21st Century Water – Détails, épisodes et analyse

In this episode of 21st Century Water, Mahesh Lunani speaks with Will Pickering, CEO of Pittsburgh Water, about the transformative changes he has overseen in Pittsburgh's water infrastructure. Pickering shares his unconventional journey into utility leadership, tracing his career from public policy roles in Washington, D.C., to heading a water utility that was in dire need of reform when he joined.

Pickering discusses the challenges Pittsburgh Water faced, including outdated infrastructure, lead service line contamination, and public distrust exacerbated by national crises like Flint, Michigan. Since joining in 2016, Pickering has prioritized rebuilding customer trust and modernizing the utility through strategic investments. Notably, Pittsburgh Water has replaced more than half of its lead service lines at no cost to customers, aided by federal grants and low-interest loans. This proactive approach has established the utility as a national model for lead mitigation.

Pickering also highlights the utility's shift from a reactive "fix-it-when-it-breaks" model to a proactive philosophy that emphasizes long-term planning, public engagement, and affordability. A rebranding effort, launched recently, aims to unify the utility's identity and signal a break from its troubled past, while reinforcing a "one water" approach across drinking water, sewer, and stormwater services.

In addressing broader challenges like climate change and infrastructure resilience, Pickering stresses the importance of preparing for unpredictable risks, from extreme weather to cybersecurity threats. Under his leadership, Pittsburgh Water is leveraging data-driven tools like asset management systems and predictive analytics to prioritize investments and extend the life of critical assets.

Looking ahead, Pickering identifies affordability, regulatory compliance (particularly around emerging contaminants like PFAS and microplastics), and customer engagement as key focus areas. He envisions a utility that continues to innovate and serve as a national leader in water management, emphasizing that building a resilient, customer-focused organization is a legacy he hopes will endure long after his tenure.

The episode concludes with a reflection on the importance of adaptable, forward-thinking leadership in the water sector, as Pickering’s commitment to both community and operational excellence shines through.

Pittsburgh Water Website: https://www.pgh2o.com/

Aquasight Website: https://aquasight.io/

In today's episode of the 21st Century Water Podcast, we engage in an insightful conversation with Greg Eyerly, Director of Houston Water. Greg's journey through the water industry spans three decades, and his career trajectory is a testament to his willingness to take risks and make bold decisions. He started in the laboratory and transitioned to operations, a move that laid the foundation for his eventual rise to leadership. His experiences in both the private and public sectors, including significant roles in Clackamas County and the city of Salem, have equipped him with a comprehensive understanding of water management challenges and solutions.

Greg shares some pivotal moments in his career, such as his transition from a comfortable laboratory position to becoming a wastewater operator, and later advancing to management roles after earning an MBA. His role in the flood recovery of Cedar Rapids, Iowa, highlights his ability to handle large-scale crises, demonstrating his leadership and problem-solving skills. His move to Houston Water, driven by a desire to make a greater impact, underscores his commitment to addressing the city's unique water challenges.

Houston Water, the largest city-run water utility in the U.S., faces several strengths and weaknesses. Greg points out the city's strong water rights and proximity to abundant water sources as significant advantages. However, the aging infrastructure, lack of redundancy, and susceptibility to natural disasters like hurricanes, floods, and even ice events pose substantial challenges. Houston's rapid population growth also adds pressure to the water infrastructure.

Greg emphasizes the importance of raising awareness among elected officials and community partners about the risks and consequences of infrastructure failures. He discusses the ongoing efforts to comply with a $9 billion consent decree aimed at improving wastewater systems, alongside the critical need to address water leaks and aging pipes. Innovative use of AI technology significantly improves efficiency in inspecting and maintaining sewer systems, saving thousands of staff hours and reducing sanitary sewer overflows.

Looking ahead, Greg outlines major investment priorities, including the construction of a new oxygen plant, the rehabilitation of the East Water Purification Plant, and the replacement of deteriorating waterlines. These efforts are crucial to reducing water loss and ensuring the resilience of Houston's water infrastructure. He also highlights the importance of exploring governance models to better manage the utility's extensive responsibilities and improve regional collaboration.

Greg's leadership philosophy emphasizes flexibility, openness to opportunities, and the importance of building teams with subject matter experts. His vision for the future includes embracing circular economy principles, such as water reuse and recovery, and leveraging advanced technologies like digital twins to optimize operations.

In summary, Greg Eyerly's leadership at Houston Water is marked by a proactive approach to addressing infrastructure challenges, a commitment to innovation, and a dedication to improving water management for the benefit of the community and beyond. We look forward to seeing the continued progress and impact of his work in Houston.

More:

Houston Public Works: https://www.houstonpublicworks.org/

Aquasight Website: https://aquasight.io/

Michael Mucha, the Chief Engineer and Director for the Madison Metropolitan Sewage District (MMSD), has bi-coastal experience as both an educator and administrator.  Prior to his current role in Wisconson, he's worked in both Olympia, Washington, and Reading, Pennslyvania.  This structural engineer by degree explains how a job as a civil engineer completely changed his career trajectory.

Michael discusses the challenges faced by MMSD, including maintaining public confidence, an affordability dichotomy, and decarbonization. He also identifies efficiency opportunities for MMSD, including adaptive strategies, sustainable infrastructure, consolidation, and automation. Mucha emphasizes the importance of focusing on public health as a solution to water quality issues, rather than just building bigger treatment plants. He also discusses the proactive approach MMSD is taking to manage their infrastructure and collection systems, including the use of real-time data and technology. According to our guest, 70% of reductions in greenhouse gases come from day-to-day operational decisions.

Michael's answer to Mahesh's question about the talent gap differs from previous guests.  He actually talks about successes they've had in recruiting.

Finally, Mucha emphasizes the importance of building public trust through sustainability and leaving a legacy of a trustworthy and effective government.  His personal mission statement is "building public trust through sustainability." He explains what goes into that.

More: 

Michael Mucha's Bio on the MMSD Website: https://www.madsewer.org/who-we-are/district-leadership/

Aquasight Website: https://aquasight.io/

Aquasight Website: https://aquasight.io/

As GM of the Los Angeles Department of Water and Power, Marty Adams is in a very unique position in the water world.  Not only does he oversee a combined department of water and power, he's doing it for the second largest city in the country, along with all the climate challenges faced by the state of California.

Having worked at LADWP for 39 years, Marty has seen the department through many difficult events in Los Angeles' history - from the LA riots to the 1994 earthquake and more.  He frames those challenging moments as learning opportunities, seeing how the entity could adapt and change.

Environmental concerns and regulations have also changed during Marty's tenure, and consumers are more actively concerned.  Marty talks about how this has affected his perspective as he prepares LADWP for the coming decades and longer.

While LA has seen many droughts, they recently had one of their wettest years on record.  We talk about evolving technology to save and store excess water, trying to cut down on the "yo-yo effect" on customers.   We also spend a fair amount of time on Marty's efforts to use more resources inside LA County, and the benefits of the circular economy.

Replacing aging infrastructure is also a priority - while decreasing the average lifespan of pipes is important, it's also critical to use technology to assess pipe quality - age shouldn't be the only consideration.

Marty talks about idea sharing on an international level.   LADWP has imported innovative ideas from high-tech solutions to black balls sitting on top of the reservoir.  And they've worked with other countries across the world to share ideas.  This collaboration will come in handy as Los Angeles prepares to host the Olympic Games in 2028.

Diversity, equity, and inclusion is important on two fronts for LADWP.  Los Angeles has some of the richest residents in the country, but 40% of the population live below the poverty line.  How can the department continue to generate revenue but not exclude anyone?  Also, as we see a shortage in future workers, how do we reach out to underserved communities and make them aware of the career opportunities in this field? You may be surprised to hear what some high schoolers told Marty and his team.

More: 

LADWP Website: https://www.ladwp.com/

Marty Adams Bio: https://www.ladwp.com/ladwp/faces/ladwp/aboutus/a-whoweare/a-wwa-ourteam/a-wwa-ot-gm

Aquasight Website: https://aquasight.io/

Aquasight Website: https://aquasight.io/

NEW Water in Green Bay, Wisconsin, may be a mid-sized utility.  But during our interview with executive director Tom Sigmund today, you'll hear about the remarkable things they are doing to prepare for the future.

NEW Water covers 15 municipalities and over 240,000 residents. Over the next 20 years, they will implement a $470 million dollar capital improvement plan. Like many utilities, Tom sees their top three challenges as this capital improvement plan, retaining quality employees, and replacing infrastructure.

They recently made changes on the solids handling side, and their next focus will be on the liquids handling side. This includes replacing equipment that is nearing 50 years old.   Their direct customers are municipalities and a couple of large businesses, including a new paper mill that recently opened.

While NEW's primary role is public  health, Sigmund also believes that it has a role in economic development - helping the area attract new business.  This is all done within a $49 million annual budget - $27 million for operations and $22 million for capital.  Looking ahead, they rely on 15% cash financing and 85% debt financing.  

They've recently added anaerobic digestion, gas recovery, and electrical energy generation, with an eye on the recently passed Inflation Reduction Act to see what opportunities could be next. In the meantime, Wisconsin's Clean Water Fund has been very helpful.

To work toward the future, there may be a 5.5% to 7% increase in rates.   One of Tom's challenges is explaining that to customers, and why the short-term investment is important for long term success.   When he arrived, NEW Water was, as he puts it, "out of sight, out of mind."   Now communication is key - with consumers and to help recruit new talent.  He talks about some of the programs they are using for that.

In today's episode we also touch on climate change, resiliency, ESG, and circular economy.  He's realized he needs to focus not on being a better engineer, but a better leader.

More:

New Water Green Bay Website: https://www.newwater.us/

Aquasight Website: https://aquasight.io/

Aquasight Website: https://aquasight.io/

Today, Mahesh Lunani talks to Kamuron Gurol, Director of the King County Wastewater Treatment Division, Washington State (including Seattle). Prior to taking on this role, Kamuron was a Corridor Development Director at a 116-mile rail system connecting greater Seattle area.  Kamuron was also the City Manager at City of Burien, a community of 50,000 with hundreds of businesses.

In his current role, Gurol oversees 5 treatment plants, 400 miles of interceptor pipes, 48 pump stations, 39 CSO outfalls, and 25 regulator stations- an asset base worth billions.

In a wide ranging conversation we talk about the future of water, including how we treat everything to wastewater to hot water, to PFAS, medication residue in waste, and more. He believes the circular economy can be not cradle to grave, but rather cradle to cradle.

Kamuron looks at the job of building the third generation of King County infrastructure like fixing up an hold house. It may have good "bones," but it needs to be worked on.

We look at ESG - too long, loud or "smelly' plants have gone into poor neighborhoods.  What can we do to work with our neighbors instead of dictating to them?

Today's guest as a perspective on recruiting the next generation of water workers that we haven't had before.  If we are looking to find young people fresh out of school, we might be looking in the wrong place.

Use all of your senses, and not just your brain.  Kamuron explains what that advice means.

More:

King County Wastewater Treatment Division Website: https://kingcounty.gov/depts/dnrp/wtd.aspx

Kamuron Bio: https://kingcounty.gov/depts/dnrp/wtd/about/agency/wtd-director.aspx

Aquasight Website: https://aquasight.io/

Aquasight Website: https://aquasight.io/

Alyson Watson is our first non-utility CEO guest, and she lends her perspective from the private sector. Alyson is the CEO of Woodard and Curran, a planning, funding, engineering, construction and O&M (operations and maintenance) organization.

Alyson talks about three big trends in the water industry: resiliency, the switch from an extraction to a creation economy, and ESG (environmental and social governance).  These trends include climate change, viewing nothing as waste, and water equity.

Water customers now have access to data they never saw before.  Sometimes, they even see more than the utility companies. This necessitates a need for increased communication between all parties involved.

Mahesh and Alyson talk about the differences between running a regional and a national organization - Alyson has done both.

Woodard and Curran partner with their public and private clients, sometimes testing out ideas with private clients that can be translated to the public ones.

As far as investment in the future, Watson believes there are unprecedented funding opportunities in the water and wastewater areas.  But the biggest investments will be in people.

Mahesh and Alyson talk about the new workforce and the challenges of maintaining work-from-home flexibility but still fostering company culture and relationships between employees.  This also relates to the labor market, and not just recruiting for Woodard and Curran, but also for the water industry as a whole.

Finally, we talk about the place for new innovation in the industry, and what Alyson would like to leave behind as a legacy.

More:

Woodard and Curran Website: https://www.woodardcurran.com/

Alyson Watson Bio: https://www.woodardcurran.com/people/alyson-watson/

Aquasight Website: https://aquasight.io/

Aquasight Website: https://aquasight.io/

Laura Briefer is the director of Salt Lake City Public Utilities.  Today she joins Mahesh Lunani of Aquasight to talk about her unique role in the water community as it relates to her appointment, droughts in the West, collaboration, and leadership.

Unlike many of her colleagues, Laura's job is appointed by the Mayor, and she's been in the role through three administrations.  There are unique opportunities that come with that, as well as some challenges.   She also explains her role on the Public Utilities Advisory Committee.

Briefer's department is 150 years old - she talks about the need to replace infrastructure, as well as the balance between using the institutional knowledge in her workforce and adjusting for future needs and challenges.

Climate change is a threat everywhere, but this is especially true in the Western United States, where they are already seeing the effects of drought, wildfire, and more.  Laura talks about some of the unique challenges they face in Salt Lake City, but also how their residents have made a big difference in conservation efforts.  And SLCPU is partnering with the University of Utah to study climate change and what strategies can be employed.

Finally, Mahesh and Laura talk about her strategies and tactics for ESG, guided by a member of her team who has a PhD in environmental equity projects and environmental  justice projects.

More Information:

Laura's Bio: https://www.nacwa.org/about-us/board-of-directors/laura-briefer

Laura's co-written article The lost narrative: Ecosystem service narratives and the missing Wasatch watershed conservation story    https://www.sciencedirect.com/science/article/abs/pii/S2212041615300462

Salt Lake City Public Utilities Website: https://www.slc.gov/utilities/

Aquasight Website: https://aquasight.io/

Aquasight Website: https://aquasight.io/

Today, Aquasight founder and CEO Mahesh Lunani sits down with Calvin Farr, Chief Executive Officer of Prince William County Service Authority, providing water and wastewater services for over 360,000 customers.

Calvin talks about changes to workplace culture in his two decades in the industry.  The days of a two-generation workplace, where Baby Boomers order around Gen X'ers, are gone.   Now, with 4 generations in the building, there's a much more collaborative approach, where employees aren't afraid to challenge the status quo and engage in open dialogue with their superiors.  He's also seen more collaboration and less adversarial relationships under consent decrees.

Calvin talks about the size of PWCSA, and the fact that he inherited a great organization that takes pride in customer satisfaction. One of his biggest concerns is the rapid growth in his area, and being able to serve an increasing customer base.  But despite being one of the wealthiest counties in the nation, they need to take care of underserved communities.  Mahesh and Calvin discuss how the bipartisan infrastructure law (BIL) can help with that.

Having a "deep bench" is also a big issue for Farr.  Folks are no longer working the same job for 30 years, and the pandemic has caused "the great re-evaluation."  It's important to recruit the next generation of employees.   It's also important to have a diverse team at PWCSA, reflective of the community they serve.  The CEO has modified the core value of respect to now be respect and inclusion.

We also talk about cybersecurity and the real threat that now poses to water systems.  And how can advances in technology be leveraged to improve service to PWCSA customers?  Calvin says we are now "data rich."

Our guest also talks about being an assertive and authentic leader, building a network of stakeholders within his community, and taking pride in watching his employees grow.

PWCSA Website: https://www.pwcsa.org/

Calvin Farr Bio: https://www.pwcsa.org/executive-management

Aquasight Website: https://aquasight.io/

Aquasight Website: https://aquasight.io/

Megan Ross is the Utilities Director of Pinellas County Florida, which includes Clearwater and St. Petersburg (near Tampa).  A chemical process engineer by trade, her background is different than other water professionals we've spoken to.   She entered this industry because she saw a need, and she wanted to stay close to home and serve her community.

Megan describes the unique governance structure her organization has, working with 14 municipalities as well as Tampa Bay Water.  

She calls her top 3 challenges "Workforce, workforce, and workforce," and has implemented plans to hire everyone from veterans to former prison inmates.   This enables her to find workers and be involved with various community organizations.  And some positions will need to be outsourced.

Megan talks about becoming more empathetic as a leader during COVID, and keeping her cool when others around her aren't.  And she has a healthy appreciation for the essential workers that work in water.

You may think that Florida has no shortage of water, but it is a challenge to find affordable fresh water for residents.  Ross explains why that is.   Also, climate change remains a major threat to all aspects of life, including the area's lifeblood, tourism.  Megan talks about what measures are being undertaken at the state level and with individual residents.

Ross talks about the differences between being a supervisor and a manager.  As a supervisor, you are managing people.  But as a manager, you need to manage the processes that help the managers manage.

Finally, we talk about women in STEM, and the pride our guest takes in hiring and mentoring other women.

Links:

Pinellas County Website: http://www.pinellascounty.org/

Aquasight Website: https://aquasight.io/

Aquasight Website: https://aquasight.io/