Opportunity meets preparation

In West Memphis, the city’s partnership with Google grew not from a targeted recruitment effort, but from readiness. Bob Atkins, General Manager of West Memphis Utilities, said the city happened to have a site that piqued Google’s interest. The result is a $4 billion data center campus spanning roughly 1,100 acres, with construction underway and full completion expected in 2027. “We didn’t really pursue this data center,” Atkins said. “We were blessed with having a site that was perfect for their needs. We decided to work with Google because we saw the vision and the future benefits that this development had for the community.” That decision has already produced ripple effects beyond the data center itself. Construction is expected to span three years and involve hundreds of workers, driving business to local hotels, restaurants, and suppliers. “You cannot buy concrete in West Memphis because they are so busy supplying the project,” Atkins said. “That is huge for a local business.” Atkins noted that the Google project represents the largest single private investment in Arkansas history, a reality that was initially overwhelming for a city the size of West Memphis. The key, he said, was treating the project as a long-term partnership rather than a short-term win. “Our approach was that we wanted Google to be in West Memphis for a very long time,” Atkins said. “We wanted to be thorough in our negotiations and collaborate to arrive at equitable solutions that worked for West Memphis and Google.”

When the conversation gets real

In Independence, discussions followed a different but equally instructive path. Joe Hegendeffer, Director of Independence Power and Light, said early conversations focused on whether a data center project might be possible. The hypothetical became reality when Nebius, a European corporation that develops cloud management systems for AI, proposed plans for a 2.5-millionsquare- foot data center on 400 acres of land. “We shifted from discussion on power availability and schedule to terms and conditions with a team of lawyers,” Hegendeffer said. “Instead of discussing possibilities, we started talking about promises, delivery, and cost.” The negotiations that followed required intense coordination across city leadership, economic development staff, and the utility department. Hegendeffer said city leaders were engaged throughout the process as final decision-makers, while negotiations on the power side fell directly to the utility. 

Designing agreements that protect ratepayers

Through well-planned agreements, both utilities emphasized the importance of protecting existing customers. Data centers often bring public concern that rates will rise, or resources will be stretched thin. Atkins said this narrative surfaced early in West Memphis, but the project has unfolded differently. “From the beginning of this project, both the City and Google had a desire to not have any negative impacts on reliability and rates for our citizens,” he said. “Google has been financially responsible for all infrastructure that is required to serve their facility.” In Independence, Hegendeffer noted that similar fears surfaced among residents. Many worried that the project would increase their electric bills and consume all of the community’s water resources. Addressing this required careful rate design and transparency. “One of the biggest things was understanding what we were willing to bend on and what was non-negotiable,” Hegendeffer said. “The number one thing is don’t promise a rate. Make it so the rate is adjustable as future energy prices move, transmission costs move, and you can account for inflation.” Hegendeffer also noted that the data center will utilize a closed-loop system to reuse the same supply of water in a continuous cycle. Up to $100 million in transmission upgrades will be included in the generation project. These costs are covered by the project developers and passed through the Power Purchase Agreement and Energy Service Agreement, meaning the data center ultimately pays for them through those agreements. If the required upgrades exceed the $100 million allowance, all parties will return to negotiations to determine how to handle the additional costs. The long-term positive community impacts can be significant when data center agreements are structured well. Independence leaders are optimistic that the data center, when completed in 2028, will provide direct benefits to residents. Hegendeffer said Payment in Lieu of Taxes (PILOT) funding tied to the data center could add $30 million to $45 million to the city’s general fund by 2030, along with tens of millions more for local schools. In West Memphis, Atkins said new revenue streams and infrastructure investments are already helping stabilize electric, water, and wastewater rates. “Our motivations are ensuring that our customers have the most reliable and costeffective utility service,” Atkins said. “We tend to approach issues from a different perspective than utility providers that have other motivations, such as shareholder return and profit. This has enabled us to collaborate and arrive at a solution that creates great benefits for our community.”

Sharing what works

These experiences underscore the value of shared knowledge between MPUA members. To support members navigating similar opportunities, MPUA regularly points utilities to national resources, including the American Public Power Association’s guide, What Public Power Needs to Know About Serving Data Centers, which is available on APPA’s member website. The guide provides a broader industry framework, but as these projects show, local decision-making, strong partnerships, and clear protections should remain at the heart of every successful approach. For hometown utilities, data centers are not a one-size-fits-all proposition. But with preparation, transparency, and support, they can be evaluated not as a risk to be feared, but as a possibility to be managed on the community’s terms.

When a data center comes knocking: Key steps for municipal utilities

• Start with MPUA. Before making commitments or responding to timelines, contact MPUA for guidance. We are here to help members think through the technical, financial, and community impacts and connect you with resources and peer utilities that have navigated similar projects.
• Do your homework on the developer. Research the company thoroughly. Understand its reputation, track record, and financial stability. Ask whether the project is real or speculative, who is backing it, and whether similar facilities have been successfully completed elsewhere.
• Protect your community first. Always prioritize reliability, rate stability, and long-term impacts for existing customers. Ensure the developer pays for the infrastructure required to serve the project and that costs are not shifted onto residents or small businesses.
• Build flexibility into agreements. Avoid locking in fixed rates or assumptions that may not hold over time. Contracts should account for future changes in energy markets, transmission costs, and inflation to minimize risk to the utility and the community.
• Ask about design and neighborhood impacts. Engage early on facility design. Ask about techniques to reduce environmental and community impacts, including 90-degree downward-facing lighting, sound dampening construction, water reuse, and thoughtful site layout to limit noise and visual disruption.
• Engage city leadership and the public early. Coordinate with city leadership, economic development staff, and other departments from the start. Transparent communication helps utilities and cities stay ahead of community concerns and shape the narrative.
• Remember: walking away is an option. Not every project is the right fit. If risks outweigh benefits or protections are insufficient, it is always acceptable to pause or walk away. The right project will align with your community’s values, capacity, and long-term goals.

Municipal utilities take pride in serving their communities, not just by delivering reliable service, but by being a trusted local partner when customers need help. As national discussions surrounding affordability continue, many utilities are beginning to ask an important question: How can we best support customers if additional financial assistance is needed? 

While that answer is up to each utility, it’s clear that preparation matters. Hometown utilities that begin planning now will be better positioned to help customers manage their energy costs, stay connected, and weather financial challenges. To support those efforts, MPUA has developed and updated several resources designed to help members assist customers through education, conservation, and local assistance programs.

Empowering customers through energy efficiency and conservation 

One of the most effective ways utilities can help customers is by empowering them with tools and information to reduce energy usage. Even small changes, such as weatherizing a home, upgrading lighting, or adjusting daily habits, can make a meaningful difference in monthly bills. 

MPUA has updated a collection of public outreach resources focused on energy efficiency and conservation, available at MPUA.org/PublicOutreach. These materials are designed to be easy for utilities to use and adapt, whether that means sharing tips in a newsletter, posting on social media, or incorporating information into bill inserts and community events.  

By proactively promoting efficiency and conservation, utilities can help customers stretch their dollars further, reduce energy demand, and gain a greater sense of control over their usage, which are benefits especially critical for households facing financial pressure. 

Planning for local assistance programs 

In addition to conservation efforts, many hometown utilities are exploring ways to strengthen or help establish local assistance programs that can serve as a safety net for customers in need. These programs can be particularly valuable if federal funding and assistance becomes more limited or harder for customers to access. While an assistance program should be administered by a qualified third party, it’s valuable for the utility to help share the program’s design to ensure it aligns with local needs. To help members navigate this process, MPUA has developed a Utility Assistance Program Guide, available at MPUA.org/MemberResources. This guide walks utilities through key considerations for creating or enhancing a local assistance program, including program structure, funding options, administration, and communication strategies.  Whether a community is starting from scratch or looking to refine an existing program, the guide provides practice insights and examples that reflect the unique role municipal utilities play in their communities.  
 

MPUA is here to help 

MPUA remains committed to supporting members as they navigate affordability challenges. The resources available on our website are designed to be practical, adaptable, and responsive to evolving needs. As conditions change, MPUA will continue to update and expand tools that help members serve customers effectively. Don’t hesitate to reach out to MPUA staff if additional or specific materials are needed.  By planning ahead and making use of available resources, hometown utilities can continue doing what they do best: keeping essential services affordable, accessible, and rooted in communities they serve, no matter what lies ahead. 

Running a water or wastewater utility is about more than keeping the water flowing or the pumps running. For Missouri’s hometown utilities, long-term success depends on a strong foundation of Technical, Managerial, and Financial (TMF) Capacity. These three pillars, as codified in the Safe Drinking Water Act - §1420, support safe, reliable, and affordable service.

What is TMF Capacity?

• Technical Capacity means having the right people, equipment, and infrastructure in place. Certified operators, well-maintained assets, and proactive planning are at the heart of reliable service delivery.
• Managerial Capacity involves strong leadership and governance. City councils, boards, and managers play a critical role in setting priorities, supporting utility staff, and communicating openly with the community.
• Financial Capacity ensures that utilities can sustain themselves now and into the future. This includes setting rates that reflect true costs, building reserves, and responsibly using tools like grants and the State Revolving Fund to finance upgrades.
  

When these three capacities work together, utilities are better equipped to meet regulations, avoid service disruptions, and earn the trust of their community.

Why TMF Capacity sets hometown utilities apart

Missouri’s hometown utilities are already a success story in TMF Capacity. Across the state, these community-owned systems consistently deliver dependable, high-quality water and wastewater services because they are built on a foundation of local knowledge, professional expertise, and financial stewardship. Their greatest strength lies in their people. Local operators and managers live in the communities they serve, meaning they know every mile of pipe, every pump station, and the fellow community members they serve. That local connection means problems are solved quickly, often before they become emergencies, and decisions are made with the community’s best interests in mind.

The same strength extends to their leadership. TMF Capacity empowers city administrators, boards, and councils to make thoughtful, transparent decisions that balance affordability with investment, ensuring systems stay sustainable for decades to come. Together, these hometown teams represent the best of what TMF Capacity can achieve: reliability, accountability, and community trust.

A workshop built for leaders and teams

Even the most capable utilities can benefit from continued collaboration and fresh insight. MPUA’s TMF Capacity Workshop offers a chance for hometown utilities to build on their existing strengths, share best practices with peers, and prepare for new challenges ahead. Designed as both a refresher and a leadership-building opportunity, the training is especially valuable for communities preparing for major infrastructure upgrades, tackling regulatory challenges, planning for rate adjustments, or addressing workforce needs.

This training isn’t about fixing problems; it’s about reinforcing what’s already working and helping hometown systems stay strong, sustainable, and ready for whatever comes next. Through MPUA training andpeer collaboration, hometown utilities stayready for tomorrow’s challenges.

“At a bare minimum, we should be maintaining about 1% of our infrastructure every year,” she said. “That means every hundred years you’re touching all of your infrastructure. Obviously, we’d like to get higher than that, but let’s accomplish that goal first and then move on.”

Major infrastructure projects reflect that vision. The comprehensive water treatment plant aims to upgrade aging basins, filters, and aerators with minimal disruption to day to-day business.

“The challenge with that project is doing it all while it’s operational,” Keys said. “The priority is to send quality drinking water to the city every day, even while things are changing and stuff breaks down. It’s been a really good challenge, for sure.”

The upgrades have already improved water quality and reduced the need for treatment chemicals through modern, efficient equipment. The city is also investing in system resilience through projects such as the Perche Creek Substation upgrades, installation of new bio generators at the landfill, and improvements at the wastewater treatment plant. Strategic funding has helped make these efforts possible. The stormwater utility, which typically operates on a $4 million annual budget, secured an additional $4 million through American Rescue Plan Act funds. One project supported by that funding is the Calvert Drive detention basin, designed to improve both water quality and flood control.

“It’s got a lot of storm pipe,” Keys said. “Hopefully, this will help reduce the occurrence of flooding.”

Financial planning and transparency are also central to Columbia’s infrastructure strategy. In October 2025, the electric utility implemented a 2% increase to both the customer charge and per-kilowatt-hour rate to support critical system upgrades and reliability improvements. The City Council also approved a new water rate structure designed to increase revenue by 12%, though residential customers who maintain consistent water usage throughout the year are expected to see lower bills overall. Residents can use the city’s Water User Calculator to estimate how the new rates will affect them, and the online portal allows customers to track their usage and payment history in real time.

“We try to keep water rates reasonable because we don’t have to figure in profit,” Keys said. “But we are also planning for reliability in the future, and it takes funds to do that.”

Keys said the city’s approach to rate adjustments focuses on long-term financial health and consistent service. Rather than large, sudden rate hikes, gradual changes allow the city to maintain reliability and plan responsibly for the future, ensuring continued investment in the systems that keep Columbia running. The city’s commitment to reliability is often recognized on a national scale. City of Columbia Utilities continues to be honored by the American Public Power Association with the RP3 award for excellence in operations and reliability. The designation places Columbia among a select group of public power utilities recognized for safety, system improvement, and workforce development.

That same proactive mindset also drives future planning. Keys is leading an effort to develop an integrated approach across all utility divisions.

“With each of the utilities, we want to look holistically at not only our distribution resources, but also our generation or production resources, depending on whether you’re talking about electric or water, and our priorities for maintenance,” she explained. “Then we can come up with a plan that guides us into the next five years.”

This coordinated approach extends the department’s influence beyond city limits. The City of Columbia is a frequent participant in MPUA’s Mutual Aid network, which connects hometown utilities across Missouri to share expertise and resources during emergencies. These partnerships proved essential following the severe storm in April 2025 that destroyed the city’s recycling facility and disrupted key operations.

"Mutual Aid from Rolla was super beneficial to get the scale house back up and running so that we could pick up everybody’s trash that week,” Keys said. “I think having those relationships is so important. Knowing that we can call on our peers to get that makes a huge difference.”

The storm tested the resilience of Columbia’s systems but also showcased the department’s ability to recover quickly and work collaboratively under pressure. Through every challenge, Keys remains focused on building a foundation that will support Columbia for generations to come. Her leadership reflects the same qualities that define the city itself: steady growth, thoughtful planning, and a commitment to service.

As Columbia continues to expand, City of Columbia Utilities is ensuring that its infrastructure not only keeps pace but also leads the way, powering a stronger, smarter, and more resilient future for the community.

Municipal utilities have long walked a fine line between affordability, reliability, and financial stability. Rates must be fair, transparent, and understandable for customers, while also covering the full cost of providing service today and supporting the reinvestment needed for tomorrow’s infrastructure.
For many systems, the traditional approach of keeping monthly base charges low and relying heavily on customer usage is showing its limits. As usage patterns flatten, infrastructure ages, and costs rise, utilities are finding that low base charges can quietly erode the financial foundation of a utility.   

Base charges: The financial backbone

The base charge is more than just a line item on a bill. It’s the utility’s primary tool for recovering fixed costs, supporting long-term planning for infrastructure renewal and replacement.
A well-designed base charge provides predictable revenue to keep the system running smoothly. Without it, utilities may end up delaying capital projects or rely too heavily on unpredictable usage revenue to cover long-term needs.

Many communities have historically kept base charges low to keep bills appealing. While well-intentioned, this creates revenue gaps that must be covered through higher usage rates, larger-than-expected rate increases, or deferred maintenance. When too large of a share of fixed costs is shifted to usage rates, a utility’s financial health becomes vulnerable to changes in consumption caused by weather, conservation, or economic swings; a cool summer or a wet spring can unintentionally reduce revenue needed to maintain vital assets.

Tying base charges to infrastructure needs

One of the most effective ways to evaluate and set utility base charges is to link them directly to infrastructure replacement requirements. Rather than relying on arbitrary or inherited amounts, this approach grounds the base charge in actual asset data. By analyzing the value and remaining life of utility assets, a utility can determine what each customer should contribute monthly to sustain the system over time.

Planning to maintain or replace aging treatment systems, distribution, and service assets over the coming decades, while keeping up with rising costs, may require adjustments to a utility’s base charge as part of a broader funding strategy. Phasing in these adjustments allows the utility to build the reserves needed to maintain system reliability, while minimizing bill impacts on customers. Each utility’s approach will vary based on its unique system and financial needs.

Balancing base and usage rates

Adjusting base charges doesn’t mean usage rates are reduced. Usage rates remain important for covering day-to-day operating costs.  Base charges should cover the predictable portion of fixed costs while supporting long-term system reliability. A balanced rate structure typically:

• Recovers a designated and predictable portion of fixed infrastructure, capital, and debt service costs through base charges.
• Recovers variable operations and maintenance costs through usage rates.
• Adjusts gradually over time to minimize bill shocks and allow for clear public communication.

Communicating the “Why”

Changing base charges can draw public attention, especially when bills increase for low-use customers. Clear and transparent messaging is essential. Customers respond better when they understand what the base charge funds. Framing the conversation around reliability, long-term planning, and avoiding future rate spikes helps build trust.

How MPUA can help

 For many municipal utilities, the first step is simply understanding where they stand today. MPUA can assist member utilities with an analysis of customer charges and asset replacement needs. This analysis provides a clear picture of whether current base charges are aligned with essential infrastructure costs and helps utilities chart a path toward financial stability.

While there is no one-size fits-all approach to rate setting, by working through a structured asset inventory and funding gap analysis, utilities can make informed, data-driven decisions that support long-term system reliability.

A well-designed base charge reflects the true cost of owning, renewing, and replacing infrastructure. It provides stable, predictable funding that doesn’t depend on the weather or consumption patterns.
Grounding base charges in asset costs and communicating clearly with the community helps municipal utilities maintain financial stability and deliver reliable service well into the future. 

With over a century of combined experience, Smico Contracting Group has become a trusted partner in meeting that challenge. As a Service-Disabled Veteran Business Enterprise (SDVE) and veteran-owned and operated company, Smico brings expertise, discipline, and a strong safety culture to every project. Serving Missouri and the greater quad-state region, their team specializes in rehabilitation, installation, and repair of water and wastewater treatment facilities, lift stations, and sewer infrastructure.

Extending the life of treatment facilities

Water and wastewater treatment plants are the backbone of every community. Over time, equipment wears out, structures deteriorate, and regulations change. This makes regular rehabilitation critical. Smico Contracting Group provides comprehensive rehab services that extend the life of existing facilities, minimize downtime, and ensure ongoing compliance.

Their process starts with thorough inspections and diagnostics. From there, the team develops targeted upgrades: replacing valves, flowmeters, and pumps, repairing tanks and concrete structures, and optimizing treatment processes. These improvements not only restore performance but also improve efficiency, reduce operating costs, and enhance reliability.

For municipalities, the benefits are clear. They include safer operations, fewer unexpected breakdowns, and peace of mind knowing systems are operating at peak performance.

Water treatment plant rehabilitation

 Rehabilitating water treatment facilities requires more than just fixing leaks or replacing worn parts. Smico approaches every project with the goal of protecting water quality and public health. By upgrading essential components like valves, pumps, and flowmeters, they maintain precise flow control and monitoring. This ensures clean water is consistently delivered to residents.

Smico’s technicians understand the delicate balance between improving system efficiency and maintaining compliance with strict state and federal standards. Their ability to upgrade equipment while minimizing disruptions helps municipalities safeguard their most vital resource: drinking water.

Wastewater treatment plant rehabilitation

 Wastewater treatment plants face unique challenges, including preventing contamination, protecting the environment, and meeting regulatory requirements. Smico’s rehab work addresses issues caused by aging infrastructure, such as damaged piping, worn tanks, and outdated pumping systems.

Upgrades to treatment processes and system components help municipalities prevent costly failures, reduce the risk of fines, and protect local waterways. By combining technical expertise with careful project management, Smico ensures every wastewater facility upgrade is completed safely, on time, and within budget.

Lift station installation and rehabilitation

 In many communities, lift stations are essential to moving sewage from lower to higher elevations. When these systems fail, the results can be disruptive and costly. Smico Contracting Group provides both new lift station installations and rehabilitation of aging stations.

For new installations, Smico tailors designs to meet current and future demands, carefully selecting equipment for durability and energy efficiency. For existing stations, they perform mechanical, electrical, and structural upgrades that extend service life and reduce the risk of sewer backups. Routine inspections and preventive maintenance help to further safeguard operations.

Specialized services to support infrastructure

Smico’s capabilities extend beyond treatment plants and lift stations. Their specialized services address the smaller but critical components that keep systems functioning properly:

• Valve and flowmeter replacement 
  and repair: Maintaining accurate measurement and flow control to prevent water loss and inefficiencies.
• Pump replacement and repair – Ensuring reliable movement of water and wastewater through facilities.
• Combo truck jetter and vacuum excavation – Clearing blockages, cleaning sewer lines, and safely excavating around utilities.
• Cured-in-place pipe (CIPP) lining – A trenchless technology that restores aging pipes without costly and disruptive digging.
• Manhole rehabilitation and joint leak repair – Sealing infiltration points to prevent groundwater entry and sewage leaks.
  

A partner municipalities can trust

 For municipal leaders, selecting a contractor is about more than completing a project. It’s about building a partnership that ensures long-term reliability of critical infrastructure. Smico Contracting Group stands out with:

• Over 100 years of combined experience in water and wastewater systems.
• A proven safety record and dedication to protecting workers, residents, and the environment.
• Veteran ownership and SDVE certification, bringing a mission-driven mindset to every job.
• A commitment to on-time, on-budget delivery backed by professional certifications and industry best practices.

Conclusion

Safe, reliable water and wastewater systems are essential to every community. By providing rehabilitation, installation, and specialized repair services, Smico Contracting Group helps municipalities extend the life of their infrastructure, avoid costly failures, and protect public health.
For more information or to discuss your next project, visit smicocontracting.net/contact. 

A homegrown solution for tomorrow’s grid

Established in 2008 and headquartered in Edison, New Jersey, Eos was founded for the purpose of solving an energy problem that the founder foresaw as the renewable energy transition was dawning; the need for longer duration energy storage. The solution? The Eos Znyth™ zinc hybrid cathode technology, developed by Eos scientists and engineers using former Exxon patents from the late 1970’s.

In 2019, Eos established its manufacturing plant in Turtle Creek, Pennsylvania, bringing back 100% of its manufacturing from China in an area which is deeply rooted in American innovation. And today, in the same footprint that George Westinghouse called his industrial powerhouse home, Eos is manufacturing American made Z3™ energy storage systems to boost American energy independence. Using a state-of-the-art automated manufacturing line funded partially by a guaranteed loan from Department of Energy’s Loan Program Office, Eos is producing battery modules off the line every 10 seconds. This U.S.-based approach supports domestic jobs and ensures consistent quality, rapid throughput, and the ability to fulfill utility-scale orders efficiently.

Built for safety, longevity and flexibility

Eos’s patented battery chemistry is what makes their technology stand out from the rest, with a water-based, non-flammable, non-toxic, aqueous electrolyte solution. While traditional incumbent technologies carry higher risks of fire, leakage, or hazardous emissions, with foreign based supply chains, the Z3 battery module was designed with simplicity in mind, made of 5 low-cost, widely used commodities. This innovation makes Eos technology ideal for utility-scale, microgrid, and commercial and industrial applications in residential areas, wildfire-prone zones, and other sensitive environments where safety and security are top priorities. And with its U.S. manufacturing and 91% domestic content, Eos technology is free from any foreign components or software, deeming it NDAA compliant and rendering it safe and secure for sensitive military use.

The Z3 battery system offers cost savings by eliminating the need for complex HVAC systems and fire suppression, reducing auxiliary power requirements. Flexible discharge durations and operability, including the ability to partial and multi cycle, make them adaptable to various utility-scale needs. They operate quietly, with a noise level of around 60 decibels, suitable for urban and suburban deployments. And with a 20+ year lifespan and capacity guarantee, Eos systems provide safe, reliable, and sustainable energy storage solutions that are fully recyclable at end of life.

A smarter investment in resilience

In today’s energy landscape, long-term value and reliability are paramount. Eos stands out with its systems offering a lower Levelized Cost of Storage (LCOS) compared to many alternatives. Their extended life, minimal degradation, and reduced auxiliary system requirements contribute to this advantage, and further enhances customer and partner confidence in their investments through comprehensive warranties, robust insurance coverage, and strong support from the U.S. Department of Energy.

For Missouri’s hometown utilities, partnering with Eos means investing in a safer, more reliable, and economically sound energy future. To learn more about Eos Energy Enterprises and how their zincpowered energy storage systems could support your community’s energy future, visit eose.com.

Momentum for EV adoption in the Midwest is building. In 2023, about 1.4 million electric light-duty vehicles were sold in the U.S., a 40% increase from the year before. In Missouri, roughly 7% of new vehicle sales were EVs or plug-in hybrids. Projections show a steady growth in EV adoption through 2030, with rural and urban communities seeing differing rates of change depending on consumer sentiment, government incentives and regulation, and energy prices.

Yet barriers remain - many Missouri residents cite a lack of charging infrastructure, especially in rural areas, along with station reliability issues and high purchase prices as concerns. While prices are trending downward and fastcharging networks are expanding, utilities are still tasked with addressing the systemic issues that come with an evolving energy landscape.

Municipal utilities will play a key role in the EV transition. This includes everything from modernizing distribution grids to ensuring fair and adaptable rate structures. The EV Resource Guide outlines planning considerations around charging technologies, infrastructure models, and grid impacts. An important first step is understanding the range of EV charging options and their associated loads:

• Level 1 (residential): 1.4 to 1.9 kW
• Level 2 (residential and light commercial): 2.5 to 19 kW per plug
• Direct Current Fast Charging (DCFC): (commercial and Industrial): 50 to 350+ kW per plug

Equally important are the business models for deploying and owning EV infrastructure. Utilities must decide how much of the infrastructure they will own and operate themselves versus leaving it to customers or third-party providers. Models range from traditional site-host arrangements, where a third party owns and operates the station, to full utility ownership of all assets, including the chargers. Each approach offers a different mix of cost-sharing, operational control, and community benefit.

As EV use expands, so does the need for smart infrastructure planning. Largescale public or commercial charging hubs, particularly those serving fleets, will place new demands on local distribution systems. Long lead times for grid upgrades underscore the need for utilities to begin evaluating future needs early on, even where EV adoption appears modest.

MPUA’s EV Guide also addresses rate design, a critical tool for managing demand and grid stability. Time-of-use (TOU) rates may be a useful tool to encourage charging during off-peak hours, help flatten demand curves, and reduce stress on the system. For high-usage sites like fast-charging stations, more sophisticated rate structures may be necessary to ensure fair cost recovery and grid investment alignment.

Another key strategy is managed charging, programs that coordinate EV charging with grid needs. By leveraging smart meters and price signals, utilities can shift charging to lower-cost, lower-demand periods. Over time, managed charging may be essential to integrating EVs without overloading infrastructure or increasing costs for non-EV customers.

The shift to electric vehicles is progressing gradually and the market is evolving. It is important for municipal utilities to stay informed and prepared. By proactively monitoring these trends and planning accordingly, communities can position themselves to adapt effectively and support a smoother transition.

To explore the full EV Resource Guide, visit MPUA.org/MemberResources.

PJM was the first to file with its Reliability Resource Initiative (RRI), a one-time fast-track interconnection process that will add up to 50 shovel-ready projects that meet certain reliability and commercial operation date criteria. FERC approved PJM’s RRI  in mid-February on a 3-1 vote. PJM has announced that it received 94 applications totaling 26.6 GW for the RRI. 54 of those were approved with anticipated in service dates no later than 2031 for approximately 9,300 MW of additional capacity. The RRI proposal was in response to PJM’s concerns that its power supply margins are slipping in the face of power plant retirements  and growing electricity demand. The  grid operator estimates that it could face capacity shortfalls as soon as 2026.

MISO was next to file, and its approach did not fare well. On May 16, FERC rejected MISO’s Expedited Resource Addition Study (ERAS) proposal, which would have created a fast-track for generation projects labeled necessary for resource adequacy. However, the Commission also provided a roadmap for MISO to submit a filing that could pass muster if it addressed two concerns.

First, MISO’s proposal placed no limit on the number of projects that could enter the ERAS process, which could result in an ERAS queue with processing times for interconnection requests that are too lengthy to meet MISO’s stated resource adequacy and reliability  needs. FERC cited PJM’s limit of 50 projects in its RRI as an example of an acceptable limit. Second, MISO did not demonstrate that its proposal would solve the identified reliability and resource adequacy needs. Specifically, the proposal did not sufficiently describe how the ERAS process was sufficiently targeted to study only interconnection requests needed to meet the anticipated capacity crisis. MISO had asserted that it is facing a potential 4.7 GW capacity shortfall by 2028. 

On June 6, 2025, MISO filed its second attempt to implement a fast-track process to add needed capacity. It heeded FERC’s advice by limiting the number of projects to 68. MISO committed to processing 10 fast-track applications per quarter for five quarters. Additionally, it added placeholders for ten projects from independent power producers who have power purchase agreements with non-utility entities, and an additional eight projects that can be submitted only by retail states for resource adequacy deficiencies. Finally, MISO will require a stronger demonstration of a connection between the proposed project and the resource adequacy and/or reliability need that warrants its inclusion in ERAS as demonstrated by a verification from the Relevant Electric Retail Regulatory Authority (RERRA), such as a Public Power entity contracting for needed capacity. MISO hopes that these changes will convince FERC to accept its ERAS filing.

On May 22, SPP filed its own Expedited Resource Adequacy Study (ERAS) process with FERC. It is also a one-time limited study process for generation that can meet resource adequacy needs for the next five years. SPP expects its excess capacity will fall to 5% in 2029, down from 24% in 2020. It did not place a limit on the number and type of projects that may apply to enter ERAS, but SPP notes that the total capacity that can enter ERAS is limited by the resource adequacy deficit of each specific Load Responsible Entity, as calculated by SPP. Given its one-time process and limits on capacity, it should receive a positive reception at FERC.

These expedited interconnection queue processes will provide an express lane mechanism to quickly add needed capacity for resource adequacy. The proposals are critically necessary as a bridge to ensure time-sensitive new resource adequacy needs will be met. As MPUA looks to add capacity for members in Marshall, Hannibal, and Fulton while examining other projects, MPUA will use all the regulatory tools at its disposal to ensure that needed capacity is delivered as soon as possible for members facing a capacity shortage. 

Due to the disparity of IT budgets and levels of support, smaller public utilities are often perceived as less fortified targets compared to larger corporations, making them attractive to cybercriminals. The integration of AI into cyber attack strategies has amplified this threat. AI can automate and enhance various stages of a cyber attack, from reconnaissance to execution, making these attacks more sophisticated and harder to detect.

One of the primary risks is the use of AI for reconnaissance. Hackers can deploy AI algorithms to scan and analyze vast amounts of data to identify vulnerabilities within a utility’s network. This process, which would take humans weeks or months, can be accomplished in a fraction of the time with AI, allowing attackers to pinpoint weaknesses with alarming precision.

Phishing attacks, a common method used by hackers, have become more effective with AI. By analyzing social media profiles and other publicly available data, AI can craft highly personalized phishing emails that are difficult to distinguish from legitimate communications. These emails can trick employees into revealing sensitive information or clicking on malicious links, providing hackers with a foothold into the utility’s network.

Moreover, AI can simulate human-like interactions, making social engineering attacks more convincing. Chatbots powered by AI can engage with employees, posing as IT support or other trusted entities, to extract confidential information or credentials.

Once a vulnerability is identified, AI can automate the exploitation process. This includes deploying malware tailored to the specific weaknesses of the target system. AI-driven malware can adapt its behavior to avoid detection by traditional security measures, such as antivirus software and firewalls.

While AI poses significant risks, it also offers powerful tools for defense. Utilities can leverage AI to enhance their cybersecurity posture. AI-driven security systems can monitor network traffic in real-time, identifying and responding to anomalies that may indicate an attack. Machine learning algorithms can analyze patterns of behavior, distinguishing between normal and suspicious activities. Furthermore, AI can assist in threat intelligence gathering, providing insights into emerging threats and helping utilities stay ahead of potential attacks. By automating routine security tasks, AI allows human analysts to focus on more complex issues, improving overall security efficiency.

To mitigate the risks of AI-driven cyber attacks, small public utilities must adopt a proactive cybersecurity strategy. This includes regular vulnerability assessments and penetration testing to identify and address potential weaknesses. Employee training is crucial, as human error remains a significant factor in successful cyber attacks. Educating staff about the latest phishing techniques and social engineering tactics can reduce the risk of falling victim to these schemes.

For power generation and electric utilities, the consequences of such breaches can be severe. Malware can disrupt operations, leading to power outages and affecting thousands of customers. In some cases, hackers may demand ransom payments to restore services, adding financial strain to the utility. Investing in advanced cybersecurity technologies, such as AIpowered intrusion detection systems, is essential. These systems can provide real-time alerts and automated responses to potential threats, minimizing the impact of an attack. Additionally, utilities should establish incident response plans to ensure a swift and coordinated reaction in the event of a breach.

Collaboration among utilities and government agencies is vital in combating cyber threats. Sharing information about threats and vulnerabilities can help utilities learn from each other’s experiences and strengthen their defenses. Organizations like the Missouri Public Utility Alliance (MPUA) play a crucial role in facilitating this collaboration, providing resources and support to member utilities.

As AI continues to evolve, so will the tactics of cybercriminals. For small public utilities, staying informed and vigilant is key to navigating this new frontier. By embracing AI for defense and fostering a culture of cybersecurity awareness, utilities can protect their operations and ensure the reliable delivery of essential services to their communities. The challenge is significant, but with the right strategies and tools, it is one that can be met head-on.

Detectable location devices

After Aug. 28, utilities must install an electronically detectable location device when constructing new underground infrastructure, except for storm and wastewater lines deeper than six feet. A tracer wire or locator tape must be installed to facilitate the location of these lines. White lining is now an acceptable method of designating excavation areas.

Best practices

The updates are designed to strengthen utility damage prevention by aligning with the Common Ground Alliance (CGA) Best Practices guide. More information is available at missouri-811.org/resources/downloadlibrary/. However, where state law differs from CGA standards, Missouri law takes precedence. For example, the tolerance zone around a facility in Missouri is the width of the facility plus 24 inches on either side, compared to CGA’s 18 inches.

Liability

Excavators will not be liable for damage to utility infrastructure during excavation if the utility issues a “clear/no conflict” status. Likewise, they are not liable for damage that occurs outside the 24-inch tolerance zone.

Start of work date

The Missouri excavation law has a ticket life of 21 consecutive calendar days. Locate requests still require three working days for processing, excluding weekends and holidays.

Design request flexibility

The new law removes the 10-day limit on design requests, allowing excavators and utilities more time to plan before a locate ticket for digging is submitted.

Resources

For more information or with questions about the new Underground Facility Law, call 573-635-1818 or visit Missouri-811.org. MPUA offers Utility Locator classes through the Utility Workforce Training Program. Attendees receive hands-on training in identifying and correctly marking underground utilities to prevent damage.

Why cyber rules matter to water systems

If a city has a water system that serves more than 3,300 people, there are state and federal rules it must follow to keep the system safe from cyberattacks. These rules derive from a law called the America’s Water Infrastructure Act of 2018 (AWIA) and the Missouri Water Safety and Security Act, §640.142, RSMo. These laws require:

• A review of risks: including threats from hackers
• A plan for how to respond to emergencies like a cyberattack
• Consideration of both physical and digital (cyber) security

Following these rules isn’t just about avoiding fines - it’s about ensuring the community has access to clean, safe water, even when unexpected events happen.

A three-phase approach to cybersecurity

The AWWA guidance lays out a three-phase maturity model. 

Phase 1 – Getting Started 

Focus on quick-win, high-priority actions such as: 

• Changing default passwords 
• Enabling multi-factor authentication for remote access 
• Regular system backups 
• Basic network monitoring 
• Cybersecurity awareness training   

Phase 2 – Cyber Risk Management Planning 

An EPA-compliant Cybersecurity Risk Management Plan identifies and manages cyber risks to the information and operational technology systems. To meet the requirements of the America’s Water Infrastructure Act (AWIA), the plan should include: 

• Identification of vulnerabilities in both IT and operational technology, i.e. SCADA systems  Assessment of potential impacts from cyber threats on the utility’s ability to deliver safe, reliable water 
• Corrective actions and mitigation strategies to address identified risks 
• Response procedures, including roles, responsibilities, and communication plans 
• Recovery and continuity strategies to restore operations after an attack 
• Ongoing monitoring and updates to keep the plan current as threats evolve   

Phase 3 – Implementation: Put your plan into action

After building a strong cybersecurity plan, it’s time to turn ideas into action. This phase is all about making real progress by rolling out upgrades, running response drills, and keeping staff sharp with training. It’s also the point where cybersecurity becomes part of a utility’s everyday operations. As new technology comes online or threats evolve, it is wise to revisit and refine this plan often. MPUA is here to help communities stay on top of cybersecurity needs every step of the way.

AWIA compliant online tools and resources

Take advantage of the EPA, CISA, and AWWA tools such as cyber vulnerability scanning, a cyber security assessment service, and a tool that develops Cyber Risk Management Plans.

• Cybersecurity and Infrastructure Security Agency (CISA) offers free, non-intrusive external vulnerability scanning services for drinking water and wastewater systems. These scans detect public-facing vulnerabilities, such as exposed ports, outdated software, and exploitable internet-connected devices. To enroll, utilities can email vulnerability@cisa.dhs.gov with contact information and a request to join.
• EPA’s Water Cybersecurity Assessment Tool (version 3.1, Excel) is a selfassessment workbook designed to help drinking water and wastewater systems evaluate their cybersecurity practices. It uses EPA’s Cybersecurity Checklist to guide utilities through questions about areas like account security, device security, vulnerability management, and incident response, then automatically generates a summary report and a tailored risk mitigation plan. This makes it easier for utilities to identify gaps, prioritize fixes, and document their progress in meeting EPA and AWIA cybersecurity standards
• The AWWA Water Sector Cybersecurity Risk Management Tool helps water systems evaluate and improve their cybersecurity posture while meeting the requirements of §2013 of the America’s Water Infrastructure Act (AWIA). It guides utilities through a risk and resilience assessment, supporting the creation of an emergency response plan that addresses both cyber and physical threats to critical assets like automated systems, monitoring tools, and financial infrastructure. Because many utility staff are not cybersecurity experts, the tool encourages collaboration across internal teams and external partners to collect accurate information and develop a strong, actionable plan.

Cybersecurity is no longer “just an IT problem.” It’s a critical part of ensuring safe, reliable public services. With structured guidance, free tools, and coordinated planning, municipalities can meet regulatory expectations and protect their most vital infrastructure from the threats of tomorrow.

5 steps to protect your water system

1. Assemble a cybersecurity team - Include IT, operations, and finance. Inquire about MPUA’s IT services for assistance.
2. Secure executive buy-in – Educate city leadership on the importance of cybersecurity in infrastructure protection.
3. Budget wisely – Dedicate line items for training, tools, and consultants.
4. Engage free and paid tools – Leverage federal assistance and industry resources.
5. Protect your plans – Treat your cybersecurity documents as sensitive information.

For John Pettit, owner of Hometown Grid, the company has always felt like something larger than himself.

“I’m constantly amazed at how it’s making such a meaningful difference for utilities and their communities. I often feel like I’m just along for the ride and am very fortunate to play a part in something that’s helping so many people during some of their most stressful moments,” Pettit shared.

Hometown Grid, he explained, empowers people to help others — a mission that humbles him every day. Since its initial launch in Kentucky and Tennessee, Hometown Grid has expanded rapidly, including partnerships with MPUA and its member utilities. Today, thirteen MPUA communities are using or trialing Hometown Grid. Several of these cities have experienced significant power outages and report enjoying the immediate transformative benefits of faster communication and improved customer trust.

In one notable instance, a utility experienced an actual multi-customer outage during a live demonstration of a simulated customer outage report. This unexpected event became a powerful showcase of the system’s reliability and responsiveness. More recently, another MPUA member city launched Hometown Grid just days before a major January winter storm. Despite widespread system outages, the utility was able to offer its first-ever public outage map and instant responses to customer reports. Pettit noted that this quick implementation ensured no report went unheard and helped build trust in a time of crisis.

“Many of these communities have never had access to a public outage map before and the feedback has been overwhelmingly positive.” Pettit said. “People appreciate the quick and thoughtful updates.”

Utilities have reported strengthened trust, goodwill and increased morale — benefits that extend into the broader community.

“We were able to implement Hometown Grid in Waynesville. When calls and texts come in, they are answered in real-time,” said John Doyle, City Administrator for the City of Waynesville. “This gives customers the security of knowing that the city and its personnel are aware of the situation, tracking it and working on it. That’s all they truly want to know at that time — that their concern has been addressed, and someone is working on the solution. We couldn’t manually achieve this level of responsiveness; you just can’t answer the phone at that rate with only five people.”

Pettit explained that automating processes and consolidating tools allows staff to focus on restoring power safely rather than juggling customer interactions. Additionally, features like instant FEMA reports simplify compliance during major events, providing both time and cost savings.

“Our flexibility enables utilities to maximize the value of their existing systems while keeping costs low,” Pettit said. “We hope for Hometown Grid to assist and comfort as many people as possible during outages — both customers and utility staff. By reducing the chaos of emergencies, we give employees more time to focus on maintaining services while ensuring that every customer’s voice is heard.”

Pettit emphasized that the company aims to continue refining the platform based on utility feedback. Recent updates like the Service Orders module have made task tracking even more efficient. As interest grows and more utilities adopt the platform, Hometown Grid is poised to strengthen the vital relationships between utilities and the communities they serve.

To learn more, contact John Pettit at john@hometowngrid.com or submit an interest form at www.hometowngrid.com/mpua.

In November, City Utilities of Springfield (CU) announced a partnership with Eos Energy on an innovative 36 MW battery storage project to meet the rising demand for electricity and new winter reliability standards. This project aims to enhance the utility’s capacity and improve grid stability by Winter 2026. The batteries will be deployed for peak shaving, demand response and ancillary services to ensure reliable power during high-demand periods.

“Our electric planning department had been researching alternative power sources to replace our aging coal units in Springfield,” said Jerry Bradshaw, Manager of T&D Planning at City Utilities. “When the Inflation Reduction Act (IRA) was passed, suddenly battery storage systems became economically feasible.”

As CU explored the feasibility of Eos Energy’s zinc-based battery technology, the municipality emphasized its goal to maximize available tax credits from the IRA. These domestically sourced zinc batteries, which are non-flammable and have a longer lifespan than lithium-ion alternatives,
provide the ideal solution.

Timeline and impact on the community

The battery project will roll out in phases, with the first 5 MW site connected to the distribution system expected to be operational by the summer of 2025. The remaining 31 MW will be interconnected to the transmission system at City Utilities’ retired coal plant.

“This site will require procurement of a substation transformer which has a two-year lead time and will allow us to be in service by the end of October 2026,” Bradshaw said.

This capacity will help the utility meet the new 2026 winter planning reserve margin requirements and improve grid reliability. The system will store low-cost power overnight and discharge during peak periods, reducing costs for consumers and enhancing grid stability by providing instantaneous responses during disturbances. Additionally, the battery system could be used for black start power, emergency backup for the water treatment plant, and voltage control, offering significant benefits to the local community.

Challenges and future support

Bradshaw noted that the physical installation of the battery system should go smoothly due to its modularity, but the team does expect commissioning and programming of the inverters to take
some trial and error to optimize their performance. To address this, CU plans to start with the smaller 5 MW site to gain operational experience before scaling up.

Eos Energy will train City Utilities staff, allowing technicians to eventually manage ongoing maintenance tasks such as thermal scans and continuity checks, as well as field
service, on a year-to-year basis.

“We believe the annual maintenance, including thermal scans and continuity checks, overlap with tasks that our substation technicians are comfortable performing with proper training,” Bradshaw said. “We will also need to provide operational procedures to ensure the battery system is safely isolated during electric line outages to prevent any back feeding during restoration activities.”

Advice for other municipal utilities

For other utilities that may consider similar projects, City Utilities recommends starting with an understanding of the IRA’s tax credits, which cover up to 50% of project costs. It’s also important to assess the use case for the storage system, whether for peak shaving, energy arbitrage or ancillary services. Smaller distribution-connected projects may be quicker to implement due to the long lead times for transmission equipment.

City Utilities and Eos Energy are eager to share their insights with other utilities looking to explore energy storage solutions. This battery storage project is a critical step toward enhancing grid reliability, lowering energy costs and contributing to a more sustainable future for Springfield and beyond.

Since the inception of the apprentice training program in 1989, there have been 856 apprentices who graduated to Journeyman Lineworker status through MPUA’s program. (687 – from Missouri;
207 – Arkansas; 4 – Nebraska; 1 – Mississippi; 1 – Kansas; 1 - Oklahoma)

So far, there are 44 incoming students enrolled in the 2025 Apprentice Program.

2024 graduates of the MPUA Apprentice Lineworker Program

ARKANSAS
Landon Blair – AR Valley Electric Coop

Randall Bullington – AR Valley Electric Coop

Cade Harrell – City of Piggott, AR

Clayton Harp – City of Siloam Springs

Wesley Hutchison – Paragould Light Water & Cable

Michael Lloyd – AR Valley Electric Coop

John Powell – AR Valley Electric Coop

Ty Parrish – Scobee Powerline

Garon Taylor – AR Valley Electric Coop

KANSAS
Adam Kunkel – Sellenriek Energy

OKLAHOMA
Michael Brimfield – Arkansas Valley Electric Coop

MISSOURI
Shawn Allison – City of Lebanon

Ryan Asbury – Columbia Water & Light

Lucas Bentley – City of Crane

Andrew Blackburn – Columbia Water & Light

Darren Brammer – City of Marceline

Justin Christian – Poplar Bluff Municipal Utilities

Caleb Cotten – City of Harrisonville

Osson Cox – City of Centralia

Tanner Duncan – Sellenriek Energy

Wesley Flint – Kennett BPW

Jesse Fudge – Columbia Water & Light

Jesse Gauthier – City of Marceline

Braedin Groff – City of Houston

Peyton Hein – Chillicothe Municipal Utilities

Austin Hendrix – City of Harrisonville

Colin Hazen – Scobee Powerline

Jacob Karleskint – Sellenriek Energy

Wade King – Malden BPW

Blake Maddox – MPUA RSC

Cody Mitchell – City of West Plains

Austin Murray – Carrollton Municipal Utilities

Jonathan Neal – City of Nixa

Ryan Norris – City of Winona

Levi Pettyjohn – City of Lebanon

Garret Propst – City of Nixa

Jerron Pursifull – City of Nixa

Marcus Rigdon – Kennett BPW

Caden Sims – City of Harrisonville

Caleb Smedley – City of Fayette

Codey Smedley – City of Salisbury

Dalton Smith – Rolla Municipal Utilities

Carson Stieferman – City of Centralia

Damian Thies – UMC Energy Management

Zach Whittom – Scobee Powerline

Braylee Woods – Scobee Powerline Construction

Some days, the threats to delivering reliable utility services seem endless. While utilities can’t control the weather to eliminate those natural threats, there are plenty of tools to keep cyber-attacks at bay. MPUA has tailored services to meet the ever-evolving cyber threat mitigation.

Top five reasons to invest in cyber security

1. Protection of critical infrastructure. From health care to people’s livelihoods, widespread utility service disruptions can majorly impact a community’s ability to live daily.
2. Expense. Ransomware can lead to significant financial losses for a city and surrounding community.
3. Utilities can be high-value targets for foreign or domestic terrorists.
4. Regulatory and legal consequences.

• Electric: The North American Electric Reliability Corporation’s (NERC) Critical Infrastructure Protection (CIP) standards which focus on ensuring the security and reliability of bulk power system operations. Missouri also has some general laws and executive orders for critical infrastructure and utilities. There is also Order 837 by the Federal Energy Regulatory Commission (FERC) to protect utilities.
• There’s a combination of federal and Missouri mandates for the protection of critical infrastructure, including water utilities. Federal laws include the Cybersecurity and Infrastructure Security Agency (CISA) framework helps utilities assess their cybersecurity and manage risks. The America’s Water Infrastructure Act (AWIA) mandates that utilities conduct risk assessments and emergency response plans, which should address cyber threats.
  

MPUA member resources

To address these challenges, MPUA started an IT services program that provides training, resources, and best practices to strengthen security measures. Participation in the program helps cities meet the requirements to qualify for cybersecurity insurance, reducing risks and protecting against potential financial consequences of a breach.

Small municipal utilities often require a reliable IT solutions partner to help them enhance their technological capabilities and ensure seamless operations. MPUA’s IT services are tailored to meet the specific needs of municipalities, providing comprehensive support in areas like cyber security, backup solutions and networking infrastructure.

Medium-sized hometown utilities typically have in-house IT staff to support daily operations, but they face challenges managing complex IT needs due to limited budgets, staff or specialized expertise. MPUA can provide cost-effective bundled services that streamline city processes since it is a one-stop shop.

MPUA offers subscription-based IT services with an initial setup fee and affordable monthly charges tailored to fit municipal budgets. Pricing is flexible, depending on the specific services required by each utility or city. For more details, contact ITservices@MPUA.org.

The year began with an underground fault in Gallatin that disrupted a three-phase circuit feeding a school. The city of Cameron’s crew responded swiftly, ensuring that power was restored quickly and minimizing disruption to students and staff. 

April brought severe weather that caused widespread damage across several communities. Waynesville faced significant storm damage with assistance from St. James, Rolla and Lebanon. St. Robert also experienced extensive damage and was aided by Springfield. Meanwhile, a broken pole in Rock Port caused by a faulty insulator was repaired with help from Falls City, Nebraska. 

In May, Odessa required assistance from Harrisonville and Higginsville after a vehicle accident resulted in a broken pole. Carthage saw severe storm damage and received support from multiple crews, including Higginsville, Monett, Nixa, Odessa and Springfield. Monett also reached out to Mount Vernon for additional help. Falls City, Nebraska again responded to storm-related pole damage in Rock Port. Additionally, Independence navigated storm damage with Columbia, Harrisonville and Higginsville providing aid. 

Rock Port faced another incident in June when a tree fell on power lines, knocking out a feeder circuit for two hours - Chillicothe responded promptly. 

July was marked by a series of emergencies, including storm damage in Nixa which Carthage assisted. Gallatin experienced considerable damage when a truck with an oversized load hit and damaged several poles with Cameron and Chillicothe stepping in to help. When Salisbury faced damage from a storm, Fayette and the MPUA-RSC Line Crew worked together to restore power. Independence also experienced another storm, with Higginsville and Columbia providing support. 

In August, Monett faced a challenging situation when a pole burned and fell, affecting multiple underground feeds to a Tyson facility. Crews from Carthage and Nixa responded quickly to resolve the issue. 

September and October saw MPUA’s largest deployment of the year due to Hurricanes Francine, Helene and Milton. When Hurricane Francine struck, crews from Carthage, Hannibal and MPUA-RSC responded to Plaquemine, Louisiana to assist with restoration efforts. Although some teams from Higginsville, Poplar Bluff and Palmyra were released before their arrival in Louisiana, their readiness to help underscored MPUA’s commitment to mutual aid. 

Hurricane Helene prompted a large-scale deployment of 65 personnel from MPUA-RSC, Carthage, Columbia, Conway Corp, Fayette, Hannibal, Hermann, Higginsville, Kennett, Macon, Nixa, Odessa, Poplar Bluff and Springfield to Tallahassee, Florida. As the storm shifted, crews were redirected to South Carolina to assist 21 municipalities.  

In October, Hurricane Milton led to another significant deployment of 73 personnel to Orlando, Florida. Crews from Carthage, Chillicothe, CU Springfield, Fulton, Hannibal, Harrisonville, Higginsville, Kennett, Lebanon, Macon, MPUA-RSC, Nixa and Poplar Bluff worked tirelessly to restore power.  

November saw MPUA Mutual Aid crews responding to localized emergencies. The MPUA-RSC Line Crew assisted Rock Port with storm damage restoration and also helped Monroe City restore operations at the Davis Street Power Station. In addition, Marshall provided aid to Slater by replacing poles damaged in a vehicle accident. 

Whether responding to localized issues or deploying to assist with large-scale disasters, MPUA crews demonstrated resilience, skill and a spirit of collaboration that ensured timely restoration of power and safety for affected communities.  

“It’s kind of an old-timey, down-to-earth, close-knit community. Everybody helps everybody,” said Ron Kumm, Electric Superintendent at City of Higginsville. 

Keeping electric service going for that long requires regular updates to the system. A 40-megawatt twin-pack unit was added in 1996 to help build capacity with nearby Kansas City Power & Light. The unit was added to the Missouri Public Energy Pool (MoPEP) portfolio in 2016. In 2012 Higginsville also installed a power plant containing a 4.6-megawatt turbine and an additional 1.3-megawatt unit, which acts as a backup if power goes out at the I-70 and Hwy 13 junction for more than five minutes. 

Upgrades continue to be the name of the game in Higginsville. They began transitioning to advanced metering infrastructure (AMI) in 2021 for both electric and water. While the COVID-19 supply chain issues caused delays for the project, they are excited to wrap up this fall and customers are enjoying having a portal to check their usage. 

Next on the list of upgrades is updating 69kv breakers from OCB breakers to median vacuum breakers. This will include all circuit breakers and tie breakers. They’ll also update all relaying to SEL relays.

“That’s a big deal. That’s probably the weakest link in our system right now,” said Kumm. “It will be a lot more reliable, and it gives you a lot more data because we can interrogate them and see what happened, so that will be nice.”

The People Behind Higginsville’s Electric Utility Success

Kumm is hopeful that these upgrades will be useful for upcoming rate studies, which they plan to begin next year. But the Higginsville team knows it’s not just about the electricity that powers their homes—it’s about the people behind the scenes who make it all possible. The team currently consists of four employees at the power plant and six on the line crew. 

“They’re all from Higginsville and have ties to the community. Our system’s probably one of the best around,” said Kumm. “We do all our under bores, we do all of our own pole changeouts. I mean, you name it, we do it.”

The Higginsville crew provides coverage far beyond their local area. They’ve responded to more than five mutual aid calls this year, including Hurricane Milton which hit Florida in early October. Not only does participation in mutual aid events offer expanded training opportunities, but Kumm says it also helps the utility compete financially with nearby utilities that offer more pay. 

Providing competitive compensation continues to be a challenge for municipal utilities, especially those located near bigger communities. Higginsville is getting creative by paying for on-call time and is working with the City Administrator to add additional paid holidays. 

“It’s just trying to figure out ways to keep the guys here because we’ve got a really good group of guys,” said Kumm.

Higginsville staff contributes to the community service spirit, especially regarding in-kind contributions from the utility department. Providing electricity for events such as the Higginsville County Fair and Christmas decorations, closing streets for parades, and lighting for streets, ball fields, and the splash pad are just a few of the ways Higginsville utilities benefit the community. 

“Saves the community money, and makes life better for everybody,” said Kumm. 

Staying ahead of regulations, upgrading infrastructure, and looking to the future

It’s been a busy year for the water and wastewater department as well. Overseen by Brandon Craig, the team not only manages a 2.5 million-gallon water treatment plant and a 37-mile network of wastewater collection, but they also provide drinking water for three nearby communities and a rural water district. 

The department’s biggest task has been keeping up with changing regulations. Their lead service line inventory was submitted ahead of schedule, and letters were sent to customers. Testing has begun for PFAS in the water system with no detections thus far. 

While focusing on compliance, the team is also working on infrastructure upgrades. The water plant was built in 1987, so filter panels and filter wash upgrades were necessary. They’ve also upgraded the radio system to an internet-based system so that it works well with the raw pump, the pumps at the booster station, and all the tower levels. The SCADA system was also upgraded. Next on the list is an engineering study for the facility. 

“We’re trying to tie everything together,” said Craig.

The team is also constructing a $20 million Aero-Mod wastewater treatment plant with hopes of completion in November 2025. It will include Aero-Mod Activated Sludge tanks, Lab with a garage, a headworks building consisting of screen and grit removal equipment, and an ultraviolet light building.

The new plant comes in part thanks to a State Revolving Fund grant and a Community Development Block Grant. 

With these opportunities on the horizon, Higginsville’s utility teams are dedicated to maintaining their successful systems for generations to come.

About the City of Higginsville Utilities   

ELECTRIC: The City of Higginsville Electric Department established service in 1894. It now services more than 2300 customers in and around the city limits of Higginsville. The utility owns and maintains two dual-fuel 20 MW combustion turbines, one dual-fuel unit rated at 4.6MW, and one diesel unit rated at 1.3MW. The City of Higginsville is a member of the Missouri Public Energy Pool (MoPEP) and sells net generation by contract. Its power supply comes from MoPEP and Southwest Power Administration (hydropower). The primary power delivered to the city and generated from the city is transmitted via the Kansas City Power & Light transmission system. The city distribution delivery system consists of two 69KV-12.5KV substations. The city electric system provides service to the I-70 and Hwy 13 junction, which includes an area backup power plant. 

WASTEWATER: The city’s wastewater collection system consists of a 37-mile network of gravity flow sewers that flow toward four treatment facilities. 

WATER: Higginsville owns and operates a 2.5 million-gallon per day state-of-the-art Water Treatment Plant that provides potable drinking water for the citizens of Higginsville, as well as three other communities and a rural water district. A pipeline to the city-owned pumping station 11 miles away on the Missouri River supplies backup capacity during dry seasons. 

Something MPUA will experience in 2025, for the first time in its history, is to operate without the reassuring presence of John Grotzinger.

Grotzinger will retire January 10, 2025, from his role as MPUA Senior Planning & Strategy Advisor,  having earlier served for 30 years as  a Planning Engineer, then Chief Operating Officer for the Missouri Electric Commission (MEC, 1994-2024). His career of service at MPUA makes him the longest-running employee in MPUA’s history. In all, he has distinguished himself throughout a 50-year career as a utility engineer, planner and administrator. He has had a significant impact on the municipal utility industry in Missouri, the Mid-states region, and nationally.

John joined the MJMEUC (now dba as MEC) in December of 1994, five years before MPUA was formed. As Planning Engineer (staff lead at MJMEUC), he took a leading role in the formation of MPUA, and formation, supply contracting and continuing operations of its first power pool, the Missouri Public Energy Pool (MoPEP, formed in 2000).  As Chief Operating Officer of MEC he initiated, led formation, and continued operation of MEC’s Mid-Missouri Municipal Power Energy Pool (MMMPEP, 2013), and the Southwest Missouri Public Energy Pool (SWMPEP, 2017).

John initiated and has overseen MEC involvement in over 1000 MW of generation, owned or under long term contract. Power supply projects for which he led MPUA coordination and development have included 600 MW of new coal-fired generation, as well as 20+ MW gas-fired combined heat and power, 25 MW gas-fired simple cycle combustion turbines and 180 MW combined cycle projects, 250 MW wind, 35 MW solar and 10+MW landfill gas generation. John also helped to initiate and drive MEC into transmission ownership and development of transmission partnerships. For MPUA, John led the planning and construction of many of these projects from the initial stages. He continues to guide their operations, and to guide MPUA’s growth in pooling, transmission, and electric services expansion.

His MPUA leadership has also included past service or MPUA representation on subcommittees of the American Public Power Association (APPA), and the Southwest Power Pool (SPP).

Grotzinger is a registered Professional Engineer in Missouri and holds a Bachelor of Science in Electrical Engineering from the University of Missouri-Columbia. He started his career with KCPL (1979-80), and then spent 14 years with City Utilities of Springfield Missouri (1980-94) as a Planning Engineer. In addition to system planning at CU-Springfield, he was involved in developing several groundbreaking projects including a 69kV substation capacitor bank, planning the 161 kV loop around Springfield, planning for 4 combustion turbine additions, and Missouri’s only municipally owned 345kV line.

Asked to share a few memorable moments from his MPUA career, John was typically soft-spoken but told a few stories. One such noteworthy event, early after the 2000 formation of MOPEP, was the late 2001 bankruptcy of Enron Corporation, a corporate energy giant that was one of MoPEP’s energy suppliers. “The initial MoPEP energy contracts were largely contracts with interruptible energy, where they could call on member cities’ units to generate power for up to a few hundred hours a year,” John explained. Enron had been one of those contracted suppliers.

“I distinctly remember the time of year Enron folded, because it actually happened during our fall conference,” John related. “I was trying to troubleshoot the Enron deal during the breaks. It turned out they were actually buying their power from an entity we knew very well, WestStar Energy, who were under contract with us for energy management. Throughout that day I was dealing, negotiating with Western Resources getting power supply to continue to flow for the next day, and then give presentations after the lunch break. It was a busy day.”  MPUA was able to lean on the relationship with Western Resources, ride through the ensuing crisis, and eventually get to the point of replacing the contract. Litigation with Enron hung on for years before the agency unwound completely from the aftermath of its collapse.

A pair of generation project achievements John pointed to with pride are the pair of  EPA Energy Star CHP awards earned by the  combined-heat-and-power (CHP) plants at Macon (awarded 2007) and Laddonia (2009). John was involved in planning and integration of the Macon Energy Center, and his later leadership and planning for the construction of the Laddonia plant contributed to its national EPA recognition, having demonstrated superior efficiency compared to more conventional separate heat and power generation.

Another watershed MPUA moment mentioned by John was the agency’s 2014 transition to operating a ‘24/7’ in-house energy scheduling  operation within MPUA. “With the initiation of MoPEP, there was a need for 24/7 monitoring, but it wasn’t a step we immediately wanted to jump into,” he said. The agency had an internal scheduler to put together a day-ahead schedule and contracted with Western Resources to provide hourly services.

“As MOPEP and its resources continued to grow, so did the cost of outsourcing the scheduling,” John recalled further. “We were covering bases and getting a lot of benefit with the contract, but ultimately thought we could do it ourselves better and at a lower cost.”  That operational transition took some development time. “It was quite a shift, because we were talking about adding six staff members, essentially all at once, dedicated to the operation,” he said. “But the end result was as we planned – we’ve done it ourselves cheaper than the contract would've cost us, with better results. It's the old thing, nobody takes better care of your house than you do yourself.”   

“John and I have been friends and colleagues for more than 30 years,” said President & CEO John Twitty. “He has always had a reputation of being a serious minded professional, and one who wants straight answers, and in return delivers those type responses, sometimes without much varnish on them. Or, as we like to kid one another, his filters got clogged. That has made him such a valuable asset for the MPUA family, and we will miss him. We all owe him a debt of gratitude and I think there is no question the MPUA family of communities are better because of his service and dedication. Job well done John.”

There seems to be a growing trend where polarizing federal politics are influencing local governments. Interesting results come up when you search online for solutions as many studies and articles have been written about the causes of local political unrest. However, resolutions are not as plentiful, and there is no magic bullet. The best advice is to be the author of your municipal utility’s story. MPUA has several resources to assist you in your efforts.

Providing education and maintaining transparency are key strategies for overcoming distrust in municipal utilities. Since people are not always looking for information, it is best to relay messages through different outlets. Employees can be the utility’s best ambassadors, so remember to keep them informed. 

Community Relations 

Involvement of the community's citizens is critical to a successful utility. Here are some key strategies to ensure effective communication:

• Keep customers informed about current projects and ongoing issues. 
• Anticipate challenges like new regulations and inform customers repeatedly about the local impact. 
• Tell customers what is being done to improve service through maintenance or special projects. 
• Share information about situations that will require the expenditure of the utility’s money, along with any utility rate impacts.
• Explain how the utility does what it can to minimize expenditures while maintaining or improving service. An informed community is a supportive community! 
• Engage community members and participate in conversations, whether by responding promptly to reporters or commenting on social media. 
  

Community Communications 

Let your community get to know the utility better. Show your dedication to the community by being involved in local events. Consider hosting a tour of utility facilities annually. Set periodic meetings with reporters to discuss current events and project plans so they know more about issues they might be reporting on. Being present and communicating will help the community be proud of the utility they own. Consider utilizing these outlets for outreach:

• Social media posts are a great way to reach and target your voting demographics. Try Facebook (posts on city account, use of Facebook Live, Facebook community groups), Twitter, Instagram, NextDoor, etc. 
• Send newsletters with utility bills and make them available online.
• Keep the city and utility websites updated with important links.
• Consider presenting talking points to utility employees to arm them with the facts. 
• Publish press releases about construction projects, quality of service, new systems, or processes to improve customer service, etc. 
• Reach out to media outlets (newspapers, radio, television).
• Host townhall meetings with community members.
• Give presentations to local organizations. Meet people where they gather, such as clubs, civic groups, churches, senior centers, and special events. Engage with the Chamber of Commerce, local school officials and groups, business leaders, and economic development agencies.
  

Resources from MPUA

• Municipal Utility Management Guide: new version available to train elected and appointed officials
• Building Public Support for Hometown Utilities Toolkit
• Bond Election Toolkit 

Resources are available at MPUA.org or by requesting printed copies.

At this year’s annual conference, we had the opportunity to speak with representatives from Missouri’s two Regional Transmission Organizations (RTOs) about topics ranging from reliability and the changing resource mix to long-range transmission expansion planning. The Midcontinent Independent System Operator (MISO) was represented on the panel by Todd Hillman, Senior VP and Chief Customer Officer. On behalf of the Southwest Power Pool (SPP), we were joined by Casey Cathey, VP of Engineering.