Responding to Crisis: Lessons Learned from the

Responding to Crisis: Lessons Learned from the 2019 Flood Chloe Pool | Communications Manager First Utility District of Knox County

Monday February 17 th felt like the start to a typical week for our team at First Utility District of Knox County. Little did we know, the record-breaking rainfall at the end of 2018 would combine with a very wet January and February 2019 to create the perfect formula for a crisis.

That week held day after day of incessant rain. By Saturday night, we were hearing consistent reports of flooded roads, flooded homes and individuals stranded by flooding throughout our district. We mentally prepared for the worst knowing nothing too negative had yet transpired, but we stayed alert to the reality that we could be facing significant and unknown challenges if the rain continued. All the while, flood waters began to rise rapidly on the Ebenezer and Ten Mile waste water pump stations (pictured left).

By Sunday the 23 rd , we knew the pump stations were in serious jeopardy, and later that day our fears became reality: the flood waters completely submerged both stations.

“During a disaster is not the time to develop a strategy for crisis response. But, no plan can ever truly prepare you for all that a disaster holds.” -Bruce Giles, General Manager

We knew our crisis response plan was in-depth and well thought out, but we also recognized that all the planning in the world could not prepare us for this exact moment, this unprecedented event with its many complications and factors. We instinctively looked to each other, feeling confidence in the trust we had forged over years of working alongside one another and communicating daily, talking through difficult decisions and learning to coordinate and perform as a team. This would simply be another opportunity to support each other through difficult decisions—decisions we would need to make quickly to salvage as much of the situation as possible. So, how did we make it through an unprecedented flood without violations and without our operation being compromised? While nothing can prepare a team for a disaster, we learned so much about both the tangible and intangible aspects of navigating a crisis as we faced the challenges of the February 2019 Flood.

As soon as the crisis began to unfold, our General Manager Bruce Giles did what experienced leaders must choose to do—rather than seize control, he determined which person on our team had the most experience and expertise to make the key decisions necessary, and he trusted that person without reservation. That individual was Brad Brummett, Operations Manager. Though Brad communicated constantly with Bruce and the rest of our team, Brad knew management entrusted him with the necessary authority to move forward on crucial decisions. He was fully empowered by leadership to make the tough calls.

“Having been entrusted to lead the disaster response, one of the keys things I learned is the importance of being trusted and there being an established chain of command with the ability to empower the right people in the right roles.” Brummett says.

Another key to disaster response is the ability to consider all angles of a problem but also be prepared to make quick decisions when necessary. Our team had to hold both of these realities at once: we could not analyze things indefinitely, because as time ticked on, crucial windows of time also slipped by; but, we also had to stay calm, step back and analyze our options before moving into action. We did not want to make a hasty decision that would affect our operation for years to come.

“Some of the crucial decisions we made were only made after Brad and I discussed all possible options regarding operations at the stations that

became totally submerged. One question posed was, ‘At what point do we shut the station down and try to save some of the equipment from catastrophic damage and loss?’ There was no crystal-clear answer, we simply had to assess it from the information we had and make a decision. Other questions we asked were, ‘How do we place the bypass pumps with a continued threat of rising water?’ and, ‘How do we keep our people safe while addressing the operational problems we face?’” said Marty Roberts, Facility Operations Foreman.

Of the many decisions our team made, the most important came immediately after the rain stopped: do we begin the process of bringing in replacement pumps for every pump currently submerged in water, or do we wait to assess damage until the floodwaters abate? This question proved incredibly difficult, because, though the rain finally stopped, the flooding showed no signs of receding. To make matters worse, the high levels of water kept us from investigating the damage.

We then learned that replacement pumps have a very protracted lead time of nearly six months. Our entire team knew that every day that went by without a decision was another day without the pumps we desperately needed. We had to make the call on whether to order replacements for every pump to avoid additional lead time delays or wait an undefined amount of time to investigate the damage to the stations. In the end, Bruce Giles gave the green light to order the pumps immediately, and we chose to order a replacement for every pump. In the end, the water took two long weeks to move out, and Bruce had made the right call—every single pump needed to be replaced.

While we worked to make additional crucial decisions, Brad began to problem solve our response to an indefinite lead time on replacement pumps. He secured diesel bypass pumps to ensure there would be no threat of violating state regulations while our stations sat inoperable (Note: FUD did not have any violations from the flooding incident). These pumps help avoid problems in emergencies and in very short-term situations, but they also require 24/7 manning and were proving to be an expensive substitute for the ruined pumps due to the high price of diesel (nearly $800 per day). Brad knew

diesel bypass pumps would be an inadequate long-term solution for the six months lead time on replacement pumps.

Brad chose to reach out to long-time friends in the industry Mike Adams, Executive Director of the Water Authority of Dickson County, and Scott Miller, Operations Manager of the Water Authority of Dickson County, to inquire about the possibility of utilizing the electric bypass pumps that of the Water Authority of Dickson County purchased during a construction project months earlier. Mike graciously agreed to help, which cut down on First Utility District’s bypass expenses as well as avoided the need for 24/7 supervision of the pumps. We owe so much appreciation to the Water Authority of Dickson County for their generosity and assistance. From there, Brad reached out to another long-time friend in the industry Mark Robinson with Lenoir City Utilities Board, and Mark agreed to help Brad set up a temporary transformer bank for the electric pump.

Having done everything possible, all we could do was wait. We waited for nearly eight months.

Finally, on September 16 th , 2019, Marty Roberts radioed from Ten Mile pump station to the control room and received confirmation that the first pump would be tested shortly. Our Facility Operations team waited silently as the pumps sat motionless. After a few tense moments, the first pump kicked into action, and as each subsequent pump started up, we all breathed a sigh of relief. Finally, we were able to put all the pieces of our operation back together.

“We’re a family, and we get through these things as family. I hate disasters, but this team does great work, and I would trust them to handle similar situations any day.” -Bruce Giles, General Manager

Of the countless employees who assisted our flood recovery since that eventful day in February, we feel two departments deserve special recognition for their tireless work ensuring our operation got back on track as quickly as possible: our Facility Operations Department, headed by Marty Roberts and Brad Brummett, as well as our CMOM Department, headed by Pat Spangler and Steve Carmon. These incredibly dedicated teams spent countless hours assisting with any necessary repairs, installing bypass equipment, and tirelessly assessing anything that could be salvaged from the two stations. We’re proud of the work we do in our district, and we couldn’t do it without so many individuals choosing to serve our customers, our district, and their First Utility District Family.

Yes, the entire team at First Utility District worked tirelessly to meet the challenges presented from the moment the rain began threatening the integrity of our operation until the new replacement pumps became operational nearly eight months later— but most significantly, we weathered this trial as a team, and we are proud of what we accomplished together. No one should feel alone in a crisis, and while we would never choose to go through such a difficult ordeal again, the circumstances proved the strength of the bond we have as a team. We truly are a family.