system would result in a loss of the above remote 

functionality. 

A cyber-attack, or “hacker”, taking control of the SCADA system would give them 

remote control over many aspects of GSWSA’s water treatment plant and water system. 

Another potential scenario involves a physical attack on our facilities being “hidden” 

by forcing all SCADA conditions to appear normal or preventing an Operator from 

responding to investigate alarm conditions. This could significantly delay our detection 

of unauthorized access to or even damage to our facilities. 


GSWSA employs several layers of security for remote access to the SCADA system. 

These include, but are not limited to the following: 

In order to make any operational changes through the SCADA system, an ID and 

password must be correctly entered. 





June 7, 2013 




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. 




June 7, 2013 


IS Failure / Cyber-Attack 

EVENT SPECIFIC GUIDELINES 10(ESG-10) 

IS FAILURE / CYBER-ATTACK 


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. 


IS failure would significantly impact many routine daily functions and operations. 

Unauthorized persons gaining access into our IS could potentially obtain critical and 

highly restricted data. 

Unauthorized persons gaining access into our IS could potentially delete, corrupt, or 

even “steal” critical and highly restricted data. 


In order to minimize this threat, GSWSA attempts to limit “outside’ connections to 

IS / IT systems, maintains Firewall protection, constantly updates virus protection, 

maintains secure passwords, and restricts physical access to system hardware. 


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. 




June 7, 2013 


DISCLOSURE


IS FAILURE / CYBER-ATTACK 

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

appropriate measures are implemented to guard against a repeat event. 




June 7, 2013 


DISCLOSURE


MAJOR WATER MAIN LEAK / BREAK 

Major Water Main Leak / Break 


GSWSA operates and maintains several hundred miles of water mains throughout 

its service area. 

GSWSA relies on these water mains to transport potable water from the treatment 

plants to each and every customer, maintaining the same quality, adequate 

pressure, and volume from start to finish. 


A 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 


GSWSA operates and maintains pressure transmitters at the pumping stations, to 

control and monitor the pressures that are being introduced into the Distribution 

System. 

GSWSA operates and maintains a number of remote pressure transmitters 

throughout the Distribution System that, through the SCADA system, constantly 

monitor the water pressure in many areas of the system. 

Any pressure transmitter registering a pre-determined pressure will send a “Low 

Pressure” alarm to the SCADA System (Control Room PC) and to the On-Call 

Operator’s pager. 


Specific procedures regarding Distribution System maintenance activities are 

maintained in the Utilities Division Standard Operating Procedure (SOP) 

Manual. 

Determine approximately how many and to what extent are customers are 

affected. 






June 7, 2013 


DISCLOSURE



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. 








June 7, 2013 


DISCLOSURE

Water System Pressure Loss 


WATER SYSTEM PRESSURE LOSS 


GSWSA operates and maintains several hundred miles of water mains throughout its 

service area. 

GSWSA relies on these water mains to transport potable water from the treatment 

plants to each and every customer, maintaining the same quality, adequate pressure, 

and volume from start to finish. 

A partial or total loss of Distribution System pressure could be created by inadequate 

pressures / volumes being discharged from the pumping stations, and/or, excessive 

demand for water from the system. (For high system demand due to a major water 

main leak or break, refer to ESG-11.) 


A partial or total loss of pressure in the Water Distribution System can create a 

number of problems. Possible complications include, but are not limited to: 

• reduction in pressure available to customers 

• reduction in volume (amount) available to customers 

• complete loss of water service to customers 

• loss of business for commercial customers that depend on water service 

• loss of pressure / volume for fire fighting activities 

• contamination from foreign materials being back-siphoned into the system 

through “cross-connections” during low / no pressure 


GSWSA operates and maintains pressure transmitters at the pumping stations to 

control and monitor the pressures that are being introduced into the Distribution 

System. 

GSWSA operates and maintains a number of remote pressure transmitters throughout 

the Distribution System that, through the SCADA system, constantly monitor the 

water pressure in many areas of the system. 

Any pressure transmitter registering a pre-determined pressure will send a “Low 

Pressure” alarm to the SCADA System (Control Room PC) and to the On-Call 

Operator’s pager. 


Specific procedures regarding Distribution System maintenance activities are 

maintained in the Utilities Division Standard Operating Procedure (SOP) Manual. 

Determine approximately how many customers are affected, and to what extent. (For 

assistance estimating how long it will be before dropping water storage levels 

throughout the system reach “critical”, refer to Action Form 12.) 




June 7, 2013 


DISCLOSURE





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. 








June 7, 2013 


DISCLOSURE

Water System Contamination 



WATER SYSTEM CONTAMINATION 

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 Consider and initial distribution operational systems are susceptible to 

Response actions (as appropriate) 

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. 


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: 




June 7, 2013 


Consider initial or additional operational response actions 

Continue site evaluations & sample as appropriate 



• 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 

Notify Emergency Command Staff 

And conduct initial Threat Evaluation 

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. 


Security policies and procedures are in effect, and all employees are trained on them, to 

help ensure the safety and security of all GSWSA facilities, employees, and customers. 

Numerous security systems are in place at GSWSA facilities, including burglar alarm 

systems, security cameras, and high-hazard area intrusion alarms. 

Numerous water quality monitoring devices are in place at GSWSA facilities and 

throughout the distribution system, which will transmit alarms if any monitored parameters 

exceed allowable limits. Is the threat POSSIBLE? 

Plant Operators routinely conduct security Is th inspections at all water facilities. 

Sampling and Analysis 

The e th Laboratory routinely collects and analyzes water quality samples from the water 

treatment / storage facilities and from sampling points located throughout the distribution 

system. 

Is the threat CREDIBLE? 




June 7, 2013 


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




General Response Guidelines 

 

riate for the incident. 

 

Threat Warning 

Received or Identified 

 

 

dentified 

tory agencies, law enforcement, etc. 

Consider notification of the public, 

regulatory agencies, law enforcement, etc. 


Is the threat CONFIRMED? 


Is the Sampling threat CONFIRMED? 

and Analysis 

Full response actions, 

Sampling 

Remediation 

and Analysis 

and Recovery 

Is the threat CONFIRMED? 


Remediation and Recovery 

Is the Full threat response CONFIRMED? 

actions, 

Remediation and Recovery 




June 7, 2013 




3.2.51. THREAT WARNING RECEIVED or IDENTIFIED 


Immediately notify the following personnel: 

• Utilities Division Manager Consider notification of the public, 


• CEO 

• Director of Fleet, Facilities, and Emergency Services 

• Water Transmission Manager 

• Water Treatment Manager 

• Customer Service Supervisor 


Consider notification of the public, 


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 Sampling was and an Analysis 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 

Sampling 

amount 

and 

of 

Analysis 

information available.) 

Be extremely careful about Is what the threat is said CONFIRMED? 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 Is much the threat more CONFIRMED? likely to be “overheard” when using the 800 MHz 

two-way radio system. 


If the Threat Warning is associated Remediation with and one Recovery 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 Remediation facility and in Recovery question if it will not unnecessarily and 

negatively affect GSWSA customers. 

nd conduct initial Threat Evaluation 

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’ 




June 7, 2013 




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’ 




June 7, 2013 




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. 


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. 




June 7, 2013 



HAZARDOUS MATERIAL RELEASE 

3.3. Hazardous Material Release 


GSWSA utilizes a wide variety of chemicals and materials that, if released or used incorrectly, 

could create physical and/or health hazards. While any of these products are capable of 

causing problems under the right conditions (propane, gasoline, etc.), the primary chemicals of 

concern are chlorine and anhydrous ammonia. 

Both Wastewater Treatment Plants utilize chlorine in One-Ton cylinders. When full, these 

cylinders contain 2,000 pounds of liquid chlorine under pressure. A catastrophic, worst-case 

release could, according to air modeling, travel a maximum distance of up to 1.5 miles from 

the source of the release. 

The water treatment plant uses chlorine in one hundred and fifty pound cylinders. When full, 

these cylinders contain 150 pounds of liquid chlorine under pressure. A catastrophic, worstcase 

release could, according to air modeling, travel a maximum distance of up to 0.9 miles. 

The water treatment Plant uses anhydrous ammonia in one hundred pound cylinders. When 

full, these cylinders contain 100 pounds of liquid anhydrous ammonia under pressure. A 

catastrophic, worst-case release could, according to air modeling, travel a maximum distance 

of up to 700 feet. 

All GSWSA chlorine and ammonia feed systems withdraw gas from the gas-space at the top of 

the cylinder, and this gas is introduced into a water stream to create a very strong chlorine or 

ammonia solution. This solution is then introduced into the treatment process at the desired 

locations 


CHLORINE 

Chlorine gas is one-and-one-half times heavier than air, so it tends to stay near the floor or 

ground, and settles into low-lying areas. 

Chlorine is highly aggressive in the presence of moisture, and will react with the moisture in 

your eyes, mouth, nose, lungs, and even on your skin. 

Even minor exposure to chlorine gas can irritate the lungs and respiratory system, and can lead 

to delayed complications. 

One volume of liquid chlorine (for example, one cubic foot) not under pressure and at normal 

room temperature, will rapidly vaporize (turn to gas) into 460 volumes of pure chlorine gas 

(for example, 460 cubic feet). 

Liquid chlorine is extremely cold, and will cause severe burns if it comes in contact with the 

skin. 

Chlorine is not flammable, but it is an oxidizer, so it does support combustion the same way 

oxygen does (makes things burn easier and better). 




June 7, 2013 




AMMONIA 

Ammonia gas is 40% lighter than air, so it tends to rise. 

Ammonia is highly aggressive in the presence of moisture, and will react with the moisture in 

your eyes, mouth, nose, lungs, and even on your skin. 

Even minor exposure to ammonia gas can irritate the lungs and respiratory system, and can 

lead to delayed complications. 

Liquid ammonia is extremely cold, and will cause severe burns if it comes in contact with the 

skin. 

CONCEPT of OPERATIONS 

Refer to the GSWSA Safety Manual for basic safety information and routine handling 

procedures. For the one-ton cylinders, also refer to the Process Safety Management (PSM) 

Program and Risk Management Program (RMP). 




June 7, 2013 




3.3.3. HAZARDOUS MATERIALS (HAZ MAT) INCIDENT SEVERITY LEVELS 

HAZ MAT SEVERITY 

DESCRIPTION and EXAMPLES 

LEVEL LEVEL 

1 

2 Minor 

Standard 

“Emergency” 

3 Moderate 

4 Serious 

Indicates an incident with a very minimal degree of 

hazard or danger involved, and can be safely handled by 

properly trained, properly equipped personnel already 

on scene. 

EXAMPLE: After connecting a new chlorine / ammonia 

cylinder, a small leak is detected at the lead gasket. 

Indicates an incident with a minor degree danger; can 

normally be safely handled by properly trained, properly 

equipped personnel already on scene. 

EXAMPLE: A small leak on chlorine gas feed tubing. 

Indicates an incident with a moderate degree of danger; 

will generally require an “emergency response” by 

trained and equipped Haz Mat Technicians; may require 

Fire Department Haz Mat Team support and assistance. 

EXAMPLE: A leaking fusible plug on a chlorine 

cylinder. 

Indicates an incident with a serious degree of danger; 

will require an “emergency response” and Fire 

Department Haz Mat Team; may require public 

notification and/or evacuation. 

EXAMPLE: Punctured or ruptured cylinder; valve or 

valve stem blowout. 

All chlorine and ammonia cylinders are stored and utilized in completely enclosed chemical 

feed rooms, which will help to contain a release should one occur. 

All locations also have Leak Detectors, which will detect any release of chemical into the 

chemical feed room and activate an alarm light and buzzer at the chemical room. 

All Leak Detectors are also connected to SCADA (Supervisory Control and Data Acquisition), 

or telemetry. When an alarm condition occurs, in addition to the local alarm at the chemical 

room, the alarm also shows up at the Dispatch Center / Control Room at the Operations 

Center, and is sent to the “On-Call” Plant Operator’s pager. 

At the Wastewater Treatment Plants, a Leak Detector alarm also activates pneumatic (air 

operated) valves that are connected to each cylinder, automatically shutting off the flow of 

chlorine gas into the feed tubing and supply piping. 

A Leak Detector alarm at a Wastewater Treatment Plant Chlorine Room will also activate a 

Scrubber System, which draws air out of the Chlorine Room, and passes it through a 

neutralizing agent before releasing it to the atmosphere. 




June 7, 2013 





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. 


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. 




June 7, 2013 



CONFINED SPACE EMERGENCY 

Confined Space Emergency 


GSWSA employees routinely need to enter and work in locations that meet 

the Occupational Safety and Health Administration’s (OSHA) definition of 

a “confined space.” Typical examples include wastewater manholes, 

Wastewater Lift Station Wet Wells, and water storage tanks. 

These spaces contain certain inherent risks, and the potential exists for 

various emergencies to occur while employees are in them. 


Most confined spaces have the potential for a hazardous atmosphere (unsafe 

air), including toxic gases, flammable gases, and low oxygen content, which 

can all occur suddenly and without warning. 

Many confined spaces also have the potential for physical hazards such as 

moving equipment or machinery, energized electrical equipment, falling 

objects, sharp objects, or biological hazards. 

Environmental hazards are also frequently a concern, including high 

humidity, high temperature, low light conditions, and excessive noise. 


Refer to the GSWSA Safety Manual for detailed procedures and 

requirements for confined space entry operations in accordance with OSHA 

29 CFR 1910.146. 

Every “Entrant” going into a Permit Required Confined Space shall wear a 

full body harness with an attached Retrieval Line. 

For confined spaces five (5) feet or deeper, a mechanical means to retrieve 

the Entrant must also be implemented. 

The air in the space must be tested before and during all entry operations. 

An “Attendant” must be designated to stand by outside the space and 

monitor the safety of the Entrant(s) at all times. 

Properly trained and equipped “rescue services” must be available during all 

confined space entry operations. 


Should an emergency occur within the space, the Attendant shall 

immediately notify the designated rescue services, Horry County Fire 

Department, Horry County EMS, Horry County Rescue Squad. 

The Safety Manager shall be notified immediately, and shall ensure the 




June 7, 2013 


DISCLOSURE



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. 


The Safety Manager shall investigate all confined space incidents, and shall 

properly document and follow-up on all findings and resulting corrective 

actions and/or recommendations. 




June 7, 2013 


DISCLOSURE


TRENCH / EXCAVATION COLLAPSE 

3.4. Trench / Excavation Collapse 


GSWSA employees routinely need to enter and work in trenches and excavations in 

order to maintain the water lines, wastewater lines, valves, fire hydrants, water 

meters, etc., throughout the water and wastewater systems. 

Trenches and excavations present certain inherent hazards, and the potential exists 

for various emergencies to occur while employees are in them, up to and including 

cave-in, or collapse, of the excavation walls. 


Trenching and excavation work sites can present numerous hazards. These may 

include, but are not limited to: 

• collapse or cave-in 

• toxic gases 

• flammable gases 

• low oxygen content 

• contact with electrical utilities or wiring 

• flooding / drowning / engulfment 

• passing traffic 

• vehicles / equipment / heavy loads falling in 


Refer to the GSWSA Safety Manual for detailed procedures and requirements for 

trenching and excavation in accordance with OSHA 29 CFR 1926.650, 651 and 

652. 

Excavations four (4) feet or deeper require a ladder or some other means for 

employees to enter and exit the hole. 

Excavations five (5) feet or deeper require either sloping the walls to a safe angle, 

or, installing shoring or shielding to prevent wall collapse. 

Spoil piles, and all other heavy loads, must be kept at least two (2) feet away from 

the edge of the hole. 

Excavations in locations subject to atmospheric hazards, such as near underground 

fuel storage tanks, in marshy / swampy areas, etc., require testing of the air in the 

hole before employees enter to work. 

A “Competent Person” (trained and qualified employee) must evaluate the 

excavation and determine it is safe before anyone enters, and as needed during the 

work. 




June 7, 2013 


DISCLOSURE




Should an emergency occur within a trench or excavation, personnel on site shall 

immediately activate emergency services, either directly by radio phone patch or 

cell phone, or GSWSA Dispatch may be requested to notify external emergency 

personnel. 

The Safety Manager shall be notified immediately, and shall ensure the appropriate 

Division Chief and CEO are promptly informed. 

DO NOT attempt to dig the person(s) out with a backhoe or excavator. 

Stop all work activities, and move unnecessary personnel back at least 100 feet. 

Secondary collapses are very common, so no one should enter the excavation until 

it is absolutely safe to do so. Generally this will require emergency shoring. 

If the person is completely covered, try to identify where he/she was last know to 

be, to give rescue crews a starting point. 

Take no action that could jeopardize your safety or that of your co-workers, 

community, or the environment. 

Trench rescues are extremely dangerous, and can be very lengthy operations. It is 

not uncommon for a “simple” rescue to take 5 or 6 hours, and complex one 12 to 16 

hours. 


The Safety Manager shall investigate all trench / excavation incidents, and shall 

properly document and follow-up on all findings and resulting corrective actions 

and/or recommendations. 




June 7, 2013 


DISCLOSURE


FIRE / EXPLOSION 

Fire / Explosion 


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. 


There are numerous conditions and work activities that create the potential for fire or 

explosion to occur. These may include, but are not limited to: 

• malfunctioning or damaged electrical equipment 

• overheating electrical equipment or appliances 

• “Hot Work” (welding, cutting, brazing, etc.) 

• sparks from grinding operations 

• improper use or storage of flammable liquids / gases 

• smoking near flammable / combustible materials 

• chemical reaction from incompatible materials 


Refer to the GSWSA Safety Manual for detailed procedures and requirements for fire 

prevention and fire safety in accordance with OSHA 29 CFR 1910.35 – 1910.39 

All GSWSA facilities have Fire Extinguishers installed at locations and intervals 

meeting the requirements of the National Fire Protection Association (NFPA) Life 

Safety Code. 


Any employee observing a fire of any kind shall immediately sound the alarm to 

warn others by either going themselves, or sending someone else, to activate one of 

the Fire Alarm Pull Stations. 

Any employee who is properly trained may utilize Fire Extinguishers in an attempt to 

extinguish an incipient, or beginning stage, fire – as long as it can be done without 

risking one’s own personal safety. If it is not safe to attempt to use an extinguisher – 

DO NOT TRY IT. Warn others by activating the alarm and evacuate. 

Upon hearing the Fire Alarm, all personnel shall promptly evacuate in accordance 

with the Evacuation Plan in Appendix 12. 


Safety Manager shall investigate all fire / explosion incidents, and shall properly 

document and follow-up on all findings and resulting corrective actions and/or 

recommendations. 




June 7, 2013 


DISCLOSURE


BOMB THREAT / SUSPICIOUS PACKAGE 

Bomb Threat / Suspicious Package 


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. 


Explosive: Explosive devices and materials come in many different forms, and can be 

arranged into an endless variety of shapes, sizes, and configurations. Many kinds of 

explosives are relatively easy to get and easy to use. 

Biological: While it would require a great deal more expertise and sophistication, it is 

possible that someone wishing to cause harm to GSWSA could introduce biological 

agents into the workplace. These types of agents are much more effective being 

introduced into food, water, or sprayed into the air, but could potentially just be sent 

in a package. Examples include anthrax, cholera, smallpox, ricin, and botulism. 

Chemical: While extremely unlikely, it is possible that chemical agents could be 

introduced into the workplace through packages. Most of these require sophisticated 

techniques and protective equipment to handle and put into place. Examples include 

nerve agents (sarin, VX), cyanide, blister agents (mustard, lewisite), and pulmonary 

agents (chlorine, phosgene), 


Although the greatest majority of these type incidents across the nation are hoaxes or 

false alarms, all threats or suspicious packages must be treated as a real threat until 

proven otherwise. 

All GSWSA employees should remain alert and aware of their surroundings. 

Question packages, mail, or any other items that seem to be out-of-place or 

suspicious. 


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. 




June 7, 2013 


DISCLOSURE



Write down exactly what the person says. Take note of speech patterns, accents, 

background noises, etc. 

Report the threat immediately to Safety Manager, the Supervisor, the Division Chief, 

and the CEO. 

If the above persons cannot be immediately contacted, initiate an evacuation by 

announcing “Code 89” over the intercom 3 times, then call 911 (preferably from a 

cell phone while evacuating). 

All personnel hearing the Bomb Threat evacuation signal should visually scan their 

areas for anything out of the ordinary, then promptly evacuate in accordance with the 

Evacuation Plan in Appendix 12. 

FOUND a SUSPICIOUS PACKAGE or MAIL 

If a package appears suspicious for any reason, DO NOT OPEN IT. 

Report the package immediately to Safety Manager and the department supervisor. 

Depending on the specific circumstances, efforts may be made to authenticate the 

package before implementing emergency procedures. Is the recipient expecting the 

package? Can the sender be identified and contacted to verify the contents? Is this 

consistent with other packages routinely received? (If possible, the immediate area 

around the package should be evacuated and isolated during this process.) 

If the package cannot be authenticated, or there is strong reason to believe it is a 

harmful package, initiate an evacuation by announcing “Code 89” over the intercom 

3 times, then call 911 (preferably from a cell phone while evacuating). 

NOTE: Not every suspicious package will require a full evacuation of the entire 

facility. For suspected chemical or biological agents, only the immediate area of the 

package will need to be evacuated and isolated. 

SUSPICIOUS MATERIALS FOUND AFTER OPENING A PACKAGE 

Most importantly – STAY CALM. Even if it should happen to be a harmful material, 

which is highly unlikely , following the correct procedures will significantly minimize 

the chances of anyone being harmed in any way. 

As soon as the suspicious materials are discovered, gently put the package down, 

isolate the area if possible (close the door), move a safe distance away, and alert 

others of the situation. 

If the package contains a suspected chemical or biological hazard, for example, a 

powdery substance, then try to gently cover the package with something to prevent 

the materials from becoming airborne. Isolate the area, alert others, and wash hands 

thoroughly with soap and water. 




June 7, 2013 


DISCLOSURE



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. 


Safety Manager shall investigate all bomb threat / suspicious package incidents, and 

shall properly document and follow-up on all findings and resulting corrective 

actions and/or recommendations. 




June 7, 2013 


DISCLOSURE

Physical Assault / Violence 


PHYSICAL ASSAULT / VIOLENCE 


GSWSA employees are susceptible to the threat of physical violence or assault, 

which falls under the general heading of “Violence in the Workplace.” 


Workplace Violence is the second leading cause of total deaths in the workplace. It is 

the leading cause of death for women in the workplace. 

A large number of these deaths occur during the course of criminal acts such as 

armed robbery. (Refer to ESG-20, Armed Robbery.) 

Physical violence in the workplace can come from a large number of sources, 

including but not limited to: 

• other employees 

• former employees 

• family or friends of employees 

• customers 

• sales or delivery persons 

• complete strangers / outsiders 


This Guideline applies to physical violence incidents that are imminent, in progress, 

or have already occurred. For detailed procedures and requirements regarding other 

forms of “Violence in the Workplace”, refer to the GSWSA Safety Manual. 

GSWSA employees involved in a confrontation or altercation that seems to be getting 

out of control should make every reasonable attempt to defuse or de-escalate the 

situation. 


Notify the Human Resources Manager. 

If necessary or appropriate, call 911 to notify the police. 

If the area is not safe, or if others are potentially threatened by the incident, alert 

everyone in the area and attempt to move to a safe location. 

If the incident results in injuries, refer to the Emergency Procedures in ESG-5, 

Multiple Employees Injured. Even if there is only one employee injured, many of 

these procedures will still apply and can provide helpful guidance. 


The Human Resources Manager shall investigate all physical assault / violence 

incidents, and shall properly document and follow-up on all findings and resulting 




June 7, 2013 


DISCLOSURE



corrective actions and/or recommendations 




June 7, 2013 


DISCLOSURE


ARMED ROBBERY 

Armed Robbery 


GSWSA employees are susceptible to the threat of armed robbery, which falls under 

the general heading of “Violence in the Workplace.” 

The Billing and Collections Teller area, in particular, could appear to be an attractive 

target to a would-be robbery. 


Workplace Violence is the second leading cause of total deaths in the workplace. It is 

the leading cause of death for women in the workplace. 

A large number of these deaths occur during the course of criminal acts such as 

armed robbery. 


GSWSA has a number of “Panic Alarms” in various locations in the Administrative 

Center. Any one of these alarms, activated during a robbery, would initiate a police 

response. 

3.4.24. EMERGENCY RESPONSIBILITIES 

Don’t be a hero; give the robber what he wants. Do not argue or resist. 

Concentrate on remaining as calm as possible. Make no sudden moves; explain what 

you are going to do before you make any movements. 

Try to take a mental snapshot of the robber. Focus on clothing type and color, weapon 

type, any physical features, speech patterns, etc. 

If it can be done discreetly without the robber seeing, activate the silent alarm. 

As the robber leaves, try to get a vehicle description and direction of travel. 

Have someone immediately telephone the police with this information. 

As soon possible after the robber is out of the building, lock both sets of front doors. 

Notify Safety Manager, the department supervisor, the Division Chief, and the CEO. 

Everyone involved or witnessing the robbery should immediately find a place to be 

alone, and write down anything and everything you can remember about the event 

and the robber. DO NOT discuss the incident or compare notes with anyone until 

after the police have conducted their interviews. Things other people say may 

influence your recollection of the incident. 

Activate ISF-3, Emergency Communications. 




June 7, 2013 


DISCLOSURE


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. 


Safety Manager shall coordinate and follow-up with law enforcement regarding all 

armed robbery incidents, and shall properly document and follow-up on all findings 

and resulting corrective actions and/or recommendations. 




June 7, 2013 


DISCLOSURE


TERRORIST ATTACK 

Terrorist Attack 


Water and wastewater utilities are considered by the federal government to be one of 

the nation’s “critical infrastructures”, which also makes them a potential terrorist 

target. 

While it is believed to be highly unlikely, it is possible that GSWSA could be the 

target of a terrorist attack. 

While it is believed to be highly unlikely, if a true terrorist organization chooses to 

target GSWSA, there is little that could be done to stop them. 


The worst-case scenario for a terrorist attack involving GSWSA would be a 

successful contamination of our water Distribution System. While this is possible, it 

would be extremely difficult to accomplish, for a variety of reasons. 

Terrorists could have many potential alternatives to a full water system 

contamination. The possibilities are almost endless, but some potential options might 

include: contaminating one portion of our water system; causing physical damage or 

destruction to one or more water treatment facilities; interrupting power to our 

facilities; causing physical damage or destruction to one or more wastewater 

collection or treatment facilities; disrupting our SCADA / telemetry systems; 

disrupting our computer system; causing physical damage or destruction to our 

Operations or Administrative Centers; attacking our employees; intentionally causing 

a chlorine release; etc. 


GSWSA has conducted a comprehensive security Vulnerability Analysis (VA) of all 

our facilities and operations. The VA results and associated report are maintained 

under separate cover and are under very tight security restrictions. 

The findings and recommendations of that report are being addressed, in part through 

updates and revisions to this plan that improve our emergency response procedures 

and capabilities, and also through a “Security” Capital Improvement Project (CIP) 

that deals with physical security improvements. 

Given the assumption that a true terrorist organization would have the resources to 

carry out a planned attack despite any preventive measures we could realistically 

implement, GSWSA has chosen to focus our efforts primarily on early detection and 

rapid, effective response to the effects of the attack. 

In the event of ANY terrorist activity targeting or involving GSWSA, full activation 

and implementation of our emergency plans will be required, as will close 

coordination with local, County, State, and Federal resources. 




June 7, 2013 


DISCLOSURE


TERRORIST ATTACK 

3.4.29. EMERGENCY RESPONSIBILITIES 

Response activities and operations should focus on the specific effects, or impact of 

the attack, rather than the source of the attack. 

• For injured employees, refer to ESG-5. 

• For fatalities involving employees, refer to ESG-6. 

• For disruption to power supplies, refer to ESG-7. 

• For disruption to telephone service, refer to ESG-8. 

• For disruption of SCADA systems, refer to ESG-9. 

• For disruption of IS / IT systems, refer to ESG-10. 

• For water system contamination, refer to ESG-13. 

• For an intentional hazardous material release, refer to ESG-14. 

• For a fire or explosion, refer to ESG-17. 

• For a bomb or suspicious package, refer to ESG-18. 


Safety Manager shall work closely with law enforcement regarding all terrorism 

incidents, and shall properly document and follow-up on all findings and resulting 





June 7, 2013 


DISCLOSURE

ACTION FORMS (AF-1) 

HURRICANE 

4. ACTION FORMS 

4.1. Hurricane 

ACTION FORMS TO BE DEVELOPED 




June 7, 2013 


DISCLOSURE

ACTION FORMS 2 

TORNADO 

(AF-2) 

4.2. Tornado 





June 7, 2013 


DISCLOSURE


(AF-3) 

EARTHQUAKE 

4.3. Earthquake 





June 7, 2013 


DISCLOSURE


(AF-4) 


4.4. Severe Thunderstorm 





June 7, 2013 


DISCLOSURE


(AF-5) 

MULTIPLE EMPLOYEES INJURED 

4.5. Multiple Employees Injured 





June 7, 2013 


DISCLOSURE


(AF-6) 

EMPLOYEE FATALITY 

4.6. Employee Fatality 





June 7, 2013 


DISCLOSURE


(AF-7) 

POWER OUTAGE 

4.7. Power Outage 





June 7, 2013 


DISCLOSURE


(AF-8) 

TELEPHONE SYSTEM FAILURE 

4.8. Telephone System Failure 





June 7, 2013 


DISCLOSURE


(AF-9) 


4.9. SCADA Failure / Cyber Attack 





June 7, 2013 


DISCLOSURE

ACTION FORMS 10 (AF-10) 

MIS FAILURE / CYBER-ATTACK 

4.10. MIS Failure / Cyber Attack 





June 7, 2013 


DISCLOSURE



4.11. Major Water Main Leak / Break 





June 7, 2013 


DISCLOSURE



4.12. Water System Pressure Loss 

CALCULATING STORAGE RATE OF DECLINE 

Maximum Storage Capacity = 9.8 Million Gallons (MG) 

“Critical” Storage Level = 30% = 2.94 MG 

DATE _________________ 

CURRENT % ___________ 

TIME ____________ am / pm 

CURRENT GALLONS _____________________ 

PREVIOUS Storage Level: 

CURRENT Storage Level: 

Level: ________%. Time: _______ am / pm 

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: 




June 7, 2013 


DISCLOSURE



4.13. Water System Contamination 

ACTION FORM TO BE DEVELOPED 




June 7, 2013 


DISCLOSURE


LOSS OF RAW WATER SUPPLY 

4.14. Loss of Raw Water Supply 





June 7, 2013 


DISCLOSURE


HAZARDOUS MATERIALS RELEASE 

4.15. Hazardous Materials Release 





June 7, 2013 


DISCLOSURE



4.16. Confined Space Emergency 





June 7, 2013 


DISCLOSURE



4.17. Trench / Excavation Collapse 





June 7, 2013 


DISCLOSURE


FIRE / EXPLOSION 

4.18. Fire / Explosion 





June 7, 2013 


DISCLOSURE



4.19. Bomb Threat / Suspicious Package 

BOMB THREAT REPORT 

Date: Time Received: Time Ended: 

Received on Number / Line: ............Caller ID displayed: 

Call was taken on the phone located: 

GET SOMEONE’S ATTENTION IF YOU CAN – HAVE THEM GET ON THE LINE TOO 

EXACT WORDS USED BY CALLER 

QUESTIONS TO ASK 

WHEN will it explode? 

WHERE is it? 

WHAT will make it explode? 

What does it look like? 

Did you know there are a lot of people here? 

CHARACTERISTICS 

Caller Voice Accent 

Male Loud None 

Female Soft Local 

Adult Deep Foreign 

Juvenile High __________ 

Child Raspy Slight 

~Age:_____ 

Moderate 

Other: Pleasant Heavy 

Other: Other: 

ADDITIONAL INFORMATION: 

Speech 

Fast 

Slow 

Clear 

Distorted 

Mumbled 

Stuttered 

Lisp 

Other: 

Did you place the bomb yourself? 

WHY did you put it here? 

What is your name? 

Where are you right now? 

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: 

NAME: 




June 7, 2013 


DISCLOSURE



4.20. Physical Assault / Violence 





June 7, 2013 


DISCLOSURE


ARMED ROBBERY 

4.21. Armed Robbery 





June 7, 2013 


DISCLOSURE

APPENDIX 1 

GSWSA OGANIZATION & SYSTEM INFORMATION 

APPENDIX 

4.22. GSWSA Organization & System Information 

4.22.1. System Description 

GENERAL INFORMATION 

Service Area See service area map – figure 1 

Board Members 

9 Members appointed by Governor 

Employees (2011) 283 

Customers 75,000 

WATER INFORMATION 

Water Source and Capacity 

Water Treatment and Capacity 

Average Daily Water Production 

Total Storage Tank Capacity 

Water Lines in System 

Fire Hydrants in System 

WASTEWATER INFORMATION 

Wastewater Treatment and Capacity 

Wastewater Lines in System 

Wastewater Pump Stations 

BACKGROUND & HISTORY 

Pee Dee River (Bull Creek), Intercoastal, Wells 

mg = million gallons 

mgd = million gallons per day 

Grand Strand Water and Sewer Authority 


June 7, 2013 

168 

CONFIDENTIAL MATERIALS 



APPENDIX 1 




June 7, 2013 

169 




APPENDIX 1 


4.22.2. Facility Locations 

Administration Campus 

....................................Wastewater Treatment Facilities 

Administrative Center ....................................Bucksport WWTF 

166 Jackson Bluff Road ....................................8051 Treatment Plant Rd 

Conway, SC 29526 ....................................Bucksport, SC 29527 

Operations Center 

....................................Conway WWTF 

170 Jackson Bluff Road ....................................2915 New Road 

Conway, SC 29526 ....................................Conway, SC 29526 

Construction Center ....................................Green Sea Floyds WWTF 

170 Jackson Bluff Road ....................................McCullough Dr. 

Conway, SC 29526 ....................................Green Sea, SC 29545 

Fleet Service Building ....................................Longs WWTF 

180 Jackson Bluff Road ....................................350 Nancy Lane 

Conway, SC 29526 ....................................Longs, SC 29568 

Warehouse Building ....................................Loris WWTF 

188 Jackson Bluff Road ....................................2400 Lagoon Road 

Conway, 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 29577 

8052 Treatment Plant Road 

Bucksport, S C 29527 

....................................Schwartz WWTF 

....................................6298 Schwartz Plant Road 

Myrtle Beach Water Treatment Plant..............................Socastee, SC 29575 

3230 10 th Ave N Ext, 

Myrtle Beach, SC 29577 

....................................Vereen WWTF 

....................................649 Water Lilly Rd 

....................... ............Longs, SC 29568 

....................................Nichols WWTF 

....................................220 Lumber Street 

....................................Nichols, SC 29581 



June 7, 2013 

170 




APPENDIX 2 

GSWSA PERSONNEL ROSTER 

4.23. GSWSA Personnel Roster 



June 7, 2013 

171 




APPENDIX 3 

BOARD OF DIRECTORS 

4.24. Board of Directors 

Sidney F. Thompson - Chairman 

Benjy A. Hardee - Vice Chairman 

John C Griggs – Secretary 

Arnold T. Johnson 

Robert M. Floyd 

Wilbur James 

J. Liston Wells 

Robert Rabon 

Richard Singleton

APPENDIX 4 

EMERGENCY CONTACT AGENCIES & PERSONNEL 

4.25. Emergency Contact Agencies and Personnel 

EMERGENCY MANAGEMENT 

Horry County Emergency Preparedness (843) 915-5150 

Marion County Emergency Preparedness (843) 431-5009 

SC EMD (Emergency Management Division) 

(803) 737-8500 Fax: (803) 737-8570 (Columbia, SC) 

FEMA (Federal Emergency Management Agency) 

Region IV: 

(770) 220-5200 (Atlanta, GA) 

National Response Center (reporting releases) (800) 424-8802 

CHEMTREC (emergency hazmat info) (800) 424-9300 

Poison Control Center ........................ (800) 922-1117 (Columbia) 

REGULATORY 

SC OSHA (Occupational Safety and Health Administration) 

Emergency: (803) 896-7672 

US EPA (Environmental Protection Agency) 

Region IV: 

(404) 562-990 or (800) 241-1754 (Atlanta, GA) 

SC DHEC (Department of Health and Environmental Control) 

Emergency: (888) 481-0125 (spills, releases, etc.) 

Region 6 (Horry Co. area office)………. (843) 238-4378 FAX (843) 238-4518 

Region 4 (Marion Co. area office) ……..(843) 661-4825 FAX (843) 661-4858 

Bureau of Water (Columbia).................. . .(803) 898-4300 

Bureau of Air Quality (Columbia)......................(803) 898-4123 

Bureau of Land & Waste Mgmt (Columbia)........(803) 898-4000 

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

APPENDIX 4 


LAW ENFORCEMENT 

Horry County Police Department (843) 248-1520 

City of Conway Police (843) 248-1790 

SC Highway Patrol (843) 365-5001 

Town of Surfside Police (843) 913-6368 

City of Marion Police Department (843) 423-8616 

Town of Nichols Police Department (843) 526-2194 

ENVIRONMENTAL 

US EPA 

............Refer to “Regulatory” section above 

SC DHEC 

............Refer to “Regulatory” section above 

National Response Center ............ (800) 424-8802 

PUBLIC HEALTH – MEDICAL 

CDC (Centers for Disease Control)....... 

(404) 639-3311 (Atlanta, GA) 

SC DHEC 

............Refer to “Regulatory” section 

Horry County EMS (Dispatch – non-emergency)........... 

Conway Medical Center (843) 347-7111 

Grand Strand Regional (843) 692-1000 

Poison Control Center ............ (800) 922-1117 (Columbia) 

LABORATORIES 

FIRE – RESCUE 

Horry County Fire/Rescue Department (843) 915-5190 

City of Conway Fire Department (843) 248-1720 

Town of Surfside (843) 913-6369 

City of Marion Fire/Rescue (843) 423-8602 

Town of Nichols (843) 526-2194

APPENDIX 4 


UTILITIES, SUPPORT, and SERVICES 

South Carolina 811 (www.sc811.com) (803) 939-1117 

Conway Public Utilities (843) 248-1770 

Loris City Hall (843) 756-4004 

Surfside Town Hall (843) 913-6111 

Little River Water & Sewerage CO. (843) 249-4024 

Myrtle Beach Public Works (843) 718-2000 

North Myrtle Beach Public Works (843) 280-5500 

Bucksport Water Co. (843) 248-3195 

Georgetown County Water and Sewer (843) 2379727 

Aynor Town Hall (843) 358-6231 

City of Marion Town Hall (843) 423-5961 

Town of Nichols Town Hall (843) 526-2193 

Marion County Administrative Office (843) 423-3904 

UTILITIES, SUPPORT, and SERVICES (Continued) 

Horry Telephone (843) 365-2151 

Restricted Use Number (843) 902-8392 (843) 369-9393 

Santee Cooper (843) 248-2037 

Horry Electric (843) 369-2211 

Progress Energy (800) 452-2777 

Pee Dee Electric (866) 747-0060 

MarCo Water (843) 423-4680 

Mount Pleasant Satellite 1-480-768-2500 at prompt 881-641-452-714 

GSWSA Satellite Portable- (254) 219-9883 

Portable- (254) 219-9882 

Portable- (254) 219-5369 

EOC- (254) 281-5716

APPENDIX 4 


Horry County EOC 

ESF 

Description 

Contact 

Number 

2 GIS 

23 Damage Assessment 

22 Air Operations 

21 Disaster Assessment 

20 Special Medical Needs 

18 Donated Goods And Volunteer Services 

17 Animal Emergency Response 

16 Evacuation Traffic Management 

14 Economic Stabilization, Community Recovery and Mitigation 

13 Law Enforcement 

12 Energy 

10 Haz-Mat Response 

9 Search and Rescue 

915-7367 

915-7368 

915-5917 

915-5930 

915-5910 

915-5911 

915-5917 

915-5930 

915-5901 

915-5904 

915-5922 

915-5902 

915-5926 

915-5927 

915-5923 

915-5924 

915-5908 

915-5918 

915-5929 

915-5921 

915-5925 

915-5905 

915-5906 

915-5907 

915-5903 

915-5914 

915-5916 

915-5915 

915-5928 

915-5915 

915-5928

APPENDIX 4 



8 Public Health And Medical Services 

7 Resource Support and Logistics Management 

915-5901 

915-5904 

915-5922 

915-5917 

915-5930 

Marion County Emergency Management Team 

Brandon Ellis (843) 289-1835

APPENDIX 4 


Media Contacts 201 3 

Media Contact List-Radio 

Radio 

Company 

Name 

QRock! Radio 

Online 

WDAI-FM Kiss 

98.5 

WDAI-FM Kiss 

98.5 

WEZV-FM Easy 

105.9 

WGTN-FM 

Easy 100.7 

WGTR-FM 

Gator 107.9 

WGTR-FM 

Gator 107.9 

Contact 

Person 

Bob 

Scarboroug 

h 

Doug Davis 

David Lewis 

Matt Sedota 

Matt Sedota 

Johnny 

Walker 

Sharon 

Smith 

Title/Departme 

nt 

Phone Fax Email 

Station Manager (843) 502-0603 n/a info@qrockradio.com 

Program 

Director 

General 

Manager 

General 

Manager 

General 

Manager 

Operations 

Director 

Senior Account 

Executive 

WJXY-FM 93.9 Craig Russ Operations 

Manager 

WIQB-AM 1050 

ESPN Radio 

WKVC-FM K- 

Love 88.9 

WKZQ-FM New 

Rock 96.1 

WLFF-FM 

Coyote 106.5 

WLSC-AM 

Tiger Radio 

WMIR-AM 1200 

WMYB-FM Star 

92.1 

WNMB-AM 

Stereo 900 

Craig Russ 

Len Bagwell 

Mason 

Brazelle 

Night Train 

Jack 

"Banana 

Jack" 

Murphy 

Reggie 

Dyson 

Bill Catcher 

Bill and Susi 

Norman 

Operations 

Manager 

Local 

Promotions 

Manager 

Assistant 

Program 

Director 

Program 

Director 

General 

Manager 

General 

Manager 

Program 

Director 

General 

Manager/Progra 

m Director 

(843) 651-7869 (843) 651- 

3197 

(843) 651-7869 (843) 651- 

3197 

(843) 903-9962 

ext. 103 

(843) 903-9962 

ext. 103 

(843) 903- 

1797 

(843) 903- 

1797 

(843) 293-0107 (843) 293- 

1717 

(843) 293-0107 (843) 293- 

1717 

(843) 651-7869 (843) 651- 

3197 

(843) 651-7869 (843) 651- 

3197 

(336) 885-2200 (336) 885- 

2202 

(843) 448-1041 (843) 626- 

5988 

(843) 651-7869 (843) 651- 

3197 

(843) 756-1183 (843) 756- 

0548 

doug.davis@cumulus.com 

david.lewis@cumulus.com 

sedota@wezv.com 

sedota@wezv.com 

jwalker@qantumradio.com 

ssmith@qantumradio.com 

craig.russ@cumulus.com 


lbagwell@emfbroadcasting.c 

om 

theflighttest@yahoo.com 

night.train@cumulus.com 

info@wlscradio.com 

(843) 399-2653 (843) 399- 

2659 

wradio@sc.rr.com 

(843) 448-1041 (843) 626- bigradiostar@aol.com 

5988 

(843) 249-6662 wnmb@sc.rr.com

APPENDIX 4 


Radio 

Company 

Name 

WRNN-AM Hot 

Talk 1450 

WRXZ-FM 

Rock 107.1 

WSEA-FM 

Power 100.3 

WSYN-FM 

Sunny 103.1 

WWXM-FM Mix 

97.7 

WYAV-FM 

Wave 104.1 

WYEZ-FM 

Movin 94.5 

WYNA-FM Bob 

104.9 

SC ETV Radio 

(NPR) 

SC Radio 

Network 

Contact 

Person 

Dave Priest 

Mad Max 

Doug Davis 

Craig Russ 

Ron Roberts 

Scott Mann 

Will Issacs 

Dave Fields 

Title/Departme 

nt 

Program 

Director 

program 

Director 

Program 

Director 

Program 

Director 

Program 

Director 

Assistant 

Program 

Director 

General 

Manager 

Program 

Director 

Phone Fax Email 

(843) 448-1041 (843) 626- 

5988 

(843) 293-0107 (843) 293- 

1717 

(843) 651-7869 (843) 651- 

3197 

(843) 651-7869 (843) 651- 

3197 

(843) 293-0107 (843) 293- 

1717 

(843) 448-1041 (843) 626- 

5988 

(843) 903-9962 

ext. 102 

(843) 903- 

1797 

(843) 293-0107 (843) 293- 

1717 

John 

Gasque 

Program 

Director 

(803) 737-3413 (803) 737- 

3552 

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

4309 

dpriest@nextmediagroup.net 

madmax@getmadmax.com 

doug.davis@cumulus.com 


rroberts@qantumradio.com 

smann@nextmediagroup.net 

will@movin945.net 

dfields@qantumradio.com 

gasque@scetv.org 

news@southcarolinaradionet 

work.com 

Media Contact List-TV 

TV Company 

Name 

Beach TV-14 of 

SC Inc. 

Best of the Beach 

TV-33 

Myrtle Beach TV 

TV-33 South 

WBTW News 13 

(CBS) 

Contact 

Person 

Marvin Colley 

Tod Whitby 

Marcia Lynn 

Walker 

Jason 

Wheeler 

Dan Klintworth 

Title/Dept Phone Fax Email 

General 

Manager 

Sales 

Manager 

Executive 

Producer 

Manager/ 

Producer 

Marketing 

Director 

WFXB Fox TV Steve Albright Programmin 

g Director 

449-6420 866-724- 

9656 

marvin@tripsmarter.com 

448-9028 448-9028 info@tv33mb.com 

249-5403 marcia@myrtlebeachtv.com 

492-5147 jason@tv33south.com 

293-1301 293-1760 wbtwnews@wbtw.com 

828-4300 828-4343 salbright@wfxb.com 

TV Company Contact Title/Dept Phone Fax Email

APPENDIX 4 


Name 

WMBF News 

(NBC) 

WPDE-TV News 

Channel 15 

(ABC) 

South Carolina 

ETV 

Person 

Sarah Miles 

Victoria 

Spechko 

Tom Posey 

News 

Director 

News 

Director 

News 

Director 

WIS-TV 10 (NBC) Brad Neuhoff News 

Director 

WLTX- TV 19 

(CBS) 

Marybeth 

Jacoby 

News 

Director 

WOLO-TV 25 

(ABC) 

Crysty 

Vaughan 

News 

Director 

HTC Digital Cable Cricket Alcron Communicat 

ions & P R 

Manager 

Time Warner 

Cable 

Carolina Film 

Group 

Encore Video 

Productions, Inc. 

Stage Video 

Productions 

Teresa Vause 

Ralph 

McCloud 

Frank Payne 

Diane 

DeVaughn 

Stokes, Chuck 

Stokes 

Local Sales 

Manager 

Vice 

President 

839-9623 839-9625 news@wmbfnews.com 

234-9733 234-9739 feedback@wpde.com 

803-737-3200 803-737- 

3476 

803-799-1010 803-758- 

1278 

803-776-3600 803-776- 

1791 

posey@scetv.org 

bneuhoff@wistv.com 

mjacoby@wltx.gannett.com 

cvaughan@abccolumbia.com 

365-2154 365-0855 cricket.alcron@htcinc.com 

913-7940 913-7980 teresa.vause@twcable.com 

449-4776 ralph@carolinafilmgroup.com 

448-9900/7700 crew@encorevideo.biz 

626-7466 info@stagesvideo.com 

Waccamaw 

Media Inc. 

CNN Headline 

News Local 

Edition 

Jeanne 

McGowan 

Richard Green 

News 

Director 

236-8188 236-8189 jeanne@waccmedia.com 

913-7984 913-7980 richard.green@twcable.com 

"River Talk" Don Smith Producer 248-6060 448-4040 luckydogtelevision@yahoo.com 

Around the 

Beach with Mitch 

and Ewa 

On the Green 

Golf Video 

Magazine 

Jack 

Himmelsbach 

Jack 

Himmelsbach 

272-8150 272-2460 info@himmcomm.com 

272-8150 272-2460 info@himmcomm.com 

Company 

Name 

Newspaper 

& Magazine 

Company 

Name 

Contact 

Person Title/Dept Phone Fax Email

APPENDIX 4 


Aynor 

Journal 

Tiffany 

Martinez Editor 358-2010 358-0250 aynorjournal@yahoo.com 

Carolina 

Forst 

Chronicle 

Michael 

Smith Editor 236-4810 448-4860 

michael.smith@myhorrynews.co 

m 

Coastal 

Observer 

Charles 

Swenson Editor 237-8438 235-0084 editor@coastalobserver.com 

Georgetown 

Times Bob Piazza Editor 546-4148 546-2395 news@gtowntimes.com 

The Horry 

Independent Kathy Ropp Editor 248-6671 248-6024 hinews@sccoast.net 

Loris Scene 

Annette 

Norris Editor 756-1447 756-7800 isnews@sccoast.com 

Myrtle Beach 

Herald 

Charles 

Perry Editor 626-3131 448-4860 

charles.perry@myhorrynews.co 

m 

News & 

Shopper Kathy Ropp Editor 248-6671 248-6024 hinews@sccoast.net 

North Myrtle 

Beach Times 

Polly 

Lowman 

Editor/ 

Publisher 249-3525 249-7012 nmbtimes@sc.rr.com 

The Sun 

News 

Pamela 

(P.J.) 

Browning Publisher 626-8555 626-0356 

sneditors@thesunnews.com

APPENDIX 4 


Newspaper 

& Magazine 

Company 

Name 

Contact 

Person Title/Dept Phone Fax Email 

Aiken 

Standard 

Mike 

Gibbons 

Managing 

Editor 

803-648- 

2311 803-648-6052 mgibbons@aikenstandard.com 

Anderson 

Independent 

Mail 

Cindy 

Burke 

News Room 

Administrator 

864-260- 

1274 864-260-1276 

newsroom@independentmail.co 

m 

Associated 

Press- 

Charleston 

Bruce 

Smith Correspondent 722-1660 723-4018 bsmith@ap.org 

Associated 

Press- 

Columbia Newsdesk Newsdesk 

803-799- 

5510 803-252-2913 apcolumbia@ap.org 

Beaufort 

Gazette Jeff Kidd Editor 524-3183 524-8728 jkidd@beaufortgazette.com 

Daily Journal 

Brett 

McLaughlin 

Editor 

864-882- 

2375 864-882-2381 newsed@dailyjm.com 

The 

Greenville 

News 

Marion 

Elliott 

Editor 

864-298- 

4100 864-298-4395 letters@greenvillenews.com 

The Herald 

Paul 

Osmundso 

n 

Editor 

803-329- 

4000 803-329-4021 posmundson@heraldonline.com 

Herald- 

Journal 

Michael 

Smith 

Executive 

Editor 

864-582- 

4511 864-594 6350 michael.smith@shj.com 

The Index- 

Journal 

Richard 

Whiting 

Executive 

Editor 

864-223- 

1411/1412 864-223-7331 rwhiting@indexjournal.com

APPENDIX 4 


Newspaper 

& Magazine 

Company 

Name 

Contact 

Person Title/Dept Phone Fax Email 

The Island 

Packet 

Fitz 

McAden 

Executive 

Editor 706-8100 706-3070 fmcaden@islandpacket.com 

The Item 

Tonyia 

McGirt 

Managing 

Editor 

803-774- 

1226 803-774-1210 TMcGirt@theitem.com 

Morning 

News 

Tucker 

Mitchell 

Regional 

Editor 317-7250 317-7292 cmitchell@florencenews.com 

The Post and 

Courier 

William E. 

N. Hawkins 

Editor/ 

Publisher 577-7111 937-5579 bhawkins@postandcourier.com 

The State 

Henry Haitz 

III 

Publisher 

800-288- 

2727 803-771-8430 state@thestate.com 

The Times 

and 

Democrat Lee Harter Editor 

803-533- 

5500 803-533-5595 news@timesanddemocrat.com 

Union Daily 

Times 

Charles 

Warner 

Acting Editor 

864-427- 

1234 864-427-1237 

cwarner@hartlandpublications.c 

om 

Union Daily 

Times Joe Pettit Sports Editor 

864-427- 

1234 864-427-1237 jpettit@hartlandpublications.com 

Water Managers Emergency Contact List

APPENDIX 4 


Company Name 

Contact 

Name 

Contact 

Title 

Charleston Water Margaret S. Executive 

Porter 

Assistant 

Charleston Water Jenny Hagan Public 

relations 

Manager 

Charleston Water Kin Hil, P.E. Chief 

Executive 

Officer 

Charleston Water Andy Fairey Chief 

Operating 

Officer 

Charleston Water 

Charleston County 

Public Works 

Carolina Water Service, 

Inc. 

North Charleston Sewer 

District 

Mark Cline, 

P.E. 

Chuck Jarman 

Bruce T. Haas 

Kendall 

Johnson 

Capital 

Projects 

Officer 

Stormwater 

Manager 

Regional 

Director 

Asst. District 

Manager / 

843-727- 

6862 

843-727- 

6856 

843-727- 

7125 

843-202- 

7600 

803-796- 

2313 

843-764- 

3072 

Cell 

Number 

843-452- 

2582 

843-296- 

7602 

843-302- 

4353 

Office 

Number 

843-727- 

6862 

843-727- 

7146 

Fax 

Number 

843-727- 

7188 

843-727- 

7121 

843-727- 

7188 

843-727- 

7188 

843-202- 

7601 

803-791- 

8643 

843-764- 

2655 

E-Mail Address 

porterms@charlestoncpw.com 

haganjl@charlestoncpw.com 

hillfk@charlestoncpw.com 

faireyaw@charlestoncpw.com 

clinemf@charlestoncpw.com 

cjarman@charlestoncounty.org 

kjohnson@ncsd-sc.com 


District 


District 

Jimmy Green 

Mary Trussell 

Director of 

Operations 

District 

Manager 

Ast. Dist. 

Manager / 

Director of 

Finance 

843-764- 

3072 

843-764- 

3072 

843-302- 

4352 

843-764- 

2659 

843-764- 

2651 

jgreen@mcsd-sc.com 

mtrussell@ncsd-sc.com 


District 

Kiawah Island Utility, 

Inc. 

Globalstar 

Satellite Phone 

Becky Dennis 

General 

Manager 

843-768- 

0641 

843-296- 

1432 

843-768- 

1816 

Becky_Dennis@kiawahisland.c 

om 

or 696-7917 

Kiawah Island Utility, 

Inc. 

Mike Agin 

Asst. 

General 

Manager 

843-768- 

0641 

843-200- 

4901 

City of Folly Beach Steve 

Robinson 

843-708- 

9984 

City of Folly Beach Terry Boatright 843-408- 

5454 

City of Folly Beach Belle Condon 843-708- 

9986 

City of Goose Creek Steve Price Director of 

843-200- 

Public 

2643 

Works 

City of Goose Creek Chuck Denson Asst. 

Director of 

Public 

843-824- 

2200 

843-200- 

0219 

843-768- 

1816 

Mike_Agin@kiawahisland.com 

sgrobinson@msn.com 

tboatwright@cityoffollybeach.co 

m 

bcondon@cityoffollybeach.com 

sprice@cityofgoosecreek.com 

cdenson@cityofgoosecreek.co 

m 

Works 

City of Goose Creek David Fennell Water 

Division 

Supervisor 

Dorchester County 

Water Authority 

Dorchester County 

Water Authority 

Water Managers 

Emergency Contact 

List (Continued) 

x263 

843-824- 

2200 

Bob Hensley 843-845- 

0140 

Richie 

Murdaugh 

843-845- 

0140 

843-296- 

7430 

843-709- 

2232 

843-709- 

0675 

dfennell@cityofgoosecreek.com

APPENDIX 4 


Company Name 

Grand Strand Water & 

Sewer Authority 





Contact 

Name 

Fred 

Richardson 

Irv Wooley 

Contact 

Title 

Chief 

Executive 

Officer 

Chief of 

Operations 

Office 

Number 

843-443- 

8221 

843-443- 

8289 

Satellite Phone 254-871- 

5716 

MarCo Rural Water Doug Hooks General 

Manager 

843-423- 

4680 

Cell 

Number 

843-455- 

6260 

843-222- 

6848 

Fax 

Number 

843-347- 

4680 

843-347- 

4680 

E-Mail Address 

frichardson@gswsa.com 

iwooley@gswsa.com 

dough@marcoruralwater.com

APPENDIX 5 

Critical Customers 

4.26. Critical Customers 

4.26.1. Horry County Emergency Shelters 

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

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

Aynor Elementary School 

516 Jordanville Road 

Aynor, SC 29511 

(843) 358-3680 

Capacity = 413 

Aynor High School 

201 Hwy 24 

Aynor, SC 29511 

(843) 358-6261 


Green Sea-Floyds Elementary School 

5000 Tulip Grove Road 

Green Sea, SC 29545 

(843) 392-1078 


Green Sea Floyds High & Middle Schools 

5265 Highway 9 

Green Sea, SC 29545 

(843) 392-3131 

Capacity = 1,115 

Loris Elementary School 

109 Hwy 9 Business East 

Loris, SC 29569 

(843) 756-7842 


Loris High School 

301 Loris Lions Road 

Loris, SC 29569 

(843) 756-4041 

Capacity = 1,090 

Pee Dee Elementary School 

6555 Hwy. 134 

Conway, SC 29527 

(843) 397-2579 


Whittmore Park Middle School 

1808 Rhue Street 

Conway, SC 29527 

(843) 248-2233 


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

APPENDIX 5 


4.26.2. Marion County Emergency Shelters 

Mandatory Evacuation Shelters 

Marion High School .........................................Phone: 843-423-8256 

1205 S Main Street............................................Capacity 1511 

Marion, SC 29571 

Creek Bridge High School.................................Phone: 843-362-3500 

6641 S Hwy 41 ................................................Capacity 1200 


Voluntary Relocation Shelters 

Johnakin Middle School....................................Phone: 843-423-8360 

500 Gurley Street..............................................Capacity 716 


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

4.26.4. Critical Service Customers 

# Facility and Address Contact Phone 

1 

2 

3 

4 

5 

6 

7 

8 

9 

10 

11 

Conway Hospital 

300 Singleton Ridge Rd, 

Conway 

Kingston Nursing 

Center 

2379 Cypress Cir, 

Conway 

Lighthouse Care 

Center 

152 Waccamaw Med. 

Park, Conway 

Coastal Urology 

394 Singleton Ridge Rd, 

Conway 

Coastal Kidney Center 

534 Farrar Dr., Conway 

LabCorp 

812 Farrar Dr., Conway 

Agape Assisted Living 

Grand Manor Court, 

Garden City 

Grand Strand 

Healthcare 

4452 Socastee Blvd, MB 

MB Estates 

3620 Happy Woods Ct., 

MB 

NHC 

9405 Hwy 17 Bypass, 

Garden City 

Fresenius Dialysis 

Center 

1100 S Main Street, 

Marion, SC 

Tom 

Lovelace 

Laura 

Fowler 

APPENDIX 5 


Pump 

Station 

Pump 

Size 

Generator 

Required 

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

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

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

Laura 

Brakefield 

Janet 

Griffith 

Trisha 

Dougherty 

Laura 

Schanley 

Hearld 

Branton 

Tommy 

Jackson 

James 

Roach 

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

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

910-279- 

9511 

Mary Legett 423-4673 

218 5 12,13,14,15,16 

357-0200 95 3.2 

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

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

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

APPENDIX 6 

SUPPLIERS & CONTRACTORS 

Suppliers and Contractors 

FUEL 

Fleetcor Technologies…………………………………................800-877-0800 Customer Service 

Sharon Cargil, Account Manager………………. ...................... .800-877-9019, Ext. 15505 

Mark Roberts, Business Manager……………............................ .704-271-4022 Direct 

EMERGENCY FUEL CONTACT (LOCAL) 

BP Food Shoppe (across from Oliver’s Rest.) 

1300 Hwy 501 Business, Conway , SC 

Store Number: (843) 347-3232 

Home Number: (843) 234-1701 

Mobile Number: (843) 997-9770 

Note: If electricity is off at the above location, we will need to use our battery powered pumps. 

Nash Oil Company office . .............843-399-6161 

Bulk Fuel Plant after hours........843 446-5703 

10 Park St Ext. 

Little River, SC 

CHEMICALS 

Brenntag Southeast 

4200 Azalea Dr., Charleston, SC 

Office: (843)-774-7421 

Matt Moxley: (843) 860-0838 

Water Guard 

Office: 1(800) 872-7665 

Univar 

Suburban Dr., Suffolk, VA 

Office: (800) 438-1119 

Kathy Gatlin (704)-996-7825 

WATER/WASTEWATER SUPPLIES 

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

……………………………………………………….….843-248-6272 

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

Ferguson ………………………………………………843-347-4833 

Robert Benson………………………………………….843-247-1502 

Rob Watson ……………………….…………...803-968-0384

APPENDIX 6 


Mainline Supply ………………………………….....843-399-4443 

Tommy Weatherly, Home No…….………………….843-281-1137 

Tommy Weatherly, Mobile……………….………….843-241-2858 

Kevin Bell, Home No …………………….………….843-399-9513 

Gary Awalt-Cell………………………………………843-241-6334 

Steve awalt Cell………………….…………..............843-241-6327 or 421-2961 

HD Supply …………………………………………..843-293-2021 

Kevin McKinnan-Cell………………….….……...….843-385-6232 

Socastee Hardware………………………………….843-293-7555 

Charles – Home ……………………………………. 843-293-6145 

Charles Cell ……………………………………… ..843-421-6334 

Hanes Supply………………………………………..843-238-1338 

Jim Fitzpatrick – Mobile …………………………....843-458-0749 

Jim Fitzpatrick – Home ………………………….….843-215-8332 

Terry’s Hardware…………………………………....843-365-9300 

Terry – Home ………………………………………….843-365-5035 

Clint – Home ……………………...…………………..843-365-8783 

Clint – Mobile ……………………...………………….843-457-7122 

Terry – Mobile ……………………..………………….843-333-5138 

WATER/WATEWATER CONTRACTORS 

S & W Construction…………………………….….843-651-6723 

Wendell Shelley, Mobile…………………………….843-458-9691 

Lawrimore Construction……………………………843-397-4499 

Wade Lawrimore………………………………………843-450-1262 

..

APPENDIX 6 


OTHER EQUIPMENT/SUPPLIES/SERVICE 

Hagemeyer-1525 Hwy 501, Myrtle Beach……………………………843-626-3578 

Shawn –Cell ……………………………………………………….. 843-450-7950 

Corey – Cell …………………………………………………………1-770-778-6955 

Horry Telephone (Mobile Phone Svc)- 

Edsol Edge Office………………………………. …………… 843-369-8519 

Edsol Edge Cell……………………………………………….. 843-902-7794 

Strand Communications-3904 Wesley St, MB……………………..843-236-7100 

Rick – Cell …………………………………………………………. 843-241-2383 

Industrial Rewinding-Russell McKenize-1420 Cannon Rd., MB......843-626-3536 

Russell McKenize Cell………………………………………………...843-241-4024 

Russell McKenize – Home ……………………….………………… 843-236-0306 

Robert McKenize – Cell …………………………………………… 843-241-4018 

Robert McKenize – Home ………………………………………….. 843-396-4528 

Sunbelt Rentals-604 Cannon Rd., Myrtle Beach……………………843-445-9960 

Mitch Brigman – Cell ………………………………………………. 843-458-8504 

Brent McCurry Cell…………………………………………………. 843-458-8505 

Little River Store …………………………………………………... 843-281-9896

APPENDIX 7 

WASTEWATER PUMP STATION 

1.7. WASTEWATER PUMP STATION LIST

APPENDIX 8 

POTENTIAL WASTEWATER SPILL/OVERFLOW 

5.8 POTENTIAL WASTEWATER SPILL / OVERFLOW LOCATIONS

APPENDIX 9 

EMERGENCY GENERATOR INFORMATION 

5.9 Emergency Generator Information

APPENDIX 9 


Fuel Capacities & Consumption - Water Department Generators 

# Generator Fuel/Capacities Consumption 

Total Hrs. 

Run Time 

Fuel Capacities & Consumption - Wastewater Generators 

# Generator Fuel/Capacities Consumption Total Hrs. 

Run Time 

Fuel Capacities & Consumption - Administration Generators 

# Generator Fuel/Capacities Consumption 

Total Hrs. 

Run Time

APPENDIX 9 


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.

APPENDIX 9 


Emergency Generator Hookup Procedures 

Determine which generator should be used: 

240 Volt 3 Phase 100 AMP 

480 Volt 3 Phase 200 AMP. 

Before towing a generator to another location : 

MAKE SURE TOW VEHICLE CAN SAFELY PULL & STOP THE GENERATOR 

Check fluid levels, oil, coolant and fuel 

Start up generator and shut down 

Be sure cords and plugs are with generator 

Be sure doors on generator are securely closed 

Plug in trailer lights attach safety chains from generator to tow vehicle 

Procedures for connecting generator to back box on station: 

Make sure Hand-Off-Auto switches are in the “Off” position 

Set transfer switch or walking beam breaker to generator position 

Plug female end into box on station; plug male end into interlock on generator 

Start generator and check all gauges - voltage, cycles, oil pressure and temp, etc. 

Press the “ON” button on interlock, red indicator light should come on 

Go to control panel in station, select a pump and switch it to hand (start only one pump at a time). Check 

rotation of pump, if rotation is correct switch HOA switch to “AUTO”. Station should operate normally. 

If pump rotation is wrong - CALL AN ELECTRICIAN 

Monitor fuel level regularly; notify ESF-13 (Agricultural Ops) for re-fueling assistance. 

To disconnect generator from station once SCE&G has restored power: 

Let generator run while disconnecting, to allow it to cool down 

Make sure that HAND-OFF-AUTO switches are in “OFF” position 

Press “OFF” button on generator interlock; red indicator light should turn off 

Unplug male plug at interlock; unplug female from box connector on station 

Switch transfer switch from generator to SCE&G 

Switch control to hand and check pump rotation, if rotation is correct switch to “AUTO.” If pump rotation is 

wrong - CALL AN ELECTRICIAN. 

Shut generator down 

Wires are color coded to indicate what voltage the station is; or reference the type of plug on the outside of the 

station. 

Blue Hubbell Plug Silver Crouse-Hinds Plug 

240 Volt 3 Phase 100 AMP 480 Volt 3 Phase 200 AMP 

L1(Black) L2 (Red) L3 (Blue) L1 (Brown) L2(Orange) L3 (Yellow)

APPENDIX 10 

WAREHOUSE EMERGENCY SUPPLIES 

5.10 EMERGENCY INVENTORY SUPPLIES 

Material 

Number 

Description 

Flashlight – 6V 

Masking Tape 

Duct Tape 

Nylon Rope 

Normal 

Level 

Seasonal 

Level 

6/1 – 11/01 

12 Each 

8 Rolls 

16 Rolls 

1 100’ Roll 

Rain suit, - Medium 

3 Each 

Rain suit - Large 

8 Each 

Rain suit - X-Large 

8 Each 

Rain suit, - XX Large 

6 Each 

Rubber Boots - sz 9 

6 Pair 


4 Pair 


5 Pair 


3 Pair 

Battery, - AAA 

36 Each 

Battery, - AA 

48 Each 

Battery, - D 

36 Each 

Battery, - 6V 

12 Each 

Fix-A-Flat 

12 Cans 

Tire Repair / Plug Kits 8 

Plastic Sheeting 

6 Rolls

APPENDIX 10 


FULLY ACTIVATED EOC EQUIPMENT & SUPPLIES 

Description 

Normal 

Level 

Seasonal 

Level 

6/1 – 11/01 

PC 4 

SCADA PC 2 

Mobile Radio 4 

Copy Machine 1 

Fax Machine with Outside Line 1 

Telephone 6 

Satellite Phone – Portable 3 

Satellite Phone – Fixed Mount 1 

Cell Phone 8 

TV Cable Connections 2 

Battery Powered Portable Radio 1 

Message Board 1 

Dry Erase Board 1 

Flashlight 3 

Rain suit – Large 2 

Office Supplies – pens, pencils, pads, etc… 

Cot 6 

Pillow 6 

Pillow Case 6 

Sheet 6 

Blanket 6

APPENDIX 10 


EMERGENCY REPAIR PARTS INVENTORY 

Description 3” 4” 6” 8” 10” 12” 14” 16” 18” 20” 24” 30” 36” 48” Each 

MJ Sleeves 2 2 2 2 2 2 2 2 2 

Full Circle Repair 

Bands 

2 2 2 2 2 2 2 2 

Mega Lugs w/acc 4 4 4 4 4 4 4 4 4 

Split Mega Lugs w/acc 2 2 2 2 2 2 2 2 2 

MJ 90 w/acc 2 2 2 2 2 2 2 2 2 

MJ 45 w/acc 2 2 2 2 2 2 2 2 2 

Grip Rings C-900 

w/acc 

4 4 4 4 4 4 

Grip Rings SCHD-40 4 4 4 4 4 4 

Threaded Rod 

w/ Washers 

10 

¾”X10’ 

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 2 

MJ Caps w/acc 2 2 2 2 2 2 2 2 2 2 2 

Clawn Pacs 2 2 2 2 2 2 2 2 2 2 2 2 2 

Transition Gaskets 4 4 4 4 4 

Flange Packs 4 4 4 4 4 

Tee Bolts 50 50 50 50 50 50 50 50 50 50 50 50 50 

Poly Pipe HDPE L/F 40 40 40 40 40 40 40 40 40 40 40 40 40 40 

Poly Pipe Adapters 

SAC-KRETE 

Bell Joint Restraints 2 2 2 2 2 

Sand Bags 200 

Gate Valves 2 2 2 2 2 2 

Sewer Saddles 2 2 2 

Sewer Knck On 

Coupling 

2 2 2 

Sewer Sweeps & Wyes 2 2

APPENDIX 11 

EVACUATION 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.

APPENDIX 11 


WHEN TO EVACUATE: 

• If the alarm system activates. 

• If an evacuation is called for over the intercom system. 

• If your supervisor directs you to. 

• If a member of management instructs you to (these positions shall be referred to as 

“other authorized persons”. 

WHERE TO EVACUATE 

Unless otherwise instructed, proceed to the nearest exit calmly but quickly. Move away 

from the building. Do not block the exits or remain near the building. 

ADMINISTRATIVE CENTER: 

ALL personnel shall promptly and safely make their way to the Operations Center upper 

parking lot area adjacent to the construction/inventory yard as the primary place of refuge. 

Remain at this location until released by the IC or other authorized person. Should the 

primary place of refuge not be safely accessible for any reason, the secondary location is 

the area in front of the Operations Center. 

OPERATIONS CENTER: 

ALL personnel shall promptly and safely make their way to the Operations Center upper 

parking lot area adjacent to the construction/inventory yard as a primary place of refuge. 

Remain at this location until released by the IC or other authorized person. Should the 

primary place of refuge not be safely accessible for any reason, the secondary location is 

the area directly in front of the Construction Building. 

Sheltering In-Place will involve: ensuring ALL windows and doors are closed, shutting 

down Heating, Ventilation, and Air Conditioning systems, and moving to the safest 

appropriate area of the building to wait until the hazard has been eliminated. 

If the incident does not require immediate and total evacuation, a Programmer / Analysts 

may need to temporarily remain at their posts in order to shut down computer equipment. 

These employees shall notify their immediate supervisor they are momentarily remaining, 

and give the supervisor an estimated time to complete their task and move to the place of 

refuge. As soon as these tasks are completed, these personnel shall immediately proceed to 

the appropriate place of refuge and check in with their supervisor. If there is ANY 

potentially imminent danger, these personnel shall not delay their evacuation, but shall exit 

the building along with all other employees. Likewise, if their supervisor or other 

authorized person instructs them to evacuate immediately, they shall do so at once. 

DEPARTMENT MANAGERS AND SUPERVISORS 

Providing they can do so without posing a risk to themselves, they are to quickly check all 

areas of the building or facility to ensure that all employees have evacuated safely. The 

managers/supervisors should close all doors behind them as they make their way out of the

APPENDIX 11 


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 PROCEDURES 

Consult floor plans to determine the shortest and fastest route from your location to the 

designated place of refuge. ALWAYS have an alternate route picked out, in case the 

primary route is blocked by fire, etc . . 

If there is visible smoke, stay low (smoke will be thicker near the ceiling) and move 

quickly to the nearest exit. If the smoke is extremely heavy, crawl on your hands and 

knees to the exit, keeping close to the floor. 

If you have to open any doors en route to the exit, feel the door with the back of your hand 

before you open it. IF IT FEELS WARM OR HOT, DO NOT OPEN IT if you do not have 

to. If you are able, take an alternative route out of the building. If you must open the door 

to reach an exit, open the door VERY slowly a small amount, to determine if fire is 

present near the door. 

Close all doors behind you as you make your way out of the building. This will help 

significantly slow the spread of smoke and/or fire throughout the rest of the building. 

If the evacuation is due to actual or potential gas or vapor chemical release such as 

chlorine, wind direction must be taken into consideration. DO NOT MOVE DOWNWIND 

OF THE RELEASE. The designated places of refuge outlined in this plan may need to be 

adjusted if wind direction renders them potentially unsafe in a chemical release 

emergency. 

HEAD COUNT PROCEDURES 

Once at the designated place of refuge, managers and supervisors shall conduct a Head 

Count of the personnel within their department. If any personnel are not accounted for, or 

if there is any uncertainty about anyone’s whereabouts, the Incident Commander shall be 

notified immediately. NO ONE IS TO RE-ENTER without clearance from the Incident 

Commander. If personnel are known or suspected to be missing, alert the IC immediately. 

RESCUE AND/OR FIRST AID 

Rescue duties shall only be performed by the trained, equipped, and qualified personnel. 

No employee shall ever take any actions that jeopardize their health and safety, or the 

health and safety of others. 

Any employee properly trained in first aid may be able to render emergency care to the 

injured until emergency services personnel arrive on the scene. If there are serious injuries, 

ensure that EMS has been activated.

APPENDIX 12 

EMERGENCY COMMUNICATION PLAN 

5.11Emergency 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.

APPENDIX 12 


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 Contamination 

Tornado 

....................................Earthquake............................... 

Hazardous Material Spill / Release 

Severe Thunderstorm ....................................Confined Space Emergency 

Multiple Employees Injured.............................Trench / Excavation Collapse 

Employee Fatality ....................................Fire / Explosion 

Power Outage ....................................Suspicious Mail / Package 

Telephone System Failure..................................Vandalism / Stolen Property 

SCADA Failure / Cyber-attack. .........................Violence / Assault 

IS Failure / Cyber-attack....................................Armed Robbery 

Major Water Main Leak / Break.........................Terrorist Attack 

Water System Pressure Loss..............................Freeze / Winter Storm 

Scandal 

...................................Internal Corruption 

Widespread Health Issue 

SSO – severe environmental situation / major spill 

Unexpected traffic tie-up caused by leak, spill, construction, etc.

APPENDIX 12 


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 EMS 

Mayors / Administrators / Councils....................SC DHEC 

SCDHEC 

....................................Horry County PIO 

Horry County Police Department........................Affected Customers 

Horry County Sheriff’s Office...………………..All Customers 

Bull Creek Participants ............………………..GSWSA Wholesale Customers 

FBI 

....................................News Media / General Public 

County Fire Department............………………..Employee Families 

Horry County Emergency Preparedness Department 

Hospitals / Medical Facilities / Dentists / Dialysis Clinics 

5.11.6 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 Stations 

Door Hangers ............Newspaper 

Flyers 

........................GSWSA Website 

Telephone 

........................Press Release 

Press Conference ........................Mobil Radio 

Automated Attendant Greeting. .Television Stations 

Sandwich Boards / Signs........................Bulletin Boards 

Internal Employee Bulletin Boards.........Homeowner’s Associations 

5.11.7 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, pens 

Laptop computer ......................................Printer

APPENDIX 12 


Extension cords 

Easels, Pad, Markers 

Maps, Drawings 

Fax machine 

Battery powered radio 

..........................Copier 

........................ Cell phones 

........................ Radios 

........................ Flashlights 

....................... 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

APPENDIX 12 


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

APPENDIX 12 


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.

APPENDIX 12 


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.

APPENDIX 12 


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.

Key 

Audiences 


Events 

APPENDIX 12 


5.11.14 EMERGENCY NOTIFICATION MATRIX 

The following matrix indicates the Key Audiences to consider communicating with during each Emergency Event. The 

initials indicate who is responsible for ensuring communications with each audience as appropriate. These are 

guidelines only, and may change as conditions dictate. 

Affected Depart and Employees 

Board Of Directors 

Mayor / Administrator / Town Council 

SC DHEC 

Horry County Police Dept. 

FBI Local Office 

Horry County Fire Dept. 

City Fire Departments. 

Hurricane SM CEO CEO IC IC IC CEO CEO CS CS CEO CEO CEO 

Tornado SM CEO CEO IC IC IC CEO CEO CS CS CEO CEO CEO 

Earthquake SM CEO CEO IC IC IC CEO CEO CS CS CEO CEO CEO 

Multiple 

Employee 

Injuries (3 or 

SM CEO IC CEO CEO 

more) 

Employee 

Fatality 

SM CEO IC IC CEO CEO 

Power Outage SM CEO CS CS CEO CEO 

Telephone 

System Failure 

SM CEO CEO 

IT, MIS, 

SCADA SM CEO 

System Failure 

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 


Contamination 

SM CEO CEO IC IC CEO CS CS CS CEO IC CEO 

Loss of Water SM CS CS CS CEO IC CEO 

Haz Mat 

Release 

SM CEO CEO IC IC IC IC CEO CS CEO 

Confined 

Space 

SM IC IC IC CEO 


Trench 

Collapse 

SM IC CEO 

Fire / 

Explosion 

SM CEO IC IC IC CEO 

Suspicious 

Mail or 

SM CEO IC 

Package 

Vandalism / 

Stolen 

SM 

IC 

Property 

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 

Horry County EMS 


Local Hospitals / Medical Facilities 


Affected Customers 

News Media / Public 

Other Water and Sewer Utilities 

SC OSHA 

Employee Families

APPENDIX 12 


5.11.15 CEO Activities Worksheet 

CEO ACTIVITIES WORKSHEET 

Responsibility 

Obtain a Briefing from the 

Incident Commander 

Establish Crisis 

Communications Center 

and staff as appropriate 

Prepare and Distribute 

Incident Information as 

Soon as Possible 

General On-Going Duties 

Tasks 

Ensure a clear understanding of the incident, including what events have taken place so 

far, and what actions have been taken (or are being taken) so far. 

Obtain instructions from the Incident Commander (IC) on any immediate media and/or 

public notification requirements. 

Determine the known or anticipated communications needs of the incident, and the extent 

and complexity of CEO activities. 

Ensure an Emergency Communications Center is established that will meet the 

communication needs of the incident. (See Section VIII of this plan for details.) 

Obtain and coordinate assistance as necessary. 

Coordinate preparation of Incident Summary Worksheet. 

Complete the Communication Strategy Worksheet and determine: 

key audiences to target 

communication channels to utilize 

key messages to emphasize 

general communication strategy and approach 

Ensure preparation of appropriate informational documents. (Press Release, Incident 

Bulletin, Fact Sheet, etc.) 

Ensure copies of all released information are provided to the Incident Commander, 

Dispatchers, Customer Services, and all affected departments and employees. 

Participate in Planning Meetings and Briefings, to maintain current knowledge of the 

status of the incident. 

Respond to special requests for information as appropriate.

APPENDIX 12 


GSWSA INCIDENT SUMMARY WORKSHEET 

Incident Type: 

Incident Began: (date & time) 

Incident Description: 

Incident Commander: 

Incident Discovered: (date & time) 

AREAS 

AFFECTED 

(Check all 

that apply) 

INCIDENT 

IMPACT 

Personnel 

Business Activities 

Management / 

Leadership 

Communication 

Systems 


IT / MIS Systems 

Wastewater 

CPW Water 

Raw Water Supply Water Treatment Water Storage Water Distribution 

Wastewater Plants WW Pump Stations Collection System Wastewater Outfall 

Property or 

Illnesses 

Environmental Damage #: _________ 

Type of Illnesses: 

Type of Injuries: 

Describe Property / Environmental Damages: 

Injuries 

#: _________ 

Fatalities 

#: _________ 

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:

APPENDIX 12 


GSWSA INCIDENT SUMMARY WORKSHEET 

SUPPLEMENTAL INFORMATION 

Incident: 

Incident Commander: 


Date & Time:

APPENDIX 12 


GSWSA COMMUNICATION STRATEGY WORKSHEET 

Page 1 of 2 

Incident: 

Date & Time: 

IC: 

Designated Spokesperson: 

Crisis Communications Plan Reviewed 

KEY AUDIENCES 

Affected Departments and Employees 

Board Members 

Mayor / Administrator / Council 

SCDHEC 

Horry County Sheriff’s Office 

FBI Local Office 

Horry County Fire Department 

GSWSA Wholesale Customers 

Horry County Fire Department 

Horry County EMS 

Hospitals 

COMMUNICATION CHANNELS 

Door-to-Door Personal Contact 

Door Hangers 

Flyers 

Person-to-Person Telephone Calls 

Press Release 

Automated Attendant Greeting / Message 

Radio Stations 

Television Stations 

Emergency Notification Matrix Reviewed 

Medical Facilities / Dialysis / Dentists 

Horry County Health Department 

Horry County EPD 

Horry County Administrator 

Horry County PIO 


All Affected Customers 

All Customers 

News Media and General Public 

Bull Creek Participants 

Employee’s Families 

Other: 

News / Press Conference 

GSWSA Website 

Newspaper 

Homeowner’s Associations 

Internal Employee Bulletin Boards 

Other: 

COMMENTS / ADDITIONAL

APPENDIX 12 


GSWSA COMMUNICATION STRATEGY WORKSHEET 

Page 2 of 2 

KEY MESSAGES 

BASIC STRATEGY / APPROACH 

COMMENTS / ADDITIONAL 

Copies of all Worksheets given to IC and Emergency Management Director 


Date & Time:

APPENDIX 12 


GSWSA Internal Information 

SITUATION ADVISORY 

Date: Time: Advisory No.: 

Situation: 

Location: 

SITUATION 

DESCRIPTION 

RESPONSE ACTIONS 

CURRENT 

STATUS 

ADDITIONAL 

INFORMATION 

Advisory Prepared By:

APPENDIX 12 


GSWSA CALL-TAKER’S WORKSHEET 

DATE: TIME: CALL-TAKER: 

“Thank you for calling GSWSA. 

This is __________, how may I help you?” 

LISTEN : take careful notes : restate to ensure understanding 

“May I have your name?” 

INCOMING 

CALL 

“And your address please?” 

“And your telephone number?” 

“Mr. / Ms __________, we are currently having a problem in that area.” 

Provide the caller with the appropriate information, PROVIDED it has 

been approved for release by the CEO. 

STICK TO APPROVED INFORMATION ONLY!!! 

IF APPROPRIATE - “Mr. / Ms _______, if we need to contact you, is 

(number given above) the best way to reach you?” ____________ 

“When is the best time to call you back?”_________________________ 

“Thank you for calling.” (‘Someone will be in touch as soon as we have 

more information’, etc., as appropriate…) 

FOLLOW-UP 

- 

INFORMATION 

RETURN 

CALL 

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 13 

PRESS RELEASES 

5.12 Press Releases 

NEWS 

For more information contact: 

Fred Richardson (CEO) – 843-443-8221 

Emergency number – 843-***-**** 

Plan Now for Household Water Safety 

Important Steps Before Hurricane Approaches 

GSWSA ** Conway, S.C. - - dateline here - - Local residents are urged to implement a 

household water safety plan as Hurricane _________________________ approaches the 

Carolina coast. 

“Every household needs a detailed plan to ensure safety and that plan should begin with clean 

water,” said Fred Richardson, GSWSA CEO. “We urge customers to conserve water uses 

immediately after a storm. This helps reduce the impact on our water and wastewater systems and 

will give us time to get our entire system back in order.” 

Here’s a quick look at planning tips you may find helpful: 

Water Storage 

Store regular tap water in half-gallon or one gallon containers, preferably made of heavy plastic 

with screw caps such as soft drink containers. Fill containers completely. DO NOT USE 

DISCARDED PLASTIC MILK CONTAINERS because they do not seal well. Mark containers 

with current date, discard within six months. 

The average household should have one gallon of water per person per day for cooking and 

drinking. You should keep at least a three day supply. 

To increase shelf life of water, store bottles in dark plastic trash bags to keep out light. 

Containers stored for more than six months should be checked for leaks or any other undesirable 

conditions that may have developed. 

Bottled water (water purchased in a store) does not keep as well as normal tap water. Tap water 

contains disinfectants to guard against microbe growth. 

Store volume water needs (for flushing toilets, cleaning, etc.) in the bathtub and other large 

containers. 

Shut Off Water to Your Home 

Shut off the water valve at your home’s shut-off valve or at the water meter. The shut-off valve 

should be located near the main water line’s entrance to your home. Shutting off the water 

prevents potential contaminants from entering your plumbing system in the event water lines are 

broken. 

When shutting off your home’s water supply, also remember to turn off your hot water heater. 

The water heater could be damaged without a steady water supply. 

How to Purify Water 

Monitor media reports immediately after a storm for boil water advisories affecting GSWSA 

customers.

APPENDIX 13 


Boiling: Boil vigorously for 3 to 5 minutes 

Purification Tablets: Purchase from drug store, follow directions. 

Hypochlorite (Standard Household) Bleach: Unscented liquid household bleach can be used. It 

contains Hypochlorite, usually 5.25%. Use 8 drops per gallon of water. Let stand for a minimum 

of 30 minutes before using. Do not use granular bleach. 

Tincture of Iodine: Same as bleach. 

Storm Recovery 

Mark your home's water meter with a brightly colored stick or object to protect it from roadside 

debris cleanup. 

DO NOT HIDE your water meter or other utility receptacles with hurricane debris. Keep the area 

well marked and clear. 

Limit toilet flushing until wastewater system operations return to normal. 

Conserve water uses. 

Additional Resources 

For more information, please go to the following web sites: 

www.GSWSA.com 

www.horrycounty.org

APPENDIX 13 


NEWS 




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. 


Monitor media reports for boil water advisories affecting GSWSA customers. 







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. 

APPENDIX 13 


For additional information: 

* Please visit our web site: GSWSA.com 

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

APPENDIX 13 


NEWS 




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. 


Monitor media reports for future updates to this boil water notice. 







Conservation 

Conserve all water uses to allow water system pressures to return to normal. 

Limit toilet flushing. 

Do not wash cars, boats, etc. 

Turn off irrigation system. 

Limit clothes washing to essential items only. 

Limit shower time. 


* Please visit our web site: www.GSWSA.com

APPENDIX 13 



APPENDIX 13 


NEWS 




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. 


* Please visit our web site: www.GSWSA.com 


APPENDIX 14 

MUTUAL AID / COOPERATIVE AGREEMENTS 

5.13 Mutual Aid / Cooperative Agreements 

# 

1 

2 

3 

4 

Agency or 

Organization 

SCAWWA 

Emergency Prep 

Committee 

SC Emergency 

Management 

Agency 

Water & 

Wastewater 

Agency Response 

Network 

(SCWARN) 

Nature of 

Agreement 

Full Mutual Aid 

Multi-Agency 

Coop 

Interstate EMAC 

Intrastate Mutual 

Aid 

Type of 

Agreement 

Written 

Mutual Aid 

Agreement 

Written 

Agreement 

Contact 

Name(s) 

Mark Cline, 

DHEC 

Committee Chair 

SC Emergency 

Management 

Chair- Glen 

McManus 

Contact 

Number(s) 

843-727-6867 

www.scawwa.org 

clinemf@charlestoncpw.com 

803-737-8500 

Office:864-299-4040 x 311 

Cell: 864-419-7458 

glenn@wcrsa.com 

5 

6 

7 

8 

9 

10 

11 

12 

13 

14 

15 

16 

17 

18 

19 

20

5.14 RESERVED for future use. 

APPENDIX 15 

RESERVED

5.15 RESERVED for future use. 

APPENDIX 16 

RESERVED

APPENDIX 17 

INCIDENT 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 

General 

Manager 

Incident 


. 

. 

HR / 

Accountability 

Officer 

Operations 

Section Chief 

Planning & LOgistics 

Section Chief 

Engineering 

Section Chief 

Finance 

Section Chief 

. 

. 

9. Prepared by (Name and Position) 

Page 1 of 3 _

APPENDIX 17 


INCIDENT BRIEFING Incident Type Incident Name 

Summary of Events / Actions 

Date Time Events / Actions 

Prepared by (Name and Position) 

Page 3 of 3 _

APPENDIX 17 


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 


Page of _

APPENDIX 17 


CHECK-IN LIST 

Personnel 

Check-In Initiated (Date & 

Time) 

Incident Type 

Check-In Location 

Incident Name 

Operational Period (Date & Time) 

FROM 

TO 

Personnel Check-In Information 

Time 

Name 

IN 

Time 

TASKED 

ISF # 

Position or Assignment 

Time 

OUT 


Page of _

APPENDIX 17 


UNIT LOG Incident Name Date 

Department / ISF # and 

Name 

Unit Leader (Name and 

Position) 

Operational Period (Date & 

Time) 

FROM 

TO 

Personnel Roster Assignment 

Name Responsibility / Function Home Base / Work Location 

Activity Log 

Time 

Major Events or Activities 


Page ____ of _____ 

MEETING SUMMARY Incident Type Incident Name

APPENDIX 17 


Meeting Name / Type Meeting Date & Time Meeting Location 

Meeting Leader / Facilitator Ending Time Total Time 

Attendees 

1. 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. 


Page of _

APPENDIX 17 


SITUATION REPORT 

(SITREP) 

Incident Name 

SITREP No. 

Date Time Prepared Prepared By 


Water Storage % Avg Sys Pressure PSI 

1 ___Normal ___Shutdown ___No Power ____% Storage ___HSP on 

Gen 

2 ___Normal ___Shutdown ___No Power ____% Storage ___HSP on 

Gen 

3 ___Normal ___Shutdown ___No Power ____% Storage ___Plant on 

Gen 

4 ___Normal ___Shutdown ___No Power ____% Storage ___Plant on 

Gen 

??? ___Normal ___Shutdown ___No Power ____% Storage ___HSP on Gen 

Wastewater System 

???? ___Normal ___Shutdown ___No Power ___on Generator 

???? ___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

APPENDIX 17 


TO VIEW THE ENTIRE “NATIONAL INCIDENT MANAGEMENT SYSTEM” 

DOCUMENT,VISIT WWW.FEMA.GOV/NIMS ON THE INTERNET.

Emergency Plan - Grand Strand Water and Sewer Authority

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