Both in June and recently, we wrote blog posts about the results of an operator survey published by the North Carolina Environmental Finance Center. This is another piece from their report dealing with operators suggestions for retention ideas.
Better Pay, Benefits Top The List
Below are the suggestions from operators as to what a utility could do to better recognize and retain them, as listed in the NCEFC survey results report.
- Higher Pay
- Increase Pay with Certification Level
- Improve/Include Benefits
- Pay for and Allow Attendance at Seminars/Workshops/Classes
- Cost of Living Increase
- Merit-Based Pay Increases
- Provide Incentives
- Certificate of Appreciation
- Hire More Staff
- Public Acknowledgement
- Pat on the Back
- Realize the Importance of Our Jobs
- Training of Board Members
- Increase Communication Between Board and Employees
- Become More Involved with Day-to-Day Operations
I want to talk about the last 4. Honestly, if community leaders did these 4 things, some of the salary and benefit issues would likely be more understandable to them, and the community as a whole would be more likely to develop sustainable practices.
They All Fit Together
To get the mayor and/or board to realize the importance of the operator's job, they need to communicate with the operator, become more involved in daily operations, and be trained on the issues and responsibilities they face. Maybe we have been going about this all wrong. Instead of just requiring training for board members, as some states now do, board members should also meet with the operator on a regular basis, say every other week on a weekday morning for breakfast. The operator can give an update on what has been happening, what issues he has been dealing with, what things he plans to ask the board to do and why.
In addition, each board member should spend a day each quarter working with the operator. They could help collect samples, help read meters, see how a backwash cycle is completed, order chemical, and anything else that would help them understand what goes into the operation of a water plant. I hear all the time that the problem with training board members is that they serve their two years, then someone new takes over. If a community had this sort of program in place, how long would it be before the list of supporters for the system grew well beyond the current board?