CUGreenville ommissiontilities

A History of

modern conveniences is a testament to the fortitude of townofficials.

The first known serious talk of electricity in Greenvillesurfaced on April 11, 1894. At a citizens’ meeting held at thePitt County Courthouse, the Houston Electric Light Companypresented a proposition to furnish lights. Committees wereappointed to solicit the town government, private businessesand homes to gauge interest and explore available funding.

These committees were toreport their findings at asubsequent courthouse meeting.However, public mourning of thedeath of U.S. Senator ZebulonVance postponed the meeting.No immediate action onelectricity was taken, possiblybecause the election of new townofficers took place in May.Because of the national

economic depression at the time, the new Board of Aldermenopted to retain the current tax rate, ending the prospect ofelectricity indefinitely. Both local newspapers, The DailyReflector and the Greenville Index, criticized the Aldermen’sdecision because they said no town improvements could takeplace without a tax increase to finance them.

The next venture into electricity came in November 1895when S.C. Hamilton, Jr., part owner and manager of themammoth Greenville Lumber Company, began solicitingsubscribers for electric lights in Greenville. At the Board ofAldermen meeting, Mr. Hamilton presented his plan forelectric lights. He stated that numerous businessmen andcitizens had signed up and, if the town would agree to rent20 arc lights for $75 each or $1,500 a year, the electric plantwould be established. The Board of Aldermen, by a vote offour to two, approved Hamilton’s plan for a 30-year period.The plan provided for additional lights as needed. TwoAldermen opposed the lights for tax reasons and the belief

With the flip of a switch at the newly constructed lightplant, electric lights illuminated Greenville for the first timeon March 20, 1905 at 7:30 p.m. The new lights were thefirst modern improvement for the small town of 3,500 andhad long been a priority for Greenville’s governing officials,the Board of Aldermen. It took only a split second to turn onthe lights, but it took at least eleven years of determinedeffort to make that momentous occasion a reality.

In the years leading up tothe first Water and Light Plant,proponents of progress faced aseries of obstacles and delays.Unfortunately, Greenville was alatecomer to modernimprovements since municipalpower systems began in 1882.Wilson was the first NorthCarolina town to operate amunicipal electric power systemin 1892. In 1903, the Ayden Milling and ManufacturingCompany erected Pitt County’s first light plant. The subjectwas a sore spot since Ayden was the much smaller town andahead of the larger Greenville in offering electricity to itscitizens. However, a review of the obstacles thatprevented Greenville from having

some greenville citizens were convincedthat electricity was coming soon.

one of these was e. b. ficklen,who had his house wired for electric

lights during its constructionat 508 w. fifth street in 1902,

about three years before the townhad lights in 1905.

One of the early downtown electric arc lights

can be seen hanging over Evans Street. Courtesy of ECMC.

that many shade trees would have to come down. After muchdiscussion, the Board voted for lights and appointed a committee to contract with Hamilton. In mid-December1895, Hamilton anticipated that his company could have theelectric plant ready for operation in two months. In January1896, Hamilton reported that the Greenville LumberCompany had awarded the contract for electric light poles and,in early February, Hamilton visited Norfolk, Virginia, to orderthe electric light machinery. While the Greenville LumberCompany awaited the machinery, it found itself plagued byfires. On February 16, 1896, fire destroyed downtownGreenville. The lumber company promptly created a brickmaking facility to aid in the town’s rebuilding. In April, it builtthe brick light plant building as planned. Unfortunately, theGreenville Lumber Company burned to the ground on May 11before the first light bulb could be installed. A contributingfactor to the deadly fire was a disabled suction hose that cut offthe water supply being used to fight the fire. Hamilton told thelocal newspaper afterwards that “every dollar he had in theworld was invested in the plant.” Plant owners announced thatinsufficient insurance made their loss too great for rebuilding.

Once again, the immediate prospect of electricity for thetown was dashed. Interestingly, S.C. Hamilton, Jr. was electedto the Greenville Town Council as an Alderman and as TownTreasurer only three days after the fire. Since politics andadamant resistance to raising taxes – even by pennies – werethe reasons that the prospect of electricity did not generatestrong support, it appeared that Hamilton had positionedhimself to use his influence as a town official. However,he left town when the lumber company moved to Kinstonin late 1896.

For several years, local newspapersrefused to let the electricity issue die asGreenville continued to use smokykerosene street lamps. Despite ongoingpublic interest, the Board of Aldermenrejected a November 1899 proposal byJ.C. Andrews of the Greenville ElectricCompany to operate an electric plant.

While no recorded explanation for therejection was made, the Aldermen likely were more interestedin a municipal light plant than a privately operated one.

Meanwhile, continued requests for a water system hadprompted the Board of Aldermen to call a town meeting at thecourthouse in March 1896. An adequate and clean watersupply was more than a convenience to early Greenvilleresidents. It was essential for firefighting and health reasons.Although citizen interest was sufficient to proceed with plansin 1896, the prospect ended in April when the Aldermenlearned that changes in the town charter prevented theirfinancing a water plant by selling bonds. Financing improvements through bond sales could occur only afterapproval by a vote of Greenville’s citizens.

As of 1900, the town’s water supply still came fromcisterns, surface wells or the town pump. The Sanborn MapCompany, which drew maps of downtown structures forinsurance purposes, described the water supply as “not good.”

As the 20th century began, the August 15, 1900 editionof The Daily Reflector described the town as “ankle deep inmud with not enough water to put out a brush heap fire, andhaving a few smoky lamps for street lights.” The newspapercontinued in an editorial: “Greenville is not going to be muchof a town until it gets some of these modern advantages thatnearly every town of any consequence is enjoying.” Theeditorial concluded with an admonishment to readers “not tobe dragging along half a century behind everywhere else.”

Evidently, the newspaper reflected citizen attitudes.In December 1900, a citizens’ meeting was held at thecourthouse to discuss “internal improvements.” Thosepresent agreed to act on Colonel Isaac A. Sugg’s motion toask the N.C. General Assembly to pass a law enabling the townto call a bond election to finance improvements includingelectric lights, waterworks, a sewer system and street

Evans Street, looking south from Second Street in dirt street days. Courtesy of the Bicentennial Book, A Greenville Album.

modern conveniences is a testament to the fortitude of townofficials.

The first known serious talk of electricity in Greenvillesurfaced on April 11, 1894. At a citizens’ meeting held at thePitt County Courthouse, the Houston Electric Light Companypresented a proposition to furnish lights. Committees wereappointed to solicit the town government, private businessesand homes to gauge interest and explore available funding.

These committees were toreport their findings at asubsequent courthouse meeting.However, public mourning of thedeath of U.S. Senator ZebulonVance postponed the meeting.No immediate action onelectricity was taken, possiblybecause the election of new townofficers took place in May.Because of the national

economic depression at the time, the new Board of Aldermenopted to retain the current tax rate, ending the prospect ofelectricity indefinitely. Both local newspapers, The DailyReflector and the Greenville Index, criticized the Aldermen’sdecision because they said no town improvements could takeplace without a tax increase to finance them.

The next venture into electricity came in November 1895when S.C. Hamilton, Jr., part owner and manager of themammoth Greenville Lumber Company, began solicitingsubscribers for electric lights in Greenville. At the Board ofAldermen meeting, Mr. Hamilton presented his plan forelectric lights. He stated that numerous businessmen andcitizens had signed up and, if the town would agree to rent20 arc lights for $75 each or $1,500 a year, the electric plantwould be established. The Board of Aldermen, by a vote offour to two, approved Hamilton’s plan for a 30-year period.The plan provided for additional lights as needed. TwoAldermen opposed the lights for tax reasons and the belief

With the flip of a switch at the newly constructed lightplant, electric lights illuminated Greenville for the first timeon March 20, 1905 at 7:30 p.m. The new lights were thefirst modern improvement for the small town of 3,500 andhad long been a priority for Greenville’s governing officials,the Board of Aldermen. It took only a split second to turn onthe lights, but it took at least eleven years of determinedeffort to make that momentous occasion a reality.

In the years leading up tothe first Water and Light Plant,proponents of progress faced aseries of obstacles and delays.Unfortunately, Greenville was alatecomer to modernimprovements since municipalpower systems began in 1882.Wilson was the first NorthCarolina town to operate amunicipal electric power systemin 1892. In 1903, the Ayden Milling and ManufacturingCompany erected Pitt County’s first light plant. The subjectwas a sore spot since Ayden was the much smaller town andahead of the larger Greenville in offering electricity to itscitizens. However, a review of the obstacles thatprevented Greenville from having

some greenville citizens were convincedthat electricity was coming soon.

one of these was e. b. ficklen,who had his house wired for electric

lights during its constructionat 508 w. fifth street in 1902,

about three years before the townhad lights in 1905.

One of the early downtown electric arc lights

can be seen hanging over Evans Street. Courtesy of ECMC.

that many shade trees would have to come down. After muchdiscussion, the Board voted for lights and appointed a committee to contract with Hamilton. In mid-December1895, Hamilton anticipated that his company could have theelectric plant ready for operation in two months. In January1896, Hamilton reported that the Greenville LumberCompany had awarded the contract for electric light poles and,in early February, Hamilton visited Norfolk, Virginia, to orderthe electric light machinery. While the Greenville LumberCompany awaited the machinery, it found itself plagued byfires. On February 16, 1896, fire destroyed downtownGreenville. The lumber company promptly created a brickmaking facility to aid in the town’s rebuilding. In April, it builtthe brick light plant building as planned. Unfortunately, theGreenville Lumber Company burned to the ground on May 11before the first light bulb could be installed. A contributingfactor to the deadly fire was a disabled suction hose that cut offthe water supply being used to fight the fire. Hamilton told thelocal newspaper afterwards that “every dollar he had in theworld was invested in the plant.” Plant owners announced thatinsufficient insurance made their loss too great for rebuilding.

Once again, the immediate prospect of electricity for thetown was dashed. Interestingly, S.C. Hamilton, Jr. was electedto the Greenville Town Council as an Alderman and as TownTreasurer only three days after the fire. Since politics andadamant resistance to raising taxes – even by pennies – werethe reasons that the prospect of electricity did not generatestrong support, it appeared that Hamilton had positionedhimself to use his influence as a town official. However,he left town when the lumber company moved to Kinstonin late 1896.

For several years, local newspapersrefused to let the electricity issue die asGreenville continued to use smokykerosene street lamps. Despite ongoingpublic interest, the Board of Aldermenrejected a November 1899 proposal byJ.C. Andrews of the Greenville ElectricCompany to operate an electric plant.

While no recorded explanation for therejection was made, the Aldermen likely were more interestedin a municipal light plant than a privately operated one.

Meanwhile, continued requests for a water system hadprompted the Board of Aldermen to call a town meeting at thecourthouse in March 1896. An adequate and clean watersupply was more than a convenience to early Greenvilleresidents. It was essential for firefighting and health reasons.Although citizen interest was sufficient to proceed with plansin 1896, the prospect ended in April when the Aldermenlearned that changes in the town charter prevented theirfinancing a water plant by selling bonds. Financing improvements through bond sales could occur only afterapproval by a vote of Greenville’s citizens.

As of 1900, the town’s water supply still came fromcisterns, surface wells or the town pump. The Sanborn MapCompany, which drew maps of downtown structures forinsurance purposes, described the water supply as “not good.”

As the 20th century began, the August 15, 1900 editionof The Daily Reflector described the town as “ankle deep inmud with not enough water to put out a brush heap fire, andhaving a few smoky lamps for street lights.” The newspapercontinued in an editorial: “Greenville is not going to be muchof a town until it gets some of these modern advantages thatnearly every town of any consequence is enjoying.” Theeditorial concluded with an admonishment to readers “not tobe dragging along half a century behind everywhere else.”

Evidently, the newspaper reflected citizen attitudes.In December 1900, a citizens’ meeting was held at thecourthouse to discuss “internal improvements.” Thosepresent agreed to act on Colonel Isaac A. Sugg’s motion toask the N.C. General Assembly to pass a law enabling the townto call a bond election to finance improvements includingelectric lights, waterworks, a sewer system and street

Evans Street, looking south from Second Street in dirt street days. Courtesy of the Bicentennial Book, A Greenville Album.

General Assembly was considering the bill to allow anotherelection in Greenville. This time, Pitt County RepresentativeHenry King was accused of holding up a vote on the bond bill.King’s newspaper, King’s Weekly, and The Daily Reflectorengaged in a war of words, with the Reflector claiming thatKing was holding up progress and King’s Weekly claimingthat King was doing what citizens wanted him to do. Ascontroversy raged, the Board of Aldermen sent a delegation tothe Legislature to work for the bill’s passage. By an Act of theN.C. General Assembly on February 21, 1903, Greenville wasauthorized to issue bonds in the sum of $65,000 to install a

system of electricity, waterworksand sewerage. The systemincluded a water system,standpipe and pumping station.With the bill’s passage, a newelection was scheduled for April1903. Again, Greenville votersapproved the bonds. The vote was187 to 11, a smaller turnout than1901’s approval vote of 248 to93, but a larger majority.

As for the sale of bonds, only one bid was submitted anddeemed unacceptable by the Aldermen. The Board ofAldermen was advised that existing financial circumstanceshad lessened public interest in the bonds, a situation entirelybeyond the Board’s control. As a result, the Board postponedlevying taxes to pay interest on the unsold improvementbonds.

A Board of Internal Improvements of the Town ofGreenville was created and organized in April 1903. J. L.Wooten was named Chairman of the Board.Dr. E. A. Moye served as Secretary, and J. G. Moye,C. T. Munford, E. A. Moye, Jr. and Seth T. Hooker served asmembers. J. G. Moye was appointed to compile a report of thetown’s statistics. By June, the Internal Improvements Boardwas accused of being slow in making progress.

In the early morning of July 2, 1903, a massive fire wipedout most of the Tobacco District located in the DickinsonAvenue area near the Atlantic Coast Line Railroad depot.Firefighters were helpless as tobacco warehouses, factories,three other businesses, and nine homes burned out of controldue to a lack of water in the cisterns. The extensive loss was a

improvements. A $10,000 bond issue to finance a “graded,”(public) school was to be voted on at the same time. The costof improvements was not to exceed $65,000.

Although Greenville voters approved the bond issue tofinance construction of improvements in April 1901,the election was ruled invalid by the N.C. Supreme Courtbecause of a legislative error. Town officials, however, had noway of knowing the election would be ruled invalid. Thinkingthey were ready to move forward after the election, the Boardhired an engineer to design and oversee implementation oflights, waterworks and other improvements. It also leviedtaxes to pay interest on thebonds.

Unfortunately, there were aseries of obstacles. First, bidswere higher than anticipated.The Board of Aldermen decidedto defer action on awardingcontracts, but accepted a bid forthe bonds by Rudolph Kleybolteand Company of Cincinnati,Ohio, in August.

Then in September, the Aldermen learned a citizen groupthat claimed the election was illegal had filed suit against thetown to prevent the sale of bonds. The impending lawsuitcaused the Board to rescind its agreement with Kleybolte.Finally, a Supreme Court ruling stopped all action. TheAldermen consequently decided in December to refund thepreviously collected taxes and start the entire process over.

Citizens and The Daily Reflector continued to push forelectric lights and an adequate water supply. Over the years,insufficient water and a series of disastrous fires had increasedcommunity awareness of the need for a modern water plant.A February 1896 fire had burned 23 downtown businessbuildings, and another downtown fire in May 1899 haddestroyed 25 businesses, a hotel and the post office. OnOctober 25, 1901, the Masonic Hall School for Girls in theold academy caught fire while school was in session. Teachersand students managed to escape with their books, but thebuilding burned to the ground because a pump for the town’ssteam fire engine broke. Besides having an unreliable watersupply, Greenville also lacked a paid firefighting force.

A new complication arose in early 1903 when the N.C.

not everyone in greenvillewas excited about the

prospect of electric lights.according to one popular rumor,

a certain businessman saidgreenville did not need electric lights

because he would furnish freekerosene lamps to people if they would

buy the kerosene fuel from him.

rallying incident. David J. Whichard, editor and owner of TheDaily Reflector, declared that the town must install waterworks since “electric lights would be of no benefit in atown when the houses are burned up.” He minced no words inlaying blame for the costly loss at the feet of those who hadfought progress. A good water supply, adequate equipmentand a trained fire force could have prevented the spread of thefire and limited the loss to $10,000, theeditor said. Referring

to the series of fire losses over the years,he wrote: “Enough property has been destroyedby fire in this town to pay for the finest waterworks and firedepartment in the country. Yet some of our wise men have saidwe cannot afford a fire department and have fought every protection and improvement suggested. These people...areresponsible for the ruin and desolation spread around ustoday.”

Whichard also pointed out that the numerous fire losseshad affected the town’s credibility with insurance companies.He warned that continued fire loss because of an inadequatewater supply and fire equipment could jeopardize Greenville’sability to obtain insurance.

New Year’s Day of 1904 dawned to find the town stillwithout electric street lights, and dependent upon old, rapidlydeteriorating oil lamps. The situation improved in March whenthe $65,000 in improvement bonds were sold to RudolphKleybolte and Company of Cincinnati, the same company thathad tried to buy them in 1901.

In August, the Board of Aldermen levied taxes to payinterest on the bonds as well as for the bonds themselves.Meanwhile, J.L. Ludlow of Wilson, N.C., was hired asengineer to supervise construction of the Water and LightPlant and, at last, contracts were awarded.

Construction began in September 1904 on Greenville’sfirst municipal water tank, known as the “standpipe,” on asmall lot behind the courthouse. In November constructionbegan on the electric generation/water treatment plant.Citizen interest was so keen that The Daily Reflector noted:“The workmen digging the trenches and putting in the water

pipes attracted plenty of onlookers. If all theidlers would take a shovel andthrow dirt, the work would movealong faster.”

To protect the electric andwater system under construction,the Aldermen enacted an ordinancein January 1905 that made it illegalfor anyone “to meddle with in anyway any of the hydrants, electric lightpoles, machinery or material used inthe construction of the water and lightplants.” The waterworks construction

superintendent was empowered with police authority to enforce the

ordinance. Violators faced a fine of$50 or 30 days in jail.

By February, the electric plant and waterworks werealmost complete. J. L. Livers was hired as the town’s firstSuperintendent of Water and Lights at an annual salary of$1,500. On February 27, 1905, an Act of the GeneralAssembly was ratified to provide a permanent Water and LightCommission in Greenville. The Act specified that theCommission would be comprised of three members:J. G. Moye, R. J. Cobb and J. L. Wooten.

By March 1905, the standpipe was filled, and water ranthrough the town mains. The 110-foot tall standpipe held250,000 gallons of water and sat on a huge circular concreteslab, 18 feet in diameter and eight feet deep.

And on the evening of March 20, 1905, Greenville’selectric lights were turned on for their initial run. Theappearance of the downtown business district changed

One of the few remaining photographs of the original

Water & Light Plant. Courtesy of ECMC,

from the Architectural Heritage of Greenville. A view from inside the plant’s turbine room. Greenville’ssteam-generated electric plant used a coal boiler with waterfrom the Tar River to make steam. The Tar River was used

to cool the condenser coil that recollects the steam afterit goes through the turbine. The stairs led to the Control Room.

Courtesy of the Charles Horne Collection.

General Assembly was considering the bill to allow anotherelection in Greenville. This time, Pitt County RepresentativeHenry King was accused of holding up a vote on the bond bill.King’s newspaper, King’s Weekly, and The Daily Reflectorengaged in a war of words, with the Reflector claiming thatKing was holding up progress and King’s Weekly claimingthat King was doing what citizens wanted him to do. Ascontroversy raged, the Board of Aldermen sent a delegation tothe Legislature to work for the bill’s passage. By an Act of theN.C. General Assembly on February 21, 1903, Greenville wasauthorized to issue bonds in the sum of $65,000 to install a

system of electricity, waterworksand sewerage. The systemincluded a water system,standpipe and pumping station.With the bill’s passage, a newelection was scheduled for April1903. Again, Greenville votersapproved the bonds. The vote was187 to 11, a smaller turnout than1901’s approval vote of 248 to93, but a larger majority.

As for the sale of bonds, only one bid was submitted anddeemed unacceptable by the Aldermen. The Board ofAldermen was advised that existing financial circumstanceshad lessened public interest in the bonds, a situation entirelybeyond the Board’s control. As a result, the Board postponedlevying taxes to pay interest on the unsold improvementbonds.

A Board of Internal Improvements of the Town ofGreenville was created and organized in April 1903. J. L.Wooten was named Chairman of the Board.Dr. E. A. Moye served as Secretary, and J. G. Moye,C. T. Munford, E. A. Moye, Jr. and Seth T. Hooker served asmembers. J. G. Moye was appointed to compile a report of thetown’s statistics. By June, the Internal Improvements Boardwas accused of being slow in making progress.

In the early morning of July 2, 1903, a massive fire wipedout most of the Tobacco District located in the DickinsonAvenue area near the Atlantic Coast Line Railroad depot.Firefighters were helpless as tobacco warehouses, factories,three other businesses, and nine homes burned out of controldue to a lack of water in the cisterns. The extensive loss was a

improvements. A $10,000 bond issue to finance a “graded,”(public) school was to be voted on at the same time. The costof improvements was not to exceed $65,000.

Although Greenville voters approved the bond issue tofinance construction of improvements in April 1901,the election was ruled invalid by the N.C. Supreme Courtbecause of a legislative error. Town officials, however, had noway of knowing the election would be ruled invalid. Thinkingthey were ready to move forward after the election, the Boardhired an engineer to design and oversee implementation oflights, waterworks and other improvements. It also leviedtaxes to pay interest on thebonds.

Unfortunately, there were aseries of obstacles. First, bidswere higher than anticipated.The Board of Aldermen decidedto defer action on awardingcontracts, but accepted a bid forthe bonds by Rudolph Kleybolteand Company of Cincinnati,Ohio, in August.

Then in September, the Aldermen learned a citizen groupthat claimed the election was illegal had filed suit against thetown to prevent the sale of bonds. The impending lawsuitcaused the Board to rescind its agreement with Kleybolte.Finally, a Supreme Court ruling stopped all action. TheAldermen consequently decided in December to refund thepreviously collected taxes and start the entire process over.

Citizens and The Daily Reflector continued to push forelectric lights and an adequate water supply. Over the years,insufficient water and a series of disastrous fires had increasedcommunity awareness of the need for a modern water plant.A February 1896 fire had burned 23 downtown businessbuildings, and another downtown fire in May 1899 haddestroyed 25 businesses, a hotel and the post office. OnOctober 25, 1901, the Masonic Hall School for Girls in theold academy caught fire while school was in session. Teachersand students managed to escape with their books, but thebuilding burned to the ground because a pump for the town’ssteam fire engine broke. Besides having an unreliable watersupply, Greenville also lacked a paid firefighting force.

A new complication arose in early 1903 when the N.C.

not everyone in greenvillewas excited about the

prospect of electric lights.according to one popular rumor,

a certain businessman saidgreenville did not need electric lights

because he would furnish freekerosene lamps to people if they would

buy the kerosene fuel from him.

rallying incident. David J. Whichard, editor and owner of TheDaily Reflector, declared that the town must install waterworks since “electric lights would be of no benefit in atown when the houses are burned up.” He minced no words inlaying blame for the costly loss at the feet of those who hadfought progress. A good water supply, adequate equipmentand a trained fire force could have prevented the spread of thefire and limited the loss to $10,000, theeditor said. Referring

to the series of fire losses over the years,he wrote: “Enough property has been destroyedby fire in this town to pay for the finest waterworks and firedepartment in the country. Yet some of our wise men have saidwe cannot afford a fire department and have fought every protection and improvement suggested. These people...areresponsible for the ruin and desolation spread around ustoday.”

Whichard also pointed out that the numerous fire losseshad affected the town’s credibility with insurance companies.He warned that continued fire loss because of an inadequatewater supply and fire equipment could jeopardize Greenville’sability to obtain insurance.

New Year’s Day of 1904 dawned to find the town stillwithout electric street lights, and dependent upon old, rapidlydeteriorating oil lamps. The situation improved in March whenthe $65,000 in improvement bonds were sold to RudolphKleybolte and Company of Cincinnati, the same company thathad tried to buy them in 1901.

In August, the Board of Aldermen levied taxes to payinterest on the bonds as well as for the bonds themselves.Meanwhile, J.L. Ludlow of Wilson, N.C., was hired asengineer to supervise construction of the Water and LightPlant and, at last, contracts were awarded.

Construction began in September 1904 on Greenville’sfirst municipal water tank, known as the “standpipe,” on asmall lot behind the courthouse. In November constructionbegan on the electric generation/water treatment plant.Citizen interest was so keen that The Daily Reflector noted:“The workmen digging the trenches and putting in the water

pipes attracted plenty of onlookers. If all theidlers would take a shovel andthrow dirt, the work would movealong faster.”

To protect the electric andwater system under construction,the Aldermen enacted an ordinancein January 1905 that made it illegalfor anyone “to meddle with in anyway any of the hydrants, electric lightpoles, machinery or material used inthe construction of the water and lightplants.” The waterworks construction

superintendent was empowered with police authority to enforce the

ordinance. Violators faced a fine of$50 or 30 days in jail.

By February, the electric plant and waterworks werealmost complete. J. L. Livers was hired as the town’s firstSuperintendent of Water and Lights at an annual salary of$1,500. On February 27, 1905, an Act of the GeneralAssembly was ratified to provide a permanent Water and LightCommission in Greenville. The Act specified that theCommission would be comprised of three members:J. G. Moye, R. J. Cobb and J. L. Wooten.

By March 1905, the standpipe was filled, and water ranthrough the town mains. The 110-foot tall standpipe held250,000 gallons of water and sat on a huge circular concreteslab, 18 feet in diameter and eight feet deep.

And on the evening of March 20, 1905, Greenville’selectric lights were turned on for their initial run. Theappearance of the downtown business district changed

One of the few remaining photographs of the original

Water & Light Plant. Courtesy of ECMC,

from the Architectural Heritage of Greenville. A view from inside the plant’s turbine room. Greenville’ssteam-generated electric plant used a coal boiler with waterfrom the Tar River to make steam. The Tar River was used

to cool the condenser coil that recollects the steam afterit goes through the turbine. The stairs led to the Control Room.

Courtesy of the Charles Horne Collection.

was in “exceeding bad condition” with “slush and filth andanimal secretions to a considerable depth.” Commissionerscontinued: “This matter finds its way into the run with yourwater supply at or about 400 feet from the point at which thewater is taken into the suction [pipe].” This problem wasresolved when distillery operator Fred Cox agreed to removecattle, hogs and any other area livestock. Cox further agreed tokeep the premises in “clean and beautiful condition.”

Meanwhile, Livers resigned in July 1905. J.A. Dunlapwas hired to replace him as Superintendent of the Water andLight Plant. In resigning “with regret,” Livers described thenew electric plant as “elegant.” By August, all of the electricwiring had been checked and most of it had passed inspection.

The Water and LightCommission had 81 electriccustomers in August and 100 inSeptember. By November, thetotal had increased to 114.Water consumers increasedfrom 30 in May to 65 inNovember.

It is interesting to note that,at its April 1905 organizational meeting, the Commission seta monthly minimum rate of $1 for up to 500 cubic feet ofwater. For electricity, the Commission set the followingmonthly rates based on the number of light bulbs: one bulb,$1; two bulbs, $1.35; three bulbs, $1.70; and four bulbs, $2.Discount rates were set for five or more bulbs. It was rumoredthat to save money, some customers moved a bulb from roomto room as light was needed. Rates also were set for streetlights, and the town paid these charges to the Water and LightCommission.

The next rate was 12 cents per kilowatt hour, but byOctober 1905, the rate was reduced to 10 cents per kilowatthour with a discount for larger consumers. The largestcustomer was C.C. Vines’s boarding house at the corner ofPitt and Fifth Streets.

Bills of The Daily Reflector, the 26th customer to applyfor electricity, provide an example of the amount paid by earlycustomers. The newspaper paid 48 cents on May 31, 1905 and paid 84 cents that June. By February 1906, the newspaper’s electric bill was $1.10. A jump to $6.80 in Aprilindicates that newspaper owner D.J. Whichard likely was

instantly. Street lights burned in downtown Greenville for onehour, illuminating details of storefronts that had once beenshadowy outlines.

The Water and Light Commission officially organized onApril 27, 1905, electing R. J. Cobb as chairman.Commissioners adopted electric and water rates andordered the electric plant insured for $10,000.

Most of the Water and Light Plant had been completedaccording to the engineer’s specifications by May 4. The twoexceptions were that the standpipe had several leaks, and abacteriological test had not been performed at the filter plant.This first water plant included chemical pressure sand filterswith a capacity of about two million gallons of water per day.

Upon completion of thewaterworks, the town had asufficient water supply tosprinkle dirt streets and providefour public water troughs forhorses. One was located nearthe courthouse, one was at FivePoints (now the intersection ofEvans and Fifth Streets), andtwo were in Tobacco Town. Water in the troughs was furnished at the town’s expense. In addition, two automaticdrinking fountains for the public were purchased for $68 each.

The new water system had an unexpected trial run duringa small house fire on April 29, 1905. The Daily Reflectordescribed the difference the new water plant made in fightingfires: “As soon as the alarm sounded, the firemen had only totake a hose reel to the nearest hydrant and there was water inabundance. There was no waiting to harness horses, fire upthe engine and run out long lines of hose from the cistern.The fire department is now in shape to do good work whenneeded.” In July, an official test of the pressure of thestandpipe was made. The pressure registered 45 pounds, anda jet of water was thrown high above the courthouse.

However, town officials soon were told of possible watercontamination near the new plant. In making its July report tothe Board of Aldermen, Water and Light Commissionmembers described the situation as serious enough to warrant immediate relief. They said cattle and hogs were kept at adistillery in close proximity to the water plant. The distillery

the electric lights are a puzzle to the roosters around town.

they think day is breakingevery time they open their eyes and

keep up a crowing all through the night.

Daily Reflector, March 30, 1905

using electricity to power the press.From the beginning, the Aldermen had considered

electric street lights at night a priority, and they had purchaseda generator capable of providing that service. However, lightswere on only at night during the first year of the municipallight plant’s operation, resulting in their being called“nighttime lights.”

In June 1906, the Aldermen instructed the Water andLight Commission to have the electric current on for lightseach night by 6:00 p.m. Turning on the electricity at night meant having someone go to the Third Street Plant and crankup the generator. If lights happened to go out, the eventwarranted mention in The Daily Reflector. The original generator could not meet theincreased demands, so theAldermen authorized the

purchase of a generator capable of providing additionalelectricity. By mid-year, the generator was installed andGreenville had day current, some 17 months after nighttimelights were turned on.

The success of the nighttime lights, coupled with citizenawareness of the advantages of electricity, had resulted inincreased demand. The 24-hour-a-day service enabled peopleto use electric irons, electric motors and other modern

innovations such as electric stoves, all of which could beordered and bought from the Superintendent of the light

plant.Superintendent Dunlap

advertised that since there was alot of sickness in Greenville atthe time, some questioned thatthe water may be bad. Dunlapsaid that the state chemistexamined the town’s water every30 days and that the last analysis

was the best ever. Therefore, Greenville’s water was the safestthat can be used.

A local newspaper article reported that the Greenvillewaterworks system “is modern and up to date. The water istaken from the Tar River – ‘the river of health’ – and thesupply is abundant and of the finest kind. Soft and suitable forboilers, thoroughly filtered and wholesome for domestic use.”

A special feature that appeared in the local newspaper inJuly stated that the Greenville Water & Electric Light Plants“were owned by the town and are plants of substantiality andmodern equipment that speak in marked praise of her publicspiritedness. The careful, economic and efficient managementpresents a marked contrast to many other municipal plants ofthe State, where poor and inadequate service proves a greatdrawback to the community. The Water and Light Plant givesgood service and furnishes both commercial and domesticlighting at a reasonable price, as well as good lights forstreets.”

At this time, sudden blackouts would occur on occasion,sending townspeople running for candles or old lamps.Frequently, townspeople complained that the streetlights were

the daily reflector reportedthat the board of aldermen had given

the superintendent of the waterand light plant permission to ridehis bicycle on the town sidewalks

so that he could“get to work around town quicker.”

Daily Reflector, June 7, 1907

The water “standpipe” is seen in the background

of the old Pitt County Courthouse, then facing Evans Street.

The courthouse burned in the fire of 1910, but the standpipe

survived and provided the town’s water storage until 1939.

Courtesy of ECMC, from Images of America – Greenville.

Early Water Plant controls. Courtesy of ECMC.

was in “exceeding bad condition” with “slush and filth andanimal secretions to a considerable depth.” Commissionerscontinued: “This matter finds its way into the run with yourwater supply at or about 400 feet from the point at which thewater is taken into the suction [pipe].” This problem wasresolved when distillery operator Fred Cox agreed to removecattle, hogs and any other area livestock. Cox further agreed tokeep the premises in “clean and beautiful condition.”

Meanwhile, Livers resigned in July 1905. J.A. Dunlapwas hired to replace him as Superintendent of the Water andLight Plant. In resigning “with regret,” Livers described thenew electric plant as “elegant.” By August, all of the electricwiring had been checked and most of it had passed inspection.

The Water and LightCommission had 81 electriccustomers in August and 100 inSeptember. By November, thetotal had increased to 114.Water consumers increasedfrom 30 in May to 65 inNovember.

It is interesting to note that,at its April 1905 organizational meeting, the Commission seta monthly minimum rate of $1 for up to 500 cubic feet ofwater. For electricity, the Commission set the followingmonthly rates based on the number of light bulbs: one bulb,$1; two bulbs, $1.35; three bulbs, $1.70; and four bulbs, $2.Discount rates were set for five or more bulbs. It was rumoredthat to save money, some customers moved a bulb from roomto room as light was needed. Rates also were set for streetlights, and the town paid these charges to the Water and LightCommission.

The next rate was 12 cents per kilowatt hour, but byOctober 1905, the rate was reduced to 10 cents per kilowatthour with a discount for larger consumers. The largestcustomer was C.C. Vines’s boarding house at the corner ofPitt and Fifth Streets.

Bills of The Daily Reflector, the 26th customer to applyfor electricity, provide an example of the amount paid by earlycustomers. The newspaper paid 48 cents on May 31, 1905 and paid 84 cents that June. By February 1906, the newspaper’s electric bill was $1.10. A jump to $6.80 in Aprilindicates that newspaper owner D.J. Whichard likely was

instantly. Street lights burned in downtown Greenville for onehour, illuminating details of storefronts that had once beenshadowy outlines.

The Water and Light Commission officially organized onApril 27, 1905, electing R. J. Cobb as chairman.Commissioners adopted electric and water rates andordered the electric plant insured for $10,000.

Most of the Water and Light Plant had been completedaccording to the engineer’s specifications by May 4. The twoexceptions were that the standpipe had several leaks, and abacteriological test had not been performed at the filter plant.This first water plant included chemical pressure sand filterswith a capacity of about two million gallons of water per day.

Upon completion of thewaterworks, the town had asufficient water supply tosprinkle dirt streets and providefour public water troughs forhorses. One was located nearthe courthouse, one was at FivePoints (now the intersection ofEvans and Fifth Streets), andtwo were in Tobacco Town. Water in the troughs was furnished at the town’s expense. In addition, two automaticdrinking fountains for the public were purchased for $68 each.

The new water system had an unexpected trial run duringa small house fire on April 29, 1905. The Daily Reflectordescribed the difference the new water plant made in fightingfires: “As soon as the alarm sounded, the firemen had only totake a hose reel to the nearest hydrant and there was water inabundance. There was no waiting to harness horses, fire upthe engine and run out long lines of hose from the cistern.The fire department is now in shape to do good work whenneeded.” In July, an official test of the pressure of thestandpipe was made. The pressure registered 45 pounds, anda jet of water was thrown high above the courthouse.

However, town officials soon were told of possible watercontamination near the new plant. In making its July report tothe Board of Aldermen, Water and Light Commissionmembers described the situation as serious enough to warrant immediate relief. They said cattle and hogs were kept at adistillery in close proximity to the water plant. The distillery

the electric lights are a puzzle to the roosters around town.

they think day is breakingevery time they open their eyes and

keep up a crowing all through the night.

Daily Reflector, March 30, 1905

using electricity to power the press.From the beginning, the Aldermen had considered

electric street lights at night a priority, and they had purchaseda generator capable of providing that service. However, lightswere on only at night during the first year of the municipallight plant’s operation, resulting in their being called“nighttime lights.”

In June 1906, the Aldermen instructed the Water andLight Commission to have the electric current on for lightseach night by 6:00 p.m. Turning on the electricity at night meant having someone go to the Third Street Plant and crankup the generator. If lights happened to go out, the eventwarranted mention in The Daily Reflector. The original generator could not meet theincreased demands, so theAldermen authorized the

purchase of a generator capable of providing additionalelectricity. By mid-year, the generator was installed andGreenville had day current, some 17 months after nighttimelights were turned on.

The success of the nighttime lights, coupled with citizenawareness of the advantages of electricity, had resulted inincreased demand. The 24-hour-a-day service enabled peopleto use electric irons, electric motors and other modern

innovations such as electric stoves, all of which could beordered and bought from the Superintendent of the light

plant.Superintendent Dunlap

advertised that since there was alot of sickness in Greenville atthe time, some questioned thatthe water may be bad. Dunlapsaid that the state chemistexamined the town’s water every30 days and that the last analysis

was the best ever. Therefore, Greenville’s water was the safestthat can be used.

A local newspaper article reported that the Greenvillewaterworks system “is modern and up to date. The water istaken from the Tar River – ‘the river of health’ – and thesupply is abundant and of the finest kind. Soft and suitable forboilers, thoroughly filtered and wholesome for domestic use.”

A special feature that appeared in the local newspaper inJuly stated that the Greenville Water & Electric Light Plants“were owned by the town and are plants of substantiality andmodern equipment that speak in marked praise of her publicspiritedness. The careful, economic and efficient managementpresents a marked contrast to many other municipal plants ofthe State, where poor and inadequate service proves a greatdrawback to the community. The Water and Light Plant givesgood service and furnishes both commercial and domesticlighting at a reasonable price, as well as good lights forstreets.”

At this time, sudden blackouts would occur on occasion,sending townspeople running for candles or old lamps.Frequently, townspeople complained that the streetlights were

the daily reflector reportedthat the board of aldermen had given

the superintendent of the waterand light plant permission to ridehis bicycle on the town sidewalks

so that he could“get to work around town quicker.”

Daily Reflector, June 7, 1907

The water “standpipe” is seen in the background

of the old Pitt County Courthouse, then facing Evans Street.

The courthouse burned in the fire of 1910, but the standpipe

survived and provided the town’s water storage until 1939.

Courtesy of ECMC, from Images of America – Greenville.

Early Water Plant controls. Courtesy of ECMC.

service will not be interrupted. All water is filtered throughsand and rock, guaranteeing purity, and is turned into asettling basin 50 by 90 feet in dimensions. The reservoir has acapacity of nearly one million gallons, and the plant isequipped with a testing room, laboratory, and all otherfacilities used in modern operation. Recently new GeneralElectric turbines of 2,500-kilowatt capacity have beeninstalled, making the plant one of the most modern in this partof the country.”

Beginning in 1920, revenue earned by the electric plantwas used for extending water mains to new areas brought intothe town limits.

About this time, the Greenville power plant begansending power to neighboring towns. Winterville was the firstPitt County town outside Greenville to obtain service from theWater and Light Plant in April 1923. Bethel was next inJanuary 1924, followed by Robersonville in October 1924.Simpson and Vanceboro were added later. Ironically, Ayden,which had electricity two years before Greenville, became anelectric customer as of August 7, 1927.

too bright, thus blinding drivers and causing accidents. Treeswere also reported to be on fire around town after limbs camein contact with power lines. It was also during this time thatthe Superintendent would shut off the electricity for an hourwhile he went home for lunch. This practice inconveniencedmany, and, in June 1908, it was decided that the power wouldstay on during the lunch hour.

Older citizens often remarked that H. A. White, the localinsurance man and president of the Home Building and LoanAssociation, had to be the first in Greenville to acquire all thelatest conveniences. He had electricity, a victrola, anautomobile, the first indoor bathtub and the first radio. Peoplereportedly waited in a line stretching from White’s front doorto the street just to test his electricity, use his bathroom, lie inhis bathtub and listen to his radio through large earphones.Electric lights really puzzled the inhabitants of Greenville.Most people just couldn’t understand how the odd lampscould burn without oil. Until the novelty wore off, peoplewalked through the White home day and night, switching thelights on, screwing the light bulbs out and sticking theirfingers in the sockets. And, at the time, citizens were taxed forevery “water closet” they had.

An unusual yet powerful hailstorm hit Greenville onMay 4, 1915, covering the downtown streets with eight inchesof hail. The hail damaged the wires at the power plant and setoff the fire alarm.

In 1918 during WWI, the Water and Light Commission’sSuperintendent H. L. Allen sent a letter to Greenvillebusinesses from the United States Fuel Administrator. Thiswas an order for “Lightless Nights,” which prohibited theburning of any sign, window lighting or display lighting of anykind between sunrise and sunset. Also prohibited was the useof current for signage on Mondays and Tuesdays.

It was during the 1920s that Dr. Alex Viola, aveterinarian in Greenville, worked for the water plant, testingthe water every few weeks. In October 1924, a special featureappeared in the local newspaper about the Water and LightPlant: “The plant is located on the Atlantic Coastline railroadand the river, covering approximately two acres of land, andconsisting of a pumping station, water filter plant, and a mainpower plant. The entire plant is a duplicate, consisting of anauxiliary plant which stands as a safeguard to the public in caseof breakdown, or other emergency, to assure patrons that the

John Watson Sr. on the job for Greenville Utilities, 1930s. Courtesy of ECMC.

1920s electric meter

Although the 1903 Greenville bond election includedfunds for a sewer system as well as a modern electric and waterplant, the sewer system did not become a reality until 1907.However, the need for a modern sewage system was as criticalas the need for a clean and adequate water supply.

At the start of the 20th century, the town’s disposal“system” consisted of open pits in backyards, some only a fewfeet from wells for drinking water. The foot of Washington andGreene Streets along the river was also used as a trash dump.

In June 1903, the Board ofInternal Improvements asked andreceived from the town Aldermen anappropriation of $100 to make a testto determine whether it was best toobtain the water supply for the townfrom a system of gang wells or fromthe Tar River. They decided it wasmore cost effective to take the waterfrom the river. They built an intakevalve for river water at the waterplant.

In February 1905, the Aldermen approved installationof a sewer system. At the April meeting of the Board ofAldermen, Finance Chairman C. S. Carr reported thatbecause warm summer months were approaching, somepeople had suggested delaying work on the sewage plantbecause of the fear of illness. In spite of these concerns, theAldermen decided to proceed with the project. However, overa year passed with no progress.

In March 1906, Fifth Street residents asked the Board ofAldermen to let them install a drain and sewer line with theunderstanding that they would sell them to the town at amutually agreed upon price and connect to the town’s systemat an appropriate time. Aldermen granted their request. Therequest of the Fifth Street residents indicates that certaincitizens were using some kind of waste disposal system,though the extent of this system is unknown.

On June 28, 1906, the Board of Aldermen approvedcreation of a Sewerage Fund and appropriated $5,000 for thatpurpose. At their August 7, 1906 meeting, the Aldermenapproved final plans to establish a sewer system. Theestimated cost was $12,847, including $6,847 for pipe;$4,000 for excavation and filling; and $2,000 for manholesand a flush tank. However, when bids for the plant werereceived, low bids were 30 percent higher than the estimatedcost. Nonetheless, the Board accepted low bids from Burt

Kaesson Construction Co. ofGloversville, N.Y., for $13,410 forconstruction and from ChattanoogaSewer Pipe and Fire Brick Co. for$4,302 for piping, a total of almost$18,000. This was about $5,000more than earlier cost estimates. Thecontracts with these firms stipulatedthat the sewerage system would becompleted in four months. A financecommittee comprised of C.S. Carr,George J. Woodward and

W. A. Bowen was assigned the task of deciding where to findthe extra funds for construction – whether through anotherbond issue or from another source.

Over the next few months, the town Board purchased orobtained rights-of-way from property owners for the system.As for finances, the Board transferred $3,000 profit from themunicipally operated liquor dispensary to the Sewerage Fund,but still needed more money.

In January 1907, the Burt Kaesson ConstructionCompany advertised for 100 local men to work on theGreenville Sewerage System. When a shortage of workersbecame apparent, County officials leased out 40 men from itschain gang to assist. Since the chain gang could not work inJanuary anyway, the County would profit enough from thesewerage job to buy new equipment for use on County roads.The County set up a convict camp for the chain gang at the

notice to water and lightcommission customers:

“failure to bring your cardwhen you come to pay your bill

causes extra expense,trouble and delay –

no discount will be allowedunless presented

when making payment.”

service will not be interrupted. All water is filtered throughsand and rock, guaranteeing purity, and is turned into asettling basin 50 by 90 feet in dimensions. The reservoir has acapacity of nearly one million gallons, and the plant isequipped with a testing room, laboratory, and all otherfacilities used in modern operation. Recently new GeneralElectric turbines of 2,500-kilowatt capacity have beeninstalled, making the plant one of the most modern in this partof the country.”

Beginning in 1920, revenue earned by the electric plantwas used for extending water mains to new areas brought intothe town limits.

About this time, the Greenville power plant begansending power to neighboring towns. Winterville was the firstPitt County town outside Greenville to obtain service from theWater and Light Plant in April 1923. Bethel was next inJanuary 1924, followed by Robersonville in October 1924.Simpson and Vanceboro were added later. Ironically, Ayden,which had electricity two years before Greenville, became anelectric customer as of August 7, 1927.

too bright, thus blinding drivers and causing accidents. Treeswere also reported to be on fire around town after limbs camein contact with power lines. It was also during this time thatthe Superintendent would shut off the electricity for an hourwhile he went home for lunch. This practice inconveniencedmany, and, in June 1908, it was decided that the power wouldstay on during the lunch hour.

Older citizens often remarked that H. A. White, the localinsurance man and president of the Home Building and LoanAssociation, had to be the first in Greenville to acquire all thelatest conveniences. He had electricity, a victrola, anautomobile, the first indoor bathtub and the first radio. Peoplereportedly waited in a line stretching from White’s front doorto the street just to test his electricity, use his bathroom, lie inhis bathtub and listen to his radio through large earphones.Electric lights really puzzled the inhabitants of Greenville.Most people just couldn’t understand how the odd lampscould burn without oil. Until the novelty wore off, peoplewalked through the White home day and night, switching thelights on, screwing the light bulbs out and sticking theirfingers in the sockets. And, at the time, citizens were taxed forevery “water closet” they had.

An unusual yet powerful hailstorm hit Greenville onMay 4, 1915, covering the downtown streets with eight inchesof hail. The hail damaged the wires at the power plant and setoff the fire alarm.

In 1918 during WWI, the Water and Light Commission’sSuperintendent H. L. Allen sent a letter to Greenvillebusinesses from the United States Fuel Administrator. Thiswas an order for “Lightless Nights,” which prohibited theburning of any sign, window lighting or display lighting of anykind between sunrise and sunset. Also prohibited was the useof current for signage on Mondays and Tuesdays.

It was during the 1920s that Dr. Alex Viola, aveterinarian in Greenville, worked for the water plant, testingthe water every few weeks. In October 1924, a special featureappeared in the local newspaper about the Water and LightPlant: “The plant is located on the Atlantic Coastline railroadand the river, covering approximately two acres of land, andconsisting of a pumping station, water filter plant, and a mainpower plant. The entire plant is a duplicate, consisting of anauxiliary plant which stands as a safeguard to the public in caseof breakdown, or other emergency, to assure patrons that the

John Watson Sr. on the job for Greenville Utilities, 1930s. Courtesy of ECMC.

1920s electric meter

Although the 1903 Greenville bond election includedfunds for a sewer system as well as a modern electric and waterplant, the sewer system did not become a reality until 1907.However, the need for a modern sewage system was as criticalas the need for a clean and adequate water supply.

At the start of the 20th century, the town’s disposal“system” consisted of open pits in backyards, some only a fewfeet from wells for drinking water. The foot of Washington andGreene Streets along the river was also used as a trash dump.

In June 1903, the Board ofInternal Improvements asked andreceived from the town Aldermen anappropriation of $100 to make a testto determine whether it was best toobtain the water supply for the townfrom a system of gang wells or fromthe Tar River. They decided it wasmore cost effective to take the waterfrom the river. They built an intakevalve for river water at the waterplant.

In February 1905, the Aldermen approved installationof a sewer system. At the April meeting of the Board ofAldermen, Finance Chairman C. S. Carr reported thatbecause warm summer months were approaching, somepeople had suggested delaying work on the sewage plantbecause of the fear of illness. In spite of these concerns, theAldermen decided to proceed with the project. However, overa year passed with no progress.

In March 1906, Fifth Street residents asked the Board ofAldermen to let them install a drain and sewer line with theunderstanding that they would sell them to the town at amutually agreed upon price and connect to the town’s systemat an appropriate time. Aldermen granted their request. Therequest of the Fifth Street residents indicates that certaincitizens were using some kind of waste disposal system,though the extent of this system is unknown.

On June 28, 1906, the Board of Aldermen approvedcreation of a Sewerage Fund and appropriated $5,000 for thatpurpose. At their August 7, 1906 meeting, the Aldermenapproved final plans to establish a sewer system. Theestimated cost was $12,847, including $6,847 for pipe;$4,000 for excavation and filling; and $2,000 for manholesand a flush tank. However, when bids for the plant werereceived, low bids were 30 percent higher than the estimatedcost. Nonetheless, the Board accepted low bids from Burt

Kaesson Construction Co. ofGloversville, N.Y., for $13,410 forconstruction and from ChattanoogaSewer Pipe and Fire Brick Co. for$4,302 for piping, a total of almost$18,000. This was about $5,000more than earlier cost estimates. Thecontracts with these firms stipulatedthat the sewerage system would becompleted in four months. A financecommittee comprised of C.S. Carr,George J. Woodward and

W. A. Bowen was assigned the task of deciding where to findthe extra funds for construction – whether through anotherbond issue or from another source.

Over the next few months, the town Board purchased orobtained rights-of-way from property owners for the system.As for finances, the Board transferred $3,000 profit from themunicipally operated liquor dispensary to the Sewerage Fund,but still needed more money.

In January 1907, the Burt Kaesson ConstructionCompany advertised for 100 local men to work on theGreenville Sewerage System. When a shortage of workersbecame apparent, County officials leased out 40 men from itschain gang to assist. Since the chain gang could not work inJanuary anyway, the County would profit enough from thesewerage job to buy new equipment for use on County roads.The County set up a convict camp for the chain gang at the

notice to water and lightcommission customers:

“failure to bring your cardwhen you come to pay your bill

causes extra expense,trouble and delay –

no discount will be allowedunless presented

when making payment.”

designated as the site of the Eastern Carolina TeachersTraining School. Municipal improvements, along withlocation of the coveted teachers’ training school, had elevatedthe town’s status to “Queen City” of Eastern North Carolina,according to The Daily Reflector. Many years later when thesewer system was expanded, the original water system wasdescribed as being “very intelligently planned” because evenin 1937, the old system was adequate enough to take care ofthe underwriters’ requirements in the business district and

Tobacco Town.Regulations in 1907 for the new system

required that any individual sewer repairs bemade by a licensed plumber and that all plumbingwork had to pass town inspection.

A 1907 Daily Reflector article noted that “Itcertainly is gratifying that Greenville is makingmuch rapid strides in progress. The Chamber ofCommerce could hardly have taken a better stepthan the one to establish a Rest Room here. It isgoing to be a certainty and that in the near future.

Such a room will be a great convenience and comfort to thewomen throughout the county who come here shopping or tospend the day. They will show their appreciation of this interest in their comfort on the part of the business men of the town.”

In March 1908, when the town was installing drainsewers on Evans Street in preparation of paving the street withbrick, workmen found a section of the old plank road from1850 about two feet down. The section they found was like asolid floor, the timbers being thick and almost petrified.Chopping through these timbers was so difficult that thedecision was made to install the drain sewers on the edge ofthe street rather than in the center as originally planned.

Although Greenville had its first municipal sewer system,problems remained. One sewer line that served all theproperty west of the Atlantic Coast Line Railroad emptied intothe Tar River in the ravine 440 feet down river from the intakeof the Water Plant. The town sewer lines at Pitt, Greene,Washington, Evans and Cotanche Streets also went to the TarRiver. During the low stages of the river and rising tides,sewage from these outfalls would occasionally run upstream tothe water intake and pollute the water supply. “Green water”reportedly came out of the faucet at times. Surface or “dry”

corner of Fifth and Reade Streets while they worked in town.In the search for more money, the Aldermen decided to

ask the N.C. General Assembly to include funds for a sewersystem in the same bond election called to fund the proposedEastern Carolina Teachers Training School – now EastCarolina University. Following legislative approval, theAldermen set May 7 as election day to vote on issuing$75,000 in bonds, $50,000 of which was earmarked for thetown’s share of the teachers training school. The remaining$25,000 was for enlarging and maintaining atown sewer system and for street paving.

In the meantime, the town needed $15,000to pay for immediate sewer construction bills.The Aldermen borrowed $5,000 in April fromeach of the town’s three banks: the Bank ofGreenville, Greenville Banking and Trust Co.,and the National Bank of Greenville. In whatappeared to be a rare show of support for anymunicipality, 321 voters approved the May 7bond issue without a single dissenting vote. Thisoverwhelming majority was viewed as the citizens’ strongdesire to locate the training school in Greenville. In actuality,local businessman W. H. Dail confessed in 1958 that he hadmanned the voting booth, created the ballots and chewed upall the negative votes. He believed that the teachers trainingschool and town improvements were too important to be leftto the voters. The tax hike for the bond was only three cents,but numerous citizens proclaimed they would not pay it. Dail’sgamble changed the face of Greenville.

In late June 1907, the balance from the “original” sale ofbonds was credited to the Sewerage Fund. The word “original” is not clarified in Greenville’s records, but it islogical to assume this money came from the 1903 bondelection that included sewer funding.

On July 8, 1907, the Board of Aldermen accepted thesewer system. In August, they officially placed its operationunder control of the Water and Light Commission.

The delays and increased costs had been worth the effort.When the sewer system was completed and accepted by theBoard of Aldermen in July 1907, J.L. Ludlow praised it as “anexcellent system of modern sewerage.”

Completion of the sewer system occurred during a banneryear for the town – the same year that Greenville was

health officer

dr. nobles

recommended

property owners

be required

to connect

to town sewer

in 1907.

privies, as they were known, were also common. TheAldermen outlawed these in the downtown business district asof May 1, 1909. Eleven months later, town fathers called thema “health nuisance” and ordered their removal.

In September 1918, W. S. Dail, Manager of theCoca-Cola Bottling Works, complained that the town’s waterhad been very muddy for ten days. Since they had no otherwater with which to bottle the Coca-Cola, sediment that wasnothing more than “mud from the Tar River” formed in everybottle. Out of desperation, they dug a 65-foot well to goodwater and apologized to the public, stating they would have nomore bad settlement in every bottle.

Fifth Street in the 1920s.

Courtesy of the Charles Horne Collection.

Courtesy of the Bicentennial Book.

designated as the site of the Eastern Carolina TeachersTraining School. Municipal improvements, along withlocation of the coveted teachers’ training school, had elevatedthe town’s status to “Queen City” of Eastern North Carolina,according to The Daily Reflector. Many years later when thesewer system was expanded, the original water system wasdescribed as being “very intelligently planned” because evenin 1937, the old system was adequate enough to take care ofthe underwriters’ requirements in the business district and

Tobacco Town.Regulations in 1907 for the new system

required that any individual sewer repairs bemade by a licensed plumber and that all plumbingwork had to pass town inspection.

A 1907 Daily Reflector article noted that “Itcertainly is gratifying that Greenville is makingmuch rapid strides in progress. The Chamber ofCommerce could hardly have taken a better stepthan the one to establish a Rest Room here. It isgoing to be a certainty and that in the near future.

Such a room will be a great convenience and comfort to thewomen throughout the county who come here shopping or tospend the day. They will show their appreciation of this interest in their comfort on the part of the business men of the town.”

In March 1908, when the town was installing drainsewers on Evans Street in preparation of paving the street withbrick, workmen found a section of the old plank road from1850 about two feet down. The section they found was like asolid floor, the timbers being thick and almost petrified.Chopping through these timbers was so difficult that thedecision was made to install the drain sewers on the edge ofthe street rather than in the center as originally planned.

Although Greenville had its first municipal sewer system,problems remained. One sewer line that served all theproperty west of the Atlantic Coast Line Railroad emptied intothe Tar River in the ravine 440 feet down river from the intakeof the Water Plant. The town sewer lines at Pitt, Greene,Washington, Evans and Cotanche Streets also went to the TarRiver. During the low stages of the river and rising tides,sewage from these outfalls would occasionally run upstream tothe water intake and pollute the water supply. “Green water”reportedly came out of the faucet at times. Surface or “dry”

corner of Fifth and Reade Streets while they worked in town.In the search for more money, the Aldermen decided to

ask the N.C. General Assembly to include funds for a sewersystem in the same bond election called to fund the proposedEastern Carolina Teachers Training School – now EastCarolina University. Following legislative approval, theAldermen set May 7 as election day to vote on issuing$75,000 in bonds, $50,000 of which was earmarked for thetown’s share of the teachers training school. The remaining$25,000 was for enlarging and maintaining atown sewer system and for street paving.

In the meantime, the town needed $15,000to pay for immediate sewer construction bills.The Aldermen borrowed $5,000 in April fromeach of the town’s three banks: the Bank ofGreenville, Greenville Banking and Trust Co.,and the National Bank of Greenville. In whatappeared to be a rare show of support for anymunicipality, 321 voters approved the May 7bond issue without a single dissenting vote. Thisoverwhelming majority was viewed as the citizens’ strongdesire to locate the training school in Greenville. In actuality,local businessman W. H. Dail confessed in 1958 that he hadmanned the voting booth, created the ballots and chewed upall the negative votes. He believed that the teachers trainingschool and town improvements were too important to be leftto the voters. The tax hike for the bond was only three cents,but numerous citizens proclaimed they would not pay it. Dail’sgamble changed the face of Greenville.

In late June 1907, the balance from the “original” sale ofbonds was credited to the Sewerage Fund. The word “original” is not clarified in Greenville’s records, but it islogical to assume this money came from the 1903 bondelection that included sewer funding.

On July 8, 1907, the Board of Aldermen accepted thesewer system. In August, they officially placed its operationunder control of the Water and Light Commission.

The delays and increased costs had been worth the effort.When the sewer system was completed and accepted by theBoard of Aldermen in July 1907, J.L. Ludlow praised it as “anexcellent system of modern sewerage.”

Completion of the sewer system occurred during a banneryear for the town – the same year that Greenville was

health officer

dr. nobles

recommended

property owners

be required

to connect

to town sewer

in 1907.

privies, as they were known, were also common. TheAldermen outlawed these in the downtown business district asof May 1, 1909. Eleven months later, town fathers called thema “health nuisance” and ordered their removal.

In September 1918, W. S. Dail, Manager of theCoca-Cola Bottling Works, complained that the town’s waterhad been very muddy for ten days. Since they had no otherwater with which to bottle the Coca-Cola, sediment that wasnothing more than “mud from the Tar River” formed in everybottle. Out of desperation, they dug a 65-foot well to goodwater and apologized to the public, stating they would have nomore bad settlement in every bottle.

Fifth Street in the 1920s.

Courtesy of the Charles Horne Collection.

Courtesy of the Bicentennial Book.

installation continued throughout 1917. In October 1921, thelocal newspaper commented that $30,000 worth of gas mainsexisted under Greenville, but their location was lost.

However, the gas plant itself did not become reality until1924 when R.A. Blackwood signed a 30-year franchiseagreement with the town to operate a gas plant. Under termsof the contract, Blackwood was to pay the town for the cost ofgas lines already installed, plus interest from January 1917.The principal, or cost of lines, totaled $26,801.52. Interestamounted to an additional $11,591.63, which made the grand

total Blackwood paid the town$38,393.15. In addition, Blackwoodwas to build the gas plant.

The Aldermen inserted a clausein the contract giving the town firstoption to buy the plant if Blackwooddecided to sell. In October of thatsame year, Blackwood incorporatedthe Greenville Gas Company anddesignated it as the franchise agent.

In the eyes of the Aldermen, the act of incorporation caused a small problem because of the

town’s buyout option. Their contract was with Blackwood, not with the Greenville Gas Company.

Officials soon reasoned that the act of incorporation was atechnicality and not a sale, so Greenville Gas Company wasauthorized to operate the plant.

The plant was conveniently located between Third Streetand the Tar River near the town’s Water and Light Plant. It wasscheduled to begin operation by October 1924 provided therewere no delays. Delays occurred, however, and the plantprobably did not begin operating until the spring of 1925.

A March 4, 1925 advertisement in The Daily Reflectorannounced that the Greenville Gas Company was ready tohook up customers on Second, Third, Fourth, Fifth, Eighth,Ninth, Greene, Washington and Pitt Streets. The newspaper

Although town officials and a majority of Greenvillecitizens favored municipal ownership of the first electric,water and sewer facilities, they took the opposite stand on gasplant operation.

In an election held on June 6, 1896, local votersapproved the idea of a privately owned and operated gas plant,with 159 votes in favor and 87 in opposition. At the same timethe election was held, no local gas plant nor any extensive gaslines existed. Some of the buildings in downtown Greenvillehad been piped for gas as early as 1883.

Discussion about a possible gas franchise had come up atthe Board of Aldermen’s January 1916 meeting. In February, J.T. Bland ofWashington proposed that heand his associates be granted thetown’s gas franchise. ButAldermen tabled proposed gasfranchise resolutions at theirMarch meeting. Instead, theycalled an election to let citizensdetermine whether they wanted thetown or a private enterprise to offergas service.

Greenville was in the process ofstarting an extensive street-pavingprogram. Thinking that gas service might become reality inthe future, the Aldermen decided in July to install gas mainsunder all improved streets in conjunction with the pavingproject. The reasoning was logical and farsighted asinstallation of mains during street paving would reduce thelikelihood of having to demolish paved streets to install gaslines later.

Southern Paving Construction Company, which alreadyhad contracted to pave the streets, successfully bid to installthe gas mains. The contract called for testing completed gaslines with air pressure.

Town records show that street paving and gas main

In 1916, many years before Greenville had a gas plant,

the Board of Aldermen decided to have gas mains installed in

conjunction with an extensive street paving project.

also published ads for gas stoves as well as for free gas cookingdemonstrations by the Greenville Gas Company.

The exact date that operations began is unknown, partlybecause the plant was privately owned, and its history is notincluded in Greenville Utilities Commission records.

Adding to confusion about inception of service is the datethe plant was inspected by engineers and contracts from NewYork – December 31, 1927 – more than two years after thegas plant probably began operating.

In May 1927, the Greenville Gas Company and six othereastern North Carolina gas companies merged with CarolinaGas and Electric Company Corporation. Records show thatBlackwood was president of all eightcompanies.

The nextsignificant developmentin gas plant operationoccurred in 1931,and it changed the courseof gas service history inGreenville. Carolina Gasand Electric Companynotified the town onMay 19 of its intent to sellthe gas plant to TidewaterPower Company unless thetown exercised its option tobuy. The sale price was$100,000, although the statedvalue was $150,000.

Elected officials again decided to let citizens vote onwhether to purchase the gas plant. A spirited campaignensued, with leading citizens encouraging voters to approve a$100,000 bond issue to finance Greenville’s purchase of theplant.

Several factors made municipal ownership of a gas plantattractive. One of the most obvious was price: at $50,000 lessthan its declared value, the plant appeared to be a bargain. Inaddition, proponents of municipal purchase said other nearbytowns considered their municipal gas plants a major asset.Furthermore, proponents reasoned that if money were to bemade, the town, not an outside business interest, should reap

the profit.In addition, some people feared that if a private company

were to buy the gas plant, their next object might be themunicipal Water and Light Plant. Obviously, Greenville’sWater and Light Plant was a treasured asset, and citizens wereboth proud and protective of it. Opponents of town ownershipof a gas plant saw no threat from privately owned utilities.They felt a Greenville-owned gas plant might detract from thesuccessful operation of the Water and Light Plant.

In contrast to the 1916 election when Greenville votersapproved private ownership of thegas plant, citizens in 1931 votedfor municipal ownership andoperation. Out of 914 registeredvoters, 472 approved the bondissue to finance Greenville’spurchase of the plant; 79opposed it. Passing the bondissue required a majority voteof 457. So the purchasepassed by a narrow margin ofonly 15 votes.

Meanwhile, theCarolina Gas and ElectricCompany had turned overthe gas plant operation to

Tidewater Power Company, though all parties

understood that no sale was possibleuntil after the Greenville bond election. Subsequently, thetown of Greenville assumed ownership from TidewaterPower Company. Official approval came from the Board ofAldermen on July 16, 1931, and bonds financing the sale weresold in August.

The town now possessed a gas plant, four acres of landadjacent to the plant, and 15 miles of pipeline for $100,000.This compared to five miles of existing gas mains whenBlackwood obtained his franchise for slightly over$38,000 in 1924.

By September 28, 1931, gas rates had been reducedwhile the number of customers had increased, and onOctober 1, the Aldermen assigned control of the plantoperation to the Water and Light Commission.

A view of Greenville’s gas plant. In 1947, the coal tar gas plant was converted to an LP air

mix plant. In 1960, use of the plant was discontinued altogether when GUC converted to

natural gas and linked its distribution system to N.C. Natural Gas. The Gas Plant

eventually became the Garage. Courtesy of the Charles Horne Collection.

installation continued throughout 1917. In October 1921, thelocal newspaper commented that $30,000 worth of gas mainsexisted under Greenville, but their location was lost.

However, the gas plant itself did not become reality until1924 when R.A. Blackwood signed a 30-year franchiseagreement with the town to operate a gas plant. Under termsof the contract, Blackwood was to pay the town for the cost ofgas lines already installed, plus interest from January 1917.The principal, or cost of lines, totaled $26,801.52. Interestamounted to an additional $11,591.63, which made the grand

total Blackwood paid the town$38,393.15. In addition, Blackwoodwas to build the gas plant.

The Aldermen inserted a clausein the contract giving the town firstoption to buy the plant if Blackwooddecided to sell. In October of thatsame year, Blackwood incorporatedthe Greenville Gas Company anddesignated it as the franchise agent.

In the eyes of the Aldermen, the act of incorporation caused a small problem because of the

town’s buyout option. Their contract was with Blackwood, not with the Greenville Gas Company.

Officials soon reasoned that the act of incorporation was atechnicality and not a sale, so Greenville Gas Company wasauthorized to operate the plant.

The plant was conveniently located between Third Streetand the Tar River near the town’s Water and Light Plant. It wasscheduled to begin operation by October 1924 provided therewere no delays. Delays occurred, however, and the plantprobably did not begin operating until the spring of 1925.

A March 4, 1925 advertisement in The Daily Reflectorannounced that the Greenville Gas Company was ready tohook up customers on Second, Third, Fourth, Fifth, Eighth,Ninth, Greene, Washington and Pitt Streets. The newspaper

Although town officials and a majority of Greenvillecitizens favored municipal ownership of the first electric,water and sewer facilities, they took the opposite stand on gasplant operation.

In an election held on June 6, 1896, local votersapproved the idea of a privately owned and operated gas plant,with 159 votes in favor and 87 in opposition. At the same timethe election was held, no local gas plant nor any extensive gaslines existed. Some of the buildings in downtown Greenvillehad been piped for gas as early as 1883.

Discussion about a possible gas franchise had come up atthe Board of Aldermen’s January 1916 meeting. In February, J.T. Bland ofWashington proposed that heand his associates be granted thetown’s gas franchise. ButAldermen tabled proposed gasfranchise resolutions at theirMarch meeting. Instead, theycalled an election to let citizensdetermine whether they wanted thetown or a private enterprise to offergas service.

Greenville was in the process ofstarting an extensive street-pavingprogram. Thinking that gas service might become reality inthe future, the Aldermen decided in July to install gas mainsunder all improved streets in conjunction with the pavingproject. The reasoning was logical and farsighted asinstallation of mains during street paving would reduce thelikelihood of having to demolish paved streets to install gaslines later.

Southern Paving Construction Company, which alreadyhad contracted to pave the streets, successfully bid to installthe gas mains. The contract called for testing completed gaslines with air pressure.

Town records show that street paving and gas main

In 1916, many years before Greenville had a gas plant,

the Board of Aldermen decided to have gas mains installed in

conjunction with an extensive street paving project.

also published ads for gas stoves as well as for free gas cookingdemonstrations by the Greenville Gas Company.

The exact date that operations began is unknown, partlybecause the plant was privately owned, and its history is notincluded in Greenville Utilities Commission records.

Adding to confusion about inception of service is the datethe plant was inspected by engineers and contracts from NewYork – December 31, 1927 – more than two years after thegas plant probably began operating.

In May 1927, the Greenville Gas Company and six othereastern North Carolina gas companies merged with CarolinaGas and Electric Company Corporation. Records show thatBlackwood was president of all eightcompanies.

The nextsignificant developmentin gas plant operationoccurred in 1931,and it changed the courseof gas service history inGreenville. Carolina Gasand Electric Companynotified the town onMay 19 of its intent to sellthe gas plant to TidewaterPower Company unless thetown exercised its option tobuy. The sale price was$100,000, although the statedvalue was $150,000.

Elected officials again decided to let citizens vote onwhether to purchase the gas plant. A spirited campaignensued, with leading citizens encouraging voters to approve a$100,000 bond issue to finance Greenville’s purchase of theplant.

Several factors made municipal ownership of a gas plantattractive. One of the most obvious was price: at $50,000 lessthan its declared value, the plant appeared to be a bargain. Inaddition, proponents of municipal purchase said other nearbytowns considered their municipal gas plants a major asset.Furthermore, proponents reasoned that if money were to bemade, the town, not an outside business interest, should reap

the profit.In addition, some people feared that if a private company

were to buy the gas plant, their next object might be themunicipal Water and Light Plant. Obviously, Greenville’sWater and Light Plant was a treasured asset, and citizens wereboth proud and protective of it. Opponents of town ownershipof a gas plant saw no threat from privately owned utilities.They felt a Greenville-owned gas plant might detract from thesuccessful operation of the Water and Light Plant.

In contrast to the 1916 election when Greenville votersapproved private ownership of thegas plant, citizens in 1931 votedfor municipal ownership andoperation. Out of 914 registeredvoters, 472 approved the bondissue to finance Greenville’spurchase of the plant; 79opposed it. Passing the bondissue required a majority voteof 457. So the purchasepassed by a narrow margin ofonly 15 votes.

Meanwhile, theCarolina Gas and ElectricCompany had turned overthe gas plant operation to

Tidewater Power Company, though all parties

understood that no sale was possibleuntil after the Greenville bond election. Subsequently, thetown of Greenville assumed ownership from TidewaterPower Company. Official approval came from the Board ofAldermen on July 16, 1931, and bonds financing the sale weresold in August.

The town now possessed a gas plant, four acres of landadjacent to the plant, and 15 miles of pipeline for $100,000.This compared to five miles of existing gas mains whenBlackwood obtained his franchise for slightly over$38,000 in 1924.

By September 28, 1931, gas rates had been reducedwhile the number of customers had increased, and onOctober 1, the Aldermen assigned control of the plantoperation to the Water and Light Commission.

A view of Greenville’s gas plant. In 1947, the coal tar gas plant was converted to an LP air

mix plant. In 1960, use of the plant was discontinued altogether when GUC converted to

natural gas and linked its distribution system to N.C. Natural Gas. The Gas Plant

eventually became the Garage. Courtesy of the Charles Horne Collection.

As of 1943, GUC had 500 miles of rural electric lines inPitt, Craven, Beaufort and Martin Counties and sold wholesaleto C.L. Hardy at the Greene County Line, who operatedapproximately 250 miles of line. The lines servedapproximately 1,700 farm homes. Electricity on the farmimproved living conditions and farming problems. GUC’s totalnet investment in rural lines was $242,301.96. For the fiscalyear ending June 30, 1943, GUC had a net earning of$16,894.09.

1930sThe Water and Light Commission began a rural

electrification program in 1932. As a result, rural areas hadthe advantage of electric service for development andfarm use.

The Superintendent at the time devised a unique way toassist several customers who were out of work and unable topay their utility bills. He let them work off the debt byhauling dirt with a wheelbarrow to build a railroad crossingat the Gas Plant.

The next year, one of the state’s most famoushurricanes – “the Storm of ’33” – hit, and Greenville sentan electric line crew to neighboring New Bern to helprebuild damaged power lines.

In 1937, the Water and Light Commission askedthe Board of Aldermen to issue bonds for $150,000 tobuild three water tanks and extend the sewer system.The next year, work started on the Green Mill Runsewer outfall, and three large water towers were builtto increase water pressure. One was in thesouthwestern section, one was on the corner ofWashington and Thirteenth Streets and the otherwas on the corner of Jarvis and First Streets.

1940sBy 1940, the old standpipe that had stored Greenville’s

water supply since 1905 was removed from the courthousegrounds.

The N.C. General Assembly replaced the Water andLight Commission with the Greenville Utilities Commission in1941. This law provided for five Commissioners, all residentsof Greenville and appointed by the City Council, to serve forfive-year terms. Compensation for Commissioners increasedto $50 per year and $10 for each regular meeting attended.It was also at this time that Coastal Defense warned GreenvilleUtilities Commission (GUC) to be on alert and prepared toblack out when necessary.

Daily Reflector ad from the 1940s.

According to a 1943 GUC report: “The last improvementto our plant was finished the latter part of 1939.Improvements included a boiler, turbine and all auxiliaryequipment to make a complete unit of 5,000 KW capacity,and with the 3,000 and 1,250 KW now used as auxiliary unitsgives us a name-plate reading capacity of 9,250 KW.”

Also in 1943, plans were under way for a new water plantwith daily capacity of 3 mgd. For the time being, GUCaugmented the existing plant with a 750,000 gallon filter and coagulating basin.

Demand on gas mains grew beyond their capacity in 1947. GUC found it necessary to provide an additional gassupply in the area where the shortage was most acute. GUCconsidered installing or erecting a tank and facilities at Firstand Jarvis Streets to improve the gas system. TheSuperintendent advised that practically all this equipment wason hand and that it would be placed into service as soon aspossible. The coal tar gas plant was converted to a liquidpropane air mix plant in 1947.

By 1949, GUC had 650 miles of rural electric lines inPitt County and adjacent areas. For several years, theCommission’s policy was to extend the electric system to meetthe ever-growing needs of the citizens of Pitt County and toprovide this service for other small municipalities within theborders of the County. With service provided to Greenvilleand most rural areas of Pitt County, its services extended to aradius of nearly 25 miles from the corporate limits.

1950sA new organization entitled Municipal Cities Power

Association was formed in 1950 to study the power needs ofEastern N.C. and contiguous areas for the purpose ofdeveloping, building and erecting adequate generating andtransmission facilities to serve participating members.Greenville was designated as the organization’s headquarters

and GUC’s SuperintendentMartin Swartz was namedChairman.

A proposal for theinterconnection of themunicipal powersystems of Wilson,Farmville, Greenvilleand Washington wasprepared by theFederal Power Commission.Without the interconnection, by 1952 it wouldbe necessary for Greenville to install additional generationequipment to meet the community’s needs. With theinterconnection, new generation could be delayed until 1956.

Due to continuous load growth, it was a matter of timebefore it would be necessary for GUC to install additionalgenerating capacity to meet demands on the plant. On April30, 1951, a proposal for the interchange of electric energybetween the City of Greenville and Virginia Electric PowerCompany (Vepco), was submitted. A large bond issue wouldbe required to fund the connection with Vepco’s 110,000 voltstation to be located as near GUC’s plant as possible. Theinterconnection would require three 2,500 kVA transformers,switching equipment, disconnects and meter instrumenttransformers at a cost of $50,000.

In 1953, GUC entered into a contract with Vepco topurchase its base load power. The Greenville plant wouldgenerate peak loads only. By 1954, GUC was purchasingpower wholesale from Vepco.

The three generators at the plant shown in 1951. One was installed in 1928,

the other in 1949, and the third in 1951. Courtesy of NC Archives.

The Northside water tower, built in 1953.

Back of a GUC bill, 1944.

As of 1943, GUC had 500 miles of rural electric lines inPitt, Craven, Beaufort and Martin Counties and sold wholesaleto C.L. Hardy at the Greene County Line, who operatedapproximately 250 miles of line. The lines servedapproximately 1,700 farm homes. Electricity on the farmimproved living conditions and farming problems. GUC’s totalnet investment in rural lines was $242,301.96. For the fiscalyear ending June 30, 1943, GUC had a net earning of$16,894.09.

1930sThe Water and Light Commission began a rural

electrification program in 1932. As a result, rural areas hadthe advantage of electric service for development andfarm use.

The Superintendent at the time devised a unique way toassist several customers who were out of work and unable topay their utility bills. He let them work off the debt byhauling dirt with a wheelbarrow to build a railroad crossingat the Gas Plant.

The next year, one of the state’s most famoushurricanes – “the Storm of ’33” – hit, and Greenville sentan electric line crew to neighboring New Bern to helprebuild damaged power lines.

In 1937, the Water and Light Commission askedthe Board of Aldermen to issue bonds for $150,000 tobuild three water tanks and extend the sewer system.The next year, work started on the Green Mill Runsewer outfall, and three large water towers were builtto increase water pressure. One was in thesouthwestern section, one was on the corner ofWashington and Thirteenth Streets and the otherwas on the corner of Jarvis and First Streets.

1940sBy 1940, the old standpipe that had stored Greenville’s

water supply since 1905 was removed from the courthousegrounds.

The N.C. General Assembly replaced the Water andLight Commission with the Greenville Utilities Commission in1941. This law provided for five Commissioners, all residentsof Greenville and appointed by the City Council, to serve forfive-year terms. Compensation for Commissioners increasedto $50 per year and $10 for each regular meeting attended.It was also at this time that Coastal Defense warned GreenvilleUtilities Commission (GUC) to be on alert and prepared toblack out when necessary.

Daily Reflector ad from the 1940s.

According to a 1943 GUC report: “The last improvementto our plant was finished the latter part of 1939.Improvements included a boiler, turbine and all auxiliaryequipment to make a complete unit of 5,000 KW capacity,and with the 3,000 and 1,250 KW now used as auxiliary unitsgives us a name-plate reading capacity of 9,250 KW.”

Also in 1943, plans were under way for a new water plantwith daily capacity of 3 mgd. For the time being, GUCaugmented the existing plant with a 750,000 gallon filter and coagulating basin.

Demand on gas mains grew beyond their capacity in 1947. GUC found it necessary to provide an additional gassupply in the area where the shortage was most acute. GUCconsidered installing or erecting a tank and facilities at Firstand Jarvis Streets to improve the gas system. TheSuperintendent advised that practically all this equipment wason hand and that it would be placed into service as soon aspossible. The coal tar gas plant was converted to a liquidpropane air mix plant in 1947.

By 1949, GUC had 650 miles of rural electric lines inPitt County and adjacent areas. For several years, theCommission’s policy was to extend the electric system to meetthe ever-growing needs of the citizens of Pitt County and toprovide this service for other small municipalities within theborders of the County. With service provided to Greenvilleand most rural areas of Pitt County, its services extended to aradius of nearly 25 miles from the corporate limits.

1950sA new organization entitled Municipal Cities Power

Association was formed in 1950 to study the power needs ofEastern N.C. and contiguous areas for the purpose ofdeveloping, building and erecting adequate generating andtransmission facilities to serve participating members.Greenville was designated as the organization’s headquarters

and GUC’s SuperintendentMartin Swartz was namedChairman.

A proposal for theinterconnection of themunicipal powersystems of Wilson,Farmville, Greenvilleand Washington wasprepared by theFederal Power Commission.Without the interconnection, by 1952 it wouldbe necessary for Greenville to install additional generationequipment to meet the community’s needs. With theinterconnection, new generation could be delayed until 1956.

Due to continuous load growth, it was a matter of timebefore it would be necessary for GUC to install additionalgenerating capacity to meet demands on the plant. On April30, 1951, a proposal for the interchange of electric energybetween the City of Greenville and Virginia Electric PowerCompany (Vepco), was submitted. A large bond issue wouldbe required to fund the connection with Vepco’s 110,000 voltstation to be located as near GUC’s plant as possible. Theinterconnection would require three 2,500 kVA transformers,switching equipment, disconnects and meter instrumenttransformers at a cost of $50,000.

In 1953, GUC entered into a contract with Vepco topurchase its base load power. The Greenville plant wouldgenerate peak loads only. By 1954, GUC was purchasingpower wholesale from Vepco.

The three generators at the plant shown in 1951. One was installed in 1928,

the other in 1949, and the third in 1951. Courtesy of NC Archives.

The Northside water tower, built in 1953.

Back of a GUC bill, 1944.

engineer. It has its own garage facilities to keep 32 pieces ofautomotive and construction equipment in operation…TheUtilities Commission has its own communications system. Itnow has 19 pieces of equipment with two-way radios.”

1960sGreenville Utilities continued to grow and change in the

1960s. Early in the decade, GUC discontinued its use of theold gas plant and converted to natural gas, linking itsdistribution system to North Carolina Natural Gas (NCNG)facilities.

The utility replaced its ladder truck and purchased itsfirst bucket truck in the early ’60s. A GUC lineworker recalls:“All the men rode in the back of the trucks and we workedfrom poles on hooks. Before we had bucket trucks, we usedladder trucks which were just pick up trucks with ladders.Linemen either climbed poles or used ladders. When we hadto fix a street light or a traffic light, we just climbed up on theladder. If we needed to dig, we did it with shovels.”

GUC was featured in a 1963 Special Supplement toThe Daily Reflector. Written by GUC SuperintendentLeonard Bloxam, the article noted the many changes thePower Plant had undergone since its beginning from handfired boilers to the mechanically fired boilers of the day.

Mr. Bloxam mentioned the benefits of GUC’s radiocommunications system in enabling work crews to work moreefficiently and ultimately provide better service. He reportedthat the newly-constructed Water Pollution Control Plant(now called the Wastewater Treatment Plant) encompassed themost modern features in design and operation. Mr. Bloxamalso noted the upgrades in the gas system, stating that theadvent of natural gas had simplified procedures carried overfrom the old coal tar coke gas plant that used coal to

GUC Superintendent Martin Swartz announced he wouldretire on August 1, 1954 for health reasons.

He had been an employee of GUC for33 years and served as

Superintendent for 30 years.GUC formed a committee toselect a successor, andLeonard P. Bloxam of

Bennettsville, S.C. was appointedto succeed Mr. Swartz.

That same year Hurricane Hazelbrought $13,000 worth of storm damage to the area. Thepowerful hurricane disrupted service on all circuits, leavingevery single GUC customer without power. It took GUC’sentire Service Department working continuously, except forshort rest periods, to restore service.

1955 offered no relief from bad weather as Hurricane Ioneblew through, leaving between $8,000 - $10,000 worth ofstorm damage and many customers without power for threedays.

Three years later, GUC was profiled by Municipal South.An excerpt from the article noted: “The Commission’s powersystem consists of 138 miles of city distribution lines, 971miles of rural distribution lines and 5 miles of transmissionlines…There are 92 miles of cast iron water mains, rangingfrom 4 to 16 inches. The gas systemconsists of 21 miles ofcast iron and

steel mains, varying from 2 to 18inches…The Commission maintains its own

engineering department, employing an electric and civil

A series of meters and switches controlled the power delivered to the many

feeder circuits and from the generators. Courtesy of N.C. Archives.

Stringing downtown Christmas lights with GUC’s ladder truck.Courtesy of ECMC, from Images of America – Greenville.

manufacture gas. The Water Plant, Mr. Bloxam pointed out, was of the

most modern design and equipped with quality chemical feedunits to ensure maximum control. GUC’s water distributionsystem involved 138 miles of water mains ranging in size from 4” to 24”. The overhead storage tanks had a 1,700,000gallon capacity with an additional 800,000 gallons in ground storage. GUC maintained 394 fire hydrants for FireDepartment use.

Malcolm A. Green was hired in 1967 for the position ofElectrical Engineer and Assistant Director. GUC’s totalbudget then was $5.3 million, and its peak electric demandwas 69 megawatts.

On June 4, 1968 during a workshop meeting, DirectorBloxam announced that he would resign from his position thatyear. Former Commission Chair Charles O’Hagan Horne, Jr.was appointed Acting Director. The Board officiallyconfirmed Mr. Horne’s appointment as Director onOctober 8.

In 1969, GUC chose not to renew its contract with Vepcoafter futilely working through the Federal Power Commissionwith other municipalities to secure a lower wholesale rate.Director Horne attended a meeting in Southern Pines withother North Carolina electric cities and co-ops to discuss theirjoint interest in developing power generating facilities and atransmission system to service municipal electric cities andco-ops in North Carolina. The result was the formation of theElectric Power in Carolina Cities and Co-operatives, or EPIC.Its charter was signed on March 9, 1970.

1970sIn April, GUC received authorization from the National

Electrical Manufacturers Association to participate in theGold Medallion Home and Apartment Program, a nationally

recognized certification program which strived for standards of excellence in the field of electricity.

GUC would award the gold medallion to homes orapartments that met or surpassed the utility’sstandard. Eligible homes were required to beentirely electrically heated, equipped with anelectric range, electric water heater plus at least

three major appliances.By 1971, Greenville’s population had risen

to approximately 30,000. GUC was growing aswell, and needed more office space. The utility was

interested in buying the Wachovia Building, across the streetfrom City Hall, where all GUC employees were housed. GUCleased office space from the City for $900/month. Wachoviaoffered its building to the Commission effective June 1, butGUC would lease the building back to the bank for a two-yearperiod.

In 1972, GUC customers received a new type of bill,which was the result of a changeover from manual billingmachines to data processing. The customer consumption datawas now typed in to a local terminal and sent via telephone to alarge scale computer based in Charlotte. There the bills werecalculated and printed, then returned to Greenville by courierfor mailing.

That same year, GUC implemented an extensiveexpansion program to double the capacity of the WaterTreatment Plant. Improvements would result in virtuallyautomatic water treatment operations that would be monitoredin a Control Room. Improvements also included newequipment and new treatment techniques. In addition, a sixthdeep well was added to the system. The expansion wascompleted in 1973 at a cost of $500,000. GUC also doubledits Wastewater Treatment Plant capacity from 4 to 8 mgd.

The nation’s 1973 energy crisis caused by the OPEC oilembargo put gas in short supply. GUC’s supply was cut exceptfor a few thousand gallons kept on hand for emergencies. Allvehicle operators bought gas from retail stations around town.Besides gasoline, propane gas, natural gas and materials madefrom petroleum products became scarce. During the energy

1963 Lineman school.

engineer. It has its own garage facilities to keep 32 pieces ofautomotive and construction equipment in operation…TheUtilities Commission has its own communications system. Itnow has 19 pieces of equipment with two-way radios.”

1960sGreenville Utilities continued to grow and change in the

1960s. Early in the decade, GUC discontinued its use of theold gas plant and converted to natural gas, linking itsdistribution system to North Carolina Natural Gas (NCNG)facilities.

The utility replaced its ladder truck and purchased itsfirst bucket truck in the early ’60s. A GUC lineworker recalls:“All the men rode in the back of the trucks and we workedfrom poles on hooks. Before we had bucket trucks, we usedladder trucks which were just pick up trucks with ladders.Linemen either climbed poles or used ladders. When we hadto fix a street light or a traffic light, we just climbed up on theladder. If we needed to dig, we did it with shovels.”

GUC was featured in a 1963 Special Supplement toThe Daily Reflector. Written by GUC SuperintendentLeonard Bloxam, the article noted the many changes thePower Plant had undergone since its beginning from handfired boilers to the mechanically fired boilers of the day.

Mr. Bloxam mentioned the benefits of GUC’s radiocommunications system in enabling work crews to work moreefficiently and ultimately provide better service. He reportedthat the newly-constructed Water Pollution Control Plant(now called the Wastewater Treatment Plant) encompassed themost modern features in design and operation. Mr. Bloxamalso noted the upgrades in the gas system, stating that theadvent of natural gas had simplified procedures carried overfrom the old coal tar coke gas plant that used coal to

GUC Superintendent Martin Swartz announced he wouldretire on August 1, 1954 for health reasons.

He had been an employee of GUC for33 years and served as

Superintendent for 30 years.GUC formed a committee toselect a successor, andLeonard P. Bloxam of

Bennettsville, S.C. was appointedto succeed Mr. Swartz.

That same year Hurricane Hazelbrought $13,000 worth of storm damage to the area. Thepowerful hurricane disrupted service on all circuits, leavingevery single GUC customer without power. It took GUC’sentire Service Department working continuously, except forshort rest periods, to restore service.

1955 offered no relief from bad weather as Hurricane Ioneblew through, leaving between $8,000 - $10,000 worth ofstorm damage and many customers without power for threedays.

Three years later, GUC was profiled by Municipal South.An excerpt from the article noted: “The Commission’s powersystem consists of 138 miles of city distribution lines, 971miles of rural distribution lines and 5 miles of transmissionlines…There are 92 miles of cast iron water mains, rangingfrom 4 to 16 inches. The gas systemconsists of 21 miles ofcast iron and

steel mains, varying from 2 to 18inches…The Commission maintains its own

engineering department, employing an electric and civil

A series of meters and switches controlled the power delivered to the many

feeder circuits and from the generators. Courtesy of N.C. Archives.

Stringing downtown Christmas lights with GUC’s ladder truck.Courtesy of ECMC, from Images of America – Greenville.

manufacture gas. The Water Plant, Mr. Bloxam pointed out, was of the

most modern design and equipped with quality chemical feedunits to ensure maximum control. GUC’s water distributionsystem involved 138 miles of water mains ranging in size from 4” to 24”. The overhead storage tanks had a 1,700,000gallon capacity with an additional 800,000 gallons in ground storage. GUC maintained 394 fire hydrants for FireDepartment use.

Malcolm A. Green was hired in 1967 for the position ofElectrical Engineer and Assistant Director. GUC’s totalbudget then was $5.3 million, and its peak electric demandwas 69 megawatts.

On June 4, 1968 during a workshop meeting, DirectorBloxam announced that he would resign from his position thatyear. Former Commission Chair Charles O’Hagan Horne, Jr.was appointed Acting Director. The Board officiallyconfirmed Mr. Horne’s appointment as Director onOctober 8.

In 1969, GUC chose not to renew its contract with Vepcoafter futilely working through the Federal Power Commissionwith other municipalities to secure a lower wholesale rate.Director Horne attended a meeting in Southern Pines withother North Carolina electric cities and co-ops to discuss theirjoint interest in developing power generating facilities and atransmission system to service municipal electric cities andco-ops in North Carolina. The result was the formation of theElectric Power in Carolina Cities and Co-operatives, or EPIC.Its charter was signed on March 9, 1970.

1970sIn April, GUC received authorization from the National

Electrical Manufacturers Association to participate in theGold Medallion Home and Apartment Program, a nationally

recognized certification program which strived for standards of excellence in the field of electricity.

GUC would award the gold medallion to homes orapartments that met or surpassed the utility’sstandard. Eligible homes were required to beentirely electrically heated, equipped with anelectric range, electric water heater plus at least

three major appliances.By 1971, Greenville’s population had risen

to approximately 30,000. GUC was growing aswell, and needed more office space. The utility was

interested in buying the Wachovia Building, across the streetfrom City Hall, where all GUC employees were housed. GUCleased office space from the City for $900/month. Wachoviaoffered its building to the Commission effective June 1, butGUC would lease the building back to the bank for a two-yearperiod.

In 1972, GUC customers received a new type of bill,which was the result of a changeover from manual billingmachines to data processing. The customer consumption datawas now typed in to a local terminal and sent via telephone to alarge scale computer based in Charlotte. There the bills werecalculated and printed, then returned to Greenville by courierfor mailing.

That same year, GUC implemented an extensiveexpansion program to double the capacity of the WaterTreatment Plant. Improvements would result in virtuallyautomatic water treatment operations that would be monitoredin a Control Room. Improvements also included newequipment and new treatment techniques. In addition, a sixthdeep well was added to the system. The expansion wascompleted in 1973 at a cost of $500,000. GUC also doubledits Wastewater Treatment Plant capacity from 4 to 8 mgd.

The nation’s 1973 energy crisis caused by the OPEC oilembargo put gas in short supply. GUC’s supply was cut exceptfor a few thousand gallons kept on hand for emergencies. Allvehicle operators bought gas from retail stations around town.Besides gasoline, propane gas, natural gas and materials madefrom petroleum products became scarce. During the energy

1963 Lineman school.

because municipalities were able to raise capital more readilythan private companies. The revenue bonds would appeal to adifferent type of investor. The venture would be non-profit andtax exempt. The idea was not new; 19 other states had similarlaws. Co-ops already had such authority in North Carolina.This legislation led to the formation of the North Carolina’stwo Municipal Power Agencies with the power to issue bonds.

As energy shortages continued, GUC urged customers tosave natural gas as well as electricity. To assist customers inreducing their energy usage, Greenville Utilities establishedan Energy Services Department, offering free energy auditsand conservation tips.

In 1978, GUC began a load management programdesigned to reduce peak demand by controlling the operationof water heaters and central air conditioners during certainperiods. The program involved the installation of switchingdevices on water heaters and air conditioners owned byparticipating customers. GUC would control the operation ofeach unit during peak demand. The load management program (Beat-the-Peak) was the first of its kind to be used bya North Carolina municipal utility system.

Also in 1978, GUC and other ElectriCities memberswere fighting Vepco increases through the Federal EnergyCommission. “Operation Overcharge” was a campaign byChambers of Commerce across the state (22 counties), whichinvolved signed petitions and meetings with the Governor.

crisis, Christmas decorations were put up in downtownGreenville, but remained unlit to conserve energy.

In 1974, GUC moved to its new offices across from CityHall. The new facility was dedicated in honor of former GUC Comptroller Larry Brown, who had retired in 1971 after 50years of service.

In the 1970s GUC was faced with continuously risingelectric rates from Vepco and began to explore alternatesources for its wholesale electric power. In 1974, the utilityparticipated in a meeting of ElectriCities to discuss howparticipating cities in EPIC could jointly generate andtransmit electricity. A number of North Carolina cities hadjoined together to determine the feasibility of constructing their own generating plants.

Members of ElectriCities, including GUC, were ready forsuch a change. By 1975, 72 N.C. cities operated their ownutilities, and represented 1,000,000 people or 20% of thetotal electric load. All members purchased power wholesalefrom private companies and retailed it to their citizens. Privatepower was becoming more expensive. The cities needed acheaper, more adequate power source.

The State Legislature passed laws (in 1975 and 1977)enabling cities to jointly participate in the construction orpurchase of new generating capacity. As a result of thelegislative action, the cities would be allowed to issue revenuebonds to pay the cost of constructing generating facilities.Only utilities revenues would be pledged for paying off thebonds, and the debt would not involve a municipality’s generalrevenues. Cities could build generating facilities cheaper

The Water and Light Plant, which had

served Greenville well, was abandoned

when GUC personnel moved to the new

Operations Center on Mumford Road

in 1979. As a way of saying

“good-bye,” employees placed

a memorial wreath on the

old building.

At the 1980 groundbreaking, students from Mrs. Jessie Bell’s first grade at

Third Street School helped City and Greenville Utilities Commission officialsturn spades of earth for the new Water Treatment Plant.

GUC Director Charles Horne said,“we’re building this water plant for them...20 years from now.”

Electric rates increased in 1979due to a four-fold increase in the costof oil to produce electricity, thanks tothe 1973 OPEC oil embargo. Sincethe embargo, Vepco had beenconverting its oil fired generatingunits to more economical coal. At thesame time, it began building nucleargenerating plants. GUC, along withother municipally owned utilities on the Vepco system, soughtan alternative electric source. ElectriCities approachedCarolina Power & Light (CP&L) about providing partial or fullservice to Greenville and other cities in the Agency.

Governor Hunt strongly proposed that CP&L take overVepco service in northeast North Carolina. He said that Vepcoshould “get out of North Carolina.” At the time, Vepcocustomers were paying 40-50% more than CP&L.

1980sBy April 1980, discussions with CP&L had resulted in an

agreement for the investor-owned utility to serve Greenville asa wholesale customer. GUC formally notified Vepco thatbeginning May 1, 1981, it would no longer purchase all of itswholesale power from the Richmond-based utility. DirectorHorne reported that studies showed that for the 10-yearperiod from 1970 through 1979, Greenville paid Vepco25.2 % more for electric energy, based on average cost perkilowatt hour than it would have paid CP&L during the sameperiod. Hopes were high that the agreement with CP&Lwould lead to lower power costs.

By December 1981, Greenville and 10 of the other 32participating municipalities began receiving electric powerdeliveries from the North Carolina Eastern Municipal PowerAgency. For Greenville and the other former Vepco wholesalecustomers, the switch to the Power Agency as the wholesalesupplier marked the culmination of over 16 years of efforts.The start up of the non-profit, municipally-owned Power

In 1982, Billing Clerks

Mildred Wilson and

Pauline Sandeford process bills

and service orders at IBM terminals.

In March 1983, the official dedication of the newWater Treatment Plant was attended by then-GovernorJim Hunt. At the ceremony, Charles O’H. Horne, Jr. learnedthat the plant was being named in his honor.

because municipalities were able to raise capital more readilythan private companies. The revenue bonds would appeal to adifferent type of investor. The venture would be non-profit andtax exempt. The idea was not new; 19 other states had similarlaws. Co-ops already had such authority in North Carolina.This legislation led to the formation of the North Carolina’stwo Municipal Power Agencies with the power to issue bonds.

As energy shortages continued, GUC urged customers tosave natural gas as well as electricity. To assist customers inreducing their energy usage, Greenville Utilities establishedan Energy Services Department, offering free energy auditsand conservation tips.

In 1978, GUC began a load management programdesigned to reduce peak demand by controlling the operationof water heaters and central air conditioners during certainperiods. The program involved the installation of switchingdevices on water heaters and air conditioners owned byparticipating customers. GUC would control the operation ofeach unit during peak demand. The load management program (Beat-the-Peak) was the first of its kind to be used bya North Carolina municipal utility system.

Also in 1978, GUC and other ElectriCities memberswere fighting Vepco increases through the Federal EnergyCommission. “Operation Overcharge” was a campaign byChambers of Commerce across the state (22 counties), whichinvolved signed petitions and meetings with the Governor.

crisis, Christmas decorations were put up in downtownGreenville, but remained unlit to conserve energy.

In 1974, GUC moved to its new offices across from CityHall. The new facility was dedicated in honor of former GUC Comptroller Larry Brown, who had retired in 1971 after 50years of service.

In the 1970s GUC was faced with continuously risingelectric rates from Vepco and began to explore alternatesources for its wholesale electric power. In 1974, the utilityparticipated in a meeting of ElectriCities to discuss howparticipating cities in EPIC could jointly generate andtransmit electricity. A number of North Carolina cities hadjoined together to determine the feasibility of constructing their own generating plants.

Members of ElectriCities, including GUC, were ready forsuch a change. By 1975, 72 N.C. cities operated their ownutilities, and represented 1,000,000 people or 20% of thetotal electric load. All members purchased power wholesalefrom private companies and retailed it to their citizens. Privatepower was becoming more expensive. The cities needed acheaper, more adequate power source.

The State Legislature passed laws (in 1975 and 1977)enabling cities to jointly participate in the construction orpurchase of new generating capacity. As a result of thelegislative action, the cities would be allowed to issue revenuebonds to pay the cost of constructing generating facilities.Only utilities revenues would be pledged for paying off thebonds, and the debt would not involve a municipality’s generalrevenues. Cities could build generating facilities cheaper

The Water and Light Plant, which had

served Greenville well, was abandoned

when GUC personnel moved to the new

Operations Center on Mumford Road

in 1979. As a way of saying

“good-bye,” employees placed

a memorial wreath on the

old building.

At the 1980 groundbreaking, students from Mrs. Jessie Bell’s first grade at

Third Street School helped City and Greenville Utilities Commission officialsturn spades of earth for the new Water Treatment Plant.

GUC Director Charles Horne said,“we’re building this water plant for them...20 years from now.”

Electric rates increased in 1979due to a four-fold increase in the costof oil to produce electricity, thanks tothe 1973 OPEC oil embargo. Sincethe embargo, Vepco had beenconverting its oil fired generatingunits to more economical coal. At thesame time, it began building nucleargenerating plants. GUC, along withother municipally owned utilities on the Vepco system, soughtan alternative electric source. ElectriCities approachedCarolina Power & Light (CP&L) about providing partial or fullservice to Greenville and other cities in the Agency.

Governor Hunt strongly proposed that CP&L take overVepco service in northeast North Carolina. He said that Vepcoshould “get out of North Carolina.” At the time, Vepcocustomers were paying 40-50% more than CP&L.

1980sBy April 1980, discussions with CP&L had resulted in an

agreement for the investor-owned utility to serve Greenville asa wholesale customer. GUC formally notified Vepco thatbeginning May 1, 1981, it would no longer purchase all of itswholesale power from the Richmond-based utility. DirectorHorne reported that studies showed that for the 10-yearperiod from 1970 through 1979, Greenville paid Vepco25.2 % more for electric energy, based on average cost perkilowatt hour than it would have paid CP&L during the sameperiod. Hopes were high that the agreement with CP&Lwould lead to lower power costs.

By December 1981, Greenville and 10 of the other 32participating municipalities began receiving electric powerdeliveries from the North Carolina Eastern Municipal PowerAgency. For Greenville and the other former Vepco wholesalecustomers, the switch to the Power Agency as the wholesalesupplier marked the culmination of over 16 years of efforts.The start up of the non-profit, municipally-owned Power

In 1982, Billing Clerks

Mildred Wilson and

Pauline Sandeford process bills

and service orders at IBM terminals.

In March 1983, the official dedication of the newWater Treatment Plant was attended by then-GovernorJim Hunt. At the ceremony, Charles O’H. Horne, Jr. learnedthat the plant was being named in his honor.

In November, GUC water won first place in a taste testconducted by the N.C. American Water Works Association-Water Pollution Control Association.

In September 1987, GUC installed a 24-hour weatherradar receiver system. The weather radar system was a

valuable tool in deciding when to begin load management(Beat-the-Peak) operations. The system also allowed GUC topinpoint weather in certain areas, keep storms in sight andtrack them up the coast.

A lightning detection system was installed in February1989 to supplement the weather radar system. When an icestorm struck the same month, crews worked around the clock.Over 3,000 calls came in on the main switchboard numberalone.

With the increasing dependence on computers, GUCestablished a Data Processing Department (now calledInformation Technology) in 1988. The first order of businesswas to coordinate installation of a new computer system andswitch to an in-house billing system.

In December, a ribbon cutting marked the completion oftwo new elevated water tanks, one behind Wal-Mart, the otherat the intersection of 14th St. and Greenville Boulevard. Thenew tanks were built to improve water pressure on the waterdistribution system. Part of the project included dismantlingseven of GUC’s eight existing water tanks.

1990sIn 1991, GUC’s Gas Department was awarded the

American Public Gas Association Safety Award. In December 1992, the 10 meter readers of GUC’s Meter

Section began using handheld meter reading devices. Thehandheld devices promoted greater accuracy and efficiency,and enabled each meter reader to read approximately 400meters each day.

In partnership with the City of Greenville, GUC developed a new Minority/Women Business EnterpriseProgram, a voluntary goals program based on a good faitheffort. The program established a policy stating that GUCwould provide minorities and women equal opportunity forparticipating in all aspects of GUC’s contracting andprocurement programs.

A Job Information Line was installed in 1992.Prospective employees could call a designated phone number

Agency was made possible by an arrangement negotiated overa 2 1/2 year period with CP&L, which provided for theAgency’s purchase of ownership interests in CP&L generatingfacilities.

GUC’s new Water Treatment Plant began operations in1983. The $12.5 million plant was built to treat 12 milliongallons of water a day. In addition, 4 deep wells produced1.8 mgd. There was now a reserve capacity of 5 mgd.

In January 1984, GUC became a full-requirementscustomer of the North Carolina Eastern Municipal PowerAgency, a supplier of electricity to 32 municipalities inEastern North Carolina.

That spring, Greenville Utilities took the first step towardoffice automation by approving the pilot installation of an IBMPC microcomputer in the Electric Department and a terminalto access the Commission’s accounting system.

Mother Nature struck again on March 28, 1984 in theform of a major tornado. Eight people were killed; 146 peoplewere injured. At GUC, 200 poles and 65 transformers weredamaged. GUC’s electric system sustained $170,000 worth ofdamage and 400 customers lost power. Through teamwork,GUC employees restored all initial power in two days.

Construction began in August on a new $10.4 million,10.5 mgd Wastewater Treatment Plant located on a site northof the Tar River and east of the eastern bypass. The newWastewater Treatment Plant was completely operational aheadof schedule, in May 1985.

In 1985, Charles Horne announced his retirement and anad for a new General Manager noted that GUC had 28,500electric customers, 13,500 water/sewer customers, 4,500natural gas customers and 250 employees.

Malcolm Green, Director of GUC’s Electric Systems, was named General Manager after a six-month process thatincluded a nationwide search.

anytime, day or night, and hear a recorded message regardingGUC’s employment opportunities.

GUC’s fleet color changed from beige to standard whitefor vehicles purchased after February 1993. Standard whitecould be supplied by all dealers at no additional cost and couldbe easily matched by body manufacturers.

Ronald D. Elks was selected as Water Resources Directorin 1993. That department began a program to locate andeliminate sources of inflow and infiltration in the sewer system that year.

On February 15, 1994, in less than five hours, GUCcrews repaired a major water main break that washed out aportion of Memorial Drive and caused a severe water shortagethroughout its system. As a result, over 20,000 customers lostwater services.

A series of thunderstorms swept through Eastern NorthCarolina that June. Crews worked into the early morninghours of June 5 to restore service to the system damaged bythe storm. From June 5 to 7, crews traveled to Scotland Neckto assist with storm restoration.

GUC also launched its very own“weather channel”on local cableChannel 42allowing some

20,000 cablesubscribers to tune inand track stormsheaded for Pitt County.

In the fall of 1994,GUC staff beganmeeting with CEOs andengineers from localindustries to jointlydevelop a way that theycould use generators aspeak shaving devices. Thegenerators would be used tooverride the industries’ regular supply of electricity duringpeak demand. As a result, both GUC and participatingindustries would lower their demand costs and save money. Inaddition, all GUC customers would benefit from more stablerates.

GUC Express opened in January 1996 at its GreenvilleBoulevard location. The satellite facility enabled customers tomake quick payments and offered drive-thru service.

Hurricane Bertha’s pounding rains and 80-mph windstore through Pitt County on July 12, 1996. Approximately40% of GUC customers lost power. Over 6,200 service callswere received during that weekend. Just eight weeks later,Hurricane Fran came on September 5, 1996. As a result,25,000 of GUC’s 44,000 customers were without power.Damage to GUC’s electric system totaled $175,000.

In 1997, GUC successfully met its natural gas peakdemand by vaporizing 20,000 gallons of super-chilledliquefied natural gas (LNG) and injecting it directly into thedistribution system. This was the first time Greenville Utilitiesmet peak demand with LNG. The utility leased a portablevaporization unit and contracted with Transgas to transporttruckloads of LNG when needed.

The success of the portable vaporization unit promptedGUC to construct a permanent LNG storagefacility, which was completed in December1997. It was the firstsuch facility in NorthCarolina.

In 1998, the deregulation of electric utilities dominatedthe utility industry. Several member cities of the Power Agencyadopted a resolution supporting ElectriCities’ position ofuniform recovery of stranded costs. The resolutions were sentto local Legislators, the 23 members of the Legislative StudyCommission on Electric Deregulation and GovernorJim Hunt.

During the winter of 1997, GUC chose to lease a portable vaporization unit

and contracted with Transgas to transport truck loads of liquefied natural gas (LNG) during peak periods.

In November, GUC water won first place in a taste testconducted by the N.C. American Water Works Association-Water Pollution Control Association.

In September 1987, GUC installed a 24-hour weatherradar receiver system. The weather radar system was a

valuable tool in deciding when to begin load management(Beat-the-Peak) operations. The system also allowed GUC topinpoint weather in certain areas, keep storms in sight andtrack them up the coast.

A lightning detection system was installed in February1989 to supplement the weather radar system. When an icestorm struck the same month, crews worked around the clock.Over 3,000 calls came in on the main switchboard numberalone.

With the increasing dependence on computers, GUCestablished a Data Processing Department (now calledInformation Technology) in 1988. The first order of businesswas to coordinate installation of a new computer system andswitch to an in-house billing system.

In December, a ribbon cutting marked the completion oftwo new elevated water tanks, one behind Wal-Mart, the otherat the intersection of 14th St. and Greenville Boulevard. Thenew tanks were built to improve water pressure on the waterdistribution system. Part of the project included dismantlingseven of GUC’s eight existing water tanks.

1990sIn 1991, GUC’s Gas Department was awarded the

American Public Gas Association Safety Award. In December 1992, the 10 meter readers of GUC’s Meter

Section began using handheld meter reading devices. Thehandheld devices promoted greater accuracy and efficiency,and enabled each meter reader to read approximately 400meters each day.

In partnership with the City of Greenville, GUC developed a new Minority/Women Business EnterpriseProgram, a voluntary goals program based on a good faitheffort. The program established a policy stating that GUCwould provide minorities and women equal opportunity forparticipating in all aspects of GUC’s contracting andprocurement programs.

A Job Information Line was installed in 1992.Prospective employees could call a designated phone number

Agency was made possible by an arrangement negotiated overa 2 1/2 year period with CP&L, which provided for theAgency’s purchase of ownership interests in CP&L generatingfacilities.

GUC’s new Water Treatment Plant began operations in1983. The $12.5 million plant was built to treat 12 milliongallons of water a day. In addition, 4 deep wells produced1.8 mgd. There was now a reserve capacity of 5 mgd.

In January 1984, GUC became a full-requirementscustomer of the North Carolina Eastern Municipal PowerAgency, a supplier of electricity to 32 municipalities inEastern North Carolina.

That spring, Greenville Utilities took the first step towardoffice automation by approving the pilot installation of an IBMPC microcomputer in the Electric Department and a terminalto access the Commission’s accounting system.

Mother Nature struck again on March 28, 1984 in theform of a major tornado. Eight people were killed; 146 peoplewere injured. At GUC, 200 poles and 65 transformers weredamaged. GUC’s electric system sustained $170,000 worth ofdamage and 400 customers lost power. Through teamwork,GUC employees restored all initial power in two days.

Construction began in August on a new $10.4 million,10.5 mgd Wastewater Treatment Plant located on a site northof the Tar River and east of the eastern bypass. The newWastewater Treatment Plant was completely operational aheadof schedule, in May 1985.

In 1985, Charles Horne announced his retirement and anad for a new General Manager noted that GUC had 28,500electric customers, 13,500 water/sewer customers, 4,500natural gas customers and 250 employees.

Malcolm Green, Director of GUC’s Electric Systems, was named General Manager after a six-month process thatincluded a nationwide search.

anytime, day or night, and hear a recorded message regardingGUC’s employment opportunities.

GUC’s fleet color changed from beige to standard whitefor vehicles purchased after February 1993. Standard whitecould be supplied by all dealers at no additional cost and couldbe easily matched by body manufacturers.

Ronald D. Elks was selected as Water Resources Directorin 1993. That department began a program to locate andeliminate sources of inflow and infiltration in the sewer system that year.

On February 15, 1994, in less than five hours, GUCcrews repaired a major water main break that washed out aportion of Memorial Drive and caused a severe water shortagethroughout its system. As a result, over 20,000 customers lostwater services.

A series of thunderstorms swept through Eastern NorthCarolina that June. Crews worked into the early morninghours of June 5 to restore service to the system damaged bythe storm. From June 5 to 7, crews traveled to Scotland Neckto assist with storm restoration.

GUC also launched its very own“weather channel”on local cableChannel 42allowing some

20,000 cablesubscribers to tune inand track stormsheaded for Pitt County.

In the fall of 1994,GUC staff beganmeeting with CEOs andengineers from localindustries to jointlydevelop a way that theycould use generators aspeak shaving devices. Thegenerators would be used tooverride the industries’ regular supply of electricity duringpeak demand. As a result, both GUC and participatingindustries would lower their demand costs and save money. Inaddition, all GUC customers would benefit from more stablerates.

GUC Express opened in January 1996 at its GreenvilleBoulevard location. The satellite facility enabled customers tomake quick payments and offered drive-thru service.

Hurricane Bertha’s pounding rains and 80-mph windstore through Pitt County on July 12, 1996. Approximately40% of GUC customers lost power. Over 6,200 service callswere received during that weekend. Just eight weeks later,Hurricane Fran came on September 5, 1996. As a result,25,000 of GUC’s 44,000 customers were without power.Damage to GUC’s electric system totaled $175,000.

In 1997, GUC successfully met its natural gas peakdemand by vaporizing 20,000 gallons of super-chilledliquefied natural gas (LNG) and injecting it directly into thedistribution system. This was the first time Greenville Utilitiesmet peak demand with LNG. The utility leased a portablevaporization unit and contracted with Transgas to transporttruckloads of LNG when needed.

The success of the portable vaporization unit promptedGUC to construct a permanent LNG storagefacility, which was completed in December1997. It was the firstsuch facility in NorthCarolina.

In 1998, the deregulation of electric utilities dominatedthe utility industry. Several member cities of the Power Agencyadopted a resolution supporting ElectriCities’ position ofuniform recovery of stranded costs. The resolutions were sentto local Legislators, the 23 members of the Legislative StudyCommission on Electric Deregulation and GovernorJim Hunt.

During the winter of 1997, GUC chose to lease a portable vaporization unit

and contracted with Transgas to transport truck loads of liquefied natural gas (LNG) during peak periods.

General Manager Malcolm Green describedthe event as follows:“The unprecedented flooding from Hurricane Floydposed a challenge that tested us all to our limits.Looking at photographs of our submergedsubstation, it doesn’t seem possible that we wereable to keep electricity flowing. But we did. Andthe same for our Water Treatment Plant where ouremployees waged an endless sandbagging effortto fight back the floodwaters. So many thingswere going wrong at once; we had to rely onsheer ingenuity to make things work.

One of the most dramatic examples involved the main substation. When floodwaters overpowered the sandbags at the substation on September 17,our entire service area was without power. We could have just walked away and waited until the river receded. Given the situation, that would have been understandable. But throughout this entire crisis, our battle cry was “we’re going to make it work.” There were very few options that would enable us to restore power. The best solution was risky, but it wasa measured risk. Nothing is easy when you’re working with 230,000 volts of electricity located near rapidly rising water. Basically, we would disable all ofthe protective circuitry on the one usabletransformer and reroute protection from a remote site 40 miles away. If everything went well, it would still be a patched up, extremely vulnerable substation. And there were quite a few things that could go wrong and damage the equipment beyond repair. There were some tense moments, but when the plan worked there were cheers from theemployees in our building.

Against all odds, power had been restored. But there was no time for celebration. Now we had to make sure that those 230 thousand volts had adequate clearance from the waters that hadn’t crested yet. Over the next few days it was touch and go. We actually came within 2 inches of having to shut down our system in order to protect it. That was

The most catastrophic weather event in Pitt County’shistory began on September 16, 1999 when Hurricane Floyddrenched Eastern North Carolina with up to 20 inches of rain.Floyd’s winds caused minimal damage, but the torrential rainfell on already saturated soil. Just a few weeks earlier,Greenville and Pitt County had absorbed heavy rains fromHurricane Dennis. The Tar River was already 10 feet aboveflood stage even before Hurricane Floyd.

In the aftermath of Floyd, the river rose for six harrowingdays to a record-breaking 26.73 feet, 17 feet above floodstage. Floodwaters reached the 500-year flood level, submerging at least one-third of Pitt County underwater.Floyd was blamed for at least 52 deaths and $6 billion in damages to homes and property in Eastern North Carolina.

The hurricane unleashed far more than the predicted 5-6” of rain. Actually it was closer to 20-30” in just 24 hours.Essentially, Dennis and Floyd combined pelted eastern NorthCarolina with a half-year’s worth of rain in just a few days. Thetiming was a one-two punch to N.C.’s eastern heartland, and itwould create not only the worst flooding in 20 years, but theworst flooding in 500 years.

For five harrowing days, the Tar River continued to rise.Tributaries and creeks overflowed, storm sewers backed up,and for nearly a week, floodwaters put one-third of the community – virtually everything north of the river –underwater, wiping out bridges and roadways, and unearthingcaskets from graveyards.

GUC’s main Point-of-Delivery substation on Mumford Road

was engulfed by floodwaters after Hurricane Floyd.

on Tuesday, September 21, which started out as one of our bleakest days. Rain started to fall, our Water Plant couldn’t keep up with the demand (creating a water pressure problem), an oil slick had developed near the patched up substation, and the rivercontinued to rise. Disaster was looming everywhere we turned. If we lost the substation and/or the Water Plant, we knew it would take several weeks to restore those vital services. We held steady though and by that afternoon the river started to go down, the oil slick was cleared up, our crippled substation limped along, and our Water Plant was holding its own. That was the turning point. After that, thingsstarted to look up.

During all those days of crisis, our customers were only without power for a relatively brief time, our Water Plant never stopped treating water, the Wastewater Treatment Plant kept operating the entire time as did our gas system. Looking back at the photographs, that hardly seems possible. It was possible only because of the dedication, willpower and endurance of our employees. There are no words of praise to adequately thank them for their heroic efforts. A number of our employees had lost their homes and all of their possessions. But still they were here; working their hearts out, doing whatever it took to keep utilities flowing. And thesupport we had from thecommunity was justoverwhelming. Their words of encouragement sustained usand gave us strength to continue.”

Greenville Utilities suffered nearly $8 million in damageduring the flood. It lost 77 vehicles, about 40% of the fleet.Ten of GUC’s major facilities suffered damage. TheOperations Center had to be completely renovated, so nearly175 employees were without offices for about six months.Engineering and Support Services were relocated to rental office space. In addition, 32 GUC employees lost their homesand 55 lost personal vehicles.

Just a month after the flood, GUC implemented a newbilling and information system. The conversion was a successstory, considering everything GUC had endured after

Hurricane Floyd.

General Manager Malcolm Green describedthe event as follows:“The unprecedented flooding from Hurricane Floydposed a challenge that tested us all to our limits.Looking at photographs of our submergedsubstation, it doesn’t seem possible that we wereable to keep electricity flowing. But we did. Andthe same for our Water Treatment Plant where ouremployees waged an endless sandbagging effortto fight back the floodwaters. So many thingswere going wrong at once; we had to rely onsheer ingenuity to make things work.

One of the most dramatic examples involved the main substation. When floodwaters overpowered the sandbags at the substation on September 17,our entire service area was without power. We could have just walked away and waited until the river receded. Given the situation, that would have been understandable. But throughout this entire crisis, our battle cry was “we’re going to make it work.” There were very few options that would enable us to restore power. The best solution was risky, but it wasa measured risk. Nothing is easy when you’re working with 230,000 volts of electricity located near rapidly rising water. Basically, we would disable all ofthe protective circuitry on the one usabletransformer and reroute protection from a remote site 40 miles away. If everything went well, it would still be a patched up, extremely vulnerable substation. And there were quite a few things that could go wrong and damage the equipment beyond repair. There were some tense moments, but when the plan worked there were cheers from theemployees in our building.

Against all odds, power had been restored. But there was no time for celebration. Now we had to make sure that those 230 thousand volts had adequate clearance from the waters that hadn’t crested yet. Over the next few days it was touch and go. We actually came within 2 inches of having to shut down our system in order to protect it. That was

The most catastrophic weather event in Pitt County’shistory began on September 16, 1999 when Hurricane Floyddrenched Eastern North Carolina with up to 20 inches of rain.Floyd’s winds caused minimal damage, but the torrential rainfell on already saturated soil. Just a few weeks earlier,Greenville and Pitt County had absorbed heavy rains fromHurricane Dennis. The Tar River was already 10 feet aboveflood stage even before Hurricane Floyd.

In the aftermath of Floyd, the river rose for six harrowingdays to a record-breaking 26.73 feet, 17 feet above floodstage. Floodwaters reached the 500-year flood level, submerging at least one-third of Pitt County underwater.Floyd was blamed for at least 52 deaths and $6 billion in damages to homes and property in Eastern North Carolina.

The hurricane unleashed far more than the predicted 5-6” of rain. Actually it was closer to 20-30” in just 24 hours.Essentially, Dennis and Floyd combined pelted eastern NorthCarolina with a half-year’s worth of rain in just a few days. Thetiming was a one-two punch to N.C.’s eastern heartland, and itwould create not only the worst flooding in 20 years, but theworst flooding in 500 years.

For five harrowing days, the Tar River continued to rise.Tributaries and creeks overflowed, storm sewers backed up,and for nearly a week, floodwaters put one-third of the community – virtually everything north of the river –underwater, wiping out bridges and roadways, and unearthingcaskets from graveyards.

GUC’s main Point-of-Delivery substation on Mumford Road

was engulfed by floodwaters after Hurricane Floyd.

on Tuesday, September 21, which started out as one of our bleakest days. Rain started to fall, our Water Plant couldn’t keep up with the demand (creating a water pressure problem), an oil slick had developed near the patched up substation, and the rivercontinued to rise. Disaster was looming everywhere we turned. If we lost the substation and/or the Water Plant, we knew it would take several weeks to restore those vital services. We held steady though and by that afternoon the river started to go down, the oil slick was cleared up, our crippled substation limped along, and our Water Plant was holding its own. That was the turning point. After that, thingsstarted to look up.

During all those days of crisis, our customers were only without power for a relatively brief time, our Water Plant never stopped treating water, the Wastewater Treatment Plant kept operating the entire time as did our gas system. Looking back at the photographs, that hardly seems possible. It was possible only because of the dedication, willpower and endurance of our employees. There are no words of praise to adequately thank them for their heroic efforts. A number of our employees had lost their homes and all of their possessions. But still they were here; working their hearts out, doing whatever it took to keep utilities flowing. And thesupport we had from thecommunity was justoverwhelming. Their words of encouragement sustained usand gave us strength to continue.”

Greenville Utilities suffered nearly $8 million in damageduring the flood. It lost 77 vehicles, about 40% of the fleet.Ten of GUC’s major facilities suffered damage. TheOperations Center had to be completely renovated, so nearly175 employees were without offices for about six months.Engineering and Support Services were relocated to rental office space. In addition, 32 GUC employees lost their homesand 55 lost personal vehicles.

Just a month after the flood, GUC implemented a newbilling and information system. The conversion was a successstory, considering everything GUC had endured after

Hurricane Floyd.

draft permit, which was an important milestone. Since this isthe first project of its kind in North Carolina, theenvironmental permitting procedures had to be establishedbefore GUC could proceed. The next milestone will beconstruction of a fully operational ASR well. A period of cycletesting will follow and water will be injected into the aquifer,stored for a period of time, recovered by pumping it out andsampled to determine if it meets water quality standards.

After four years of study, planning and design, GUCbegan construction on the largest project of its kind in theutilities’ history: the improvement of the sanitary sewercollection system in the southern portion of Greenville-PittCounty. This project involved constructing two pump stationsand associated force mains. In all, approximately 9.2 miles ofpipeline would be installed over the next two years. Whenfinished, the pipes would supplement an aging infrastructurethat would otherwise soon be at capacity.

In 2000, Ronald D. Elks, Director of Water Resources,was named Assistant General Manager, replacingJohn E. Ferren who retired in December 2001.

Construction was completed on the Water TreatmentPlant Expansion and Upgrade Project. The plant wasexpanded from 15 to 22.5 mgd treatment capacity, and theupgrade included ozone treatment, a new computermonitoring and control system, sedimentation basin sludgeremoval equipment and an emergency backup generatorsystem capable of supplying power to the entire plant. As partof the upgrade, in December 2002, GUC switched fromchlorine to chloramines as the disinfectant in the watertreatment process.

In March 2003, the E-300 Program Home Awardsprogram celebrated its 25th anniversary and qualified its10,000th housing unit. In recognition of the program’sleadership in promoting energy efficient constructionstandards for a quarter of a century, GUC received twostatewide awards: the Energy Leadership Award,presented by the N.C. Energy Office; and the EnergyInnovation Award, presented by ElectriCities.

To provide a reliable supply of electricity to its customers,GUC constructed a second Point-of-Delivery (POD) electricsubstation, which was placed on-line in May 2003. TheGreenville 230 kV West substation serves as a back-up for themain substation on Mumford Road and is capable of carrying

2000sThe summer of 2000 brought the sad news that former

General Manager Charles Horne had died at the age of 79.Upon his death, The Daily Reflector ran an editorial tributethat said “The true measure of a citizen is that upon his death,his life will have rendered the place he called home a littlebrighter, a little nicer, a little more secure.” That he mostcertainly did.

The following summer, in July 2001, GUC began aNeighbor-to-Neighbor Program to help those in need. Theprogram was supported by voluntary donations fromcustomers. GUC agreed to contribute up to $10,000 per yearin matching funds. GUC collected the funds while the PittCounty Department of Social Services screened applicants,determined eligibility, and distributed the funds. Qualifiedhouseholds could receive up to $200 per year.

The AdvantageBill Program was also implemented in2001 to protect customers from the uncertainty of the gasmarket. Natural gas prices can go up or down, depending onthe market. GUC offered customers a “fixed price” option sothey could lock in a rate, and pay the same rate all year long.

That year, the Gas Department won the American PublicGas Association’s Safety Management Excellence Award.

On March 19, 2002, the Board approved a package toincrease security at all GUC facilities. The tragic events ofSeptember 11, 2001 expedited pre-existing plans to modernize GUC’s security system.

Greenville Utilities continued to be a leader in PittCounty with its Geographic Information System. The GISSystem allows Greenville Utilities to put complicated mapsonto its computer network for easy access at variousworkstations. Designed in coordination with the City ofGreenville and Pitt County, GIS will provide a database of allgeographical information needed to accomplish systemexpansions and maintenance. By sharing maps, differentdepartments (and different agencies) can benefit from thework of one another. The technology will increasecommunication, reduce redundancy and enhance productivity.GIS will also be one of the key components to ensure GUC’squick response during a power outage.

GUC’s multi-year Aquifer Storage and Recovery (ASR)project continued to make steady progress. In October, theN.C. Division of Underground Injection Control issued a

80-100% of GUC’s electric load if necessary. The new POD islocated on MacGregor Downs Road.

GUC mourned the loss of General ManagerMalcolm A. Green, who succumbed to lung cancer on March21, 2004. For 37 years, Malcolm Green dedicated hisconsiderable energies to Greenville Utilities and had served asGeneral Manager since 1985. To ensure continuity, the Boardappointed Assistant General Manager Ron Elks to serve asInterim General Manager while the recruitment process for anew General Manager was under way.

In June, the Commission started work on a strategicmanagement system called a Balanced Scorecard. TheBalanced Scorecard, which was approved by the Board inDecember, will serve as a roadmap for greater success forGUC, its employees, and the communities it serves.

GUC crews answered the call for help from Floridaresidents after Hurricane Frances hit in September 2004.GUC sent 16 trucks and 28 highly-skilled employees to FortPierce, where they worked for 11 days.

As more and more companies began giving customers theopportunity to pay their bills over the Internet, GUC’s ITDepartment worked to develop a way for customers to managetheir accounts online. This new program would allow

customers to pay their bills electronically and review detailsabout their account, such as usage and payment history.Customers also could request new services, disconnectservices, or transfer their account to a new address.

On February 15, 2005, the Board selected Ron Elksto serve as GUC’s General Manager. Greenville Utilitiesmoved into its new Administrative Building in March 2005.

March 2005, Greenville Utilities kicked off itsCentennial Celebration!

***for 100 years guc has been

a catalyst for growth,economic development and quality of life

in greenville-pitt county.we dedicate this commemorative publicationto the vision of those who came before us.

and to all of our customersand employees, past and present.

GUC’s bucket trucksformed an archway asMalcolm Green’s funeralprocession approachedthe cemetery.

draft permit, which was an important milestone. Since this isthe first project of its kind in North Carolina, theenvironmental permitting procedures had to be establishedbefore GUC could proceed. The next milestone will beconstruction of a fully operational ASR well. A period of cycletesting will follow and water will be injected into the aquifer,stored for a period of time, recovered by pumping it out andsampled to determine if it meets water quality standards.

After four years of study, planning and design, GUCbegan construction on the largest project of its kind in theutilities’ history: the improvement of the sanitary sewercollection system in the southern portion of Greenville-PittCounty. This project involved constructing two pump stationsand associated force mains. In all, approximately 9.2 miles ofpipeline would be installed over the next two years. Whenfinished, the pipes would supplement an aging infrastructurethat would otherwise soon be at capacity.

In 2000, Ronald D. Elks, Director of Water Resources,was named Assistant General Manager, replacingJohn E. Ferren who retired in December 2001.

Construction was completed on the Water TreatmentPlant Expansion and Upgrade Project. The plant wasexpanded from 15 to 22.5 mgd treatment capacity, and theupgrade included ozone treatment, a new computermonitoring and control system, sedimentation basin sludgeremoval equipment and an emergency backup generatorsystem capable of supplying power to the entire plant. As partof the upgrade, in December 2002, GUC switched fromchlorine to chloramines as the disinfectant in the watertreatment process.

In March 2003, the E-300 Program Home Awardsprogram celebrated its 25th anniversary and qualified its10,000th housing unit. In recognition of the program’sleadership in promoting energy efficient constructionstandards for a quarter of a century, GUC received twostatewide awards: the Energy Leadership Award,presented by the N.C. Energy Office; and the EnergyInnovation Award, presented by ElectriCities.

To provide a reliable supply of electricity to its customers,GUC constructed a second Point-of-Delivery (POD) electricsubstation, which was placed on-line in May 2003. TheGreenville 230 kV West substation serves as a back-up for themain substation on Mumford Road and is capable of carrying

2000sThe summer of 2000 brought the sad news that former

General Manager Charles Horne had died at the age of 79.Upon his death, The Daily Reflector ran an editorial tributethat said “The true measure of a citizen is that upon his death,his life will have rendered the place he called home a littlebrighter, a little nicer, a little more secure.” That he mostcertainly did.

The following summer, in July 2001, GUC began aNeighbor-to-Neighbor Program to help those in need. Theprogram was supported by voluntary donations fromcustomers. GUC agreed to contribute up to $10,000 per yearin matching funds. GUC collected the funds while the PittCounty Department of Social Services screened applicants,determined eligibility, and distributed the funds. Qualifiedhouseholds could receive up to $200 per year.

The AdvantageBill Program was also implemented in2001 to protect customers from the uncertainty of the gasmarket. Natural gas prices can go up or down, depending onthe market. GUC offered customers a “fixed price” option sothey could lock in a rate, and pay the same rate all year long.

That year, the Gas Department won the American PublicGas Association’s Safety Management Excellence Award.

On March 19, 2002, the Board approved a package toincrease security at all GUC facilities. The tragic events ofSeptember 11, 2001 expedited pre-existing plans to modernize GUC’s security system.

Greenville Utilities continued to be a leader in PittCounty with its Geographic Information System. The GISSystem allows Greenville Utilities to put complicated mapsonto its computer network for easy access at variousworkstations. Designed in coordination with the City ofGreenville and Pitt County, GIS will provide a database of allgeographical information needed to accomplish systemexpansions and maintenance. By sharing maps, differentdepartments (and different agencies) can benefit from thework of one another. The technology will increasecommunication, reduce redundancy and enhance productivity.GIS will also be one of the key components to ensure GUC’squick response during a power outage.

GUC’s multi-year Aquifer Storage and Recovery (ASR)project continued to make steady progress. In October, theN.C. Division of Underground Injection Control issued a

80-100% of GUC’s electric load if necessary. The new POD islocated on MacGregor Downs Road.

GUC mourned the loss of General ManagerMalcolm A. Green, who succumbed to lung cancer on March21, 2004. For 37 years, Malcolm Green dedicated hisconsiderable energies to Greenville Utilities and had served asGeneral Manager since 1985. To ensure continuity, the Boardappointed Assistant General Manager Ron Elks to serve asInterim General Manager while the recruitment process for anew General Manager was under way.

In June, the Commission started work on a strategicmanagement system called a Balanced Scorecard. TheBalanced Scorecard, which was approved by the Board inDecember, will serve as a roadmap for greater success forGUC, its employees, and the communities it serves.

GUC crews answered the call for help from Floridaresidents after Hurricane Frances hit in September 2004.GUC sent 16 trucks and 28 highly-skilled employees to FortPierce, where they worked for 11 days.

As more and more companies began giving customers theopportunity to pay their bills over the Internet, GUC’s ITDepartment worked to develop a way for customers to managetheir accounts online. This new program would allow

customers to pay their bills electronically and review detailsabout their account, such as usage and payment history.Customers also could request new services, disconnectservices, or transfer their account to a new address.

On February 15, 2005, the Board selected Ron Elksto serve as GUC’s General Manager. Greenville Utilitiesmoved into its new Administrative Building in March 2005.

March 2005, Greenville Utilities kicked off itsCentennial Celebration!

***for 100 years guc has been

a catalyst for growth,economic development and quality of life

in greenville-pitt county.we dedicate this commemorative publicationto the vision of those who came before us.

and to all of our customersand employees, past and present.

GUC’s bucket trucksformed an archway asMalcolm Green’s funeralprocession approachedthe cemetery.

PO Box 1847, Greenville, N.C. 27835-1847 • (252) 752-7166 • www.guc.com