1993年，大规模洪水威胁着中西部的饮用水处理厂。在本文中，作者回顾了四家公用事业公司的经验——其中三家是美国水务服务公司（AWWSC）的子公司。AWWSC位于达文波特的爱荷华州美国工厂受到威胁，但它从来没有立即陷入危险，因为它最近在5000年的洪泛平原上修建了设施。然而，密苏里州的美国人和伊利诺伊州的美国人都受到了打击。两地的本地工人用同等的创造力和毅力解决问题；此外，AWWSC的新泽西总部办公室通过电话、计算机和现场危机小组提供专家协助。第四家工厂得梅因水厂没有总部办公室可供求助，但其235名员工高效地配备了重要的运营和工程支持团队。 与此同时，总经理L.D.麦克马伦每天花4个小时回答媒体的问题。四家公用事业公司的官员都指出了规划和协调对成功解决危机的重要性。此外，他们都强调工作人员之间以及与公众沟通的价值。

In 1993, massive flooding threatened midwestern 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.