Move to Shelton Supports Growth and Enhances Client Service
Tata & Howard, Inc., a 100% employee-owned water engineering firm, is pleased to announce the relocation of its Connecticut office to Shelton, Connecticut. The move reflects the firm’s continued growth in the region and its commitment to providing a modern, collaborative environment for employee-owners and clients alike.
The new Shelton office located at 2 Corporate Drive, Suite 750 offers upgraded workspace designed to support teamwork, innovation, and efficiency, while positioning the firm to better serve municipal and utility clients throughout Connecticut.
“This move is an exciting step forward for our team,” said Karen Gracey, P.E., Co-President of Tata & Howard. “Our new office provides a more modern and comfortable space for our employee-owners while also allowing us to continue expanding our presence and services in Connecticut. As a 100% employee-owned firm, investing in our people directly enhances the level of service we provide to our clients.”
The relocation also strengthens Tata & Howard’s ability to collaborate with clients and partners across the state, offering improved accessibility and a professional setting for meetings and project coordination.
“Our new Shelton location better supports both our growing team and the needs of our clients,” said David Lombardo, P.E., Associate and Connecticut Office Manager at Tata & Howard. “We’re excited to welcome clients into a space that reflects who we are as a firm — collaborative, forward-thinking, and focused on delivering high-quality water engineering solutions.”
Tata & Howard has a long-standing presence in Connecticut, providing engineering services for water, wastewater, and stormwater infrastructure projects. The new office reinforces the firm’s dedication to supporting communities with innovative, reliable solutions while fostering a strong employee-ownership culture.
About Tata & Howard, Inc.
Founded in 1992, Tata & Howard, Inc. is a 100% employee-owned consulting engineering firm specializing in water, wastewater, and stormwater infrastructure. The firm is committed to delivering innovative, cost-effective solutions that protect public health and the environment.
As a trusted partner to municipal and private clients, Tata & Howard provides comprehensive services from planning and design through construction, along with sustainable solutions such as low impact development. Recognized as a leader in the Northeast, Tata & Howard is known for its technical expertise, collaborative approach, and dedication to client service.
In 2026, waterwork utilities are facing unprecedented challenges in safeguarding our drinking water. Between emerging contaminants, evolving solutions, and limited federal action, it’s safe to say it’s uncharted territory. Contaminants that were once considered to be low priority risks are now commanding attention, shaping operational strategies, and challenging current treatment methods.
Among these, per- and polyfluoroalkyl substances (PFAS) and manganese stand out as two of the more pressing risks to our drinking water. However, they’re not the only contaminants that require our undivided attention. Tackling these contaminants requires understanding their unique properties, the risks they pose, and whether current treatment strategies are truly effective.
PFAS: The “Forever Chemicals”
PFAS are synthetic chemicals known for their strong carbon-fluorine bonds, making them heat, water, and oil resistant. While these qualities have made them popular in manufacturing, the characteristic that defines them best is persistence. Often referred to as “forever chemicals,” PFAS are not easy to break down and can accumulate in water sources and the human body over time. Despite being used for more than 80 years, PFAS are still classified as “emerging contaminants,”a term that feels misleading given their long history and lack of federal regulations on allowable limits.
In 2024, the Environmental Protection Agency (EPA) led the charge on critical treatment methods and finalized the first national drinking water standards for six PFAS compounds under the Safe Drinking Water Act. While the new regulations significantly lowered the allowable concentrations for PFAS in our drinking water — and ultimately reduced exposure and deaths — it required many utilities to implement new processes.
For utilities, the challenge is not simply compliance. PFAS exist in complex chemical cocktails, vary by water source, and require specialized treatment processes. Effective treatment relies on a combination of advanced technologies, such as activated carbon filtration, ion exchange or novel media, as well as vigorous monitoring and reporting systems and extensive regulatory frameworks to get the job done.
When treating PFAS, our team evaluates water chemistry, projected regulatory thresholds, and long-term disposal considerations before recommending any solutions. Pilot testing plays a central role, allowing systems to be optimized under real-world conditions prior to any full-scale implementation. More information on how our PFAS treatment strategies have helped our local communities can be found in the following projects:
Unlike PFAS, manganese is not man-made but rather a naturally occurring element found in soils and rock formations. For decades, manganese was thought to be mainly an aesthetic issue, often associated with black staining, metallic taste, and buildup in pipes and delivery systems. Once considered to be safe in low concentrations, it is now under increased scrutiny as awareness of potential health impacts, particularly for infants, brings a more urgent emphasis on treatment.
While not regulated on a federal level, the EPA does list it as a secondary contaminant and recommends a limited exposure. For manganese treatment to be effective, it must be carefully selected based on a number of factors, including concentration and water chemistry. The most common and effective treatment is a two-step process of oxidation and filtration. Oxidants such as chlorine, potassium permanganate, or ozone are used to convert soluble manganese into an insoluble form, which can then be removed through filtration. Though seemingly straightforward, it requires extensive monitoring of oxidant dosages and overall effectiveness.
For manganese treatment, our team not only emphasizes extensive water quality assessments, but makes it our mission to ensure that the treatment upgrades address both compliance and safeguarding of water quality. By integrating modeling, monitoring, and operational planning, we help utilities implement solutions that are not only effective but sustainable. This level of commitment and expertise is represented in our previous work in the following communities:
Unfortunately, PFAS and manganese represent only a fraction of the emerging contaminants now being detected. Microplastics are now found worldwide, urging research into advanced filtration technologies. 1,4-dioxane, a groundwater solvent stabilizer, is immune to traditional adsorption (or activated carbon) methods, meaning advanced oxidation processes are required. To add, pharmaceuticals and personal care products are also being heavily scrutinized and studied, specifically when it comes to their impact by way of wastewater discharge.
Each of these contaminants carry not only unique chemical properties, but equally unique and complex treatment challenges. In 2026, utilities can no longer rely solely on decades-old treatment methods. Instead, they must adopt strategies and methods that are adaptable and supported by comprehensive data and validated by trial testing.
How T&H is Leading the Way
At Tata & Howard (T&H), we research and implement these advanced strategies for you. We stay at the forefront of this new era through extensive technical expertise and a practical, science-based, and utility-focused approach. We combine pilot testing, detailed water quality analysis, and full-scale design expertise to create treatment systems that are capable of effectively treating PFAS, manganese, and other emerging contaminants.
Beyond our projects, we contribute to industry dialogue by participating in conferences, building partnerships with regulatory and research partners, investing in data-driven decision making, and are always seeking out new innovations and technologies. This constant engagement with our industry ensures that we stay one step ahead of the curve when it comes to providing our clients with cutting edge solutions, helping them gain access to safe drinking water.
Contact us for assistance or questions about emerging contaminants or any other water quality or treatment issue. We are here to help!
For water utilities across the country, the Lead and Copper Rule Improvements (LCRI) is one of the most significant regulatory shifts towards mitigating lead exposure through drinking water in recent years. While a lot of attention is on the final deadline of replacing all lead service lines by December 31, 2037, utilities that are focusing only on that date are missing the bigger picture.
LCRI compliance is required for all community water systems and non-transient non-community water systems that have lead or galvanized requiring replacement (GRR) service lines. It was designed to drive steady, documented progress over time — not a mad dash at the finish line. Utilities that put off this critical work will risk falling behind a schedule that leaves very little room to catch up.
In fact, the first major milestone has already passed. Service line inventories were due in October 2024, requiring utilities to identify their lead service lines, galvanized lines in need of replacement, and non-lead lines across their distribution systems and report unknown service line materials. For many utilities, this work revealed gaps in their historical records, uncertainty surrounding private-side ownership, and a larger overall scope of work than previously expected. Those inventories will now form the baseline for measuring all future progress.
Key Deadlines on the Path to Compliance
While the first deadline has already passed, the next critical one is quickly approaching. By November 1, 2027, utilities must submit their lead service line replacement plans and an updated service line inventory to their primacy agencies. This upcoming deadline will mark the beginning of the federally mandated replacement period for most water systems. From then, the expectation is crystal clear: utilities have a ten-year window — from 2027 to 2037 — to replace all of their lead service lines. Throughout the decade, utilities are also required to replace an average of 10% of their lead service lines per calendar year.
Then, annual reporting will begin in 2029, with utilities required to document their progress, replacement rates, and verify all non-lead service lines on an annual basis. Additionally, they are required to verify their sampling results to the EPA. By 2034, they must validate the accuracy of their inventories for non-lead service lines, further emphasizing the need for reliable data and consistent field verification.
The final and most critical deadline is, of course, December 31, 2037. By that date, all community water systems and non-transient non-community water systems must have successfully identified all unknown service line materials and replaced all the lead service lines under their jurisdiction, unless they qualify for a deferred deadline.
Deferred Deadlines: A Narrow Exception, Not the Rule
While the LCRI does allow for delayed compliance, it is far more limited than many utilities initially assumed. According to the EPA, only about one percent of water systems nationwide are expected to qualify, and eligibility for a deferred deadline depends solely on replacement speed. If meeting the requirement to replace 10% of known lead and GRR service lines would mean replacing more than 39 lines per 1,000 connections each year, the water system may receive a deferred deadline. However, even in those cases the approval isn’t automatic. The utility would still need to submit their documentation to the EPA showcasing that the required pace would be impractical and burdensome for them.
The EPA has made it clear that deferrals will be granted sparingly and on a case-by-case basis. For most utilities, planning around a delayed deadline simply isn’t realistic, and it carries real risk. Of course, the safest assumption is full compliance by the end of 2037.
What’s Required Beyond Construction
It’s important to note that replacing pipes is only one piece of the puzzle. The LCRI stresses that utilities must follow the four main guidelines: identify, plan, report, and verify. Utilities must maintain a detailed inventory of lead and GRR lines, including those located on private property where they have legal access. Replacement plans must outline their prioritization strategies, funding methods, and realistic schedules that align with the 10% annual replacement expectation.
Annual reporting is another main component of this effort. Systems must document their progress, report replacement numbers, and continue verifying non-lead lines year after year. And more importantly, the rule requires utilities to offer replacement regardless of ownership — public or private — so long as access is available. This adds layers of careful coordination with property owners and introduces another layer of administrative and financial complexity.
Challenges Utilities Will Face
The scale of this effort cannot be overstated. Some utilities are being tasked with replacing tens or even hundreds of thousands of lead service lines. Meeting a 10% annual replacement rate at that scale requires a significant ramp-up in construction capacity, workforce availability, and program management. This will undoubtedly leave utilities to compete with one another for qualified contractors, inspectors, and materials, especially as more utilities move from the planning stage and into active replacement.
As with most replacement projects, funding will remain another major hurdle. While the Bipartisan Infrastructure Law made historic federal funding available for lead service line replacement, it sunsets in 2026 and is unlikely to be renewed by the current administration.. Many utilities will need to supplement federal and state funds with local capital investments or customer charges, especially for private-side replacements. Early financial planning will be a critical tool to avoid slowing down progress.
Why Acting Now Is Essential
The way the LCRI is structured leaves little room for procrastination. Utilities that wait until 2027 to fully mobilize these replacement programs will find themselves under immediate and immense pressure to meet the annual targets while still building internal capacity. Early action allows them to spread costs out over time, refine their replacement methods, secure contractor relationships, and engage their communities before construction ramps up.
Most importantly, acting now reduces future risk. Falling behind early in the ten-year period makes compliance exponentially harder later on, especially as labor markets tighten and costs rise. The 2037 deadline may appear distant, but the path to get there is already mapped out — and it’s not forgiving.
At the end of the day, the message from the EPA is clear: inventories are complete, replacement plans are due soon, and progress will be measured year by year. For nearly every utility, the countdown has already begun, and the time to act is now.
As a niche water and wastewater engineering firm, Tata & Howard has the targeted expertise to efficiently assist utilities with every aspect of lead service line replacement. Contact us to learn more or to help your utility meet this critical deadline.
In 2018, the America’s Water Infrastructure Act of 2018 (AWIA) was enacted, creating a new foundation for how community waterworks systems prepare for and evaluate emergencies. Since then, public water suppliers have been mandated to submit their Risk and Resilience Assessments (RRAs) and Emergency Response Plans (ERPs) in an effort to lay the groundwork for improving utility resilience and preparedness.
Now, with AWIA Round II officially underway and recertification deadlines having begun in March 2025, water systems are once again required to revisit and update these critical documents. While the criteria needed to complete these documents have not changed, the conditions utilities face have evolved significantly since Round I’s end in 2020/2021. Between aging infrastructure, cybersecurity vulnerabilities, emerging threats due to climate change, and an increase in oversight, maintaining and updating these documents is more critical than ever.
A Refresher on AWIA ERPs and RRAs
To refresh, an RRA is an evaluation that examines a utility’s vulnerabilities, threats, and consequences should it experience an emergency. The purpose of this document is to help utilities understand where they are most vulnerable and where mitigation efforts will be the most effective. Together, the ERP and RRA form a solid foundation for a utility’s emergency preparedness strategy.
An ERP is an extensive manual for emergencies, containing any and all information and strategies that would be critical during an emergency. This includes, but is not limited to, utility personnel information, strategies on how to communicate with the public and stakeholders, contingency plans for alternative water sources, and more.
The U.S. Environmental Protection Agency (EPA) requires communities with populations of over 3,300 people to develop both an RRA and an ERP, and they must be updated every five years at minimum. Below are the current Round II deadlines:
Over 100,000 population: RRA certification was due March 31, 2025, and ERP certification was due September 30, 2025.
50,000-99,999 population: RRA certification was due December 31, 2025, and ERP certification is due June 30, 2026.
3,301-49,999 population: RRA certification is due June 30, 2026, and ERP certification is due December 31, 2026.
If utilities have not yet updated their RRA or ERP, we strongly suggest scheduling your review now in order to meet the above deadlines.
Building Capability Beyond Compliance
Even though training is not mandated by AWIA, many utilities are now voluntarily incorporating training requirements into their own internal compliance processes. By recognizing that Round II is more than just paperwork, utilities can leverage their knowledge from these training sessions and set themselves up for success in the case of an emergency.
For Massachusetts utilities specifically, MassDEP has a dedicated webpage to provide information, resources, and guides on how to prepare their ERPs, ranging from general guidance to more specific responsibilities such as cyber threats and chemical safety. The March 2025 issue of their In the Main newsletter also provided more resources and information.
Even with the above resources from EPA and MassDEP, it is often a challenge for water systems to implement training on their own. And that is where we come in. Tata & Howard’s expertise includes not only creating and updating RRAs and ERPs but also providing comprehensive training to water professionals. This training is invaluable for emergency readiness, such as recently experienced by the Cherry Valley and Rochdale Water District.
As Round II deadlines near, utilities that invest in training are often better positioned to produce higher-quality plans, respond effectively to emergencies, and demonstrate organizational readiness beyond minimum compliance.
Why Round II Matters More Than Ever
Even though Round II does not require any new criteria from utilities, its timing could not be more ideal. Water systems continue to face far more complex conditions, from extreme weather events like wildfires, floods, and lengthy power outages to increasing cyberattacks on critical infrastructure and supply chain challenges that highlight weaknesses in the availability of necessary parts and equipment.
Beyond these external threats, internal changes such as infrastructure improvements, operational changes, staff turnover, asset aging, and more can also alter a utility’s exposure to risk. Emergency plans that were once accurate may no longer reflect the current flow of operations, which can be detrimental in the face of an emergency. With these emerging threats and inevitable internal changes, Round II provides utilities with the critical opportunity to revisit their emergency plans and assessments and align them with the reality of their present-day conditions.
What makes this next cycle even more important is that utilities have the chance to reflect on the past five years from every angle. For example, utilities can evaluate how the system changed since Round I, which may have reduced previous risks or created new ones. They can also evaluate how systems will be able — or unable — to withstand the possibility of other emerging threats in their current state. This time also creates a unique opportunity to look at new tools and training opportunities that are designed to assist utilities and their staffing. Lastly, it provides utilities with the time to reflect on not only the successes and challenges from the past five years but that of their peers as well.
By leveraging new tools, resources, research, and the time to reflect, utilities can further strengthen their emergency preparedness.
Conclusion
By approaching Round II as more than just a regulatory obligation, utilities can use this next cycle to meaningfully improve their resilience, enhance their emergency response capabilities, and set themselves up for long-term success. Contact us to learn more about updating your RRAs and ERPs or to schedule a consultation or training session.
Being an employee-owned company means more than shared financial ownership; it means shared purpose, shared values, and a shared commitment to giving back. Our culture of positivity is woven into everything we do and has been one of our five corporate values — along teamwork, efficient solutions, client satisfaction, and integrity — since our inception.
Throughout the year, our employee-owners come together to strengthen our communities, celebrate one another, and build a workplace where generosity, positivity, and teamwork (another of our core values!) thrive.
In the spirit of our ESOP mission, we’ve built traditions that not only bring our team closer, but make a meaningful impact toward our shared values both internally and externally. Here’s a look at the past year filled with service, connection, and ESOP pride.
T&H’s Judy Soda is pictured far left
February: Volunteering at Naugatuck Valley Soup Kitchen
Starting the new year in service is more than just a resolution at Tata & Howard (T&H), but rather a year-long mission. In February, the T&H team raised funds through our annual Superbowl squares, raising $500 for the Naugatuck Valley Soup Kitchen (NVSK). Judy Soda from our team also volunteers at NVSK, helping prepare and serve meals for individuals and families in need. NVSK serves the Borough of Naugatuck, Connecticut by delivering free meals to local residents and stocking two pantry boxes that are open 24/7 for community members seeking food assistance.
T&H team members enjoyed skiing at Wachusett Mountain
March: Team Celebrations and Pi Day Fun
In March, we celebrated with several events, bringing our team together for fun, appreciation, and tasty desserts. It started with members of our team hitting the slopes together for a day of outdoor fun and camaraderie at Wachusett Mountain. On March 7 (Employee Appreciation Day), we celebrated our team’s hard work and dedication with a catered luncheon. Lastly, on 3/14 (also known as Pi Day), we celebrated with a little math and a lot of pie because every great team needs a break for a sweet treat.
April: Honoring Administrative Professionals
At T&H, we believe that every team member, regardless of their role, plays an integral part in our success and should be celebrated. This month we took part in Administrative Professionals Day by celebrating two spectacular team members: Judy Soda and Jan Stone. Without them, our office wouldn’t run with the same efficiency, warmth, and care that our team and clients rely on every day.
May: Moving on Up
In May, we moved our corporate headquarters to a brand new location at 201 Boston Post Road West in Marlborough. The move provides a brand new, modernized facility for the comfort of our employee-owners and our clients, as well as room to accommodate our growth.
T&H team members enjoyed NEWWA Member Appreciation Night at the New England Revolution
June: Fun in the Sun
Members of our team enjoyed some fun in the sun at Gillette Stadium for the New England Revolution vs. Nashville SC game as part of the New England Water Works Association (NEWWA) Member Appreciation Event. Thank you to NEWWA!
October: ESOP Month
October was ESOP Month, and at T&H, we take celebrating ownership seriously. It’s our most activity-packed month, filled with fun, philanthropy, and team bonding. Highlights included a clothing drive for Tailored for Success, Inc., a local not for profit organization that provides job resources and assistance to economically disadvantaged women, men and youth; a fun and competitive APEX team outing; Anything But a Cup challenge; wine and cheese night; game competitions, and more!
ESOP Month brings out the best of our culture — engagement, excitement, and ultimate positivity.
November: Annual Food Drive
In November, we hosted our annual food drive for the Worcester County Food Bank (WCFB). The WCFB is one of only three Feeding America member food banks in the entire state of Massachusetts, providing food to tens of thousands of people every year. This year, we were able to donate 2,116 items to help ensure families in our communities were able to enjoy a warm and plentiful holiday season.
December: Giving Tree
In December, we annually support Hopewell Family Services, the largest nonprofit provider of comprehensive foster care in Massachusetts. Employee-owners choose tags from our Giving Tree and purchase gifts to fulfill foster children’s specific holiday wishes. In addition to providing gifts to children during the holidays, Hopewell programs provide a range of critical social services to children, adults, and families across the state throughout the year.
The Year in Review: What It All Means
Reflecting on this past year reminds us that being an employee-owned company isn’t just a business model, but rather is a way of showing up for each other and for the communities we serve. Every volunteer effort, celebration, and shared experience strengthened the positive connections that make T&H such a special place to work — and work with.
We’d love to share more about what it’s like to work for or collaborate with Tata & Howard. If you’re curious or considering joining our team or partnering with us, please reach out anytime.
As the days grow shorter and the air turns crisp, November offers a gentle reminder to pause and reflect. At Tata & Howard (T&H), this season is a time to express gratitude for the people and partnerships that support us and to recognize the essential work that keeps our communities thriving. Gratitude is at the heart of what we do, inspired by our deep appreciation for the vital natural resource we work every day to protect — from maintaining clean, reliable water systems to fostering a company culture grounded in collaboration, respect, and shared purpose.
This month, we’re embracing a “Month of Gratitude,” a celebration that acknowledges the human and technical sides of what we do. While Thanksgiving often sparks intentional reflection, our gratitude extends far beyond a single holiday. It’s a chance to highlight the unsung heroes, the behind-the-scenes processes, and the people who make our mission possible every day.
Behind the Tap
When people turn on the tap, they rarely think about what it takes to make that possible. At T&H, we’re grateful for not just the systems that deliver clean, safe water to every home and business, but for the dedicated teams who make it happen.
For example, something as routine as unidirectional flushing plays a crucial role in maintaining water quality. This process clears out sediment and improves system performance, keeping distribution networks running smoothly and giving our communities confidence in their water supply. While it’s easy to overlook these technical acts, they represent the behind-the-scenes dedication that defines our industry.
Being grateful for our community’s water infrastructure may sound unusual to most people, but for us, it’s about valuing the systems that keep us healthy and thriving. Each hydrant test, water main replacement, and treatment plant upgrade is a testament to intentional foresight and teamwork. While these efforts often take place behind the scenes, they ensure that clean water remains one of the most reliable and trusted public services.
Our People, Our Strength
Of course, our gratitude isn’t limited to just pipes and pumps. It also extends to the people who design, build, and maintain these systems, along with the communities that place their trust in us. Our ownership team exemplifies what it means to lead with integrity and shared responsibility. As an employee-owned company, T&H’s success is a collective achievement powered by a team that takes personal pride in its work. This culture of ownership strengthens our organization and also deepens our gratitude for one another.
Throughout November, we also reflect on the many relationships that shape our work. We’re thankful for our clients, whose collaboration and trust allow us to pursue meaningful solutions. We’re grateful for our partners who share our commitment to quality and sustainability. Most of all, we’re thankful for our colleagues — engineers, scientists, technicians, and support staff — who bring creativity, dedication, and heart to every project. Together, we build something greater than the sum of our parts.
Our gratitude also extends beyond our immediate circle to the communities we serve. Whether we’re improving water systems in a small town or enhancing infrastructure for a growing city, we’re reminded that our work has a lasting impact on people’s lives. Knowing that our efforts help ensure safe drinking water for families, schools, and businesses is profoundly rewarding. It’s what motivates us to innovate, collaborate, and keep learning.
Gratitude in Action
This “Month of Gratitude” also reminds us that appreciation and stewardship are interconnected. As we give thanks for the systems that sustain us, we also recognize that our responsibility to care for them goes hand-in-hand. It’s critical to remember that sustainability is not just a professional focus but a moral commitment. By promoting efficient water use, investing in resilient infrastructure, and adopting environmentally conscious practices, we express our gratitude through action, ensuring future generations inherit the same resources and opportunities we enjoy today.
Small Acts, Big Impact
Internally, our culture of gratitude shows up in a number of ways: in morning conversations over coffee, mentoring between colleagues, and shared pride when a project is complete. It’s in celebrating milestones and the collective support when faced with challenges. We believe that gratitude creates connection, and connection strengthens our ability to serve.
As we reflect on this month, we’re reminded that gratitude doesn’t have to be grand to be meaningful. Sometimes it’s as simple as appreciating the clarity of a well-maintained water line, the dedication of a field crew in challenging weather, or the innovation sparked in a brainstorming session. Other times, it’s about recognizing the values that guide us — collaboration, quality, and service — and the people who embody them each day.
Guided by Thanks
At T&H, gratitude is more than a seasonal sentiment. It’s a guiding principle that shapes our relationships, informs our decisions, and inspires our ongoing commitment to excellence. As we move through this month of reflection and thanks, we’re reminded that every drop of effort matters, from the precision of an engineering design to the trust of a lasting partnership.
So, this November, we pause to say thank you to our colleagues, clients, partners, and communities. We’re grateful for your trust, your collaboration, and your shared vision for a sustainable future. Together, we will continue to protect our most vital resource and the people who depend on it.
As a 100% ESOP, Tata & Howard fully participates in ESOP Month each October with numerous events focusing on education, teamwork, and fun! One of those fun events focused on water and sustainability, two things near and dear to our water engineers’ hearts.
As a professional water engineering firm, we prioritize proper hydration all year long from pure, clean tap water — no plastic water bottles allowed. But during ESOP Month, we decided to create an even bigger challenge: no cups! We were all tasked with drinking our favorite hydrogen and oxygen containing beverage from “Anything but a Cup” — and our employee-owners got super creative. And we just had to share!
Enjoy the slideshow below to see just how creative of a team we have. And we all know that creative minds produce creative solutions. 😎 Happy ESOP Month from the entire Tata & Howard team!
In our line of work, water isn’t just our business, it’s our purpose. Every drop we help deliver carries the weight of public health and safety, sustainability, and trust. Unfortunately, both our water supply and the professionals who manage it are often taken for granted. We often tend to assume the water will always be there: clean, safe, and forever flowing.
But what if that wasn’t the case?
Imagine a day where our access to that water wasn’t available. Now, imagine a day without the people who work tirelessly to make that water safe and accessible.
As we celebrate our 33rd anniversary this month, we’re reflecting not only on our legacy, but also on what it means to serve as an employee-owned firm in the water engineering field, and the impact our water professionals have on the communities we serve.
Topping off ceremony at the Amherst Centennial Water Treatment Plant
A Legacy Built on Public Health and Protection
Clean water is the backbone of any healthy society. It is the foundation of sanitation, disease prevention, and economic development. And yet the systems that deliver it are anything but simple. They are aging, increasingly complex, and under stress from climate change, contaminants, and population growth.
That is where water professionals come in.
Engineers, operators, and technicians have long played a quiet but critical role in advancing public health and safeguarding communities. Behind every glass of clean water is an intricate infrastructure that is designed, maintained, and upgraded by these highly skilled professionals. Their work is often invisible to the public eye, but their impact is undeniable. It allows for the removal of harmful pathogens and chemicals from our systems, reliable distribution networks, and paves the way for communities to stay ahead of potential risks and failures.
At its core, water engineering is about people. Every design, operation, or maintenance effort directly impacts lives. When systems fail, the consequences are immediate and can lead to service disruptions and public health emergencies. But when water professionals succeed, their work upholds the clean and safe drinking water standards we all deserve.
Whether in large cities or remote rural areas, water professionals are stewards of public trust. As the pressures these professionals and water systems face continue to grow, so does the need to recognize their contributions and role in keeping communities safe.
More Than a Job: The Power of Employee Ownership
At Tata & Howard (T&H), we are proud to be 100% employee-owned since 2014. Our ESOP structure isn’t just a business model, but a mindset. When every team member is an owner, there’s not only a greater sense of accountability, but there’s also collaboration and pride in the work. Our team comes to work every day knowing that our designs, assessments, and expertise directly affect the health of our community, the resilience of our local municipalities, and the strength of critical infrastructure.
In our industry, the impact we have on the environment and public health is profound. For ESOPs like T&H, there is an understanding of this responsibility and a deep commitment to the initiatives that emphasize ethics, sustainability, and the well-being of the communities served. Most importantly, it keeps the mission personal. When people are able to work with a company and not for it — building it, investing in it, and growing alongside it — they bring their best. And in today’s water industry, that’s exactly what’s needed.
Lessons from Rwanda: A Global Perspective
Our team of water professionals share a commitment to clean water that doesn’t stop at local borders, but extends globally. It’s reflected in our partnership with Water for People (WFP) and participation in their Impact Tour to Rwanda, where we witnessed firsthand how long-term water and sanitation solutions (and a little help from water professionals) can transform communities.
Rwanda, a densely populated and landlocked country in East Africa has been a focal point for Water for People’s work in ensuring that every family, clinic, and school in specific districts have access to clean water and sanitation — forever. Their “Everyone Forever” model not only emphasizes infrastructure, but local empowerment, capacity building, and resilient systems that these targeted communities can manage and maintain on their own over time.
During the tour, select members of the T&H team were given a powerful reminder of how essential water professionals are to local communities. They were also able to see the transformational effect that clean water and reliable sanitation can have when systems are thoughtfully engineered and sustainably managed.
The trip highlighted what we know to be true: water engineering is about more than technical expertise; it’s about people, trust, and long-term impact. Behind every successful water system is a team of professionals solving complex challenges, planning for the future, and ensuring that communities — whether in rural Rwanda or small-town America — have the safe, reliable water they need to thrive.
T&H team members proudly wear shirts from their alma maters.
Celebrating Water (and the People Behind It)
This October, we mark another milestone in T&H’s journey: a company anniversary that is not just another celebration of time, but of impact. It’s a moment to look back on the past 33 years of projects we’ve delivered, the communities we’ve served, and the culture we have built as an ESOP.
It’s also the perfect moment to recognize Imagine a Day Without Water (IDWW), which takes place this year on October 16. This annual day of recognition is led by the Value of Water Campaign and organized by the US Water Alliance. Every year, IDWW asks us to “imagine a day without water” in order to recognize and appreciate just how critical and indispensable this resource is when it comes to not only our daily lives, but to the environment, our communal health, and economy.
But here’s the kicker: you can’t imagine a day without water without also imagining a day without engineers, hydrologists, operators, and technicians. We can’t have reliable, safe drinking water without the people who dedicate their lives to ensuring it. When we reflect on what a day without water would mean, we not only recognize the vital role water plays in our lives, but also the unsung heroes who work every day to keep it flowing.
Conclusion
As we look forward, we know that the challenges facing our industry will only continue to grow more complex. But so will the opportunities to lead, innovate, and make a lasting impact. With every water professional serving as both an expert and an owner at T&H, we are uniquely positioned to meet those challenges head-on.
On this anniversary and while taking part in Imagine a Day Without Water, we celebrate not just what we do, but who does it. To us, water is not just infrastructure; it’s life. And delivering that life, every single day, deserves to be recognized and valued.
MWWA and Tata & Howard are pleased to announce that Carissa Ashman and Ava Aube were awarded the Patrick S. O’Neale Engineering Scholarship Awards.
Carissa is pursuing an Environmental Engineering/Water Science degree at University of Wisconsin, and Ava is pursuing a degree in Civil Engineering/Environmental from Hofstra University.
Congratulations to both Carissa and Ava on their incredible achievements, and we wish them continued success!
About the Scholarship
Tata & Howard, Inc. is pleased to co-sponsor the Patrick S. O’Neale, P.E. Engineering Scholarship Award through the Massachusetts Water Works Association (MWWA). This awardis open to students pursuing a Bachelor of Science degree in Civil or Environmental Engineering at an accredited academic institution in the United States, with preference given to those candidates whose programs of study are related to waterworks practice.
When the pressure is high and response time is short, a well-structured emergency response plan (ERP) becomes the foundation of an effective, coordinated action plan. It ensures everyone involved understands their role, knows how to communicate, and has access to the resources they need to restore service quickly and safely.
To build that kind of clarity and coordination, you need to start with the fundamentals.
ERPs: Who, What, Where, When, and Why
When we talk about planning for emergencies, it helps to go back to the basics. Every effective ERP should clearly address the who, what, where, when, and why—not just in theory, but in practice.
Who: All those essential to coordinated response, including utility staff, emergency responders, regulators, and local officials;
What: Identifies threats and outlines specific emergency response procedures, such as floods, contamination, or system failures;
Where: Training and drills can occur onsite, virtually, or in classrooms; the EPA also offers tools and templates online;
Why: To protect public health, ensure service continuity, and meet regulatory requirements.
A well-balanced and robust ERP also goes beyond these basics and typically includes, but is not limited to, the following:
Utility and personnel information;
Communication strategies for notifying the public and stakeholders;
Contingency plans for alternative water sources;
Distribution and service continuity procedures; and
Threat detection strategies and incident response protocols.
Together, these components ensure that when an emergency strikes, utilities can respond swiftly, effectively, and with confidence.
Time is of the Essence
Too often, ERPs are treated as static documents and are only revisited when either required by a regulation or after an incident. However, emergencies rarely occur during convenient moments of downtime, or in line with regulatory deadlines. Given the unpredictable nature of emergencies, ERPs need to be living documents that not only evolve with a team, but with infrastructure and the threats an organization or industry faces.
In fact, the United States Environmental Protection Agency (EPA) agrees. Under the America’s Water Infrastructure Act of 2018 (AWA), all public water suppliers that serve populations of more than 3,300 are required by the EPA to not only develop an ERP, but also to complete a Risk and Resilience Assessment (RRA) — and both the ERP and RRA must be updated every five years at a minimum. Because initial assessments were conducted about five years ago, utilities serving populations over 3,300 are due to update their RRAs and ERPs by the following dates:
Over 100,000 population: RRA certification was due March 31, 2025, and ERP certification is due September 30, 2025.
50,000–99,999 population: RRA certification is due December 31, 2025, and ERP certification is due June 30, 2026.
3,301–49,999 population: RRA certification is due June 30, 2026, and ERP certification is due December 31, 2026.
If your utility’s RRA or ERP hasn’t been updated or has yet to be tested through training or drills, we strongly suggest scheduling your review now in order to meet the above deadlines.
What You Need and What That Involves
When it comes to developing or updating an ERP, it requires a methodical approach. While each utility is unique, there are several core components that need to be addressed to ensure a level of preparedness that is fit for a wide variety of emergency scenarios.
To start, there must be a thorough inventory of critical infrastructure. This includes treatment facilities, pump stations, and other essential assets. Each of these should be assessed for potential vulnerabilities and prioritized according to their impact on the operation. This first step is crucial in creating an ERP that ensures not only continuity of service, but minimizes downtime during emergencies and efficiently allocates the necessary resources to protect the water system’s most vital components.
Next is communication planning. An effective ERP will outline how internal teams, external stakeholders, public officials, and the general public will be informed during an emergency. It will also account for any possible disruptions, such as power outages or internet disruptions, and identify communication tools, contact protocols, and responsibilities for the spokesperson that are needed to keep communication flowing.
The communication planning then ties neatly into detailing clearly defined roles and responsibilities. Everyone on a utility’s team, from operators to administrative staff, should understand their responsibilities during different types of incidents. This includes identifying a chain of command, assigning alternates, and maintaining an up-to-date contact list.
Mutual aid agreements should also be reviewed and documented during the ERP-creation process. In many emergencies, collaboration with nearby utilities, contractors, or regional agencies can truly make all the difference between a short disruption and a prolonged service outage. These agreements outline shared resources, personnel, and equipment, and should be maintained as part of your ERP.
Training and exercises are just as essential. Tabletop drills, field exercises, and even partial walk-throughs can greatly help reinforce your team’s familiarity (and confidence) with procedures, identifying areas where the plan may fall short.
An often forgotten component to an ERP is cybersecurity. This aspect has become increasingly important as systems and customer data have moved over to digital platforms. ERPs must account for cyber threats just as seriously as they do physical ones. An ERP should include strategies for isolating affected systems, maintaining operations manually if deemed necessary, and engaging with external support if a breach occurs.
Finally, thorough documentation is key. An ERP should be easy to access in both digital and physical formats, clearly organized, and readily available to anyone who may need it during an emergency.
Facing the Pressure with Confidence
There is no question that today’s water systems are under pressure; however, adequate preparation can greatly affect the outcome. With a well-designed, robust, and up-to-date ERP in place, utilities are equipped to protect public health, minimize service disruptions, and recover quickly from emergencies.
At Tata & Howard, we specialize in helping utilities develop and refine ERPs that go beyond compliance. Our team brings practical insight, regulatory knowledge, and years of hands-on experience to support your emergency planning efforts; from vulnerability assessments to training and implementation. Contact us today to schedule your ERP preparation or training.
Tata & Howard, Inc., a 100% employee-owned water engineering firm, is pleased to announce the relocation of its Connecticut office to Shelton, Connecticut. The move reflects the firm’s continued growth in the region and its commitment to providing a modern, collaborative environment for employee-owners and clients alike.
While not regulated on a federal level, the EPA does list it as a 
November: Annual Food Drive
Imagine a day where our access to that water wasn’t available. Now, imagine a day without the people who work tirelessly to make that water safe and accessible.
Next is communication planning.