FEATURES
Building a Sustainable Region, One Drop at a Time
Tim Bate, Krista Chapdelaine, Karen Sands, and Kevin Shafer
In Milwaukee, as in other urban areas, sustainability of the region’s water resources has become much more urgent with each passing day. The region has taken a winding path, predicated on the goal of protecting Lake Michigan, the region’s significant source of drinking water, recreation, and economic development. Protecting this waterbody’s health will sustain the region in the future.
Establishing a common vision for understanding this basic concept was the first hurdle. To protect Lake Michigan, the region’s tributary rivers and natural environment have to be revitalized, so the Milwaukee Metropolitan Sewerage District (MMSD) — together with many other parties — instituted a holistic, integrated, watershed-based approach of study in 2002. Adopting the philosophy that the whole is stronger than the sum of the parts enabled MMSD to undertake a linked series of initiatives that would help carry out the vision of long-term sustainability based on a clean Lake Michigan.
In 2007, all of MMSD’s efforts coalesced into a facilities planning report that confirmed the value of green infrastructure, both from a large-scale perspective and in individual homes. The report also revealed some significant challenges.
The Perfect Labor Storm: Responding to Impending Work-Force Pressures in Jacksonville, Fla.
Scott Kelly and Alan Manning
Water and wastewater utilities are entering an era of unprecedented reduced human resource availability. If this problem goes unaddressed, the supply of workers will not keep up with the demand, and service levels could suffer significantly. Water and wastewater utilities are particularly vulnerable to this supply trend because most workers have spent the majority of their work lives with the same utility, and, therefore, more can retire in a short period of time.
The Jacksonville (Fla.) Electric Authority (JEA), a municipally owned combined electric, water, and wastewater utility, is experiencing difficulty hiring qualified employees in certain positions. Since recruiting and retaining quality employees will become even more difficult in the future, JEA has been preparing and executing strategies to address these challenges.
Five Years of Asset Management at Seattle Public Utilities
Elizabeth S. Kelly
Seattle Public Utilities (SPU) began implementing a comprehensive asset management program in 2002. SPU executive leaders chose an “early gains approach.” They felt that starting off by conducting a comprehensive gap analysis and implementing a massive program initially would “drown” progress, so they chose to establish a core philosophy, implement key asset management elements, and focus on early gains to build staff confidence. Although full implementation is years away, SPU has achieved major advances including increasing productivity and reducing operations and maintenance budget projections. The utility has also reduced its capital improvement program funding. Utility rates have been reduced in comparison to earlier planned levels, cash reserves have increased, and projects are being financed with less reliance on debt. Service levels have been maintained, and new technology is being implemented.
EXECUTIVE TOOLBOX
Top Ten Leadership Attributes
Rick Bickerstaff
In today’s utility environment, the need for developing successful leaders is more important than ever, but have you ever asked yourself, “What makes a great leader?” Have you experienced managers, supervisors, and others who are not great leaders? If so, have you wondered what they were missing? Have you ever met people that have “I’m a leader” stenciled across their forehead? Maybe they are not even in a supervisory role (yet), but you know that they would make a great supervisor, a great manager, and a great leader. Have you ever wondered how you can be a great leader?
This article, the first in a two-part series, examines the first five attributes of what it takes to be a great leader and how one can apply such attributes to lead an organization toward increased competitiveness, productivity, sustainability, and success. Part two will examine the final five attributes. A cognitive approach to knowing what makes a great leader is the first step in recognizing leadership qualities in yourself and others, and in leading your organization to success.
BRIEFS
Quick updates on news of interest to the utility management professional.