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Alabama Rural Water Association is a non-profit organization representing water and wastewater systems serving rural communities and towns and commercial firms which support these systems. We provide assistance to comply with State and Federal regulations, to help with management and operational problems, and to stimulate training initiatives.
When disaster strikes, it doesn’t check the calendar. Hurricanes, floods, freezes, and tornadoes arrive unannounced, disrupting daily life and testing the limits of our infrastructure. For Alabama’s rural water and wastewater systems, these events are more than news headlines – they are lived experiences that define our purpose and test our resolve.
“ When the lights go out and the water stops flowing, the dedication of Alabama’s water professionals shines brightest.”
The 2024 Atlantic hurricane season, with 18 named storms, 11 hurricanes, and 5 major hurricanes, once again reminded us that preparedness is not a seasonal activity. It is the heartbeat of our work, the foundation of public health, and the difference between community resilience and catastrophe.
Consider what water service truly means: it’s the first thing hospitals need to function, the resource that keeps schools open, the utility that determines whether businesses can operate. When we protect water infrastructure, we protect everything else. This responsibility weighs heavily on every operator who checks chlorine levels at midnight, every manager who approves emergency preparedness budgets, and every board member who champions infrastructure investments when competing priorities demand attention.
THE EVOLUTION OF EMERGENCY RESPONSE: FROM REACTIVE TO PROACTIVE
Twenty years ago, emergency response in the water sector was largely reactive. Systems waited for disasters to strike, then scrambled to respond. Hurricane Katrina changed everything. The storm didn’t just damage infrastructure – it exposed fundamental weaknesses in how America’s water systems prepared for and responded to catastrophic events.
From those difficult lessons emerged the National Rural Water Association’s Emergency Response Network, a framework that transformed “utilities helping utilities” from a nice idea into operational doctrine. Today, this network encompasses 50 state associations and Puerto Rico, creating the most comprehensive water-sector mutual aid system in the nation.
NRWA’s emergency response framework has evolved from post-Katrina lessons into a sophisticated mutual aid network spanning all 50 states and Puerto Rico.
Alabama has been both beneficiary and benefactor in this system. We’ve received critical assistance when our communities faced disaster, and we’ve deployed across the Southeast to help our neighbors recover. This reciprocal relationship isn’t just about equipment and expertise – it’s about understanding that water knows no boundaries, and neither should our compassion.
HURRICANES HELENE & MILTON: WHEN THEORY MEETS REALITY
September 2024 tested everything we’d trained for. Hurricane Helene carved a path of destruction through Georgia and the Carolinas. While Alabama was largely spared from direct impacts, our southeastern counties experienced some effects from the storm’s outer bands. But being spared meant we could answer the call when our neighbors needed help most.
“ Mutual aid is not just a concept – it is a living framework where water professionals help one another across state lines, ensuring no community stands alone.”
ARWA’s response was immediate. Within hours of Helene’s landfall, our emergency response team was coordinating with Georgia Rural Water Association. We deployed portable generators and essential equipment. Our crews joined the effort to restore water service to communities that had been devastated. Before recovery efforts in
Georgia were complete, Hurricane Milton was bearing down on Florida, and once again, Alabama’s water professionals answered the call.
The human element – Alabama water professionals volunteering their expertise – made the difference. Operators who understood the quirks of rural systems, who could troubleshoot decades-old equipment, who knew that sometimes the solution isn’t in the manual but in experience.
The Odenville Utilities Board exemplified this spirit. Daniel Watson and Clifton Orr deployed to assist in restoration efforts. Behind them, Manager Brent Stephens juggled staffing schedules and kept Odenville's system running despite being short-handed. This is servant leadership in its purest form.
Other systems also stood ready to serve, and some donated supplies, but GRWA and FRWA were able to gain control over the widespread disaster and manage the events without additional manpower support from ARWA and our members.
EXCELLENCE THROUGH TRAINING:
BUILDING COMPETENCE BEFORE CRISIS
Preparedness does not happen by accident. ARWA’s 2023 NRWA Excellence in Training Award recognized Alabama’s long-term investment in building professional capacity. But awards are just recognition – the real value lies in lives saved and communities protected.
This year’s NRWA Emergency Response Training brought together response teams from states across the nation. Participants worked through various training stations and classroom sessions designed to prepare individuals for real-world emergency response situations. The scenarios addressed different types of disasters that water systems might face, from hurricanes to tornadoes to infrastructure failures.
The training’s value became clear during the hurricane season. Operators who had practiced emergency procedures in training were better prepared to handle real-world challenges. Managers who had participated in resource allocation exercises made more informed decisions about deploying equipment and personnel.
We’re also shaping the national conversation. ARWA participates in NRWA’s Emergency Response Committee, where we advocate for improved training standards and better coordination protocols. Our 2018 hosting of the Emergency Response Summit in Orange Beach brought water professionals to Alabama for intensive training that has guided deployments since.
“ Training creates confidence, and confidence leads to resilience.”
Looking ahead, Alabama may have the opportunity to host this summit again in 2026. Stay tuned for details as they become available – this would be an exceptional opportunity for our members to participate in national-level training here in our state.
STANDING STRONG IN WASHINGTON AND MONTGOMERY
Our impact extends far beyond immediate disaster response. Policy decisions made in Washington and Montgomery determine what resources are available before, during, and after emergencies. ARWA ensures rural water’s voice is heard in these critical conversations.
In July 2023, I testified before the U.S. Senate Agriculture Committee’s Subcommittee on Rural Development and Energy. The hearing, “Rural Water: Modernizing our Community Water Systems,” provided a platform to share Alabama's story. I told lawmakers about our response to the December 2022 Arctic cold front – a weather event that shattered pipes across Alabama and left thousands without water during Christmas week.
While families gathered for holiday celebrations, ARWA’s Circuit Riders were crawling under homes thawing frozen meters, working in sub-freezing temperatures to repair main breaks, and coordinating delivery of bottled water to communities whose systems had failed. We didn’t wait for federal disaster declarations or state emergency funds – we acted because communities needed us.
That testimony emphasized that rural systems accomplish extraordinary feats through dedication and ingenuity despite limited resources. It also highlighted how State Rural Water
ESSENTIAL TRAINING PROGRAMS ICS/NIMS CERTIFICATION
• ICS-100: Introduction to Incident Command
• ICS-200: Basic Incident Command
• ICS-700: National Incident Management System
• ICS-800: National Response Framework
Technical Skills
• Emergency Disinfection Procedures
• Portable Generator Operations
• Bypass Pumping Techniques
• SCADA Failure Response
• Manual Operations Training
Leadership Development
• Crisis Communication
• Media Relations During Emergencies
• Utility Mutual Aid Coordination
Georgia Rural Water Association Deputy Director, Jay Matthews pictured with Daniel Watson, Clifton Orr, and Manager Brent Stephens from Odenville Utilities Board, receiving recognition at ARWA’s 47th Annual Technical Training Conference for their hurricane response efforts.
Associations multiply the impact of federal investments through technical assistance and emergency response coordination.
NRWA has long worked with congressional stakeholders on Farm Bill negotiations, ensuring rural water’s unique needs are addressed in agricultural policy discussions. This ongoing advocacy has strengthened support for rural water infrastructure programs.
STATE-LEVEL LEADERSHIP: BUILDING RESILIENCE TOGETHER
At the state level, ARWA participated in a working group supporting the Alabama Resiliency Council’s efforts. This involvement helps ensure rural water systems are considered in state emergency planning and infrastructure strategies.
“ Generators are not luxuries – they are lifelines.”
Through this participation, we’ve advocated for practical improvements based on real-world experience:
• Infrastructure Redundancy: Critical components need backup systems, particularly for facilities serving hospitals, nursing homes, and emergency shelters.
• Communication Resilience: When traditional infrastructure fails, alternative communication methods become essential. The emergence of satellite internet services like Starlink has provided new options for maintaining connectivity during disasters.
CURRENT FUNDING OPTIONS
Available Resources:
• EPA State Revolving Funds (low-interest loans)
• USDA Emergency Community Water Assistance Grants ($150K-$1M)
• FEMA Hazard Mitigation Grant Program (post-disaster only)
• American Rescue Plan Act remaining funds (limited availability)
Key Strategies:
• Maintain shovel-ready project designs
• Document all vulnerabilities
• Build relationships with funding agencies
• Consider joint applications with neighboring systems
• Resource Coordination: Effective emergency response requires knowing what resources are available and how to access them quickly.
• Mutual Aid Frameworks: Clear agreements between systems facilitate faster response when disasters strike.
THE FUNDING LANDSCAPE: CHALLENGES AND OPPORTUNITIES
April 2025 brought significant news to the emergency preparedness community: FEMA’s cancellation of the Building Resilient Infrastructure and Communities (BRIC) program. This program had provided billions in funding since 2020 for pre-disaster mitigation projects.
The loss of BRIC funding creates challenges for systems seeking to strengthen infrastructure before disasters strike. ARWA continues working with partners to identify alternative funding sources and advocate for new programs to fill this gap.
PREPAREDNESS IN PRACTICE: A COMPREHENSIVE GUIDE
For all the policy discussions and funding challenges, preparedness ultimately happens at the system level. Every utility, regardless of size, can take concrete steps to improve their emergency readiness.
EQUIPMENT AND INFRASTRUCTURE
• Generator Preparedness: Monthly testing under full load is essential. Document your testing with logs that include runtime, load percentage, fuel consumption, and any anomalies. Maintain fuel contracts that guarantee emergency delivery. Keep enough on-site fuel for 72 hours of continuous operation.
“ An outdated phone number can be a critical failure at 2 AM during a crisis.”
• Spare Parts Inventory: Stock repair clamps for pipe sizes in your system. Maintain adequate chemical supplies. Keep backup pumps for critical locations. Pre-position emergency bypass piping and fittings. Store everything properly with clear labeling.
• Documentation: Photograph critical infrastructure. GPS-mark key components. Create or update system maps. Store copies in multiple locations including cloud storage. This documentation guides emergency repairs and supports reimbursement claims.
PLANNING AND PROCEDURES
Emergency Response Plans: Your ERP must reflect your system’s specific vulnerabilities, resources, and capabilities. Update it annually and after infrastructure changes. Include detailed procedures for different scenarios.
• Contact Lists: Maintain current contact information for staff, board members, mutual aid partners, suppliers, and emergency agencies. Update quarterly and test regularly. Include multiple contact methods for key personnel.
• Risk and Resiliency (Vulnerability) Assessments: Honest evaluation of weaknesses guides preparation priorities. Address vulnerabilities systematically based on probability and potential impact.
Rob White IV testifying before the U.S. Senate Agriculture Committee, July 19, 2023, advocating for rural water infrastructure investment.
COMMUNICATION SYSTEMS
Traditional communication methods often fail during disasters. Modern solutions offer new capabilities:
• Satellite Internet Services: Technologies like Starlink have shown promise for maintaining internet connectivity when traditional infrastructure fails. Several Alabama systems have begun exploring these options for emergency communication backup.
• Integrated Communication Platforms: Effective emergency response requires multiple communication channels – radio networks for immediate coordination, satellite phones for backup voice communication, internet-based platforms for detailed information sharing, and text messaging for group alerts.
TRAINING AND EXERCISES
Cross-Training Programs: In small utilities, personnel must be capable of performing multiple roles. This redundancy prevents single points of failure when key personnel are unavailable.
• Regular Exercises: Conduct equipment checks, tabletop exercises, and emergency drills regularly. Vary scenarios and include mutual aid partners when possible.
• After-Action Reviews: Following every event – actual emergency or exercise – conduct thorough reviews. Document findings and integrate improvements into plans and procedures.
MUTUAL AID RELATIONSHIPS
Clear Agreements: Develop mutual aid agreements that clarify operational responsibilities and reimbursement procedures.
• Resource Sharing: Maintain updated inventories of shareable resources. Pre-identify compatibility issues and acquire necessary adapters.
• Joint Training: Train with mutual aid partners before responding together. Joint exercises build relationships and reveal operational challenges.
THE HUMAN ELEMENT: SUPPORTING OUR TEAMS
Physical infrastructure gets attention, but people determine response success. Emergency response work is demanding, both physically and emotionally.
“ Resilience isn’t just about infrastructure –it’s about people.”
Daily (usually evening) debriefings with deployed colleagues provide essential support when working to restore service to communities in their greatest time of need. These peer discussions help process the challenges faced during deployments and maintain team cohesion.
Supporting families of deployed personnel is equally important. Extended deployments create stress for those at home managing additional responsibilities while their loved ones are away.
LOOKING AHEAD: CONTINUING CHALLENGES
NOAA forecasts another above-normal season for 2025, with 13–18 named storms potentially developing. Ocean temperatures remain elevated, and conditions favor active storm development.
ONGOING PREPAREDNESS ACTIONS
Regular Maintenance:
• Test emergency equipment monthly
• Update plans and contact lists quarterly
• Conduct exercises semi-annually
• Review mutual aid agreements annually
Continuous Improvement:
• Evaluate new technologies
• Strengthen infrastructure systematically
• Build financial reserves
• Invest in workforce development
Climate patterns are creating new challenges. Storms are intensifying more rapidly. Rain rates are increasing. Storm tracks are becoming less predictable. These changes require adaptive preparation strategies.
Beyond hurricanes, other challenges demand attention –aging infrastructure, workforce changes, emerging contaminants, and cybersecurity threats. Each challenge alone is manageable; together, they stress systems already operating at their limits.
Yet Alabama’s water professionals continue meeting these challenges with determination and innovation. We’ve built networks of mutual support. We’ve earned respect through demonstrated competence. Most importantly, we’ve proven that rural communities deserve the same level of service and support as anywhere else.
THE CONTINUOUS CYCLE OF PREPAREDNESS
Emergency preparedness never takes a holiday because threats never rest. The quiet between storms isn’t recovery time – it’s preparation opportunity. Every day without disaster is a day to strengthen infrastructure, train personnel, build relationships, and enhance capabilities.
“ Every day without disaster is a day to strengthen infrastructure, train personnel, build relationships, and enhance capabilities.”
This continuous cycle of preparation, response, recovery, and improvement defines modern water utility management. Testing generators, updating contact lists, and conducting exercises may not generate headlines, but when disasters strike, this preparation becomes invaluable.
A COLLECTIVE COMMITMENT TO RESILIENCE
Alabama’s water community has faced numerous challenges –hurricanes, tornadoes, floods, freezes, droughts, and a global pandemic. Each has revealed both vulnerabilities and strengths. More importantly, each has reinforced that Alabama’s water professionals are among the most dedicated public servants in our nation.
Our strength comes from people – operators who view their work as a calling, managers who prioritize community service, board members who make difficult long-term decisions.
At ARWA, we remain your partners in protection – available 24/7/365. Our phone lines never close because emergencies don’t schedule appointments. Our response teams remain ready
because disasters don’t send advance notice. Our advocacy continues because rural water’s voice must be heard.
Preparedness is not pessimism – it is professionalism. It is our promise to Alabama’s communities that safe, reliable water will always be there, no matter what storms may come.
Thank you for your service, your dedication, and your resilience. Together, through preparation, partnership, and perseverance, we will keep Alabama’s rural communities strong, resilient, and supplied with the safe water they depend upon.
Stay vigilant, stay prepared, and remember – we’re always here at 334-396-5511, ready to help you weather any storm.
Sincerely,
Rob White IV, Executive Director
Dedicated to improving the quality of life for rural Alabamians.
EMERGENCY CONTACTS
ARWA 24/7 Emergency Line: 334-396-5511
ADEM State Warning Point: 1-800-843-0699
EPA Emergency Response: 1-800-424-8802
USDA Rural Development: 334-279-3400
ARWA emergency response team ready for deployment – representing Alabama’s commitment to mutual aid and community resilience.
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Regulatory Update
ERIC HILL, ARWA BOARD VICE PRESIDENT AND NRWA REGULATORY COMMITTEE CHAIRMAN
It’s been a year since being appointed as Chairman of the National Rural Water Association Regulatory Committee. What an honor and a great opportunity to represent rural water systems of Alabama and NRWA’s 31,000 member utilities across 50 states and Puerto Rico.
The last time I spoke to my Alabama Rural Water family about regulatory updates was at the 47th Annual Technical Training Conference last March. Since then, the EPA announced the reversal of 31 EPA air, water, and climate regulations. Even though there has been a lot of de-regulation, there are still plenty of things going on at EPA.
In March the EPA invited NRWA to the Federalism Consultation for Proposed Perchlorate Drinking Water Regulations. This is the beginning stages of developing a drinking water regulation, as the EPA reviews the impact to water systems. The Regulatory Committee reviewed the EPA Federalism slides, and submitted comments on March 17, 2025. The Committee's comments addressed treatment costs, groundwater and surface water sampling, reduced monitoring, grant assistance, public notification, health and CCR data. There will be an additional public comment period before the proposed rule.
Inside the NRWA Regulatory Committee are members that are on other appointed Committees. These Committees also submitted perchlorate comments on behalf of the Small Business Advisory Committee and the EPA National Drinking Water Advisory Committee.
The EPA had dismissed regulating perchlorate numerous times in the past, but this time a Washington, D.C. Circuit Court forced EPA to sign a consent decree and propose a Drinking Water Regulation for perchlorate by November 21, 2025, and finalize it by May 21, 2027. The process includes accessing health risks, developing
If you find WOTUS interesting, check out the Supreme Court case of Sackett v. EPA. The Sackett ruling created a two-part process for EPA to determine if a wetland is a WOTUS.
maximum contaminant level goals, and considering treatment technologies.
In May the Regulatory Committee had the opportunity to listen and comment on the EPA and Army Corps of Engineers “Waters of the United States” (WOTUS) rule. The Clean Water Act establishes Federal jurisdiction over navigable waters. What is considered navigable waters? Well, that’s the whole argument. It is very unique, and the argument is based on interpretations of what is considered navigable waters. This rule has the attention of farmers, landowners, and currently covers interstate waters, territorial seas, certain wetlands, and tributaries. Now the EPA and the Army Corps are trying to revise the rule and clarify what is considered a “continuous surface connection.” The Colorado River Basin encompasses seven states, and is a primary focus in WOTUS. The most interesting part is a 1944 treaty between the US and Mexico that ensures a specific amount of water be released from the US via the Colorado River into Mexico each year. The other part of the agreement is Mexico must send water to the US via the Rio Grande. Deliveries are measured in five-year cycles and in March of 2025 the US refused to send water to Tijuana via the Colorado River. Since Mexico has been failing to uphold their part of the agreement, the US demanded Mexico send the water that they owed via the Rio Grande to help resolve water shortages in Texas.
The Committee did not have a lot of comments to submit on this one.
If you find WOTUS interesting, check out the Supreme Court case of Sackett v. EPA. The Sackett ruling created a two-part process for EPA to determine if a wetland is a WOTUS. The Sackett ruling could have a huge impact on the definition of what is considered Waters of the US. The Sackett case is a great story, and someday you could see it on the big screen.
This past June the Committee had the opportunity to review and comment on the proposed EPA Sewage Sludge Risk Assessment for Perfluorooctanoic Acid (PFOA) and Perfluorooctane Sulfonic Acid (PFOS). My initial reaction is that we need to speak to someone at the agency that created these long, unpronounceable words.
I know it’s a lot to read, but this one hits very close to home, especially if you live in North Alabama. If you don’t have time to read the entire 272 page Assessment, skip to page 119. The Assessment focused on those living on or near impacted sites, farm families, neighbors, and those that rely on crops, animal products, and drinking water. EPA has established a healthy risk when there is 1 ppb of PFOA and 4 to 5 ppb for PFOS when disposed of in an unlined or clay-lined disposal unit. When comparing these numbers to the PFAS drinking water MCL of 4 ppt, who knows what the final MCL will be. The Committee commented on landfill disposal
costs, acceptance problems, landfill capacity issues, leachate issues, and the possibility that incineration could violate The Clean Air Act.
The EPA is considering monitoring four items: industrial effluent, WWTP influent, WWTP effluent, and WWTP biosolids. The EPA is also working towards restricting industrial PFAS discharge to WWTP’s using Industrial Effluent Limitation Guidelines (ELG). These actions include:
1. Revising organic chemicals, plastics, synthetic fiber guidelines to address PFAS discharge from facilities.
With this PFAS revision, it looks like the EPA has their sights set on Chemours, a spin-off from Dupont and the only producer of PFA fluoropolymer in the US. A Federal judge recently ordered Chemours to cease unlawful discharges into the Ohio River. Chemours, Dupont, and Corteva have jointly agreed to pay billions in settled lawsuits.
2. Revise metal finishing and electroplating Effluent Limit Guidelines.
3. Revise landfill ELG’s to address PFAS discharges from leachate. EPA recently announced a National Sewage Sludge Survey for national concentration data on PFAS in sludge. The NSSS will target 2,000 industrial users wastewater discharge for PFAS, alongside domestic wastewater and public owned treatment works influent and effluent. EPA will select 400 POTW’s to complete a Clean Watershed Needs Survey. They will then select 200-300 wastewater facilities that have an average of 10 industrial users. The minimum population must be 50,000 people, and must have a minimum daily flow rate of 10 MGD at the WWTP.
The EPA Sludge Survey gained the most criticism from the Committee. EPA is acquiring data from large WWTP’s and using that data to establish guidelines for all sizes of WWTP’s.
The Regulatory Committee submitted comments that reflected the EPA was excluding wastewater systems smaller than 50,000 people, and that had a daily flow
rate less than 10 MGD. The Committee asked EPA to reconsider the survey criteria and to apply the Regulatory Flexibility Act to minimize the burden on small systems. Comments were also submitted asking EPA to consider the financial impacts and burden of being a passive receiver of PFAS. Our final comment was a request that EPA support an exemption of water and wastewater systems from CERCLA liability.
I think we all agree with the “polluters pay” model, but we need some help from Congress to remove the liability. It makes me proud to see ARWA and NRWA advocating to Congress on behalf of rural water and wastewater systems across Alabama. Rest assured that the NRWA Regulatory Committee is looking out for you as well.
Until next time!
Eric Hill ARWA Board Vice President and NRWA Regulatory Chairman
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2025 Women in Rural Water Luminary Award
By Kaylyn Snow, NRWA Content and Communications Specialist
The Women in Rural Water Luminary Award is a dignified and empowering award that recognizes the exceptional achievements and contributions of women in the field of rural water and wastewater.
For the second annual Women in Rural Water Luminary Award, 25 women from across the United States were nominated. Nominees were evaluated for their impactful leadership, empowerment of women, community engagement, and ethical standards.
The recipient of this year’s Woman in Rural Water Luminary Award is a transformational leader whose work in rural water exemplifies quiet excellence, strategic foresight, and a deep commitment to people. In her role as Assistant General Manager, she has helped guide the utility through major operational and cultural milestones – always with a heart for service and a vision for sustainability.
Notably, this recipient is the first woman in the utility’s history to reach this level of leadership at the utility – a landmark achievement that speaks not only to
her capability, but also to her resilience and the trust she has earned across the organization. She has used that platform not for self-advancement, but to open doors for others.
Among her proudest contributions is her role in workforce development. Through her initiative and advocacy, the recipient’s utility became one of the first utilities in the state to engage in an apprenticeship program for training and reimbursement. Of the three apprentices selected, two are women who are now on track to become certified operators –a testament to this recipient’s drive to create pathways for women in the field. In addition, her leadership and strategic incentives led to the licensure of two longtenured female staff, one of whom became the first dual-certified female operator in the region.
Her impact extends beyond the walls of the utility. This recipient has spearheaded a renewed focus on public outreach, increasing the utility’s positive presence through community events, strategic messaging, and employee engagement. She encourages staff at all levels to serve visibly and meaningfully in the community and leads by example in doing so herself.
Her nominator wrote, “She represents the kind of behind-the-scenes leadership that truly transforms organizations – building capacity, elevating others, and anchoring the mission of rural water in service, equity, and sustainability. She is more than deserving of the Women in Rural Water Luminary Award – she is already living it.”
Congratulations to this year’s Women in Rural Water Luminary Award winner, Ms. Christyna Orr, Assistant General Manager of Eufaula Water Works in Alabama.
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Guarding the Flow: Cybersecurity in Alabama’s Water Sector
By Jon Lowe, ARWA Training Specialist
1. Rising Tide of Threats
Cyberattacks on water systems are escalating nationwide – an alarming reality underscored by recent events. Confirmed reports highlight that weaknesses in drinking water systems put 193 million Americans at risk, with 97 systems – serving 26.6 million people – deemed critically or highly vulnerable. The EPA has warned that more than 70% of inspected utilities violated cybersecurity standards, exposing them to chemical manipulation or flow disruption threats.
2.
Alabama’s Preparedness: Progress and Limitations
The Alabama Department of Environmental Management (ADEM) urges all water and wastewater systems to adopt common sense cybersecurity practices and regularly conduct vulnerability assessments. There is also a proactive training initiative: a free EPA-led Cybersecurity Overview and Tabletop Exercise, offered to utilities across Alabama that equips local operators with threat understanding and response planning through Alabama Rural Water. But, like other states, many small to mid-sized utilities still grapple with limited resources, staffing, and technical capacity.
3. Why Cybersecurity Matters in Every Drop
• Public Health and Safety: A successful cyber intrusion could interrupt treatment protocols or chemical dosing –jeopardizing drinking water safety.
• Operational Continuity: Even brief disruptions can halt delivery systems, causing significant economic and service fallouts.
“ Alabama’s water and wastewater sectors stand at a crossroads. Cyber threats are growing, but so is awareness — and access to resources.”
• Digital Transformation Risks: Adopting automation, SCADA controls, sensors, and networked infrastructure increases exposure to cyber threats.
4. Valuable Tools and Federal Support
Alabama utilities can tap into a range of national resources:
• EPA and CISA Tools and Assistance: These include free risk assessments using checklists, help desks, vulnerability scanning, and cybersecurity exercises.
• Action Guides: Joint fact sheets from EPA, CISA, and FBI outline steps such as password change, asset inventories, incident response planning, and IT/OT network segmentation.
• AWWA and WaterISAC Resources: The American Water Works Association’s 2025 survey reveals that two-thirds of utility executives now rate cybersecurity as a top priority. However, smaller systems often struggle to implement robust controls. WaterISAC’s updated (2024) “12 Cybersecurity Fundamentals” offers practical guidance aligned to regulatory risk assessments and emergency plans.
• Federal Funding Opportunities: The EPA recently announced a $9 million grant program under the Safe Drinking Water Act aimed at mid-to-large utilities to bolster cybersecurity and natural hazard resilience.
5. Spotlight: Alabama in Action
A glimpse into Alabama’s front lines: the Anniston Water Works and Sewer Board –the utility serving ~19,000 water and 7,500 wastewater customers – shares that it performs system updates at least monthly, limits outside access to its network, and carefully controls user permissions. Actions like these may seem incremental, but they’re vital first steps toward enhancing cyber defenses.
Conclusion
Alabama’s water and wastewater sectors stand at a crossroads. Cyber threats are growing, but so is awareness – and access to resources. The pieces are in place from ADEM’s guidance and tabletop exercises to EPA/CISA-designed tools, industry best practices, and federal funding. The next step is ensuring that every utility – large or small –has the capacity and incentives to build and sustain resilient cyber defenses. In the end, safeguarding water systems isn’t just about infrastructure; it’s about protecting public health, community trust, and the reliable flow of life’s most essential resources.
Reference list: Food and Wine Magazine, November 2024; AP News, May 2024; Adem.alabama.gov; training.alruralwater.com; NIST Computer Security Resource Center, June 2023; ArXiv, April 2025; CISA; AWWA; Water ISAC; ogj.com, August 2025; ABC WBMA, November 2023.
Breakpoint Chlorination
By Tyler Grant, ARWA Water Quality Assurance Specialist
Breakpoint chlorination is a water treatment process used to disinfect drinking water supplies. It involves adding chlorine to water until the point where the chlorine demand has been satisfied. This point is known as the “breakpoint.” Chlorine first reacts with organic compounds, ammonia, iron, manganese, and other substances in the water that essentially act as chlorine consumers. The more these substances are present, the higher the chlorine demand. As chlorine levels rise, they start to oxidize and destroy these substances. Once the chlorine demand is met, an excess of free available chlorine can more effectively attack disease-causing pathogens like bacteria, viruses, and protozoan cysts. This is the breakpoint –where all chlorine demand has been satisfied and further chlorine additions result in a rapid increase in free chlorine levels for robust disinfection.
Key benefits of breakpoint chlorination are that it provides adequate contact time and chlorine concentration to inactivate pathogens while also removing precipitable compounds like iron and manganese
Breakpoint Chlorination
of Chloramines
Residuals, ppm
Chloramines have some disinfection ability Chlorine Dose, ppm
via oxidation. Breakpoint chlorination helps produce safe, high-quality drinking water. Facility operators must carefully analyze water chemistry to determine
the optimal chlorine dose and contact time to reach the desired free chlorine residual level beyond the breakpoint for effective disinfection.
“Key benefits of breakpoint chlorination are that it provides adequate contact time and chlorine concentration to inactivate pathogens while also removing precipitable compounds like iron and manganese via oxidation. Breakpoint chlorination helps produce safe, high-quality drinking water.”
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• System Interconnect Applications
• High Service Pumping Stations
• Manufactured In The USA
• Above and Below Grade Designs
• UL Listed
• NSF-61 Certified Components
Small Considerations, BIG RESULTS
By Justin Gardner, ARWA Circuit Rider
In the water industry, Circuit riders like us are regularly asked by water systems to help track down the ‘BIG LEAK.’ The big leak is not always the problem when we arrive on scene to help the system. False SCADA readings in a system will create the illusion that you have a massive leak and create issues throughout the system. Systems will call during a crisis and say, “We don’t have water, the tank is dry. Can you please help us locate a leak?” Usually, they will explain to us that they don’t know what happened, and they have looked day and night and cannot locate it. Well, I would say that part of the time, a system will have several leaks, and they are aware of them. Usually, they are ¾ service lines, and the system is aware of them but never expects them to drain a 250,000-gallon water tank. When seven service lines leak at 4-5 GPM each, that adds up to 28-35 GPM. At the higher rate, this equals 50,400 gallons a day, or over 1.5 million gallons a month! Every drop does count, and that should always be taken into consideration. If the system can stay on top of leaks, it will save thousands of dollars in wasted water. As circuit riders, we use listening devices to help locate leaks by listening to the water main valve. If a system has several leaks in the area that we are listening to, it can give us false hope. We think we are hearing a broken water main, when in reality, we are hearing
five service lines leaking. This is also why it is easier to conduct a leak survey at night, around 11:00 pm to 3:00 am. Not many residents in a water system are using water, and any water we do hear traveling through a valve would be considered a leak and not customer usage. One of the most significant and most recommended considerations
I can give is to stay on top of your leaks at all times. This will confirm whether you have the ‘Big Leak’ or if you have several, and that one new leak is the one that “broke the camel’s back.” If you need help locating leaks, call us at ARWA, and we will be glad to help you find the leak that could be devastating to your system.
I Have a Leak, So Where is the Water?
By Darrell Brewer, ARWA Circuit Rider, AKA “The Leak Whisperer”
For years, water operators across North Alabama have faced a puzzling problem: water leaks that completely disappear underground. Unlike typical leaks that create soggy lawns, bubble up through pavement, or run ditches, these breaks lose hundreds of gallons of water without leaving any surface trace. I am the ARWA Circuit Rider for North Alabama, working with many water systems across North Alabama, I have found anywhere from 3 GPM to 300 GPM water leaks that just simply vanishes into the earth.
A Water Operator’s Investigation
As a Circuit Rider working throughout North Alabama, I noticed this strange pattern becoming more common. At first, I thought I might be overthinking it. But the problem was too consistent to ignore, so I reached out to Chief Meteorologist James Spann from ABC 33/40 for answers.
The question I posed was intriguing: could small, undetected earthquakes be creating underground pathways that are literally swallowing North Alabama’s water supply? So, Let’s dive in and see what Chief Meteorologist James Spann had to say on the subject.
The Seasonal Pattern
Water operators have long noticed that leaks increase during seasonal transitions – spring, summer, fall and winter. Initially, this seemed to point to normal causes.
As Mr. Spann confirmed, seasonal soil movement is a known cause of water line failures, especially in older systems.
During transition months, North Alabama’s clay soil shrinks as it dries out, putting stress on pipes and joints. Winter’s freeze-thaw cycles make things worse, causing soil to shift and rupture pipes that have lasted for decades.
But while this explains typical surface leaks, it couldn’t explain why these breaks were completely invisible.
The Seismic Connection
Mr. Spann revealed something most of us don’t know: North Alabama lies in a seismically active region, albeit a low to moderate risk zone. While we don’t experience major earthquakes, the area has frequent minor seismic events (most under 3.0 magnitude on the Richter scale) that don’t make the news.
Our region is influenced by two major geological features:
• The Eastern Tennessee Seismic Zone
• South Appalachian faulting systems According to USGS data, these small earthquakes happen regularly. While people rarely feel them, they can create subtle changes in the underground landscape.
The key question: could this seismic activity open underground fissures?
Mr. Spann’s answer is yes – especially given North Alabama's unique geology.
The Real Culprit: Karst Terrain
The answer lies in North Alabama’s karst landscape. Karst terrain forms when water over time dissolves soluble rocks like porous limestone carving out a Swiss cheese like network beneath the surface, creating underground features like caves, sinkholes, and drainage channels.
Many North Alabama counties sit on karst topography (including Blount, DeKalb, Jackson, Madison, Lawrence,
Limestone, and Morgan just to name a few).
This karst terrain acts like nature’s plumbing system, capable of absorbing large amounts of water through invisible underground pathways. When a water main breaks above these features, the escaping water follows the easiest path –straight down into the earth’s natural drainage network – and can vanish without a trace.
Where the Water Goes
Mr. Spann identified several scenarios for where leaked water could disappear:
• Karst Voids: Water leaks could flow into subsurface caves or channels without ever surfacing.
• Construction Pathways: Old utility trenches abandoned water mains, or disturbed ground from past construction create channels that direct leaked water away from the break location.
• Dry Creek Beds and S inkholes: Especially during drought, water can be swallowed up by features that only “activate” under certain conditions.
• Deep Fracture’s or Faults: If a leak intersects a deeper fracture zone, it can disappear entirely underground.
What This Means for Water Systems
This discovery has major implications for managing water systems in karst regions. Traditional leak detection methods that depend on surface evidence don’t work when the terrain can hide massive water losses underground.
Water operators must adapt by using geological surveys and underground investigation techniques designed for karst challenges.
The Bigger Picture
What started as a simple question revealed a complex relationship between geology, seismology, and infrastructure management. North Alabama’s vanishing water leaks aren’t just an engineering problem – they’re a window into the dynamic, hidden world beneath our feet.
For water operators in karst regions, the lesson is clear: leaks are often invisible, and understanding the land beneath your pipes is just as important as understanding the
pipes themselves. In North Alabama, the earth isn’t just supporting our water lines, it's actively interacting with them.
The Bottom Line
The next time water pressure drops mysteriously in your system, don’t just look at the surface. The answer might lie in ancient limestone caverns and seismic activity happening silently underground, where hundreds of gallons of water can vanish without leaving a trace.
Let this article remind us that in water system management, the most important infrastructure might be the natural systems we can’t see and can’t control. Just remember at ARWA we have Circuit Riders in the Northern, Central and the Southern areas of the State of Alabama specializing in leak detection and finding these types of leaks, and we are here to help. So, don’t hesitate, give us a call!
Having an Energy Efficient Wastewater Treatment Plant
By Bobby Newton, ARWA Energy Circuit Rider
Any utility with a mechanical wastewater treatment plant knows that 50-60% of energy costs come from the aeration basin. This basin comprises several aeration blowers that force diffused air into the aeration diffusers. This basin has a mechanical drive or mixer that keeps the microorganisms in contact with the food or mix liquor. These aerator blowers and mixers run continuously, consuming a large amount of electricity.
There are many ways to lower the cost of electricity consumption. First, we will discuss maintaining the aeration blower. Weekly maintenance checks help with the blower motors’ life and the blower’s lobes. Use the blower maintenance manual to properly maintain all the ideas suggested. Ensure that the electric motors have the proper amount of grease to maintain the lubrication of the motors. Make sure to add grease to the electric motors as the manufacturer recommends. Belt maintenance is essential to help keep the electricity costs down. At least once a week, check the blower belts for their tension and alignment. Check for wear and tear of the belts to determine if they need replacement. Improper maintenance of blower belts could increase electricity consumption and cause a blower motor to go down. Another critical area to check often to help with energy consumption is the blower filters. A clogged filter blower will cause it to run harder and reduce the longevity of its rotors and the motor. Clogged filters will reduce the efficiency of the blower unit and cost more money. The system can clean a filter with compressed air, if applicable, or replace the filter with a new filter.
Another problem that causes an increase in electricity consumption is when fine bubble
diffusers rupture. This causes a dead zone, where the efficiency of that diffuser is reduced. Therefore, routinely walk through and observe the surface area of the aeration basin while blowers are running. Then change the diffusers as needed. This will increase the dissolved oxygen concentration to microorganisms and decrease the running time of the blowers. Maintenance ideas can help improve the life of the blower and reduce its electricity consumption.
So far, these ideas have been very inexpensive yet still help keep the electricity cost from increasing. The next suggestion will have a little cost for them; however, they should save you extreme costs on electricity. First is adding a variable frequency drive (VFD) to control the amperage, speed, and hertz of an electric blower motor. Once the VFD is attached to the blower motor, you can set the controls to the best possible speed to maintain the capacity of air needed in the aeration basin. The VFD should not operate below 30% speed of the capacity of the motor for fear of causing long term damage to the motor. Once the motor is controlled, then maintenance of the dissolved oxygen concentration level should be adjusted. This can be achieved by installing a dissolved oxygen (DO) probe attached to an analyzer to control the DO levels in the aeration basin. The desired DO levels can be programmed into the DO analyzer, which can tell the aeration blower when to turn off and on according to the DO level programmed into the analyzer. This will reduce the run time of the blowers, produce a better environment for microorganisms, and result in a cleaner,
lower-contaminant level effluent discharge at the wastewater plant. These improvements typically reduce electricity consumption by 10-25%, depending on your system’s current efficiency.
These ideas to help with electricity cost range from simple to time-consuming; however, they will prolong the life of the wastewater treatment plant and save on the cost to run the facility. While payback periods vary based on system size and local electricity rates, many facilities recover their investment within two to four years, with simpler improvements like maintenance optimization showing returns much sooner than capital projects like VFD installation. With the savings from these ideas, the system can use the revenue to upgrade other parts of the facility, making it a more energy efficient wastewater treatment plant.
Building Sustainable Teams:
Workforce Management Strategies for Water System Leaders
By Derek Pierce, ARWA Programs Manager
The water industry faces a perfect storm of challenges: aging infrastructure requiring constant attention, increasingly complex regulations demanding detailed compliance tracking, significant workforce retirements depleting institutional knowledge, and difficulty attracting younger workers. In this environment, water system leaders often respond by taking on more responsibilities themselves, creating a cycle that leads to burnout, poor decision-making, and ultimately, system vulnerabilities.
“ The solution isn’t working harder – it’s working smarter through strategic delegation, cross-training, and building resilient teams.”
The solution isn’t working harder – it’s working smarter through strategic delegation, cross-training, building resilient teams, and leveraging available resources including peer networks and technical assistance.
Understanding the Real Problem
Many water system managers, particularly in small to medium utilities, came up through the ranks as operators. They possess deep technical knowledge but may lack formal management training. According to EPA workforce data, the average small water system has limited staff, often three to five full-time employees (U.S. EPA, 2020). When managers spend excessive time on delegable tasks, they prevent both their own strategic development and their team’s skill growth.
The EPA’s water workforce initiative projects that approximately 30–40% of water operators will be eligible for retirement within the next decade (U.S. EPA, 2023). Systems without succession planning and cross-training will face operational crises as experienced workers leave.
The Power of Peer Networks and Professional Development
Management research consistently shows that peer learning networks improve leadership effectiveness. Drucker’s (2004) management principles emphasize that effective executives develop others rather than creating dependency. This applies directly to water system management.
ARWA offers several venues for peer networking and professional development:
• The Annual Technical Training Conference provides both technical sessions and networking opportunities.
• Decision Maker Training sessions address governance and management challenges.
• Regional training events allow systems to connect with nearby utilities facing similar challenges.
Professional associations across industries have demonstrated that peer networks reduce isolation, share best practices, and provide informal mentorship opportunities that formal training alone cannot replicate (Wenger & Snyder, 2000).
The Hidden Costs of Insufficient Delegation
Management literature, from Covey’s (1989) time management matrix to more recent research on organizational resilience, consistently identifies delegation failure as a critical leadership weakness. In water systems, this manifests as:
• Compliance Risk: Systems operating with single points of failure for critical compliance tasks face elevated risk. The Safe Drinking Water Act requires numerous routine monitoring activities, reporting deadlines, and public notifications. When one person handles all compliance activities, illness or absence can trigger violations.
• Knowledge Concentration: The concept of “key person dependency” is well-documented in business continuity planning (Herbane, 2010). Water systems are particularly vulnerable because of the specialized knowledge required for treatment processes, distribution system operations, and regulatory compliance.
“ When one person handles all compliance activities, illness or absence can trigger violations.”
• Limited Development Opportunities: Herzberg’s (1968) motivation-hygiene theory identifies growth and advancement opportunities as key motivators. When managers don’t delegate, they limit their employees’ professional development, potentially increasing turnover.
• Emergency Response Degradation: Research on decision fatigue shows that cognitive performance declines with extended stress and exhaustion (Baumeister & Tierney, 2011). During water system emergencies, fatigued managers may make suboptimal decisions affecting public health.
Building a Delegation Framework
Blanchard and Hersey’s (1969) Situational Leadership model provides a framework adaptable to water systems. Tasks can be categorized by required expertise and regulatory requirements:
Routine Tasks with Clear Procedures:
• Can be delegated with proper training and documentation.
• Include sampling, basic maintenance, data collection.
• Require oversight but not constant supervision.
Technical Tasks Requiring Certification:
• Must align with operator certification levels per state regulations.
• Include process control decisions, chemical adjustments.
• Require matching task complexity to operator grade.
• Regulatory agency correspondence and emergency declarations.
• Cannot be fully delegated but can involve staff in preparation.
ARWA’s technical assistance team can help systems assess their current task distribution and identify delegation opportunities within regulatory constraints.
“ Cross-training serves as operational insurance for water systems.”
Cross-Training as Risk Management
The concept of cross-training comes from lean manufacturing and has been adapted across industries (Womack & Jones, 2003). For water systems, it serves as operational insurance. A systematic approach might include:
Phase 1:
Knowledge Transfer (Months
1-3)
• Documentation of procedures.
• Observation and shadowing.
• Questions and clarification.
Phase 2:
Supervised Practice (Months
4-6)
• Hands-on performance with oversight.
• Error correction and feedback.
• Gradual increase in independence.
Phase 3:
Competency Development (Months 7-9)
• Independent task completion.
• Periodic review and refinement.
• Full backup capability achieved.
This timeline aligns with adult learning theory, which emphasizes the need for practice and reinforcement in developing competency (Knowles, Holton, & Swanson, 2015).
Technology as a Workforce Multiplier
Research by the Water Research Foundation (2021) and EPA has documented how technology adoption can reduce operator workload:
• SCADA systems reduce site visits and enable remote monitoring.
• Electronic reporting decreases administrative burden and errors
• Asset management software. improves maintenance scheduling and resource allocation.
• Automated customer notification systems streamline communication during service disruptions.
ARWA’s Energy Circuit Rider program assists systems in evaluating technology options and identifying funding sources for upgrades.
Creating Effective Standard Operating Procedures
The importance of documented procedures is established in quality management systems from ISO standards to EPA’s Capacity Development program (U.S. EPA, 2016). Effective SOPs share characteristics identified in technical writing best practices:
• Clear, step-by-step instructions with decision points.
• Visual aids including diagrams, photos, and flowcharts.
• Regular review and update cycles
• Accessibility to all relevant staff.
• Version control and change tracking.
ARWA provides SOP templates and technical assistance for procedure development, ensuring alignment with regulatory requirements.
Succession Planning Fundamentals
The National Rural Water Association and EPA have identified succession planning as critical for water system sustainability (NRWA, 2022). Components of effective succession planning include:
1. Position Analysis: Document essential functions for each role.
2. Skill Gap Assessment: Identify current capabilities versus needs.
3. Development Planning: Create pathways for skill acquisition.
4. Knowledge Transfer: Establish mentoring and documentation processes.
5. Regular Review: Update plans as staff and system needs change.
“ EPA projects that 30–40% of water operators will be eligible for retirement within the next decade.”
Establishing Boundaries and Sustainable Practices
Work-life balance research, including studies specific to utility workers, shows that unclear boundaries lead to burnout and turnover (Maslach & Leiter, 2016). Water systems can implement evidence-based practices:
• Establish on-call rotations to distribute after-hours responsibilities.
• Create response time matrices based on issue severity.
• Utilize mutual aid agreements for major events.
• Encourage time off and model healthy boundaries at the leadership level.
Making the Business Case for Workforce Investment
When presenting workforce development needs to boards or councils, frame investments using established business metrics (Kaplan & Norton, 1996):
• Return on Investment: Training costs versus recruitment and onboarding expenses.
• Risk Mitigation: Potential compliance violation costs versus prevention through proper staffing.
• Service Reliability: Relationship between staff capabilities and system performance.
• Asset Protection: How skilled operators extend equipment life and reduce emergency repairs.
ARWA’s Decision Maker Training provides board members with context for understanding these investments as essential rather than optional.
“Frame
workforce
development as essential infrastructure investment, not optional expense.”
Available Resources and Support
Water system leaders don’t need to navigate these challenges alone. Resources include:
• ARWA’s Circuit Rider program providing on-site technical assistance.
• Training programs ranging from basic operations to management skills.
• Emergency response support through mutual aid networks.
• Regulatory assistance to maintain compliance during transitions.
• Funding assistance for workforce development initiatives.
Moving Forward Strategically
Building sustainable teams requires intentional effort and systematic approach. Start with small, manageable steps:
1. Identify one critical task currently creating bottleneck.
2. Document the procedure thoroughly.
3. Select and train a backup person.
4. Gradually transition responsibility with oversight.
5. Evaluate and refine the process. Each successful delegation creates capacity for additional improvements, building momentum toward a more resilient operation.
“Systems
that invest in building strong teams position themselves to meet future challenges while maintaining quality of life for their workforce.”
The water industry’s challenges will continue evolving with climate change, regulatory
updates, and infrastructure needs. Systems that invest in building strong teams position themselves to meet these challenges while maintaining quality of life for their workforce. By leveraging available resources, learning from management best practices, and implementing systematic workforce development strategies, water system leaders can build organizations capable of serving their communities reliably for decades to come.
References
Baumeister, R. F., & Tierney, J. (2011). Willpower: Rediscovering the greatest human strength. Penguin Press. Blanchard, K. H., & Hersey, P. (1969). Management of organizational behavior Prentice-Hall.
Covey, S. R. (1989). The 7 habits of highly effective people. Free Press. Drucker, P. F. (2004). The effective executive: The definitive guide to getting the right things done. HarperBusiness. Herbane, B. (2010). Small business research: Time for a crisis-based view. International Small Business Journal, 28(1), 43-64.
Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review, 46(1), 53-62. Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business Review Press. Knowles, M. S., Holton III, E. F., & Swanson, R. A. (2015). The adult learner: The definitive classic in adult education and human resource development (8th ed.). Routledge.
Maslach, C., & Leiter, M. P. (2016).
Understanding the burnout experience: Recent research and its implications for psychiatry. World Psychiatry, 15(2), 103-111.
National Rural Water Association (NRWA). (2022). Workforce development initiatives for rural water systems. Retrieved from https://nrwa.org
U.S. Environmental Protection Agency. (2016). Capacity development for drinking water systems. EPA 816-B-16-001.
U.S. Environmental Protection Agency. (2020). Drinking water infrastructure needs survey and assessment. EPA 816-R-21-002.
U.S. Environmental Protection Agency. (2023). Water workforce initiative. Retrieved from
https://www.epa.gov/sustainable-waterinfrastructure/water-sector-workforce Water Research Foundation. (2021).
Technology adoption in small water systems: Barriers and opportunities. Project #4727. Wenger, E., & Snyder, W. (2000).
Communities of practice: The organizational frontier. Harvard Business Review, 78(1), 139-145.
Womack, J. P., & Jones, D. T. (2003).
Lean thinking: Banish waste and create wealth in your corporation. Free Press.
About the Author
Derek Pierce serves as Programs Manager for the Alabama Rural Water Association, coordinating training initiatives and workforce development programs for water and wastewater systems across Alabama.
Editor’s Note
This article represents general management principles applied to water system operations. Individual systems should consult with ARWA technical assistance staff and legal counsel regarding specific workforce and compliance requirements.
Upcoming Training & Events
We are always expanding our services; offering industry-leading services that allow for systems to locate and hire quality professionals as well as providing resources to folks who intend to enter and excel in the water and wastewater industry. All the while continuing to provide the same quality training that you have come to depend on since the ‘70s.
Visit us at www.alruralwater.com to view all of our training opportunities and events.
TRAININGS
October 27, 2025 Grade I/II Water Webinar
October 30, 2025 Fire Hydrants, Pumps and PFAS Horton, AL
November 5, 2025 Design, Operation, and Management of Wastewater Processes. Lift Station & Control Panel 101 Troubleshooting Eufaula, AL
Classes may be changed, moved, postponed, or cancelled with little to no notice. Please keep a regular check on the classes you register for to stay on top of this information. If possible, reasonable attempts will be made to reach attendees should plans change for any class.
EVENTS
February 2–4, 2026 Rural Water Rally
15–18,
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ARWA Thank You Letters
Letters regarding the assistance you have received from ARWA are useful in discussing with our lawmakers the need for water programs for small communities.
If you have received assistance from ARWA that has been helpful, please consider writing a letter of thanks and sending it to us.
July 25, 2025
Mr. White, I just wanted to take a moment to thank you and your team for the outstanding work you do. Mr. Darrell Brewer has been an invaluable resource to our system. This year alone, he has supported us with evaluating our water rates and played a key role in helping the Authority begin acoustic leak detection. In our industry it is often challenging to find reliable and unbiased sources of information. Too often, salespeople offer only what they are selling – at a price. The true value of ARWA lies in being a dependable source of knowledge and guidance that is not driven by profit.
Thank you again for your continued support,
Mike Oliver, P.E. General Manager
Harvest-Monrovia Water and Sewer Authority
256-837-1132
June 30, 2025
Tyler,
The county is pleased to report that we have 6 employees pass the 1C operator certification wastewater collection system exam recently. This is wonderful news for our department and speaks to the dedication to excellence that we strive for in Environmental Services. Alabama Rural Water instructor, Jon Lowe has taught our preparation classes for the department and it is evident that those (he) is an integral part of that success. Thank you for making these classes possible for us to offer to our staff. We look forward to continued success.
Dana H. Gray PR Coordinator
Jefferson County Environmental Services grayd@jccal.org 205-238-3877
July 24, 2025
Dear Rob White,
REF. LETTER OF APPRECIATION FOR ANDY CRAWFORD
On behalf of the Macon County Water Authority, I would like to extend our deepest appreciation to Mr. Andy Crawford for his invaluable assistance and support in helping us identify and resolve several operational challenges.
Andy's expertise and commitment proved instrumental in locating and addressing water leaks that were impacting system efficiency and customer satisfaction. He also provided exceptional guidance as we navigated complex billing discrepancies, ensuring transparency and fairness for our community members. Perhaps most notably, Andy's contributions to resolving master meter issues helped restore accurate readings and improved our monitoring capabilities across the county.
His professionalism, prompt responses, and thorough attention to detail have made a tangible difference. It's rare to encounter someone so dedicated to helping others, and Andy's efforts have not only improved our operations but strengthened trust within our community. Andy is an exceptional awesome help any time we call on him. He is an employee that anyone would love to have. Andy has a big heart and wide range of knowledge to be an asset to all water systems.
We are truly grateful for his and ARWA's partnership and look forward to continued collaboration.
With sincere thanks, Elnora Love, Administrator Macon County Water Authority 401 Fonville Street Tuskegee, AL 36083
334-727-2381
334-727-2392 Fax mcwa1001@gmail.com
September 12, 2025
Dear Alabama Rural Water Association,
We are writing on behalf of Providence Water Authority to express our sincere appreciation for the assistance recently provided by one of your employees, Darrell Brewer, in helping us locate a leak within our service area. He didn’t hesitate the moment we contacted him and immediately headed to Oakman, Al.
Mr. Brewer’s professionalism, expertise, and dedication made a significant impact on our ability to address the issue efficiently and with minimal disruption to our customers. Mr. Brewer’s efforts not only helped us identify the leak quickly but also demonstrated the critical value that ARWA brings to rural water systems like ours.
We are grateful for the continued support that ARWA offers and want to commend your team for the quality of service and technical assistance you provide. Please extend our thanks and recognition to Mr. Brewer for a job well done.
We look forward to continuing our partnership with ARWA and appreciate all that you do for rural water systems across the state.
Sincerely,
Merandee Homan and Jenny Quillen Office Management
Providence Water Authority
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