Indiana’s water future depends on how effectively its institutions work together and how well its utilities manage the infrastructure that communities rely on every day. A proposal by Indiana Senate District 29 candidate John Ruckelshaus to establish a cabinet-level “Water Czar” has brought renewed attention to statewide coordination. I support stronger coordination and believe that it must be accompanied by practical assistance for the utilities responsible for implementing infrastructure policies.
A Responsibility Shared Across Institutions
The reported proposal identifies the Indiana Utility Regulatory Commission (IURC), Office of Utility Consumer Counselor (OUCC), Indiana Department of Environmental Management (IDEM), Indiana Finance Authority (IFA), and Department of Natural Resources (DNR) among the agencies whose water-related activities would be coordinated. Their responsibilities span different aspects of utility oversight, environmental protection, infrastructure financing, and water resources. The broader institutional network includes additional state and federal entities, as illustrated in the accompanying diagram.
The need for coordination is longstanding. The IFA’s 2015 evaluation of water utility planning found uncertainty among surveyed utilities about how agencies exchanged information and which agency should lead water supply planning. The Indiana Chamber’s 2024 Water Policy and Planning in Indiana report likewise emphasized the importance of aligning responsibilities across multiple agencies. These findings help explain why statewide leadership deserves attention beyond any single development project or legislative proposal.
Interagency Complexity in Indiana Water Governance
A coordinating role could help agencies connect information, establish shared planning priorities, and clarify responsibility when decisions cross institutional boundaries. However, its effectiveness would depend on defined authority, adequate resources, and working relationships with existing institutions. The number of organizations involved does not by itself establish that their functions are unnecessary or duplicative. The practical question is whether their responsibilities and information can be connected well enough to support timely, informed decisions.
From Requirements To Continuing Management
Indiana’s asset management initiatives provide a direct connection between statewide policy and utility performance. SEA 272, enacted in 2022, addressed wastewater compliance and related infrastructure needs. HEA 1459, enacted in 2025, established periodic asset management program reporting for applicable water and wastewater utilities outside the IURC’s jurisdiction for rates and charges. These developments create an opportunity to strengthen the way utilities plan for maintenance, renewal, and long-term service.
The distinction between reporting and implementation is important. Under the IURC’s published guidance, the first reporting cycle runs from 2026 through 2029 and focuses on the status of each utility’s program. Failure to submit a report is the only deficiency in that first cycle; an asset management plan is not required to meet first-cycle compliance. Subsequent cycles examine improvement, implementation, program maintenance, and management training. The reporting requirements described by the IURC exclude regional wastewater districts.
Our objective at BAMI-I is to help utilities establish a management process that remains useful between reporting deadlines. An asset inventory must be maintained as equipment and facilities change. Condition information must help identify problems and guide maintenance. Investment priorities must consider the likelihood and consequences of failure, while financial plans must account for the costs of operating, repairing, and replacing infrastructure over time.
Smaller utilities may need assistance organizing existing records, selecting affordable assessment methods, preparing capital improvement programs, and explaining investment choices to their governing bodies. A reporting requirement can establish accountability, but it does not automatically provide the staff time, technical knowledge, or funding needed to carry out these activities. Support must therefore be designed around the decisions utilities actually face.
The Proposed Contribution of WIIC
BAMI-I, in cooperation with the World Trade Center–Indianapolis, has developed and submitted a proposal for a Water Innovation and Infrastructure Center (WIIC). The proposed center would support utilities and work with relevant state agencies on water infrastructure and asset management needs. Its potential contribution is to connect policy expectations with practical tools, training, and technical assistance.
WIIC could help utility staff and governing bodies understand asset management, organize asset and condition information, evaluate renewal priorities, and develop sustainable financial plans. It could also help translate research and inspection technologies into practices appropriate for utilities of different sizes. Documenting implementation experience would allow communities to learn from one another and help identify where further guidance or assistance is needed.
The center’s services, governance, funding, and agency relationships would need to be defined through the proposal and subsequent agreements. Clear roles would allow statewide coordination and technical support to reinforce one another. Our goal is to help Indiana connect leadership with implementation so that communities can make better infrastructure decisions and sustain reliable water and wastewater service.
