A platform for research: civil engineering, architecture and urbanism
A platform for research: civil engineering, architecture and urbanism
The value of detailed emergency plans became clear last summer to managers of drinking water utilities in Missouri, Illinois, and Iowa.
In 1993, massive flooding threatened midwestem drinking water treatment plants. In this article, the author reviews the experiences of four utilities—three of them subsidiaries of American Water Works Service Co. (AWWSC). AWWSC's Iowa‐American plant in Davenport was threatened, but it was never in immediate danger because it had recently built facilities above the 5000‐year floodplain. However, both Missouri‐American and Illinois‐American were stricken. Local workers in both places solved problems using equal parts of creativity and perseverance: in addition, AWWSC's New Jersey headquarters office supplied expert assistance. by telephone, computer, and an on‐site crisis team. A fourth plant, Des Moines Water Works, had no headquarters office to turn to, but its 235 employees efficiently staffed vital operational and engineering support teams. Meanwhile, General Manager L.D; McMullen spent 4 hours a day answering questions from the media. Officials at all four utilities noted the importance of planning and coordination to successful resolution of the crisis. In addition, they all stressed the value of communication among staff members and with the public.
The value of detailed emergency plans became clear last summer to managers of drinking water utilities in Missouri, Illinois, and Iowa.
In 1993, massive flooding threatened midwestem drinking water treatment plants. In this article, the author reviews the experiences of four utilities—three of them subsidiaries of American Water Works Service Co. (AWWSC). AWWSC's Iowa‐American plant in Davenport was threatened, but it was never in immediate danger because it had recently built facilities above the 5000‐year floodplain. However, both Missouri‐American and Illinois‐American were stricken. Local workers in both places solved problems using equal parts of creativity and perseverance: in addition, AWWSC's New Jersey headquarters office supplied expert assistance. by telephone, computer, and an on‐site crisis team. A fourth plant, Des Moines Water Works, had no headquarters office to turn to, but its 235 employees efficiently staffed vital operational and engineering support teams. Meanwhile, General Manager L.D; McMullen spent 4 hours a day answering questions from the media. Officials at all four utilities noted the importance of planning and coordination to successful resolution of the crisis. In addition, they all stressed the value of communication among staff members and with the public.
Overcoming the flood: how midwestern utilities managed disaster
Reid, Joe (author)
Journal ‐ American Water Works Association ; 86 ; 58-67
1994-01-01
10 pages
Article (Journal)
Electronic Resource
English
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