Cole Border, Adam Thomas, Colby Lipham (Journeyman Team)

1st Place: URD New Install 12KV
1st Place: Storm Restoration2nd Place: OCR Replacement
3rd Place: Pin and Insulator Change Out 12KV
1st Place: Hurtman Rescue
1st Place: Overall Journeyman Team (Large Utilities/100,000+ customers)
1st Place: Overall Journeyman Team (Overall Competition)

Zeb Ferguson, Taylor Weakley, Dakota Hill (Journeyman Team)

1st Place: OCR Replacement

Congratulations to the talented lineworker team at Huntsville Utilities! 

More than 200 utilities from across the country entered the annual Safety Awards. Entrants were placed in categories according to their number of worker-hours and ranked based on the incident-free records and overall state of their safety programs and culture during 2025. A utility’s incidence rate is based on its number of work-related reportable injuries or illnesses and the number of worker-hours during 2025, as defined by the Occupational Safety and Health Administration (OSHA).

Congratulations to the following Tennessee Valley power providers for earning Safety Awards of Excellence for 2025: 

Group C (30,000 to 59,999 worker-hours of exposure)
Diamond
Ripley Power & Light Company, Tenn.
Winchester Utility System, Tenn.

Group D (60,000 to 109,999 worker-hours of exposure)
Platinum
Milan Public Utilities Authority, Tenn.

Group E (110,000 to 249,999 worker-hours of exposure)
Diamond
Bristol Tennessee Essential Services, Tenn.
BVU Authority, Va.
Clinton Utilities Board, Tenn.
Jackson Energy Authority, Tenn.

Group F (250,000 to 999,999 worker-hours of exposure)
Diamond
CDE Lightband, Tenn.
Cleveland Utilities, Tenn.

Group G (1,000,000 to 3,999,999 worker-hours of exposure)
Diamond
Huntsville Utilities, Ala.
Knoxville Utilities Board, Tenn.
Memphis Light, Gas and Water, Tenn.
Nashville Electric Service, Tenn.

The RP3 designation, which lasts for three years, recognizes public power utilities that demonstrate proficiency in four key disciplines: reliability, safety, workforce development, and system improvement. Criteria include sound business practices and a utility-wide commitment to safe and reliable delivery of electricity. This year, 118 utilities earned the RP3 designation, and more than 250 public power utilities nationwide hold it.

Congratulations to the following Tennessee Valley power providers: 

Diamond Level
BVU Authority, Va.
CDE Lightband, Tenn.
Cleveland Utilities Authority, Tenn.
Jackson Energy Authority, Tenn.
Morristown Utilities, Tenn.
Nashville Electric Service, Tenn.

Platinum Level
Bolivar Energy Authority, Tenn.
Bowling Green Municipal Utilities, Ky.
McMinnville Electric System, Tenn.
Rockwood Electric Utility, Tenn.
Winchester Utility System, Tenn.

Gold Level
Scottsboro Electric Power Board, Ala.

Contract Compliance Advisory Group

Appalachian – Don Bowman, BVU Authority

Education & Training Committee

Southeastern – Jarrod Brackett, Fort Loudoun EC

Energy Programs Advisory Group

Southeastern – John Corum, Cleveland Utilities

Government Relations Advisory Group

Appalachian – Clayton Dowell, Bristol, TN Essential Services

Operations Coordination Advisory Group

North Mississippi – Frankie Moorman, Pontotoc EPA 

Southeastern – Jesse Dotson, Dayton Electric

Rates & Pricing Committee

Southeastern – Chris Raper, Murphy PB

DER Integration with HILLTOP+ Grid Modeling takes place Thursday, April 23, from 10:00 a.m. to 2:00 p.m. at Prescott Hall, Room 225, on the Tennessee Tech campus in Cookeville. The session brings together industry experts for presentations and a live demonstration of HILLTOP+, Tennessee Tech's grid simulation platform, with a focus on how utilities can use real-time modeling to manage risk, strengthen resilience, and prepare for distributed energy resource (DER) integration. 

The event is free to attend for all TVPPA Regular Members and includes a complimentary lunch. Professional Engineers can also earn Continuing Education Units (CEUs) at no cost. 

What to Expect

The morning opens with a look at HILLTOP+ grid modeling for utilities and startups, followed by presentations on energy modeling for U.S. buildings from Oak Ridge National Laboratory and aluminum-air generator technology for backup and off-grid power applications. After lunch, attendees will get a live lab demo and tour of the HILLTOP+ platform, with time for open Q&A and collaboration to close out the afternoon.

Speakers bring decades of experience spanning energy research, industry leadership and emerging energy technology.

How to Register

Space is limited, so encourage your engineering staff to RSVP and submit their lunch preference soon. Those seeking a certificate of completion or PE CEUs should also complete the CEU Registration Form. 

For questions, contact Atheeqa at atheeqa@area51.solar.

The directory is a convenient resource for quickly finding the contacts you need across the Tennessee Valley’s public power community. Inside, you’ll find decision-maker and staff contacts for all 153 TVA-served local power providers, helping you connect quickly with colleagues across the region.

The directory also includes a full listing of TVPPA’s associate (vendor) and affiliate members, along with contact information for the Valley’s congressional delegation and TVPPA staff.

Keep a copy close at hand—or order additional copies for your team—so you’re always connected to the people who power the Tennessee Valley.

Order your additional copies here.

Now, with three members in place as of January 2026, the NLRB is once again able to act—setting the stage for significant changes ahead.

Join Louis Cannon, Partner at Mitchell, Silberberg & Knupp, as he breaks down what employers can expect from the NLRB over the next three years and how upcoming decisions may affect both union and nonunion workplaces. The session will also explore evolving union organizing strategies and share practical guidance for electric cooperatives and municipal utilities, including how collective bargaining agreements can be structured to better support management objectives.

Register for April's Hot Topics Webinar and don't miss this free learning opportunity. 

Wes Kelley, President & CEO of Huntsville Utilities, received the 2026 Ned R. McWherter Leadership Award. The Ned R. McWherter Leadership Award recognizes an individual who exemplifies outstanding leadership in the pursuit of performance excellence and has worked to further performance improvement beyond the boundaries of his or her organization.

Erwin Utilities Authority in Erwin, Tenn., and Winchester Utility System in Winchester, Tenn., were also recognized during the February awards ceremony.

Erwin Utilities Authority received the TNCPE Award of Excellence, recognizing top-tier organizational performance and management practices. The multi-service municipal utility has long used the Baldrige Excellence Framework to guide continuous improvement and strengthen customer service, operational performance, and organizational accountability.

Winchester Utility System received the TNCPE Commitment Award, which recognizes organizations building a strong foundation for performance excellence through structured process development and implementation. Winchester began its TNCPE journey in 2023 and previously earned the program’s Level 1 Interest Award in 2024. The Commitment Award reflects the organization’s focus on strengthening accountability, customer service, operational excellence, communication, and a culture of continuous improvement across the utility.

You can learn more about Erwin Utilities Authority’s path to recognition and its impact on the organization’s recovery from Hurricane Helene by accessing a video created for the awards ceremony.

This year’s theme, Built to Last. Built to Lead., reflects the Tennessee Valley public power community’s long history of service and its continued leadership as the industry adapts to new technologies, evolving customer expectations, and rapid regional growth.

Attendees will hear from two dynamic keynote speakers. Peter Kelly-Detwiler, a nationally recognized energy industry expert, will examine the forces reshaping electric utilities — from accelerating demand and supply constraints to emerging technologies and cost pressures — and share practical strategies to help utilities navigate today’s complex energy landscape. Matthew Griffin, a globally recognized futurist and innovation strategist, will offer a forward-looking perspective on disruption, leadership, and the trends shaping the next era of business and technology.

The newly released agenda features Lightning Talks on topics including AI, data centers, workforce trends, and customer expectations, along with breakout sessions such as Leadership in Times of Volatility, Uncertainty, Complexity, and Ambiguity, Federal Policy Signals Impacting the Utility Industry, and the Women in Utilities Roundtable. Networking events, leadership discussions, and special conference activities provide additional opportunities to connect with peers from across the Valley.

Members are encouraged to review the agenda and register early to secure accommodations within the conference hotel block.

View the agenda and register here.

This year’s conference will be held May 18–20 at the Omni Louisville Hotel in downtown Louisville, Ky., and will feature top-tier learning experiences focused on both where we’ve been and what comes next. Sessions range from fast-paced Lightning Talks on integrating AI and working with data centers to breakout discussions on navigating the “new” FEMA and applying innovative technologies at small local power companies.

Sponsorship and vendor opportunities are also available for organizations looking to connect with decision-makers from across the Tennessee Valley’s public power community. With strong utility attendance and built-in networking throughout the event, the Annual Conference offers valuable visibility and meaningful engagement with leaders shaping the future of the Valley. Explore sponsorship options or reserve your space today to be part of the conversation. 

Don't miss out. To register or learn more, visit our Annual Conference registration website. 

Join us June 4–6 in Florence, Ala., as City of Florence Utilities hosts this year’s event at McFarland Park. Enjoy a full weekend of family-friendly activities, fierce competition, and a shared love of the lineman rodeo.

Be sure to include the Thursday Night Vendor Showcase where you'll find plenty of food, fun, and fellowship in your plans. Space is limited, so don’t delay your registration.

Early bird registration is available now through March 2. Register here: https://tnrodeo.com/participate/competitor/

This award honors a general manager or CEO who has demonstrated exceptional leadership and an extraordinary commitment to serving TVPPA and its member systems. 

It is named in recognition of former TVPPA President and CEO Richard C. Crawford, who led TVPPA from 2001 to 2004. The award remains one of the most prestigious honors that the Tennessee Valley’s public power community can bestow upon one of their colleagues. Recent honorees include Gallatin Department of Electricity's Mark Kimbell; Chattanooga EPB’s David Wade; Huntsville Utilities’ Wes Kelley; and Rodney Boyd of McMinnville Electric System.

Who Will You Nominate?

The 2026 award will be presented at the Annual Conference on May 19. We invite you to carefully consider the many outstanding managers across the Valley who exemplify the qualities listed below and download the 2026 DSA Nomination form. Once the form is complete, please submit it to your district chair. 

As you consider your nominations, please keep the following award criteria in mind:

• Exceptional leadership and service contributions to TVPPA and to consumer-owned power locally and in the Tennessee Valley region;
• Unusual devotion to duty;
• Recognition by the nominee’s peers;
• Contribution to the betterment of the community and the Tennessee Valley

Observing the following guidelines will help streamline the nomination process: 

• While any member system may submit a nomination, we encourage nominations to be coordinated through district associations;
• Districts may nominate candidates from outside their own district;
• Judging is based solely on the information provided in the nomination form, so please be as detailed and comprehensive as possible;
• Special emphasis should be placed on the nominee’s contributions to TVPPA.

If you have a nominee in mind, please submit the nomination form linked above to your district chair. District chairs must submit final nominations to TVPPA EVP & Chief Strategy Officer Danette Scudder by March 25, 2026.

The anticipated general itinerary – similar to previous rallies – may include: a briefing and reception on Monday; Congressional visits; regional bourbon tasting on Tuesday evening; and visits concluding by early afternoon on Wednesday.

If you plan to attend and want to be included in detailed updates, or if you have questions about topics to be addressed, please email TVPPA EVP & Chief Strategy Officer Danette Scudder.

Scudder provided context for the Valley’s unique public power model before addressing questions about the progress of recovery and why recovery efforts have proven challenging.

Watch the interview here. 

Lineworkers will compete for professional recognition, attend training, and practice essential skills in a safe environment. Attendees will: 

• Compete with top public power lineworkers while reinforcing safe work practices
• Connect with vendors and explore new products and services at the sponsor showcase
• Take part in hands‑on training to build skills and expertise
• Network with peers from other public power utilities
• Bring family and friends to share in the experience and celebrate their abilities

New in 2026! Categories for small, medium, and large utilities to provide additional opportunities for small and medium-sized utilities to showcase their talents. 

Learn more and register for this event here. 

This year's event will be held at the Westin in Huntsville, Ala. Come join over 100 of your purchasing and materials management peers as they gather to network, meet vendors, learn about changes and challenges affecting the supply chain, gain new insights into inventory management, and more. 

Planned conference sessions include:

• Exploring Procurement Technology: Software Showcase and Attendee Discussion
• Inventory Management: Lightning Talks from Utility Warehouses – Scott Saylor (Erwin)
• Who’s Next? Succession Planning for Retirement and Workforce Gaps – Mark Iverson (BGMU)
• Ethical Decision-Making in Utility Purchasing
• Onsite Fuel vs. Fuel Cards/Fleet Health Part I – Eric Henderson (Morristown)
• Onsite Fuel vs. Fuel Cards/Fleet Health Part II – Eric Henderson (Morristown), Keith Williams (BGMU)

Register for our Purchasing & Materials Management Conference today and don't miss your opportunity to connect with and learn alongside your peers and colleagues. 

Today, TVPPA is delivering a cold weather version of the organization’s High Bill Toolkit. Regular Members can find the new Cold Weather High Bill Toolkit alongside other communications tools in the library of communications resources at tvppa.com. 

The toolkit’s images and messages offer practical tips customers can use right away to reduce energy use and costs, along with longer-term seasonal solutions and information on where to find help paying an electricity bill.

 The customizable materials in this toolkit include:

• frequently asked questions (and answers) related to high bills for customer/member service pros
• social media messages and corresponding visuals
• information about how to get help with high electricity bills
• home energy and cost savings tips (seasonal investments of time and money)

TVPPA staff members are here to answer your questions and provide assistance with these resources. For assistance, please email communications@tvppa.com.

To access this or any of TVPPA’s other toolkits, click the person icon on the top right of the tvppa.com home page to log into the member dashboard.

If this is your first time logging into the new tvppa.com, click "Login" in the top right corner. Enter your email and select "Forgot Password" to receive an emailed reset link. (Please check your spam folder). Once logged in, click the person icon to access your member dashboard, where you will find the toolkits. Need help? Watch this brief how-to video. 

Continuing the collaboration with relentless innovation

With the new year in sight, the Tennessee Valley Authority (TVA), its local power company (LPC) partners and community stakeholders have an opportunity to reflect on last year’s achievements while setting a course of action for 2026.

TVA continues its mission of delivering reliable, affordable energy across its seven-state service area. Valley Vision is a key component of the agency’s future — allowing the enterprise to adapt to new challenges while staying focused on its mission of service.

Valley Vision is a multi-phase initiative aimed at transforming the region’s power grid into a smarter more resilient network capable of integrating diverse and distributed energy sources and meeting increasing demand. It’s backed by more than 45 participants — including municipal utilities, regional cooperatives and associations — who have joined the Valley Vision collaboration group.

Together, they’re identifying opportunities to develop advanced capabilities, implement innovative solutions and create new processes that deliver value in a rapidly evolving energy landscape.

Doug Perry, Senior Vice President of Corporate Planning and Development at TVA, and Jamie Bach, TVA’s Director of Strategic Initiatives and Business Development, share their insights into the progress made in 2025 and a look at what’s ahead.

Q: The energy landscape of today is dynamic and always changing. Tell us about how Valley Vision maintains strategic focus with shifting trends.

Bach: At its core, Valley Vision is about — in a word — vision.

In many ways, adapting to the changing energy landscape is like running a race. But in today’s dynamic environment, the route is being continuously redrawn. In this race, success comes from maintaining a shared vision, adjusting as conditions shift and staying resilient for the long-term.

We are navigating a course that has evolved from a one-way, predictable single track to a complex, intelligent multi-lane highway with all kinds of new competitors. Valley Vision can continue to be the framework that engages and maintains our shared vision, building on the 90-year legacy of the Valley’s public power model.

The question is, how do we get there? We have learned there’s value in the journey itself, and every step forward is worthwhile. The journey to this future state of the Valley is as important as the destination — along the way we will pass mile markers highlighting critical stages of innovation with the common goal of creating lasting value and prosperity for the region.

“Valley Vision is not a onesize- fits-all solution. It’s an adaptable framework that needs to be in constant evolution to meet the changing needs of the region.” –Jamie Bach, TVA’s Director of Strategic Initiatives and Business Development

Q: Reflecting on this past year, how did Valley Vision build on the foundation laid in Phase 1? And what do you see as the biggest opportunities moving into 2026?

Bach: In 2025, we saw the three core initiatives of Valley Vision start to truly converge. That integration is key to unlocking Valley-wide value.

There’s a shared belief among the Valley Vision team that this work truly matters. I have so much appreciation for our partners who have volunteered their time this year to work toward this vision. And while I’m sure we are all eager to deliver on some of these goals, the day-to-day collaboration that happens within these initiatives has been a rewarding experience for all of us.

Looking ahead to 2026, our biggest opportunity lies in deepening collaboration between TVA, local power companies, governments and the people we all serve. That’s how we’ll advance the core initiatives of Valley Vision and build a lasting legacy for the region.

Perry: We launched Valley Vision in 2022 with about 18 months of discussions between LPCs, research institutions, industry leaders and community stakeholders. Today, TVA is almost three years into the initiative and collaboration through our three main initiatives remains our key priority.

First, Valley Vision is prioritizing optionality and autonomy for LPCs to meet local and community needs, while maintaining fair pricing that protects all ratepayers. We’re also focusing on distributed energy resource (DER) integration and enablement by expanding our capabilities to enable dynamic, two-way communication between TVA and the larger energy system. The last puzzle piece is collaborative, system-wide planning which brings all utilities to the table, enabling long-term value creation and optimal utilization of all of our regional resources.

These initiatives are deeply woven into TVA’s commercial strategy and are helping shape how we adapt to market forces, serve our customers and plan for the future.

Q: What are some key milestones or goals the team is aiming for to keep the Valley Vision momentum going? What role do partnerships play in meeting these goals?

Bach: Our immediate focus is optionality. The team is exploring new rate options that align to TVA’s cost of generation and unlock additional optionality for LPCs to innovate and meet the growing needs of their customers and communities.

In addition to rate optionality, another one of our top priorities is continuing to modernize distribution technologies — integrating smart grid tools like real-time monitoring, automation and advanced analytics. These upgrades are foundational to enabling a two-way grid.

As an example, this year — in collaboration with our partners — we successfully gathered updated capability information from 90% of LPCs. This information serves as a valuable resource to guide our efforts and provide insights into our current standing in the region. Working together, these insights help us engage in collective discussions and identify challenges that we can address collaboratively to achieve our desired objectives and move forward together.

We’re also focused on coordinated planning between transmission and distribution operators. This avoids redundant infrastructure, improves reliability and ensures we’re integrating new energy sources efficiently.

Partnerships are absolutely essential. Valley Vision is an adaptable framework, and it must evolve with the trends and opportunities in the market, as well as the needs of the communities we serve.

Perry: TVA’s priority is to continue providing reliable, affordable power — while ensuring that new programs enhance the quality of service for our customers and ratepayers.

Over the next year, we aim to advance several Valley Vision initiatives. We’re also asking our customers to bring us their solutions. Help us work smarter and serve you better.

Everything we do is done in partnership, and we want to continue working together with LPCs and communities to ensure the Valley region prospers for generations to come.

Q: How is Valley Vision preparing for a two-way energy grid? What are some exciting new technologies helping advance this vision?

Bach: We’re laying the groundwork for a grid that’s interactive, intelligent and resilient. That means investing in technologies that support bidirectional energy flow, like advanced metering infrastructure, distributed energy resource management systems (DERMS) and AI-driven grid optimization tools.

One area we’re especially excited about is battery energy storage systems (BESS). Our team has been deeply engaged in exploring deployment strategies that maximize value — what we call “value stacking.” Batteries can provide multiple services — grid stability, peak demand reduction, cost deferrals and customer resilience. It’s a game-changer.

Perry: TVA is exploring a range of emerging technologies and solutions to strengthen the region’s energy future. For example, in November, our TVA board approved up to 1,500 MW of bulk electric system storage under contracts to provide reliability and system flexibility.

Additionally, TVA is working with LPCs on a smart thermostat program, which now has roughly 51,000 devices enrolled, providing more than 51 MW of flexible capacity during peak demand events while also providing cost savings for those who enroll. We’re also pursuing nuclear advancements, such as small modular reactors and partnerships with companies like GE Vernova Hitachi Nuclear Energy, ENTRA1, Oklo, Type One Energy, Google and Kairos Power. And building public-private partnerships with innovators, incubators, national laboratories and venture-backed companies to deliver cost-effective advanced energy solutions.

Q: If you had to choose one word to guide the Valley Vision team in the upcoming year, what would it be and why?

Bach: Can I have two words? Relentless Innovation.

Valley Vision is not a one-size-fits-all solution. It’s an adaptable framework that needs to be in constant evolution to meet the changing needs of the region.

As Valley Vision moves into its next phase, the focus remains on adaptability, collaboration and delivering value. The TVA team extends its gratitude to all partners and stakeholders who’ve contributed to this transformative effort.

This work isn’t easy. It takes grit, creativity and a willingness to solve hard problems over long-term horizons. But this is meaningful work.

The change we’re working toward is not a decade away. It’s happening right here, and right now. And we need to keep pushing forward, relentlessly.

With more than four decades of service at Cumberland Electric Membership Corporation (CEMC), Chris Davis brings a wealth of industry insight and leadership experience, along with a strong belief in the power of collaboration, to his new role as Chairman of TVPPA’s Board of Directors.

Davis, who began his career at CEMC in 1984 and became CEO in 2018, has witnessed firsthand the challenges and opportunities facing local power companies across the Valley. From accelerating load growth and evolving customer expectations to major shifts in TVA’s generation landscape, Davis applies his expertise to his role in guiding TVPPA as our organization supports the membership in facing these and other challenges. In this interview, he shares his vision for the year ahead, the value of TVPPA membership, and why the public power model remains more relevant than ever.

Q: Congratulations on being named Chairman of the Board. What does this role mean to you?

A: Thank you — it’s an honor. I’ve been involved with TVPPA for many years, and I’ve always believed in the strength of this organization and the people in it. When I think about this role, I think about service. That’s really what public power is about. My job as chairman is to help our members navigate a fast-changing landscape, support TVA in meeting the Valley’s growing energy needs, and make sure local power companies have a strong, unified voice. Everyone in the Valley is facing similar challenges, and being able to work together on solutions is important to me.

Q: As you begin your term, what are your priorities for the year ahead?

A: Collaboration is at the top of the list. The issues in front of us, like load growth, economic development, electrification, and the need for new generation, aren’t challenges any one LPC can solve alone. We need to be aligned and working together. That includes continued collaboration between municipal systems and cooperatives, because we’re tied together in so many ways under the public power model. We’re often neighbors, and when something benefits a co-op or a muni — whether it’s new technology, committee work, or operational ideas — it usually benefits the other. One of the strengths of TVPPA is that our committees bring both munis and co-ops together, which is exactly how it should be when you have 153 LPCs facing similar needs. I also see the importance of keeping communication with TVA open and transparent so they understand what our members are seeing on the ground. And of course, a big priority is continuing the great work TVPPA is already doing in training, workforce development, and policy engagement.

Q: What do you see as the biggest challenges facing LPCs and TVA right now?

A: Load growth is the biggest one — the numbers are unlike anything we’ve seen in decades. Between data centers, industrial recruitment, and population growth, demand is rising fast. That brings pressure on TVA to add generation and on LPCs to maintain and upgrade distribution systems. It’s a good challenge, because it shows the Valley is thriving, but it’s a challenge nonetheless. Another issue is timing. We need generation added quickly, and we need clear communication about what TVA is planning and when. Our members also face customer expectations that continue to evolve. People want more information, more reliability, and more innovation.

Q: How does TVPPA help members navigate these challenges?

A: TVPPA’s role is critical. It gives LPCs a place to compare notes, share ideas, and find out what’s working for others. When you’re dealing with rapid growth or complicated policy issues, it helps to know you’re not alone. TVPPA also provides training that’s second to none… and not just for lineworkers, but for engineers, operations staff, leadership teams, everyone. And just as important is advocacy. TVPPA helps communicate our needs to TVA and works in Washington, D.C., to shine a light on important issues that matter to LPCs and the communities we serve. It’s a true partnership.

Q: With increasing pressure on TVA to add generation, what’s your perspective on where things stand today?

A: TVA has a tough job ahead of it, and I think they’re taking it seriously. They’ve been clear that they have to add generation — both traditional and new resources — to keep up with demand. From the LPC perspective, what we need is transparency, communication, and a plan we can count on. Most of us understand the magnitude of what TVA is dealing with, but we also know our communities are counting on us to deliver reliable power every day. That’s why having open dialogue is so important.

Q: In some regions served by investor-owned utilities, residential rates have increased to cover the infrastructure demands created by new data centers. Is that something LPCs in the Valley should be concerned about? And if so, how should we address it with our customers?

A: Yes, it’s something we need to pay attention to. In my view, any infrastructure required to serve large AI or data center loads should be paid for upfront by the companies themselves. Our members or customers shouldn’t bear those capital costs. There’s also ongoing discussion with TVA about creating a separate rate class for AIdriven businesses, so that their costs are recovered through their own rate rather than being spread across the system. That’s something we’ll have to work through with TVA and with the companies that want to locate here, but I feel strongly that our residential and small-commercial customers shouldn’t be subsidizing those expenses.

Q: Why do you believe the public power model remains strong and relevant today?

A: Because it puts the community first. That’s what makes public power different from investor-owned utilities: our members and customers are our owners. Every decision we make is about serving the people who live, work, and raise families in our communities. When storms hit, when outages happen, when growth brings new challenges, LPCs respond because they care about their neighbors. That model has worked for decades, and it’s going to carry us through the challenges ahead. The Valley is strong because of the commitment of LPC employees, board members, and leaders who genuinely want the best for their communities.

Q: What gives you the most confidence as you look ahead?

A: The people. I’ve been in this industry for more than 40 years, and I’ve never seen a group more dedicated than the folks who work for LPCs, TVPPA, or TVA. Whether you’re talking about lineworkers, engineers, accountants, customer service representatives, general managers, or Doug, Danette, or any of the TVPPA staff — they all take pride in what they do. And across the Valley, our communities are growing. That means opportunity. If we stay focused, communicate openly, and work together, I think the future looks bright for all of us.

As public power utilities, LPCs do not answer to shareholders or corporate boards. They answer to neighbors, to local leaders, to parents and teachers and small‑business owners. Their decisions reflect the values of the places they call home. The stories shared by Valley utilities — large and small — illustrate why community remains at the heart of everything they do.

Serving Across Generations

Columbus Light & Water in Columbus, Miss., offers a vivid example of how LPCs create lasting community value by investing in the people who represent the future. Each summer, CL&W hires interns from local high schools and colleges to work on projects that build skills while making a meaningful impact. This year’s intern teams tackled initiatives focused on sustainability, senior engagement, and community outreach.

One group partnered with Stokes Beard Elementary to plant and maintain a vegetable garden, helping students learn about healthy living and environmental stewardship. Another team formed the Senior Citizen Advisory Council, a group of ambassadors dedicated to listening to and advocating for senior residents. The council provides older adults with a platform to share their needs and strengthens intergenerational relationships across the community. Interns also hosted educational activities at the local farmers’ market, engaging families in learning about electric and water systems.

General Manager Dr. Angela Verdell believes these efforts reflect the heart of CL&W’s mission. “Community isn’t just something we talk about — it’s something we build every day,” she said. “These projects show who we are: a utility that empowers people, connects generations, and prepares our city for the future.”

Concern for Community in Action

At Volunteer Energy Cooperative (VEC) in Decatur, Tennessee, the efforts of employees highlight the human side of the organization’s cooperative principles. In Rhea County, adults with special needs walk the red carpet each year at the Tim Tebow Night to Shine Prom. Thanks to contributions from VEC members through the Customers Share Program, financial barriers never stand in the way of participation.

This special evening, hosted by Rhea of Sunshine, is a celebration of joy, dignity, and belonging. It is also one example among many. VEC distributes grants each month to nonprofit organizations across its service area, supporting food banks, youth programs, senior services, and educational initiatives. “We are incredibly grateful for the continued support from Volunteer Energy Cooperative,” said Michelle Davis Cunningham, Executive Director of Rhea of Sunshine. “Their partnership has a tremendous impact on our mission, and their contributions ensure everyone can attend events like Night to Shine without financial barriers.”

For VEC, giving back is an expression of who they are. Their members make this possible, reinforcing the cooperative belief that community thrives when everyone invests in it.

Growing Leaders and Lifting Up Neighbors

At Pontotoc Electric Power Association (PEPA) in Pontotoc, Mississippi, community is a verb. Their initiatives reflect a consistent willingness to meet people where they are and respond to the needs of the moment.

The cooperative focuses much of its efforts on a broad set of programs rooted in youth development, education, and service. Each year, PEPA awards ten $1,000 scholarships to high‑school seniors. They sponsor local high school juniors to participate in NRECA’s youth leadership program, send two students from each high school in their service area to NRECA’s Cooperative University, and provide internships in their engineering department. Employees volunteer in local schools, take part in community helper days, and support students during the town’s annual Harvest Walk by handing out juice boxes to kindergarteners.

PEPA’s commitment extends to seasonal events and year‑round giving. “We participate in our downtown’s Customer Appreciation event and provide hundreds of ice cream bars. Each year, we do a ‘Gratitude Project’ where we collect items for those in need. Some of the causes we have supported in the past include collecting school supplies and essential needs for children going into foster care; toiletries, puzzle books, etc., for nursing home residents; and this year, we collected peanut butter and jelly for the food pantries in our area,” said Jennifer Johnson, PEPA’s human resources manager. This year’s efforts were supported by employees Mary Williamson and Charlotte Ledbetter in Pontotoc and John Ivy and Jahew Harrison in Bruce, who dressed as “PB and Jay” to add some whimsy and draw more attention to the cause.

At Morristown Utilities A Legacy of Service

In Morristown, Tennessee, Morristown Utilities Commission (MU) enters its 125th year of public service with a renewed focus on reliability and community connection. Since 1901, MU has provided safe, dependable infrastructure for its growing city. Today, they invest heavily in system upgrades, field‑crew training, and community outreach.

Their story is not just one of maintaining infrastructure but of honoring a long tradition of neighbors helping neighbors. As MU marks this milestone year, every image they shared in a recent promotional photo collage, from field crews in bucket trucks to substation enhancements, represents their ongoing commitment to Morristown’s future.

“We have been more than electricity for generations,” former General Manager Jody Wiginton shared. “We are neighbors helping neighbors, building a stronger community one connection at a time.”

Expanding Opportunity through Innovation

Huntsville Utilities’ fiber story is a clear example of what can happen when a local power company engages with community and stays open to creative partnerships. When Huntsville was initially passed over in efforts to become a “gig city,” local leaders began rethinking how the city could move forward. At the same time, Huntsville Utilities recognized its growing need for backbone fiber to support electric system operations. Those parallel needs shaped a solution that benefited the entire community.

Instead of building a fiber network solely for retail service, Huntsville Utilities intentionally over-designed its system, retained ownership of the infrastructure, and leased excess dark fiber to Google Fiber through a long-term agreement. This approach eliminated Google’s need for upfront capital investment while allowing the utility to strengthen its own operations and avoid taking on debt.

The impact extended beyond faster internet speeds. High-capacity broadband became essential to Huntsville’s economic competitiveness, supporting its highly technical workforce and meeting the expectations of businesses considering the area. When the COVID-19 pandemic hit, that connectivity helped the community transition to remote work, learning, and services.

“Public power utilities exist to serve their communities, not unseen investors,” said Joe Gehrdes, Huntsville Utilities director of external affairs. “By investing in infrastructure that met our needs — and could also be shared — the utility, the city, and our residents all benefited.”

Huntsville’s experience underscores how public power, guided by community priorities and thoughtful collaboration, can strengthen local economies and quality of life for the long term.

Showing Up in Times of Crisis

For Tombigbee Electric Power Association in Tupelo, Mississippi, community commitment took on profound meaning when an employee’s grandfather went missing in May 2025. The elderly man, who had diminished capacity, had been gone for several days. Concerns about dehydration, exposure, and his overall safety grew with each passing hour.

In response, Tombigbee mobilized what CEO Scott Hendrix calls their “Red Truck Army” — their entire fleet of Tombigbee Electric and Fiber vehicles. Employees searched across their service territory and into neighboring co‑op areas, using whatever time and resources they had available.

The man was eventually found alive by a deputy on horseback in a wooded area that had been searched several times. He was hospitalized and recovered. Tombigbee’s employees did not hesitate to act; to them, searching for a missing neighbor was simply part of what it means to be a co‑op.

“Community spirit isn’t limited to how quickly we can get the lights on,” Hendrix said. “It’s bounded only by the decency of humanity. I know of no better example than an electric co‑op serving a community or member in need.”

A Personal Touch in a Digital World

The story of Murray Electric System in Murray, Kentucky, shows how customer service can evolve without losing the human connection that defines public power. Murray is known as one of the friendliest small towns in America, with a population that includes retirees, young families, and thousands of Murray State University students. That diversity shapes the utility’s approach to communication and support.

General Manager Tony Thompson recognized that relying on line crew personnel to answer after‑hours calls created inefficiencies and stress. When the utility launched its broadband services, call volumes grew rapidly. Thompson responded by creating a new role: a dedicated dispatcher and customer service specialist.

He knew exactly who could fill it. A lifelong Murray resident named Jason Lovett, who grew up working in his family’s filling station, had the personality, patience, and problem‑solving ability to talk with anyone. He had a calm presence, a warm manner, and a knack for helping people feel heard. Today, Jason is an essential part of Murray Electric’s customer experience. He handles outage calls, talks customers through billing questions, and assists elderly residents with their televisions or cable remotes. He diffuses frustration with kindness and clarity, and he knows enough about the system to answer nearly any question.

Customers can also report outages using a text‑based application created by Hometown Grid, a company founded by a Murray resident. The system offers automated updates, reduces call bottlenecks during storms, and provides real‑time insights to the utility’s operations team. This blend of technology and personal support has earned Murray Electric “favorite utility” status in local newspaper polls for more than twenty years.

“We have 8,000 meters in Murray,” Thompson said, “and more than 6,000 of those are our internet customers. That tells you what people value. We may not be the cheapest, but we are the best at serving our community.”

People Over Profits

While the stories shared by each of these local power companies differ in the unique ways they approach serving their communities, they are all grounded in the enduring strength of the public power model. LPCs invest in education, respond in emergencies, innovate for the future, and provide services that go far beyond delivering electricity. They do these things because they are neighbors helping neighbors — not corporations seeking shareholder returns.

Across the Tennessee Valley, LPC employees serve with professionalism, integrity, and a deep sense of responsibility. Their connection to their communities is woven into every decision, every upgrade, every late‑night call. Public power works because it is rooted in people, upheld by people, and powered by the belief that strong communities are built from the inside out.

In a world that often prioritizes profits, the Valley’s local power companies remain committed to a different measure of success: the strength, well‑being, and resilience of the communities they proudly serve.

With rain falling at a frenetic rate averaging nearly two inches per hour, flash floods swept across the city of Chattanooga on the afternoon of Tuesday, August 12, 2025. More than six inches of rain fell in just under four hours, with some areas of Hamilton County seeing up to seven inches, overwhelming drainage systems, turning roads into fast-moving streams, and creating terrifying situations that required multiple dangerous water rescues. According to Barbara Loveless, director of operations for Hamilton County 911, emergency operators fielded nearly 1,000 calls over a six-hour period that day.

In the midst of the storm, Fiber Technician Troy Plemons, EPB of Chattanooga, who was traveling between job sites, found himself stuck in a traffic jam along Interstate 24. Stranded motorists watched as I-24 became a river, the water rising from two inches to more than four feet in a matter of minutes. From his bucket truck, Plemons noticed a silver SUV being lifted and swept away by the roiling floodwaters. He and other drivers motioned for the woman inside to evacuate, but she was unable to get out. As the water climbed toward her neck, Plemons acted swiftly.

With the help of employees from Lawson Electric, who handed him an eight-pound boring bit he could use to break the window, Plemons waded through the powerful current toward the SUV. Video captured of the rescue shows him treading water, smashing a rear window, and pulling the stunned driver from the nearly submerged vehicle.

“She said thank you. That’s all she could say. It was just, ‘Thank you. Thank you. Thank you,’” Plemons recalled afterward. “I put her somewhere dry and let her sit in my truck. She said that would be fine. And she just said thank you. That’s all she could say.”

“I didn’t think there was any time… I just tried my best,” he added. “I feel like I was there at the right time. I’m thankful I was there to help that lady.”

Chattanooga EPB’s Plemons stepped into rising floodwaters without hesitation, but for many public power employees – especially line crews – confronting risk isn’t an exception … it’s part of the job they show up for every day. Still, there are numerous examples of public power employees from inside the Tennessee Valley and beyond, putting their own lives at risk to save others.

Another incident involving rising waters during a flood occurred in 2020 in Laurel Bloomery, an unincorporated area of Johnson County, Tennessee. Tucked into the rugged northeastern corner of the state, its steep ridges and narrow valleys leave little room for error when heavy rains arrive. After hours of intense rainfall, the ground gave way in places, triggering rockslides and sending fast-moving runoff into already swollen creeks. In one of those slides, a section of mountainside collapsed onto a pickup truck, knocking it off the roadway and into the churning creek below. The force of the water swept the truck 100 yards downstream before wedging it against debris with the driver still trapped inside.

Mountain Electric Cooperative employee Mollie Ingle was on a service call at a nearby home and joined first responders to help direct traffic. As emergency crews realized they didn’t have the equipment needed for a swift-water rescue, a decision was made to call on a crew of MEC lineworkers to assist. Ingle radioed for help, and lineworkers Rick Courtner, Cody Bryant, Dakota Tester, and Charlie Grindstaff headed to the scene with a bucket truck, not knowing what they would find.

When the crew arrived, they found the vehicle nearly submerged and the current too strong for first responders to safely reach. Using their bucket truck to maneuver out over the rushing water, the MEC lineworkers executed a daring rescue, pulling the stranded woman from the cab before the creek could take her under. Their quick thinking and calm reaction under pressure transformed what could have been a fatal situation into a powerful example of the courage and resourcefulness that define so many public power employees across the Valley.

Sally Snyder, MEC’s Director of Member Services, still recalls the moment vividly. “I remember this day very well and will never forget it, that is for certain,” she said. “I’m always proud of my coworkers, but this day was something for the history books. The pictures tell it all, and it was nothing short of a miracle — and God’s perfect timing — that they were able to save Mrs. Souder’s life that day.”

True to the humility shared by so many in the field, Courtner later reflected, “To us, we were just doing our jobs. We’re not in the rescue business, just flying a bucket every day. Flying a bucket to get someone out of a truck didn’t really seem like that big of a deal to us. I’m glad we were able to assist, but to me, emergency people are the real heroes — military and everybody else.”

Today, the crew members who participated in the rescue have each moved forward in their careers. Rick Courtner retired in July after 27 years of service to MEC, Cody Bryant now serves as line foreman, and Mollie Ingle is MEC’s GIS Coordinator — a fitting continuation for a group whose actions that day embodied the very best of public power.

The floodwaters in Johnson County showed how quickly a quiet mountain road can become life-threatening. But water isn’t the only force that has pushed public power employees into danger. In Sevier County, Tennessee it was fire – fast-moving, wind-driven, and catastrophic – that called lineworkers into action during the 2016 Gatlinburg wildfires.

The Chimney Top fire began on November 23, 2016 when two teenagers playing with matches sparked a fire along the popular Chimney Tops trail in the Great Smokey Mountains National Park. Around 50 acres burned in the first day or two of the fire before 40-mph winds whipped up, launching what investigators call a firebrand across Highway 441 to the base of Mount LeConte. The vegetation, already scorched dry from months of drought, served as kindling. At about 5:45 p.m. on November 28, a rapidly moving cold front brought winds nearing 90 mph — hurricane-force gusts that fanned the flames and drove the fire straight into Gatlinburg.

Allen Robbins, CEO of Sevier County Electric System, remembers the pressure of managing his first major storm as CEO. “We handled the outage the way we would any wind or snow event,” he said. “But this was my first storm as general manager, and I could feel the weight of it. The first reports coming in from our linemen were that the smoke was so heavy they could barely see, and they were asking for surgical masks just to breathe.”

As SCES lineworkers continued to work outages throughout their service area, the fires surrounding the city intensified. Robbins recounts how one lineman working to restore a three-phase circuit at the north end of the city described a rolling inferno moving into town from the mountains, casting off embers “the size of bricks.” As SCES foreman Tim Nichols and his crew made their way into downtown Gatlinburg still working to restore power, fire crews began warning them that the fire was out of control and headed straight toward them. At that point, Robbins said, “They went from being linemen to being rescue workers.”

Nichols and his crew began moving up into the mountains, navigating winding back roads like Wiley Oakley where cars had been abandoned and people were running downhill toward them through smoke, heat, and howling wind. Robbins described scenes of terrified residents and tourists fleeing the mountainside as flaming debris blew through the air.

Working side by side with firefighters, police officers, and water department employees, the SCES crews began loading evacuees into bucket trucks, pickup trucks and any vehicle that could carry them, and driving people down to Pigeon Forge, letting them off, turning their trucks around, and heading right back into the teeth of the fire to rescue more.

Their work didn’t stop there. At one point, a compromised utility pole collapsed across the only evacuation route out of Gatlinburg, trapping thousands unless the path could be cleared. With winds screaming at 80 to 90 miles per hour – conditions in which raising a bucket truck is nearly impossible – SCES linemen lifted the bucket anyway, cut the wires loose, and opened the road so evacuees could escape. “Our guys went up in it and cut those wires loose so everybody could get out,” Robbins said.

Desperate for any escape from the smoke-filled air, the line crews were turning on the air conditioners in their trucks and crawling onto the floorboards to breathe directly from the a/c vents. Yet, the crews continued making rescue runs, driven by thoughts of their own children and families and what they’d want done for them, until it became too dangerous to do so.

By that point, calls were coming in from state and local officials, alerting Robbins that they were desperate to get the electric to Gatlinburg’s main water intake facility back on. All water reserves were at the threshold of being exhausted and without power, firefighters would soon have no water pressure to fight the advancing flames. Worse still, the 69 kV line to the South Gatlinburg and Ski Mountain Substations were down and the fiber that controlled SCADA switching was destroyed, leaving SCES without any ability to transfer power remotely. Everything would have to be done manually … inside the fire zone.

“We were getting a lot of pressure,” Robbins said. “We had to get that Gatlinburg water plant back on.”

SCES dispatched a team of about ten employees who began working their way toward the facility, navigating a maze of blocked roads, fallen trees, and compromised terrain. What would normally have been a quick drive became a slow, hazardous crawl through smoke and heat.

To restore power, the crews had to complete a multi-step manual switching sequence to move the feed to the North Gatlinburg substation. It was a time-consuming, technical operation under the best of conditions, yet this team did it while sitting, as Robbins put it, “in the heart of the fire.” With limited cell service and flames closing in, Senior Engineer Brent Ogle walked the substation team through each step over the phone as they worked.

The contrast between those racing out and those heading in could not have been more striking. As the SCES convoy advanced toward the water intake-station, firefighters were retreating in the opposite direction. “The firemen were looking at our guys big-eyed, saying we were crazy going in where we went,” Robbins recalled. “But that’s the only way to get it done.”

For more than two hours, the SCES crews stayed in place, following the switching sequence piece by piece, until they were finally able to re-energize the water plant. With power restored, Gatlinburg’s firefighters had the water pressure they needed at the very moment the city depended on it most.

When the immediate danger finally passed and crews were able to regroup, the weight of what they had just lived through began to settle in. Many of the lineworkers later described feeling shaken, not by the work itself, but by the lives at stake and the helplessness of watching a community burn around them. Some wrestled with the trauma long after the flames were extinguished. Yet even in their exhaustion and grief, their commitment to their neighbors never faltered. As Robbins reflected, every decision made that night — from pulling people into bucket trucks to fighting their way into the fire to restore the water plant — came down to a simple truth: “They are brave unsung heroes, that continually do whatever it takes to serve our community.”

The stories of Troy Plemons, the Mountain Electric Cooperative crew, and the Sevier County Electric System lineworkers span different geographies and different disasters, but they reveal something deeply consistent about the people who work in public power. Whether they are rescuing a woman from a submerged SUV, lifting a stranded driver from a raging creek, or driving into a firestorm to restore water pressure for an entire city, these employees repeatedly choose courage over caution, service over safety, and community over self. Their heroism isn’t a role they train for; it’s a reflection of the values that define the public power model: neighbors serving neighbors, with a sense of duty that extends far beyond job descriptions. In moments when seconds matter and lives hang in the balance, public power employees reveal what reliability truly means. It’s not just restoring power after a storm, but being a steady presence when their communities need them most.

ACROSS THE COUNTRY, PUBLIC POWER EMPLOYEES ROUTINELY STEP INTO DANGER TO PROTECT THE PEOPLE THEY SERVE. HERE ARE THREE EXAMPLES OF COURAGE AND THE PUBLIC POWER SPIRIT OF HEROISM FROM BEYOND THE TENNESSEE VALLEY.

Arizona — A Troubleman Saves a Crash Victim

During a routine patrol for Salt River Project (SRP), Substation Troubleman John Boyle came upon a car that had crashed into an embankment. Boyle pulled over, assessed the situation, and helped rescue the injured driver. His actions are credited with saving the man’s life.

Oregon — A Meterman Performs Lifesaving CPR

Umatilla Electric Cooperative journeyman meterman Jake Royer noticed two people struggling in a parking lot before realizing one was attempting to administer CPR to the other. Drawing on his CPR training, Royer took over chest compressions and kept the person alive until EMS arrived.

Washington — Lineworkers Honored for Wildfire Rescue Work

Bonneville Power Administration (BPA) lineworkers Zachariah Butler and Travis Asling were awarded a Civilian Hero Award after helping evacuate residents and protect homes during a fast-moving brush fire. Their quick action safeguarded lives and critical infrastructure.

These stories, and many more like them, underscore a shared truth: whether in the Valley or across the country, public power employees consistently meet crisis with calm, courage, skill, and dedication to the communities they serve.

Mitch Graves and Jeff Hagood of Tennessee; Randall Jones of Alabama; and Arthur Graham from Florida, were confirmed as part of a  package of 97 presidential nominees who were confirmed on party lines by a 53-43 vote.

A fifth nominee, Nashville businessman Lee Beaman, stalled in the Environment and Public Works committee after the committee postponed a vote on his nomination earlier this month. 

The swearing in of the four confirmed nominees in January will restore the board to a quorum in advance of the scheduled February 11 board meeting to be held in Hopkinsville, Ky. 

Today, however, the Valley’s electric grid is entering a new era that will rely on a two-way flow of energy and the use of critical data to help LPCs and TVA integrate more solar, battery storage, electric vehicle (EV) load, microgrids, controllable thermostats and other responsive demand technologies. To achieve the possibilities of a two-way power system, the ability to communicate and share data systemwide may be the linchpin of success. In particular, a robust, interconnected fiber network is increasingly emerging as mission-critical infrastructure — the backbone that can allow dozens or hundreds of distributed energy resources (DERs) to coordinate, respond rapidly and keep the system stable.

When a cloud passes over a solar array, or hundreds of Evs begin charging after a holiday, the local distribution system can swing in seconds. To keep voltages within bounds, prevent reverse power flow, and maintain power quality, utilities must be able to see and act in near-real time across the network. That means sending and receiving many gigabits of data, with minimal latency and reliability. Traditional copper, microwave or shared commercial networks may not prove reliable at scale, whereas fiber designed with the right architecture in place can support the seamless, high-speed communications backbone needed for modern utility operations. The U.S. Department of Energy’s Grid Communications Technologies white paper underscores the need for communication networks that can deliver low latency, predictable quality of service and security capabilities as inverterbased resources grow. (The white paper can be found at the Department of Energy’s Energy.gov.1) To help identify where there are gaps and which Valley LPCs may need additional support in building out their fiber networks, whether to deliver high-quality broadband to their communities, more fully engage in the two-way power system, or both, TVPPA’s Fiber Deployment Advisory Group (FDAG) is undertaking a fiber-mapping effort. The FDAG project will bring together and expand on work that LPCs across several districts in the Valley region had taken up as far back as 2016.

The conversation around fiber interconnections in the Valley didn’t begin in one place or at one time. While the Western District had already seen activity centered on fiber aggregation, the Southeast and Appalachian Districts were quick to follow, teaming up to understand how they could link their adjacent districts. By the time representatives from those two districts gathered at Lenoir City’s headquarters in 2016, the room was full of LPCs — some with mature fiber deployments already interconnecting, others just beginning their first builds. Erik Brinke, Director of Administrative Services and External Relations at Blue Ridge Mountain EMC (BRMEMC), who has been involved in these efforts since the beginning, said of the collaboration efforts, “At that time the room was packed with LPC’s all at various stages of fiber deployment. Since then, the two Districts have remained engaged in the discussion, and the commitment to map and interconnect continues. Early maps of the Southeast and Appalachian Districts were created, but at that time many significant gaps still existed between LPC fiber networks. Surprisingly, even at that time we discovered that the Districts were already interconnected in many areas. Many of the Southeast and Appalachian LPC’s were already sharing or selling services to one another. Those LPC’s who were more mature in their fiber deployments had proceeded to interconnect, while others struggled to begin building their first miles of fiber. Fast-forward to 2024 and we realized that this effort should be revived as so many more LPC’s have fiber across the two Districts. We knew we needed to identify those new routes and capabilities, and thus the renewed effort to jointly map the Districts.”

Brinke also praised the cooperatives of Mississippi for the early and advanced work on developing a middle-mile fiber network to expand interconnections. In fact, Mississippi’s electric cooperatives took their commitment to providing affordable broadband services to the next level, establishing MS Fiber, a middle-mile wholesale fiber provider composed of 17 member-owners, each of which is an internet service provider (ISP). These ISPs are the broadband subsidiaries of the Mississippi electric cooperatives that chose to offer broadband services to their respective cooperative members. Early on, the Mississippi ISPs realized the key to long-term success and reliable service must include controlling their own destiny and owning the wholesale internet pathways.

Brad Robison, CEO of Tallahatchie Valley Electric Power Association and President of MS Fiber, said: “Each of our goals is to provide affordable and reliable broadband service, and we did not want our ability to serve our customers to be totally reliant upon outside, investor-owned companies, many of which directly compete with our respective ISPs to provide our only direct internet access (DIA).”

Robison pointed out that the Mississippi cooperatives treat their fiber networks like they do electric distribution networks. The obligation to provide internet is much the same as the duty to provide reliable power. “If it is down, we get it fixed, and we need that same reliability with our wholesale provider.”

Scott Hendrix, CEO of Tombigbee Electric Power Association and Vice President of MS Fiber, stressed the importance of LPCs designing and building their own fiber systems, pointing out that such a process ensures the quality of the project and means that LPCs can maintain their fiber networks to ensure capacity, reliability and redundancy in ways that would be impossible if relying on investor-owned companies. “Personally, I feel it is more reliable to depend on, and be partners with, our fellow coop ISPs in Mississippi — and potentially others across the Valley — rather than outside service providers that do not share our same quality of service standards,” said Hendrix. “It is a matter of legacy and destiny … imagine if in 1933, LPCs had the ability to own and control TVA, to work together to control both distribution and transmission. That is what MS Fiber does for the Mississippi ISPs.”

Robison and Hendrix emphasized the wide-ranging benefits that fiber interconnectivity brings to systemwide collaboration and grid stability across the Valley. Robison noted that for MS Fiber, as well as its member ISPs and their parent cooperatives, active participation in broader fiber-mapping initiatives is essential to identifying opportunities for partnership and shared progress.

“Whether it is the ability to gather and share electric data for load, generation or system needs or to allow for communication between substations, interconnectivity is important. Why not also look at it from the perspective of cross-utilization between coops and ISPs. We can better the grid and better our access to the major data hubs around the country at the same time,” Hendrix said.

Speaking to FDAG’s plan to develop a comprehensive map of fiber connectivity across the Tennessee Valley, Robison had this to say: “Such comprehensive mapping, will allow the stakeholders the ability to examine possibilities of connectivity throughout the Valley for all [the] benefits of building a more robust and connected broadband network, plus those dealing specifically with collaboration with TVA such as load management, outage response and grid modernization efforts.”

BRMEMC’s Brinke shares that perspective. “In order for us to capitalize on our interconnections and capabilities, we must first identify where and with whom those strengths exist. In addition, as we confirm our fiber coverage, we will also, and maybe more importantly, identify where it does not exist. That will allow us to address potential weaknesses in our communications networks, determine where assets are constrained, and potentially find ways to share in the costs to mitigate these weaknesses. Let’s consider a realistic example or two. If Blue Ridge Mountain EMC does not currently have a redundant, multi-home path to a regional POP — that is a ‘point of presence’ or access point to the internet at large — then the fiber mapping project could help us identify available infrastructure within nearby LPC’s that might help us create that redundancy. We may discover as a result of our mapping efforts that Murphy Electric Power Board, Tri-State EMC, Volunteer Energy, Ft. Loudon Electric Coop or Cleveland Utilities, all neighbors of BRMEMC, has infrastructure in close proximity to our fiber infrastructure, and with a relatively short build we could mitigate our redundancy issues.”

Expanding from a local to a broader Valley-wide focus, Brinke shared how systemwide mapping will allow identification of the most efficient pathways to multiple POPs and create potential new revenue sources for LPCs who allow their Valley partners to navigate those alternate paths. Of course, he also pointed out, the benefits of mapping and developing a more interconnected fiber network far exceed simply giving customers a seamless broadband experience.

Advanced communications networks are critical to supporting the Valley’s emerging two-way power system, according to Brinke. “In order for us to meet many of the objectives outlined in TVA’s DER Integration & Enablement Committee’s plans, we will need to map both the LPCs’ and TVA’s fiber assets and determine where interconnections may be created to enable a secure, robust communications network between TVA’s DSO desk in Georgetown and participating LPCs. Load management and system-wide collaboration only become feasible if real-time visibility of LPC and systemwide data exists that is both secure and sturdy enough to withstand any system conditions. Again, the fiber mapping project is one of the earliest steps that needs to be taken on the road to the required integration, data transfer and system monitoring capabilities between TVA and the LPC’s,” he stressed.

FDAG’s renewed commitment underscores how far the effort has come — from scattered projects to a coordinated regional push — and why mapping and interconnection remain essential to unlocking the full potential of DER integration, reliable load management and Valley-wide grid stability.

As the Valley’s energy future takes shape, it’s clear that the power lines that carried electricity for generations must now be paired with the fiber lines that carry data. Building out and interconnecting those networks will not only help LPCs deliver broadband access and economic opportunity to their communities, but also provide the critical communications backbone needed to manage load, integrate DERs and collaborate seamlessly with TVA. In many ways, fiber is becoming to this new era what transmission lines were to the last — critical infrastructure that ensures reliability, resilience and shared prosperity across the Tennessee Valley. When it comes to grid stability and community growth, fiber is no longer optional — it’s essential.

1 www.energy.gov/sites/default/files/2024-07/Grid%20Communication%20Technology_FINAL_ optimizedv3.pdf

Adoption of advanced technological capabilities is critical to helping LPCs ensure reliable power and meet increasing capacity demands. This summer, TVA conducted a survey of TVPPA’s 153 member systems to assess their technological capabilities. While TVA will share the full survey response at a later date, here is a sneak peek at some of the numbers.

When Dion Cooper stepped into the world of energy distribution nearly two decades ago, the Valley region was already wrestling with many of the same challenges it faces today.

It was 2006, but even as a newcomer to the industry, Cooper knew his mission was clear — ensuring reliable power and meeting the growing capacity needs of his community.

Nearly 20 years later, Cooper’s mission hasn’t changed — but the tools at his disposal have.

As President and CEO of Volunteer Energy Cooperative, Cooper oversees service to nearly 116,000 members across 17 Tennessee counties.

And he believes the region is now better positioned than ever to take on its most challenging energy tasks.

“Technology has advanced greatly in the past 20 years,” Cooper said. “There are more opportunities with distributed energy resources, more control with fiber, and real-time communication with everything that’s going on within our grid — that’s what’s exciting.”

Through his involvement in Valley Vision, Cooper — alongside the Tennessee Valley Authority (TVA) and other local power company leaders — is part of a collaborative planning process that’s shaping the region’s energy future.

A future focused on innovation, connectivity and community.

From Traditional to Transformative

Across the Valley region, systemwide energy planning is undergoing a fundamental shift.

What was once a linear, centralized system is now being reimagined as a dynamic, decentralized network capable of adapting to new technologies, rising demand and a changing climate.

“It feels like the industry, and more specifically the Valley, is at an inflection point,” Jamie Bach, TVA’s Program Lead for Valley Vision, said. “The question is, with the advent of new and distributed resources across the Valley, how do we evolve our planning and operational processes to capture the value this new landscape creates Valley-wide?”

It’s a question with deep roots. In the Tennessee Valley, the 1930s brought rapid electrification and hydroelectric infrastructure projects driven by TVA. These efforts were accelerated against the backdrop of the Great Depression and World War II.

By the 1960s, TVA was building nuclear plants to expand capacity and fuel economic growth during a time of relatively abundant power.

That legacy created today’s energy grid — a system built for centralized and predictable power flows that is supported by a diverse generation portfolio to meet the needs of a growing region.

But today that system is seeing new challenges.

Population growth, economic development and increased residential demand have added additional strains on the grid. And peak loads during extreme temperatures widen the gap between normal operation and stressful conditions.

At the same time, emerging technologies like distributed energy resources (DERs) present both complexity and opportunity for grid capacity.

To meet these challenges, planners are embracing a more flexible, decentralized model that enables two-way energy flows and integrates new technologies to boost capacity and resilience.

They’re working together to connect the pieces into a cohesive, adaptive system that can power a more resilient future.

Power in Partnerships

At the heart of this transformation is collaboration.

Historically, energy planning followed a linear path where TVA generated electricity and local power companies (LPCs) distributed it. And while there were discussions around generation needs and transmission locations, much of the process occurred in silos.

That model no longer fits the complexity of the modern grid.

“The big difference in this planning process is really just the magnitude and scale of what we’re doing here,” Cooper said. “You have so many players in this process that will be affected — 153 local power companies plus direct-served customers. It’s a mammoth undertaking to say the least.”

DERs are transforming the grid into a dynamic system that requires continuous communication and coordination between TVA and community partners.

To encourage discussion, the Valley Vision group formed three initiatives that focus on different areas for improvement: Load Service, Products and Pricing; DER Integration and Enablement; and Collaborative, System-Wide Planning.

These collaboration groups meet independently to talk through interim and long-term solutions for their area of focus, but they also come together to search for answers in an open dialogue.

“Collaboration has always been at the core of Valley Vision,” Bach said. “With something as daunting as integrated planning and operations across the Valley — simply put — working together with local power company partners is the only way to ensure success.”

Valley Vision’s collaborative approach allows TVA and LPCs to jointly analyze data, pursue operational and value stacking studies and understand how DERs can provide grid relief during peak demand — among other efforts.

This Shared knowledge is helping build a more resilient and reliable energy system that can adapt to the challenges of population growth and technological change.

By breaking down silos and encouraging open communication, Valley Vision ensures that the future of energy in the region isn’t dictated from the top down. Instead, it’s cocreated by the people and organizations who know the region best.

For Cooper, the best part of the planning process is drawing on the collective expertise of stakeholders across the region.

“The great part of Valley Vision is working with visionary leaders and being able to stack value on top of value from each other’s experiences,” Cooper said. “It’s evolved organically with one concept inspiring another.”

Innovation Leads the Way

As the Valley region’s energy system evolves, so too does the technology behind it. Innovations from rooftop solar panels to smart thermostats are reshaping how power is generated, stored and delivered.

And batteries are particularly exciting to planners as their storage capacity continues to improve.

As the region works to build new power plants over time, batteries offer a critical bridge between supply and demand — especially during peak usage or unexpected disruptions. They’re quickly becoming an important asset in the Valley’s energy strategy toward adaptability and resilience.

“Our Valley Public Power Model can really position the Valley to be a lead innovator in this space,” Bach said. “Strong partnerships across the Valley create unique innovation opportunities and the ability to try different things in this space.”

And it’s not just about hardware — it’s also about how that hardware communicates.

“I think what’s changed the entire playing field is really communication,” Cooper said. “We’re able to communicate with our downline devices in real time or near real time, and that just changes the whole game.”

Supervisory control and data acquisition (SCADA) systems now provide operators with real-time insights into grid performance, allowing for faster, smarter decisions. On the residential side, smart thermostats and connected home devices help balance demand and reduce strain during peak periods — all while giving customers more control over their energy use.

As Bach explained, the freedom to innovate and try new and different ideas is critical because efforts like collaborative grid planning and operations are wideranging with an eye toward the future.

“Incremental solutions will come as a result of close collaboration and a realization that everyone involved will need to be willing to revise and refine ideas to achieve the end goal,” he said.

And what is that end goal? TVA and LPCs will collaborate to plan, build and operate a more cost-effective, dynamic and reliable future for the people and communities we serve.

The plan blends a mix of traditional centralized grid with DERs and emerging technologies to deliver value not only to LPCs and directly served customers, but to the entire Valley region.

“Getting to this future state goal won’t happen overnight and will require incremental progress,” Bach said. “Right now, Valley Vision is focused on distribution battery deployment and technical capability progression as a few of the next steps needed to get us there.”

For Bach, Cooper and other Valley Vision leaders, the most exciting part of the process is the collaboration itself — working closely with regional partners to develop solutions that reflect local needs while also helping shape a shared energy future.

“Valley Vision is that framework to bring people together to solve complex problems,” Bach said. “I don’t think that conversation ever ends. We’re going to continue to work together to ensure reliable, affordable power for generations to come.”

From the earliest hydroelectric dams to today’s natural gas plants, nuclear facilities and solar investments, TVA’s mission has remained constant: Deliver safe, reliable, affordable power that supports the quality of life for the people of the Tennessee Valley. But the way that mission is carried out is changing.

In early 2026, TVA will cut the ribbon on its new Operations Control Center in Georgetown, Tennessee. More than just a state-of-the-art building, this new ops center represents TVA’s most significant investment yet in grid modernization — a purpose-built facility designed to handle the challenges of a rapidly evolving electric system. And perhaps more significantly, it lays the groundwork for deeper collaboration between TVA and local power companies (LPCs) in managing the two-way power system of the future.

Why a New Center Was Needed

The decision to build a new operations control center was made nearly a decade ago, long before today’s rapid industrial growth and Valley-wide demand surge. TVA recognized that its existing facility, located in the basement of an aging urban office building in the heart of downtown Chattanooga, was vulnerable to both physical and cyber threats. Meanwhile, the utility’s Energy Management System (EMS) was more than 20 years old and nearing its end of life.

“Really about a decade ago, we recognized that there’s unprecedented change coming for the utility industry,” said Greg Henrich, TVA’s Senior Vice President of Transmission & Power Supply. “Our energy management system was over 20 years old and nearing end-of-life. The timing looked right to launch a grid modernization effort so that we’re prepared for the changes in the industry that are coming.”

That foresight proved critical. Since TVA launched the project in 2018, Valley growth has accelerated beyond expectations. Post-pandemic onshoring of manufacturing, the expansion of data centers, and explosive residential growth across the Valley have all increased the pressure on TVA’s grid.

Tools for a Modern Grid

At the heart of the new control center is an advanced EMS with features that give operators new insight into grid performance and new ways to respond. One of the most powerful additions is a training simulator that functions like a digital video recorder. “We now have the ability to record an event, constantly capture the system in real-time, and then play that event back for operators,” Henrich explained. “They can learn how to respond to summer peaks, winter storms, or unexpected outages — seeing what their actions do to the system in a safe, simulated environment.” Other tools include:

• Stability monitoring: Detects oscillations in frequency and pinpoints the generating unit responsible, allowing TVA to act before instability spreads.

• Power flow visualization: Arrows on digital maps show the direction and magnitude of electricity flows, making it easier to understand the system at a glance.

• Intelligent alarming: Groups multiple alarms into likely root causes, helping operators quickly identify and respond to problems.

• Optimized dispatch: Uses transmission congestion and unit efficiency data to dispatch power at the lowest cost.

On top of these capabilities, a new video wall will provide layered situational awareness. Operators will be able to zoom from a Valley-wide view down to a single substation and overlay data such as weather forecasts, road maps and voltage levels. That precision means problems can be isolated and power restored remotely — sometimes before line crews have even rolled out.

Designed for Resilience

The Georgetown facility was also engineered to withstand the unthinkable. Built on a 166-acre site buffered by natural geography, the hardened structure is designed to survive an F5 tornado, seismic events or ballistic attacks. It features redundant power feeds, generators and battery systems to ensure operations can continue uninterrupted.

“This is a very purpose-built facility to withstand natural disasters, cyber threats, and physical attacks,” Henrich said. “It allows us to stay operational and respond to whatever the event might be which translates directly into faster restoration and enhanced reliability for customers.”

Direct Benefits for LPCs

For LPCs across the Valley, the benefits of TVA’s new control center will be both immediate and long term. Fiber expansion has already connected many substations that previously had little visibility to TVA’s operators. From the new control center, TVA can now reroute power more quickly during outages and restore service faster.

Perhaps more importantly, the EMS’ advanced dispatch algorithm promises lower costs across the system. By optimizing the use of generation resources, TVA expects to reduce fuel expenses and ease pressure on the fuel cost adjustment. “The efficiencies come from expanding our ability to control the bulk electric system and reroute power during interruptions, which enhances reliability for local power companies and customers alike,” Henrich noted.

Toward a Two-Way Power System

While reliability is the immediate payoff, the new control center was built with the future in mind. As LPCs deploy distributed energy resources (DERs) such as solar, battery storage, and demand response programs, TVA’s system operators will need new ways to coordinate those resources alongside TVA’s own generation.

“One of the reasons the control room is as large as it is, is because we expect expansion into functions we don’t have today, like a distribution system operator desk that could dispatch distribution resources 24/7,” Henrich said. “That will really strengthen collaboration as we more tightly integrate generation, transmission, and distribution.”

Jamie Bach, TVA’s Program Lead for Valley Vision, sees that integration as central to the utility’s long-term strategy. “The word that keeps coming to my mind is visibility,” Bach said. “This center provides a level of visibility into an integrated Valley grid that we don’t have today. That’s what transforms us into a true two-way power system.”

Valley Vision in Action

Bach emphasized that the new control center is not just a TVA investment, but also a Valley-wide opportunity. By linking TVA’s advanced EMS with LPCs’ growing fleet of DERs, both sides can create more value for the customers they serve.

“With the adoption curve of DERs across the Valley, sooner rather than later, there will be a need for these capabilities,” Bach said. “That’s why Greg carved this out in the new system operations center — it’s the forecasted need of the future.”

The vision is practical as well as aspirational. Imagine a future storm where TVA operators can see not only the state of the bulk system but also available LPC resources: battery storage in Middle Tennessee, a water heater demand-response program in Kentucky, or a thermostat program in West Tennessee. With that visibility, TVA could call on those distributed resources in real time, keeping the grid stable and avoiding widespread outages.

A Foundation for Collaboration

At its core, TVA’s Georgetown Operations Control Center is about building a stronger, more collaborative public power system. It ensures TVA can continue delivering reliable service in the face of growth, extreme weather and new technologies. And it creates the framework for TVA and LPCs to work together in ways that were impossible just a few years ago.

“This new control center unlocks future opportunities for DERs and helps us align TVA and LPC resources in a coordinated way,” Bach said. “It’s how we’ll meet the challenges of growth, weather, and customer expectations together.”

Video
Award of Merit – Tullahoma Utilities Authority, Tenn.

Knoxville Utilities Board received a Public Power Customer Satisfaction Award for providing excellent service to its community. The Customer Satisfaction Award is the result of receiving high marks from customers in the areas of customer service, field personnel, communication, reliability, value, outage response, innovation, and overall satisfaction.

McMinnville Electric System and Tullahoma Utilities Authority both received Smart Energy Provider (SEP) designations from APPA for the year 2025. 

The SEP designation, which lasts for three years (December 1, 2025 – November 30, 2028), recognizes public power utilities for demonstrating leading practices in four key disciplines: smart energy information; energy efficiency and distributed energy resources programs; environmental and sustainability programs and initiatives; and communication, education, and customer experience. 

We at TVPPA extend our congratulations to all of this year's APPA honorees. 

The nominees — Mitch Graves and Jeff Hagood of Tennessee, Randall Jones of Alabama, and Arthur Graham of Florida — were each approved by a party-line vote of 10–9. 

Graves, Hagood, Jones, and Graham appeared before the EPW Committee last Wednesday, answering questions on issues ranging from the future of nuclear power to the energy demands of artificial intelligence and data centers. Senators also raised questions about their views on TVA’s role in protecting the Valley’s public power model and whether a separate rate class should be explored for high-demand industries such as AI.

The four TVA nominees are expected to move to the Senate floor as part of a larger batch of pending nominations, though the timing of that vote has not yet been determined.

If confirmed, the new directors could be seated by the end of the calendar year.

To learn more or register, email TVPPA Education & Training Specialist Courtney Philpott. 

We want to share your stories and images that illustrate the many ways local power companies embody the Tennessee Valley's public power model and improve lives throughout the communities you serve. Please review the list of stories we plan to feature in this issue. If your organization has a story to share that fits into one of the article ideas listed, or photos to share, please email TVPPA Publications and Content Manager, Dawn Sloan-Downes, to schedule a time to talk or you can submit your idea or photo using this form. If you're submitting a photo, be sure to include a one or two sentence caption describing it.   

The Energy to Communities (E2C) Peer Learning Cohort Series will bring these parties together to discuss strategies and share best practices in a collaborative environment, as they workshop policy or program proposals to address common challenges. 

Each cohort will consist of up to 15 participants. DOE experts will provide participants with case studies, analysis and modeling tools, templates, training materials, and facilitated collaboration to accelerate energy progress.

Applications are now open for two cohorts launching in January 2026:  

• Planning for Major Energy Disruption in the Southeast - In this E2C peer-learning cohort, entities across the southeastern United States will explore strategies to quickly recover from impacts to energy infrastructure caused by extreme events, such as severe weather and natural disasters. Energy systems are closely linked to social, economic, and infrastructure systems. Recovering quickly from major disruptions requires coordination across these systems, guided by established emergency plans and institutions. Eligible applicants include local governments (including municipally owned utilities), regional governments, and tribes.
• Successful Energy Project Implementation from Technical Assistance to Deployment - Participants in this cohort will explore common challenges in implementing energy projects and learn strategies to turn project plans into reality. Each participant will focus on a local energy project or priority as a cornerstone for their learning throughout the series. Workshops will provide opportunities to explore strategies to build internal and external stakeholder buy-in, identify and secure funding and financing, and accelerate siting, procurement, and construction. Eligible applicants include local governments, regional governments, tribes, and local nonprofit organizations.

Learn more about this opportunity at the E2C Peer-Learning Cohorts website.

Applications are due October 31.

The VPPLA leadership development program was launched in 2022 to help support the growth of leaders in the Tennessee Valley’s public power industry. Through a joint partnership with TVA, local power companies bring together their own company leaders along with those from TVA, TVPPA, and other affiliated associations across the Valley to deepen their understanding of the issues facing the public power industry in our region and to help them build the skills necessary to surmount the challenges and opportunities before them. 

The program consists of nine one-and-a-half-day sessions occurring from August to April of the cohort’s term. 

To learn more and apply, prospective candidates can visit vppla.com. 

We ask that you take the time to complete the assessment as the information will help all of us better understand our strengths, weaknesses and help each LPC guide their planned projects for modernizing their systems. To help inform those plans, participating LPC will receive capability maps, response summaries and detailed reports to help you identify and work with other LPCs.

You can click here to access the capability survey. However, you will need your unique PIN to log in to complete the survey. You should have received an email from your TVA Customer Relations Manager with the PIN and instructions on how to complete the LPC Capability Assessment on or around June 23. If you do not have that email, or if you have questions, please reach out to your TVA CRM. If you need help identifying your CRM, please reach out to Brad Rains for assistance. 

Continued input, engagement, and collaboration from all local power companies (LPCs) is important to maximize the value of Valley-wide research and development investments and to meet the needs of each LPC.

To best serve the customers of the Tennessee Valley region, TVA invests in strategic research and development activities. These R&D investments go beyond generation, transmission, and environmental stewardship activities – TVA also invests in research and development projects that support LPCs. Working closely with the TVPPA R&D Committee and LPC R&D Advisors, TVA prioritizes, funds, and executes a diverse portfolio of projects to help inform LPCs, close technology gaps, and advance the collective capabilities within the Valley. 

TVA and TVPPA are accepting ideas or proposals to be under consideration in the R&D Prioritization for fiscal year 2026. These proposals may receive funding if selected. All submissions must be received by the deadline below to be under consideration.

How to Submit Your Project Proposal

To submit a proposal or idea, fill out this form and email it to Brad Rains, Vice President of Engineering & Strategic Services, at brains@tvppa.com.

The deadline for submitting an R&D Proposal form for fiscal year 2026 is Friday, Sept. 12, 2025. Final selections will be made in November 2025.

We invite you to attend the R&D Committee preconference session of the TVPPA Engineering, Operations, and Technology (EO&T) Conference on Wednesday, August 27, from 1:30-4:00 pm. Bring your R&D project ideas and collaborate with peers in a discussion to develop ideas into valuable projects.

If you have questions, please email or call Brad Rains at brains@tvppa.com or (423) 490-7926.

To determine each LPC’s REC allocation for calendar year 2024, TVPPA needs the following information:

[LPC NAME] desires / does not desire to claim its 2024 SEPA REC allocation from SEPA and TVPPA. Our MWh Purchase Amount for Calendar Year 2024 is _______. (Click this link to email Brad Rains with your LPC name, your participation choice, and your purchase amount.) 

To claim the RECs, TVPPA needs the total Megawatt Hours purchased from TVA between January 1, 2024, and December 31, 2024. This will include all power purchased for standard service and large industrial BC&D customers.

Using this information, TVPPA will calculate the total RECs available to the LPC out of the total of 1,710,806 RECs available to the Valley. Each LPC’s allocation will be calculated as the percent of each LPC’s power purchased out of TVA’s total LPC power sales during this period.

TVPPA will collect the responses over this two-week participation solicitation period. Upon the close of this solicitation period, 100% of calendar year 2024 RECs will be allocated to those LPCs that expressed their desire to participate in this year’s allocation process. This process will begin again next March for the calendar year 2025 REC allocation process, and more RECs will be available then should an LPC decide to pass at this time.

For any questions, please reach Brad Rains, VP, Engineering & Strategic Services, by email at brains@tvppa.com or call him at 423-490-7926. Responses must be received by the close of business on Friday, August 22, 2025. 

John Corum, VP, Administrative Services for Cleveland Utilities in Tennessee, an early adopter of the Safety Integrity app, says, “This app has been an invaluable resource for collecting data that can be analyzed to proactively prevent workplace accidents. It has become an important component of our overall safety management strategy.”

The TVPPA SIP App walks users in the field through step-by-step workflows, allowing them to verify the work being done and document the entire process in the moment. Businesses can use in-app tools to build customized digitized forms and workflows that replace paper forms. 
The SIP app dashboard allows managers, supervisors, and safety leaders to review daily activities and take action to resolve issues identified by frontline workers. It also ensures manager accountability by tracking whether or not issues identified receive the appropriate attention.

To learn more about the app and how it can help you and your team automate workflows, save time, and increase safety awareness, as well as the app's new AI features that allow users to create forms on the go, join us on Wednesday, August 20, at 11 a.m. ET/10 a.m. CT, for our August Hot Topics Webinar. ANVL Associate Director Jake Landgraf will share highlights of SIP functionality, share user success stories, and answer any questions. 

To register, please complete this form. If you have questions or need additional information, watch the video or visit the FAQ here. 

In today’s energy landscape, managing load isn’t just about building new infrastructure or adding capacity; it can also mean finding smarter, more efficient ways to use the energy we already have. For local power companies (LPCs), one often-overlooked opportunity lies in partnering with large customers to uncover energy conservation strategies that can reduce demand across the system.

The University of Mississippi (Ole Miss) and North East Mississippi Electric Power Association (NEMEPA) are proving just how impactful these partnerships can be. With a shared focus on reducing costs, improving infrastructure and advancing sustainability, the university and its power providers have built a model of collaboration that benefits not only the campus but also the larger grid it connects to.

A Clear Need, a Phased Solution

When Dean Hansen arrived at Ole Miss from the University of Texas at Austin, he brought with him a sharp eye for energy efficiency. “I noticed right away that there were significant opportunities for energy savings at Ole Miss,” he said. Utility costs were steadily rising, and the school was juggling growing energy needs with aging infrastructure.

Ole Miss launched a multiphase energy savings performance contract (ESPC) designed to stretch over a decade and upgrade campus systems in prioritized waves. The approach allowed the university to address critical needs while maintaining flexibility in vendor partnerships. Hansen developed a Department of Energy-style RFP and led a cross-campus evaluation team that ultimately selected Trane as its energy services partner.

“Our primary goals were to reduce operating expenses, address aging equipment and start making decisions based on lifecycle cost instead of lowest first cost,” Hansen said. That meant modernizing lighting, updating HVAC systems and improving building automation. So far, the effort has paid off: The university has saved approximately $1.2 million in annual energy costs and cut its energy intensity back to 2018 levels despite continued campus growth.

Collaboration from the Ground Up

Though Ole Miss maintains its own substation, campus distribution network and linemen, it relies on both NEMEPA and Oxford Utilities to deliver power. Buildings at the campus edge and beyond are served directly by those LPCs, and Hansen said their support was essential in planning and implementing the ESPC.

From the earliest stages of the project, Ole Miss engaged with local utilities and TVA. Trane’s engineers worked directly with NEMEPA and Oxford Utilities to gather historical utility data and assess rate structures. That information was crucial in setting baselines and verifying potential savings. “Trane helped us apply for and receive nearly $1 million in TVA rebates and incentives across the five phases of our project,” Hansen noted.

Justin Smith, Director of Engineering and Operations at NEMEPA, underscored that role. “TVA required interval data to determine whether the university qualified for the programs,” he said. “Providing that information is part of how we support all our members in exploring energy solutions.”

Load Impacts that Ripple Out

While NEMEPA didn’t have to make infrastructure upgrades specifically for the ESPC, the utility has kept close tabs on how campus improvements affect its system. “Ole Miss has experienced steady growth over the years, and we must plan accordingly,” Smith said. “Initiatives like this play an important role in maintaining grid reliability — especially during peak events.”

Hansen agreed that while the load reduction benefits are complex to calculate given continual building additions and demolitions, the campus has managed to grow without increasing total energy usage. That’s a win for the university, for its LPCs and for TVA, particularly as the Valley contends with rapid electrification and new industrial demand.

Even without demand response agreements in place, Ole Miss’s energy strategy is helping to shave the top off NEMEPA’s peak, and Smith sees long-term value in the partnership. “Staying engaged with your members and understanding the challenges they are facing and their future plans can help ensure they are aware of what programs are available to them through TVA,” he said.

A Model for Others

The ESPC has also brought broader environmental benefits. So far, it has reduced campus emissions by more than 7.4 million pounds of CO₂, 102,000 pounds of SO₂ and 27,000 pounds of N₂O. LED lighting alone has significantly lowered maintenance costs, and upcoming upgrades to the chilled water loop are expected to improve system resiliency across two dozen buildings.

“Our chancellor recently re-signed the 2nd Nature Climate Commitment,” Hansen said. “This program helps us meet his long-term goals around sustainability while also addressing rising energy costs and deferred maintenance.”

And there’s still more to come. Of the 250 energy conservation measures identified in the initial audit, fewer than 50 have been implemented. Future projects may include solar panels, thermal storage or even co-generation.

Meanwhile, NEMEPA continues to invest in system upgrades, SCADA and AMI to stay ahead of campus and regional growth. Smith said they’re also evaluating new TVA programs, like Resiliency 360, to bring added value to Ole Miss and all its other members.

The Takeaway

The Ole Miss-NEMEPA partnership shows that large institutions can play a critical role in managing load and that LPCs have a vested interest in supporting those efforts. With transparency, coordination and the right incentives in place, these collaborations can yield benefits well beyond a single campus footprint.

“A collaborative approach is best,” Hansen advised. “Find a partner who wants a long-term relationship, not just a transaction. That’s when the real impact happens.”

In a time of rising demand and limited capacity, that kind of partnership might be just what the Valley needs.

TVPPA’s 79th Annual Conference brought 323 attendees from 103 local power companies together in Biloxi, Miss., and delivered a clarion call to Valley leaders: It’s time to do things differently.

The conference theme, Insight to Action, wasn’t just aspirational — it reflected the urgency and shared commitment to turn lessons learned into real-world solutions. With record-breaking growth across the Valley, rising costs and increasing pressure on both power supply and infrastructure, the public power model is once again being tested — and strengthened — through collaboration, leadership and innovation.

These threads were woven through thoughtful general sessions, panels and peer-to-peer conversations over the course of the two-day conference.

Opening Remarks

TVPPA President and CEO Doug Peters welcomed attendees and opened the conference with remarks that reinforced the conference theme, calling for shared accountability and urgent collaboration across the Valley to meet growing energy challenges. “This year’s theme encourages us all to do more than keep up with change. It challenges us to lead the change,” he said.

Peters went on to say, “The energy industry has been and continues to be at a very pivotal moment in time: facing rapid change, increasing demand and the need for smarter, more resilient solutions. True progress comes from transforming insight into meaningful action. But in this period of transformational change, my personal concern is that the pressures of change may begin to put pressure on the unity of the membership.” Following this, he shared slides highlighting TVPPA’s shared member values, which include local ownership and control, professional integrity, customer trust, operational excellence and financial stability. He then stated, “I think it’s important to remember these are the things that bind us together no matter what the industry holds, no matter what your customers want. These are the things that I think everybody in the room can agree to.”

Chairman’s Address

Outgoing TVPPA Board Chair Jarrod Brackett followed Peters, opening his remarks with his trademark warmth and humor before pivoting to a deeper challenge: namely, how public power leaders must rise to meet a rapidly changing landscape with courage, clarity and collaboration. Reflecting on the conference theme, Brackett mirrored Peters’ comments, reminding attendees that the time for observation has passed.

Drawing on personal experience and a deep sense of service, Brackett called for members to ground their leadership in integrity and purpose. He stressed the importance of maintaining strong relationships between LPCs, TVA and the communities they serve, and he urged attendees to actively participate in shaping policy and solutions. From capacity shortfalls to supply chain delays, and from climate shifts to AI, Brackett noted the urgent and overlapping challenges facing TVPPA member systems. However, he also highlighted the strengths of the Valley’s public power model, noting the strength of the Valley’s mutual aid network and the resilience of its members. He also highlighted the value of TVPPA’s advocacy work, education and training expansion, research and development efforts, renewable energy credits program and thought leadership, praising staff for their efforts. He closed his remarks by encouraging members to stay engaged and work together in both federal and TVA-level conversations, saying, “Together, we have power, we have light and we have opportunity — and we can share that with the communities we serve.”

Keynote Speaker Jimmy Jia

Energy futurist Jimmy Jia delivered a compelling keynote, weaving together history and cutting-edge technology to showcase how the electric utility industry has transformed itself over the past 100 years. Through his “ghosts of customers past, present and future” framework, Jia traced the evolution from factories demanding raw horsepower in the 1800s to today’s computers requiring critical ancillary services and tomorrow’s AI-driven infrastructure needs. His central thesis challenged conventional thinking about what utilities actually sell: “We’re selling electricity to our consumers, but what they want is actually the ancillary services,” he explained, highlighting a fundamental product-market mismatch that has persisted for decades.

Jia provided concrete examples of how data analytics and Internet of Things (IoT) technology can unlock hidden energy resources within TVA’s transition to a dynamic, two-way power grid. His most striking revelation involved the untapped potential of distributed energy storage already present in Tennessee homes: “I did a quick back-of-the-envelope calculation, just [the] average size of [a] hot water tank, [the] average number of households, and turns out that we’re looking at orders of magnitudes of about 9 gigawatts of energy is stored inside just hot water tanks inside the state of Tennessee.” This example illustrated how granular IoT controls could transform ordinary household appliances into distributed energy resources, enabling systemwide load integration across demand, consumption and generation. Jia also showcased sophisticated EV mapping data for Nashville, demonstrating how utilities can use geographic analysis to predict infrastructure needs and optimize load distribution at a hyperlocal level.

Looking ahead, Jia painted an optimistic picture of collaboration between utilities and tech companies, making the case that both sectors share fundamental needs for reliable infrastructure and peak management, creating opportunities for partnership rather than competition. “Can you — the utilities — find a way to leverage these deep-pocket tech companies for the purpose of public interest and improve the local community?” he challenged the audience. With data centers expected to represent 10 percent of the electric customer base by 2030, Jia emphasized that successful collaboration will be essential for maintaining public benefit while accommodating explosive growth in AI and computing demands.

Jia concluded his presentation with an unexpected flourish: reading a ChatGPT-generated parody of The Night Before Christmas tailored specifically to the TVPPA audience and demonstrating AI’s creative potential while reinforcing Jia’s message that through technological evolution, electric utilities continue to serve the timeless mission of providing comfort, convenience and quality of life to their communities.

Other Conference Highlights

Workforce development took center stage at this year’s conference with a panel moderated by TVPPA EVP and Chief Strategy Officer Danette Scudder. The discussion featured four utility leaders sharing strategies for recruiting, training and retaining talent across generational divides and Valley-wide challenges.

Scott Hendrix, CEO of Tombigbee Electric Power Association in Tupelo, Miss., highlighted creative community engagement through his organization’s “splicing rodeo,” where winners earn scholarships to local community college programs. Meanwhile, Jaerica Troutt, Director of HR and Administrative Services from Gallatin Department of Electricity, emphasized the transformation in their community presence: “Five years ago, we weren’t out in the community as much. Now, we attend career fairs, we are in parades, we support our local STEM schools and send linemen to school events.”

The panelists stressed that community visibility builds trust and relationships. Jason Kirkland, General Manager of Guntersville EPB in Alabama, runs the successful PULSE Student Academy, giving local high school students two semesters of credit while they learn about municipal utilities. Britt Dye, CEO and General Manager of Fayetteville Public Utilities, has hired three graduates from their Student Utility Board program into cybersecurity, marketing and dispatch roles.

Beyond recruitment, the discussion emphasized ongoing professional development and cross-training as retention strategies. “Make sure your employees have opportunities to grow; don’t put a cap on their ability to succeed,” said Kirkland. Hendrix shared how cross-training customer service staff on fiber operations improved member communications, while Troutt noted that GDE provides salary bumps for each TVPPA certificate employees earn.

Cross-training emerged as a critical component of succession planning, with Dye noting its importance for organizational continuity. Scudder highlighted FPU’s strategic approach from the moderator’s chair: “One key aspect of [FPU’s strategic plan] was to develop a matrix of what future retirements look like and to identify pathways of growth for other employees.”

Perhaps most memorably, Hendrix illustrated the importance of valuing employees and their families through a powerful example: When an employee’s grandfather with dementia went missing, Hendrix deployed every available truck to join the search effort. “While our crews didn’t find him, he was found by searchers on horseback very near to where we were searching, and he was OK. But it was important to let our people know how much they and their families matter.”

A Safety Moment

Following the annual Distributors Insurance Honors Luncheon, Meriwether Lewis Electric Cooperative President and CEO Keith Carnahan delivered a powerful safety reminder by sharing dramatic footage from a substation incident that transformed a routine maintenance task into a nightmare scenario. What began as a simple job — topping off a power transformer with oil — quickly escalated when a worker, frustrated and working alone, attempted to disconnect a pressurized line. The resulting oil spill onto hot equipment created an explosive flash fire that destroyed two trucks, burned equipment to the ground and required multiple fire departments to extinguish.

Carnahan’s sobering message resonated throughout the conference: Even the simplest tasks demand strict adherence to safety protocols. The worker, though physically unharmed by the flash, was injured in his fall and shouldn’t have been working alone. The incident burned for more than 12 hours, destroyed critical infrastructure, including TVA transmission lines, and left the cooperative facing a nine-month delay on an already delayed transformer replacement. “Safety can’t be taken with a grain of salt,” Carnahan emphasized, urging attendees to review emergency action plans with local fire departments and train personnel on potential scenarios.

Managing Organizational Change

Good naturedly noting the challenges of speaking after lunch, Dr. Trish Holliday, VP and Chief People Officer, and Brent Baker, VP and Chief Customer and Innovation Officer, from Nashville Electric Service discussed how their organization is navigating significant organizational transformation.

They highlighted how their approach to change management centers on building trust and relationships rather than forcing compliance. The duo emphasized that successful change requires getting employees involved in the process from the beginning, as demonstrated through their implementation of a new time tracking system. “We didn’t just come in, plug the system in and announce that we have a new way of tracking time. We actually got buy-in because we had people around the table talking about, well, ‘what about this scenario, and what about this scenario?’” Holliday explained.

The speakers introduced the concept of “shifting” rather than traditional change management, focusing on helping employees shift mindsets and perspectives. They stressed the importance of leadership alignment at all levels, noting that mixed messages from management can undermine transformation efforts. Holliday shared her experience conducting focus groups with more than 100 employees to understand why engagement survey scores showed low recognition despite numerous company appreciation efforts. This direct engagement approach led to breakthrough insights about employee needs and expectations.

Baker detailed their contact center transformation, where they moved from answering 60-to-70 percent of calls within 60 seconds to achieving 80 percent of calls answered within that timeframe. The key was working alongside employees to establish clear expectations and schedules. “We took more calls than we had in four years. We answer our phone calls faster than we had in like 12 years, and we set record after record,” Baker reported. This foundation proved crucial when implementing their new Oracle customer information system, allowing them to recover service levels within three to four weeks rather than the typical monthslong adjustment period.

The presentation concluded with their “Return on Management” (ROM) formula, which tracks where leadership energy is spent during change initiatives. If too much time is devoted to resistors rather than supporters and adopters, the change plan becomes disrupted. Their call to action emphasized that utilities cannot simply “push everything into submission” but must build trust and gain respect to move change forward successfully. As Baker noted, drawing from a visit to the Nashville Aviary, effective change management requires the same patient relationship-building that bird handlers use: creating an environment where people choose to participate rather than being forced to comply.

Capacity, Valley Vision and TVA’s New CEO

In a conversation moderated by TVPPA President and CEO Doug Peters, Kevin Doddridge, CEO of North Central Mississippi Electric Power Association and NRECA Board member, joined APPA Chair and Littleton Electric GM Nick Lawler to tackle the rising urgency of capacity challenges across the nation.

Both leaders agreed that these aren’t just isolated or regional concerns. From the Tennessee Valley to New England and Texas, utilities are staring down the common threats of aging infrastructure, rapidly growing demand, extreme weather and inconsistent policy guidance. Doddridge and Lawler called attention to “gray swan” events — unpredictable but entirely plausible scenarios, like Winter Storm Elliott, that bring system vulnerabilities into sharp focus. Both warned that another such event, especially in the next five years, isn’t just possible — it’s likely.

The conversation also underscored the complex interplay between long-term planning and short-term fixes. Doddridge urged public power providers to stay focused on foundational work like maintaining systems, planning decades ahead and refusing to let emergency tools become everyday solutions. Lawler echoed that call while describing how local investments like tree trimming, battery storage and peak shaving generators are helping municipal systems stay nimble. Still, both men agreed that utilities can’t shoulder the burden alone. They stressed the need for a national energy policy and encouraged Valley leaders headed to Washington to speak plainly about the risks of inaction, the consequences of short-term thinking and the need to balance innovation with reliability.

Above all, the panel emphasized the value of relationships. As Doddridge put it, trust and communication are essential not just for managing a crisis but for avoiding one altogether. “Reliability used to follow affordability,” he said, “but now, reliability is the priority.”

Next up, Jeremy Fisher, TVA Chief Commercial and Customer Officer, outlined TVA’s Valley Vision initiative as a strategic response to accelerating growth and the unprecedented cost pressures facing the utility sector.

He stressed that the program addresses the stark economic reality that TVA cannot sustainably purchase power at 16 cents per kilowatt-hour and sell it for 8 cents with equipment costs rate pressures mounting. Fisher emphasized that this challenging environment requires new thinking beyond traditional bulk generation and transmission investments, potentially opening opportunities for local power companies to own generation and gain greater system autonomy.

Fisher went on to discuss how Valley Vision operates through three core work streams designed to transform TVA’s partnership model with local utilities. The first focuses on evolving load service products and pricing structures to enable greater autonomy for local power companies, including generation ownership opportunities. The second emphasizes standardizing technology deployment across the system to achieve economies of scale and avoid redundant efforts. The third concentrates on collaborative systemwide planning to balance capacity needs without over- or under-building, which Fisher acknowledged as new territory requiring innovative approaches learned from markets like ERCOT and smaller cooperatives.

The initiative has transitioned from an 18- to 24-month exploratory phase into active implementation since August. Fisher noted that while the current lack of board quorum will delay formal approval of new contractual and rate structures, momentum continues with plans to present unified solutions once the board reaches full capacity. The program includes specific focus on battery energy storage technology and ongoing collaboration through TVPPA committee structures to ensure broad stakeholder engagement.

CEO Don Moul’s Strategic Vision and Plans

Closing out the conference, new TVA CEO Don Moul presented TVA’s comprehensive strategy for managing unprecedented growth while maintaining operational excellence and financial discipline.

Moul’s vision centered on driving regional prosperity through excellence in operations, financial stewardship and commitment to TVA’s fundamental mission of providing low-cost, reliable and resilient power as a catalyst for economic development. Moul outlined three distinct categories of proactive response to demand growth: extending current asset life and building new capacity, strengthening financial health, and investing in system resiliency and innovation.

TVA’s massive capital expansion represents one of the largest construction programs in the agency’s history, with plans to add 500 to 1,500 megawatts annually through 2027. Additionally, TVA is reevaluating coal unit lifespans following recent regulatory changes, extending hydro unit life by 40 years through systematic upgrades and investing $3.8 billion over five years in transmission grid expansion.

Moul also emphasized TVA’s leadership in nuclear innovation, particularly through the Clinch River small modular reactor project, where TVA recently submitted its construction permit application to the NRC, stating that this comprehensive approach positions TVA to meet growing demand while maintaining its role as a catalyst for regional economic development and energy security.

Join Us in 2026

TVPPA’s 80th Annual Conference will be held next May in Louisville, Ky. TVPPA Regular Members who attended this year’s conference may request recordings of the sessions by emailing Madison Smith at msmith@tvppa.com.

As pressures on America’s electric grid continue to intensify, the need for smart, creative solutions that extend to bridge the gap between energy demands and potential generation shortfalls becomes ever more apparent. With population growth that is twice the national average, continued economic development needs, the increased energy demand from data centers, and consistently more intense weather patterns that drive up power usage, the Tennessee Valley is becoming a living laboratory for testing many of these solutions.

From the use of existing demand reduction techniques like voltage regulation to executing big ideas like the planned ethane-burning Whitehorn Creek Generation Plant being built by Holston Electric Cooperative (see page 18), local power companies (LPCs) across the Valley are leading the way in identifying and exploring cutting-edge ideas and new technologies that may hold the key for building and sustaining a more resilient and efficient electric grid. And with new options under TVA’s flexibility model, new battery storage technologies, plus an increasing number of controllable devices among the Internet of Things (IoT), opportunities continue to emerge for LPCs to utilize a variety of distributed energy resources (DERs) to help manage their system load and offset peak demand. In fact, incorporating DERs has been identified as critical to meeting the energy needs of the Valley and is one of the three core workstreams inside the Valley Vision initiative. During TVPPA’s Annual Conference in May, TVA Chief Commercial and Customer Officer Jeremy Fisher discussed the work of the Valley Vision DER work stream group and, in particular, highlighted their identification of battery storage technologies as a key element demanding greater focus. “It’s not for everybody, but on many of your systems, it does introduce potential financial benefit and increasing reliability and resilience, particularly when you’ve got those [kinds] of more rural radial feeds,” Fisher said.

Enabling DER Integration

Of course, integrating any type of DER into a distribution system requires careful thought, planning and the right system capabilities to effectively monitor, manage or optimize systems in real time.

To ensure LPCs have a framework for effectively executing DER projects, TVA recently introduced the Capabilities Progression Model (CPM): a strategic framework developed to guide LPCs in identifying and maturing the capabilities necessary to operate the grid of the future. Designed collaboratively with LPCs, the CPM ensures that utilities across the region have an identified pathway to modernize operations, optimize infrastructure and ultimately contribute to a more resilient and efficient energy system.

According to Jason Krupp, TVA Senior Consultant, “The CPM outlines 18 capabilities grouped into four stages of progression: enabling, planning and assessing, value generating and enhancing. At the heart of the CPM is the recognition that foundational, or enabling, capabilities are essential prerequisites for more advanced grid functions.”

Enabling capabilities form the foundational building blocks for more advanced grid functions. These capabilities include telecommunications and grid situational awareness and are the prerequisites for more complex capabilities like grid optimization and DER incorporation and optimization. They help unlock more advanced capabilities, leading to added benefits and value for the utility and its enduse customers. These enabling capabilities are especially critical for supporting and leveraging DERs, such as solar and battery energy storage systems, electric vehicles (EVs) and demand response programs. Without these foundational elements, LPCs cannot effectively monitor, manage or optimize systems in real time, which is critical for leveraging the full potential of DERs.

The next step in TVA’s CPM is planning and assessing capabilities that help a utility better understand and plan its system. For example, system modeling improves the ability to adapt to extreme weather events, understand options for alternatives and enable locational elements of DER and load.

Value generating capabilities enable a utility to better optimize and control their system to provide better service to the end-use customers as well as support the bulk electric system. Enhancing capabilities provide the opportunity for LPCs to extract more value out of the existing operational systems and capabilities across the enterprise.

As LPCs build enabling capabilities, achieving capabilities in the following three stages will become easier. For example, grid situational awareness is an enabling capability and refers to LPCs’ ability to monitor and report on their distribution system in real time. Grid optimization, a value generating capability, uses the information uncovered and sourced through grid situational awareness to optimize the performance and efficiency of the grid. To accomplish grid optimization, LPCs must first have achieved some level of grid situational awareness.

The CPM also introduces two key benchmarks: the Valley Standard (VS) level, which sets the minimum recommended threshold for each capability, and the Valley Transformational Level (VTL), which details activities and objectives that optimize a capability, enabling stakeholders to benefit more from the value it offers. Achieving the VS is a critical first step for all LPCs regardless of size, geography or financial constraints. It ensures a consistent baseline across the region, enabling coordinated progress and shared benefits.

Getting Started

The CPM provides structured pathways for LPCs to modernize operations and support the integration of DERs, and it supports LPCs of all sizes:

Small LPCs

Small LPCs, especially those serving rural or low-density areas, face unique challenges such as limited budgets, aging infrastructure and fewer technical staff. For these utilities, foundational capabilities like telecommunications and grid situational awareness are critical enablers. These allow even the smallest LPCs to monitor their systems in real time, respond to outages efficiently and begin integrating DERs like rooftop solar or community storage.

Medium-Sized LPCs

Typically, these LPCs straddle the line between rural and urban service areas, requiring a flexible approach to capability development. For example, system modeling and other planning and assessing capabilities help medium LPCs adapt to extreme weather, optimize DER placement and manage load growth. Achieving the VTL in key areas like grid optimization or customer experience management enables these LPCs to deliver more value to their communities while supporting regional grid stability.

Larger LPCs

Larger LPCs are often at the forefront of grid modernization and DER integration due to customer interests and grid constraints. With more resources and complex infrastructure, they are well-positioned to lead the way in achieving VTL across multiple capabilities. However, even these utilities must ensure that foundational capabilities are in place to support advanced functions like real-time grid control, DER orchestration and customer-facing energy tools. The CPM encourages large LPCs to serve as regional anchors — demonstrating best practices, piloting new technologies and sharing insights that benefit smaller peers. Their progress is essential to achieving Valley-wide transformation, as their scale can drive significant improvements in grid resiliency, efficiency and flexibility.

LPCs Leading the Way

Currently, 107 LPCs have signed flexibility agreements with TVA and 34 generation projects have been approved. Meanwhile, a growing number of LPCs are exploring load management projects ranging from dispatchable voltage regulation and controllable hot water heaters to battery storage technologies and the integration of a variety of other DERs with huge potential for supporting load reduction needs.

Gibson Electric Membership Corporation Explores Innovative Approach

Gibson Electric, with a service area covering parts of northwest Tennessee and southwest Kentucky, serves a rural area that includes a large agricultural base. Rising temperatures and changing rainfall patterns, leading to more frequent and intense droughts, have led to a sharp nationwide increase in the need for irrigation. This, in turn, has increased electricity demand. In 2023, on-farm irrigation in the United States consumed 26.2 TWh of electricity. “Over the last decade, we have had more than 200 irrigation systems built in our service area. These run during summer peak periods, and we’ve seen a direct correlation between the irrigation systems and our peak demands in the summer months,” said Barry Smith, Gibson VP of Engineering and Operations.

To help reduce the impact of those irrigation systems on their peak demand, Gibson Electric is exploring a demand response program centered on optimizing the demand created by irrigation pumps/wells.

The project, currently in its beta phase, came out of a teamwide effort to find new ways to reduce wholesale power costs and help co-op members reduce their retail power costs. To enroll members in the project, Gibson representatives are making direct contact with their members with irrigation systems. “We are also working with vendors that supply irrigation systems to get them on board so they can help us explain the value of the program to our common customers,” according to Smith.

Peak demand for irrigation systems is during late summer afternoons. Demand response, according to VP of Technical Services Charles Phillips, will be “utility directed and partially automated.”

“We will use historical AMI data to perform data analysis and forecasting then utilize our fiber-to-premises network to execute the demand response,” he added.

Smith and Phillips believe there are additional benefits of participation that can further incentivize their members to participate in the program beyond any retail savings. Although the Gibson Electric project is loosely based on projects executed by cooperatives in the Midwest that are using demand response for irrigation, Phillips said, “What makes our project unique is we are trying to utilize our fiber-to-the-premises network to provide additional incentives for participation in the program. We are testing monitoring equipment on the irrigation systems to help members reduce the risk of theft. Providing that additional monitoring capability and protecting members’ assets [provide] economic value.”

He went on to say, “We think it’s going to reduce peak demand and improve our operational efficiency. By reducing the peak, we reduce the losses.”

Blue Ridge Mountain Electric Membership Corp. Joins Consortium with Volunteer Energy Cooperative, North Georgia Electric Membership Cooperative to Explore Battery Storage

Blue Ridge Mountain EMC, along with VEC and NGEMC, was tapped as part of a grant initiative by the Appalachian Regional Commission (ARC) that will help rural electric utilities and energy supply companies deploy smart grid technologies to better serve their communities and address challenges such as the rolling blackouts that have impacted consumers across the country during times of peak energy usage. The ARC is an economic development partnership between the federal government and 13 states across Appalachia.

Daniel Frizzell, BRMEMC Director of Engineering, said, “Volunteer Electric Cooperative initiated this partnership and invited us and North Georgia EMC to be a part of the multistate grant application. We are representing the state of North Carolina.”

The overarching goal of the project, according to Frizzell, is to study the impacts of DERs on distribution systems. Tennessee Technological University is also participating in the consortium, modeling data using a dedicated computer platform called HILLTOP, created by Tennessee Tech and Massachusetts Institute of Technology (MIT). Experiments will be performed with new technologies in a real-time simulated environment so that electric utilities can provide cost-effective testing and solutions prior to the implementation.

The battery storage project won’t be BRMEMC’s first venture into integrating DERs. “Our board had asked our general manager to look at opportunities for alternative generation and encouraged us to take advantage of our flexibility option, and we’ve utilized some previous grant funding to implement a 1 MW solar project on our campus.”

ARC is particularly interested in non-lithium battery storage solutions and wants to encourage demand for battery manufacturing in Appalachia because many new battery technologies use materials that are abundant in the Appalachian region, including iron and ethane.

Under the requirements of the grant, BRMEMC must find and test a suitable alternative battery storage technology. Frizzell and his team have a list of around 30 vendors they are researching to find the best fit. Blue Ridge plans to use a battery storage array for load shaving, charging the batteries during non-peak hours and then bringing them online during peaks. “Our goal is to have approximately 2 to 3 megawatts of storage. We are working to find a technology that will give us the best bang for our buck,” Frizzell said.

He also noted that BRMEMC has been an early adopter of many of the technologies necessary to successfully integrate DERs. “About 20 years ago, the state of North Carolina gave tax credits to encourage more solar generation, and that required us to make sure we had the right technology in place. The substation where we plan to site the battery array has SCADA relays in place. With SCADA and high-speed fiber throughout our system, we should have no issues calling up the battery storage when it’s needed.”

He added, “The whole goal for us is providing rate stability for our members. We already execute voltage reduction to help offset peaks and reduce costs; battery storage will just be another tool that allows us to help offset wholesale power costs and protect our members.”

A Team Effort

Efforts like those being explored by Gibson EMC and Blue Ridge Mountain EMC demonstrate that innovation and strategic planning can transform challenges into opportunities. Such initiatives represent more than individual effort — they are part of a larger commitment to building a resilient, efficient and sustainable energy future. With TVA’s CPM providing the roadmap and LPCs across the Valley embracing both foundational improvements and cutting-edge technologies, the region is not just adapting to the grid of the future, it’s actively creating it. The success of these early adopters will help pave the way for broader implementation across the Valley, ensuring that communities of all sizes can benefit from enhanced reliability, reduced costs and greater energy security in the years ahead.

Ensuring Everyone Makes Strides in Grid Capabilities

In Franklin, Tenn., more than 100 participants — including local power company (LPC) representatives, technology vendors and industry experts — gathered for two days at the Grid Situational Awareness Conference to discuss how utilities can effectively modernize the grid.

Hosted by the Tennessee Valley Authority (TVA) and the Tennessee Valley Public Power Association (TVPPA), the event featured expert panels that discussed different ways utilities across TVA’s seven-state region can utilize innovative technologies to do their part in modernizing the grid, which supports TVA’s Valley Vision goal of developing a collaborative, decentralized power system with two-way energy flow.

“Grid modernization is a huge focus for TVA and local power companies across the region,” Jason Krupp, Senior Consultant at TVA, said. “The Grid Situational Awareness Conference was a good way to bring stakeholders to share knowledge and learn from one another, so all of our customers — both big and small — can start making strides in the grid situational awareness capability.”

Partnerships Are Key to Success

During the conference, participants explored how they might expand their capabilities through TVA’s Capability Progression Model — a framework that helps LPCs assess their current capabilities and chart a path toward operating a grid built for the future.

Utility leaders like Chris Jones, Senior Vice President and COO of Huntsville Utilities, and Brandon Wagoner, Vice President of Strategy Execution and Analytics at Middle Tennessee Electric (MTE), recognize the value in this forward-thinking approach.

They’re working alongside other LPCs to develop a more flexible, reliable and cost-effective power grid.

According to Wagoner, these partnerships are essential for identifying scalable solutions and unlocking shared value.

“We’re not all working independently,” Wagoner said. “We can come together and talk about how we can bring down the barrier to entry on some of these technologies.”

During a panel discussion at the conference, Jones and Wagoner shared real-world outcomes from modernization efforts and discussed both challenges and opportunities in enhancing regional situational awareness.

They agreed that grid modernization isn’t one size fits all. Instead, it’s a multifaceted effort, with many initiatives converging to reach a common goal.

“There are many things that are all coming together at the same time to help move Huntsville’s electric system and move the ball forward in terms of grid modernization,” Jones said.

Many Paths Forward – Not a ‘One Size Fits All’

A cornerstone of Huntsville Utilities’ grid modernization strategy is the development of a state-of-the-art operations center.

This facility will provide greater system visibility, increased redundancy through utility and backup power generation, and enhanced resilience during severe weather events.

Paired with the new center are critical technology upgrades, including a next-generation outage management system and a suite of distributed energy resources (DERs). Among them: a 30-megawatt interconnected solar facility and a 4 megawatt-hour battery storage system being deployed at one substation to help offset winter peak demand.

The utility is also adopting advanced tools to improve load forecasting, helping them better anticipate and plan for future energy needs.

“Having day-ahead and week-ahead load forecasting helps with the deployment of our voltage optimization and helps with the deployment of our battery system as we try to manage those peaks,” Jones said. “We see that as a something that will be beneficial for us moving forward.”

MTE is taking a similar approach by investing in emerging technologies to enhance their own grid performance.

Their recent projects include a 1-megawatt battery energy storage system (BESS), designed to cut peak-hour wholesale electricity costs, and the installation of fast EV chargers at their Lebanon, Murfreesboro and Franklin offices.

The goal? Decreasing wholesale costs per kilowatt-hour and extending the life of their current infrastructure, Wagoner said.

“We need the longevity for economic development reasons, but also, we can use the cost savings to justify using new technologies,” he said.

“People in the Valley have been doing demand response for a long time. Now, it’s time to take it to the next level to load shaping; storage is a big part of that.”

Continuous Improvement

For both Wagoner and Jones, grid modernization is ever evolving.

“Everything can be revisited, and there’s going to be new opportunities all the time,” Wagoner said.

Technologies that were once seen as industry disruptors are now viewed as vital tools to move the power grid system forward.

And MTE is looking to be opportunistic about these emerging technologies, leveraging them in ways that raise their system load factor and extend the infrastructure life, Wagoner said.

“All LPCs are different and have their own hurdles and challenges, and TVA has its own,” he said, “but there are some things that we can all rally around and identify as similar problems. There are ways to leverage DERs so that they’re not just benefiting MTE but also TVA and others.”

Huntsville Utilities is also laying the groundwork for wider DER adoption.

The utility is expanding its robust fiber network into more rural areas and upgrading substation infrastructure to accommodate new DERs.

Through its centralized operations center and modernized substations, Huntsville is preparing to scale up battery storage to meet evolving demand.

“We see batteries probably playing a bigger role for us in the future,” Jones said. “We’ve got a lot of winter peak load — and being able to charge those batteries at night and then discharge those and reduce that peak helps us from a system standpoint [and] also from a billing standpoint.”

Huntsville Utilities is also exploring new technologies through community partnerships, including an agreement with a nearby Army base that serves as a testing ground for innovative solutions before they’re deployed to the grid.

For LPCs beginning their own grid transformation journeys, Jones offers this guidance: Start with proven business cases like supervisory control and data acquisition (SCADA) systems and advanced metering infrastructure (AMIs). But above all, lean on one another through the process.

“If you’re working on a project that looks similar to what Huntsville is doing, certainly reach out,” Jones said. “We’d love to share our experiences, and I think that’s true across the board in the Valley.”

Raising the Bar, Together

That spirit of collaboration is also seen at MTE. For the utility, member satisfaction is more than just a metric.

It’s a reflection of trust.

And building that trust is essential, especially as new technologies continue to emerge. While some innovative solutions demonstrated across the industry don’t yet have a clear cost-benefit justification, MTE is preparing for the moment they do.

“As soon as they do, we have to have enough trust in our membership for them to say, ‘Yes, I will participate,’” Wagoner said. “Even the best strategies and programs don’t succeed without cooperation.”

That’s the focus at MTE: cultivating a strong, informed member base that understands the cooperative’s commitment to work hand in hand in doing what’s best for its communities.

And TVA echoes that sentiment.

“This isn’t just a single activity TVA is doing to drive advancement,” Krupp said. “Our goal is to have as many LPCs as possible engaged in regional progress so we can better understand current grid capabilities and where key investments are needed.”

It’s all part of TVA’s Valley Vision strategy for a more resilient and collaborative power system. By aligning with LPCs across the region, Valley Vision aims to identify the right technologies and partnerships required to meet the region’s growing energy demands.

The initiative’s DER workstream is already making strides, modernizing the public power model and preparing it for the future.

In reaching that goal, events like the Grid Situational Awareness Conference play a critical role. The gathering sparked important discussions, offered a clear snapshot of current grid conditions and highlighted key areas for improvement.

The insights from this event, along with findings from this summer’s Capability Assessment — a review of LPCs’ grid capabilities to identify key investment needs — will inform future investments and guide the continued evolution of the Valley’s grid, ensuring it’s ready to meet the needs of tomorrow.

The Community Service Award 

This award recognizes organizations that consistently go above and beyond to serve their employees, customers, and communities. The award recipients were:  

• CDE Lightband
• Erwin Utilities Authority
• Paris Utility Authority

The Power of Excellence Award 

This award honors senior staff, legal counsel, board members, elected officials, and others who have made exceptional contributions to utility systems, TMEPA, or public power nationally. The award recipients were:

• JT Northcutt, Tullahoma Utilities Board
• Laura Smith, Nashville Electric Service

Outstanding Service Award

Kendall Bear, General Manager of Rockwood Electric Utility, received the Outstanding Service Award, the highest honor a system leader can receive from TMEPA. This award recognizes a leader with over a decade of experience who has made lasting contributions to public power, demonstrated exceptional leadership, and shown a strong commitment to TMEPA. 

Public Power Employee of the Year

This award honors employees who exemplify exceptional leadership, dedication, and impact, both within their utility and in their communities. Their contributions highlight the strength and heart of public power in Tennessee. The award recipients were:  

• Teresa Boren, McMinnville Electric System
• Leonard Leech, Nashville Electric Service
• Jaerica Troutt, Gallatin Department of Electricity
• John Gresham, Knoxville Utilities Board

Congratulations to all of this year’s award recipients! We commend them for their commitment to public power and excellence in their respective fields. 

This decision allows us to explore new ways to deliver value to our members. In the meantime, we highly recommend grabbing a copy of our print directory—it’s packed with member information and is a great tool for staying connected. In fact, the print directory contains more detailed information than was available in the app. 

Good news: This does not affect our Conferences App.

We're always working on ways to serve you better and are exploring next steps for digital tools. Thank you for your continued support.

Huntsville Utilities, faced with rising electricity demand during extreme weather, is deploying its first large-scale battery energy storage system to effectively manage grid load during periods of extreme weather. Supported by a DEED grant, Huntsville deployed a 1.9 megawatt / 3.8 megawatt-hours megapack at its Stringfield substation. The system will store electricity during off-peak times and discharge during peak demand periods and will relieve stress on transformers and grid equipment by reducing overloads. The initiative leverages analytical machine learning and optimization algorithms to identify peak demand and develop the most cost-effective operational cycles. This approach reduces strain on the transformer, curbs outages, cuts emissions, improves reliability and resiliency, and effectively manages extreme peak demand in a sustainable and financially viable way.

The rodeo kicked off on the afternoon of May 30 with a flag-raising ceremony by MTE lineworkers. Seniors and Individual Journeymen competed on May 30, and Team and Apprentice events took place on May 31. On the evening of May 31, competitors were recognized and rewarded for excellence in safety, skill, and knowledge in their field at an awards banquet held at the Embassy Suites Murfreesboro. The results from each category are as follows:

Apprentice Events

Written Test
1st Place: Daniel Watson, Sevier County Electric System
2nd Place: Devin Smith, Sevier County Electric System
3rd Place: Michael Farragut, Sevier County Electric System

Hurtman Rescue
1st Place: Clay Webb, Southwest Tennessee EMC
2nd Place: Nathan Robertson, Middle Tennessee Electric
3rd Place: Dylan Vinson, CDE Lightband

Fused Cut-Out Relocation
1st Place: Preston Campbell, Middle Tennessee Electric
2nd Place: Dylan Vinson, CDE Lightband
3rd Place: Chris White, Jackson Energy Authority

Crossarm Cut-Out Relocation
1st Place: Trey Hatch, Jackson Energy Authority
2nd Place: Briceton Turner, Memphis Light, Gas and Water
3rd Place: Alex Kee, Benton County Electric

Pole Top Insulator Change Out
1st Place: Dylan Vinson, CDE Lightband
2nd Place: Jacob Stewart, CDE Lightband
3rd Place: Trey Hatch, Jackson Energy Authority

Overall Apprentice
1st Place: Jacob Stewart, CDE Lightband
2nd Place: Dylan Vinson, CDE Lightband
3rd Place: Chris White, Jackson Energy Authority
4th Place: Tyler McClendon, Middle Tennessee Electric
5th Place: Zeb Ferguson, Huntsville Utilities

Team Events

Hurtman Rescue
1st Place: Huntsville Utilities, Team 14
2nd Place: Middle Tennessee Electric, Team 8
3rd Place: Huntsville Utilities, Team 16

Storm Restoration
1st Place: Huntsville Utilities, Team 14
2nd Place: Nashville Electric System, Team 25
3rd Place: Southwest Tennessee EMC, Team 4

Mystery
1st Place: Nashville Electric System, Team 25
2nd Place: Huntsville Utilities, Team 14
3rd Place: Nashville Electric System, Team 24

Relay Challenge
1st Place: Middle Tennessee Electric, Team 8
2nd Place: Southwest Tennessee EMC, Team 4
3rd Place: Nashville Electric System, Team 25

Overall Teams
1st Place: Nashville Electric System, Team 25
2nd Place: Nashville Electric System, Team 24
3rd Place: Middle Tennessee Electric, Team 8
4th Place: Southwest Tennessee EMC, Team 4
5th Place: Middle Tennessee Electric, Team 13 

Individual Journeyman Events

Hurtman Rescue
1st Place: Logan Barber, Southwest Tennessee EMC
2nd Place: Wesley Brown, Benton County Electric
3rd Place: Branson Hammrich, Middle Tennessee Electric

Arrester Change Out
1st Place: Logan Barber, Southwest Tennessee EMC
2nd Place: Ryan Calderon, Jackson Energy Authority
3rd Place: Wesley Brown, Benton County Electric System

Single Phase Reclosurer Bypass
1st Place: Logan Barber, Southwest Tennessee EMC
2nd Place: Bryan Long, EPB of Chattanooga
3rd Place: Wesley Brown, Benton County Electric System

Cross-Arm Cut-Out Relocation
1st Place: Ryan Calderon, Jackson Energy Authority
2nd Place: Wesley Brown, Benton County Electric
3rd Place: Branson Hammrich, Middle Tennessee Electric

Overall Journeyman
1st Place: Wesley Brown, Benton County Electric System
2nd Place: Branson Hammrich, Middle Tennessee Electric
3rd Place: Manny Bibian, Middle Tennessee Electric
4th Place: Elijah Stearns, Southwest Tennessee EMC
5th Place: Bryan Long, EPB of Chattanooga

Senior Events

Hurtman Rescue
1st Place: Scott Deese, CDE Lightband
2nd Place: Michael Diggs, Middle Tennessee Electric
3rd Place: Jimmy Young, Southwest Tennessee EMC

Fused Cut-Out Relocation 
1st Place: Chris Gossett, Middle Tennessee Electric
2nd Place: Michael Diggs, Middle Tennessee Electric
3rd Place: Tommy Barksdale, Nashville Electric System

Tie Event
1st Place: Tommy Barksdale, Nashville Electric System
2nd Place: Chris Gossett, Middle Tennessee Electric
3rd Place: Michael Diggs, Middle Tennessee Electric

Overall Senior
1st Place: Tommy Barksdale, Nashville Electric System
2nd Place: Michael Diggs, Middle Tennessee Electric
3rd Place: Durood Burks, Nashville Electric System
4th Place: Scott Deese, CDE Lightband
5th Place: Darin Parker, Paris BPU

Congratulations to each of our members and their talented lineworkers who showcased their dedication and skill within their essential field of work.

Established in 1980 and renamed in 2004 to honor retiring TVPPA President and CEO Dick Crawford, the award honors any CEO or General Manager of a TVPPA member system who has been active in TVPPA, as well as other Valley electric utility activities, and meets these criteria:

• Exceptional leadership and service contributions to TVPPA and to consumer-owned power locally and in the Tennessee Valley region;
• Unusual devotion to duty;
• Recognition by the nominee’s peers;
• Contribution to the betterment of the community and the Tennessee Valley region.

Kimbell's passion for service is exhibited in all his roles in the community and the committees he has served on. He has served as president of his local Rotary Club, president of our Central District Manager’s Association, been on the TVPPA R&D committee, the chair of the Tennessee Municipal Electric Power Association (TMEPA) E&O committee, president of the TMEPA board, serves on the TVPPA board, and launched a one of a kind leadership program, Valley Public Power Leadership Academy. This leadership program shows his true commitment to the public power model. 

Wes Kelley, President and CEO of Huntsville Utilities and 2023 DSA recipient, presented Kimbell with TVPPA’s highest honor at this year's Annual Conference. 

"He does not have the ability to be anything other than sincere and respectful in every relationship," said Kelley during the award ceremony. "Mark is the first to tell you when you do a good job, and also honest enough to let you know when an improvement is needed. After over 40 years in this industry, Mark still has a passion to serve each and every day and forge relationships throughout the Tennessee Valley."

Ideal for busy professionals, microlearning delivers content in short, focused bursts—typically just a few minutes long—designed to target specific skills or topics. This makes it easier to fit learning into the flow of the workday and improves retention by focusing on one concept at a time. 

We invite you to explore the BizLibrary course catalog, which includes curated lists that may hold specific interest for your needs. 

Ready to get started or want to learn more? Click on "Member Perks" under the Membership tab at the top of our website, then click "BizLibrary." Or, email our BizLibrary representative to explore how microlearning opportunities can support your organization today.

This year's EO&T Conference will be held August 27-29 in Chattanooga, Tennessee, at the Chattanooga Convention Center.

In addition to three days of content and connection with peers, this distinct event includes an expansive trade show of 100+ industry vendors designed to assist utility engineers, operations professionals, and others working to keep their communities powered for life and work.

Preconference tours, workshops, lightning round conversations, general and breakout sessions, and vendor-led solution centers forge a purpose-filled event for those in attendance. Professional Development Hours are available for professional engineers.

Register today. 

The Azbees, now in their 47th year, recognize editorial excellence in B2B media. TVPPA Magazine won a Bronze Regional Award in Print Article Design for "Shaping the Future: Workforce Strategies for Tomorrow's Energy Needs" in the Fall 2024 Workforce Development Issue.

Congratulations to all the other winners, and thank you to our partner, Innovative Publishing, for helping us advocate for public power utilities and the communities they serve.

APPA’s safety awards recognize utilities’ incident rates and the overall state of their safety programs and culture. More than 200 utilities from across the country entered the annual Safety Awards. Entrants were placed in categories according to their number of worker-hours and ranked based on the incident-free records and overall state of their safety programs and culture during 2024. A utility’s incidence rate, is based on its number of work-related reportable injuries or illnesses and the number of worker-hours during 2024, as defined by the Occupational Safety and Health Administration (OSHA).

Congratulations to the following TVPPA members for excellence in safety in 2024:

• BVU Authority, Va. (Diamond)
• Bristol Tennessee Essential Services, Tenn. (Diamond)
• CDE Lightband, Tenn. (Diamond)
• Clinton Utilities Board, Tenn. (Diamond)
• Huntsville Utilities, Ala. (Diamond)
• Jackson Energy Authority, Tenn. (Diamond)
• Knoxville Utilities Board, Tenn. (Diamond)
• Milan Public Utilities Authority, Tenn. (Diamond)
• Ripley Power and Light, Tenn. (Diamond)
• Tullahoma Utilities Authority, Tenn. (Diamond)

We spoke with Sam Whelan, Vice President of Finance at HCE, to learn more about their forward-thinking initiatives and what they’ve learned along the way.

PROGRAM DEVELOPMENT

Q: What was the inspiration behind developing programs like Peak Time Payback and Power+? Were they modeled after similar initiatives elsewhere, or were they uniquely designed for HCE’s members?

Whelan: We designed these programs to meet the specific needs of our cooperative members while leveraging structures that have been successful elsewhere. The key was identifying programs that provide distributed, flexible and controllable loads and resources.

Peak Time Payback (PTP) and Power+ allow members to engage at different levels while helping HCE manage power supply costs. Participants receive bill credits when they reduce usage or allow us to control their batteries, and the entire cooperative benefits from the resulting savings. These programs also enhance system flexibility, which is increasingly important as we integrate more renewables.

MEMBER ENGAGEMENT

Q: How have cooperative members responded to these programs? Do you have any participation data?

Whelan: PTP has been very popular because it’s a win-win — members earn bill credits when they reduce usage during peak periods, but there’s no penalty if they don’t. Power+ is more of a commitment, as it requires members to install batteries and allow HCE to control them. Those who participate recover some of their investment through bill credits.

Currently, we have about 3,500 members in PTP and 2,500 in PuRE, our voluntary renewable energy purchase program. Power+ has about 200 participants. While lower, that number is growing as more battery options become available through our Distributed Energy Resource Management System (DERMS) provider.

PROMOTION STRATEGIES

Q: What methods have been most effective in promoting these programs?

Whelan: One of our best outreach methods for Power+ has been partnering with local solar installers. They inform customers about our programs and direct them to our website, which has detailed information.

Our community relations team has also used multiple channels, including local newspapers, radio, social media and our monthly e-newsletter. We’ve had great success with in-person engagement, such as tabling at local events and hosting our own. Offering incentives, like an e-bike giveaway for members who sign up for PTP or PuRE, has also boosted participation.

PEAK TIME PAYBACK MECHANICS

Q: How does the Peak Time Payback program work? How are peak times determined, and what incentives do members receive?

Whelan: Peak Time Payback (PTP) is a voluntary program that rewards members for reducing their electricity use during high-demand periods. Our team monitors Colorado’s electrical system and forecasts when peak demand events are likely to occur. When we anticipate a peak event, we notify enrolled members via text or email, giving them the opportunity to adjust their energy usage.

Participation is completely optional — there’s no penalty if a member doesn’t reduce their usage. However, those who do cut back during the designated time frame receive a bill credit of $0.75 or $1.50 per kilowatt-hour, depending on the event type. We calculate the reduction by comparing their energy use during the event to their average consumption over the past 10 days (or the previous two weekends for weekend events).

“PTP has been very popular because it’s a win-win — members earn bill credits when they reduce usage during peak periods, but there’s no penalty if they don’t.” – Sam Whelan

The program provides benefits beyond just the participating members. By lowering demand during peak periods, HCE reduces its wholesale power costs, which helps keep rates stable for all members. PTP also encourages energy efficiency without requiring members to purchase new technology. So far, 3,500 members have enrolled, making it a simple but effective way for members to engage in energy management while saving money.

LOAD MANAGEMENT IMPACT

Q: Have time-of-use programs influenced energy consumption patterns? How has this affected grid stability and efficiency?

Whelan: Our direct control (Power+) and dynamic rate (PTP) programs have been the most successful in shifting load. Our goal is to manage 8 megawatts (MW) of load by the end of 2025.

Currently, we’re using these programs primarily to lower costs for members rather than for distribution system stability. However, as more members install batteries and adopt time-of-use rates, we’re seeing increased interest in self-consumption strategies — charging batteries when renewable generation is high and using stored energy during peak demand times.

RENEWABLE INTEGRATION

Q: How does the PuRE program work, and what role does it play in supporting renewable energy?

Whelan: PuRE is a voluntary renewable energy credit (REC) purchase program that allows members to match their electricity use with 100 percent renewable energy. While HCE is already making significant progress toward a fully renewable power supply, PuRE gives members the option to accelerate their personal transition by directly supporting clean energy.

By enrolling in the program, members purchase RECs, which certify that their electricity consumption is offset by renewable generation. These credits come from wind, solar and other renewable sources, ensuring that participants are contributing to a cleaner grid. While the program doesn’t change the physical electrons powering a member’s home, it guarantees that an equivalent amount of renewable energy is being generated and used within the system.

FUTURE PROGRAM DEVELOPMENT

Q: Are there plans to expand existing programs or introduce new ones?

Whelan: Absolutely. Our Programs Team is constantly evaluating new technologies to improve reliability, affordability and sustainability.

We recently expanded our On-Bill Repayment Program to help members electrify their homes. We’re also working on a microgrid initiative to extend the Power+ concept beyond residential members. Additionally, we’re expanding device compatibility within our programs to include more battery storage options.

We recognize that members have different preferences regarding utility control. Some want full autonomy, like with PTP, while others are comfortable with more utility-managed solutions, like Power+. We strive to offer a range of options that balance flexibility and value.

CHALLENGES AND SOLUTIONS

Q: What challenges have you faced in implementing these programs, and how have you addressed them?

Whelan: One ongoing challenge is the technical complexity of integrating distributed energy resources (DERs) into our system. Managing back-end systems, program flows and dynamic rates requires continuous improvement.

We also face local challenges, such as high construction costs and limited contractor availability. To overcome these, we’ve worked to standardize program structures, prioritize high-value DERs and expand our list of approved installers.

Additionally, we learned early on that installing batteries in unconditioned spaces in our cold climate reduces their performance. Now, we encourage installations in temperature-controlled areas to maximize efficiency.

PERFORMANCE METRICS

Q: How do you measure the success of these programs?

Whelan: We evaluate programs using four key metrics:

1. Financial Savings – Both for individual participants and the cooperative as a whole.

2. Load Flexibility (kW Reduction) – The program’s contribution to peak demand reduction.

3. Greenhouse Gas (GHG) Reduction – Tons of CO2 avoided through program participation.

4. Program Participation – The number of members enrolled.

These data points help us refine and improve programs over time.

A MODEL FOR PUBLIC POWER

Holy Cross Energy’s innovative programs illustrate the power of member-driven solutions in shaping the future of public power. By combining financial incentives, advanced load management, and community engagement, HCE is creating a more flexible, sustainable and cost-effective energy system.

As public power providers nationwide — and especially here in the Tennessee Valley — navigate changing energy landscapes, the lessons from HCE’s programs offer valuable insights into the potential of member-focused innovation.

With energy demand surging and capacity stretched thin, the Tennessee Valley stands at a crossroads. Meeting this challenge head-on requires a collaborative effort that brings together creative action from TVA, local power companies and consumers to shape a smarter, more resilient energy future.

Working through the Valley Vision process, leaders from TVA and LPCs are grappling with the energy challenges facing our communities. As they discuss opportunities for LPCs to innovate and drive solutions to help overcome the energy capacity issues facing the Tennessee Valley, many smaller utilities may question just how much they can contribute to the systemwide collaboration needed to help reinforce grid reliability and resilience — especially while adhering to the public power charge to provide affordable energy. For many, the technologies needed to control energy usage during peak hours — like smart meters, communication networks or control centers — can be cost prohibitive, therefore limiting the options available to them. Meanwhile, Scott Owens, General Manager at Benton County Electric System (BCES) in West Tennessee, is exploring a range of innovative approaches to help improve grid reliability, all while keeping affordability in mind.

Putting Power in the Hands of Consumers

One avenue Owens has explored for reducing power consumption in his system is to educate and empower his customers to better understand their own energy use. The first step in this approach was to introduce an itemized billing statement. “Our statement shows the entire breakdown [of the customer’s energy usage],” says Owens. “We provide a lot of information. Some of our customers take an interest in it and for them, it provides an educational opportunity and demonstrates our equitable and fair billing practices.”

For customers who want a more in-depth understanding of their energy usage plus the ability to pay their bills right from their phones or computers, BCES offer access to the MyUsage app. Accessible via web and mobile platforms, the app developed by Exceleron offers several features aimed at promoting energy efficiency and cost savings. Customers can monitor their daily usage and even hourly demand. “We have seen customers who set up alerts to notify them when their energy consumption exceeds a pre-set threshold, enabling them to take timely action to curb excessive usage. And simply by browsing the app — without participating in any of the app’s specific programs like pre-pay — we have found customers can identify ways that will typically save 5 to 10 percent on their energy cost,” Owens points out.

In addition to sharing user information in the MyUsage app, BCES posts detailed data about system peaks and max times on its website, making it accessible to all customers. Many have found this information useful when combined with their personal usage data, Owens notes. One local hotel, for example, utilized the app to identify specific cost-saving opportunities. “By monitoring their energy usage in our app and applying what they had learned from our peak demand data, this business was able to adjust when they did the hotel’s laundry and change their checkout process to minimize costs,” he says. “We’ve also had residential customers tell us they can pinpoint exactly what it costs them to do laundry or cook based on their exploration of the app.”

Demand Rates: A Smarter Way to Price Energy

While tools like MyUsage help customers better understand their consumption, BCES has found that without strong pricing signals, residential customers are less likely to adjust their behavior. To help address this, BCES implemented a monthly max demand rate for residential customers in October 2025. This new rate structure separates demand-based charges from energy charges, ensuring that high-energy users receive lower per-kWh rates beyond 1,000 kWh while their demand costs reflect how they use the system — similar to commercial customers.

Owens explains that these demand-based charges help fairly distribute system costs. Residential customers contribute to demand alongside businesses, and BCES now applies two demand charges: one for distribution cost recovery and another for the TVA grid access charge. By allocating these costs based on actual demand, BCES ensures that the financial burden of maintaining the system is fairly shared among users. “We are not concerned about highdemand residential customers because distribution costs are now appropriately recovered,” Owens adds.

Still, BCES recognizes that pricing signals will play a key role in shaping future consumer behavior. “There are just some behaviors residential customers will not change unless there are significant pricing signals,” Owens says. “We have the data to set those based on residential contributions to peak demand, but until TVA and other LPCs provide more strategic direction, we are holding off on implementing time-of-use energy rates. However, we do track residential demand data and will re-evaluate as the power grid continues to evolve. The great news is that our 15-year journey has prepared us to adapt quickly and has afforded us the time to educate our customers.”

Load Management and the Road Ahead

While BCES continues to evaluate new pricing structures, one of the biggest challenges remains helping residential customers understand and take accountability for their energy usage. “Our customers can easily grasp the cost of a gallon of milk or water, but electricity is a more abstract concept,” Owens explains. “Many don’t look at their bill beyond the total amount due, and some don’t take personal accountability for their consumption. But for those who engage with the tools we provide, even in small ways, the savings and awareness become clear.”

This knowledge gap presents both a challenge and an opportunity for future programs. Looking ahead, BCES sees time-of-use (TOU) energy and demand rates with stronger pricing signals as a key strategy for improving communication and encouraging smarter energy use. TVA is also launching new initiatives, including smart thermostat programs that allow customers to save energy with automated adjustments. However, Owens remains cautious about their impact in a distressed service area, where participation incentives may not be compelling enough to drive widespread adoption.

Despite these hurdles, BCES is actively working with TVA’s Home Uplift program, which provides energy efficiency upgrades for income-qualified households. “We’ve seen the most success when we can demonstrate real-world savings through testimonials and word-of-mouth,” Owens says. “Even simple changes can make a significant difference in energy consumption.”

As BCES continues to explore new ways to help customers manage their energy use, the focus remains on education, engagement and developing pricing structures that make efficiency a practical choice for everyone.

Reliable, Resilient and Future-Focused

The innovative ideas Owens hopes to apply to strengthening his system and supporting systemwide grid reliability extend beyond customer engagement and rate design. Currently, BCES is in the build-out phase of a 3-MW solar project aimed at providing energy and demand offsets. “Thanks to TVA’s 5 percent load flexibility, this project will help reduce strain on our system,” Owens explains. “We’re hopeful this flexibility could increase to 10 percent in the future, providing even greater benefits. However, a key challenge has been TVA’s technological limitations, which restrict our ability to pair battery storage with our allowed solar capacity. While we were able to install a 3.0 MW solar array, integrating storage would have required reducing the array size. Despite these constraints, we’re excited to continue exploring new opportunities in this space.”

While BCES is not yet ready to pair battery storage with its solar project, Owens shares that his organization is actively exploring energy storage as a tool for peak shaving and grid resilience. A battery storage analysis conducted by Seven States Power Corporation found that, due to BCES’s extended discharge window, neither battery storage nor a natural gas generator would be financially feasible without full grant funding. BCES continues to evaluate the financial viability of utility-scale storage, considering grants, tax incentives, and other funding sources. “However, every LPC’s peak curve is unique, and while BCES’s characteristics do not currently support storage solutions, other LPCs with shorter peak curves may find them more financially viable,” Owens points out.

“We’re working with Seven States to analyze different storage models, and we have a meeting this week to review the results,” Owens explains. “One of the challenges we face is that wholesale demand costs are blended into energy rates in the Valley, making some of these projects less financially viable than they might be elsewhere. But if the numbers work, we plan to move forward — not just for peak shaving but also to power remote loads during upstream repairs or keep critical infrastructure running during outages.”

Looking beyond immediate projects, BCES is also closely monitoring the latest advancements in energy storage technology to determine what solutions may be viable in the future. “We’ve explored Lithium Phosphate technologies, Super Capacitor Storage, Gravity Storage, and Geothermal Storage, both inside and outside the Valley, to evaluate their feasibility,” Owens says. “TVA has a strategic goal of developing a virtual lever of load reduction that can be leveraged across the system, and we hope to collaborate with them to maximize the benefits for  our grid".

The Seven States study on storage and backup generation will play a critical role in shaping BCES’ next steps. Financial feasibility is the key driver, Owens emphasizes, but additional factors like resiliency and redundancy are also being considered. “If the numbers make sense, we’ll move forward full steam ahead,” he says. “Energy prices have never gone down, and while fuel costs may fluctuate with administration changes, the long-term trend is clear. We also need a solid strategic direction from TVA on future rates to ensure we’re making the best decisions for our customers.”

Lessons Learned and the Power of Collaboration

For BCES, innovation has never been about chasing trends — it has been about practical, strategic advancements that keep energy reliable and affordable for its rural customers. From distribution automation schemes and SCADA to advanced metering, BCES has consistently explored solutions that align with its community’s needs while maintaining a commitment to cost efficiency and system reliability.

One of the biggest lessons BCES has learned is that progress happens in steps. “Take the journey,” Owens advises. “Make incremental changes to get where you want to go over time. The key is ensuring that costs are appropriately allocated and that every ratepayer is billed based on how they actually use the system.” He emphasizes that while every LPC may take a slightly different approach, the fundamentals remain the same: balancing power costs and distribution recovery while ensuring fairness for all customers. “Blending costs is sometimes necessary,” he adds, “but the ultimate goal should always be to assign and allocate costs as accurately as possible while minimizing cross-subsidization.”

BCES also recognizes that the energy landscape is evolving, and no utility can navigate this transition alone. That’s why Owens actively participates in the Distributed Energy Resources (DER) section of Valley Vision, a process he sees as a crucial team effort for the Tennessee Valley. “Valley Vision gives us the opportunity to learn from each other — what’s working, what’s not — and to work with TVA on strategies that flatten demand curves, improve system flexibility, and optimize grid performance,” he says. “At the end of the day, public power isn’t driven by shareholders — it’s driven by our mission to provide the lowest-cost, highest-reliability power to the people we serve.”

Looking ahead, BCES remains committed to adapting and innovating in ways that make sense for its customers. Owens is optimistic about the future, knowing that collaboration, datadriven decision-making, and a willingness to evolve will help LPCs navigate the challenges ahead. “We’ve built a strong foundation,” he says. “Now it’s about taking what we’ve learned and continuing to refine our approach — ensuring that every decision we make strengthens our system and serves our community.”

PROMISING TECHNOLOGIES

BCES is actively exploring energy storage solutions to enhance grid reliability and reduce costs for its customers. By evaluating the financial feasibility of utility-scale storage — including potential grants, tax incentives and other funding options — BCES aims to determine how battery storage can support peak shaving and overall system efficiency. In collaboration with Seven States Power Corp., BCES is analyzing storage models and will review initial findings in an upcoming meeting.

TVA has a strategic goal of creating a virtual lever of load reduction that can be leveraged systemwide, and BCES hopes to collaborate with them to maximize the benefits for their own grid. They are currently monitoring several promising projects and technologies that could play a key role in this effort. Read about them below:

• Lithium Iron Phosphate (LiFePO₄) Batteries – A type of lithium-ion battery known for its long life span, thermal stability, and safety. Commonly used in electric vehicles and grid storage due to its high energy density and durability.

• Supercapacitor Storage – Unlike traditional batteries, supercapacitors store energy electrostatically rather than chemically, allowing for rapid charge and discharge cycles. They excel in short-term energy storage and applications requiring bursts of power, such as stabilizing power grids.

• Gravity Energy Storage – Uses excess electricity to lift heavy weights and later releases stored energy by lowering the weights, which turns a generator. This mechanical approach is low maintenance and highly scalable, making it useful for long-duration storage.

• Geothermal Energy Storage – Captures and stores heat from beneath the Earth’s surface or excess thermal energy from power plants, using it for later electricity generation or direct heating applications. It offers long-term, renewable storage with minimal environmental impact.

When extreme weather or grid emergencies threaten the Tennessee Valley, McMinnville Electric System (MES) stands ready to provide critical backup power generation. As the first local power company (LPC) in the Valley to install and operate diesel generators in partnership with TVA, MES has played a pioneering role in bolstering system reliability for more than two decades.

With 23 megawatts (MW) of generating capacity, MES’ diesel generators are a proven resource that can be called upon during peak demand periods and emergency situations. As the Valley’s energy landscape continues to evolve, MES is exploring new ways to expand its impact — both through continued collaboration with TVA and by advocating for greater flexibility in how its assets can be used.

A Vision for Energy Security: The History of MES’ Backup Generation

McMinnville Electric System’s investment in backup generation dates back to the early 2000s. At the time, newly hired General Manager Rodney Boyd pulled the plug on a cable TV project after the feasibility study showed the project did not have a favorable rate of return. As that initiative stalled, the operations superintendent recognized an opportunity in power generation instead. Inspired by another utility in the Valley, MES decided to install its own generation system — marking the beginning of its long-standing role in supporting TVA’s grid stability.

“That decision led to the installation of eleven diesel generators, which we still use today,” says Brittany Davis, General Manager of MES. “Later, at the recommendation of a City Alderman, we added a biodiesel generator to our fleet, bringing our total capacity to 23 MW.”

The first power purchase agreement (PPA) with TVA was signed in 2001, setting the foundation for MES’ role as an energy provider during grid emergencies.

Supporting TVA During Critical Grid Events

Unlike other backup generation assets used for daily operations, MES’ generators are strictly contracted for use during TVA-declared grid emergencies. They remain idle unless TVA calls on them during times of extreme weather or peak demand.

“For example, during the severe winter storm in January, we were asked to run between 2 a.m. and 10 a.m. on the 22nd,” Davis shares. “We responded with 20.3 MW of generation, directly supplementing TVA’s supply during a high-demand period.”

This kind of localized generation plays a crucial role in stabilizing the Valley’s grid, reducing the likelihood of forced curtailments and improving reliability across the region.

Looking Ahead: Expanding MES’ Role in Grid Resilience

With its original contract set to expire, MES is now in discussions with TVA to extend its agreement for another 10 years. However, Davis hopes that the new contract will allow for greater flexibility in how MES’ generation assets can be utilized.

“I’m hopeful that TVA will consider allowing us to use our assets outside of emergency response scenarios in future agreements,” Davis explains. “Right now, our generators are only used when TVA calls on them, but they could provide value in other ways if the contract allows.”

Additionally, MES has explored switching to natural gas generators, which would provide cleaner generation options. However, significant space limitations at the substation and the reality that natural gas would cut the system’s generating capacity by half have made this transition less viable.

Lessons for Other LPCs Considering On-Site Generation

As other LPCs explore backup generation options, MES’ experience provides key insights into financial, operational and regulatory considerations.

Identifying your driving goal is a critical first step in any energy project. Are you motivated by a financial incentive, like stabilizing rates for your customers? Perhaps you’re looking to appeal to environmentally conscious consumers by incorporating renewable energy sources. Or maybe your goal is to invest in backup generation or contribute to broader capacity solutions for the grid. Understanding what you want to achieve will guide your decision-making process.

“Before making an investment, you have to determine what you hope to accomplish with your project,” Davis advises. “For us, the ability to generate additional revenue while keeping residential rates stable was a major factor.” Over the years, MES’ diesel generation has helped maintain affordable rates for its customers, proving that local generation can provide both economic and reliability benefits. However, Davis also acknowledges that the regulatory and permitting process is significant. “It’s a major undertaking, but it’s manageable,” she says. “The bigger challenge is aligning with TVA’s flexibility guidelines and understanding how your generation assets will fit within that framework.”

The Future of Local Power Company Involvement in Grid Resilience

Davis believes that LPCs can play a larger role in strengthening the Tennessee Valley’s energy future — but only if TVA allows for greater integration of distributed generation resources. “I think the possibilities are endless, but it ultimately depends on what TVA will allow,” she says. “Decentralizing power generation and modernizing the grid will be key to sustaining the public power model.”

This view aligns with a growing consensus among experts who see decentralizing power generation and modernizing the grid as essential strategies for enhancing both energy reliability and security. Decentralized systems, for instance, can help safeguard against disruptions in centralized infrastructure, whether caused by severe weather, cyberattacks or vandalism.

Currently, TVA’s Flexibility 2.0 Program allows LPCs to contribute up to 5 percent of their system peak through third-party generation. However, as Davis points out, MES’ diesel generators don’t fall within this program’s parameters, highlighting the need for expanded flexibility in how LPCs can contribute to energy solutions.

Beyond Generation: Building a More Resilient Energy Future

While backup generation remains MES’ primary contribution to grid resilience, Davis sees other technological advancements as equally critical for the future.

“Partnership is key,” she emphasizes. “The more LPCs and TVA work together, share resources, and align goals, the more resilient our system will become.”

Davis points to TVA’s new Dispatchable Voltage Regulation (DVR) project as a promising step forward — particularly for LPCs with voltage regulation devices. However, she notes that not all LPCs have access to the same modern technology, making it essential to prioritize system upgrades across the region.

“Some systems still rely on outdated, inefficient equipment,” Davis says. “If we’re going to build a truly flexible, resilient energy future, we need to make sure every LPC has the tools to contribute.”

Leading the Way for Local Generation

McMinnville Electric System’s role in pioneering local power generation proves that LPCs can play a vital part in strengthening the grid. As the first system in the Tennessee Valley to install and operate diesel generators for TVA, MES has demonstrated how localized energy solutions can enhance reliability, reduce demand during critical events, and support a stronger public power model.

With contract negotiations underway and the potential for expanded flexibility in the future, MES remains committed to advancing local generation as a key component of grid resilience.

“As the energy landscape evolves, we have to keep looking ahead and adapting our approach,” Davis says. “By working together and leveraging all available resources, LPCs and TVA can create a more reliable, efficient, and cost-effective energy future for the entire Valley.” 26 TVPPA.

Congratulations to the following Tennessee Valley power providers: Bristol Tennessee Essential Services (Diamond Level), Huntsville Utilities (Diamond Level), PES Energize (Platinum Level), and Ripley Power & Light Company (Platinum Level).

The RP3 designation, which lasts for three years, recognizes public power utilities that demonstrate proficiency in four key disciplines: reliability, safety, workforce development, and system improvement. Criteria include sound business practices and a utility-wide commitment to safe and reliable delivery of electricity.

“Receiving an RP3 designation is a great honor signifying a utility has demonstrated commitment to industry best practices,” said Jeremy Ash, Chair of APPA’s RP3 Review Panel and General Manager at Kansas City Board of Public Utilities, Kansas. “And ultimately, the culture developed from this pursuit of excellence and continued improvement through the RP3 program results in measurable value delivered to the local community.”

Moul is the fourth CEO of the historic agency, succeeding Jeff Lyash, who announced his intent to retire in January.

Since June 2021, Moul has served as TVA’s executive vice president and chief operating officer, where he held primary responsibility for power generation, transmission, and power supply functions.

“This is a crucial time for TVA as its leaders pursue today’s opportunities, prepare for tomorrow’s steeply rising power demand, and deliver on its core mission of improving life in the Tennessee Valley,” said TVPPA President & CEO Doug Peters.

Moul brings more than 38 years of experience across all facets of power generation and operations with a proven track record of improving operational performance and teamwork. Similar to Lyash, Moul has extensive nuclear experience and expertise, including serving as a licensed senior reactor operator at multiple nuclear stations across the U.S. At FirstEnergy, he served as President and Chief Nuclear Officer, leading the nuclear fleet to its best performance year in history in 2018. At NextEra, he helped transform the company’s nuclear culture, leading to fleet-wide operational efficiencies and more efficient work processes.

He was also appointed by Tennessee Governor Bill Lee to serve on the Tennessee Nuclear Energy Advisory Council focused on nuclear innovation and driving continued investment to create a nuclear energy ecosystem for the future of Tennessee.

We look forward to working in continued partnership with new CEO Don Moul as, together with all of TVA’s leaders, TVPPA and local power companies plan and build an integrated power system that will be a model for the industry and power life for more than 10 million people across our region.

The team, consisting of Colby Lipham, Adam Thomas, Cole Border, and Corey Hill (alternate), received third place in the “Journeyman – Overall” category along with first place in the “Journeyman – 4kV Double Dead-End Bell Change Out” category.

Sixty-one journeyman teams and 115 apprentices competed. Fifty-two utilities had competitors in the apprentice and/or journeyman competitions from not-for-profit, community-owned electric utilities across the nation. The “rodeo” is a series of competitive events demonstrating lineworker skills and safe work practices.

The awards honor lineworkers’ expertise and the events are judged based on safety, work practices, neatness, ability, equipment handling, and timely event completion. All safety rules established by APPA’s 17th edition Safety Manual were observed during events.

The anticipated general itinerary – similar to previous rallies – may include: a briefing and reception on Monday; Congressional visits; regional bourbon tasting on Tuesday evening; and visits concluding by early afternoon on Wednesday.

If you plan to attend and want to be included in detailed updates, or if you have questions about topics to be addressed, please email TVPPA EVP & Chief Strategy Officer Danette Scudder.

A new day breaks over the Valley region as residents wake up to the familiar chime of their charging cellphones.

The whir of coffee pots precedes morning rituals of browsing the web on phones, tablets, computers and televisions.

Children getting ready for school ask for YouTube videos or online games while eating breakfast. Parents ask Alexa for a weather report or a song to brighten their day.

Homeowners check their smart appliance settings and set thermostats from their phones. In some households, the morning routine includes a visit to the garage to unplug a charging vehicle.

Our increasingly electrified society begins each day in ways that feel very different than just five years ago. And five years from now will undoubtedly seem even more distinct as technology and electrification continue to shape our daily lives.

The energy industry is ever-evolving, characterized by complexity, and currently experiencing unprecedented transformation.

The Valley region is not insulated from these changes.

Market forces, including a surge in electricity demand (driven by a confluence of electrification technologies and artificial intelligence), a resurgence in economic development, decarbonization aspirations and changing customer expectations are simultaneously creating new opportunities and risks.

Valley Vision — a collaborative effort between Tennessee Valley Authority, its 153 partner local power companies and other stakeholders — provides a framework that will be used to proactively address current and future challenges.

The goal? Creating a more cost-optimized, resilient and reliable future for the customers and communities they collectively serve.

Built around three initiatives — Load Service, Products and Pricing; Distributed Energy Resources (DER) Integration and Enablement; and Collaborative System-Wide Planning and Operations — Valley Vision is committed to creating a future that is optimized, resilient, reliable and flexible.

For nearly 100 years, TVA and its LPC partners have provided affordable, reliable power to the people and businesses of the Valley region — a core tenet of the public power model.

Using a straightforward, centralized approach to generation and distribution enables TVA and its partners to keep rates low while meeting customer needs across the Valley region.

But what has worked well in the past is not necessarily the sole solution for the future. Changing customer demands and expectations, along with rapidly evolving technological enhancements, means the way that power is generated and consumed will continue to evolve.

Today’s customers require more electricity than ever before. And a “one size fits all” approach is no longer the most effective or efficient solution. Residents, businesses and industries want electricity that matches their needs, goals and aspirations. It must be adaptable, flexible and resilient.

Customers of all types have also become more interested in understanding their energy consumption.

Similar to the “farm-to-table” trend seen in recent years within the food industry, today’s energy consumer wants to be better connected to, and have a deeper understanding of, the electricity they consume.

They want clear information on their electricity usage and cost to optimize consumption and reduce expenses. They also seek insights into the carbon content of the power being consumed, creating a complex Rubik’s Cube of customer perspectives. That said, efficiency, reliability and cost-effectiveness remain a central focus.

This focus has coincided almost perfectly with improved technology and increased availability of that technology, particularly across the distribution system. Electrification has increased dramatically in the last decade and continues to grow.

From smart appliances and electric vehicles to machines and artificial intelligence, the demand for electricity continues to rise. This increased demand, coupled with advanced storage options and DER, means that today’s consumers face greater consumption needs. Fortunately, these technological advancements also give consumers the ability to generate and store electricity themselves.

Today’s electricity consumer no longer has to be fully reliant on the centralized generation and distribution model but will have increased optionality to meet their needs. Because data and information are easily accessible and readily available, consumers can also quickly find products and services that match their needs without significant effort.

In short, today’s consumers are more knowledgeable and capable than ever before.

Valley Vision’s initiative on Load Service, Products and Pricing is key to addressing this changing paradigm and landscape. This initiative is foundational because it helps provide the necessary structure to ensure that future customers have the products and pricing options that meet their needs and fulfill tomorrow’s energy requirements.

Doug Peters, TVPPA President and CEO, applauds member system leaders who are actively engaging with TVA in the Valley Vision process, saying, “TVA is doing everything it can to balance a multitude of competing — and sometimes opposing — pressures. But the question we must ask is: How can TVPPA members and TVA take action today to strengthen the Valley’s energy future? We need to work together to expand dispatchable generation, invest in energy efficiency, accelerate real-time load management technologies like water heater control, and strategically deploy battery storage and peak-shaving solutions. In worst-case scenarios, these efforts must account for thousands of megawatts of capacity.”

Creating the optionality and autonomy for the widespread adoption of DERs and customization of customer programs and services will require the development of new rate options, compensation signals and business model constructs that fully optimize the unique Valley region model.

Valley Vision will drive the programmatic development of new options that can deliver economic benefits and value to both the grid and customers, while also expanding load service resources across the region.

Because so many residents across the Valley region start their day integrated with technology and dependent on electricity, Valley Vision addresses key questions about creating a more fully developed, dynamic, electrified future.

Consumers who utilize DER options can increase grid reliability in a few ways. A key to unlocking this opportunity is a three-sided collaboration between TVA, LPCs and end-use consumers. Providing opportunities for feedback and input from consumers and communities will help develop a framework that allows the region to continue flourishing while keeping costs low.

The key to success for this symbiotic relationship is effectively creating a flexible pricing structure and service model that enables TVA and LPCs to continue providing low-cost power.

The goal of Valley Vision’s Load Service, Products and Pricing team is to design a structure that will benefit both TVA and LPCs while also encouraging consumer participation and trust. Creating the public power model of tomorrow begins with working through the formation and implementation of a solid product and pricing model.

Last August, when stakeholders met to kick off phase two of Valley Vision in Nashville, Tennessee, the city’s rapidly growing skyline was hard to miss.

It’s easy to marvel at how quickly these buildings grow to new heights, but the pre-work and development of a solid foundation must come first. New pricing and service models are the foundation of Valley Vision’s execution, which will drive the concurrent development of other new capabilities and processes.

Establishing a solid foundation makes progress and growth possible, visible and sustainable.

Valley Vision initiatives are not isolated. They are complementary and expected to converge and create synergies over time for a more reliable and cost-optimized electricity infrastructure.

The initiatives of DER Integration and Enablement as well as Collaborative System-Wide Planning and Operations are integral to the effort’s overall success.

To fully unlock the value of DERs and other technology Valley-wide, innovation and strategic road maps over a multiyear time horizon will be required on all levels of the grid.

Peters emphasizes the need for LPCs to take an active role in addressing the capacity challenges facing the Valley. “TVA-scale projects take years to come online, but individual TVPPA members and our collective membership can take action now. The challenge before us is clear — how do we step up today, and how can TVPPA help?”

By building tech-enabled integrated system capabilities, we can better understand and quantify the potential of combining DER capabilities to not only strengthen the grid but also provide resiliency and risk mitigation.

In the face of energy transition risks and challenges, a robust integrated system-wide grid planning paradigm and process can help mitigate evolving challenges while ensuring grid resilience and affordability.

“TVA-scale projects take years to come online, but individual TVPPA members and our collective membership can take action now.” — Doug Peters, TVPPA President & CEO

As people come home from work at the end of the day, they will plug in their electric vehicles to charge, stream shows online and run appliances off the energy from storage batteries.

As families connect via FaceTime, use AI chatbots to help with homework and change their daily patterns based on electricity consumption, they will want to be confident that the electricity needed is consistently available.

With the implantation of the first initiative, Valley Vision will be well positioned to plot the course for tomorrow.

Recent honorees include Chattanooga EPB’s David Wade; Huntsville Utilities’ Wes Kelley; Rodney Boyd of McMinnville Electric System; and Larry Kernea of Murphy Power Board.

The 2025 award will be presented at the Annual Conference on May 20. We invite you to submit nominations through your district association using this form.

As you consider your nominations, please keep the following award criteria in mind:

• Exceptional leadership and service contributions to TVPPA and to consumer-owned power locally and in the Tennessee Valley region;
   
• Unusual devotion to duty;
   
• Recognition by the nominee’s peers;
   
• Contribution to the betterment of the community and the Tennessee Valley
   

Observing the following guidelines will help streamline the nomination process:
While any member system may submit a nomination, we encourage nominations to be coordinated through district associations. Districts may nominate candidates from outside their own district. Judging is based solely on the information provided in the nomination form, so please be as detailed and comprehensive as possible. Special emphasis should be placed on the nominee’s contributions to TVPPA.

If you have a nominee in mind, please contact your district chair with your recommendation and the details required on this nomination form. District chairs must submit final nominations to TVPPA EVP & Chief Strategy Officer Danette Scudder by March 28, 2025. 

Make plans now to join lineworkers from across the Tennessee Valley to compete and showcase their skills at the 2025 Tennessee Valley Lineman Rodeo, May 30 & 31 in Murfreesboro, Tenn. This year's rodeo is hosted by Middle Tennessee Electric and features competitions for lineworkers at all stages of their careers.

New this year is the Thursday Night Vendor Expo on Thursday, May 29 from 6:00 pm-10:00 pm at the rodeo grounds (Williamson Family Farm). This new event provides an opportunity for lineworkers and their families to fellowship, make new connections and enjoy live entertainment. Beer, wine and soft drinks will be provided and food trucks will be on site for visitors to purchase dinner.

Visit https://tnrodeo.com/ to find a full event schedule and to register.

Vendors and sponsors can find information here.

Lewis Latimer (1848-1928)

Although Thomas Edison patented the first practical incandescent light bulb in the 1800s, he couldn’t have done so without the help of inventor, draftsman and author Lewis Latimer. In 1876, Latimer was hired to draft the drawings for the first patented telephone in the U.S. under Alexander Graham Bell. A few years later, U.S. Electric Lighting Company hired Latimer where he and a colleague improved upon Edison’s paper filament light bulb design by patenting the process for creating a carbon filament bulb.

Latimer then supervised the installation of public electric lights in cities around the world. In 1884, he wrote the first book on electric lighting, Incandescent Electric Lighting, and soon after began working alongside Thomas Edison. His book demonstrated how this newly invented technology could bring electricity to everyone, not just to those who could afford it.

Granville T. Woods (1856-1910) 

In a time where Black children had little to no access to classroom educations, Granville T. Woods paved his own way to knowledge. Commonly referred to as "The Black Edison," Woods began his education in electrical engineering in Columbus, Ohio by reading books about electricity and working railroad machine shops and steel mills. Because Black Americans were excluded from libraries during his lifetime and until after the Civil Rights Movement, he would often have friends check out books for him.

After moving to New York City in 1876, Woods began taking courses on engineering and electricity, and soon after went on to invent "Telegraphony," a process that combined features of both the telephone and telegraph. The Bell Company, founded by Scottish scientist Alexander Graham Bell, purchased his invention, which enabled Woods to become a full-time inventor. He would go on to develop over 60 inventions , including "trollers," grooved metal wheels attached to trolleys, that allowed said trolleys to collect electric power from overhead wires.

Annie Easley (1933-2011) 

Annie Easley was a pioneer in the fields of computer science, mathematics, and rocket science. Born in Birmingham, Ala., Easley graduated as valedictorian of her high school and completed two years of study at Xavier University in New Orleans, La. After moving to Cleveland, Oh., she read an article about twin sisters who worked as “human computers” at the Lewis Flight Propulsion Research Laboratory. Intrigued by their line of work, she applied for an open position at the laboratory and was hired two weeks later. This began her 34-year-long career and led to her appointment as one the first Black employees at NASA. There, she performed manual computations for researchers as a human computer and was at the forefront of space research and launch missions.

After human computers were gradually replaced by machines, she went on to develop and implement a computer code that was used for energy-conversion systems, analyzing alternative power technology including the battery technology that was used for early hybrid vehicles along with wind and solar energy projects.

Jessica O. Matthews (1988-Present) 

Born in 1988, Jessica O. Matthews is an award-winning scientist and entrepreneur who created one of the most unique sources of power generation in recent years. Matthews, who attended Harvard College and graduated from Harvard Business School, developed the Soccket, a soccer ball that stores kinetic energy as its used. The ball can generate enough energy to power a small LED light for 3 hours after only half an hour of play.

Additionally, Matthews is the founder and CEO of Uncharted Power, a tech company building resilient, accessible and cost-effective power access. Uncharted is an award-winning technology company with the goal of providing equitable development of smart and sustainable energy infrastructure. The company operates globally, deploying solar microgrids, EV charging technologies, and other sustainable energy solutions.

Class dates for eight of the nine courses required to earn the CPE certificate have been announced. Courses may be taken in any order as your schedule permits. The first course of the year, Leadership Bridge, begins in February.

Here are the available class dates. A date for the remaining class, Intro to Pricing and Rate Design, will be announced soon.

• Leadership Bridge, February 13-14 at TMEPA, Brentwood, Tenn.
• Business & Strategic Issues, May 13-14, TMEPA, Brentwood, Tenn.
• Dynamics of Change, July 17-18, TMEPA, Brentwood, Tenn.
• Utility Law, August 19-20, Miller & Martin, Chattanooga, Tenn.
• Meeting Management, September 9, TMEPA, Brentwood, Tenn.
• Conflict Mediation, September 10, TMEPA, Brentwood, Tenn.
• Understanding Human Resources, September 30-October 1, CDE Lightband, Clarksville, Tenn.
• Components of Strategic Planning, November 19-20, TMEPA, Brentwood, Tenn.

January 21

Starting in March 2025, TVPPA's membership will have the opportunity to access renewable energy credits (RECs) for sale to their commercial and industrial customers, thanks to a new agreement between TVPPA and the Southeastern Power Association (SEPA). Under this agreement, TVPPA will hold the RECs in trust, and LPCs can claim their credits beginning in March 2025. These credits can be sold for a one-year period, ending in March 2026. Learn all about SEPA Renewable Energy Credits with Brad Rains on January 21 at 10 a.m. ET/9 a.m. CT. 

February 20

In a follow-up to their popular 2022 webinar, Pole Attachment Fundamentals & Negotiation Tips, TVPPA's Brad Rains and Miller & Martin's Mark Smith will give TVPPA members an update on AT&T Joint Use Agreement negotiations and other developments related to pole attachments.

Register for any Hot Topics Webinars and find a library of past events here. Member log-in required.

The meeting will include updates from TVPPA leaders about the association's work on your behalf over the last year, the results of the 2024 member survey, an overview of strategic engagement plans, and a discussion of district priorities.

To register for the meeting, please email conferences@tvppa.com by Wednesday, January 29. We look forward to seeing you at this important meeting of TVPPA's membership. If you have questions about the agenda or need additional information, please email TVPPA Executive Vice President & Chief Strategy Officer Danette Scudder.

Some Valley local power companies (LPCs) have adopted an approach to this challenge that both builds a stronger workforce for their organization and helps build a stronger community. In addition to Memphis Light, Gas and Water, featured in this issue’s “Big Ideas” column for their work establishing high school bootcamps designed to reach underrepresented populations at four area high schools, other LPCs in the Valley are also implementing a variety of programs aimed at recruiting and hiring employees from groups that have been historically underrepresented in the utility industry workforce.

At Chattanooga EPB, a long-standing relationship with Hamilton County Schools evolved in 2018 when the local energy and fiber provider committed to a four-year partnership to form the EPB Future-Ready Institute of Technology and Networking at Tyner Academy, whose student population is 96 percent minorities. The EPB Institute is just one of 13 “Future Ready Institutes” across the Hamilton County Schools system designed to expose students to a variety of career options.

That partnership — renewed in 2022 for an additional four years — allows students who choose to participate in the program to learn about all aspects of Chattanooga EPB’s business. “Supporting this collaboration exposes students to EPB’s departments and functions and makes them aware of the career opportunities here while offering them the chance to learn valuable and marketable job skills, including coding and computer networking,” said Ketha Richardson, EPB’s Director of Inclusion, Diversity & Corporate Training. Roughly 200 students across three grades participate in the program each year. “The EPB Institute is by far the largest of Tyner’s three institutes,” Richardson said, pointing out that EPB promotes the program with a recruiting event. Throughout their three years in the program, students visit EPB’s headquarters quarterly, make presentations and share what they are working on. “Over time,” said Richardson, “our staff develops a rapport with the students, and we are able to follow them and watch their development up through their graduation.”

Upon completion of the program, students have the opportunity to earn certifications including OSHA 10, Comptia A+, Comptia Network + and CCNA.

With the launch of EPB Quantum NetworkSM powered by Qubitekk, a maker of quantum networking components, the LPC introduced students to quantum theory and concepts during the annual World Quantum Day celebration, by bringing in quantum experts and speakers to work with teachers to develop learning opportunities.

Richardson credited this program, among others undertaken by the company, with opening opportunities for underrepresented groups in the community. “These students represent groups who are not traditionally represented in a lot of the things we do at EPB, so they may not know somebody who does that job.”

Richardson lit up sharing the reciprocal nature of EPB’s program at Tyner and discussing how it creates options for students. “It is actually pretty cool to be a part of it … and to support different types of students. Some will go off to college, and some will enter a trade. We get a chance to show them what’s available to them in this industry, no matter which path they choose. We have one student who was involved with our institute from the very beginning and participated in all of our summer programs. He was in our Step Up program, and he was in other summer programming we supported. Now, he’s a student at Tennessee State University and has interned with us for the last couple of years.”

That student, TSU junior Timetrius Landsen, who graduated from Tyner in 2022, said that he probably would never have considered a career with an electric power company had it not been for Chattanooga EPB’s student programs. “I would still be looking at EPB from a customer point of view. I would see it as just a utility company and not what I see today. I see the importance of EPB and its many amazing and moving parts. If I weren’t given the opportunity to do those programs, I would never see the difference EPB makes in our community and the lives of its customers,” he said.

Richardson points out the change he’s seen in Landsen through his participation in EPB programs. “Timetrius has thrived since he has been involved with our programs, and it has been wonderful to watch his confidence grow. From being afraid to speak in public to where he is … when he stands in front of a group now, he is like a whole other person. And he’ll tell you that a lot of that confidence is due to his experiences here with us. What a great story to tell in itself.”

In addition to their Institute for Coding & Networking at Tyner Academy, EPB has worked with Hamilton County Schools, the City of Chattanooga, nonprofit Chattanooga 2.0, the Benwood Foundation, the Hamilton County Mayor’s Office, the Association of Blacks in Energy, the IBEW, TVA and other partners to develop the Viable Pathways in Linework program to educate area high school students about careers as lineworkers.

On August 21, nearly two dozen Hamilton County students from underrepresented groups signed commitments to participate in lineworker training to begin what local leaders and EPB representatives hope will be a life-changing career, empowering them with the skills to earn a thriving wage in their communities.

Richardson said, “Lineworking is a high-quality, skilled profession with the potential for tremendous growth [opportunities]. Professionals can be proud of their role as first responders and essential community resources. They help communities grow by creating new infrastructure, keeping the lights on to support learning in schools and heading into storms to restore power while many of us are sheltered. It’s a great career and a great alternative for someone whose path doesn’t include the traditional college route. There are only so many lineworkers we can hire at EPB, so we are grateful to have partners like TVA and the IBEW who also have opportunities available.”

Richardson noted that having strong, committed mentors for a program like this is an essential component. Also, to help prepare the students with what to expect before their first day at the Southeast Lineman Training Academy, they will participate in a two-day bootcamp to gain exposure to some of the challenges — like climbing a pole or using tools — they will face in the program.

Richardson spoke proudly of another EPB career development program focused on introducing the underrepresented to careers in the utility industry. “Opportunity On Ramp is a partnership with Chattanooga State Community College that gives people from underrepresented groups the chance to work at EPB they may not have considered otherwise. Students spend 90 days at Chatt State learning soft skills, and then they spend 90 days here doing job shadowing for different areas. We don’t make any promises to anyone, but if it works out after those 180 days, we can potentially offer some people some full-time positions here at EPB. Currently, we have six full-time employees here who have gone through that program.”

Lastly, Richardson mentioned that EPB also has a partnership with the University of Tennessee at Chattanooga’s MOSAIC program, which supports the needs of degree-seeking students who are on the autism spectrum. “We have placed several students from this program in internships, and it has been a great experience.”

He added, “Our organization has grown and is stronger from having a diverse workforce. People with diverse backgrounds have different ways of thinking, which opens up the possibilities for problem-solving. It allows us to better understand our customers’ needs when we have employees who are more representative of our community. With this lineman program, you have these guys out here with these different backgrounds working in the field with these other guys who may not be used to working with them, but they get to know each other, and they’ve developed this relationship and this bond. It’s deeply meaningful to see how it unfolds.”

Power distribution engineers in the Tennessee Valley feel burned out.

That’s just one takeaway from phase one of a research project commissioned by TVPPA’s Research & Development (R&D) Committee to better understand the challenges faced by and opportunities to assist engineers. Executed by the Electric Power Research Institute (EPRI) in partnership with TVPPA and TVA, the project examined the role, responsibilities and skills (RRS) of distribution engineers in the Valley. The project was prompted by feedback from a distribution engineer at a Valley local power company (LPC), shared with both TVPPA and TVA, who stated that he felt “overloaded with work.”

The research aimed to get a deeper understanding of the distribution engineers working with LPCs across the Tennessee Valley, and what their experiences are like. By conducting surveys and interviews with 13 LPCs — made up of 46 percent municipal utilities and 54 percent cooperatives — the study gathered insights from engineers of all ages and experience levels. These engineers, who come from a variety of educational backgrounds, shared details about their day-to-day tasks, the challenges they face, and the tools and technologies they rely on. The goal was to paint a clear picture of the vital role these engineers play and the skills and support they need to succeed in an evolving energy landscape.

A strengths, weaknesses, opportunities and threats (SWOT) analysis conducted as part of the survey revealed that the role of distribution engineer is still a rewarding position for those who choose this career. Many in the position enjoy the diversity of daily tasks. They believe there are growth opportunities for themselves and others in the role. But several weaknesses were revealed as well, indicating the Valley’s distribution engineers feel overloaded with work and overwhelmed by the demands of keeping up with ever-changing customer needs and the onslaught of new technologies in the industry. Many of the engineers surveyed felt they lacked a backstop to help when workloads increase, and many believed there is not enough succession planning in their organizations.

The threats identified included burnout, a loss of organizational knowledge when workers leave, the risk of losing engineers to other opportunities or industries, and the long lead time to hire and onboard new engineers. However, the process identified some opportunities as well, including the chance to redefine what the role of a distribution engineer looks like and how they can better apply new technologies. Valley LPCs also have an opportunity to develop new partnerships with area schools, including universities and technical training programs, to build an engaged and dynamic workforce. Additionally, the survey highlighted opportunities for technology itself to help solve challenges faced by engineers through automation and integration to improve operational efficiencies.

Armed with detailed feedback, the R&D Committee formed a subcommittee to dig deeper into this issue with their partners, a primary goal being to help LPCs develop new staffing frameworks that streamline the recruitment, hiring and onboarding processes. Members of the workgroup include:

• Mary McDuffa – City of Florence Utilities

• Angela Verdell – Columbus Light & Water

• Philip Lim – MTE

• Jeremy Walden – Lenoir City Utilities Board

• Justin McCann – West Kentucky Rural Electric Cooperative Corporation

• Hameen Harris – Jackson Energy Authority

• Mark Iverson – Bowling Green Municipal Utilities

• Joe McCarter – Appalachian Electric Cooperative (retired)

• Shawn Edmondson – Natchez Trace Electric Power Association

LK Browning and Jared Green, both of EPRI, worked alongside TVPPA’s R&D Committee members on this workgroup. “One of the biggest challenges we have identified,” said Lim, MTE Strategic Execution and Analytics Administrator, “is that we simply do not have enough power system engineers entering the profession or our industry. That shortage of engineers is being compounded by the fact that many engineering schools are no longer offering power system curricula.”

That shortage, combined with the increase in workload brought about by new technology adoption and the increased pressure of the Valley’s evolving energy landscape, means that more than ever, distribution engineers feel overwhelmed. Of those surveyed, 59 percent of the total participants (63 percent of municipals and 56 percent of cooperative participants) answered that they were overloaded with work. And much of that sense of overload comes from learning and integrating new technologies, with 94 percent of respondents saying new technologies impacted their workload — 18 percent saying there was a “significant” impact and 76 percent responding that there is “somewhat” of an impact. “Even though technologies improved productivity, the new technologies are still additional things to do above and beyond an already full workload. And over time, the weaknesses identified through our SWOT analysis will worsen due to the additional tasks being asked of distribution engineers mainly driven from technology adoption,” said EPRI’s Browning.

Lim pointed out that the electric utility industry has traditionally been resistant to change, so the rapid adoption of technology many LPCs are undergoing now has been something of a shock to the system. “Our industry has been slow to evolve, and engineers have had to learn how to retool themselves to adapt to new technologies. One example is the introduction of EV fast charging. At MTE, we received a grant to install them in our community, and our engineering team had to get up to speed almost overnight. Four years ago, I knew nothing about DC fast chargers, and while I’m no expert, now I know what questions to ask.”

Harris, Vice President of Engineering at Jackson Energy Authority, agreed with Lim and Browning that the impact of introducing new technologies can overwhelm engineers. “Projects like AMI and DER deployment can increase the workload enough to require employees dedicated to just those tasks. Not to mention the time required to adequately understand and utilize such systems. This can be overwhelming for understaffed organizations and [overworked] engineers trying to launch or support new technology,” Harris said.

One of the biggest concerns raised by these findings is the risk of overworked engineers leaving local utilities for other opportunities. This, combined with the lengthy hiring process for distribution engineers, could make the workload even heavier for those who stay, especially when teams are in transition. There’s also the challenge of retaining valuable knowledge as experienced technicians retire. These changes highlight the importance of having a solid succession plan in place to ensure engineering teams at LPCs stay strong and prepared for the future.

Making Change

The R&D subcommittee and EPRI have identified some strategies that LPCs can utilize to both minimize engineer overload and build a stronger engineering workforce to meet the continued onslaught of work necessitated by the growing energy needs of the Tennessee Valley.

First, suggested Harris, LPCs should look for technical tasks that can be performed by others on staff. “Jackson Energy Authority uses project coordinators to do small jobs such as services, meter spots or small extensions required for new customers. Project coordinators are usually hired from within the organization and have some understanding of at least one of JEA’s utilities. Being successful at this job requires a basic knowledge of utilities, construction units and a good attitude to work with customers.”

MTE’s Lim also sees opportunities to redefine the role of distribution engineer and offload tasks to other employees or to even hire different types of engineers to take on specific roles. “For example,” he said, “a communications engineer might be better suited to manage AMI. A computer engineer might be able to operate your control room and manage outage system or SCADA. They don’t need to understand the power system, but they need to understand how our systems communicate. To install solar or EV charging stations, you need someone with an electrical background.”

Citing the challenges Valley LPCs and TVA face including load growth, grid modernization and electrification, Joseph Johnson, TVA’s Manager of Distribution R&D and liaison to the R&D Committee, said, “We have been working together through the Regional Grid Transformation and Valley Vision initiatives to identify and unlock all pathways to maintain the energy security of the service we provide during this transformational period. None of these can be met within expectation without the foundation of a proper workforce.”

Ultimately, maintaining the stability of that foundation and solving this challenge will require bringing more distribution engineers into the fold. Harris, Lim and Browning all see a clear path to that end. “Pre-work training could be offered by technical colleges or universities via associate engineering degrees focused on the power industry. Additionally, TVA, TVPPA and/or the LPC could partner with universities for focused training of the next-generation workforce,” said Browning.

Lim harkened back to the co-op programs that sparked his interest in working with Memphis Light, Gas and Water, where he began his engineering career. “We must become more intentional about how we approach our workforce challenges,” he said. “We have to find schools with power system engineering programs and engage with them to find interns. LPCs need to create co-op programs and hire graduates of the schools we partner with. It has to be intentional.”

Beyond formal co-op programs, Lim also suggested that LPCs engage in mentorships where college engineering interns are paired with senior engineers to provide mentorship and coaching on problem-solving.

Harris agreed that partnerships with universities and technical schools that can help pair students looking for employment with summer work, co-op programs and full-time jobs provide a great way to keep the pipeline of engineering talent flowing. But he also believed there’s an opportunity for LPCs to spark interest in their companies even earlier. “Partnering with elementary and high schools and having engineers talk to kids about their work and its importance to the community is helpful in creating excitement about the career and building future engineers.”

He did point out that co-op programs are a smart way to reduce both the risk and the cost associated with the new hire process. With a co-op program, Harris noted, “You can find those engineers [who] will work well in the utility industry. Co-op programs start the training and interview process and minimize the risk and financial commitment of hiring a full-time employee.”

Lim pointed out that he has seen organizations that have reduced costs by using spring/fall semester co-ops in a job share, having one student work each semester, to fill a full-time role.

However, they choose to approach the issue of hiring distribution engineers, Lim returned to the belief that it must be done with intention. “LPCs across the Valley need to make succession planning a core part of our strategy,” he said. “If you’re waiting to start recruiting until you have an open position, you’re too late. This is another reason to have a co-op, intern or mentorship program so you’ll have an existing pipeline when you have an opening.”

To learn more about the findings from the EPRI/TVPPA’s R&D Committee research project, you can read the full white paper titled “Exploring the Role of Distribution Engineers Across the Tennessee Valley” on the R&D page of the members-only section of TVPPA.com.

Morales’ acclimation to the United States took courage and commitment. After joining his father in Fayetteville, Tenn., he enrolled at Fayetteville High School and immediately set his sights on learning English, a crucial skill in his new country. “I was by myself with no friends, no way to communicate and very little money,” Morales shared. Determined to succeed, he dedicated himself to mastering the language, even carrying a dictionary with him to look up unfamiliar words — something he admits he still does to this day, always wanting to improve his ability to communicate in his new language.

After high school, Morales attended the Tennessee College of Applied Technology (TCAT) in Shelbyville, where he enrolled in an automotive mechanics program. Although working part time at a fencing business and sending money home, Morales had bigger dreams. It wasn’t long before an opportunity arose at FPU, setting him on the path to a career he hadn’t imagined was possible.

From Tree Trimming to Linework

Initially hired as a shop worker at FPU, Morales later transferred to the right-of-way department working as a tree trimmer. But his ultimate goal was clear: He wanted to become a lineman. In 2020, he began his apprenticeship with FPU, a crucial first step toward achieving his dream of becoming a journeyman lineman in the United States. “It’s exciting to be the first person from Honduras to reach this milestone,” Morales remarked, reflecting on his journey.

Overcoming Challenges

Morales’ journey wasn’t without obstacles. Language and cultural barriers posed significant challenges, especially as he navigated technical training for his apprenticeship. FPU supported his transition, with co-workers helping interpret the written portions of his training, ensuring he could succeed despite the hurdles. “The team at FPU has welcomed me and treated me like any other employee,” Morales said. “They’ve helped me not just with the technical aspects of the job but with integrating into the team and the culture here.”

Making a Difference in the Community

Morales’ contributions to FPU go beyond his work ethic and technical abilities. As the community around Fayetteville sees an increase in Spanish-speaking residents, Morales’ bilingual skills have proven invaluable in helping serve customers. His presence also highlights the growing need for diversity in industries like utility services, where employees from varied backgrounds can bring unique perspectives and help their organizations better serve their communities. “We value the various perspectives all of our employees bring to the workplace,” said Britt Dye, FPU CEO and General Manager. “Derian has a good future as a lineman. He is a dedicated and dependable team member, not just at FPU but outside of work as well.”

An Inspiration for the Future

Derian Morales’ story is one of perseverance, determination and the power of dreams. It also reflects the changing demographics of the Tennessee Valley. His success serves as an inspiration not only to those from underrepresented backgrounds but to anyone striving to achieve their goals, step by step.

When asked what he would tell others facing big decisions, Morales offers simple but powerful advice: “If you have a chance, take it. If you have goals or dreams, nothing can stop you except yourself.”

To stay ahead, LPCs must consider not only backfilling existing roles but also hiring for future positions that will help integrate new technologies, manage a more complex grid and meet the Valley’s ambitious energy goals. Planning now for the workforce of tomorrow is essential to ensure your business remains resilient and adaptable in the face of change.

At Winchester Utility System, a municipal power company serving nearly 7,000 consumers in Tennessee, preparations for implementing an advanced metering infrastructure (AMI) system have Human Resources Manager Jeff Mathews thinking deeply about the impacts on hiring that new technologies are bringing to this industry. “We’re a short few months away from an AMI rollout,” said Mathews. “We’re in the process of identifying what various skills that encompasses, what the ideal AMI specialist might look like and comparing that to our internal competencies. This is a unique position that will utilize both hard skills in data literacy, software and metering, and also soft skills like troubleshooting, problem-solving and interpersonal skills to collaborate with their peers.” That sense of responsibility for getting the right person in that role extends throughout the organization for Mathews and Winchester General Manager George Powell.

Powell noted some of the challenges facing LPCs as they try to find the right employees: “Grid modernization will require a much heavier emphasis on engineering, software integration and data analysis to cultivate the efficiency and operational opportunities a smart grid would offer. Renewable energy initiatives have already been reshaping the generation portfolio, so as we shift farther away from fossil fuels and [increase] the presence of solar, hydro and other renewables, it shifts the demand for subject matter experts who can maximize the benefits that renewables offer. With some of the more common renewables such as solar and wind being intermittent sources, there is also increased demand for more innovation in energy storage.”

Mathews agreed, saying, “Emerging technologies and the skills that will be needed to implement TVA’s Valley Vision have turned the recruiting and training world upside down. It used to be that the only important thing to have was some guys [who] could keep the lights on. While that is critical and still the heart of what we do, looking forward, the utility world will also be relying heavily on engineering, data analytics, and IT professionals.”

But the impact on hiring won’t stop at technical positions, he said. “At the same time, other staff like customer service, billing and HR will need to be trained up enough on these things to make their own contributions or, at a bare minimum, be able to speak the language.”

Volunteer Electric Cooperative (VEC) CEO Dion Cooper believes the industry has reached a tipping point regarding the need to understand and implement new technologies. “I believe we have largely already aged out employees [who] simply will not embrace new technology at all. Looking at our [linemen] for example, virtually all of them use technology daily to perform their work.”

From diversifying skill sets among existing employees to working with schools at all levels, Cooper believes LPCs need to be focused on driving creative workforce development strategies to stay ahead of the rapid technological advancements needed to support the growing demand for energy. “We are seeing more situations where we may hire folks with technical aptitude and technology skills that are not specific to our industry and we train them up on the electric side. We also have an opportunity to partner with our technical schools, universities and even our high schools to engage students earlier in the process. We need to help schools develop programs that can shape talent for the electric power space and drive interest in this industry.”

At Winchester, a longtime partnership with local schools has included hosting career days, job fairs and facility tours. Now, said Mathews, the company’s educational outreach is expanding. “Currently, we are exploring other ways to recruit and acquire new skills, such as work-based learning opportunities, internships and other ways of partnering with area colleges and universities.”

Mathews noted that while historically their rural utility hasn’t needed to focus as heavily on workforce development and recruitment, there’s growing concern about the future. As the demand for specialized skills rises, particularly in skilled positions, their smaller applicant pool could face additional strain. “The domino effect of that,” Mathews explained, “is the increased importance of not only recruiting for specialized positions but also retaining that expertise.” This highlights the critical role that a well-rounded employee lifecycle and a competitive total compensation package will play in attracting and keeping the talent needed to meet these emerging demands.

Butch Massey, Vice President of Engineering and Operations of Warren Rural Electric Cooperative Corporation (WRECC) in Bowling Green, Ky., also supports the idea that LPCs need to partner with school systems and educational institutions as part of their workforce development strategies. “Working with training organizations and school systems to ensure the training offered meets real-world demand is and will continue to be a critical workforce development strategy,” Massey said.

He also believes LPCs will need a greater reliance on data analysts, pointing to TVA’s Valley Vision strategies, including increased reliance on DERs for load management and grid modernization. These efforts, he noted, will require more focus on processing and utilizing collected data, leading to growth in data analysis, IT and possibly AI-focused roles. “With increasing levels of data available, positions dedicated to analyzing trends will be crucial in informing engineering activities.

” Another important trait LPCs should seek in new hires and encourage in their current employees noted by Massey is adaptability. Along with the soft skills Mathews highlighted, Massey said, “Adaptability will be a crucial skill for tomorrow’s utility worker. As we recruit and hire those employees, pre-hire personality testing will become increasingly important.”

VEC’s Cooper also placed importance on keeping current staff engaged in their growth, saying, “We lean heavily on our trade associations like TVPPA, TECA and NRECA to ensure our employees are prepared for the future.”

As the energy landscape continues to evolve, local power companies must adapt their workforce strategies to meet the challenges of tomorrow. Whether it’s integrating new technologies or ensuring long-term reliability, these companies must balance current operational needs with future demands.

Cooper pointed out that while it’s crucial for LPCs to keep an eye toward the need to increase a focus on the technologies that will enhance the ability to meet future energy demands, it can’t be at the expense of serving today’s customers. “We don’t bring on new technologies for technology’s sake; there must be a cost benefit or reliability benefit or service benefit for our members."

WRECC’s Massey shared a similar sentiment, saying, “Our core mission is to provide safe, reliable electricity to our members. Any innovations we adopt must enhance our ability to fulfill that promise to our members.”

For Winchester’s Powell, striking the balance between current system needs and the myriad challenges facing LPCs comes down to one thing: careful strategic planning. “You first need to identify an objective and how to get there. During that process, you factor in how you’re allocating budget, time, resources, headcount, etc., to make sure you are checking all the boxes: research, human capital investments, risk management, testing, retesting and generally looking at the project holistically and objectively to poke holes in it before it goes out to the world. Prioritize the needs and give yourself some landmarks to plan around.”

TVPPA: YOUR PARTNER IN PREPARING FOR THE FUTURE

TVPPA’s Education & Training (E&T) department stands ready to assist with ensuring your team has the edge when it comes to developing the skills needed to tackle the challenges associated with grid modernization and growing consumer demands. Caleb Hall, TVPPA Director, Education & Training said, “Developing the next generation of leaders will continue to be crucial for all members as Generation X and millennials transition into leadership positions. Members may need to acquire technical expertise in solar, energy storage solutions and Evs to fully leverage the flexibility provided by their long-term partnership agreements. As members shift from the construction phase to the maintenance phase of their fiber rollouts, technical training for fiber technicians will become increasingly important.

” In 2025, our E&T department will be rolling out new programs and expanding others, including:

• Fiber construction

• Executive assistant certification

• Certified power engineer

• Advanced certified power engineer

For information on these and any other programs, please reach out to training@tvppa.com.