Volume 11, Number 4     July/August 2008 FEATURES Grow Your Own Through a Utilities Intern Program Brian M. Gresser and James A. Hewitt Due to a high number of employees eligible to retire and a shortage of younger skilled workers, the City of Akron, Ohio, Public Utilities Bureau (APUB) has taken a “grow your own” approach. APUB devised and implemented a high school Utilities Intern program in partnership with the Akron Public Schools. Like an ever-increasing number of public utilities, APUB is feeling the impact that aging baby boomers are starting to have on the work force as they retire. At APUB, 40% of the entire work force and 67% of the supervisory staff are eligible to retire in the next 5 years. At the same time, most up-and-coming employees target their career paths toward the private sector, as they are driven by an entirely different set of values than previous generations of utility workers. Public utilities are facing a severe shortage of qualified applicants.

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Reducing Water Usage
The City of Peel, Ontario, expects to reduce water demeands even as its population grows
Joe Vieira

As it looks to the future, the Regional Municipality of Peel, Ontario, is determined to be “Water Smart.” Composed of three communities directly west of Toronto, Peel is one of the fastest growing regions in Canada. The current population is expected to increase by 230,000, or 23%, by 2015.

By then, however, the region expects to reduce its demand for water. By 2015, average annual day demands and peak day demands are anticipated to decline between 8% and 10% from 2003 levels. Peel also hopes to reduce wastewater flows between 5% and 7% and then to sustain these reductions, even as its population continues to grow.

Planning Ahead
Michael Dugan

To succeed in the coming decade, water agencies must act now to implement programs related to succession planning, work force development, and financial planning. Impending retirements, rising healthcare and pension costs, and shortages of skilled workers have created a “perfect storm” that agencies must navigate carefully to survive.

Until recently, succession planning at water agencies and large corporations was limited largely to executive positions, with little thought given to who succeeded whom within supervisory or management ranks. Yet neither type of organization can afford to continue with this mindset, as the need for talented, well-trained employees at all levels increasingly becomes apparent. With their limited budgets, water agencies could have a hard time adjusting to this new reality. However, by adopting programs for succession planning, work force development, and financial planning, water agencies can position themselves to thrive in the future.

EXECUTIVE TOOLBOX

Transforming a Utility’s Culture by Leveraging Diversity and Practicing Inclusion
Tony Parrott

The Metropolitan Sewer District of Greater Cincinnati (MSDGC) has begun implementing a strategically focused diversity and inclusion initiative. This initiative directly supports our business strategy and will strengthen the utility’s performance. We are creating a diversity-friendly work culture — one in which everyone is included and can excel. Participation from all employees is the key to our success.

The business objectives of this initiative are to leverage the skills of all employees, proactively respond to the retirement of long-term employees, respond to the needs of our diverse community, enhance productivity, and provide education and training to all employees about the importance and value of diversity and inclusion in the workplace. We expect this initiative will transform the utility’s culture, enhance the quality of our work, create a more productive work force, and improve our work life.

NEWS

Report Examines Midlevel Manager Training Needs

Midlevel managers are crucial to the functions of a utility, serving as a liaison between a utility’s senior management and its staff. A recent report prepared by Malcolm Pirnie Inc. (White Plains, N.Y.) on behalf of the Water Environment Federation (WEF; Alexandria, Va.) and the National Association of Clean Water Agencies (Washington, D.C.) assesses the training midlevel managers in the water and wastewater industry need to excel at their jobs.

“With changing work force demographics and our sector facing a wave of retirements, there has never been a more important time to have effective management and leadership deep into the organization,” said WEF Chief Technical Officer Eileen O’Neill.

BRIEFS
Quick updates on news of interest to the utility management professional.