2014 NC AWWA- WEA Spring Conference Mark Wessel, City of Raleigh & Dell Harney, City of Greensboro

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1 2014 NC AWWA- WEA Spring Conference Mark Wessel, City of Raleigh & Dell Harney, City of Greensboro

2 There are a lot of pressures on the Water Industry Regula'ons and Environmental Concerns Consumerism Movement Customer Service Water and Wastewater Private Sector Compe''on Clean Water and Drinking Water Gap Analysis, U.S. EPA Funding Gap $224B Capital Projects $309B Opera'ons & Maintenance

3 There are a lot of pressures on the Water Industry Regula'ons and Environmental Concerns Consumerism Movement Customer Service Water and Wastewater Private Sector Compe''on

4 What is the Maintenance Industry s Overall Growth Poten'al? Industrial Machinery Mechanics, Maintenance Workers and Millwrights 2012 Median Pay Entry Level Education Skills Development Number of Jobs, ,600 Job Outlook, Employment Change, $45,840 per year $22.04 per hour High school diploma or equivalent On-the-Job, Training Programs, Trade School, Apprenticeship 17% (Faster than average) 77,400 jobs increase forecasted Bureau of Labor Statistics

5 Drivers to Innovate & Educate Compe''on from Other States & Industries Future Workforce ( ) Shrinking Labor Pool Changing Demographics Different Values and Culture Ins'tu'onal Knowledge Loss Annual growth rate in labor force by age, projected , in percent Baby Boomers ( ) 80M Gen X ( ) 46M Gen Y and Millennial ( ) 76M Bureau of Labor Statistics

6 So, why Invest in Maintenance Training and Cer'fica'on? Professional development and career path Builds necessary advanced skills Improves business efficiency Numerous industries vying for same expertise Attracts personnel entering the profession Knowledge capture Skills Development and Validation Permits us to Meet our Growth Needs Basic Prac>ce Mastery Management / Advanced Skills Mechanical Technologist Fundamentals Electrical / I&C Technologist

7 Paradigm Shia: Adapta'on to New Maintenance Model Younger Smaller Workforce Technically Adapt Focus on Foundation Skills Experienced Staff Technology Advances Requires (re- )Training Future Leaders Help Develop Next Gen Senior Staff Management Adjustments Mentors of Next Generation of Experts and Managers Refine / Reinvent Utility Maintenance Experts Technolog y Advances Growth in Experience Work Force Presents Opportunities Investment in Founda>on Skills Electrical / I&C Technologist Management / Advanced Skills Knowledge Knowledge Fundamentals Mechanical Technologist

8 Address Future Needs by Develop new job descriptions and match skill sets to needs Developed Career Ladders with defined objectives Tie compensation to improved skills and knowledge Keep pace with technological changes Capture institutional knowledge Knowledge Standard of work 1 Novice Minimal, or 'textbook' knowledge without connecting it to practice Unlikely to be satisfactory unless closely supervised 2 Beginner Working knowledge of key aspects of practice 3 Competent Good working and background knowledge of area of practice 4 Proficient Depth of understanding of discipline and area of practice 5 Expert Authoritative knowledge of discipline and deep tacit understanding across area of practice Straightforward tasks likely to be completed to an acceptable standard Autonomy Needs close supervision or instruction Able to achieve some steps using own judgment, but supervision needed for overall task Fit for purpose, Able to achieve though may lack most tasks using refinement own judgment Fully acceptable standard achieved routinely Excellence achieved with relative ease Able to take full responsibility for own work (and that of others where applicable) Able to take responsibility for going beyond existing standards and creating own interpretations Coping with complexity Little or no conception of dealing with complexity Appreciates complex situations but only able to achieve partial resolution Copes with complex situations through deliberate analysis and planning Deals with complex situations holistically, decision- making more confident Holistic grasp of complex situations, moves between intuitive and analytical approaches with ease Perception of context Tends to see actions in isolation Sees actions as a series of steps Sees actions at least partly in terms of longer- term goals Sees overall 'picture' and how individual actions fit within it Sees overall 'picture' and alternative approaches; vision of what may be possible

9 Maintenance Requires Keen Abili'es based on Sound Principals Psychomotor Skills Cognitive Aspects Book Knowledge Trade Schools / Colleges Maintenance Training Programs Skills Targeted Training Maintenance Training Schools Trade Physical Aspects Hands- On / Motor Skills On- the- Job / Workbench Programs Mentoring On- the- Job Apprenticeship Specialized Training Apprenticeship Mentoring / Coaching Cognitive Ability Physical Ability

10 The NC AWWA- WEA Maintenance Technologist Training and Cer'fica'on Program 9 Schools Since 2009 Over 350 Presentations By Instructors 751 Student Examinations 609 Certifications Awarded

11 Maintenance Schools Structured, Vendor Neutral Learning Environment Foundation through Advanced Knowledge Validation

12 By the Numbers EXAM PASS RATE BY YEAR Grade Date Examined Passed Rate Class % Class % Class % Class % Class % Total % Class % Class % Class % Class % Total % Class % Class % Class % Total % TOTAL %

13 Growth in Advanced Grade Levels The Program s Growth in Advanced Maintenance Knowledge and Principals of Management Addresses the Employer s and Participants Needs All Maintenance Tech Classes BONUS STATISTIC TWO CORE COMPETENCIES STAND OUT IN SUPERVISOR VS. TRADESMAN 1. MATH SKILLS 2. KNOWLEDGABLE IN MULTIPLE CRAFTS TOTAL EXAMINED TOTAL PASSED TOTAL % PASSED

14 Employers Con'nued Investment in the Profession Program Growth Rate Reflects the Value Placed by both the Employer and the Technologist on Training and Certification TOTAL CERTIFICATIONS ISSUED Program Growth

15 Benefits of Investment Baseline your Overall and Individual skills level. Focus training and skills development exactly where needed. Maintenance and upkeep of knowledge through continuing education. Peer- to- peer learning exchange. Personal and professional development.

16 Maintenance Technologist Cer'fica'on: How Do We Measure the Success of Our Investment For additional information: Dell Harney, Chairman Plant O&M Committee nc.gov Mark Wessel, Liaison to NC AWW- WEA Board of Trustees