MRWA Missouri WaterLines Winter 2020

Affiliate, National Rural Water Association

In this Issue: Small Town Turnaround: A Mayoral Perspective and Thank You Water Wars The Sky is Falling Around the State Capitol MRWA: Return on Investment Dealing with Difficult Customers Interior Tank Inspection: Which Type is Right for Your Water Storage Tank?

Saving Money through Energy Assessment System Profile: City of Spickard - Community Working Together Lagoons Do It Better: Cost-Effective Ammonia Removal Calendar of Events

Winter 2020

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MRWA Board of Directors

REGION I:

REGION V:

REGION II:

REGION VI:

REGION III:

REGION VII:

Roger Barker Daviess County PWSD #3 116 Waterworks Drive Gallatin, MO 64640 (660) 663-2771 Fax: (660) 663-2771 rbarker@moruralwater.org David Waller, President & National Director Macon County PWSD #1 P.O. Box 386 Macon, MO 63552 (660) 651-3726 FAX: (660) 385-6006 dwaller@moruralwater.org Tammie Winter C-PWSD #2 of Lafayette, Johnson And Saline Counties 1801 Walnut Street Higginsville, MO 64037 660/584-2344 Fax: 660-584-7650 twinter@moruralwater.org

Kathy Voyles, Vice President Jefferson County PWSD #8 7970 Graham Road, Box 170 Cedar Hill, MO 63016 (636) 274-3125 FAX: (636) 274-3126 kvoyles@moruralwater.org Melinda Piper, Secretary Barton County C-PWSD #1 1009 E 11th St. PO Box 586 Lamar, MO 64759 (417) 682-3401 FAX: (417) 682-3038 mpiper@moruralwater.org Paul Michael Shaw City of Caruthersville Municipal Building 200 W. 3rd St. Caruthersville, MO 63830 pmshaw@moruralwater.org

Janet Sears, Asst. Treasurer Boone County C-PWSD #1 1500 N. 7th St. Columbia, MO 65201 (573) 449-0324 FAX: (573) 442-9222 jsears@moruralwater.org

Remember . . .

Randy Norden

Tom Hyatt

Crystal Cooper

Donald Jones

Executive Director

President’s Message..........................................................................4 Small Town Turnaround: A Mayoral Perspective and Thank You......................................6 Water Wars.....................................................................................13 The Sky is Falling............................................................................14 Around the State Capitol...............................................................19 MRWA: Return on Investment....................................................22 Dealing with Difficult Customers.................................................26 Interior Tank Inspection: Which Type is Right for Your Water Storage Tank?.............28 Saving Money through Energy Assessment................................34 System Profile: City of Spickard - Community Working Together.....................38 From the Executive Director.........................................................44 Lagoons Do It Better: Cost-Effective Ammonia Removal........46 Calendar of Events..........................................................................58

About the cover: Pictured is Don O’Daniel with PWSD #1 of Laclede County.

The photograph was taken by MRWA’s Jim Patton during a water line repair on Hwy 64 in Lebanon.

REGION IV:

Staff

Contents

Call us and let us know your needs so we can stop and visit with you when we are in your area. There is no charge for our services. Call Missouri Rural Water Association at 573-657-5533.

Water Training Specialist

Office Manager

Wastewater Technician

Joe Anstine

Mark Klaus

Circuit Rider II

Energy Efficiency Circuit Rider

Howard Baker

Jim Patton

Small Systems Circuit Rider

Mapping Specialist

Andy Bowman

Brad Rayburn

Maggie Dixon

Wayne Roderman

Circuit Rider III

Marketing Coordinator

Jim Enterline

Resource Conservation Circuit Rider

Billy Everett

Wastewater Technician

Eric Fuchs

Membership Services Secretary

Training Secretary Apprentice Coordinator

Gary Webber

Circuit Rider I

Saem Yem

Source Water Protection Specialist

Elizabeth Grove

Management Circuit Rider This Publication is Printed on Recycled Paper with Soybean Ink.

Missouri Rural Water Association Mission Statement:

“To be the leading source of professional services, support and representation for water and wastewater utilities.”

Missouri Water Lines is published by General Printing Service, 1910 N. Providence, Columbia, Missouri 65202, (573) 443-8890 and is distributed free to water/ wastewater systems, board presidents, mayors, suppliers, individual members and associate members. Call the MRWA office at (573) 657-5533 for copy deadlines.

Subscription rates are $15.00 yearly to help cover printing and postage costs. To subscribe, send names and addresses with prepayment to: Missouri Rural Water Association, 901 Richardson Drive, Ashland, Missouri 65010.

3

President‘s Message David Waller, MRWA Board President My career in the water industry began 45 plus years ago in 1974 when I was hired part time by the Macon County Rural Water District. Over the years, I have witnessed a lot of what I would consider turning points for the industry. The enactment of the Safe Drinking Water Act in 1974 and the subsequent reauthorization/ amendments in 1986, 1996 and 2016 have had a profound effect in the way we as an industry do business.

The many regulations that operators have had to comply with have increased public health while making the jobs you do a lot more technical, but the underlying goal of protecting public health has remained the same.

Operator certification is another turning point for the industry; slowly over time the professionalism of operators has increased as more have sought different levels of certification. As the amount of knowledge required to gain those certifications has grown, so has your professional approach to the task of providing safe, affordable, drinking water.

I believe that we are now at another turning point for the industry. There remains a steady flow of new and often strange named contaminants to check for and I trust that the industry will meet those challenges as they always have, but the change I am referring to is the apprenticeship program being offered through your Association in partnership with National Rural Water Association (NRWA). This program’s goal is to build on the operator certification base by adding new and more extensively trained people into our water systems; to build a work force for the future by bringing the job that we do out into the forefront of people’s minds and change their view of the water operator to what we have always known you were, a true professional. We face a workforce that is growing older by the day, and the need to cultivate younger individuals’ interest in our industry is considered by most professionals as one of the biggest challenges that we face.

I believe in, and am excited about, the apprenticeship 4

program and will enjoy seeing it gain greater speed and acceptance.

This program is in it’s very beginning, but the growth nationwide and here in Missouri is a good indication that it is here to stay and will ultimately be the way we do business. There will be a time when we will look back as an industry and won’t remember when we didn’t consider if an applicant for the job held a certificate of completion of apprenticeship.

If your system hasn’t investigated sponsoring someone for the program, you can direct them to https:// moruralwater.org/mrwa-apprenticeship-program/ and encourage them to learn how to get involved with this wave of the future. MRWA Apprenticeship Coordinator Jim Enterline will be more than willing to explain the program and what it takes to start the process. He can provide all the information that decision-makers need or can plan a visit with them to explain how this program is going to shape the applicant pool for job seekers and how it can help raise the knowledge of the system’s current employees.

Don’t wait, reach out today to Jim Enterline, MRWA Apprenticeship Coordinator and get onboard with an apprenticeship applicant.

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Small Town Turnaround: A Mayoral Perspective and Thank You Brad Rayburn, MRWA Circuit Rider Missouri water and wastewater systems face multiple challenges when it comes to operating and maintaining the infrastructure that many people take for granted.

One of those challenges is educating customers and the general public; most people don’t understand how much time and energy it takes to operate a water or wastewater system. Each public water and wastewater system have board or council members in place to ensure their water and wastewater systems 1.) have adequate funding to operate, and 2.) are viable now and into the future. Ensuring this can be done by adjusting rates, replacing failing infrastructure, or by upgrading facilities and infrastructure in the water or wastewater system.

The following is a story of one small Missouri town that completely changed the way they operated their water and wastewater systems.

My name is George Hunt and I was elected Mayor of the City of Koshkonong, MO in April 2016. Koshkonong is in southwest Missouri and has a population of 212. The city has gone through many transformations over the years, starting off with neglected, failing infrastructure: sewer, Koshkonong Mayor George Hunt water, and streets.

Within 2 weeks of being elected, I began getting calls from residents with complaints of muddy tap water. The Missouri Department of Natural Resources (MoDNR) was notified about the problem and a representative from MoDNR came by the next day to investigate the muddy water complaints. MoDNR strongly recommended flushing all the hydrants in town thus purging the muddy water out of the system. At that time, I had never flushed a hydrant, so I contacted Missouri Rural Water Association (MRWA) for assistance. MRWA Circuit Rider Brad Rayburn came by to help us develop a flushing plan.

Brad and I began by flushing a fire hydrant next to the 6

well house. I remember thinking, “Why would you start flushing a hydrant at the well to flush the lines in the distribution system?” After an hour of flushing that hydrant, the water flowing remained muddy, and this was with the well running the entire time. Brad asked, “George do you have another well?” Indeed, the city had another well, but I had no idea if it was useable. The well was drilled in 1960 and had not been in operation for several years. Brad opened a fire hydrant behind the well house which was used to flush the water from the well to waste without allowing the water to flow into the system. Fortunately, the water from this well was clear, and it could temporarily be used in place of Well #2. This well only produced 40gpm, had no automation, and for several months, had to be manually operated by turning it on two to three times a day to maintain pressure to the town.

What do you do when your main well is pumping muddy water and the city only had $118.23 in their account? Yep $118.23! The answer…you ask for help!

Brad introduced us to Mark Dethrow with USDA. With our situation, Mark first filed an emergency grant; timing was everything and the grant came through at $500,000.

That grant provided the following: • a new state of the art well (#3) • a well house with eye washing station • a six-foot security fence • water tower maintenance including clean out, sandblasting, and internal and external paint • a VFD installed in well #2 • Radio Read Meters • 5 new flush hydrants (continued on page 10)

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(continued from page 6)

The VFD was adjusted so the well was limited to pumping 100gpm, which improved the water quality in Well #2, allowing it to once again be used. With the purchase of the radio read meters, what once took 12 hours (reading the meters) now only takes an hour. The purchase of the 5 new flush hydrants was to replace broken ones and to newly install on dead-end lines.

We had a great team; Brad Rayburn of MRWA, Mark Dethrow of USDA, Darren Krehbiel Engineering, Tim Hancock of Smith & Edwards Construction, Koshkonong City Council of Kelly Barnes, Nicole Tilman, Codey Bryant, Rebecca Hunt & Mark Sanders; all working on this grant that allowed us to get all these things. Best of all, the town now had good, clean water.

During this same time, the city received another grant to overlay asphalt on city streets. This Community Development Block Grant (CDBG) grant through the state allowed us to pave every street in town, add parking lanes around town, and purchase new street signs and hardware. These were much-needed upgrades to our city streets.

The water and streets were just two upgrades the City was undertaking. Another problem was our wastewater system. It was out of compliance with numerous violations received from MoDNR. The wastewater plant has sand filters through which the wastewater flows before it is discharged into the creek. The two separate sand filters are approximately 100’ wide X 200’ long and were completely overtaken with weeds. During normal operation, wastewater is pumped through the sand filters, but of the 16 pumps, only 2 were operational. The pipes that transmit the wastewater through the sand filters were broken or packed full of dirt. At this point, I contacted MRWA Wastewater Technician Donald Jones for assistance.

Donald taught me how the wastewater plant was supposed to operate and how it could be repaired.

The city made the necessary repairs to all the pumps, repaired and flushed out the pipes, and now are back in compliance. The wastewater plant looks like a park now thanks to James Reed the new Water/Wastewater 10

Superintendent. There are eight lift stations at the school that were not working properly. The lift stations were renovated with new pumps and clean outs to ensure routine maintenance could be performed.

The City Hall has been renovated with new Council chambers, a Mayor’s office, and workstations for all council members including computers. Additionally, new HVAC, water billing software, copier, and fax machine.

A new workstation for the City Clerk was also built.

She is now safe behind closed doors with walls that are reinforced with ½” plate steel and bullet-resistant glass.

An exterior payment drop box was added for afterhours customer convenience and the city can accept customer payments for water/wastewater bills on-line.

The city owned an old two-story building that had been condemned. The roof to the building had fell in, so the city had it demolished, and the property was made into a parking lot for the city park. The city also had two properties donated to it; the old city jail site which was made into another park and The Museum and Blacksmith property which are part of the parks department. Also donated to the city were Christmas decorations from the city of Mammoth Spring, AR. Howell-Oregon Electric Co-op received a grant with matching funds of $550,000 for electric for Koshkonong, replacing poles, transformers, and updating electric lines from the1920’s.

It amazes me the blessings that God has bestowed upon our City. I feel He must have a Great plan for our town and the people here. If that wasn’t enough, we are now in the process of getting a Dollar General, with the help of Hope Reed who began a 30 days to Dollar General social media campaign.

It’s been an amazing four years! A “Thank you” to MRWA’s Liz Grove and Donald Jones and a special “Thank you” to Brad Rayburn, who has helped us from start to finish.

God Bless You.

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Water Wars Eric Fuchs, Sourcewater Protection Specialist

Water Wars - Normally this term reminds us of the Western states with the battles between ranchers fighting over how much water they receive for their livestock, or of the fight between big crop producers wanting irrigation water and cities needing water for their citizens. What comes to my mind when we speak of “Water Wars” in Missouri? Let me explain: I have grown up in the Ozarks (not the bootheel) of southeast Missouri where ground water is easily accessible and plentiful. For the most part, water districts are small, with hills and rocks being the challenge for systems to cover large geographic areas. Systems are both in the production and distribution business. They can control all aspects of what happens within their boundaries including the quality of water which they deliver.

In northern Missouri, we see most source water coming from rivers and reservoirs. Additionally, we see massive water districts that run for miles and service multiple communities. The deep, rock-free soil and geography of northern Missouri make this possible. Here we see many consecutive systems with one main supplier who might sell to multiple towns or other water districts who in turn sell to other districts or communities.

There are also systems that just distribute water with no capability of producing their own water. Within this network of interconnected systems is where we can see the Missouri “Water Wars”. Most of these wars are from a lack of communication, gone-but-not-forgotten rivalries, and just downright poor behavior.

Communication is key for smooth relationships among

these interconnected systems. The water provider should always inform receiving systems of “upsets” that might occur at the plant; treatment changes, changes in production schedules, etc. While this sounds like common sense, I have seen instances where the lack of communicating these basic facts have caused any or all of the following: towns to run low or out of water, poor water quality, bad bacteriological samples and low chlorine residuals. In addition, I have seen instances of water providers changing treatment regimens without telling the other systems causing customer complaints and upsets. Communication is also important from the distribution side of these large districts. Reciprocating information on the quality of water received, chlorine issues etc. can help the provider maintain the quality needed for the customer throughout the entire interconnect of systems. Unfortunately, we have had experiences where this doesn’t happen on both sides and those suffering the consequences are the customers.

So, where does the MoDNR fall into this equation?

What should their role be in assisting with these “Water Wars?” DNR is first and foremost a regulatory agency.

Their role is to make sure water is delivered in compliance with the Safe Drinking Water Act. They should get involved in these situations to help with communication and help solve disagreements.

They should act as the intermediary to get to the overall goal of safe reliable drinking water for the citizens.

Many times, we lose track of what our true purpose is as water specialists operating systems. We are there to provide safe drinking water to our customers each and every day. We should be doing that in a way that is affordable yet allows us to be sustainable as a system into the future. Anything else that detracts from this goal will only bring undue attention and unnecessary burden to each of us. Let’s put an end to the Missouri Water Wars!

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The Sky is Falling Gary Webber, MRWA Wastewater Technician Chicken Little once erupted the silence and tranquility of the small town in which he lived proclaiming, “The sky is falling, the sky is falling!” as he ran through the streets and alleys. This caused panic and crisis among the local residents for a short time, but then, nothing happened. The sky didn’t fall, and everyone went back to their busy lives discarding the exclamations of the fearmongering chick.

The life of a utility operator can be described by many adjectives. Hopefully, fulfilling or rewarding, for there are many times one can be happy with a job completed in a correct and lasting manner. Another may be challenging, for there are many challenges to overcome even when all seems to be running smoothly. But sometimes utility operators are deemed insipid and are ignored by the governing board or oversite administration. If you can relate to this, then something needs to change.

With my duties of on-site assistance while traveling to communities across Missouri, there are a few items that I seemingly notice too often. The first one that comes to mind is utilities that are, one way or another, operating in a compromised status. How many of us have only one pump in a lift station with no working spare pump? How many of our utilities have no spare chemical solution pump for their bleach or other additives? High-Service pumps and backwash pumps are extremely important, and one has trouble finding a spare just like what we need sitting on the shelf at any pump shop. It sometimes takes months to get a pump and motor assembly purchased and installed.

Another observation I have made with about every onsite “critical response effort” that I have been associated with; there are several factors that have contributed to this situation calling for a critical response, most of which would not have been a factor if maintenance and responsible funding of critical infrastructure were provided. In fact, I’ll take up the role of Chicken Little and say boastfully, 14

“Some of our utilities are operating in a compromised ‘Emergency State’ most every day!” What these operators refer to as “Normal Operation” would be operating with some aspect of the utility not functioning properly or operating without redundant backup. And these utilities have more than one compromising issue; in fact, often many. So again, operating in this compromised status has become normal operations. The operator hasn’t or can’t get the item repaired for whatever reason, therefore the utility operates in what I consider an “Emergency State”. Operating in that state, the utility is NOW just one straw short of a full-blown failure and a panic “Crisis Status”. Believe me, living through a crisis at the utility is no fun and may have many repercussions. Operating and living in a compromised world at the water or wastewater utility may be normal to you, and, if so, your community may be one step away from a crisis.

If you find yourself feeling like Chicken Little or being ignored by those in decision-making positions, and the integrity of the utility product is at risk, I would recommend getting help from the staff of MRWA. There may be ways we can help the situation before your “Sky Falls”.

“Pre-preparation” at New Hampton’s Main Lift Station. A gasoline powered pump will be used to pump into the force main leading to the nearby lagoon in case of a power outage.

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18

Around the State Capitol Harry Hill, MRWA Lobbyist There are some things at the state capitol you can pretty much rely on; a bunch of lobbyists lurking about and plenty of vivid stories to follow.

I offer as an example, William Harlow Phelps. He was the “King of Lobbyists” according to historical accounts of the early 1900’s.

Mr. Phelps, a country lawyer from Carthage, first became acquainted with the Missouri Legislature after he was elected in 1874 to represent Jasper County in the House of Representatives. He served a brief time before he left to become a lobbyist for railroad interests at the state capitol.

He began his lobbying career with the Frisco Railroad in 1878 and later worked from 1888 to 1910 with the “Missouri Pacific and Iron Mountain,” (later the Missouri Pacific.)

A predominate means of public transportation, rail travel was important to everybody – including legislators.

Phelps had the ability to issue free rail travel passes to house and senate members.

“Phelps established the power of the pass at Jefferson City. No member of the House or Senate, and no one of political influence in any part of the state had to pay railroad fare on the Missouri Pacific as long as the Phelps fountain pen flowed freely.”

– St. Louis Post Dispatch, July 26, 1916 News accounts of the day reveal that Mr. Phelps’ influence with legislators was enhanced by his practice of personally delivering the rail passes to house and senate members. This close association with legislators, however, likely led to some embarrassing times for some of the elected participants. On one occasion Mr. Phelps vacated a Jefferson City hotel room and left behind a wastebasket containing letters from legislators requesting rail passes.

A news reporter found the letters and published the travel requests.

Missouri Pacific Train # 1123

It seems that late in his lobbying career, Mr. Phelps and railroad executives had a difference of opinion over policy matters. One news account related that his employer wanted the legislature to set the rail passenger rate at 3 cents per mile while their lobbyist believed 2 ½ cents was adequate. Mr. Phelps prevailed.

The independent nature of Mr. Phelps could have led to the separation from his railroad client. Others, however, believed it was inadequate compensation.

“Col. Phelps* got for the railroads just what they wanted. And when they refused to reciprocate as liberally as the Carthage Colonel felt was necessary, the Colonel and railroads decided to part company…When he left their employ he took with him the railroad’s political power and became as bitter an enemy as he had been a friend,” wrote a Cape Girardeau County newspaper in July 1916.

The “lobbyist king,” however, was not done with his work at the state capitol. In 1910, he was again elected to the Missouri House of Representatives to represent his home county. He was re-elected in 1912 and during that term was appointed Chairman of the Private Corporations Committee.

Historical accounts of the day said the railroads found especially troublesome Phelps’ efforts to pass railrelated legislation regarding property tax assessment as well as “the fixing of passenger rates by the Railroad Commission.” (continued on next page)

19

(continued from page 19)

In his biographical sketch for the 1911-12 state manual (Blue Book,) the following was included for Phelps; “He has been one of the most successful and prominent corporation lawyers in the West.” (It should be noted here that information for a legislators’ biography is provided by the office holder.)

In 1914, Phelps was elected to the state senate but was unable to complete his term of office. He died in July 1916 at the “Mayo Brothers Hospital” in Rochester, MN after complications from surgery. Not long after his death, a local newspaper reported he left behind an estate appraised at more than a million dollars.

Photo Credits – Train: Missouri State Archives - Missouri Pacific Train Number 1123 (MSA)Uploaded by PD Tillman Home: quarriesandbeyond.org – Col. William Phelps Residence - The Quarrying Industry of Missouri, by E. R. Buckley, Director and State Geologist, and H. A. Buehler, Missouri Bureau of Geology and Mines Vol. II, 2nd Series, 1904.)

20

Palatial home of Col. Wm Harlow Phelps

*He was a Democrat and became a Democratic Party boss, hence the title Colonel.

– Hall of Carthage Heroes

KEN WOODS

Sales Engineer

MELLEN & ASSOCIATES INC. 4224 S. Hocker Drive Bldg. 11, Ste. 102 Independence, Missouri 64055 www.melleninc.com ken@melleninc.com

Ph. 816/ 836-0202 Fx. 816/ 252-7530 Mobile. 816/ 833-6570

21

MRWA: Return on Investment Jason Choate, Director of Water Services, Carthage Water & Electric Plant If any of us were employed in a private industry, especially those publicly traded on Wall Street, we would be required to justify every significant purchase with a return on investment (ROI). Additionally, once the investment has been completed and in operation, we would be required to show financially how well such investments are performing in relation to the original ROI. All well run companies require some form of this process to ensure their employees, engineers and managers are keeping the financial interests of the company in mind when looking for opportunities to improve their areas of responsibility within the company.

So, why do public utilities overlook ROI’s when identifying significant improvement projects for their community? Why do utility employees, managers and elected officials overlook “Water Loss” which has significant financial impacts to their system(s)? True, publicly owned utilities don’t answer to Wall Street investors. However, we do answer to our local ratepayers, council members and utility boards and we should be making good sound financial decisions while maintaining and improving our processes.

In Carthage, we recently had a water main that we knew was leaking but could not pinpoint the location. It was located near an intersection where the two crossing mains did not meet at a true cross. In fact, it made several jogs with tees, 90’s and 45’s thus Figure 1 making it difficult to pinpoint the leak. After a couple days of searching and several newly made potholes with our vac truck, we decided it was time to call in reinforcements. Wayne Roderman with MRWA was our first choice and, luckily for us, he was going to be in Southwest Missouri the following week.

22

Within an hour of being onsite, Wayne had marked an “X” on the street where he thought the leak was located. After marking the street, Wayne and our crew pulled a nearby storm drain lid and instantly discovered the main break had a direct path into the storm drain, therefore, never surfacing.

Given it was late in the day, we assured Wayne we would be digging it up first thing the next morning. Once we uncovered the main, the “X” could not have been more perfectly marked above the 6” main with a straight break that was gapped approximately 1/32” (see Figure 1.)

Within two hours the main was clamped and the leak stopped.

After the break had been repaired, as we always do, we calculated our estimated water loss using the MRWA water loss app. As you can see from Figure 2, we estimated this break was losing 126 gpm. This leak alone accounted for 6% water loss (66,000,000 gallons annually) in our system that was currently at an 8.5% Figure 2 loss. The spreadsheet in Figure 3 calculates our estimated losses; cost/1000 gals for pumping and treatment, estimated cost/day and estimated cost/year. Obviously, we do not have the exact date of when this break occurred, but we do know what it would cost us daily and annually.

In conclusion, our $1400 annual investment for MRWA membership dues provided us a benefit of having Wayne Roderman locate a leak, at no additional expense to us, that was losing enough water to justify an annual Return on Investment (ROI) of more than 15 years for our MRWA membership.

Quite often we have to replace/repair areas of our systems that must be addressed regardless of financial return. I challenge you to consider the financial impact

when making such decisions as often as you can. This will benefit you when justifying the needed improvements to your system with managers, utility boards and councils as well as showing your ratepayers you have their best interests in mind.

  Thank you MRWA and Wayne Roderman for everything you do for your members! I believe our membership has a favorable Return on Investment!

Figure 3

September 14-16, 2020

Phoenix, Arizona 23

City of California, Missouri

City of Excelsior Springs, Missouri

City of Kansas City, Missouri

$1,125,600 Combined Waterworks and Sewerage System Revenue Bonds Proceeds were used to construct, furnish, and equip improvements to the City’s sewerage collection system.

April 2018

$1,500,000 Certificates of Participation Proceeds were used to acquire, construct, and equip a new municipal golf course club house.

$83,770,000 General Obligation Refunding and Improvement Bonds

March 2018

March 2018

City of Louisiana, Missouri

City of Bolivar, Missouri

City of Silex, Missouri

$4,523,318 Certificates of Participation Proceeds were used to fund improvements and extensions to the City’s combined waterworks and sewerage system, storm water system and streets.

$1,231,162 Lease Purchase Agreement

$1,111,000 Waterworks System Revenue Bonds, MoDNR SRF Proceeds were used to construct a water storage tank and make distribution improvements.

$277,000

Sewerage System Revenue Bonds, MoDNR SRF

Proceeds were used to fund improvements to the City’s wastewater collection and treatment system.

Proceeds were used to fund construction, expansion, and improvements to the wastewater treatment system.

February 2018

February 2018

City of Campbell, Missouri

City of Unionville, Missouri

Combined Waterworks and Sewerage System Revenue Bonds, MoDNR SRF

$625,000

$777,000 Combined Waterworks and Sewerage System Revenue Bonds, MoDNR SRF

Proceeds were used to make improvements to the City’s water storage tanks as well as the water supply and distribution system.

Proceeds were used to make improvements to the City’s wastewater collection and treatment system.

February 2018

PWSD No. 1 of Osage County, Missouri

Proceeds were used to refinance the Series 2007A and 2008A; and street, sidewalk, bridge, and flood control projects.

October 2017

October 2017

C-PWSD No. 1 of Scotland County, Missouri

PWSD No. 13 of Jackson County, Missouri

$2,193,000 Waterworks System Revenue Bonds, MoDNR SRF Proceeds were used to fund upgrades to water mains and installation of a remote read meter system.

$3,000,000 Waterworks System Revenue Bonds, MoDNR SRF Proceeds were used to fund replacement and upgrading of water mains.

November 2017

City of Sedalia, Missouri $5,695,000 Certificates of Participation Proceeds were used to acquire, construct, furnish, and equip a Police and Law Enforcement facility.

September 2017

September 2017

July 2017

Don’t just roll the dice… Go to the ones you know.

D.A. Davidson & Co. – Providing service and solutions to Co for over half a century.

24

City of Ashland, Missouri

City of Gallatin, Missouri

Village of DeKalb, Missouri

$6,408,000

$958,000 Electric System Refunding Certificates of Participation

$101,350 Waterworks Revenue Bonds

Proceeds were used to make improvements to the City’s wastewater treatment system.

Proceeds were used to refinance the Series 2010 Certificates of Participation.

Combined Waterworks and Sewerage System Revenue Bonds, MoDNR SRF

Proceeds were used to finance the extension and improvement of the waterworks system.

March 2018

March 2018

City of King City, Missouri

City of Union, Missouri

City of Perry, Missouri

$759,000 Equipment Lease Purchase Agreement

$2,659,600 Combined Waterworks and Sewerage System Refunding Revenue Bonds

$183,000 Sewerage System Revenue Bonds, MoDNR SRF

March 2018

Proceeds were used to refinance the outstanding balance of the Series 2009 Certificates of Participation.

December 2017

PWSD No. 3 of Osage County, Missouri $598,000 Waterworks System Revenue Bonds, MoDNR SRF

Proceeds were used to refinance the Combined Waterworks and Sewerage System Revenue Bonds, Series 2010B. December 2017

Proceeds were used to conduct a sanitary sewer evaluation study to develop a facility plan for improvements.

November 2017

City of Troy, Missouri

Camden County, Missouri

$2,108,300 Refunding Certificates of Participation

$4,118,198 Equipment Lease Purchase Agreement

Proceeds were used to refinance the City’s outstanding Certificates of Participation, Series 2011.

October 2017

September 2017

Proceeds were used to fund improvements to the Justice Center, including energy savings upgrades, roofing, and masonry repairs.

September 2017

City of Branson, Missouri

City of Trenton, Missouri

City of Oak Grove, Missouri

$12,000,000 Equipment Lease Purchase Agreement Proceeds were used to fund costs of improvements to the Highway 76 corridor; and improvements to the wastewater and sewerage systems.

$1,600,000 Equipment Lease Purchase Agreement

$5,005,000 Certificates of Participation

Proceeds were used to fund improvements to the waterworks system and the rehabilitation of two water towers.

Proceeds were used to fund wastewater system improvements for the City.

Proceeds were used to make improvements to the District’s water storage tanks and distribution system..

June 2017

June 2017

May 2017

ommunities and Districts 800 West 47th Street, Suite 512, Kansas City, Missouri 64112 1-800-206-0634 25

Dealing with Difficult Customers Elizabeth Grove, MRWA Management Circuit Rider Do you ever have those days when people just drive you absolutely crazy? At the end of the day, all you want to do is go home, lock the doors, and not speak to another human being for the rest of the night? You are not alone! We all have days like that. For utilities, it usually occurs during the time when utility bills are due, and everyone is trying to make their payment before they are charged a late fee.

Customer service training is something that is frequently requested by MRWA members. I have done some customer service classes in the past and will do more in the future but thought I would share a few major points with you in this article.

In this day of digital communications with online payments and automatic bank withdrawals, dealing with a customer in person has become a rare occurrence. Just think about it, when was the last time you paid your cell phone bill by taking your check (or cash) and handing it to a real person? Unheard of these days! I know when I pay bills, I do it online through the bank or directly with the vendor. I don’t have time to make a trip to the bank to make a mortgage payment every month!

For many utilities, especially smaller utilities, payments are still made either in person or mail. Granted, online payment options are becoming more common, but still, I bet most customers pay in person in your small community. This makes you the one place where someone can walk in, pay a bill, and then lodge a complaint with a real person. And believe me, they will voice their discontent!

26

So, here are a few tips to remember when dealing with difficult customers: 1. Get to know your customers.

It is the same people every month. Some are just natural born complainers and will have an issue with everything. I call these the “5%”. It doesn’t matter what you do, they will not be happy. Their hobby is complaining, and you happen to be in the right place at the right time to hear them talk.

All you can do is smile and take their payment and wish them a good day. Which leads me to my second point: 2. NEVER TAKE IT PERSONALLY! Even when the customer tries to make it your fault or criticizes you for doing your job, let it slide off like water on a duck’s back. Before that customer came in that day to pay the bill, they may have had a fight with their spouse, wrecked the car or who knows what other calamities. By the time they encountered you, they were ready to dump on someone. Lucky you! Again, when this happens, maintain your composure, process the payment as quickly as possible and get them on their way.

3. Do a little self-assessment and figure out your “hot button” topics or phrases. Do you have a customer who comes in and makes comments just to see if they can get you riled up? Believe it or not, there are some out there who enjoy doing this to other people. They love to get a reaction out of you.

Recognize your triggers and don’t let someone manipulate you by pushing those buttons.

4. If you have a co-worker with you in the office, be each other’s critic. Constructive criticism is a valuable tool. When you have had a difficult encounter with a customer, ask your co-worker to help you evaluate how you handled the situation.

This requires that both of you be honest and not have hurt feelings when suggestions for improvement are given. You could even practice how you will handle the next situation.

5. Be an expert on the utility’s rates and policies/ ordinances. You should be able to answer questions on these topics when asked. Saying “I don’t know” or giving an answer that is not factual makes you look unprofessional and it will come back to haunt you later. You should be able to explain things like how a utility bill was calculated, provide information on late fees and disconnects, or know the proper procedures for signing up a new customer.

6. Having said all the above, never tolerate abuse.

Foul language, threatening language or physical interaction is never acceptable. If a customer becomes abusive, they should be asked to leave immediately, and help should be called.

7. Have a safety plan! Even in the smallest of offices, know how to get help. Is there a physical barrier between you and the customer (a payment window, counter, etc.)? Is there someone close by you can call if you need help? Can you see the customer before they enter the building? Do you have a way to escape the building without crossing the path of the customer? These are things that you need to seriously consider for your own safety.

Customer service is important – good customer service is required. However, that doesn’t mean the customer is always right. It takes good communication skills and good people skills to handle it properly. A favorite quote of mine comes from Maya Angelou.

She stated, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

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Interior Tank Inspection: Which Type is Right for Your Water Storage Tank?

Tony Grant, Sales/Field Representative, Maguire Iron The interior of a water storage tank is one of the most important parts of water distribution as the tank holds treated potable water for end users within the system. Organic and inorganic residues can collect on surfaces inside water storage tanks and can lead to taste and odor issues, regulatory compliance issues and can cause other complications within the distribution system.

Not all water tanks or water systems are the same and choosing the best type of interior water tank inspection can be difficult based on your system’s unique needs and the length of time the tank may be offline.

This article will explain four different water storage tank inspection options along with the advantages and disadvantages of each. Water storage tank inspections should be conducted on a yearly basis. The A visual inspection photo taken from the roof manway of an goal of the inspection is to monitor the interior steel and coatings elevated steel water storage tank while tank remains full and in to minimize down-time and maximize water quality. All water tank service. inspections should be done in compliance with all American Water Works Association and Occupational Safety and Health Administration standards.

The American Water Works Association recommends: “Tanks should be washed out and inspected at least once every 3 years, and where water supplies have sediment problems, annual washouts are recommended.”

When conducting a water tank interior inspection, one of the following four inspection types should be chosen based on your system’s unique needs to determine the interior condition of the water storage tank to properly plan for long-term maintenance of the asset: • Visual Inspection

•

Dive Inspection

• Remote Operated Vehicle Inspection

•

Washout Inspection

Visual Inspection

A visual inspection is the simplest form of inspection that can be performed on a water storage tank. This type of inspection is as easy as climbing or accessing the water storage tanks manway, opening it and recording what is seen.

Capturing pictures of the roof, walls, and bottom of the tank are recommended to document the tanks structural material and the coating systems performance.

• Advantages • Tank remains in service • Inexpensive

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• Disadvantages • Interior conditions cannot be fully inspected • Coating touchup cannot be performed • Sediment cannot be removed • Chemical cleaning cannot be done • Inorganic materials are difficult to detect

Remote Operated Vehicle Inspection

A remote operated vehicle inspection is performed when an unmanned submersible is placed in a water tank while it is full of water. The ROV is then flown in the water capturing pictures and video of the walls and bottom of the tank to document the tanks structural material and the coating systems performance.

• Advantages • Tank remains full of water • Almost all areas can be inspected

Remote Operated Vehicle

• Disadvantages • Some interior conditions (blistering) cannot be fully inspected due to water in the tank • Coating touchup cannot be performed • Sediment cannot be removed • Chemical cleaning cannot be done • Inorganic materials are difficult to detect

ROV provided picture of the interior of a steel water tank.

Dive Inspection

A dive inspection is performed when a diver dives in a water storage tank while it is full of water. The diver captures pictures of the roof, walls and bottom of the tank to document the tanks structural material and the coating systems performance. o Advantages • Tank remains full of water • Almost all areas can be inspected • Sediment can be removed o Disadvantages • Some interior conditions (blistering) cannot be fully inspected due to water in the tank A diver prepares to do an underwater inspection.

• Coating touchup cannot be performed • Chemical cleaning cannot be done • Inorganic materials are difficult to detect (continued on page 32)

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Waterdrop Awards for Excellence

2019 Office Professional Scholarship Award WinnerAmy Chapman, City of Spickard

2019 Office Professional of the Year – Keith Smith, Boone County PWSD # 9

2019 Water Operator of the Year – Stan Barr, Ray County PWSD # 2

2019 Wastewater Operator of the Year – Neil Bert, City of Perryville

Congratulations to all the winners!

Thank you for being part of our team.

30

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(continued from page 29)

Washout Inspection

A washout inspection is performed when a water storage tank is drained and an individual or crew enters the tank to conduct the inspection. The individual or crew captures pictures of the roof, walls, bottom and all other structures inside of the tank to document the tanks structural material and the coating systems performance.

The crew can then power wash all surfaces of the interior of the tank to remove any sediment and organic materials.

• Advantages • Most complete conditional assessment can be accomplished

This picture shows sediment in the tank after draining. This is removed prior to refilling the tank.

• Sediments can be removed • Full preventative coatings maintenance can be accomplished • Coating touchup can be performed • Chemical cleaning can be done • Inorganic materials can be detected • Disadvantages • Tank must be drained and taken out of service

In Summary Safe potable water delivery is the number one purpose of a water storage tank. Proper interior inspections will help you document and determine the condition of your water storage tank to help you properly plan for long-term maintenance. Inspections on the water tank need to be done every year for maintaining the sanitary, safety, structural and coatings integrity of the tank. So, setting a schedule and then determining when and what type of inspection you require and in what years helps monitor the tank condition.

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Saving Money through Energy Assessment Mark Klaus, MRWA Energy Efficiency Circuit Rider Greetings from the newest member of the MRWA team. This past year has been exceptional and many thanks to you all for your kindness during the transition period.

Performing free energy assessments for utilities is educational and gratifying. Energy reduction efforts are often overlooked as we fix leaks, optimize treatment, or process paperwork. Working together we can reduce energy use and save money.

During the assessment process we partner with water/wastewater utilities to chart expenses for each billing location. Billing locations include lift stations, wells, treatment plants, or buildings. We scan or copy twelve months of electrical and/or gas bills for each location.

This data is then incorporated into a spreadsheet (charted.) Some interesting findings include billing irregularities and taxes. Some items are unnoticed as utilities process and pay bills. Charting bills allows Figure 1 comparison of monthly energy usage at each billing location over a twelve-month period. The following issues were noted while charting bills during energy assessments over the past year.

Billing Glitches -

One system had identical monthly bills over an extended period with various amounts of energy used on each billing cycle at a single location (Figure1). Another system had multiple months of identical bills at a facility (Figure 2.) These items were not reported as minimum billing charges and both systems are addressing these glitches with their electric providers.

Figure 2

Late fees –

Most bills list the total amount due on the first page while detailed billing information is provided on additional pages in the bill. The example (Figure 3) has late fees listed under Miscellaneous Charges in the locational billing pages. Note that in this example, this information is located on page 9 of a 12-page bill. This is easily overlooked while processing a large, multi-page energy bill.

Figure 3

(continued on page 36) 34

35

(continued on page 34)

Due dates –

Mailing issues may generate late fees from your energy provider. Energy bills arrive close to the due date, sometimes well after their anticipated arrival. A mailed check may not arrive prior to the due date. Making online payments is not a viable option for many utilities as policy may require board approval and signed checks. Several systems I’ve encountered have worked with their energy provider to address this issue. Coordinating billing dates with board meetings should be considered. Receiving both online and paper billing may prevent delayed mailing issues.

Taxes -

The biggest surprise…taxes are being charged to communities and districts (Figures 4 & 5.) All non-private political subdivisions are tax-exempt.

Roughly one-fourth of the assessed systems were taxed. Tax charges were noted on bills from various Missouri energy suppliers, regardless of the electrical company’s size. The good news: taxes may be refunded by the energy provider! Several of the

Figure 4

affected systems contacted their energy supplier to stop taxes. The taxes were discontinued, and the systems received refunds from their power company. Review your bills to assure that you are not being charged taxes.

Figure 5

Round Up Program-

Known by various other names, this item was noted on various utility bills. In this program, participants’ energy bills are rounded up to the next dollar amount, with the extra amount provided to community betterment programs. Although these wonderful programs help people, organizations, and schools, they may not qualify as an approved use of public funds.

Demand charges –

These charges are listed on monthly bills associated with high energy-use locations including wells, larger lift stations and water and wastewater treatment facilities. Demand charges are in addition to regular energy use charges. It is possible to have demand charges greater than or equal to regular energy use charges. Demand charges are based on the maximum amount of power required over a specific time period, normally 15 minutes. Demand charges are measured in kilovolt Amps (kVA) or kilowatts (KW), while energy use is noted on bills as kilowatt hours (KWH). Waiting 15 minutes between starting large energy use equipment at your facility may prove helpful. Rotating wells with demand charges may cause additional demand charges if operation occurs across two billing periods.

Energy Efficiency Investment Charge (EEIC) –

Most electrical suppliers charge this fee. The EEIC fees promote the energy efficiency initiative. This billing expense provides funding for energy efficiency rebates. In other words, the EEIC fee on your bill is collected and used to pay energy efficiency rebates.

36

Rebates –

Some power companies offer rebates for energy efficiency upgrades. This may include LED lighting, Variable Frequency Drives, HVAC units, and premium efficiency motors. When replacing or upgrading equipment, exploring available rebate program opportunities is suggested.

During assessments, the nuances of the billing items covered were unanticipated. Finding savings in the charting process was an unexpected surprise. Please review your bills thoroughly to assure accuracy.

MRWA Membership offers systems many no-charge services. Yearly, we provide 30 energy assessments and currently have a dozen remaining openings through June 2020. For a free energy assessment or for assistance with your energy savings efforts, contact: Mark Klaus, MRWA Energy Efficiency Circuit Rider 816.349.2670 – Mobile mklaus@moruralwater.org MCR Enterprise, LLC

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37

System Profile:

System Profile: City of Spickard ‐ Community Working Together City of Spickard - Community Working Together Andy Bowman, Marketing Coordinator

Andy Bowman, MRWA Marketing Coordinator

At the last count of the US Census in 2010, the City of Spickard was 254 strong; just under half of its 1950 vacated with the At the last count of the population of 517. Located in Grundy County just off US‐65, like many other rural Missouri towns its size, if you stay on Spickard’s water US Census in 2010, the the major highway, you’ll never know you passed it.

previous board. specialist, Larry Marrs, a contract operator, had been with the city for about 5 months in City of Spickard was 254 One would be correct in calling Spickard small. With only 86 active water connections, the town’s daily water usage is a April. Spickard’s wastewater specialist, Dave Akins, a strong; just under half of mere 20% of its lone storage tower’s 30,000 gallons. This was contract operator, lives in Princeton and only comes to its 1950 population of 517. achieved by actively fixing water leaks to lower the loss rate from its previous 34% loss in July 2019 to the Spickard to maintain the town’s 3-cell lagoon. Spickard’s Located in Grundy County November/December average of 11%, an impressive achievement for such a small town with limited resources. maintenance man, Robert Payne, has worked for just off US-65, like many Rather than look at the facts and figures that could go with the city for 10 years, but had left under the previous other rural Missouri towns this story, let’s take a moment and go back to April 2019. administration and did not work for the city again until its size, if you stay on the Why April 2019? April is election month for Missouri municipalities and Spickard Mayor Alan Tharp had just won after April. What now? Let’s now jump to July 2019. major highway, you’ll never the seat of mayor as a write‐in (a single write‐in). This followed the 2 monthly council meetings, March and April, know you passed it. where 3 of 4 of Spickard’s city council resigned their In July 2019, the city hired Amy Chapman as City positions, soon to be followed by the city clerk. Fortunately, 3 new council members were appointed by the previous council prior to their exit. So, we now have a struggling little town that’s losing population Clerk. You may remember seeing her name and photo and just lost all but 1 of its sitting leadership. At this point, I visualize Gary Webber’s article on page 14 One would be correct in calling Spickard small. With being the status of this little town. But wait…there’s more! on page 30; she was MRWA’s 2019 Office Professional only 86 active water connections, the town’s daily water I presumed the new leadership would rely on the knowledge of city employees; the city clerk, Scholarship Award winner. So, now the city has 1 board usage is a mere 20% of its lone storage tower’s 30,000 water/wastewater operator, or maintenance person, someone who is there every day. As mentioned earlier, the clerk vacated with the previous board. Spickard’s water specialist, Larry Marrs, a contract member with experience, a new mayor, 3 new board gallons.

This was achieved by actively fixing water leaks operator, had been with the city for about 5 months in April. Spickard’s wastewater specialist, Dave members, 2 contract operators, and a newly hired clerk. toAkins, a contract operator, lives in Princeton and only comes to Spickard to maintain the town’s 3‐cell lower the loss rate from its previous 34% loss in July lagoon. Spickard’s maintenance man, Robert Payne, has worked for the city for 10 years, but had left 2019 to the November/December average of 11%, an under the previous administration and did not work for the city again until after April. What now? Let’s now jump to July 2019.

When asked what some of the biggest challenges were impressive achievement for such a small town with In July 2019, the city hired Amy Chapman as City Clerk. You may remember seeing her name and photo the city faced, Amy replied, “To start with, rebuilding limited resources. Rather than look at the facts and on page 30; she was MRWA’s 2019 Office Professional Scholarship Award winner. So, now the city has 1 communication channels…Robert (Payne) being rehired figures that could go with this story, let’s take a moment board member with experience, a new mayor, 3 new board members, 2 contract operators, and a newly hired clerk. was the first ‘rebuild’.” Other communication to rebuild and go back to April 2019.

When asked what some of the biggest challenges were the city faced, Amy replied, “To start with, was between the city council and townspeople. The rebuilding communication channels…Robert (Payne) being rehired was the first ‘rebuild’.” Other communication to rebuild was between the city council and townspeople. The town’s finances were a town’s finances were a wreck. Water and wastewater rates Why April 2019? April is election month for Missouri wreck. Water and wastewater rates were well below sustainability. Spickard was a purchaser of water were well below sustainability. Spickard was a purchaser municipalities and Spickard Mayor Alan Tharp had just of water from Grundy Co. PWSD #1 and they were won the seat of mayor as a write-in (a single write-in). struggling to pay the bills. Facing what they came into, This followed the 2 monthly council meetings, March and the newly appointed council suggested a 300% increase in April, where 3 of 4 of Spickard’s city council resigned rates. their positions, soon to be followed by the city clerk.

Fortunately, 3 new council members were appointed by Before implementing the rate hike, the town sought the previous council prior to their exit. So, we now have a assistance through MRWA and contacted MRWA struggling little town that’s losing population and just lost Management Circuit Rider Liz Grove. When asked what all but 1 of its sitting leadership. At this point, I visualize the biggest obstacle she encountered was while assisting Gary Webber’s article on page 14 being the status of this Spickard, Liz answered, “…primarily they had major little town. But wait…there’s more!

I presumed the new leadership would rely on the knowledge of city employees; the city clerk, water/ wastewater operator, or maintenance person, someone who is there every day. As mentioned earlier, the clerk 38

financial issues…they didn’t have a good billing program, they had no accounting program at all, so they weren’t familiar with budgeting procedures to meet state statute requirements. We were able to implement all of that for the City, so they have a clearer picture of their financial position and where their rates need to be.” Liz performed a rate study and rates were increased, but only to the extent of the system’s needs. Additionally, the City is now using MRWA’s S.U.B.S. small utility billing program.

What impact did Liz’s assistance have on Spickard? Amy stated, “…Liz has shown me how to do everything. Since Liz came in, we’re paying the bills.”

Per Larry Marrs and Amy Chapman, Mayor Alan Tharp is also very active and “volunteers to help when he can,” said Chapman. In May 2019, MRWA Wastewater Tech Gary Webber met with Mayor Alan to discuss wastewater issues and evaluate the city’s collection system.

MRWA’s Joe Anstine flushing in Spickard

When asked of the challenges in the town’s distribution system, contract operator Larry Marrs responded, “Keeping disinfectant levels up in the system. Disinfection By-Products and residuals are the biggest challenge.”

In December 2019, the system exceeded the MCL for TTHM (total trihalomethanes). Later that same month, the system experienced absent disinfectant residuals.

Mayor Alan called on MRWA’s Joe Anstine for assistance.

While onsite, Joe assisted the Mayor with flushing.

Spickard, along with the challenges it faces, and those it overcomes, redefines itself as a system. Two things resound: Size has nothing to do with ability; Rural has everything to do with community.

Pictured l to r: Mayor Alan Tharp, MRWA’s Gary Webber, Council Member Daniel Chapman

During that visit, it was discovered that the system’s main lift station had only a single pump, the secondary lift station had 2 pumps but only 1 was operational, a creek crossing at the secondary lift station showed an exposed gravity main and force main, and that the collection system was experiencing heavy I & I following large rain events. Since that visit, smoke testing has been completed, the main lift station now has 2 operational pumps, and a force main going to the lagoon has been repaired. The city is now actively seeking funding avenues for fixing the exposed creek crossing, repairing the secondary lift station, and continued repair and replacement within the water distribution system.

When asked of her experience working with Spickard, Liz Grove put it best: “Spickard is a really good example of how a community pulls together…[the board] really has the well-being of the community at heart and it’s really been a joy working with them and seeing the support not just from the board, but from the citizens…and I think it’s been an amazing study in community working together.”

If your system needs assistance, please call us. We’re here to serve.

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From the Executive Director Randy Norden, MRWA Executive Director You do your best to provide a service to your customers. As public drinking water systems, you deliver safe drinking water to your customers. As wastewater systems, you safely collect wastewater from your customers and properly dispose of it. This is your responsibility and promise to your paying customers.

I think this basic concept gets lost in translation sometimes.

This year, I have had the opportunity to watch the genesis of a drinking water situation develop along very much like the Flint, Michigan incident did. Within this time frame it could be said that the drinking water system was “never out of compliance.”

Perhaps it wasn’t, but it sure was out of touch with its core job. Simply because no given sampling fell short of quality, or, any other parameter of measurement of compliance was not crossed doesn’t mean you can’t fall short of your duty.

So, as it went with the Flint, Michigan scene, at any particular moment, or snapshot, it could be argued that nothing was wrong until in the big picture, it was ultimately wrong. My point is that, too often, “compliance” is used as a marker of success when, in fact, you can be completely compliant with regulatory measurements and still fall FAR SHORT of your responsibility to the human beings to whom you are obligated.

We’ve gone through the end of 2019 and have begun our first semester of 2020. What an appropriate year to have some clear vision. For the most part, you all are doing a wonderful job! Here are some suggestions towards making clearer vision for your system and your customers: 1. The systems that I can identify as ones struggling problematically are the ones with 44

decision- makers (board or council) that do not have clear vision of their responsibility and, generally, do not have clear vision of the oversight of employees. May I suggest your decision-makers attend training to enhance their abilities. Contact Liz Grove by phone at 573.231.6797 or by email at egrove@moruralwater.org to set up training.

Discuss your challenges with any of our staff.

Likewise, if you are a municipality, you may seek training via the Missouri Municipal League.

2. When was the last time you truly evaluated your rates to see if they are where they need to be? I do NOT mean compare your rates to other systems...that does absolutely nothing.

You must do your own rate study because every system is unique in their financial requirements. Discuss with us any time about performing a rate survey for your system.

3. How is your OWN emergency response for yourself? If you have a service outage, do you have a mechanism to communicate with your customers about what is going on? May I suggest you check out an MRWA partner service, Immediate Response Information System (IRIS), which can provide you texting, email, and phone call service with your customers at your fingertips. Check them out at www. techradium.com By the way...as an MRWA member you get discounts!

4. Lastly, I suggest that you review your customer service process. By that, as your customer

interacts with you, did they receive a Customer Packet that outlines: your Service Agreement, what they can expect, clear fees and charges, your hours of operations and ways to pay their bill, disconnect procedures, reconnect procedures, etc.?

These are just a few suggestions to help you have better relations with your customers who are the ones that purchase your service and should

reasonably expect good service from you. Yes, striving for regulatory compliance is good service for your customers, but it is NOT the only measurement.

Making sure they are getting what they are paying for is the best thing you can provide. Whether it is drinking water or wastewater, what sets you apart from others is that you provide a sanitary service that gives life, and this is only second to the very air we breathe.

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Lagoons Do It Better: Cost-Effective Ammonia Removal Patrick Hill, Lagoon Specialist, Triplepoint Environmental Lagoon-based wastewater treatment systems are popular with small municipalities due to their cost effectiveness, low operational complexity, and maintenance requirements. Lagoons, however, were not designed to remove ammonia, a nutrient that, when discharged into the environment, is toxic to fish and amphibians.

To protect the state’s waterways, the Missouri Department of Natural Resources (MoDNR) has been issuing new permits requiring lagoon systems to meet low long-term ammonia effluent levels—as low as 0.6 mg/L in summer and 2.1 mg/L in winter—despite the cold winter temperatures that can inhibit the biological nitrification process. Most lagoon systems will not be able to remain in compliance without an upgrade. This was a challenge faced by one small community in southeast Missouri.

About Hillcrest Manor The Hillcrest Manor WWTF serves a community of approximately 220 single-family homes just outside the city limits of Cape Girardeau in the southeast corner of the state. The average design domestic wastewater flow of 60,000 gallons per day is treated by a three-cell lagoon system, which had already run afoul of regulators: A consent order for compliance issued by MoDNR listed violations including a nonfunctioning aerator in the first cell, septic conditions, excessive vegetation, and a turtle shell lodged in the effluent pipe, with pending fines and civil penalties in the thousands of dollars.

and a limit of 2.8 mg/L from October 1–March 31.

With influent NH3-N of 35 mg/L, there was no way the lagoons would be able to meet the new ammonia limits with the existing process.

The threat of penalties for undertreatment combined with the new ammonia limit deadline created a sense of urgency. Ben Kuenzel, Principal Engineer of 21 Design Group, was tasked with finding a solution for Hillcrest.

“The typical engineering approach is to scrap a lagoon system in favor of a mechanical treatment plant,” said Kuenzel. “But this community has such a small user base, the additional costs for construction, power, and operations would be far too high.” Hillcrest’s median household income is $40,077, below Missouri’s median household income of $45,231.

Kuenzel was convinced of the benefit of maintaining the lagoons for treatment, as well as to control the effects of stormwater inflow and infiltration. He looked for an innovative solution that would allow Hillcrest to meet their new ammonia effluent limits without placing a financial burden on residents.

After considering the pros and cons of alternative solutions, such as extended aeration activated sludge, SBR, aerated rock filters, and lagoon covers, 21 Design Group chose Triplepoint’s NitrOx® Lagoon Ammonia Removal System to retrofit the Hillcrest lagoon facility.

The NitrOx system is a thermally regulated nitrification reactor that provides year-round lagoon ammonia removal, even when temperatures fall well below freezing, as is typical in winter in southeast Missouri.

About NitrOx

In addition, new ammonia effluent limits were about to be enforced. By July 1, 2016, the Hillcrest lagoon system would be required to meet an average monthly ammonia effluent limit of 1.4 mg/L from April 1–September 30, 46

Triplepoint Environmental is an Illinois-based manufacturer of lagoon-based wastewater treatment equipment, with the goal of preserving lagoon systems by helping them to upgrade to meet modern effluent standards.

“We focus on developing lagoon technologies because lagoons are a great treatment option, especially for smaller communities,” said Patrick Hill of Triplepoint. (continued on page 48)

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(continued from page 46)

“Our motto is Lagoons Do It Better, and our mission is to develop ways that lagoons can be upgraded to stay in permit. When we started hearing about lagoons getting ammonia limits, we developed our NitrOx Process to integrate into existing lagoon systems as a cost-effective ammonia removal solution.”

The NitrOx Process removes ammonia through the process of biological nitrification, creating and optimizing an environment where nitrifying bacteria will thrive.

The NitrOx Reactor has a small footprint: The 20’ x 10’ NitrOx tank with two independent chambers is tucked between the secondary cell and polishing cell.

The lagoon system reduces BOD to 20–30mg/L, to prevent the heterotrophic bacteria from outcompeting the nitrifiers for dissolved oxygen.

Influent water from the aerated cell is pumped into the first tank of the NitrOx Reactor at an average design rate of 60,000 gallons per day. The NitrOx Reactor contains millions of small media which provide over 150 square feet of surface area per cubic foot of volume for nitrifying bacteria to attach to, fostering their growth.

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Low maintenance medium-bubble diffusers release bubbles from a full-floor grid, transferring the oxygen which nitrifiers need to process ammonia. These medium bubbles also distribute high energy mixing throughout the reactor, agitating the media so the bacteria, oxygen, and waste are in constant contact to promote rapid ammonia conversion.

Nitrifying bacteria are temperature sensitive and nitrification slows when the water is too cold. The NitrOx, through sensors and a digital controller, provides thermal regulation to ensure consistent ammonia removal. The water is heated only when needed typically 1 2° C for one or two weeks per year and the heat is then retained with an insulated cover. Because the water is heated only on the coldest days, and just enough to ensure nitrification, the additional energy cost is minimal—only about $1,600 per year.

After four to six hours of retention time, effluent is released into the polishing cell.

NitrOx is considerably less expensive than alternatives, at about 2/3 the capital cost, and preserves the ease of operation and low maintenance that a lagoon system provides. It is simple to operate, automated, self-cleaning, and flexible. Hillcrest’s wastewater operator, Brian Strickland, agrees, “I operate thirty plants, and Hillcrest has the best-looking effluent,” Strickland said. “… the NitrOx takes care of itself. I just maintain the blowers and make sure the flow is going through. That’s it.”

Since its installation in October 2015, the Hillcrest lagoon system has consistently met its effluent limits. In January 2016, when average low temperature was 25.2° F, the NitrOx achieved an effluent ammonia level of 1.32, comfortably below their permit limit of 2.8 mg/L. During the summer, typical ammonia effluent is undetectable.

Year-round lagoon nitrification with NitrOx Cost-effective lagoon ammonia removal, especially in winter, is becoming a concern for municipalities in Missouri—and elsewhere—as permits start to require nitrification. The success of the Hillcrest Manor installation demonstrates that NitrOx can cost-effectively achieve near-complete lagoon ammonia removal in cold winter temperatures.

Get Your Healthy Beneets Get Your Healthy Beneets explores the details, nooks and crannies of the Healthy Beneets Program created speciically for members, vendors and affiliates of the National Rural Water Association (NRWA).

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(continued on page 50) 53

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MRWA Calendar of Events January 1 20

30

May

New Year’s Holiday MRWA Office Closed Martin Luther King, Jr Day Holiday MRWA Office Closed MRWA Northeast Training Day Knights of Columbus/Monroe City

February 3 – 5 4 12

14 17 18

National Rural Water Rally Washington, D.C. Drinking Water Regulations Update Willard 10-Day DW & DS Certification Course (Day 1) Lee’s Summit Valentine’s Day Presidents’ Day Holiday MRWA Office Closed Monitoring & Managing a Distribution System Gainesville

March 8 10 – 12 17 24

Daylight Saving Time Begins 2020 MRWA Annual Conference St. Patrick’s Day 10-Day DW & DS Certification Course (Day 1)

Branson

Columbia

April 10 Good Friday MRWA Office Closed 12 Easter 22 MRWA Open House MRWA Office in Ashland 23 Show-Me Rural Water Rally Jefferson City 23 Show-Me Tap Water

Round-Up Jefferson City (Capitol Building)

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6

10 19

Monitoring & Managing a Distribution System Mother’s Day Distribution System Components & Concepts

20 21 25 26

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MRWA/MO-AM Joint Safety Fair St. Joseph MRWA Northwest Expo St. Joseph Memorial Day Holiday MRWA Office Closed Monitoring & Managing a Distribution System Rockaway Beach Distribution System Components & Concepts Ozark

Stanberry

Warrenton

June 2 Drinking Water Regulations Update 3 Distribution System

Components & Concepts 9 Drinking Water Regulations Update 10 Monitoring & Managing a

Distribution System

Columbia California Malden Kingdom City

July 4 8

Independence Day

10-Day DW & DS Certification Course (Day 1) Eureka

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PRSRT STD US POSTAGE

PAID

901 Richardson Drive Ashland, Missouri 65010 “your resource for water quality.”

ATTENTION: WATER DEPT.

When finished reading, please route to n Operators/Managers n Clerk/Treasurer n Board/Council/Commission

Columbia, MO Permit No. 286