Lebanon Utilities

2013 Year-In-Review

Working together
to build our future.

2013 Year-In-Review

Mission
To provide our community with reliable,
economical, and high quality utility services
in a friendly and courteous manner.

2013 Year-In-Review

Vision
Lebanon Utilities will be recognized throughout the region as a
utility that has achieved a level of excellence in customer service
distinctive from peers both large and small.
It will be known as a utility that is in relentless pursuit of creating
the WOW factor among its customers to whom it provides utility
products and services through an energized work force.
Its employees will enjoy a atmosphere which accentuates
the positive, promotes the free flow of innovative customer
responsive ideas, and is imbued with the values that create a
spirit of uplift for all that come in contact.
Lebanon Utilities will provide a key leadership component in
transitioning the community it serves into the third millennium
and beyond.
3

2013 Year-In-Review

Values

Honesty
Trustworthiness
Service Excellence
Productivity
Employee Caring
Free Flow of Ideas
Teamwork

2013 Year-In-Review

Lebanon Utilities

2013 Review
5

2013
GOAL #1 in Review
Examine The Need For A Wastewater Rate Increase
At several meetings throughout the year, staff examined the financial performance of
the Wastewater Utility and discussed with the Utility Service Board.
On October 9th the Utility Service Board commissioned that a wastewater rate study be
conducted.
The study was completed in draft form by Umbaugh on November 21st.
The study is presently being reviewed by staff and the Utility
Service Board to determine the next steps, which could involve
a board resolution to City Council recommending a rate
adjustment.
As part of the staff review, it was determined that a cost of
service study should be performed for the wastewater rate
case as it has been many years since one has been performed.
Moreover, various financing options are being examined in
order to minimize the possible rate adjustment.
The last wastewater rate increase occurred in 2006,
seven years ago.

The Lebanon Utilities Goals for 2013 Year-In-Review

2013
GOAL #2 in Review
Complete Electric Project Bids And Bond Work
On March 20th the Utility Service Board awarded bids for various equipment and
materials associated with the bonded electric projects. The approval was subject to
successful completion of financing. These awards included; 15kv
switchgear, 69kv breakers, 69kv circuit switchers, substation
steel and equipment packages, and substation power
transformers.
On April 3rd the Utility Service Board set the amount for the
Electric Bond issuance at a level of $13 million, pursuant to
approval granted by City Council in March, 2012 and the IURC in
September, 2012.
Utilizing an electronic bidding system, the Electric Utility
conducted its sale of $13 million in Electric Revenue Bonds
on April 23rd. The sale was successful with six bidders
submitting bids.
The winning bidder was Bank of America, Merrill Lynch, at
a net interest cost of 3.105861. The bonds extended out to a
term of 20 years.
continues

The Lebanon Utilities Goals for 2013 Year-In-Review

2013
Goal #2 in Review
Complete Electric Project Bids And Bond Work
(continued)
On May 8th the Utility Service Board received bids from four firms in response to an
RFP for architectural services associated with the planned electric operations building
on West Main Street. Sebree Architects was selected to provide the service at a cost of
$33,200.
A Supplementary Agreement with Ladd Engineering was approved by the Board at its
June 26 meeting for site development services associated with the planned electric
operations building in an amount not to exceed $20,000.
On June 5th the Board approved a resolution for investment of the bond funds and
a cash advisory agreement, with Umbaugh to perform these services. City Council
subsequently approved the associated and recommended ordinances.

The Lebanon Utilities Goals for 2013 Year-In-Review

2013
GOAL #3 in Review
Evaluate Possibilities For Providing Utility Service
To The Annexed Worth Township Area
In contemplation of annexation, alternative strategies were examined by staff for
providing electric, water, and sewer service to the various areas of Worth Township.
This included the development of configurations and costs for alternatives for
extending service, as well as annexation scenarios.
Discussions were also had with various interested and affected parties on several
occasions, including those inside and outside the City.
No action has been taken and no further work has been necessary.

The Lebanon Utilities Goals for 2013 Year-In-Review

2013
GOAL #4 in Review
Review And Execute iLines Business Plan
Reviewed and provided the board updates on the iLines business plan at the February
20th and September 4th meetings. Projections were on target at the time of the review.
The USA/Roberts/Skillington/Cunningham wireless tower upgrades were completed
as planned. This was a significant accomplishment for iLines customers as the quality
of service was enhanced for them. During this time, iLines maintained the
high quality of service. Furthermore, a credit to the work of the ilLines
staff and utility attorney, contractual issues carried over
from the original acquisition of the wireless business were
remedied.
During the first quarter a second internet circuit was
installed. This was a significant accomplishment in that
the City, Utilities, and iLines customers now have
redundant paths for serviceone from Indianapolis
and one from Chicago. If one is interrupted, the
second path is available for continuation of service.
10,000 feet of damaged fiber was repaired during the year and
thus maintaining reliable service to our customers.
continues

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2013
Goal #4 in Review
Review And Execute iLines Business Plan
(continued)
iLines added one new commercial customer as of the 3rd quarter 2013, NFI, bringing its
commercial service fiber customer total to twelve.
In addition to commercial customers, iLines also added several
new wireless customers during the year lifting
its total to the 613 mark and exceeding its
2013 goal of 605. This was despite its intent
to limit the number of customer additions
until tower upgrades were completed so
as to ensure quality of service both from a
timeliness-of-installation standpoint and
reliability and quality of delivery.
Equipment that was replaced during the
tower upgrades was sold for $2,200.
continues

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2013
GOAL #4 in Review
(continued)
In execution of the iLines business plan the following milestones were achieved;
Wireless surveys completed:

256

Wireless installs completed:

150

Total customer count:

613

2013 Goal was 605

Financials as of September 30, 2013;

Actual

Variance

Revenue

$357,746

$392,872

$35,126

Expenses

$335,435

$315,394

($20,041)

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2013
GOAL #5
Review And Execute Company Strategic Plan
The General Manager/CEO reviews the strategic plan throughout the year, to ensure
that the mission, vision and values are being pursued. Any recommended changes or
gaps are provided to the board for its consideration.
A key part of the strategic plan is the goals which are set annually, and then reviewed
at year-end with the board as to accomplishment. Many of these goals
have long-term components which are updated as required.
Another element of the plan is the annual and multi-year capital and
operating and maintenance budget, which again is updated annually
and contains a projection of where the company wants to place its
resources over the upcoming year and the successive next five years.
The strategic plan also has a factor of succession planning. This
year the company engaged in a search for succession at the
General Managers level with the then present one retiring after
the first of year. During this year-long initiative, many candidates
were reviewed and one selected. Also, the plan included a transition
period which is being successfully completed. It will be important
to begin planning for other successions as retirements are on the
horizon for several key positions.

The Lebanon Utilities Goals for 2013 Year-In-Review

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2013
GOAL #6 in Review
Achieve Financial Objectives For Utilities
The companys success in obtaining an excellent interest rate with its electric bond
financing was also repeated when it completed refunding of 2002 sewer works bonds
on June 20, 2013. This was achieved through private placement with City Securities.
An interest rate of 1.99% was secured resulting in net present value of benefits to the
Utilities in excess of $125,000.
Further success was achieved in 2013 with the refunding on the 2003 bonds for the
municipal building. A sublease amendment was effectuated by the board on July 24th.
The $4.3 million refunding was completed in August with a net interest rate of 2.4%
and net present value of savings of $227,615.
As we noted in the 2012 YER, we projected a rate adjustment
would be required in the next year or two in order to meet the
wastewater utilitys financial and system operations objectives
for customers over the next 5-6 years. The financials were as
usual monitored closely during 2013 and the conditions on
the ground did not dictate a need for that to be pursued
any sooner than necessary. It is becoming rather clear
that a rate study for the wastewater utility will need to
be pursued and achieved in 2014 in order to meet service
improvement objectives.
continues

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2013
GOAL #6 in Review
Achieve Financial Objectives For Utilities
(continued)
The pension plan was reviewed and investment changes
made to allow the Utilities more flexibility in funding
options.
Indications are through October, that Net Margin Targets will
be met for all four Utilities (Year-end results will be presented at
the February/March Board meeting as per usual). It is important to
remember that we operate on an accrual accounting basis so that
expenses and revenues match up providing an accurate report
of how we performed. Year-end is audited by the State Board of
Accounts for accuracy.
Hold capital, operating, and maintenance expenditures to +/10% of budget. This will again by available as the previous
item at the February/March Board meeting. However, based on
present results through October, it appears that operating and
maintenance expenditures targets will be met within the +/- 10% of
budget target. For capital we will just have to wait until the results are in. What we
know there is for example that the Indianapolis Avenue project has been delayed.
continues

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2013
GOAL #6 in Review
(continued)
Thus, water and wastewater we know will be under-spent. It
is not unusual for our company to under-spend, because
frequently occurrences beyond our control delay
projects. Only on rare occasions do we over-spend.
It is also well to point out that over the last decade or
so that we have been performing forecasts of this type, we
have most often met our O&M and Net Margin targets. What
this says is that our present method of O&M forecasting seems to
be robust enough that we are achieving our projections within present
tolerances. Exceptions of course can occur such as in a period of severe
economic turndown or during an economic boom period. Then, of course,
we will normally adjust for impending large business changes although extended
systemic moves we may not catch except as economists indicate.
The 2014 capital and O&M budget and five-year forecast have been completed and
are being presented at this meeting. This includes a projection of cash flows for the
six-period which has served us well over the last decade in forecasting when rate
adjustments would be required. Much credit goes to our financial department for their
success in the preparation of this information in timely way for this decade and longer
period. Furthermore, auditors, financial analysts who work for other municipals and
continues

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2013
GOAL #6 in Review
(continued)
even some of our opposition who have inspected our books have commented on the
exemplary nature of the record-keeping. Also, our staff and field managers
have done a stellar job in providing this information to the financial area,
assisting in the forecasting of capital and O&M and in holding
the line on expenses as has been necessary from time to
time. I know for a fact that engineering and
electric operations deferred some capital
expenditures to carry us through the rate case
period taking on some operational risk but
making it work. Water and wastewater have
done the same during rate case periods.
Wastewater has even deferred adding
people when vacancies occur testing the
requirements in real-time. IT and iLines
have done the same as have some of the
corporate functions such as HR, Finance,
and Customer Service.

continues

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2013
GOAL #6 in Review
(continued)
Monthly Financial Reporting was carried out
as scheduled which includes:
Balance Sheet
Income Statement
Cash Flow
Budget to Actual
Quarterly Ratios
Capital Tracking
Financial Reports were all completed and
capital projects reports were kept all year for
projects that had been set-up. These reports
are available in the Finance Department.

continues

The Lebanon Utilities Goals for 2013 Year-In-Review

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2013
GOAL #6 in Review
(continued)
For the past 12 years, we have received a favorable
unqualified opinion on the financial statements.
Except for some issues regarding filing of sewer liens
due to distractions with the installation of a new
CIS, a clean audit report was obtained from the State
Board of Accounts as has been our tradition for several
years as we strive to comply with rules, laws,
and regulations of Local, State and Federal
Government. A compliance mentality
remains and has been in a place for at a
minimum over a decade and longer.

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2013
GOAL #7
Accomplish Customer Service, Caring,
and Energy Efficiency Programs
Our staff especially Engineering, Customer Service, and the
General Managers office have communicated extensively
through public media (newspaper, television, bill stuffers,
and even radio) about the Energy Efficiency program. An
interview was held on Radio Mom involving IMPAs
Energy Efficiency Representative and the Lebanon
Utility General Manager to discuss the programs.
Meetings have been conducted with individual
businesses, sometimes through engineering staff, GM,
or IMPA visits with those customers. Several times during
the year presentations have been made at the Board of
Works meetings as part of the bi-monthly reporting in an
effort to make the public aware of these programs.
continues

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2013
Goal #7 in Review
Accomplish Customer Service, Caring,
and Energy Efficiency Programs
(continued)
The results of this work have yielded the following for January-September, 2013:
HEA 185 homes (191,660 kWh)
QW 1 Home (1,304 kWh)
C&I Rebates 7 Businesses (560,084 kWh)
School Kits 1 School (78 kits) (33,119 kWh)
Despite these results, the IMPA Board has elected to withdraw from the Energizing
Indiana Program and pursue energy efficiency programs in a more economic manner.
During this year, the MCare system was implemented creating electronic
communications between Customer Service and Metering Operations. Such functions
as service orders, disconnect and reconnect orders, meter reads (those that are not
transmitted via AMR) can all be communicated electronically without paper work
reducing the number of personal touches, entries and chances for error as well as
saving on fuel to travel back and forth. Productivity improvements were made and
adjustment process modifications effectuated.
continues

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2013
GOAL #7 in Review
(continued)
During 2013, the company also introduced a Facebook page. Many customers,
particularly young people utilize this social media technology as a means of
communication. Through this means the company can communicate its messages
about its happenings including outage notification and company news. Customers can
respond back as well. More and more, social media will become a key communication
vehicle in the companys future in a variety of ways.

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2013
GOAL #8
Review And Implement Water
and Wastewater Improvement Programs
At its February 20th board meeting, the USB approved the selection of Insituform
to carry out the next phase of the companys sewer lining and manhole
rehabilitation program in the amount of $338,035.70. Lebanon Utilities
has for several years on an annual basis consistently lined its
sewers and rehabilitated its manholes so as to reduce inflow
and infiltration. This alleviates the loading imposed on the
wastewater treatment plant and demonstrates to IDEM the
companys commitment to more efficient operations at the
WWTP.
In this round of lining, 3,287 feet of 10 inch sanitary, 7,500
feet of 8-inch sanitary, and 282 feet of 6-inch sanitary
were lined. This work was performed in the Northfield
subdivision. Also, 480 vertical feet of manholes were
rehabilitated.
Furthermore, the utilities have completed smoke testing
of the City, a process which began several years ago.
The benefits derived included identification of problem
continues

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2013
Goal #8 in Review
Review And Implement Water
and Wastewater Improvement Programs
(continued)
areas on the sanitary system whether it be customer or utility
property. Once we determine where the defects are located, the
customer can then work with us to ensure that their repairs are
made and of course the utilities will make its repairs where it
involves the Lebanon Utilities system. Again, this enables us
to control inflow and infiltration on the sewer system thus
alleviating the flows to the WWTP during wet conditions.
Jet and camera of the sanitary sewer system was originally
intended as a five-year project but due to labor intensity
has been spread out over a ten-year program. During 2013,
one-tenth of the system has been jet and camera applied. This
is an important effort, as we are able to detect blockages in the
sanitary system and clear them out.
Windows and doors were replaced in the WWTP lab
improving not only the appearance but the energy
efficiency of the facility.
continues

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2013
GOAL #8 in Review
(continued)
Engineering was completed in 2013 on the Indianapolis Avenue project involving
water and wastewater infrastructure. The project has been rescheduled by INDOT for
2015. Agreement was also reached with the City in early fall for the Utilities to share in
a reimbursement program which will offset up to $200,000 of construction cost with
the use of federal funds to accomplish this work.
On September 18th, the Utility Service Board approved engineering work for the
establishment of a Westside lift station which would replace the existing Prairie
Heights and KFC lift stations with associated sanitary sewer construction. Both existing
lift stations are located in a flood plain and are of the old canister lift station type
making procurement of parts difficult because of the age of the equipment. Moreover,
during the period of heavy rains occurring in April, 2013 the Prairie heights lift station
was submerged by water but fortuitously recovered. At its December 4th meeting,
the board agreed to utilize a guaranteed savings contract to accomplish this work and
award the contract to Bowen. This contracting approach was successfully deployed in
the water filter replacement project at the Sugar Creek Water Plant.
2013 was a year of accomplishment on many fronts. IDEM performed an inspection
of our storm water system and programs and provided us a very good score. Also, a
Storm Water Master Plan for the south annexed area was completed and presented to
the City and County Boards. The illicit mapping system was also completed for the City
portion and work is underway on the south annexed area.

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2013
GOAL #9
Review And Implement Electric Engineering
and Operations Projects
Progress has been made on the electric operations building to be located on West
Main Street as the architect, Sebree, has completed the design. It will soon be filed
with the State. Ladd Engineering also completed a
drainage master plan this year.
The design has been consummated for the West
and Central substations. Pads are expected to be
poured and the new transformer to be received
at the west substation by year-end.
Breakers and switchgear have also arrived
for the West, Central, and North substations
with such equipment located in storage in an area
adjacent to the West substation.
All 4kv to 12kv conversions were completed that
were planned for 2013 involving the West and
Central substations. More is slated for 2014.
continues

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2013
Goal #9 in Review
Review And Implement Electric Engineering
and Operations Projects
(continued)
During 2013, design was completed on the Perry Worth and Tyre
substations. We are now in the phase where Duke Energy and
LU have agreed on possible site locations for the Tyre Road and
Perry Worth substations. T&D rights-of-way and easements
possibilities are advancing towards the procurement phase.
On March 26th, the company received the prestigious RP3
designation from the American Public Power Association.
RP3 stands for Reliable Public Power Provider. We joined
183 municipal utilities across the nation that have achieved
this level of reliability performance certification and only
three others in the State have done so. To receive the award
a utility must demonstrate before a panel of its peers who
are experts in reliability, high proficiency in four areas: safety,
reliability, work force development, and system improvement.
Many elements of proof have to be provided among which
is our reliability indices, safety record, work force training
program and achievements, and system improvement program.
continues

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2013
GOAL #9 in Review
(continued)
This is evidence that LU works safely and trains for such. LU is reliable by evidence
of its indiceswhat gets measured gets done. We train our employees and showed
the panel what we have done; and we are making improvements to our
systemwitness the electric projects that we have under way. It can be
further said, as it is in our companys strategic vision established in
2002, that we will be recognized throughout the region as a utility
that has achieved a level of excellence in customer service distinctive
from peers both large and small.
Our power supply is not only reliable, as demonstrated by the RP3
determination, but priced competitively. A comparison with other
utilities is provided on the LU website. LUs electric rate based on a
July, 2013 comparison by the IURC is lower than the IMPA average
and lower than any other electric utility in the state for the large
commercial and industrial class of customer, who are the major
businesses who provide jobs in this community. In the small
commercial and residential class, we remain competitive. As
an example, in the residential class using 1,000 kwh which it
the average use the IURC deploys for common comparison,
continues

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2013
GOAL #9 in Review
(continued)
our rates are close to the IMPA average , 24% lower than REMC for similar usage, 7%
lower than Duke Energy, and far lower than NIPSCO and Vectren for electric service.
IPL and AEP are somewhat lower in the residential class
by 6.7% and 10.8% respectively for the residential
class at 1,000 kwh usage. Our customers in the south
annexed area have a before and after experience for
comparison.
Another major component left for comparison other
than reliability and price is our customer service. A
customer can pay their bill by coming in to the office for
a personal effect, paying on-line, having their payment
auto deducted, using the dropbox or by mailing it in.
We also offer budget billing.

continues

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2013
GOAL #10 in Review
Implement Organizational Development
and Employee Caring Initiatives
Our company once again carried out performance reviews of all of our
employees. Supervisors and Managers met with employees under
their supervision at all levels. Managers were evaluated based on
attainment of goals as well as general performance.
As has been the tradition, employees were once again recognized
for service at a service awards dinner on December 13th.
The dinner is an important one in the life and calendar of
our company as our employee experience, expertise, and
dedication is how we can provide RP3 quality service, relatively
low rates, and the customer choices that are available.
We continued, as in the past, to evaluate the economics of our various
benefits plans. We have made many innovations and changes to
reflect the needs of our employee population and strive to
remain competitive with each change. Committees of the
board this year as in the past reviewed and made changes as
appropriate at various points in the year.
continues

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2013
Goal # 10 in Review
Implement Organizational Development
and Employee Caring Initiatives
(continued)
Our employees are also provided annually an accounting of their benefits and
this was done again in 2013. Salary and wages are only a portion of the
value derived from the benefit package at Lebanon Utilities which is
demonstrated in quantifiable terms.
Quarterly meetings were held with employees as in the past to
update them on the happenings in the company.
After an extensive search, a new General Manager/CEO was hired
who has been meeting with employees to understand their
work, needs, and concerns and informing them of the company
direction.

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2013
GOAL #11
Complete Key Information Technology Projects & Initiatives
The IT staff completed vendor evaluations to upgrade the City and Utilities Microsoft
Exchange email system. Implementation is scheduled to begin in January of 2014. This
is an important project that will enhance the productivity of City and Utility employees
and allow additional integration with the new VoIP phone system.
The board approved on May 8th, the purchase of a ShoreTel
Voice Messaging/Unified Communications platform to
replace the existing VoIP System the City and Utilities
were currently using at a cost of $98,391. Two
other respondents submitted bids. The IT staff
then commenced over a two month time period
working with vendor staff to bring the system
live on July 1st virtually without a hitch. The
system gives the City and utilities substantial flexibility
and capabilities to not only improve productivity as it
integrates the phone system with desktops and mobile
devices but provides opportunity to further enhance
customer service. Some of the features it offers will in
time elevate the customer experience through voice
technology.
continues

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2013
Goal # 11 in Review
Complete Key Information Technology Projects & Initiatives
(continued)
Another significant achievement in 2013 was the establishment of a second internet
connection which was discussed in Goal #4. This provides reliability of service to City
and utility IT customers and as discussed previously for iLines customers.
A variety of other key technology projects were completed for both the City and
utilities during 2013 that are too numerous to mention herein but were essential to
meet the business needs of both entities.
During 2013, the IT staff received 899 requests for service and completed 896.

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2013
GOAL #12
Develop An Emergency Response Plan For The Electric Utility
Our company has, over the last several years, been
updating and refining its emergency response
procedures some of which have been in conjunction
with the Boone County EMA, Indiana Municipal Electric
Association (its mutual aid program), American Water
Works Association (its mutual aid program) and
just with the companys own initiatives. The electric
operations staff have been involved in National Incidents
Management Training and management has attended
APPA training through seminars at the conference,
bringing back such information for staff implementation.
However, an old saying in the engineering profession
applies in this case, The leaks in a vessel after being
designed and built can only be exposed by placing it
under pressure. A tornado struck the city of Lebanon on
Sunday, November 17th a little before 3:45 pm. Prior to
that (about an hour), noting the impending possibilities,
management prepared by calling in all electric crews and
the electric dispatcher to head to the Electric Operations
continues

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2013
Goal # 12 in Review
Develop An Emergency Response Plan For The Electric Utility
(continued)
Center (EOC) and stand by for the storm. The electric department at EOC started
preparing the trucks for the storm and monitored the weather and SCADA system.
When the storm was moving through the area the SCADA
system indicated that the Lau 1241 (331 customers) and
Enterprise 1211 (265 customers) circuits had locked out
of service at 3:43 and 3:44 respectively.
The path of the tornado and associated winds appeared
to make contact on the west side of the Gander Mountain
building located at 700 Council Drive then proceeded to
brush part of the top off of the Case New Holland building
at 400 South Enterprise Blvd. and then into the front of the
Skodjt Barrett building at 317 South Enterprise Blvd.
The wind and tornado then approached the SR 39
Bridge at I-65 where it hit a Starbucks and strip
mall then moved into a residential area at South
Meridian and South East Streets.

continues

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2013
GOAL #12 in Review
(continued)
A single phase line in the north south alley between South Meridian
and South East Street in the 1300 and 1400 block was isolated and
at 6:42 the 1241 circuit was reenergized and work began on
repairing the isolated single phase. At approximately 9:00,
the single phase was repaired and energized to the 1241
circuit.
The Enterprise 1211 in the Industrial Park sheet metal from the
roofs and buildings had flown through the air and tangled into
the 1211 circuit causing it to lock out. Several attachments were
broken and conductors were off of the pole in three locations
close to where the wind and tornado were sited. The down
conductors were isolated and part of the circuit was energized at
8.02 pm. At 4:45 am Monday morning, all power was restored in
the Business Park to everyone whose facilities were structurally
sound enough to accept power.

continues

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2013
GOAL #12 in Review
(continued)
The Following Buildings had issues:
Starbucks

Back in Monday at 2:30

Penn Station

Back in Monday at 2:30

Skodjt Barret 317 S Enterprise Blvd.

Back in Tuesday (Construction Trailer only)

Gander Mountain 700 Council Drive

Back in Tuesday

Duke Realty Fire pump - Still Out as of November 19 COB

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2013
GOAL #12 in Review
(continued)
Had other municipally-owned utilities that are part of IMEA been needed the means
was available to contact them. Plans were in place as to where they might reside
during the restoration period, had that been required. That portion of the plan was not
needed.
However, the vessel did have some leaks and meetings have
been held since, both internally and with Boone County EMA,
to remedy those. Among the issues to be addressed is the
need to have a Lebanon Utilities management person at the
EMA Emergency Operations Center and how that contact is
made to bring that person in to coordinate the companys
response as technical issues involving safety and efficiency
of restoration require such.
There was also, for example, some delay in having the call out for
water shutoff in some of the damaged buildings in the Business
Park. The water department was very quick to respond once the
need was known. There were delays in contacting the water
department to apprise them of the problem.

continues

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2013
GOAL #12 in Review
(continued)
Also, importantly, issues regarding safety and customer service will be required to be
tightened up which mainly involves communications and how the restoration process
is carried out. These matters involve safety of the public and utility personnel as well
as knowledge of the customer needs, neither of which can be neglected, and it is
imperative that these are addressed.
Had the event been more severe, more leaks in the
vessel would likely have been found and even those
leaks that were identified could have been in greater
volume. Thus, further preparations are needed and will
be part of a more encompassing written plan.

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2013
GOAL #13 in Review
Assist City And County With Strategic and Tactical Initiatives
2013 saw the virtual completion of the Boone County Resource Study. The final report
will be issued and a meeting held in January to conclude this phase of the work. The
stakeholders involved in the work are the Town of Advance, Boone County, the Citizens
Energy Group, the Town of Jamestown, the City of Lebanon, the Town of Thorntown,
the Town of Whitestown, and the Town of Zionsville.
The study concludes that the supply meets current demand of
the members. However, looking out 10 to 20 years, shortages
are possible and the probability is heightened in the 20-year
time frame as demand is projected to be 10 MGD above supply.
Three alternatives were examined to meet the projected
shortage. In the case of Lebanon, a coordination plan has been
developed with Whitestown, Citizens Energy and Lebanon
which will enable the city of Lebanon and town of Whitestown
to most economically meet its needs for approximately 6
MGD of capacity. In the case of Zionsville, they are already
incorporated into Citizen Energys supply plan requiring a
projecting 4.6 MGD. Advance, Jamestown, and Thorntown
can handle their marginal growth via their present
groundwater resources.
continues

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2013
Goal # 13 in Review
Assist City and County with Strategic and Tactical Initiatives
(continued)
The Utilities again, as in the past, assisted
the City and coordinated with them in the
development of budgetary and technical
support involving cost sharing arrangements
for the Municipal Building and IT.
Many opportunities were capitalized upon
to provide the City and Boone EDC utility
support for projects that were contemplated
and as well as annexation. Utility configurations
and costs for such were shared so that choices
could be made by City officials and EDC as
well as customers of such. Some of these
possibilities will undoubtedly come into
fruition as they are developed and closed.

continues

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2013
GOAL #13 in Review
(continued)
Company management team and board members during 2013
participated extensively in the work being carried
out to plan the South State Road 39 development
(South SR39 Master Plan). The Utility team
provided alternatives of how the area could be
served with electric, water, wastewater, and
storm water configurations and associated
costs. Telecommunications options will be
introduced in the future as well.
During 2013, the Utilities worked closely
with the City in coordinating infrastructure
rehabilitation and developed. This is
evidence in the coordination of activities
involving the Citys storm water and road
projects with water, wastewater, and
electric infrastructure. Case examples are the
Indianapolis Avenue Road project. Additionally,
the Meridian Street, East Street, and Lafayette Avenue
storm water projects further exemplify these coordination activities.

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