a p u b l i c a t i o n o f t h e t e n n e s s e e a s s o c i a t i o n o f u t i l i t y d i s t r i c t s
third quarter 2020
∙
volume 34
Tennessee Utility News BUSINESS ISSUE
frontline and essential: the quiet first responders PAGE 10
FIV E F OU N D ATIO N S o f RUN N I N G YOU R U TI L I TY LI KE a BU S I N E SS the
PAGE 2 0
C A R E to PICK t h e R IG H T B E N EFI T S P L A N PAGE 2 4
INTERNAL CONTROL P O L I C I ES f o r UTILITIES PAGE 3 8
Tennessee Utility News read the
online!
Read the latest issue or browse the archives at issuu.com/taud 2
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taud superboosters American Development Corp. Core & Main Cumberland Insurance Agency Next Generation Underwriters Rye Engineering, PLC ServLine Southeastern Tank, Inc. Tennessee Utility Assistance United Systems & Software Wascon, Inc. Wiley Bros.-Aintree Capital LLC
Badger Meter BAR Environmental Branstetter Stranch & Jennings Brenntag Midsouth C.I. Thornburg Co., Inc. GRW Engineers, Inc. Jackson Thornton & Co., P.C. James C. Hailey & Co. Master Meter, Inc. McWane Ductile S & S Utility Sales, LLC Sherrard Roe Voigt & Harbison, PLC Smith Seckman Reid, Inc. Southern Sales Co./Tencarva Tennessee 811 Utility Solutions & Automation W & W Engineering, LLC Xylem, Inc.
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s i lv e r g o l d
p l at i n u m d i a m o n d
Superboosters are Associate Members that provide sponsorship for TAUD conferences, special events and more...
Consolidated Pipe & Supply ECO-TECH, Inc. John Bouchard & Sons Company M&H/Kennedy Valve McGill Associates, P.A. OHM Advisors Water Leak Relief American Utility Contractors Carter & VerPlanck Ferguson Waterworks Graybar Industrial Plastic Works Insituform Technologies Kazmier & Associates, Inc. Magnolia River Services Pay N Seconds Southern Pipe & Supply Stringfellow Inc. USDA Rural Development Veteran Management Services WK Dickson & Co., Inc.
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v ifor tal tennessee's
2020/2021
board
of
pa t r i l e y
president
Gibson County Utility District
nick newman
vice president
Memphis Light, Gas & Water
michael k. ada ms carter woodruff
secre tary
treasurer
Consolidated Utility District
charlie anderson Bloomingdale Utility District
bob freudenthal penny funk
executive director
office director
pennyfunk@taud.org
beth hardiman
communications & member services manager
bethhardiman@taud.org ˚ 615.900.1014
va n e s s a s o l i s
publications & advertising
vanessasolis@taud.org ˚ 731.352.8256
carol mims
n rwa s tat e d i r e c to r
Alpha-Talbott Utility District
bruce giles
First Utility District of Knox County
drexel heidel
West Knox Utility District
michael johnson County Wide Utility District
a l l e n j o s ly n Big Creek Utility District j ay m u l l i n
Eastside Utility District
tim pelham
West Warren-Viola Utility District
freddie weston, jr. West Wilson Utility District
ernie milteer
A D M I N I S T R AT I V E bobfreudenthal@taud.org
Water Authority of Dickson County
phillip combs
future
direc tors
associate representative
M&H/Kennedy Valve
melanie sain
7 :
615.898.8283
*
t a u d @t a u d . o r g
www.taud.org
accounting specialist
melaniesain@taud.org ˚ 615.900.1015
kirk smith
business development
kirksmith@taud.org ˚ 615.243.6490
donald l. scholes
general counsel
donscholes@taud.org ˚ 615.579.7569
larry lewis
government relations
larrylewis@taud.org ˚ 731.234.0360
kevin byrd
workforce development coordinator
kevinbyrd@taud.org ˚ 423.215.3720
T R A I N I N G S TAT I O N brent ogles
education director
brentogles@taud.org ˚ 615.556.6002
kevin gilliam
training specialist
kevingilliam@taud.org ˚ 931.636.1671
allison stephens hite
education assistant
alistephens@taud.org ˚ 615.900.1000
CIRCUIT RIDERS tony wyatt
615.896.9022
bookkeeper
carolmims@taud.org ˚ 615.900.1013
west tn field supervisor
tonywyatt@taud.org ˚ 731.415.9101
johnny walker
middle tn water circuit rider
johnnywalker@taud.org ˚ 931. 261.5826
adam hale
east tn water circuit rider
adamhale@taud.org ˚ 423.418.2283
mark l. butler
business / statewide finance circuit rider
marklbutler@taud.org ˚ 615.557.5780
michael keeton
energy efficiency technician
michaelkeeton@taud.org ˚ 865.660.6454
greg baker
groundwater specialist / it specialist
gregbaker@taud.org ˚ 731.225.5240
d e way n e c u l p e p p e r
senior wastewater technician
dewayneculpepper@taud.org ˚ 931.607.6981
ethan carter
wastewater technician
ethancarter@taud.org ˚ 731.676.1258
j.w. griffin
source water protection technician
jwgriffin@taud.org ˚ 731.819.2679
4
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tn utility assistance Tennessee Utility Assistance, LLC (TUA) provides the following services for Tennessee’s water, sewer, & natural gas utilities:
www.tnutility.org
Cross Connection Control Management GIS/GPS Mapping Services Municipal Advisory Services Accounting/Bookkeeping Services Utility Rate Reviews Annual Budget/Audit Preparation Assistance Capital Asset Plan Preparation UMRB & WWFB Order Compliance For more information, please contact: Brent Ogles, Cross Connection Control (615) 556-6002 / brentogles@tnutility.org Greg Baker, GIS/GPS Mapping (731) 225-5240 / gregbaker@tnutility.org Melanie Sain, Accounting Specialist (615) 900-1015 / melaniesain@tnutility.org
welcome, T h ese m em b e r s j o i n ed th e A s soci at i o n i n th e fo u r th q ua r te r. SUPERBOOSTERS « SILVER « « GOLD « « « PLATINUM « « « « DIAMOND
associates:
Aquafix Tennessee Hydrovac Inc. Quality Controls Southern Water Services
Misco Industrial Rather & Kittrell McGriff Insurance & Sales
With nearly 700 members, TAUD is the source for utilities and industry enterprises to network, share knowledge and strengthen the water, wastewater & natural gas utilities in Tennessee.
j o i n t o d ay b y v i s i t i n g w w w . t a u d . o r g
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in this issue
HO W
M I NI MIZE E M E R G ENCY PI PE R E P AIR to
to
PICK t h e RIGH T B ENEFITS PL A N
doug risenden
melissa mcdonald
RESPOND ING t o t h e PA N D EM I C
INTE RNAL CONTROL POLI CI ES f o r U TI LI TI ES bob adams , cpa , cgma
marcus harper
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CAR E
TENNESSEE UTILITY NEWS
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al so feature d
FRONTLINE & ESSENTIAL: THE QUIET FIRST RESPONDERS bob freudenthal
THE FIVE FOUNDATIONS OF RUNNING YOUR UTILITY LIKE A BUSINESS chloe pool , kena hyers , jim marshall , & sarah chandler
CUD MARKS MILESTONE IN FIRE PROTECTION brett mcardle
2020 TOURNAMENT TRAIL SCHEDULE
d e pa r t m e n t s SUPERBOOSTERS NEW MEMBERS EVENT CALENDAR REGION MEETING NEWS TRAINING STATION SCHEDULE CONFERENCE REGISTRATION SPOT
THE
DIFFERENCES
ADVERTISING
executive editor penny funk managing editor & art direction vanessa solis assistant editor beth hardiman image credits freepik . com The Tennessee Utility News is published quarterly by the Tennessee Association of Utility Districts. TAUD assumes no responsibility for opinions or statements of facts expressed by contributors. Advertisements & editorials do not represent official policies of the Association. The right to publish, edit or deny publishing & material submitted for publication is reserved by TAUD. To submit editorial or advertising content, or to update your mailing information, please e-mail Vanessa Solis at vanessasolis@taud.org.
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Can you find the frog hidden somewhere in the graphics or photos of this issue? Same size & color as shown here. Answer on page 54. Happy Hunting!
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event calendar
conference & event details subject to change For the most current information or to register, please visit www.taud.org or call (615) 896-9022.
SEP
operator expo
22
6 hrs Operator CE
cram sessions 6-12 hrs Operator CE
N OV
2-5
James E. Ward Ag Center Lebanon
Webinar Option Available!
Register by Aug 28
Cram Session registration does not register you to take the exam!
OCT
Knoxville & Murfreesboro
Register by Oct 16
DEC
utility leadership conference
administrative professionals conference
12 hrs Commissioner & TAP Credit
9 hrs TAP Credit 6 hrs Commissioner & Municipal Utility Official Training
Gatlinburg Convention Center Gatlinburg
28 30 thru
Register by Oct 16
3-4
Airport Embassy Suites Nashville
Register by Nov. 20 register online
w w w.taud.org 8
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To the utility professionals working around the clock every day, ensuring Tennesseans access to safe, clean water...
WE SALUTE YOU!
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frontline and essential: the quiet first responders BO B FRE U DE NTH AL TAUD EXEC UTIV E DIRECTOR
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This is a challenging time for all of Tennessee as well as the entire nation. You often hear the term “frontline” when talking about hospitals, doctors, nurses, grocery stores, pharmacies, law enforcement, and the like. You rarely hear our government officials, local or federal, actually ever mention utilities in that context. Why is that the case? Perhaps it’s because we are the Quiet First Responders, doing our jobs to provide safe, clean, and efficient services to our communities – just like we do every day of the year.
You can rely on us in many ways. Our Circuit Riders and Field Personnel are on call every day. If you are having a problem at your plant or just have a question, don’t hesitate to pick up the phone and call one of them.
Our industry provides the very essential resource recommended in every mention of helping prevent someone from contracting COVID-19. It is recommended to wash your hands for at least 20 seconds, or sing "Happy Birthday" while washing to ensure you have washed them long enough. Clean water must be available as an essential part of prevention? If clean water wasn’t available doctors, nurses, and grocery store employees, could not endure through this. Not only do we need clean water to survive, right now we need it to just help keep us healthy. The same is true for wastewater and natural gas services to our state. That is where our utility personnel come center stage!
We are also fortunate enough to have General Counsel, Don Scholes, on staff to help utilities with legal questions that have arisen since this pandemic began.
We know how important your roll is to society in navigating through this current pandemic. We need our utilities and our vendors that provide the services necessary to make clean, safe water, wastewater, and natural gas services available 24/7. We at TAUD want all of you, our utility personnel and supporting vendors, to know that we recognize the important role you are playing during this difficult time. We are here for you and stand ready to assist in your vital work.
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We are still providing training and there are several classes on the schedule right now that are offered via Zoom. Our training department is available to answer questions and help you navigate through our virtual training.
We recommend that you visit our website (taud.org), as we have a special section for COVID-19 updates relative to utility operations. You can also follow us on Facebook (search "Tennessee Association of Utility Districts") for important updates as well. This is unknown territory for all of us. You are all frontline and essential! Thank you for your dedication, unselfish behavior, and quality delivery of service in this critical time in history. We like to consider TAUD a family of professionals; we are all in this together and we will come through this pandemic stronger thanks to the great work of our Quiet First Responders.
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region nine
please note
region eight
Due to COVID-19 restrictions, only Regions 5, 6, 8, and 9 met during the second quarter. The Region 5 meeting was only open to water contest contestants & judges.
region eleven
region five 0 6 .10 . 2 0 2 0
region leaders
Michael Clay & Bruce Trotter meeting location
West Wilson Utility District in Mt. Juliet s y s t e m s e n t e r i n g the best tasting water contest
region seven
region meetings Region meetings are held quarterly throughout the year and provide unique opportunities for networking with other utility professionals. Featured speakers present topics that are current, informative and beneficial to utilities and related industries. TAUD encourages you to be ‘in-the-know’ and get involved in your region.
West Wilson Utility District, Gladeville Utility District, Hendersonville Utility District, Laguardo Utility District contest winner
Hendersonville Utility District contest judges
Brian Harstine of ServLine, Jamestown Mayor Lyndon Baines, and Dustin Dowdy of Southeastern Tank next meeting
TBA
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PICTURED: REGION 5 BTWC WINNER & JUDGES (L-R) Dustin Dowdy, Jason Chalfont of Hendersonville Utility District, Brian Harstine, Mayor Lyndon Baines
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region five
region three region four
region one
region two
region six
region ten
region six 0 6 .18 . 2 0 2 0
region leader
Bill Dunnill
meeting location
Barfield Park in Murfreesboro attendance
40
s y s t e m s e n t e r i n g the best tasting water contest
Metro-Moore County Utility Department, Fayetteville Public Utilities, Manchester Water & Sewer, Spring Hill Water Works, and LaVergne Utilities contest winner
Fayetteville Public Utilities contest judges
TAUD Board President Pat Riley, Brian Harstine of ServLine and Joe Schmits of BAR Environmental
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PICTURED: REGION 5 BTWC WINNER & JUDGES (L-R) Joe Schmits, Lee W illiams with Fayetteville Public Utilities, Pat Riley, and Brian Harstine
s p e a k e r s and presenters
Brandy Barnes of Kazmier & Associates, TAUD Board President Pat Riley, and Bob Freudenthal and Dewayne Culpepper of TAUD. next meeting
October 21, 2020
for more info
c o n ta c t :
michael keeton 865.660.645 4 m i c h a e l k e e t o n @ ta u d . o r g
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region meetings
thank
you
We wouldn't be able to do what we do without the continued support & generosity of our members. TAUD would like to thank the following members & local businesses for sponsoring our Region Meeting program & providing door prizes for attendees:
region five Due to COVID-19 restrictions, this meeting was not sponsored and was only open to water contest contestants and judges. region six Kazmier & Associates, ADC, Wascon, and TN811 region eight ServLine, G&C Supply, ADC, Wascon, USDA RD, Waypoint Analytical, TN811, and Rye Engineering region nine JR Wauford, Wascon, ADC, Rye Engineering, Southeastern Tank, ServLine, Waypoint Analytical, and TN811
PICTURED: REGION 8 BTWC WINNER & JUDGES (L-R) Scott W illiams, Pat Riley, Michael Johnson of County W ide Utility District, and Joel Howard
region eight 06.3 0.2020 region leaders
contest judges
Michael Johnson & Randy Gregory meeting location
Discovery Park in Union City attendance
61
s y s t e m s e n t e r i n g the best tasting water contest
County Wide Utility District of Crockett County, Union City Water & Wastewater, Rutherford Water Department, Dyer Public Works, and Dyersburg Water System contest winner
TAUD Board President Pat Riley, Joel Howard of USDA RD, and Scott Williams, President and CEO of Discovery Park s p e a k e r s and presenters
Brian Harstine of ServLine, Dan Devane of Zenner USA, Jason Fryer of TN811, Brandon Orr of USDA RD, Bill Forrester of ETDD, and Bob Freudenthal, Kirk Smith, and Larry Lewis of TAUD. next meeting
Jay's Warriors fundraiser on October 8, 2020
County Wide Utility District of Crockett County 14
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region nine 06.25.2020 region leader
Scott Miller
meeting location
Greystone Golf Club in Dickson attendance
44
s y s t e m s e n t e r i n g the best tasting water contest
Water Authority of Dickson County, Centerville Water & Sewer, East Montgomery Utility District and Pleasant View Utility District
PICTURED: REGION 9 BTWC WINNER & JUDGES (L-R) War ner Taylor, Randy W ilkins & T im Head of East Montgomery Utility District, Pat Riley, and Dustin Dowdy
contest winner
East Montgomery Utility District contest judges
TAUD Board President Pat Riley, Dustin Dowdy of Southeastern Tank and Warner Taylor, Retired Director of Dickson Tennessee College of Applied Technology speakers
and
presenters
Ashley Richards of Wauford, David Callahan of Wascon, Mike Wetherington of ADC, Payton Spears of Rye Engineering, Jason Fryer of TN811, and Bob Freudenthal and Larry Lewis of TAUD. next meeting
September 17, 2020
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how to minimize emergency pipe repair DO U G RI S E DE N M UE LLER WAT E R PR O D U C T S
Water main breaks have an uncanny way of always happening at night, on weekends and during the holidays – or it seems that way anyway. While it would be great to have a glass ball to predict when these breaks happen, the reality is that emergency pipe repairs are a fact of life for utilities. How can we minimize their occurrence and make them less severe, shorten water off times that lead to closed businesses, frustrated customers and other negative consequences? 16
A sound approach is to look backward as we move forward, gathering information and data to help forecast when repairs and replacements are needed, and converting these emergencies into scheduled repairs. Here are some steps for gathering the information and data you need, recording it and assessing when repairs or replacements are needed. By following these steps, you are more likely to have fewer emergencies at nights or on weekends and holidays.
keep accurate records of previous repairs & installations It is critical to keep accurate records of previous repairs and installations to understand when and where breaks are most likely to happen. Establish best practices to keep records for every repair and new installation by sitting down with your crews to discuss the need for accurate record keeping. Employees who have been with your utility for a long time can offer all sorts of
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information and details about the original installations, such as when and where they took place. Recording this insight is invaluable as you never know how long they’ll be with your utility. You’ll also need to establish a way retain your information. There are many software solutions available that can keep these records and store them for future capital improvement projects (CIPs). Information gathering is critical – in fact, with fewer employees, it’s even more important to ensure information is shared. You don’t want to lose the knowledge the employees have, should they decide to go elsewhere. You may only have a homemade form to record information - it doesn’t matter. Write it down and use it to upgrade your data and utility maps.
keep track of new installations by other contractors
New construction seems to be going on almost everywhere. It could be something your utility is involved with or a new project where outside companies are doing the installation. These new assets will eventually be managed by the utility so it’s important to know everything about them. Before the first shovel goes in the ground, make sure the project meets all local, state and federal requirements. Inspect the final prints (i.e. the “as builts”) to make sure they are accurate. In most cases they will simply be another set of the original prints, so if there are changes ensure you have an engineer make those corrections on the final prints.
take photos & shoot video
I am a huge fan of photos and videos, before, during and after the project. Most smartphones can take great photos and shoot decent video. Take plenty of pictures and download them to your computer for future reference, particularly the details on a utility line that has become a part of your system. Organize these photos and videos by project, and use these to upgrade maps, order repair parts, and locate lines for when they need to be replaced.
assess & plan
How’s all this information going to help your utility? By taking all the information that you’ve gathered you can 3 RD Q U A R T E R
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answer the five ws (and how)
Your records should be able to answer the 5 Ws (who, what, where, when, why) & how. who
Who made the repair? Who were the crew members involved? what
What kind of repair was made (e.g. repair or replace, fixing a previous repair)? What kind of product was used (e.g. clamp, coupling)? What material is the pipe made of? where
Where was the repair made? Give exact locations or triangulate the location based on available information. when
What date and time was the repair made? Under what weather conditions (e.g. temperature) was the repair made? why
Why did the break occur (e.g. old pipe that broke due to age, another utility hit the line, product defect, ground movement)? how
How many times have we repaired a section of pipe? How old is the pipe? When in doubt, err on the side of more detail, not less!
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evaluate when repairs or replacements need to take place. If you note that you’ve been to a certain location several times recently, you should consider replacing that section of pipe. When you begin to gather data and information, you can list and prioritize repairs and plan for replacement projects. You may need to reschedule sections to replace because of the frequency of repairs for another section. If it’s a CIP project, it may require floating a bond or putting in a grant application. All of this information can help with project plans and preparations and obtaining the buy-in of stakeholders and your municipal council.
make repairs with the right products
While it’s great to plan repairs and replacements, you need to make sure that you have the right product on hand for any repair. While larger manufacturers like Mueller® can ship most emergency HYMAX® pipe repair products overnight, some products that need to be made to order require time to design and manufacture, so planning is extremely important in these cases. Make sure you have the right product on hand for emergency repairs. We’ve all been in that position at least once in our careers – the emergency arises, and we don’t have the product on hand to fix it. Be sure to order parts well in advance, and I recommend having at least two repair products on the shelf for each size pipe in your system. By building a good relationship with your supplier, they should be able to help you out when those emergencies arise.
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Planning ahead for repairs and replacements and having repair products on hand will help you change your emergency repairs to scheduled repairs. When you plan and prepare, repairs can be done according to your schedule and help to minimize emergencies. Doug Riseden, HYMAX Technical Support Manager for Mueller Water Products, has worked in the public utility field for over 25 years. His extensive experience with water and wastewater repairs and operations includes working for municipalities and private contractors and providing water services to the NATO-led security mission in Afghanistan as part of Operation Enduring Freedom.
TENNESSEE UTILITY NEWS
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TOGETHER
WE WIN Honoring water & wastewater employees across America
| VO LU M E 3 4 19 888.5 42 .85 61 • ADC- C HEM.COM • 821 WI L L I A M D. J ONE S B LV D. • FAY E T TE VI LLE, T N
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utility spotlight
five foundations of running your utility like a business
the
CHLOE POO L & K E NA HY E R S FIRS T UT ILIT Y D I ST R I C T O F K N OX COUNTY JIM M A RS H A L L & S AR A H C HA NDLE R J AC KS O N T H O R NT O N U T I L I T I ES CONS ULTANTS In 2011, the staff at First Utility District asked a question that over time changed everything about our organization. “Why aren’t we running First Utility District like a business?” The year prior, Bruce Giles assumed the role of General Manager, and he began to create contexts for our staff to reevaluate our processes and culture. We adopted an internal motto of “do the right thing” to drive every decision we made about our future. That conviction seeped into every corner of our organization, and as it did, we felt a deepening sense that our financial model needed to change. Why did we feel compelled to make changes to our financial 20
strategy? For years, First Utility District was structured on a debt-based model of financing our operation. In some ways, it worked for us; if we needed money, we went to the bond market. Yet, our new motto and culture drove us to think far more deeply about our organization, including our finances. We no longer cared about whether our financial structure could superficially support our operation. Instead, we began to ask questions like, “does our financial strategy allow us to be the most effective stewards of our resources? Does it enable us to create a thriving organization? Does it empower us to be reliable community partners? Most importantly, do
we feel proud of our financial strategy?” Those questions revealed a sobering reality: our debt-based model ultimately discouraged long-term planning as well as critical assessment of our financial decisions. Yes, we could borrow, but borrowing didn’t allow us to create the sort of organization we wanted to create for years to come. So, how can a utility of any size begin running their organization like a business?
develop a cash-based model
Relatively early on, we determined we needed a cashbased model for financing our operation. When non-utility businesses borrow capital, they borrow based on a calculation, weighing the debt accrued against the opportunity to increase their revenue long-term. They have a clear reason to borrow, because the debt is an investment in future revenue opportunities and financial stability. Yet, this principle of finance didn’t make sense in our context; utilities are not for-profit organizations. As such, when First Utility District borrowed capital, we accrued debt without any positive longterm outcome. The reality was clear: debt was not a strategic investment for us, and we began to treat it as our last option.
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build a culture of organizationwide buy-in
Many people are overwhelmed by the idea of transitioning to a cash-based model for financing their utility. They recognize that implementing such a model will require substantial changes in their organization in order to be sustainable. Not only that, they will need support from their Commissioners, City Council members, and key decisionmakers for the strategy to succeed. Every member of the organization must be committed to “do the right thing” for their districts, regardless of whether the changes are convenient or easy.
At First Utility District, we are blessed to have Commissioners who care deeply about our district. Before we could transition to a new financial model, we spent considerable time demonstrating how the new financial model would benefit our organization and our customers. Once our Commissioners were convinced the changes were necessary, they supported our efforts to make difficult but important changes. We also worked hard to show each member of our staff their role in implementing the new financial model. We truly believe each member of our team offers an equally valuable contribution to our organizational goals; we simply have different roles. Truly, our organization could not have implemented a new financial strategy without every person contributing to the changes. In keeping with that, we implemented regular capital meetings involving every department.
our financial decisions: we sought the good of our customers first and foremost, then our crews, next our supervisors, and finally our senior leadership.
cut spending & justify budget
As we moved forward with a new strategy, we immediately cut unnecessary spending. Utilities cannot function without some spending. With that said, we worked to cut back significantly on our spending and created clearer guardrails for financial decisions. One of the significant guardrails we implemented was a five-year capital budget. First Utility District has always utilized budgets in theory, but we wanted our new process to be different. We would create our budget collectively as a staff, and we would hold each other accountable to following it. We would no longer ignore overspending or a failure to spend allocated resources. We assigned project managers and held regular project updates to ensure our staff was on track to meet deadlines. Through these efforts, we created a culture of high trust and high responsibility in our spending. (continued on next page)
“you know who really knows what’s going on? the guys on the front lines every day.” bruce giles , general manager
We relied heavily on our staff for information to make financial decisions. We turned the traditional organizational chart upside down in as many ways as possible, including 3 RD Q U A R T E R
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plan long-term goals
In theory, most organizations believe that proactive strategies are better than reactive strategies. Yet, when we evaluated our organization, we recognized oversights in First Utility District’s long-term planning process. In order to improve that process, we needed to invest in two key areas: first, we needed to create a system for continuously creating longterm goals. Second, we needed to develop a better understanding of the true cost of our operation. Over time, we implemented regular strategic meetings to ensure we had a concrete plan for future initiatives. We also developed an asset management plan, which drastically improved our ability to plan for future expenditures. By utilizing our asset management plan, we could track the depreciation of assets, be far more disciplined in the maintenance of our existing assets, and procure the information we needed to plan for replacement of assets. Our planning became far more accurate. Once we began laying the foundation for longterm planning, we turned our attention to another long term goal, paying off our existing debt as soon as possible. We set meetings with our bond underwriters to determine a quicker schedule for paying off debt and eventually chose 2025 as our target date to be debt free. We felt the new date allowed us to complete our debt repayment at a quicker pace while avoiding undo financial strain on system investments.
rate increases & evaluation of additional revenue streams
As we began to pursue better financial stewardship, we challenged ourselves to think creatively about opportunities for additional revenue. On many occasions, small changes produced significant results. Of the many changes implemented, the most significant return on investment came from four key areas. We began by considering whether treating other streams of wastewater could provide a substantial revenue stream. Though it would require us to develop new processes, we felt the effort would be well worth the reward. Additionally, we partnered with SEDC to create greater efficiencies in our organization. Historically, we used several different software systems throughout our organization. We asked SEDC to help us create an integrated operating tool that would drastically improve our efficiencies. We also decided to bank locally in order to invest in our community. During the process of evaluating local banks, we discovered that our money could accrue significantly more interest than we previously anticipated. Yet, one of the most significant changes we made involved evaluating our rates. In 2009, we reached out to Jim Marshall with Jackson Thornton Utilities Consultants of Montgomery, Alabama and asked him to conduct a rate study for First Utility District. At the end of that study, we realized the tremendous benefit of having a 3rd party, independent consultant partner with us. Our management team decided to have Jackson Thornton Utilities Consultants conduct an annual rate study for the First Utility District staff. “The collaborative approach that we take with our clients and their Cost of Service Studies allows us to illustrate the following items for boards and councils: the overall financial strength of the utility; the potential existence of any subsidies between rate classes (residential, commercial, industrial, etc.); the fairness and equity of existing rate structures; the sufficiency of fixed revenue to offset fixed expenses;
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OPERATOR TRAINING NOW AVAILABLE ONLINE!
TAUD's Training Station has gone virtual! Visit taud.org to view a list of classes currently available. the current rate structure’s alignment with the utility’s financial objectives; and the strategy for implementing incremental rate changes to reach goals while preventing economic dislocation”, Marshall explains. We quickly realized that our rate was not covering our operational expenses. Historically, First Utility District only raised rates after multiple year periods, which led to very abrupt and noticeable rate changes. Because our rate increases were so sizable, we received significant negative feedback from our customers. Yet, as our team continued to work with Jim Marshall, we felt confident that gradual increases to our rate structure would be paramount to our financial success. We could not create a financially sustainable future for First Utility District without creating an appropriate and defensible rate structure. After some analysis, Jim and our staff determined that we needed to implement a 3% annual increase 3 RD Q U A R T E R
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to cover our financial needs. This increase allowed our staff to reinvest in our system and also avoided creating negative public perception. In fact, our customers rarely noticed the yearly change.
the outcome of running a utility like a business
Ten years ago, we began our journey of running First Utility District like a business. While it certainly required hard work and dedication, we feel so proud of what we accomplished. In 2018, we saw a very tangible result of our efforts: First Utility District became one of four water and wastewater utilities in Tennessee to receive a AAA rating by S&P. That same year, we were named a Top Workplace. We continue to see the fruit and culture shift that comes as a result of implementing better financial practices. Yet, when all is said and done, we do it for one reason alone: stewarding our finances is the right thing to do.
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care
to pick the right
benefits plan
MEL IS S A M C DO N A L D STAT E O F TN G R O U P I N SU R ANCE PR OGR AM Choosing a benefits plan can be one of the most challenging tasks agencies face. Decision makers frequently ask themselves, “Are we making the best use of the money we have for insurance? Will this decision be in the best interest of our employees? What if we make a mistake and pick the wrong plan?” Selecting a benefits plan does not have to be a stressful experience…if you just CARE – Comprehensive/Affordable/Risks/ Extras.
comprehensive
You might think “C” would stand for “cost.” And of course, it does. But there is much more to choosing a benefits plan. In this case, the “C” stands for comprehensive. 24
When researching employee benefits, experts tell you to look for a plan with options that cover a wide range of services. A comprehensive plan includes choices for health insurance carriers and networks. It should offer affordable costsharing options for office visits, necessary testing, surgeries, other hospitalizations and home health care. It might offer other benefits options such as dental and vision coverage as well.
With comprehensive plans like the State Group Insurance Program offers to local government agencies such as TAUD, there is something for everyone. The state’s Local Government Agency (LGA) Plan has two carriers to choose from -- BlueCross BlueShield of Tennessee (BCBST) and Cigna -- and with each carrier, the state offers four different health insurance options.
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Premier Preferred Provider Organization (PPO): Higher premiums - but lower out-ofpocket costs for your deductible, copays and coinsurance. Standard PPO: Lower premiums than the Premier PPO - but you pay more out-of-pocket for your deductible, copays and coinsurance. Limited PPO: Lower premiums than the other PPOs - but you pay more out-of-pocket for deductible, copays and coinsurance compared to the other PPOs. Local Consumer-driven Health Plan/Health Savings Account (CDHP/HSA): Lowest premiums - but you pay your deductible first before the plan pays anything for most services, and then you pay coinsurance, not copays. With the state’s program, each health insurance option has different cost sharing. Cost sharing is the employees’ outof-pocket costs for copays, deductibles, coinsurance and outof-pocket maximums. All LGA health insurance options cover the same services and treatments, but medical necessity decisions may vary by carrier. The lower cost plans may appeal to younger employees who don’t expect to have many medical expenses, as well as employees
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who want to plan for retirement. They may choose the Limited plan or a Consumer-driven Health Plan (CDHP) with a Health Savings Account (HSA). They will pay more up front if they have a serious illness or injury under one of these plans, but in many cases, they may decide it’s the best choice for them because it keeps their monthly premiums low. Local Government Agency Plan members also have a choice of networks of providers for medical care. For BlueCross participants, the choice is Network S. For Cigna participants, the choice is LocalPlus (LP) or Open Access Plus. Cigna’s Open Access Plus (OAP) is a much broader network, including the greatest possible choice of providers and hospitals across the state. Plan members who choose OAP pay a monthly surcharge, which is included in the premium. In addition, preventive care is a critical strategy in health coverage. Preventive care can help keep people healthier and health costs lower. Regular checkups and screenings can provide information to doctors that help them prevent or treat early stage illnesses before they become serious. The State LGA Plan covers adult and child annual physical exams, well woman visits and screenings for breast, cervical and colon cancer, as well as other age-appropriate screenings and
tests for members, at no cost as long as members and dependents use an in-network provider. Another important consideration while shopping for a plan is prescription drug coverage. Drug costs are the fastest growing expense for health plans. Most people agree that the best prescription drug coverage provides a large drug list, or formulary, at reasonable costs. Besides 30-day prescriptions, the best plans include options for filling 90-day prescriptions at a pharmacy and for receiving prescriptions by mail. A broad range of drugs should be covered, and there should be access to local pharmacies in addition to the major chains. All of the State LGA Plan healthcare options include
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comprehensive prescription drug benefits. The health plan chosen determines the out-of-pocket copay or coinsurance prescription costs. How much one pays will depend on if the member chooses a generic, preferred brand, nonpreferred brand or specialty drug (called tiers) drug, and whether the prescription is for a 30-day or 90-day supply. State LGA Plan members save money using the Maintenance Drug Program by filling medications they take regularly in a 90-day supply at a reduced cost – the same copay as a 30-day supply. Examples of maintenance drugs include those for high blood pressure, coronary artery disease, congestive heart failure, diabetes (insulins, oral meds and other injectables, plus needles, test strips and lancets), depression, statins and asthma/chronic
obstructive pulmonary disease (COPD).
affordable
Cost is always a factor, no matter what product or service one is evaluating. When choosing a benefits plan, however, it should not be the only factor considered. Equal attention should be given to what a plan provides, as detailed above.
With that said, the State Group Insurance Program’s Local Government Insurance Committee approves premiums necessary to fund the plan operations. They are driven by the mission to deliver comprehensive, affordable, dependable and sustainable benefits. Nationally, the average rate of health care plan increases is about 7%. By comparison, the
Tennessee State Group Insurance Program’s Local Government Plan has only averaged about 3% over the last 10 years. Changes in market conditions often prompt rate increases. Serious illnesses that occur in small agencies can also drive up rates. Benefits Administration recently heard from the director of a small agency that is facing a 10% cost increase from their current provider for 2021 – on top of a 14% increase last year. Combining the effect of the both increases, that represents more than a 25% rate increase in just two years! By comparison, the State Group Insurance Program LGA Plan had no increase in 2020, and is raising rates for local government agencies by just 5.4% for 2021. It’s also important to note that there was no increase to the state LGA plan’s rates in three of the last six years. The State Group Insurance Program’s Local Agency Plan remains strong and is backed by the State of Tennessee.
risks
There’s an old adage that says, “There’s safety in numbers.” This is certainly true in health insurance coverage. Serious illnesses that occur in small agencies often significantly drive up rates. Another small agency director recently reported that her employees were facing a
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Women in Water is a professional networking group dedicated to women actively employed in the water and wastewater industry. Our mission is to develop and mentor young female professionals by facilitating their involvement on research and technical committees, engaging members in networking events, seeking additional opportunities for further education, and promoting the water and wastewater industry in local communities.
Contact Us! admin@womeninwater.us | VO LU M E 3 4
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Women in Water is an initiative of the
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plan, behavioral health services are provided. They include treatment for substance use, and treatment or care received on an inpatient or outpatient basis, either in a hospital, an alternate facility, in a provider’s office or by virtual visit. The state plan also offers an Employee Assistance Program (EAP), which provides help with legal, stress, financial, mediation and work/life services. EAP provides immediate, confidential services administered by master’slevel specialists. These services are available to plan members, in-person or by virtual visit, 24 hours a day, seven days a week.
30% premium increase after an employee’s covered spouse had fought a serious illness! This is not an isolated occurrence. It is something that happens to agencies because their employee groups, or risk pools, are often small. By contrast, local government members of the Local Government Agency Plan share their risk with all members in the plan statewide – around 26,000 covered lives. If a serious illness or injury occurs in your group, and you’re part of the state plan, this large risk pool may help keep you from paying large rate increases that could follow a large claim. It’s protection smaller groups cannot get. By the way, the agency facing the 30% 28
increase from its old carrier is now a member of the State Local Government Plan.
extras
Another question to ask when considering a health benefits plan is what you receive in addition to basic health coverage. For instance, the State Group Insurance Program offers a Wellness Program that allows members to access a health assessment, and coaching support (online personal or group coaching, or by phone) for disease management programs such as asthma, diabetes, congestive heart failure, coronary artery disease and chronic obstructive pulmonary disease. For those enrolled in the health
Telehealth is another medical benefit offered to members and dependents. Providers are available 24 hours a day, seven days a week, including nights, weekends and holidays by phone, computer or tablet. Telehealth can assist with minor medical issues such as allergies, asthma, bronchitis, earaches, pink eye, etc. For Telehealth, there’s a small co-pay of $15 for PPO members, or the plan’s negotiated rate for CDHP members, but it’s much less than a trip to the emergency room if that is the only other option during non-working hours. Benefits Administration has a dedicated call center to help answer enrollment and other questions by phone, chat or online, and our insurance carriers also provide call center support to help answer our members’
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benefits questions. New member agencies are assigned a personal Education and Outreach Specialist who assists them in training, enrolling employees and answering any questions that may arise. Benefits Administration’s call center consistently receives a satisfaction rating of 95% or higher from customers. In June, the center received a 98% satisfaction rate. The vision of the State Group Insurance Program is, “Healthy members. Peace of mind.” It is our goal to provide comprehensive plan options that meet or exceed the expectations of our members. You take care of your communities. Let us take care of you. To get more information or a premium quote, contact me at Melissa.McDonald@tn.gov. Melissa McDonald is the Local Agency Outreach Director for the State of Tennessee's Group Insurance Program Benefits Administration, Department of Finance & Administration
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utility spotlight
cud marks milestone in fire protection
BRETT M CA R DL E CO N S O LI D AT E D U T I L I T Y D I S T RI CT Consolidated Utility District recently surpassed 5,000 fire hydrants the water utility services within its distribution system. This number is significant in terms of water availability for the county’s fire departments. “Our 5,000th hydrant is located on the corner of Conhocken Court and Alta Lane,” said CUD Water Quality Foreman Mark Lee. “It’s a big number in terms of what it means for the county’s growth and its needs. For each hydrant, our department runs flow tests, assigns a number, and paints the new hydrant after it has been released by the inspector or installed by our Maintenance Department.” “When we flow test a fire hydrant, we ensure the hydrant opens and closes properly, we inspect the caps and safety chains, and ensure the hydrant is painted the proper color. We also repaint older fire hydrants when our schedule permits.” The Capital Improvement Plan (CIP) approved by CUD’s Board of Directors and implemented by the management and engineering staff further improves water availability with additional fire hydrants and further reduces the number of Class C (red top) fire
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PICTURED: CUD's 5,000 t h fire hydrant, located at the cor ner of Conhocken Court & Alta Lane in Mur freesboro.
hydrants in the system which offer the lowest output of gallons per minute. The CIP will fund installation of fire hydrants on existing lines that can now or will be able to support hydrants due to infrastructure upgrades in areas such as Manchester Highway and Rocky Fork Road. Over the past several years Consolidated Utility District has built a strong working relationship with Murfreesboro Fire Department, Smyrna Fire Department, and Rutherford County Fire and Rescue, which has paid dividends through more accurate water loss reporting, locating cross connections, and reporting water theft. The number of hydrants placed within the county TENNESSEE UTILITY NEWS
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has grown dramatically dating back to the mid1990s when each year saw more than 100 new hydrants installed. 2005 and 2006 represent the pinnacle for hydrant placement with 473 and 414 units, respectively. Since then, most years have seen between 102 and 304 hydrants installed. Most fire hydrants within the district are installed by developers as part of new subdivision construction. The district only installs fire hydrants except as part of a main line construction project, where they are used in testing and flushing of the new line, or when purchased by customers for installation at a specific location. CUD must review each application and determine whether the required fire flows can be satisfied. If the district determines the water distribution system can support installation at the proposed location, the Tennessee Department of Environment and
F O L LOW TAU D ! @ t a u d wa t e r
tennessee a s so c i at i o n of utility districts Conservation must also approve the proposed installation. Once state approval is obtained, the new fire hydrant is installed by CUD in approximately 4-6 weeks or as scheduling allows.
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utility spotlight
responding to the pandemic MAR C U S H A R P E R CITY O F LEB ANO N
PICTURED: The City of Gallatin's water treatment plant, where six operators volunteered to quarantine during March & April 2020 in order to ensure water quality & safety.
2020 has been an unusual year to say the least, right? Actually, there are several other words that one may use in lieu of unusual to describe 2020. Scary, inconvenient, awful, or trying. If you are an optimist no matter what, you might say it has been full of opportunity, a time of learning, or a time of selflessness. Nevertheless, I wanted to take the opportunity to put pen to paper so to speak and highlight the genuine goodness of the professionals in our industry. There are so many things we consider precious in life, but none quite as precious as our
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water. I fully intend for this to include water and wastewater professionals alike, in any aspect of the profession, however, I will be focusing on a few water treatment plants in the Middle Tennessee area because that’s where I live and that is my chosen field. I reached out to the Operators in Responsible Charge (ORCs) with the cities of Lebanon, Gallatin and Portland and posed an open-ended question: what, if anything, did you change for your staff in order to cope with the COVID-19 pandemic? All three cities were happy and proud to
share details of what changes they made in order to have an adequate amount of staff, a healthy staff, all the while maintaining the same level of quality and quantity of water as they did before the pandemic. The City of Lebanon's plant, managed by JC York, decided to reduce risk and lessen exposure of the staff by minimizing the amount of contact the staff had with each other. Essentially the whole staff was reduced from 40 to 32 hours per week and in doing so, the times where the plant would normally have 2 person teams was reduced to one
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2020
NE
W
DA TE
tournament Join us this fall as we celebrate the 10 trail anniversary of TAUD's Tournament Trail!
S!
th
East TN
cash prizes!
F R I D AY, O C T O B E R 2 ND Watts Barr Reservoir Lake Bass Challenge William B. Ladd Park & Boat Launch Powered by Southeastern Tank
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F R I D AY, O C T O B E R 2 3 RD Old Hickory Lake Big Bass Challenge Bull Creek Recreation Area Powered by J.R. Wauford & Co.
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If you were registered for a Spring 2020 tournament & are unable to participate in the rescheduled tournament, you may request | VO LU M E 3 4 a full refund of your team’s registration fee. Contact Tournament Director Kirk Smith: 615.243.6490 / kirksmith@taud.org
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person. They had one employee in training as an operator and they extended his training time on day shift in order to not have two employees on the same off shifts. The two chief operators typically only work together on Wednesdays and they began alternating Wednesdays off in order to reduce staff that day. The entire staff was encouraged to stay home if they were experiencing any symptoms and get tested as soon as possible. Other than the scheduling changes, Lebanon staff was strongly encouraged to simply follow the CDC guidelines recommended for everyone. The abbreviated work week was suspended when city management allowed for normal work schedules to be resumed. While there is always room for improvement, ultimately they believe their efforts were successful. Had the situation worsened or staff members test positive, the ORC purchased bedding and supplies that would have allowed for extended stays at the plant. With all the uncertainty in the beginning, Lebanon also ordered necessary chemicals earlier than normal and kept a close check on generator fuel levels. The City of Portland Chief Operator Tim Suddarth has a staff of seven at the treatment plant, including himself. Portland also created an
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alternative schedule in order to limit the amount of interaction among staff, but still achieve all of their daily treatment responsibilities. Portland came up with a few out-of-the-box ideas that I’m excited to share. Regarding scheduling, they devised what they logically called the “RTR” group, which stands for ready to respond. If you were not working regular hours then you were on the RTR group, and that meant you were being compensated to stay home and be ready to respond to an emergency. The most concerning emergency would have been a fellow coworker getting infected. Portland also instituted strict disinfection/cleaning guidelines along with a temperature check protocol. If all staff had tested positive, the plan was for the three least symptomatic
employees to quarantine themselves at the plant for a 14-day period. To prepare for that possibility they also purchased bedding and food. Another unique idea that Tim Suddarth implemented was the concept of “Pandemic Response Plan" which functioned much like the “Vulnerability Assessment Plan” that we all had to develop following the attack on the World Trade Center. Tim believes a “Pandemic Response Plan” will also be a required plan that may require some future training classes and or templates. How Portland was cleaning and disinfecting all community property was right on point with all CDC standards. As minute as it may sound, Portland issued employees their own writing (continued on page 37)
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NOW IS THE TIME TO ACT
Get Started on Your Water Utility Construction Project Do you have a Water Utility Construction Project? Now is the time time to act! Rates are at an all time low, and with the current pricing being opportunistic and taking action can result in benefits not only for yourself but for the customer as well. Consider the below items that detail positve reasons to act now that you can present to your governing body.
• Interest rates are at an all-time low. • More project contractors are available, increasing the number of bids, potentially lowering project costs. • Fuel costs are low, lowering pipe related costs. • Most material costs for projects are down. • Shipping costs for many have decreased. • Road and water projects are easier to schedule due to decreased volume in traffic. • Low construction costs and available contractors are not guaranteed to last.
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Tennessee Utilities Political Action Committee What is TUPAC?
Tennessee Utilities Political Action Committee (TUPAC) is a multi-candidate political action committee organized to raise funds and make contributions to candidates running for public office. Funds donated to TUPAC serve as contributions to the campaign funds of candidates who support the legislative initiatives and agendas of Tennessee's water, sewer, and natural gas utilities.
How are contributions used?
TUPAC makes campaign contributions to persons who are candidates for seats in the House of Representatives and Senate of the Tennessee General Assembly who have been or will be supportive of TAUD positions on legislation of interest to TAUD members. Among other considerations, TUPAC makes contributions to legislators who serve on committees which handle legislation of importance to TAUD and makes contributions based upon the recommendations of TAUD lobbyists. While TUPAC can make a contribution to any candidate running for an elected position in Tennessee, TUPAC usually limits its contributions to candidates for state legislative offices. Contributions are used to cover any expenses incurred in TUPAC’s fundraising activities.
Why should I contribute to TUPAC?
Almost every year TAUD introduces one or more bills to further the interests of TAUD members. Over 3,000 bills are introduced during each two-year legislative session. Several of these bills can affect utilities, their board members, and employees. TAUD closely follows each bill of interest and works side-by-side with legislators to get bills passed, amended or withdrawn. TAUD’s efforts are greatly enhanced with the support of key legislators to whom it provides financial support. Through the funding provided by TUPAC and the efforts of TAUD members, the General Assembly sees TAUD as an important stakeholder in any proposed legislation affecting Tennessee's utilities.
Who is eligible to make contributions?
All utility board members, managers, and employees are eligible to make contributions to TUPAC from personal funds. No utility funds from governmental utilities can be used to make contributions. Associate members who are corporations or limited liability companies may make contributions to TUPAC with company funds. TUPAC is required by law to periodically report contributions received to the Registry of Election Finance. TUPAC must disclose certain information about contributors donating more than $100 during a reporting period. For the purpose of reporting, all contributions made during a reporting period are cumulative.
When and how can I contribute to TUPAC?
Contributions can be made at anytime, but TUPAC encourages contributions be made in the early fall to give it sufficient funds to make contributions to candidates before the beginning of the legislative session each January. TUPAC raises funds each August during the TAUD Business of Running a Utility Conference by sponsoring the TUPAC Golf Tournament, Trap Shoot and Silent Action. The net proceeds from these events benefit TUPAC. A utility may encourage its employees to make contributions to TUPAC by deducting small contributions from each paycheck which the utility will forward to TUPAC.
For more information, call (615) 896-9022 or visit www.taud.org/legislative/tupac.htm.
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utensils in order to minimize possible transmission of germs. I thought that was fantastic. That small but rational thought had never crossed my mind. How many times do we just use the pen on the clipboard or by the computer when we jot down our notes and test results not thinking of how many people have touched it? The Chief Operator of the City of Gallatin’s plant, Bennie Baggett, quarantined himself and five other employees on the plant property for roughly six weeks. Bennie began living on site on March 20th, but by April 5th he had five other volunteers join with him to ensure that daily operation functioned as usual. The number of positive cases in Sumner County was increasing daily, so Gallatin staff decided to isolate themselves within the plant. They had only minimal contact with their families and friends. Although Bennie would go out routinely to collect his water samples, the other five utilized Zoom and other methods of staying connected with their loved ones. The six person crew received an abundance of support from the community. They had several people bring meals and desserts to show their appreciation. Even Holly, the German Shepherd that stays on the plant grounds, received a wonderful gift basket. The City of Gallatin’s crew definitely went above and beyond in order to fulfill their responsibilities and ensure the plant ran smoothly. I was really appreciative of all three plant managers being so open and willing to share their experience. Lebanon and Portland had very similar strategies: reduce staff interactions, stock up on chemicals,
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PICTURED: (opposite) Lebanon's water treatment plant; (above) Gallatin's quarantined operators (L-R) Tommy Everett, Liana Dranes, Alan Freiber ger, Paul Hughes, and Jerry Alexander (seated). Chief Operator Bennie Baggett is not pictured.
follow CDC and state guidelines on reducing transmission risk, plan for employees needing to stay on-site, stay home if sick, and having a written plan to share with everyone. The City of Gallatin however took a more extreme approach and decided to isolate themselves from the outside in order to minimize the risk of infection and protect the supply of drinking water. As the data indicated, some areas had more cases, others had higher death rates, while other areas had very little infection. The small Town of Hartsville, for instance, had a staggering amount of cases because so many inmates in the prison were infected. Each water system seemed to use the best available data in order to tailor their individual plans to deal with the pandemic, and the level of commitment and professionalism in each case is commendable and worthy of recognition. I would like to thank JC York, Tim Suddarth and Bennie Baggett for their hard work, and leadership.
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internal control policies for utilities BOB A D A M S , C P A, C G M A BL A N K EN S H I P C PA G R O U P, P LLC
state legislature has mandated internal controls for utilities
As of June 30, 2016, all local governments in Tennessee should have their internal control policies and procedures developed, in writing, and in place. Local governments include cities, counties, utility districts and utility authorities. Under Section 9-18102(a) of Tennessee Code Annotated, local governments are required to establish and maintain internal controls that provide reasonable assurance that its:
(1) Obligations and costs are in compliance with applicable laws; (2) Funds, property, and other assets are safeguarded against waste, loss, unauthorized use, or misappropriations; and (3) Revenues and expenditures are properly recorded and accounted for to permit the preparation of accurate and reliable financial and statistical reports and to maintain accountability over the assets.
While internal controls should already be in place, some local governments are beginning to receive audit findings for their failure to establish internal controls. The State of Tennessee Local Government Audit Manual now prescribes that auditors should develop a finding for local governments that have not developed and documented their internal control policies and procedures. Designing internal controls may be a low priority for a utility and may be take a back seat to competing priorities such as the preparation of annual budgets and addressing the organizational impact of the recent COVID-19 pandemic. The development of internal controls takes effort and may put some people to sleep. Nevertheless, the failure of internal controls fail can be a nightmare for
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Pellissippi State Community College Can I work full time? Yes. The Water Quality Technology cohort program is specifically designed for people working full-time, offering a mix of traditional evening classes, some fasttrack classes that may be completed in 5, 7 or 10 weeks and some online courses.
What is Prior Learning Assessment? Through Prior Learning Assessment, you may be able to earn academic credit for the knowledge you gained outside a traditional academic environment. Credit may be earned for life experiences, a former career, employee training, military service, independent study or even volunteer work.
Water Quality Technology Cohorts What is a cohort? A cohort is a group of students following the same schedule and progressing through a degree program together. A cohort schedule follows a predetermined course sequence and class schedule, so the students and faculty know the time and date of each class, from beginning to end of the program. Accelerated pathway cohorts serve an additional role, allowing part-time students to earn a degree more quickly, thanks to shorter-length courses. Peer support is invaluable whether you’re tackling a new concept or trying to complete a degree. Working together and earning a degree together is a win-win for everyone.
Water Quality Technology Program Schedule, Spring 2020: • WTRQ 1001 - Orientation to Water Operations
How do I apply? 1. Complete Pellissippi State admission application at www.pstcc.edu/admissions 2. Complete 2019/2020 FAFSA at fafsa.ed.gov 3. Complete TN Reconnect application at www.tnreconnect.gov 4. Contact Brock Evans to register for cohort advising or any questions you might have.
What about Certifications? Classroom instructional materials align with those used for state-level certifications, so graduates from this program will be prepared for state-level certification in water and wastewater treatment operations. Once the student passes the exam, they become certified operators in water treatment or wastewater treatment.
Contact: Brock Evans Btevans@pstcc.edu 865.226.9245
• WTRQ 1210 - Regulations & Compliance • WTRQ 1410 - Water Facilities & Maintenance
This material is based upon work supported by the National Science Foundation under Grant No. 1800789. Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation.
PSCC 319120625
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apply by
april 1
$2,000
schol arships avail able Each year, in conjunction with TAUD, the Tennessee Utility Education Corporation (TUEC) Scholarship Program offers a one-year scholarship in each of the three grand divisions of Tennessee. They are awarded to students intending to major in a field related to operations of a public utility at an accredited college or university. The recipient must be a dependent child of a full-time employee of a TAUD member or a TAUD governing board member or, the recipient must be employed by a TAUD member. Under certain circumstances, applicants that are the dependent child of a part-time employee of a TAUD member may also be considered. Each applicant’s ranking will be based on leadership responsibilities, awards, honors, academic record, career goals and financial need. The recipient must intend to study a major which is related to or can be used by the student in the operations of a public utility.
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a utility.
nature of an internal control system
Internal control is a process developed by the utility’s governing board and management to provide reasonable assurance that the utility’s objectives will be achieved. The utility’s governing board and management develop and maintain documentation of its internal control system. Effective documentation assists in management’s design of internal control by establishing and communicating the who, what, when, where, and why of internal control execution to utility personnel.
The internal controls of a utility will depend upon the nature of the utility (municipal, county, utility district or utility authority), the size of the utility, and the complexity of the utility’s operations. For a utility, a consideration of the following sample of questions and best practices are not very time consuming but can be extremely effective in establishing a utility’s internal controls system.
designing the utility’s internal controls
The utility’s written set of internal controls should address these five components: Control Environment, Risk Assessment, Control Activities, Information and Communication, and Monitoring.
control environment
Measure Every Drop…
Bill Every Drop...
VISIT OUR WEBSITE: www.united-systems.com
AMR / AMI | SOFTWARE | WATER LOSS
Will Taylor (615) 388-4877 Region Manager, South willt@united-systems.com
Provide a conflict of interest form for key members of management and board members to complete and sign on an annual basis which gives them the opportunity to disclose any potential conflicts of interest. Communicate with all employees annually on the procedures to follow if they become aware of a conflict of interest. Consider having a conflict of interest policy in the employee manual and have all employees sign an acknowledgement form that they have read and reviewed the employee manual.
The foundation for an internal control system. Management establishes “the tone at the top” regarding the importance of internal control and expected standards of conduct
Review operation manuals or similar process documentation and include references to control procedures when applicable to the described functions.
Questions to consider: How does your organization identify conflicts of interest?
Find opportunities as financial leaders to reinforce these control procedures when such arise.
Are there written policies for control procedures that all employees are aware of? Best practices to consider: 3 RD Q U A R T E R
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Assesses the risks facing the organization as it seeks to achieve its objectives The governing board and management of the organization identify threats that could cause failure in meeting the objectives of the utility. Questions to consider: Does the organization have sufficient controls to ensure significant loss does not occur during the year? Has senior management and the board assessed what types of fraud which could occur and the fraud risk factors involved? For example, what is the risk the organization’s policies are not consistently followed for checks, purchases on a credit card, and electronic funds transfers?
Best practices to consider: Set a risk threshold (example $10,000) and ensure that surety bonds and/or employee dishonesty insurance policies are purchased to minimize the organization’s exposure should a significant loss occur.
For potential cyber-attacks, consider having a plan of action of how the organization would operate financial systems, including billing and collections, if the organization’s electronic data were unavailable for a period of time.
Identify where breakdowns in internal controls could expose the organization to significant fraud risk. For purchases on a credit card, assess the likelihood that purchasing policies are not followed and that the credit card purchases
are being used as an avenue to bypass the organization’s purchasing policies. For electronic funds transfers, what is the likelihood that approvals are not documented by the same individual(s) who sign checks, or even worse reconcile or record accounts? Additionally, if you request a list of cash disbursements to review, what the likelihood is that certain transactions such as electronic funds transfers have been excluded from the list.
control activities
The actions management establishes through policies and procedures to achieve objectives and to respond to risks in the internal control system. Actions established to achieve objectives and respond to risks, including the segregation of duties. Questions to consider: Does the organization have the job duties of employees who handle funds documented? Does the organization have proper segregation of duties on non-recurring revenues such as tap fees? What controls are in place to detect potential management override?
Best practices to consider: Have a matrix of job duties for key accounting and financial functions documented. The Tennessee Comptroller of Treasury, Division of Local Government Audit, has some great checklists on their website that can be downloaded and easily tailored to your organization.
Develop a process where tap installation sheets prepared by the person installing the tap are periodically reconciled to the cash collections for tap fees. Have someone independent of the cash collection process perform these reconciliations.
Make sure there are systems in place to detect, or report management override of controls.
information & communication
The quality of the information management and 42
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personnel communicate and use to support the internal control system. Management is responsible for developing and providing internal and external information which supports the internal control system and validates its existence. Questions to consider: Are the written internal control policies available to the board, management, and team members who have roles in the internal control process? If breakdowns in internal control processes have occurred, how are they communicated to senior management and the board?
Is financial information provided to the governing board on a periodic and timely basis? Is there a process to inform the board of how adjustments (for example, annual audit adjustments) have impacted the current and prior set of financial reports?
Best practices to consider: On a periodic basis, provide a copy of the internal control policies and any other relevant documents such as a segregation of job duties matrix to personnel involved in the internal control process. Ensure there is a process in place where all team members have the opportunity to communicate breakdowns in internal control to senior management and the board. Set a goal or policy in writing of how often the financial information will be provided to the board and the due date of the information.
Inquire with the preparer of the financial information how adjustments including adjustments to amounts reported in previous months flow through the financial reports presented.
findings of audits and other internal/external assessments Questions to consider: Is there a process to determine if existing internal policies are being followed? Based on external audit reports, other reports from external agencies, feedback from customers, and interviews with employees consider whether revisions to existing internal control policies should be considered?
Best practices to consider: Based on where the organization views the biggest risks, develop a testing plan and perform periodic tests on key internal control processes such as review of credit card disbursements to ensure policies are being followed. Consider performing these tests internally throughout the year and before the annual independent audit.
Review audit findings and recommendations and consider if the internal controls document and/or risk assessment should be updated. Solicit feedback from employees, management, and the board on a periodic basis to see if they have any recommendations for improvement.
In closing, please note that written internal control policies should be consistently maintained and updated on a periodic basis to ensure your organization is keeping up with technology and the ever changing landscape. When written and implemented effectively, internal control policies can be fundamental tools, instead of perceived barriers, effective in helping an organization meet its goals and objectives.
Monitoring
Activities management establishes and operates to assess the quality of performance over time and promptly resolve the findings of audits and other reviews. Assess performance of controls and resolve
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upcoming training
Classes listed occur while this issue is current. For more information or to register for any of these classes, please visit www.taud.org or call Ali Hite, Education Assistant, at (615) 900-1000.
BLOUNTVILLE
johnson c it y f ir e h al l | 1 0 6 g ray com mon s c r. 9.16 9.17
Confined Space Trench Excavation Competent Person
6 hrs. Any 6 hrs. DS/CS
JACKSON
jea t rain ing c en t er | 3 2 0 hw y 4 5 b y -pass 9.9
TOSHA Basic Safety for Utilities
6 hrs. Any
KNOXVILLE hal lsdal e-p ow el l u t il it y dist r ict | 3 7 4 5 cun n ing h a m r d 9.1**
Get complete information & register online at www.taud.org. Choose “Training”, then “List View”, or select a specific category: W A TER T R EA T M E N T D I STR I B UTIO N W A STEW AT E R C OL L E C TIO N CE R T I F I C A TI O N P R E P C ON F E R ENCE S B A C K F L OW TR A IN IN G SA F E T Y
Cross Connection Basic
6 hrs. Any
LEBANON
jame s e. war d ag c en t er | 9 2 5 e. badd o ur pkw y.
9.22 Operator Expo 6 hrs. Any
LENOIR CITY
l enoi r c it y c en t er | 7 6 9 8 c r eekwo od par k blv d. 9.17
Arc Flash/Electrical Safety Training
6 hrs. Any
KINGSPORT
pe t dai ry b uil ding | 1 1 1 3 kon n ar o c k r d. 10.20 Cross Connection Renewal 10.21** Cross Connection Basic
6 hrs. Any 6 hrs. Any
MARYVILLE
al coa wat er f ilt rat ion pl an t | 3 0 2 sa m ho u st on s c ho ol r d. 9.30** Membrane Water Treatment
12 hrs. WT
N A T UR A L G A S C OM M I S SI O N E R MU N I C I PA L UTI L I TY O F F ICIA L
Fees vary depending on class
Members Non- Members 44
MEMPHIS
ml gw t rain ing fac il it y | 4 9 4 9 ral eig h -l ag rang e r d 10.6 Cross Connection Renewal 10.7** Cross Connection Basic
6 hrs. Any 6 hrs. Any
$85-$360 $90-$720 TENNESSEE UTILITY NEWS
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class length 2 days (*) 3 days (**) 4 days (***) 5 days (****)
questions? 615.900.1000
MURFREESBORO
taud t rain ing stat ion | 840 commer c ial ct.
9.8 Cross Connection Renewal 6 hrs. Any 9.9** Cross Connection Basic 12 hrs. Any 9/15 Intro to Variable Speed/Frequency Drive 6 hrs. Any 8.18 Intro to Pumps & Motors 6 hrs. Any 8.19 Chemical Feed Pumps & Motors 6 hrs. Any 8.20 Emergency Pumps & Motors 6 hrs. Any 8.24**** Fundamentals of Wastewater Treatment 12 hrs. WW 9.22* Water Loss 12 hrs. WT/DS 9.24 Water Quality After the Meter & Customer Complaints 6 hrs. WT/DS 9.29 TOSHA Basic Safety for Utilities 6 hrs. Any 9.30 TOSHA Health Hazards for Industry 6 hrs. Any 10.6** Practical Math for Distribution Operators 6 hrs. DS
WEBINARS
he l d v ia z o om. com |
v i si t taud.or g t o r eg ist er
8.24**** Fundamentals of Wastewater Treatment 8.24 Cross Connection Renewal (classroom portion) 8.31**** Fundamentals of Water Distribution 8.31**** Fundamentals of Water Treatment 9.15 Cross Connection Renewal (classroom portion) 9/15 Intro to Variable Speed/Frequency Drive 9.16 Confined Space 9.17 Trench Excavation Competent Person 9.23 Water Treatment - Block A 9.23* Water Treatment - Blocks A & B 9.24 Water Quality After the Meter & Customer Complaints 9.25 Water Treatment - Block B 10.6** Practical Math for Distribution Operators 11/2** Collection System Cram Session 11/2** Distribution System Cram Session 11/2** Water Treatment Cram Session 11/2** Wastewater Treatment Cram Session
12 hrs. 6 hrs. 6 hrs. 12 hrs. 6 hrs. 6 hrs. 6 hrs. 6 hrs. 3 hrs. 6 hrs. 6 hrs. 3 hrs. 6 hrs. 6 hrs. 6 hrs. 12 hrs. 12 hrs.
*a l i s t e p h e n s @ t a u d . o r g
WW Any DS WT Any Any Any DS/CS WT WT WT/DS WT DS CS DS WT WW
due to covid -19, classes & locations are subject to change . Registrants will be notified should changes occur.
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operator SE PT expo j a m e s e . wa r d a g c e n t e r 945 e . b a d d o u r p k w y l e b a n o n , t n
OPE R AT OR INF O
Sept 21st Sept 22nd
3:00 - 5:00pm 7:30 - 8:25am
To receive Continuing Education credit, you must arrive no later than 8:30am cst, attend three demonstrations which apply to your license, as well as the Rules & Regulations Update, and submit a completed CE form after the last session. Everyone must attend the full day (8:30am-3:30pm) in order to receive CE. No partial credit will be given.
join us! ta u d ’ s b i g g e s t e v e n t of the y e a r !
Focusing on operators, plant supervisors and managers, this exhibition offers live demos and hands-on displays while also providing attendees an opportunity to meet vendors and learn about the latest services, supplies, tools, and equipment available to our industry today.
HOTEL INFO
We encourage you to make reservations early as room blocks will fill up quickly.
TA U D R O O M B L O C K S
Rates include hot breakfast. Mention TAUD when booking to receive the discounted rate. comfort suites
$11949 (queen) 615.443.0027 $12949 (king)
holiday inn express $119
615.994.3225
OTHER AREA HOTELS Please call for rates & availability.
V E N DOR INFO
Sept 21st Sept 22nd
12:00 - 5:00pm 6:00 - 7:15am
Registration for two includes a table (6') and two chairs at each booth. Access to water & electricity is available, however you must indicate if you need either on your registration form. Please bring your own hoses, extension cords & tablecloths, if desired, as booth tables are provided uncovered. 46
fairfield inn
615.470.2224
laquinta inn
615.470.1001
sleep inn & suites
615.449.7005
econo lodge
615.444.1001
days inn
615.449.5781
hampton inn & suites
615.443.3445
questions? 615.896.9022 ¡ taud@taud.org TENNESSEE UTILITY NEWS
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o p e r ato r e x p o
j a m e s e wa r d a g c e n t e r · l e b a n o n
SE PTE MBE R
u t i l i t y r e g i s t r at i o n
o r r e g i s t e r o n l i n e at w w w . ta u d . o r g
please make copies of this form for more than 4 registrants
circle t - shirt size for each registrant t-shirts only guaranteed if registered by aug 28 registrant 1
registrant 2
registrant 3
registrant 4
S M L XL
2X
3X
S M L XL
2X
3X
S M L XL
2X
3X
S M L XL
2X
3X
u t i l i t y / c o m pa n y mailing address city
s tat e
utility phone number
zip
p o i n t o f c o n ta c t e - m a i l
registration feesn umber of registrants
total due
$85
(by june 30) x______
$________
$95
(by august 28) x______
$________
(after august 28) x______
$________
$125
all meals will require a ticket & you must be registered in order to receive meal tickets. no exceptions! payment information Please send payment information or check to: TAUD · P.O. Box 2529 · Murfreesboro, TN 37133 Fax: 615.898.8283
payment enclosed
e x p . d at e
card number
name on card
billing address
please invoice
amount due
s i g n at u r e
zip
email for receipt
Please make checks payable to TAUD. If preferred, you may pay by Master Card, American Express, Discover or Visa. Only provide your credit card information on forms that are to be direct mailed or faxed. WE CANNOT ACCEPT credit card information on forms that are submitted via email, even if sent as an attachment. 3 RD Q U A R T E R | VO L U M E 3 4 47 No refunds will be issued for this event. Substitutes are always welcome.
o p e r ato r e x p o
j a m e s e wa r d a g c e n t e r ¡ l e b a n o n
SE PTE MBE R
v e n d o r r e g i s t r at i o n
o r r e g i s t e r o n l i n e at w w w . ta u d . o r g
circle t - shirt size for each registrant
please make copies of this form for more than 4 registrants
t-shirts only guaranteed if registered by aug 28
registrant 1 registrant 2 r e g i s t r a n t 3 (additional $40/$45/$50 fee; see below) r e g i s t r a n t 4 (additional $40/$45/$50 fee; see below)
2X
3X
S M L XL
2X
3X
S M L XL
2X
3X
S M L XL
2X
3X
at t e n t i o n s u p e r b o o s t e r s !
c o m pa n y
Even if you do not owe booth fees for this event, you must register to guarantee your booth diamond p l at i n u m space!
mailing address city
S M L XL
s tat e
phone number
gold
zip
s i lv e r
r e g i s t r a t i o n f e e s additional fees taud members
booth registration for two (by aug 28) booth registration for two (after aug 28) attending only (no booth/exhibit)
$425 ______ x $40 = $_______ $525 ______ x $45 = $_______ $350 = $_______
booth registration for two (by aug 28) attending only (no booth/exhibit)
$775 ______ x $50 = $_______ $550 = $_______
non - members
booth item/service/sponsorship requests additional tables (registration includes one 6' table) outdoor area/large equipment display (no fee; indicate size needed) electricity - bring extension cords (no fee; check box if needed) water hookup - bring hoses (no fee; check box if needed) meal sponsorship t-shirt sponsorship (shirt sponsor requests must be received by aug 21)
______ x $10 = $_______ ___________ = $_______ $150 = $_______ $200 = $_______
total amount due:
= $_______
all meals will require a ticket & you must be registered in order to receive meal tickets.
payment information Please send payment information or check to: TAUD | P.O. Box 2529 | Murfreesboro, TN 37133 Fax: (615) 898-8283
payment enclosed
e x p . d at e
card number name on card billing address
please invoice
amount due
s i g n at u r e zip
email for receipt
Please make checks payable to TAUD. If preferred, you may pay by Master Card, American Express, Discover or Visa. Only provide your credit 48 card information on forms that are to be direct mailed or faxed. WE CANNOT ACCEPT T E N N Ecredit S S E E card U T I Linformation I T Y N E W Son|forms w wthat w . t are aud.org submitted via email, even if sent as an attachment. No refunds will be issued for this event. Substitutes are always welcome.
TENNESSEE
UTILITY PROFESSIONALS
of T O M O R R O W
Who We Are
The TAUD Tennessee Utility Professionals of Tomorrow is defined as any person between the ages of 25-45, or new to the water industry (within the last 10 years). Persons that best fit this group are those that are currently in a leadership position (or will be in the future) with a utility or outside agency. Members of TUPT work at water or wastewater plants, utility offices, engineering firms, regulatory agencies, manufacturers, educational institutions, sales firms, and more.
VO LU M E 3 4 49 For more|information, contact: JW Griffin 731.819.2679 | justingriffin@taud.org
3 RD Q U A R T E R
2020
utility
leadership conference gatlinburg convention center 234 h i s t o r i c n at u r e t r l ¡ g at l i n b u r g , t n
As utility district managers and commissioners are charged with the responsibility of overseeing a system's financial and operational well-being, TAUD's Leadership Conference is designed to assist with those challenges. Sessions are heavily focused on how to be an effective utility leader. Topics emphasize organizational, operational, and ethical responsibilities as a leader of a utility. All utility district commissioners are mandated by the state to attend training. For those seeking reappointment, 12 hours of training must be completed prior to reappointment. For newly appointed commissioners, 12 hours of training must be completed within the first year of appointment. Once initial training has been completed, commissioners then have three years to attend an additional 12 hours of training in order to obtain the required Continuing Education units. For more information regarding Commissioner Training, contact Melanie Sain at 615.900.1015 or by e-mail at melaniesain@taud.org.
EVENT SCHEDULE 12 hours of TAP & Commissioner training available!
WEDS OCTOBER 28
11:00am - 1:00pm 1:00 - 4:00pm
Registration Sessions
THURS OCTOBER 29
8:30am - 12:00pm 12:00 - 1:00pm 1:00 - 4:00pm
Sessions Lunch Sessions
FRI OCTOBER 30
7:00 - 8:30am Breakfast 8:30 - 11:30am Sessions
HOTEL INFO
We encourage you to make reservations early as all accomodations are first come, first served. Room availability cannot be guaranteed once TAUD's room block cut-off date has passed.
Courtyard Gatlinburg Downtown 315 Historic Nature Trail Gatlinburg, TN 37738 865.436.2008 Room Rate: $139-159 Reservation Deadline: October 14
Fairfield Inn & Suites Gatlinburg Downtown 611 Historic Nature Trail Gatlinburg, TN 37738 865.436.4935 Room Rate: $129-149 Reservation Deadline: October 14
BOOK ONLINE! https://bit.ly/2DCK18p
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utilit y leadership c o n f e r e n c e r e g i s t r at i o n o r r e g i s t e r o n l i n e at w w w . ta u d . o r g
g at l i n b u r g c o n v e n t i o n c e n t e r
OCT
please make copies of this form for more than 4 registrants
registrant 1
registrant 2
registrant 3
registrant 4 u t i l i t y / c o m pa n y mailing address city
s tat e
utility phone number
p o i n t o f c o n ta c t e - m a i l
r e g i s t r a t i o n f e e s by 10.16.2020
taud members non-member one day only
after 10.16.2020
taud members non-member one day only
zip
number of registrants
$325 ______ = $_______ $635 ______ = $_______ $165 = $_______ $375 ______ = $_______ $685 ______ = $_______ $265 = $_______
payment information Please send payment information or check to: TAUD ¡ P.O. Box 2529 ¡ Murfreesboro, TN 37133 Fax: 615.898.8283
payment enclosed
e x p . d at e
card number
name on card
billing address
please invoice
amount due
s i g n at u r e
zip
email for receipt
Please make checks payable to TAUD. If preferred, you may pay by Master Card, American Express, Discover or Visa. Only provide your credit card information on forms that are to be direct mailed or faxed. WE CANNOT ACCEPT credit card information on forms that are submitted via email, even if sent as an attachment. Refund Policy: All cancellations must be received in writing. A full refund will be issued (less a $50 processing fee) if cancellation is received at least 15 working days prior to the conference. Cancellations received between 5 & R14 business days prior to the conference are eligible to receive a half refund. No refunds will be issued if cancellation notice is received 3 D than Q U A5 Rbusiness T E R | days V Oprior L U Mto E the 3 4 conference. Substitutes are always welcome. 51 less
2020
administrative professionals conference TAUD's Administrative Professionals Conference is an opportunity for administrative personnel to learn valuable skills that benefit today’s workplace. Administrators interact extensively with people daily and this conference aims to address topics such as customer service, human resources, and utility policies. It is also host to the TAUD Administrative Professionals (TAP) program. The TAP program was designed to promote and educate those striving for administrative excellence. Requirements for the program cover a series of topics relevant to the skills necessary to become a certified Administrative Professional in the utility industry. The program requires completion of thirty (30) hours of course work in office management, financial administration, legal and personnel issues, personal development, and on-site system evaluation (applicable to your specific utility). For more information about this conference or to request an application for the TAP program, contact Beth Hardiman at 615.900.1015 or by e-mail at bethhardiman@taud.org.
airport embassy suites hotel
10 CENTURY BLVD
·
NASHVILLE, TN
EVENT SCHEDULE 9 hours of TAP & 6 hours of Commissioner/Municipal Utility Official training available!
THURS DECEMBER 3
8:00 - 9:00am Breakfast & Registration 9:00am - 12:00pm Sessions 12:00 - 1:00pm Lunch 1:00 - 4:00pm Sessions
FRI DECEMBER 4
7:30 - 8:30am 8:30 - 11:30am
Breakfast Sessions
HOTEL INFO
We encourage you to make reservations early as all accomodations are first come, first serve. Room availability cannot be guaranteed once TAUD's room block cut-off date has passed.
Airport Embassy Suites Hotel
10 Century Blvd. Nashville, TN 37214 615.871.0033 Room Rate: $153 per night Reservation Deadline: November 20
BOOK ONLINE! https://bit.ly/31uFixZ
questions? 615.896.9022 · taud@taud.org 52
SKYLINE OF NASHVILLE TN © DOKASPAR WIKIMEDIA COMMONS / CC-BY-SA-3.0 T E N N E S S E E U T I L I T Y N E W S | w w w. t a u d . o r g
a d m i n i s t r at i v e prof e s s i onal s
airport embas sy suites nashville
DEC
c o n f e r e n c e r e g i s t r at i o n
please make copies of this form for more than 4 registrants or register online at www.taud.org
registrant 1
registrant 2
registrant 3
registrant 4 u t i l i t y / c o m pa n y mailing address city
s tat e
utility phone number
p o i n t o f c o n ta c t e - m a i l
r e g i s t r a t i o n f e e s by 11.20.2020
taud members non-member one day only
after 11.20.2020
taud members non-member one day only
zip
number of registrants
$230 ______ = $_______ $415 ______ = $_______ $125 = $_______ $255 ______ = $_______ $440 ______ = $_______ $225 = $_______
payment information Please send payment information or check to: TAUD ¡ P.O. Box 2529 ¡ Murfreesboro, TN 37133 Fax: 615.898.8283
payment enclosed
e x p . d at e
card number
name on card
billing address
please invoice
amount due
s i g n at u r e
zip
email for receipt
Please make checks payable to TAUD. If preferred, you may pay by Master Card, American Express, Discover or Visa. Only provide your credit card information on forms that are to be direct mailed or faxed. WE CANNOT ACCEPT credit card information on forms that are submitted via email, even if sent as an attachment. Refund Policy: All cancellations must be received in writing. A full refund will be issued (less a $50 processing fee) if cancellation is received at least 15 working days prior to the conference. Cancellations received between 5 & R14 business days prior to the conference are eligible to receive a half refund. No refunds will be issued if cancellation notice is received 3 D than Q U A5 Rbusiness T E R | days V Oprior L U Mto E the 3 4 conference. Substitutes are always welcome. 53 less
game
-
spot the differences
Find 10 differences between the original photo (top) and the altered photo (bottom).
54
Fin d on p frog age 30! TENNESSEE UTILITY NEWS
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advertiser index
Alliance Water Resources 31 American Development Corp. 19 C2RL Engineers 37 C.I. Thornburg 13 Joel B. Spaulding 42 McGill Associates 25 Pittsburg Tank & Tower Co. 29 Southeastern Tank Back Cover Tennessee Utility Assistance 5 United Systems & Software 41 Wascon, Inc. 29
Associate Members are welcome to advertise in any of TAUD's publications, including the Tennessee Utility News (TUN) magazine, the annual TAUD Membership Directory and Training Station Wall Calendar.
advertise with ta u d
A quarterly magazine, the TUN has an average annual circulation of over 20,000 recipients, consisting of readers in the water, wastewater and natural gas industries. This includes managers, operators, state legislators, rural and economic community development officials, as well as state and federal agencies. The TUN is also available to read on e-reader and tablet devices, via issuu.com. Two of TAUD's most valuable resources, the Membership Directory & Training Station Wall Calendar are published annually. While the Directory is only distributed to members of the Association, the Calendar is directly mailed to every active operator and utility in the state. By advertising in one, or all, of TAUD's publications, you're not only making an investment in your business, but also ensuring that your message directly reaches your target audience. For more information, please contact Vanessa Solis at (731) 352-8256 or by e-mail at vanessasolis@taud.org.
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P.O. Box 2529 Murfreesboro, TN 37133 www.taud.org
HELPING H2O DELIVER ROI.
From Linden to Bristol and beyond, we find ways to preserve every penny while preserving every drop of water. When it comes to water storage, we have provided customers with creative, cost-efficient solutions for more than 40 years. From quote to build to routine inspection, we consistently find a way to ensure the highest standards for every tank and the water inside. Build a better tank, put more money in the bank. Call 615-466-5220 for a quote, or visit our website.
Where there’s water, we find a way. 60 Vesta Road • Lebanon, TN 37090 • p. 615.466.5220 • f. 615.466.5222 M U N I C I PA L WAT E R & WA S T E WAT E R
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I N D U S T R I A L WAT E R , WA S T E WAT E R & F I R E P R O T E C T I O N
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D I S I N F E C T I O N B Y- P R O D U C T M A N A G E M E N T