Water Systems for Small Communities

A Puzzle Guide for Local Officials
Bulletin 910

Personnel Management

Julie Gillenwater, Division of Drinking and Groundwater, Ohio Environmental Protection Agency
Lori Libby, Center for Public Management and Regional Affairs, Miami University
Karen Mancl, Professor Food, Agricultural and Biological Engineering, The Ohio State University

A range of knowledge and skills are needed to run a public water supply. Seldom can one person do the entire job. A group of full-time and part-time employees are often needed even to operate a small water system. In some cases a person with the necessary skills to work with the water system can provide similar services to other community departments. In this way, the water system can share employees with other important parts of the community operations.

The types of knowledge and skills needed fall into five categories.

1. Certified operator—All public water systems are required to have a certified operator in responsible charge. The level of certification depends on the water source, the system size, and the treatment complexity. Beyond the legal certification requirements, operators must have an affinity for water science, be mechanically oriented, and have problem solving skills. Good communication skills are also needed so that they can express operation details and emergency procedures to other employees, as well as deal directly with the public.
2. Maintenance staff—Protecting the investment in water system facilities and equipment is the responsibility of the maintenance staff. People in these positions perform routine maintenance on equipment, keep a current spare parts inventory, and keep the facility and grounds clean, painted, and mowed.
3. Laboratory technician—All drinking water supplies must be tested for regulatory compliance and to gather information to operate the water treatment systems. The time and qualifications of this person depend on how much of the testing is done at the plant. Small water systems often find it easier to send many of their water samples to a outside laboratory for testing. At a minimum, chlorine tests must be conducted at the water plant.
4. Meter reader—Since water meters are the "cash registers" for a water system, the person who collects water meter data must be very responsible. This person is also the water system employee who is most likely to interact with the public. A meter reader should always wear a clean official-looking uniform and have good communication skills.
5. Clerk—Billing customers, paying bills, and collecting income are just some of the important responsibilities of the water system clerk. The person in this position is responsible for the day-to-day management of the financial plan of the water system. Careful records must be kept to be accountable to lenders, regulators, and customers. Understandably, the clerk must be trustworthy and always act in a professional manner.

Regardless of the size of the water system staff, all staff members must understand their roles and expectations. To avoid confusion, four tools should be developed to aid in personnel management.

1. Position descriptions are the foundation of a personnel management system. These descriptions communicate the duties and responsibilities of the job to current and future employees. They are the basis for selection, recruitment, and performance evaluations and can be used to determine wages and benefits. Each position should have a description that includes the job title and definition, the job location and equipment used, the essential functions of the job, examples of the type of work performed, and a description of the required knowledge, skills, and abilities necessary to perform the job successfully.
2. A policies and procedures handbook documents what has been adopted by the authority or governing board. Because it communicates how the employee can expect to be treated, it sets the tone and establishes the employee-employer relationship. The handbook should include an organizational chart, supervisory chain of command, attendance policies, leave policies, dress code, employee code of conduct, disciplinary policy, and grievance procedures. It also includes the position descriptions, performance evaluation process, compensation schedule, benefits, and insurance programs. Statements regulating the acceptance of gifts and gratuities, outside employment, use of system equipment, and employment of relatives should also be in the handbook. This handbook may also refer to operation, maintenance, and occupational hazard and workplace safety manuals located at the work sites.
3. Compensation schedules establish how individuals are paid based on their education, training, certification, and the complexity and variety of the tasks, physical demands, and the work environment of the position. It provides a mechanism to compare across individuals among all departments and to compare how competitive wages are with other comparable employers in the area. The schedule should also contain the other ways employees are compensated, such as professional development, incentives, and seniority.
4. Performance evaluations provide both positive and constructive feedback to employees and offer an opportunity for employees to give input into job duties, work distribution, and occupational safety issues. Evaluations should be conducted annually or after any probationary period. During the evaluation session, it is customary to set goals for the next annual review. This allows for the accomplishment of goals to become an ongoing part of the evaluation process.

Respect for employees and the important jobs they do should be reflected by the water system authority or governing board to the customers. Leadership and employee pride contribute to customer confidence and satisfaction. Employees should feel rewarded and motivated for a job done well. Some ways to motivate employees and increase morale are through:

• Support for training and professional development.
• Fostering teamwork in the development of alternatives, solving problems, and increasing efficiency.
• Uniforms provided to illustrate professionalism and make a good public impression.
• Open communication through weekly staff meetings, reports at board meetings, and brainstorming sessions for planning and problem solving.