Abstract
This column describes how a small rural Kansas water district was experiencing several problems at the same time that included PVC contamination, water loss that averaged 46%, the district's bookkeeping and maintenance had not been kept current, and its governing body was not actively seeking solutions to the problems. To solve these problems, district officials realized that they needed to provide new leadership to restore the utility's integrity. With administrative support, a new operator and a new accountant implemented changes. They worked with regulatory agencies, the PVC industry, and other professionals to determine remedies for the PVC issue as well as the district's other problems.
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