West American Water

Emergency Preparedness Manual

No. 01

Last Revised: August 2012 . Original: November 1992

CONFIDENTIAL G I 000000 1_0001 INDEX

Policies List

NUMBER SUBJECT

1:1 Establishment Policies and Procedures 1:2 Chain of Command 1:3 Authority of Emergency Procedures 1:4 Relations with the News Media 1:5 Emergency Purchasing Policy 1:6 Security Plan Policy

CONFIDENTIAL G I 000000 1_0002 POLICY 1:1

Establishment of Policies and Procedures:

The administration of a business enterprise, large or small, employs a vehicle of communication to inform its employees of management policies. Methods of communication have taken the form of memoranda, instructions, procedures, and correspondence.

Policies establish guidelines within which an organization operates. Policies enable operating personnel to make decisions in recurring situations - with assurance that decisions will be consistent with objectives of the business.

Procedures express how something is to be accomplished in accordance with established policy and are in much greater detail. They are always internally oriented and are not issued unless authorized by a policy.

The separation of policy and procedure enables employees to more readily review and become familiar with the brief statements of policy without being encumbered by the more detailed related procedures.

G I 000000 1_0003 CONFIDENTIAL POLICY 1:2

Chain of Command:

In the day~to~day operation of any organization, it is important to know who is in charge. If the Number One person is not available, who is the second in command? This concern is even more important during emergency operations. Confusion and potentially serious problems can result from lack of a clear understanding of who has what authority. If more than one person feels he/she is in charge, difficult conflicts occur. In emergency situations, there is no time for "turf wars" over authority or responsibility.

Normally, the manager is in the command position. He delegates certain authority and responsibility to management personnel, but he is still in charge. In the event that the manager is unable to command in a time of an emergency due to injury, illness, or being out of town, or any time where it is evident that the manager cannot fully participate in the quick decision making required by the disaster, the power of authority, delegation, and responsibility will go the next person in succession.

NOTE: Each district will establish a succession list (refer to Resource Section 3:1). The order in which individuals are listed in Resource Section 3:1 will dictate who would assume the command positioJ!.

CONFIDENTIAL G I 000000 1_0004 POLICY 1:3

Authority of Emergency Procedures:

The most vital life support of a community is its water supply system. There may be emergency situations such as floods, civil disorders, storms, earthquakes, severe cold weather, or other conditions requiring quick decisive action to minimize disruptions of service to the community. Emergencies have happened and can occur in the future.

To assist employees, a manual has been adopted and identified as ­ American Water Emergency Preparedness Manual. This manual is a guide for establishing appropriate actions to maintain service while involved in an emergency situation.

It is the manager's responsibility to make certain employees are fully aware of emergency procedures.

CONFIDENTIAL G I 000000 1_0005 POLICY 1:4

Relations With the News Media:

The company's relations with the news media will be very important during emergencies. It is essential that all statements released to the press be as accurate and consistent as possible.

Therefore, to ensure news releases are consistent and accurate, only the (next in succession if is unable to fulfill his duties) or his designated representat