“To be honest with you, if you had done this about four years ago, I wouldn’t have answered because our boss didn’t like us talking to people on the outside. But with the new superintendent, one of the things he has preached to us is to be open to various opportunities. Whether you take them or not, at least take the time to listen.” Brian DeWitt, Director of Wastewater at Logansport Utilities, said to us during our visit to their wastewater treatment plant facility.
This shift in mindset was something I experienced firsthand, and it all started with a chance encounter. One day, while walking across Purdue’s campus, I noticed someone working on the lawn with the sprinklers running. My curiosity got the better of me, and I decided to strike up a conversation. The worker’s name is David Burkhardt. He has worked at Purdue Campus for a few years. As we chatted, I discovered that David’s father-in-law, Brian DeWitt, was the Director at Logansport Utilities. Intrigued, I asked for Brian’s contact information. Not long after, I reached out to him with a simple request: Could I, along with my team, visit Logansport Utilities to learn more about their work?
To my surprise, Brian didn’t just respond—he did so quickly and with genuine enthusiasm. He didn’t merely agree to the visit; he went above and beyond to welcome us. When our Purdue underground Infrastructure Team (UIT)—Tom Iseley, Sihan Zhou, and I—arrived, we were greeted warmly by Brian DeWitt, Jackson Wiseley, and Omar Gonzalez. What followed was an enlightening day, as they provided us with a deep dive into the complexities of managing water and wastewater systems, sharing both the daily challenges they face and the innovative strategies they employ to keep everything running smoothly.
Our conversation began with Dr. Tom Iseley introducing how Purdue underground Infrastructure Team has been supporting the efforts of the Buried Asset Management Institute-International (BAM-I). As part of Purdue, we have been instrumental in advancing the BAM-I and it’s training programs, particularly in helping various regions improve their water asset management practices.
Dr. Iseley stated that the primary purpose of our visit was to gain a deeper understanding of Logansport Utilities wastewater treatment plant’s approach to asset management. We were eager to learn from their practical experiences and to explore how these insights could contribute to the ongoing optimization of asset management strategies.
About Logansport Utilities
Logansport Utilities (LU) is a municipally-owned utility company that has been serving the city of Logansport, Indiana, and the surrounding areas since its establishment in 1894. The company provides electricity and water services to over 20,000 residents and businesses.
The city’s wastewater treatment plant, originally built in 1958, has undergone multiple upgrades, including significant improvements in the 2010s with the addition of phosphorus treatment and extra clarifiers to boost capacity and ensure environmental compliance. Recognized for its safety in the 1980s, the plant remains a crucial part of the community’s infrastructure. Logansport Utilities manages this system, which serves 7,500 wastewater customers. The infrastructure includes 16 sanitary lift stations and four dewatering lift stations within a combined sewer overflow (CSO) system. The wastewater collection network spans approximately 135 miles, comprising 563,000 feet of combined sanitary and storm sewers, 110,000 feet of separate sanitary sewers, and 43,300 feet of separate storm sewers. Additionally, the system features 3,000 manholes, 44 stormwater outfalls, 10 gravity combined sewer outfalls, and several large underground storage pipelines. The water distribution network covers 126 miles.
Brian DeWitt has worked at Logansport Utilities for 39 years. He started his career in the lab, then became a plant operator, and eventually took over as the manager in 2017. Throughout his tenure, he has been deeply involved in the utility’s operations, strategic planning, and leadership.
The Mandate and the Challenge
The story of Logansport Utility’s wastewater treatment system towards developing an asset management plan is one marked by mandates, challenges, and leadership transitions. The Indiana Finance Authority (IFA) introduced the requirement for wastewater treatment and water collection and distribution systems to have an asset management plan in place before they could borrow funding, a move that significantly impacted small utilities like Logansport Utilities.
Brian DeWitt, reflecting on this period, shared how the mandate from IFA pushed their team to act swiftly. “When the mandate came out in 2022, we got right on top of it. We probably had it done within a year,” Brian recalled. Despite the initial struggle, which saw them attempting to tackle the extensive work on their own, they eventually realized the enormity of the task and sought assistance from Lochmueller Group, an engineering firm. The decision came after six months of grappling with the project, recognizing that meeting the deadline would require professional help.
The challenge was taken head on with a leadership transition within Logansport Utilities. In 2020, Greg Toth was hired as the new CEO /superintendent, an outside of Logansport hire coming from Maryland with experience in various industries. This shift in leadership brought a new focus on proactive improvements rather than just reacting to mandated changes. Greg Toth emphasized setting up the utility for the next 50 years, driving the team to think ahead and address infrastructure needs before they became critical issues. This proactive approach marked a significant shift from the past when the utility primarily focused on complying with immediate regulatory mandates.
Under the new leadership, the utility’s governance structure also played a crucial role in maintaining continuity and focus. Unlike many utilities, Logansport Utilities operates as a separate entity from the city government, overseen by a Utility Service Board. This structure, comprising five members with staggered four-year terms, ensures that political changes, such as shifts in the mayor’s office or city council, have minimal impact on utility operations. This stability allows the utility to maintain a steady course, focused on long-term goals rather than being swayed by political pressures.
Greg Toth’s focus on strategic planning has set Logansport Utilities on a path of sustained improvement. By emphasizing proactive measures and maintaining a clear focus on asset management, the utility is better equipped to handle the challenges posed by aging infrastructure and regulatory mandates. As Brian noted, the asset management plan has become a vital tool in guiding their efforts, helping to prioritize projects and ensure that critical infrastructure needs are addressed in a timely manner.
Leadership and Innovation in Utility Management
New Leadership Vision: Greg Toth’s strategic focus on long-term improvements and infrastructure sustainability is a testament to the forward-thinking approach that Logansport Utilities has adopted. Under his leadership, the utility is not just reacting to immediate needs but planning for the future, ensuring that the infrastructure will serve the community for decades to come. This strategic foresight is evident in the ambitious five-year capital improvement plan, which is designed to address critical infrastructure needs before they become unmanageable.
Jackson’s Role: Jackson Wiseley, who developed his career through hands-on experience and continuous learning in the utility sector, currently the assistant manager of water and wasterwater (stormwater) , is transitioning into the role of Assistant Director of Wastewater and then eventually replacing Brian DeWitt when he retires. He will play a pivotal role in balancing the demands of aging infrastructure with the need for progressive updates. His experience in both the water distribution and collection systems has positioned him well to handle the complexities of maintaining an old system while integrating new technologies and processes. Jackson’s approach is both practical and visionary, as he works closely with the team to ensure that both reactive and proactive needs are met efficiently. During our visit, Brian mentions his confidence in Jackson Wiseley’s ability to take over after his retirement. He states that Jackson has been “tapped to be my replacement” and expresses his assurance that Jackson will “take this way further than I’ve been able to in the short amount of time I’ve been here,” indicating his strong confidence in Jackson’s capability to lead the wastewater department in the future.
The Importance of Team Effort: While leadership plays a crucial role in guiding Logansport Utilities, the efforts of the entire team are equally important. Brian highlighted the invaluable contributions of his colleagues, particularly the wastewater treatment plant’s supervisor Omar Gonzalez, who manages the day-to-day operations at the wastewater plant. Omar’s technical expertise and leadership ensure that the plant runs smoothly and efficiently, tackling challenges as they arise. Additionally, the lab team, responsible for critical testing required for the NPDES permit and industrial pre-treatment programs, performs essential work that ensures compliance and operational integrity. Their dedication is a key component in maintaining the utility’s high standards.
Innovative Projects: Logansport Utilities has undertaken several key projects that exemplify its commitment to innovation and sustainability. The water lead service line replacement project is one such initiative, where the utilities has taken significant strides in replacing outdated infrastructure. This project is not only a response to regulatory mandates but also a proactive measure to ensure the safety and reliability of the water system.
Another major undertaking is the construction of the EQ basin and inline storage facilities.
These projects are critical in managing the city’s combined sewer overflows (CSOs), which are a significant environmental and operational challenge. The EQ basin, with a capacity of 5.3 million gallons, and the new inline storage facility, are designed to handle excess stormwater, preventing it from overwhelming the wastewater treatment plant during heavy rain events.
Throughout these initiatives, the leadership at Logansport Utilities has demonstrated a keen understanding of the need to balance immediate operational demands with long-term sustainability. By focusing on both the present and the future, the utility is setting a strong example for how small to mid-sized utilities can manage their resources effectively and responsibly.
Brian DeWitt
Jackson Wiseley
Omar Gonzalez
The Intersection of Old and New
Integration of New Technology
At Logansport Utilities, integrating new technology with older systems is an ongoing process that requires balancing innovation with the constraints of existing infrastructure. When I asked about how the utility manages to incorporate new technology while maintaining the functionality of older systems, Jackson explained, “We’re a bit behind the curve technologically. For instance, many other utilities are already using AMI or AMR metering systems while we’re still using paper and pencil.” Despite these challenges, the utility has made significant advancements, particularly with the implementation of GIS mapping through Ziptility—a major step forward for the organization. In addition, Logansport Utilities is currently installing an AMI (Automatic Metering Infrastructure) in its water systems, a project expected to be completed in the next couple of years, further enhancing operational efficiency and service delivery.
Although the GIS mapping system is still under development, it has already provided the utility with a better understanding of its infrastructure.
Challenges of Reactive vs. Proactive Management
When discussing what is the most challenges they are facing today, Jackson highlighted, “The most difficult challenge is balancing reactive and proactive management and giving them both the right amount of attention. When something comes up and you have to be reactive, you can’t continue to grow until you fix what’s already in place.” This challenge is particularly pronounced in a utility with aging infrastructure, where much of the work is still reactive.
Despite these challenges, the utility has made significant strides in moving towards a more proactive approach. When I asked how the asset management plan helps guide their decisions, Jackson emphasized, “While day-to-day tasks might skew your path occasionally due to reactive maintenance, the asset management plan keeps you aligned with your long-term goals. It gives you that north star to guide you back on track.”
The utility’s approach to managing its infrastructure is shaped by both necessity and strategic planning. For example, when we talk about the decision to replace the headworks at the wastewater treatment plant, originally built in 1958, Jackson explained that it was a direct response to the condition of the aging infrastructure. This project, expected to cost between $20 and $21 million, is part of a broader effort to set the utility on a sustainable path for the next 50 years.
A Vision for the Future
Training the Next Generation
Logansport Utilities has made significant strides in community outreach and education, actively engaging with the public to raise awareness about the importance of water and wastewater management. Under the leadership of Greg, the company has placed greater emphasis on public outreach and education, particularly in schools and various community groups.
One notable initiative is the stormwater education program targeted at fourth-grade students. Before the pandemic, Logansport Utilities visited elementary schools annually to educate students about stormwater management. This program included interactive presentations and educational materials designed to help young students understand the impact of stormwater on the environment.
In addition to school programs, the utility company has hosted groups such as the Boy Scouts and nursing students, providing them with tours of the facilities to give them a firsthand understanding of how water and wastewater treatment plants operate. These tours are intended to increase public awareness of the work done by Logansport Utilities while also inspiring young people to consider careers in environmental and utility management.
However, the pandemic posed challenges to these outreach efforts, limiting in-person interactions and school visits. In response, Logansport Utilities is exploring new ways to engage with the community, including closer collaboration with the local soil and water conservation district and expanding educational outreach to high school students. Jackson Wiseley has also participated in field excursions with high school students, discussing the impact of stormwater on natural waterways and helping students gain a deeper understanding of environmental issues.
These efforts are part of Logansport Utilities’ broader strategy, which aims not only to manage its infrastructure effectively but also to foster a community that understands the critical role utilities play in maintaining public health and environmental quality. Through these educational initiatives, the utility company plays a crucial role in helping the next generation appreciate and contribute to the sustainability of community resources.
In this topic’s conversation, We highlighted that one of Purdue UIT’s core missions is to train the next generation of industry leaders, a commitment clearly reflected in his work at Purdue University. We have developed graduate-level courses that not only teach the fundamentals of asset management but also challenge students to apply these principles in real-world scenarios. We emphasize the importance of understanding the complexities utilities face worldwide, preparing students to tackle future challenges in the industry. Our courses are designed to instill a deep understanding of underground infrastructure management, from utilities to large tunnels, ensuring that future leaders are well-equipped to manage critical infrastructure effectively.
Communication and Leadership
Effective communication is at the heart of successful utility management, a fact well recognized by Greg Toth at Logansport Utilities. As Brian explains, Greg Toth’s ability to articulate the utility’s needs to the public, the city council, and the utility service board has been crucial in securing the necessary support and funding for essential projects. This leadership approach, which prioritizes clear and persuasive communication, has been instrumental in moving the utility forward, especially in the face of significant infrastructure challenges and unfunded mandates. By inviting board members to tour facilities and see the issues firsthand, Greg has effectively communicated the urgency of their needs, fostering a collaborative environment where strategic plans can be developed and implemented with broad support.
Jackson and Brian’s commitment to preparing for the future, through both education and strategic leadership, underscores the importance of proactive planning in utility management. Their efforts are not just about addressing current challenges but about ensuring that the next generation of leaders is ready to continue this vital work, equipped with the knowledge and skills necessary to sustain and improve our critical infrastructure systems.
Reflections and Lessons Learned
The Value of a Strong Team
During our visit to Logansport Utilities, one theme consistently stood out: the critical importance of having a strong, dedicated team. Brian and Jackson emphasized that their ability to successfully manage the the stormwater and wastewater treatment systems, particularly in the face of significant infrastructure challenges, stems from the commitment and expertise of their workforce.
Brian reflected on his long tenure, noting that many of the people he started working with have since retired, and those who remain are the backbone of the operation. “It’s hard getting people into this business,” he admitted, pointing out that the demanding nature of the work, especially for general laborers, makes recruitment difficult. The plant operates 24/7, requiring staff to work through all kinds of weather, often during night shifts and weekends. This level of commitment, as Brian noted, is increasingly rare.
Jackson has implemented various strategies to ensure employee retention and morale. He mentioned that under his leadership, he directly oversees 12 employees, with whom he has established strong relationships. He motivates them and enhances their engagement and job satisfaction by giving them responsibility and autonomy in planning and executing tasks.
For instance, he provides directives and sets clear objectives for his two working foremen but allows them to choose how to accomplish the tasks. He believes that this approach makes employees feel validated in their work and strengthens their sense of belonging, as they are not just carrying out orders but are actively involved in the planning and execution process.
By giving his working foremen responsibility and the freedom to plan and execute tasks in their own way, Jackson has fostered a sense of ownership and pride among his employees. “I validate them by giving them responsibilities for the week or the month,” Jackson explained, “and then I step back and let them figure out how to complete the task at hand.”
Following Jackson’s efforts, Omar Gonzalez also plays a crucial role within the team. As the head of operations and maintenance, Omar’s technical expertise and leadership make him indispensable in the daily operations of the company. Brian specifically mentioned that Omar is a highly trusted colleague, excelling in handling technical challenges and ensuring the team’s efficiency. Omar’s contributions have not only advanced the technical aspects of Logansport Utilities but have also significantly impacted team morale and employee satisfaction.
Moreover, Jackson emphasized the importance of performing most tasks in-house, which not only significantly reduces costs but also enhances the skills and experience of the staff. He mentioned that Logansport Utilities has managed to keep the cost of the water lead service line replacement project well below the national average, partly due to their ability to perform much of the work internally rather than relying on external contractors.
Learning from Experience
The practical lessons learned from implementing the asset management plan at Logansport Utility have been invaluable. Brian and Jackson both highlighted the balancing act required between reactive and proactive work. While day-to-day operations often demand immediate, reactive responses to issues, the long-term asset management plan provides a guiding framework to ensure that the utility remains on track with its strategic goals.
The asset management plan has also been instrumental in justifying necessary rate increases to fund critical infrastructure projects. As Jackson noted, while the plan may not directly influence day-to-day operations, it plays a crucial role in shaping the utility’s future direction. “the Asset management plan keeps you aligned with your long-term goals,” he said. “It gives you that north star to guide you back on track.”
Brian added that the plan has helped prioritize projects and budget more effectively. “We’ve already got our rates set for the first five-year capital plan,” he said, “which was based primarily on reactionary things and the asset management plan.” Moving forward, the plan will be used to set new priorities for the next phase of infrastructure improvements, ensuring that Logansport Utilities can continue to meet the needs of its community.
Looking Ahead: A Vision for the Future of Utility Management
As our visit progressed, it became clear that the team at Logansport Utilities is committed to not just meeting current demands but also anticipating future challenges. Brian DeWitt and Jackson Wiseley, along with their colleagues, have demonstrated a proactive approach to managing their infrastructure, driven by a deep understanding of the critical balance between operational needs, financial constraints, and regulatory mandates.
One of the key takeaways from our discussions was the importance of forward-thinking leadership in the utility sector. Brian emphasized the necessity of having a comprehensive asset management plan, stating, “Our leadership team just had a strategic planning session at the beginning of the year, putting together the strategic plan for the utilities for the next five years. One of the things that we saw as a weakness was our need to be able to recruit and get new blood in here to carry this on further down the road.”
The introduction of new technologies, like GIS mapping and automated metering systems, is part of their strategy to stay ahead of the curve. Jackson explained how these innovations are gradually transforming their operations, making them more efficient and better equipped to handle the complexities of modern utility management. However, both Brian and Jackson acknowledged that the path forward is fraught with challenges, particularly in balancing reactive maintenance with the need for proactive infrastructure upgrades.
Looking ahead, the efforts of Brian, Jackson, and their partners in other departments at Logansport Utilities are likely to serve as a model for other small towns facing similar challenges. Their commitment to innovation, combined with a deep understanding of the complexities of utility management, positions them well to continue providing reliable and efficient services to their community for years to come.
Call to Action
As the challenges of utility management continue to grow, it becomes increasingly important for professionals in the field to stay informed and engaged with the latest advancements and strategies. The insights shared by Brian and Jackson during our visit to Logansport Utilities’ wastewater treatment plant highlight the value of innovation, leadership, and collaboration in tackling complex issues such as asset management, infrastructure upgrades, and regulatory compliance.
We invite readers, especially those working in utilities, water management, and related sectors, to reflect on the learnings from this interview. Consider how the approaches discussed—ranging from proactive infrastructure planning to the integration of new technologies—can be applied within your own organizations. Engage with these ideas, explore how they might benefit your operations, and take action to implement strategies that not only address immediate challenges but also set the foundation for long-term success. By doing so, you contribute to a more resilient and efficient utility infrastructure that better serves your community.
